palm beach state college district board of trustees meeting · 3. summer 2020 enrollment july 15,...

Palm Beach State College District Board of Trustees Meeting

August 11, 2020

Enrollment Update

Palm Beach State College District Board of Trustees

August 11, 2020

Dr. Peter Barbatis

Vice President of Student Services, Enrollment Management

and Interim Provost

)

3

Summer 2020 Enrollment

July 15, 2020 Compared to July 01,2019

Registered Credit Headcount Registered Credit FTESummer 2020 Summer 2019 % Change 2020 2019 % Change

College-Wide 20,360 20,122 1.2% 4,403 4,039 10%

Lake Worth 10,558 9,771 8% 1,694 1,623 4%

Palm Beach Gardens 6,233 5,570 12% 849 790 7%

Belle Glade 1,618 1,149 41% 186 141 32%

Loxahatchee Groves 2,576 1,808 42% 333 240 38%

Boca Raton 7,188 6,204 16% 1043 935 12%

Unduplicated Summer HeadcountCredit/Prep/EPI/PSAV as of end of term (2020 as of 7/27/20)

4

0

5,000

10,000

15,000

20,000

25,000

2016 2017 2018 2019 2020

19,393 20,044 20,353 20,122 20,360

+1.5% -1.1%+3.4% +1.2%

Summer FTECredit/Prep/EPI/PSAV as of end of term (2020 as of end of 7/27/20)

5

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

2016 2017 2018 2019 2020

3,7043,883

4,017 4,0394,403

+4.9% +3.4% +0.5%+10.0%

Summer Continuing Student Enrollmentas of end of term (2020 as of 7/27/20)

6

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

2016 2017 2018 2019 2020

14,957 15,39815,958

15,56216,588

+2.9% +3.6% -2.5%+6.6%

Summer Transient Student Enrollmentas of end of term (2020 as of 7/27/20)

7

0

200

400

600

800

1,000

1,200

2016 2017 2018 2019 2020

1,1891,118 1,135

1,095

803

-6.0% +1.5% -3.5%

-26.7%

Summer Dual Enrolled/Early Admission Enrollmentas of end of term (2020 as of 7/27/20)

8

0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

2016 2017 2018 2019 2020

1,266

1,5381,659

1,7441,893+21.5%

+7.9%+5.1%

+8.5%

Fall 2020 Tentative Enrollment

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Fall 2020 Enrollment Initiatives

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• Live Zoom Admissions Information Sessions – Four to five sessions per week. Generates average of 150+ participants a week with 50 to 60 new applications.

• Collegewide Applicant Conversion call campaign – Push applicants to NSO

• Virtual “Who’s Next” software implementation for student service on- & off-campus

• Rave text messaging to numerous cohorts, both new applicants and continuing students

• Financial Aid campaigns; FAFSA no application & Packaged not Registered, Last Mile Scholarship, Debt Forgiveness

• Missing Items Call campaign - Total 3,700 students with missing items; i.e., residency, high school transcript

• CRM Parent Postcard campaign goes out this week; leads to Parent Zoom sessions

• CARES Act Funding – Open application; targeting students with outstanding balance

• Creation of a Tuition Payment Plan

• Advisement Case Load Metrics

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Thank you


August 11, 2020

MGT Consulting Group

Perkins V – CTE 2020Comprehensive Local Needs Assessment

August 2020


PERKINS V REQUIREMENTS

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COMPREHENSIVE LOCAL NEEDS ASSESSMENT (CLNA) Determine areas of CTE program need Include both technical and soft skills Document qualitative and quantitative input to support program demand Identify barriers and related issues that need to be addressed Gather factors that adversely impact CTE access or completion for various

underserved segments or special needs populations Align stakeholder input with high demand, high need occupations and skills Carefully document all efforts to obtain stakeholder input


PALM BEACH STATE COLLEGE CTE SURVEY

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MethodologyExternal survey (PBSC & SDPBC contacts)PBSC sent to 490 local stakeholders on May 13th

Received 84 responses 51% were private and public employers


COMMUNITY AND EMPLOYER RESPONDENT CATEGORIES

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ACTIVITIES ENGAGED IN COOPERATION WITH THE SCHOOL DISTRICT OR THE COLLEGE?

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MATCH OF NUMBER OF QUALIFIED CANDIDATES WITH AVAILABLE JOB OPENINGS IN YOUR LOCAL AREA

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SECTORS PROJECTED TO EXPERIENCE SIGNIFICANT GROWTH IN THE LOCAL AREA

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Industry Number of positive responses

Health Sciences/Healthcare 30Information Technology 23Business, Finance & Professional Services 18Construction 15Automotive/Heavy Equipment/Marine Technology 13Arts, A/V Technology & Communications 12Logistics/Supply Chain/Distribution 12Manufacturing 10Agriculture/Landscape & Horticulture 9Engineering Technology & Life Sciences 9Law Enforcement, Public Safety, Corrections & Security 9Personal Services 9Hospitality/Tourism Management & Culinary Arts 8Other 8Aviation & Aerospace 7Human Services 6Child Care/Early Childhood Education 4


PROGRAMS WITH SIGNIFICANT HIRING NEED IDENTIFIED BY SURVEY RESPONDENTS

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Landscape & HorticultureDigital Design/Digital Media Multimedia DesignGraphic Design TechnologyMotion Picture TechnologyTV Production TechnologyAutomotive Service TechnologyDiesel Service TechnologyHeavy Equipment Service TechnicianAccounting TechnologyBusiness Administration and ManagementFinanceInsuranceInternational BusinessMarketing ManagementParalegal StudiesChild Care/Early Childhood Education

Carpentry/ConstructionDraftingElectricalFacilities MaintenanceSecurity Systems/Low Voltage TechnologyEngineering TechnologySurgical TechnologyApplied CybersecurityComputer ProgrammingInformation TechnologyNetwork SupportEMT/ParamedicFireLaw Enforcement/Criminal JusticePublic Safety TelecommunicationsMachining Technology


HOW WOULD YOU RATE TYPICAL ENTRY-LEVEL JOB APPLICANTS ON SOFT SKILLS?

21


GREATEST BARRIERS INDIVIDUALS FACE WHEN SEEKING EDUCATION AND TRAINING LOCALLY

22


SCHOOL DISTRICT OF PALM BEACH COUNTY CTE

STAFF SURVEY

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Methodology Internal Survey of CTE Faculty and Staff Sent by District to 901 employees on May 28th

Received 262 responses More than half of respondents were teachersPBSC added seven questions to the SDPBC survey


IN YOUR OPINION, HOW WELL DOES CTE INSTRUCTION PROVIDED BY THE SCHOOL DISTRICT ALIGN WITH CTE PROGRAMS AT PBSC?

24


NEEDS SUMMARY – COMMUNITY SURVEY

25

ACCESS BARRIERS TO CTE ENROLLMENT

Informational Barriers Don’t know where to start

to explore PBSC program options

Too many programs to choose from/difficulty in deciding which ones might be a good match

Difficulty obtaining detailed program information

Too much program detail is overwhelming

Pre-enrollment ProcessEnrollment process is

complicated/unfamiliar Financial aid process is

complicated, confusing, and intimidating

Curriculum/Instructional Setting Intimidated by programs with

an academic course sequence vs. only a technical course sequence for completion

Older adults/non-traditional students anxiousness of being in a course with traditional age students



26

ACCESS BARRIERS TO COMPLETION

Change in outside commitments Personal financial circumstancesWork/class scheduling conflicts Childcare needs/Family obligations Technology access/equipment limitations Cost of required student equipment Attendance requirementsDuration/length of the programDelivery mode



27

CONTINUED OPPORTUNITIES

SPECIAL POPULATIONS ENGAGEMENT

COLLABORATION WITH SCHOOL DISTRICT CTE PROGRAMMING

COLLABORATION WITH EMPLOYERS

NEW PARTNERS


Questions and Answers


August 11, 2020

Panther Strong 2023 Update


August 11, 2020

Dave WeberPlanning, Research and Effectiveness


31

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1. Establish methods (small focus groups, conduct anonymous surveys, or participate in existing department climate surveys) to gather the diverse perspectives from our internal experts on how to improve student retention and college culture.

2. Host Retention Summit on each of the campuses and improve the retention rate of part-time students by 3%.

3. Improve data literacy by offering courses to become more data informed and insightful.

4. Research existing review processes and best practices for non-academic units: Educational Support Areas, Business Services, Community and Public Service Areas, and Administrative Units.

5. Develop proposals for academic program review and prioritization processes. Include financial, student engagement, and other metrics.

6. Maximize facility rental and classroom usage through a single set of administrative procedures and a comprehensive software scheduling tool.

7. Identify institutional structures, policies, practices, and procedures that create unintended barriers to student retention and success, especially those that impact first-generation, low-income and other vulnerable populations.

8. Close the disparities in graduation rates between Black and Hispanic (male and female) students to more equitable levels.

9. Build an equity scorecard providing insights that lead to improved retention and student success.

10. Assess 20% of all Classroom, Lecture, Studio, Labs and Open spaces.

11. Expand robust professional development excellence programs for staff and administration.

12. Expand robust teaching and learning excellence programs for faculty.

13. Design impact engagement programs through targeted development training.

Panther Strong 2023 Achievements

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ENGAGEBe in Top 10% Nationally

Currently exceeds performance for Extra Large College

Leading Measures PBSCExtra Large

Colleges

Active and Collaborative Learning 50.4 49.7

Student Effort 53.7 49.8

Academic Challenge 49.7 49.6

Student and Faculty Interaction 49.5 47.5

Support for Learners 51.0 49.1

• Achieve Great College status in 12 of 15 dimensions

• Overall average 63%

Leading Measures 2016 2018Job Satisfaction/Support 69% 74%Teaching Environment 50% 60%Professional Development 66% 70%Compensation, Benefits, and Work/Life Balance 55% 61%Facilities 65% 70%Policies, Resources and Efficiency 55% 62%Shared Governance 39% 51%Pride 68% 75%Supervisors/Department Chairs 67% 76%Senior Leadership 49% 56%Faculty, Administration and Staff Relations 47% 52%Communication 47% 55%Collaboration 49% 57%Fairness 50% 56%Respect and Appreciation 55% 64%

Overall 56% 63%

EXPAND

• The target is 65%

• The Fall-to-Fall rate for the Fall 2018 cohort is 57.3%.

• This is down from 61.2% the year prior

• The College target for 2019-2020 was 22,904

• FTE enrollment for 2019-2020 totaled 21,125

• The target for FY23 is 25,027, a 15% rate of growth • The Re-enrollment rate for Fall 19 to Spring 20 was

70.6%, down from 72% the year prior

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EXCEL

• The target is a 20% improvement rate by 2023, or 45%

• Completion in 2016 was 41.6%

• Completion declined from a high of 43.6% in 2014

• The completion rate for Black males in the 2016 cohort was 30.7% versus 41.6% for all students

• Reduce the Disparity Rate for Black males to 4.1%

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Panther Strong 2023 Update – FY21

Strategy FY 21 Tactics – Year 3

Achieving a Healthy and

Diverse Culture

• Implement multi-tiered cultural competency training program.

• Build an Equity Scorecard providing insights that lead to improved retention and student success.

Building Learning Environments

• Focus on implementing Innovative Learning spaceswith an emphasis on Lecture Capture capabilities.

• Focus on creating virtual lab spaces to effectively deliver traditional hands-on learning in the online environment.

Connect to Community

• Implement Customer Relationship Marketing Software/Technology to track community contacts by College faculty and staff.

• Conduct marketing campaigns to strengthen the brand of the College and increase student retention.

Evaluate and Align Offerings

• Finalize revisions for the academic program review process, cycle, and measures to improve program quality, align programs to College and community needs, and inform the program prioritization process.

Grow Enrollment and Retention

• Close the disparities in graduation rates for men of color.

• Increase student engagement during the first year to positively impact persistence and retention.

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Maximize Resources

• The College will utilize its enhanced ERP system to provide program outcome data enabling better program net revenue reviews to consider in its future course offerings.

• Grow the College’s multi-year energy conservation sustainability initiative by expanding external partners.

Accelerate Completion

• Fully implement career pathway maps with connections to the Academic and Career Communities aligned with the Loss Momentum Framework.

• Utilize data provided by IRE for available “on path” and “off path” triggers to determine preliminary interventions and identify appropriate tools for enhanced data collection to increase engagement and improve retention and student success in relation to the appropriate phase of the Loss Momentum Framework.

• Develop a credentialing infrastructure and provide opportunities for Palm Beach State College’s AA students and/or employees to complete and earn skills building micro-credentials.

Grow Talent • Grow Talent as measured by Total Score from Greatest College to Work for Survey. Increase total survey score by 3 percentage points from 63% to 66%.

• Expand robust learning and development programs for faculty and staff with an emphasis on providing workforce training and best practices for teaching in a remote environment.

Escalate Continuous

Improvement

• Compose an institutional team skilled in the use of the 4DX methodology to training and implement a change management process that will be developed and applied across the entire strategy council with subsequent scaling to the entire College.

• Implement a data literacy initiative starting this 2020-2021 academic year aiming to encompass the topics Why Data, Being Data Informed, Use of Data, Data Analytics, and Business Intelligence. The initiative will commence via the adoption of a virtual data literacy curriculum through collaboration with the Data Literacy Project.

Strategy FY 21 Tactics – Year 3


August 11, 2020

Return to Campus and COVID-19 Update


August 11, 2020

Ava L. Parker, J.D.President

Phase 2 Today

45

Goal of 30% on Campus

• Focus: Administration, Deans and Associate/Assistant Deans; Student Services; Volunteers; and those whose jobs did not translate to remote work (i.e. facilities, security)

• Staggered work schedules established• Facilities still receiving numerous requests for employees who want to return to work• Note: Not all building are open, as they are only open based on the needs to provide

services to our students• Lake Worth: 148 staff on campus• Boca Raton: 39 staff on campus • Palm Beach Gardens: 66 staff on campus• Belle Glade: 33 staff on campus• Loxahatchee Groves: 4 staff on campus

Programs

46

• Fire Academy Day & Night Cohorts• Law Enforcement BLE 205• EMS – EMT and Paramedic• Dental Assisting• Dental Hygiene• Transportation Service Technology• Cosmetology• Nursing

• Electrical• Manufacturing• Radiography• Sonography• Medical Assisting• Welding (Evening)• Massage Therapy

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Social Distancing & Facial Coverings

Facilities

48

• Managers have been working with facilities to review workspaces to ensure a safe return for employees

• CDC compliant air conditioning filtration systems and increased ventilation• Hand Sanitizing Stations established college-wide• Paper Towel Dispensers in restrooms (continuing to disable Air Blow Dryers)• Plexiglass Wellness Shields provided at designated high traffic locations• Clean Kits (disinfectant spray and paper towels) provided in office suites

and classrooms• COVID-19 Hygiene Signage placed in every facility• Cleaning & Disinfection of high-touch areas throughout the day

49

Transaction/Plexiglass Wellness Shields

Phase 2 and Preparing for Fall Term

50

• Symptom Checker• Students: Currently active in MyPBSC App• Employees: COVID-19 App or Workday• Signage to be posted on facility entrances

• Training Video: Will be available for all employees

• COVID-19 Compliance, Liability Waiver, and Assumption of the Risk: provided to students in current face-to-face programs on campus

• Contact Tracing Procedure in place for confirmed COVID-19 cases

• Facial Coverings required while on campus and being distributed to employees

Phase 3: August – December 2020

51

• All guidelines in Phases 1 and 2 will continue to apply• Goal of 50% staff on campus – staggered schedules• Increase number of face-to-face programs and classes,

including labs• Continuing to monitor CDC and DOH data• No specific start date


August 11, 2020

Ava L. Parker Annual Goals Review 2019-2020


August 11, 2020


SUMMARY

55

Goal 1: Retention / Recruitment Goal 2: FundraisingGoal 3: Safety and SecurityGoal 4: BudgetGoal 5: Procurement / ContractingGoal 6: Workforce and Innovation

GOAL 1: Retention / Recruitment

56

Improve 2019-2020 Fall to Spring Retention by 3%.

• Retention Fall to Spring for last for years:― Fall 2015-Spring 2016: 81.0%― Fall 2016-Spring 2017: 79.7%― Fall 2017-Spring 2018: 82.0%― Fall 2018-Spring 2019: 78.9%― Fall 2019-Spring 2020: 79.8%

• Compared to 2018-2019, retention increased +0.9% in 2019-2020

GOAL 2: Fundraising

57

Fundraising Goal: July 1, 2019 – June 30, 2020; $4,500,000.

• Naming Gifts― Dr. Barbara Carey-Shuler Cross Cultural Equity Institute― Frank DiMino Administration Building – Lox Groves Gallon Campus― Frank DiMino Center for Medical Innovation – Lox Groves Gallon Campus

• Fundraising total as of June 30, 2020; $13,254,930

GOAL 3: Safety and Security

58

Continue to actively implement the recommendations from the BolanteSecurity Assessment Report and explore additional technology and emerging trends deployed to keep our campus and students safe.

15 most critical recommendations were reviewed and implemented or initiated. Three key recommendations planned for 2019-2020 could not be implemented due to lack of funding:

• Installation of Integrated Radio System; Planned for April 2020 DBOT, subsequently deferred due to lack of funding

• All-Campus Access Control; Automated Electronic Key for Lockdown; Beta project initiated, cost currently unfeasible

• Initiate armed presence on campus; Pilot project considered on Lake Worth campus with Palm Beach County Sheriff’s Office, cost currently unfeasible

GOAL 4: Budget

59

Conduct an extensive review of the historical and current budget and develop different models to address the demands of the increasing costs to do business, the need for competitive salaries, new program demands, evolving technology and our commitment to student success.Considerations:• State Appropriations Impact• Tuition remained unchanged• Fiscal Year 2019-2020 Operating Fund Balance began at 2.5%

Highlights:• Delayed College-wide hiring• Section reduction• Mid-year Departmental budget cuts• Statutory fund balance achieved, will end year at a minimum of 7%

GOAL 5: Procurement and Contracting

60

Conduct an extensive review of procurement and contracting practices to ensure that state laws are adhered to in writing and in practice. Review current contracting policies and procedures and compare and contrast them to recognized best practices and current industry standards. Develop processes that ensure a level playing field for all potential vendors who have an interest in doing business with the College.

Highlights:• Electronic bid/solicitation process developed for construction projects• Statutorily mandated terms and conditions added and regularly reviewed• Increased training for Procurement staff and professional certifications

GOAL 6: Workforce and Innovation

61

Develop a baseline of the current technology engaged and cutting-edge practices and programs deployed throughout the College. Develop a process that expands and strengthens the business partnership relationships currently in place at the College. Establish a systemic process that ensures that the College is continuously maintaining and establishing business relationships and exploring emerging training; that supports current industry and drives additional opportunities to the community. Provide quarterly reporting to the Board of Trustees of the College’s engagement with the business community.

Highlights:• Comprehensive Local Needs Assessment• Innovation Task Force• Riviera Beach Partnership


August 11, 2020

Ava L. Parker Annual Goals Development 2020-2021


August 11, 2020


SUMMARY

64

Goal 1: Retention / Recruitment Goal 2: FundraisingGoal 3: BudgetGoal 4: Workforce, Re-tooling and Innovation Goal 5: Facilities

GOAL 1: Retention / Recruitment

65

Improve 2020-2021 Fall to Spring Retention by 3%.

• Retention Fall to Spring for last five years:― Fall 2015-Spring 2016: 81.0%― Fall 2016-Spring 2017: 79.7%― Fall 2017-Spring 2018: 82.0%― Fall 2018-Spring 2019: 78.9%― Fall 2019-Spring 2020: 79.8% (+0.9% increase)

• Overall, in 2019-2020, enrollment decreased by -1.6%

GOAL 2: Fundraising

66

July 1, 2020 – June 30, 2021; $3,500,000.

• Funds raised for the last five years:― 2015-2016: $2.9M― 2016-2017: $3M― 2017-2018: $2.1M― 2018-2019: $3.2M― 2019-2020: $13,254,930

GOAL 3: Budget

67

The College will enhance its operational efficiency to effectively match its budgetary planning considering potential appropriations, enrollment trends, and other revenue sources.

GOAL 4: Workforce, Re-tooling and Innovation

68

Strengthen the Workforce Development programming and relationships to meet the demands of the business community.

Expand short term programming specifically to assist our region with re-tooling and addressing job loss and unemployment due to the pandemic.

Assess and upgrade technology to meet the technology demands heightened by remote learning and work.

GOAL 5: Facilities

69

Develop a five-year facilities plan that considers College needs post pandemic and the anticipated revenue streams to meet the demand.

Assess facilities in light of CDC guidelines and renovate and upgrade as necessary to ensure the safety, protection and

confidence of students, faculty and staff.


August 11, 2020


August 11, 2020

James E. DuffieVice President

Finance and Administration

Finance/Investments Update

72

Budget /Finance Updates

Cash Balances and Historical Variability

**Monday6/30/2020 7/31/2020 8/10/2020

Beginning 15,012,209 18,625,729 13,650,208 Cash IN 23,385,843 10,004,847 4,650,267 Available 38,398,051 28,630,575 18,300,475 Cash OUT 19,772,323 14,980,367 14,059,000 Ending 18,625,729 13,650,208 4,241,475

Not EOM

73

Finance-Investments

Investments began declining coinciding with CoVid results. College Earning $696,209 for the year slightly down from last year.

PBSC PBSC PBSC PBSC Change in PBSCMONTHLY MONTHLY PBSC MONTHLY MONTHLY PBSC Balance & MONTHLYENDING NET INTEREST ENDING NET INTEREST Interest, 2020 over NET

2018-2019 BALANCE INTEREST RATE 2019-2020 BALANCE INTEREST RATE 2019 INTERESTJuly $33,894,794 $56,397 2.02% July $25,127,816 $64,355 3.03% July $7,958August $33,949,644 $54,849 2.02% August $25,211,168 $83,351 4.02% August $28,502September $36,001,367 $51,724 2.04% September $19,272,800 $61,632 3.38% September $9,909October $36,056,081 $54,714 1.91% October $27,361,420 $88,620 3.58% October $33,907November $33,111,692 $55,612 2.12% November $23,931,687 $70,267 3.39% November $14,655December $30,167,390 $55,698 2.21% December $22,981,968 $50,282 2.64% December -$5,416January $20,730,495 $63,105 2.43% January $23,035,603 $53,635 2.87% January -$9,470February $30,784,221 $53,726 2.58% February $24,586,511 $50,908 3.01% February -$2,818March $29,850,542 $66,321 2.65% March $13,864,612 $78,101 4.84% March $11,779April $28,917,659 $67,118 2.82% April $13,909,192 $44,580 4.04% April -$22,538May $28,988,584 $70,925 3.00% May $13,934,297 $25,106 2.25% May -$45,819June $28,063,461 $74,877 3.50% June $13,959,670 $25,373 2.34% June -$49,504

2019 TOTAL $725,064 2020 TOTAL $696,209 TOTAL CHANGE -$28,85412 Calendar Months Earnings Decrease -3.98%

Two Year Investment (SPIA)Performance Through 6-30-2020

74


Appropriations Payments – Reduced Cash Flow

75

Budget UpdateCoronavirus Aid, Relief & Economic Security

(CARES) Act Funding

• College Institutional Allocations-Includes another $9.4MM for:

• Providing Further Student Aid.

• College to seek reimbursement for categories such as

• PPE and retrofitting spaces

• Technology for Students including connectivity

• Remote technology training costs

• Loss of revenues (Auxiliaries, Parking, Sales, etc.)

76

Budget /Finance UpdatesCoronavirus Aid, Relief & Economic Security

(CARES) Act Funding- Other Funding

Computers/Technolgy 357,000.00

Connectivity/Technology 50,872.50

Collaboration S/W Lic. 17,640.00

Collaboration S/W Lic. 550.00

Collaboration S/W Lic. 450.00

Total 426,512.50Examples of actual spend submitted for reimbursement so far. There are other amounts for PPE and retrofitting pending. We try to seek FEMA for PPE first if possible, then CARES 2nd.

77


Cares Act Provisions

Estimated Loss of Revenues March-June based on Historical DataParking Fees (March - June) 90,460$ Testing Fees (March - June) 95,576$ Tuition Revenue- Career and applied Tech PSAV (March-June) 174,416$ Tuition Revenue- Continuing Workforce (March - June) 496,803$ Application Fees (March - June) 52,594$ Auxiliary (College Store/Café/DD) 293,974$ Total 1,203,823$

78

Budget / Finance UpdatesCoronavirus Aid, Relief & Economic Security

(CARES) Act Funding - Student Stats

Outreach to Students:

•Over 16,500 students who are Title IV eligible were sent instructions for applying for CARES Act to their email and text.

Grant Statistics (as of July 29, 2020)

PBSC has distributed $7,922,000 Awards to students. (9817 unduplicated students-more than one term.)•Spring 2019 - $4,535,000; 9070 Students•Summer 2020 - $3,387,000; 6774 Students

Fall 2020 – TBA (we have offered the remaining funds to approximately 4500 fall students)

Budget UpdateFiscal Year 2020 Pre-Close

FY 2021 Approved & Reduction Model

Mr. James Duffie - Vice President, Finance and Administration

79

80


2018/19 Year to Date % To LY % Current Actual 6/30/2020 Actual To Budget

Revenues: Student Fees 61,533,396$ 62,254,861$ 101% 106% Dual Enrollment Fees 1,904,192 2,037,052 107% 107%

State Government: FL College System Program Fund 44,673,856 56,172,015 126% 100% Lottery 13,659,363 7,443,097 54% 100% Performance Funding 3,061,902 1,762,142 58% 100% Other 637,228 1,126,180 177% 155% Total State Government 62,032,349$ 66,503,434$ 107% 101%

Federal Government 327,335 293,447 90% 73%

Private Grants/Contracts 206,350 194,923 94% 97%

Sales and Services 1,262,632 1,228,409 97% 100% Interest and Dividends & Gain/Loss on Investments 187,810 285,506 152% 44% Other Revenues 577,762 542,577 94% 90%

Non-Revenue Receipts 973,812 694,463 71% 138%

Total Revenue 129,005,638$ 134,034,672$ 104% 103%

Palm Beach State CollegeBudget Analysis

For the Twelve Months Ending June 30, 2020 as of August 6, 2020Draft/Books not Fully Closed/Awaiting final State Figures and Actuarial Reports

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82


83

Budget Update

Tuition/Fees44%State

50%

Other/Fed

6%

REVENUE PROJECTIONSTuition/Fees State Other/Fed

84

Budget Update

83.3%5.3%3.7%2.8%2.5%2.3%0.2%

85

Budget Update

• Current Approved Budget• Fiscal Year 2020-21• Based on projected 2.5% decrease

in tuition & fees revenue• Pre-COVID financial situation

• $131.4 million total budget

86

Budget Update

87

Budget Update – State Funding• $1.9 billion budget shortfall statewide based on

COVID-19 impact

• Cuts of 6% = $3.9 million impact on PBSC allocation

• FRS Contribution Increases - $1.9 million impact to PBSC Budget

• Florida Virtual Libraries Vetoed - $600,000 impact to PBSC Budget

• PBSC did not receive any PECO allocations including maintenance dollars - $2 million impact to PBSC Budget

NET EFFECT INCLUDING VETOES$8.4 million

88

Budget Update

• 12.5% reduction = • Original budget projection +• Another 10% decrease

• 2.5% + 10% = 12.5%

89

Budget Update

• 12.5% reduction = • Original budget

projection +• Another 10%

decrease• 2.5% + 10% = 12.5%


August 11, 2020

Tentative 2020-2021 DBOT Meeting Dates and Locations


August 11, 2020

palm beach state college district board of trustees meeting · 3. summer 2020 enrollment july 15,...

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