COLUMBIA GORGE COMMUNITY COLLEGEBUDGET CONTENTS

2017-2018

PageCGCC FISCAL YEAR 2017-18 BUDGET

BUDGET CALENDAR 1BUDGET COMMITTEE MEMBERSHIP 2PRESIDENTIAL BUDGET MESSAGE 3COLLEGE MISSION, VISION, AND CORE THEMES 5BUDGET PRIORITIES 6ECONOMIC AND REVENUE ENVIRONMENT 7FISCAL YEAR 2016/17 ACCOUNTING CHANGES 8FISCAL YEAR 2016/17 OPERATIONS CHANGES 11BUDGET STRUCTURE 12OTHER FUNDS DESCRIPTIONS 19ORGANIZATIONAL CHART 22

100 GENERAL FUND

RESOURCES 25REQUIREMENTS 28

INSTRUCTIONGENERAL ACADEMIC INSTRUCTION

101 ARTS & HUMANITIES 32102 BUSINESS ADMINISTRATION 34105 HEALTH AND WELLNESS 35106 MATH 36107 SCIENCE 37108 SOCIAL SCIENCE 39109 FIRST AID & CPR 40110 EARLY COLLEGE 41111 WRITING, READING, LITERATURE, & LANGUAGE 42

CAREER & TECHNICAL EDUCATION PREP121 COMPUTER APPLICATIONS/OFFICE SYSTEMS 44122 COMPUTER SCIENCE 45125 EMERGENCY MEDICAL TECHNICIAN PROGRAM 46127 NURSING 47128 OTHER PROFESSIONAL TECHNICAL 49129 PRE-COLLEGE MATH 50130 RENEWABLE ENERGY 51131 MEDICAL ASSISTING 53133 MEDICAL TERMINOLOGY 55

COLUMBIA GORGE COMMUNITY COLLEGEBUDGET CONTENTS

2017-2018

CAREER & TECHNICAL ED SUPPLEMENTAL Page141 CERTIFIED NURSING ASSISTANT/CERTIFIED MEDICATION AIDE 56142 SMALL BUSINESS DEVELOPMENT CENTER 57

PRE-COLLEGE (DEVELOPMENTAL EDUCATION)161 PRE COLLEGE 60162 ENGLISH SPEAKERS OF OTHER LANGUAGES 61163 POST SECONDARY REMEDIAL 62

ACADEMIC SUPPORT201 INSTRUCTIONAL ADMINISTRATION 65203 DISTANCE EDUCATION & INSTRUCTIONAL TECHNOLOGY 67204 INSTRUCTIONAL STAFF DEVELOPMENT 69221 LIBRARY 70

STUDENT SERVICES301 REGISTRATION AND ADMISSIONS 72302 ADVISING 74303 FINANCIAL AID ADMINISTRATION 76304 CAREER SERVICES 78305 STUDENT RECOGNITION 79306 ADA SERVICES 80310 STUDENT SUCCESS INITIATIVES 81315 EXTERNAL AFFAIRS 82316 STUDENT SERVICES 84321 GED TESTING 85331 STUDENT GOVERNMENT 86332 PHI THETA KAPPA 87

INSTITUTIONAL SUPPORT501 GOVERNING BOARD 88502 PRESIDENT'S OFFICE 89503 PUBLIC INFORMATION AND COMMUNICATIONS 91504 ELECTIONS 93505 ACCREDITATION 94511 BUSINESS OFFICE 95512 INSURANCE LEGAL AUDIT 97521 HUMAN RESOURCES 98531 RESOURCE DEVELOPMENT 100541 INFORMATION TECHNOLOGY SERVICES 102551 COMMUNICATIONS 104

COLUMBIA GORGE COMMUNITY COLLEGEBUDGET CONTENTS

2017-2018

FINANCIAL AID Page601 FINANCIAL AID 105

701 PLANT OPERATION AND MAINTENANCE702 FACILITIES SERVICES 106703 BUILDING MAINTENANCE 108704 GROUNDS MAINTENANCE 109705 CUSTODIAL SERVICES 110706 UTILITIES 111

911 CONTINGENCY 112921 DEBT SERVICE 112931 TRANSFERS 112

105 SPECIAL REVENUE FUND 113

220 INTERNAL SERVICES FUND 177

CAPITAL PROJECTS FUNDS301 COLLEGE CAPITAL PROJECTS FUND 181302 STATE CAPITAL PROJECTS FUND 182

DEBT SERVICE FUND 183

RESERVE FUNDS501 RESERVE FUND - FACILITIES & GROUNDS 188502 RESERVE FUND - GENERAL OPERATIONS 189

ENTERPRISE FUNDS601 COLLEGE ENTERPRISE FUND 190601 COLLEGE BOOKSTORE FUND 204

FIDUCIARY FUNDS705 STUDENT CLUB FUND 206

STUDENT AID FUNDS800 FEDERAL STUDENT AID FUND 212805 SCHOLARSHIP FUND 214

DEBT SERVICE SCHEDULES 215

FINANCIAL POLICIES 218

COLUMBIA GORGE COMMUNITY COLLEGE COMPLETED BUDGET CALENDAR

FOR FISCAL YEAR JULY 1, 2017 - JUNE 30, 2018

Date Action

March 14 (Tuesday) College Board of Education Meeting (The Dalles)

x Appoint Budget Officerx Review budget calendar

March 15 – April 15 Publication of Budget Committee Meeting Notices

Publish Public Notice of First Budget Committee Meeting (Publish once 5-30 days prior to First Budget Committee Meeting)

x Hood River News and The Dalles Chroniclex Columbia Gorge Community College, cgcc.us/budget-finance

April 25 (Tuesday) 6:00 pm

First Budget Committee Meeting (The Dalles) The Budget Committee meets as needed to review and approve the budget.

May 2 (Tuesday) 6:00 pm

Second Budget Committee Meeting (Hood River) The Budget Committee meets as needed to review and approve the budget.

May 4 (Thursday) 6:00pm

Optional Third Budget Committee Meeting (The Dalles) Budget Committee Approves Budget no later than May 4

May 9 - June 1 Publication of Budget Hearing Notice and Financial Summary College Board of Education Meeting

Publish Notice of Budget Hearing and Financial Summary (Publish once 5-30 days prior to Budget Hearing)

x Hood River News and The Dalles Chroniclex Columbia Gorge Community College, cgcc.us/budget-finance

June 13 (Tuesday) 6:00 pm

College Board of Education Meeting & Budget Hearing (The Dalles)

x Board of Education holds Budget Hearingx Board Approves Budget Resolution to Adopt Budget, Make

Appropriations, Levy and Categorize Property Taxes

July 15 Filing Deadline

Deadline for Budget Officer to file all Property Tax Levy Forms, Adopted Budget Resolutions and Adopted Budget Document with County Assessors

Deadline for Budget Officer to file Adopted Budget Document with Dept. of Community Colleges and Workforce Development

Page 1 of 227

COLUMBIA GORGE COMMUNITY COLLEGE BOARD OF EDUCATION & BUDGET COMMITTEE 2017-18

Position #  Name  County  Term Ending 

1  J. Carmen Gamez Board Member 

Wasco  June 30, 2017 

2  Dr. James R. Willcox Board Member 

Wasco  June 30, 2017 

3  Dr. Lee Fairchild Board Member 

Hood River  June 30, 2019 

4  Charlotte Arnold Board Member 

Hood River  June 30, 2019 

5  Dr. Ernie Keller Board Member 

Wasco  June 30, 2017 

6  Stu Watson Board Member 

Hood River  June 30, 2019 

7  Charleen Cobb Board Member 

Wasco  June 30, 2017 

8  Karen Fairchild   Hood River  June 30, 2017 

9  Arthur Babitz  Hood River  June 30, 2017 

10  John Kasberger  Hood River  June 30, 2017 

11  Jon Farquharson  Wasco  June 30, 2018 

12  John Hutchison  Wasco  June 30, 2018 

13  Marilyn Wong   Wasco  June 30, 2020 

14  Dan Ericksen   Wasco  June 30, 2020 

Board Members position numbers 1-7 serve a four-year term. Budget Committee position numbers 8-14 serve a three-year term.

ADMINISTRATION

Dr. Frank K. Toda, President

Tiffany Prince, Assistant to the President and Board of Education

Lori Ufford, Chief Academic and Student Affairs Officer

Eric Studebaker, Student Services Officer

Bill Bohn, Chief Technology and Planning Officer

Lisa Deswert, Controller

Jim Austin, Facilities Director

Courtney Judah, Human Resources

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Dr. Frank Toda

2016-17 Presidential Budget Message

To:TheBoardofEducation,BudgetCommittee,andtheColumbiaGorgeCommunity

ForthefirsttimeinmyhistorywithColumbiaGorgeCommunityCollege(CGCC),I’mpleasedtopresentastructurallybalancedbudget.

Budget Perspective: Westartedthisyearwithahalf‐milliondollarshortfall.Inaddition,thepreviousbudgetyearreductioninpositionscouldnotalwaysbeaccomplishedinasystematicmanner.Thiscausedsignificantworkloadimbalancesacrossthecollege.ThestaffandfacultyofCGCCsteppedupinabigwayin2016/2017,andwithsignificanteffortwehavebeenabletomaintainenrollmentandqualityeducationalservicestothecommunity.Itisalsoexceptionallysignificanttopointoutthatwealsoaddressedthehalf‐milliondollarstructuralshortfallandwewillhavesomecarryforwardfundsforthis2017/2018budgetbuild.

The future is bright. ThispastacademicyearcontinuedtobringsignificantchangesandchallengesforCGCC.But,withthosechallenges…comeopportunitiestoserveourstudentsandourcommunitybetter.Wehavedonethisbyputtingstrategicfocusonthreeareasofourmasterplan:

x Student ACCESS, RETENTION and SUCCESS.First,weplantoputmoreenergyintothestudentaccess,retentionandsuccessagenda.Notonlyhavewedevelopedaplantomoveforward,wehavedesignedanorganizationalstructurethatwilloptimizetherelationshipbetweenstudentservicesandinstruction.Keytoneworganizationalrelationshipsandafocusonaccreditationstandardswillbetherecognitionofcutsmadein2016/2017.Inthisregard,CGCCwillbeaddingbackcriticalfull‐timefacultypositions.Additionally,CGCChasneverhadastudentrecruitmentandfollow‐upteam.Thisyearwewillhavejustsuchateamfocusedonimprovingouraccessandenrollment.

x CGCC Faculty and Staff are critical to our future. Second,wearetakingthoughtfulanddeliberatestepstotakecareoftheCGCCworkforce.Whileourbudgetlimitswhatwecando,thisdoesnotmeanweshouldnotfocusonthisareaforthecollege.Inthisregard,wehavecommittedtoimprovingourcommunicationsprocessesandsystems,weareputtingmorespecificdirectionintoemployeedevelopment,andweareworkinghardtomakesureallemployeeshavecleardirectionandsupport.

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x �Focus on our Community. Third,multipleCGCCteamswillcontinueit’sworktomoretightlyalignwithourstudentfocusedmissionandcorethemes.Inthisregard,CGCCisheretofulfillthedreamofanaffordablecollegeeducation.We’reheretotransformlivesbyprovidingtheskillslocalresidentsneedtomakeadecentliving.Andfinally,we’reheretohelpourregion’semployersgrowoureconomyinthediversefieldsashealthcare,renewableenergy,manufacturingtechnology,andcomputerscience.

Despitethechangesandchallengesthatwillcontinuetooccur,therearesomethingsthatwillremainunchanged:Wewillmaintainourcommitmenttoexcellenceineducation,ourcommitmenttothecommunitiesweserveeachday…andourheartfeltbeliefthatbuildingdreamsandtransforminglivescancreateabetterandbrighterfuture.

Sincerely,

Dr. Frank Toda President

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27

BUDGET PRIORITIES

Columbia Gorge Community College has seen a lot of change physically in its life; a new location, additional buildings, new programs, combined districts and climbing and falling enrollments etc. However, one thing that remains very steady is the biennial revenues and expenditures. The following is a chart of the General Fund operating revenue and expenditure categories for the last ten years or five biennium’s.

As this chart reflects, revenues and expenditures have remained fairly even and predictable. Even the distributions in the expenditures have generally remained consistent throughout the years. Since the college cannot count on increases in funding we must maintain our expenditures and do activities differently. This is the focus of the 2017-18 budget. The college is putting all the focus on recreating Student Services and adding full time faculty in Instruction as well as some needed reorganization there as well. Institutional Support and Facilities have tightened budgets to support these budget priorities. The college will be continuing to look for new funding sources. One of the best possibilities is community/industry partnerships, ie. community or business partnerships that fund either specific programs or general support to increase revenue and allow the college to keep tuition and fee increases minimal.

Student Services is proposing a reorganization to better serve and track students and prospective students. There will be focus on developing a recruitment team and materials, adding financial aid staff and reestablishing the Student Success Team. Also, there is a renewed focus on existing plans, for example, the Foundations of Excellence and the Strategic Enrollment Management plan will be at the forefront of the

10‐year budget look 17‐18 16‐17 15‐16 14‐15 13‐14 12‐13 11‐12 10‐11 09‐10 08‐09 07‐08

State funding 4,004,502 3,134,195 5,241,152 3,006,924 4,737,108 2,529,177 4,540,431 2,593,282 4,987,605 3,151,073 5,361,413Tutition 2,462,229 2,332,063 2,149,376 2,435,291 2,556,391 2,452,454 3,176,953 2,708,814 2,417,826 1,896,273 1,720,224Fees 1,040,872 941,506 643,729 607,875 648,923 747,809 739,665 675,954 526,710 417,922 361,952Property Taxes 1,130,717 1,130,020 1,061,146 1,101,455 1,061,271 1,087,279 1,008,880 989,520 975,444 919,678 870,666

8,638,320 7,537,784 9,095,403 7,151,545 9,003,693 6,816,719 9,465,929 6,967,570 8,907,585 6,384,946 8,314,255

Instruction 3,531,639 3,545,969 3,332,703 3,840,200 3,548,859 3,586,268 3,245,315 3,120,104 3,355,631 3,378,608 3,219,689Academic Support 1,107,398 1,263,478 828,202 914,783 910,563 894,275 910,691 859,749 923,041 968,940 853,431Student Services 1,162,533 980,685 676,749 952,862 1,062,066 965,938 863,515 788,966 753,795 669,421 617,174Institutional Support 2,011,996 2,000,736 2,324,104 2,567,304 2,965,277 2,743,348 2,385,690 2,286,488 2,248,362 2,295,452 2,159,153Facilities 1,062,397 1,070,756 892,740 1,003,808 1,054,218 987,665 980,913 944,197 926,076 929,124 868,636Financial Aid 21,905 27,650 22,926 17,842 26,543 20,264 13,591 11,440 32,552 68,676 76,230Debt Service 31,955 34,430 36,822 124,160 113,928 0 0 0 5,384 26,976 26,976

8,929,823 8,923,704 8,114,246 9,420,959 9,681,454 9,197,758 8,399,715 8,010,944 8,244,841 8,337,197 7,821,289

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Student Services work plan priorities. Student Services is excited about the new directions and focus to assist students in attending CGCC!

In the Instruction department the focus for the upcoming biennium will be dual credit, guided pathways and professional development. Increasing the college’s dual credit program will involve creating a variety of delivery modes and implementing state standards for assessing dual credit. This is important work for the college as it can increase the number of students that want to finish their college course work here at CGCC. The Guided Pathways work will continue to encourage completion through structured student experience. Professional development for faculty specifically in the areas of cultural competence, outcomes and assessment and curriculum development will be high priorities in the coming years. This budget also includes adding full time faculty to address the accreditation recommendations.

Staff/faculty and student focus: The college has been through some major staff reductions in the last few years. This has meant that the remaining staff is picking up extra duties, filling roles that need covering outside of their already full workloads. The college is very fortunate to have amazing staff and faculty that have incredible passion for the students. While the focus is students and student success, staff and faculty are a key role in that and need to have their professional needs met. Many staff and faculty are in need of professional training, extra staff to assist the overwhelming workloads etc. Maintaining staffing levels to maintain internal controls is vital to the college as well. The 2017-18 budget was able to address some of these issues however, there is still work to be done.

ECONOMIC AND REVENUE ENVIRONMENT

Enrollment It has been discussed many times that community college enrollment is counter-cyclical to the economy. Enrollment decreases when the economy is strong and fewer individuals require professional re-training. As a result, the Oregon Community College system continues to experience enrollment declines. However, Columbia Gorge Community College believes that the college is ready take back the control of enrollment levels and not let the economy dictate how many students we can serve.

In the college’s recent history there has been no official recruitment plan nor recruiting department. For the 2017-18 academic year, Student Services is implementing a recruitment plan as well as a small cross-campus department to head up the activities. It will take some time to implement and see the increase in enrollment numbers, however, we need to get started.

Oregon Promise is still poised to influence enrollment growth for the future years. The legislature has agreed to fund the program for the current cohort year as well as made

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funding available for the next cohort. In a poll taken from the college’s Oregon Promise students 65% said that the Oregon Promise Grant was a key factor in choosing to attend community college this year. Columbia Gorge Community College has 82 students enrolled in 2016-17 academic year on the Oregon Promise grant.

Dual enrollment programs are another area for enrollment growth. These are programs such as College Now, Early College, and Running Start. These opportunities are offered to students in high school to take college level classes. Some of the running start students are graduating high school with an associate’s degree paid mostly by their high schools. Some of these programs do not offer the increased tuition revenue however, they will provide increased FTE for state funding in future years. Still, these students are also receiving exposure to CGCC and are likely to sign up for future studies from this experience.

The budget forecast assumes a 1,400 credits sold increase next year or 40 full time students, moving towards the college’s average enrollment over the last ten years.

Tuition & Fees

Tuition and Fees constitute less than forty percent of the annual operating revenue for CGCC and are the only major revenue source the college has direct control over. Tuition was held steady for an unprecedented three years at $89 per credit with fees being held at $12 per credit. Each of the last two academic years the tuition and fees have had increases.

Rate changes next year include a $2 per credit increase to tuition, $3 per credit new technology/facilities/safety fee. The 2017-18 adopted rate increases are expected to generate approximately $125 thousand in the next fiscal year. The tuition and fee increases would amount to less than a $250 annual price increase to a student taking a full time course load. Moderate tuition and fee increases are not expected to negatively impact enrollment levels. Oregon universities are looking at double digit tuition increases. Community Colleges are just under 50% less expensive than the universities.

CGCC students continue to receive an excellent return on their educational investment. According to an article published in the Community College Daily by American Association of Community Colleges, the average annual income of someone with a high school diploma is $35,256 on the other hand someone with an associate degree from a community college earns an average annual income of $41,496. This article goes further to state that the American national economy receives a total of $809 billion in additional annual income as a result of community colleges. While CGCC would like to keep tuition as low as possible, it is prudent to raise tuition during stronger economic periods when unemployment rates and enrollment is relatively low. This provides more flexibility to hold flat or even reduce tuition should unemployment rise again and ensure

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that CGCC has educational infrastructure to serve the predicted enrollment growth that would be inevitable during an economic downturn.

Public Funding of Community Colleges

According to an article on Oregonlive.com a new ranking is set to be released and Oregon will have moved up in the ranks from 44th to 37th in the nation in support for Higher Education1. The CGCC 2017-18 Budget is based on the Legislatively Proposed Budget appropriation of $556 million. State funding for the college is forty-five percent of the total operating revenue budget.

Fiscal Year 2016/17 Accounting Changes

The Fiscal Year 2015-16 CGCC Budget Committee recommended the following resolution, which was adopted by the CGCC Board of Education at the June 9, 2015 Regular Meeting;

“It is a goal of the CGCC Board of Education that the percent of resources expended on Institutional Support be at or below the average for Oregon community colleges of similar size, after considering differences in accounting practices. The leadership team shall consider this goal in proposing the annual budget, and the budget officer shall describe the degree of compliance with that goal in the annual budget message.”

1http://www.oregonlive.com/education/index.ssf/2017/03/double_digit_tuition_increases.html

65 70 79 84 89 89 89 91 97 99

8 8 9 10 12 12 12 15 16 19

73 7888 94 101 101 101 106 113 118

2008‐09 2009‐10 2010‐11 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18*

CGCC Tuition and Fee Rates

Tuition Fees Total *Approved Rates for 2017‐18

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Below is the updated chart to report for follow up to this resolution. As the chart displays CGCC is the lowest of the small schools at this time.

College General Fund

Budget

Institutional Support

Allocation

% of Budget

Source of data

Klamath Community College $13,011,528 $3,380,980 26.0% 2017/18 Proposed

Clatsop Community College $10,871,650 $2,416,729 22.4% 2016/17 Adopted

CGCC $ 9,411,268 $2,011,996 21.4% 2017/18 Proposed

Review of Accounting Changes Internal Service Fund In 2016-17 the college incorporated an Internal Services Fund in the budget to account for goods and/or services provided to other units of the college on a cost-reimbursement basis. The college used this to charge departments for Information Technology related costs; ie. computers, phones, internet, software, and classroom podiums. However, as the current academic year progressed the information that was in this account was not easily trackable and did not provide the college with the information needed to make decisions as well as put expenses into budgets that the managers had no control over. The current 2017-18 budget does not budget under this method. The college has moved all Information Technology expenses back into Institutional Support. Even with the move of expenses the college Institutional Support function is still less than the small school average and right on target for the state average.

Budget and Recognize Four (4) State Payments each Fiscal Year As a reminder the college has changed the way it accounts for the state funding payments. The 2016-17 budget began accruing the July payment that is the final payment for the previous biennium. Beginning with the 2017-18 budget there will be four state payments recognized in each year of the biennium.

State appropriations for community college support were historically distributed in even quarterly payments. In 2003, the Oregon Legislature reduced community college funding by eliminating that year's April payment. At the same time, local budget law was amended to allow community colleges to accrue in place of the lost payment the first payment in the following biennium, commonly referred to as the “5th payment”.

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The majority of community colleges use this accounting treatment to express four state payments each fiscal year. Columbia Gorge has chosen to express payments as received. This leads to large year-to-year revenue fluctuations of five payments in the first year of the biennium and three payments in the second year. These fluctuations have, at times, obscured the true fiscal state of the college and led to confusion among the public, elected leaders, and college staff. The Fiscal Year 2016/17 Budget alters this practice to align with the majority of community colleges by recognizing four State of Oregon Community College Support Fund payments per year.

At the time of writing, the college has received notice from the state that CGCC can expect to receive $7.9M allocation for the 2017-19 biennium.

Fiscal Year 2017-18 Operations Changes

The 2017-18 budget incorporates some operations changes. The following are the highlights in the coming year.

x Addition of 3 full time faculty

x Addition of 1.0 FTE in Facilities for an Administrative Assistant

x Not budgeted to replace Director of Pre-College Programs

x Creation of Publications/Marketing Department-Internal reorganization

x Creation of External Affairs Department (recruitment department)-Internal reorganization

x Distance Education Coordinator reduced to .5 FTE

x Addition of 1.0 FTE in Student Services to be shared by Financial Aid and Chief of StudentServices

x Reduction of 1 FTE for Special Projects Manager (will be funded through grant funding ifavailable at .5 FTE)

x Postponing IT equipment replacement cycles

x Phone services & long distance contract changes reducing on-going costs

x Not replacing Chief Financial Officer or Chief Operating Officer.

x President’s Office assistant moved to Academic Support to support Curriculum andAssessment. No plans to replace.

Page 11 of 227

BUDGET STRUCTURE

The college budget structure is organized by fund and by cost center within the General Fund. Funds are grouped according to purpose or source of funds per Oregon Budget Law: General Fund, Special Revenue Funds, Internal Service Funds, Capital Projects Funds, Debt Service Funds, Reserve Funds, Enterprise Funds, Fiduciary Funds, and Student Aid Funds (established to administer Federal, State and local student aid).

General Fund budget appropriations are categorized as: Instruction, Academic Support, Student Services, Institutional Support, Financial Aid, Plant Operation and Maintenance, Contingency, Debt Service, and Transfers. General Fund cost centers have been established for financial management and are consistent with State and Federal reporting requirements. Budget appropriations in other funds have separate totals for personal services, materials and services, capital outlay, debt service, and inter-fund transfers.

Basis of Budgeting

All of the funds are budgeted using the modified accrual basis of accounting in accordance with budgetary accounting practices. In modified accrual, revenues are recognized when they become measurable and available. Revenues are considered to be available when they are collectible within the current period or soon enough thereafter to pay liabilities of the current period. For this purpose, the college considers revenues to be available if they are collected within 60 days of the end of the current fiscal period. Expenditures generally are recorded when a liability is incurred, as under accrual accounting. However, long-term compensated absences are recorded only when payment is due.

Budget Development Accreditation standards and Oregon Budget Law require the college to demonstrate financial stability with sufficient cash flow and reserves to support its programs and services. Financial planning should reflect available funds, realistic development of financial resources, and appropriate risk management to ensure short-term solvency and anticipate long-term obligations, including payment of future liabilities. To meet the standards and provide sound financial planning, an internal budget projection is developed annually to ensure the college balances its resources and budget requirements to meet its mission and strategic plan.

Budget Changes after Adoption

Oregon budget law requires all college funds to be appropriated. Appropriations, the legal authority to spend, are by division in all funds. Appropriations may be changed during the fiscal year, within the limitations imposed by budget law. College staff monitors actual events and recommends changes as needed. The Board of Education makes changes by resolution.

Page 12 of 227

Budget Process

Board Appoints Budget Officer & Budget Committee

College Administration Prepares Proposed Budget

Budget Committee Reviews and Approves Budget

Publish Approved Budget and Notice of Budget Hearing

Public Hearing on Budget

Board Adopts Budget by June 30

Submit Property Tax Levy, Resolutions and Budget by July 15

Publish Notices of Budget Meetings

Page 13 of 227

General Fund Revenue The Community College Support Fund (CCSF) distribution model was used to estimate the amount of State revenue for Columbia Gorge Community College based on the Legislatively Proposed Budget of $556 million for the 2017-19 biennium. Tuition and fees are grouped in three categories of tuition, instructional fees, and special fees and represent 39.3 percent of General Fund revenue. The tuition budget is dependent on the tuition rate, credit and non-credit enrollment and the level of write-offs. This budget has forecasted an enrollment growth that just erases the decrease from the 2016-17 fiscal year. Between increased tuition and increased enrollment the tuition revenue is budgeted at 5% increase. Enrollment projections continue to be conservative, moderated by a continued economic expansion and low unemployment rates which reduce demand for professional education and retraining. The budget includes raising tuition and college-wide charges to $99 per credit tuition, adding a $3 technology/facilities/safety fee and maintaining the $16 per credit general services fee. Property tax revenue is estimated to remain the same as the current year receipts. Property taxes represent 13 percent of General Fund revenue. The Budget Committee and Board of Education will be asked to approve the following property tax levies for 2017-18:

x A permanent tax rate levy of $0.2703 per $1,000 of taxable assessed value for the Columbia Gorge Community College District.

x A property tax levy in the amount of $1,498,525 for the Debt Service Fund - District General Obligation Bonds in Hood River and Wasco Counties

Other revenue sources include interest on deposited college funds, unrestricted and restricted gifts, lease revenue, and other income, and represent 1 percent of General Fund revenue. Beginning and Ending Fund Balance Beginning fund balance is equal to the prior year’s ending fund balance. Ending fund balance is the difference between total estimated sources and total estimated uses. Ending fund balance is budgeted in three categories: 1. Operating Contingency is budgeted at 2.3% of operational expenditures in the General Fund. Contingency funds can be spent once authorized by a supplemental budget or transfer appropriation.

2. Un‐appropriated ending fund balance can only be spent in an emergency created by civil disturbance or natural disaster.

Page 14 of 227

3. Reserved for future years are total sources less total expenses, contingency, and un‐appropriated ending balance. Reserved for future years funds can only be spent if authorized by a supplemental budget. Transfers In Transfers from Special Funds are estimated to be $200,000 and depend on the financial results of special fund activities. The following schedule of inter-fund transfers lists the budgeted transfers to the General Fund from Special Funds. Transfers from Special Funds represent 2.2 percent of General Fund revenue.

Transfers to General Fund from Special Funds FY 2017-18

Building Lease Fund $ 200,000

Total Transfers to General Fund from Special Funds $ 200,000

Revenue Source 2016-17 Adjusted Budget

% of Total

2017-18 Proposed

Budget

% of Total

State Support $ 4,122,600 47.1% $ 4,004,502 44.9%Property Tax $ 1,130,020 12.9% $ 1,130,717 12.7%Tuition & Fees $ 3,273,569 37.4% $ 3,503,101 39.2%Other Revenue & Transfers

$ 223,533 2.6% $ 289,845 3.2%

Total $ 8,749,222 100% $ 8,928,165 100%

45%

39%

13%

3% 2017‐18 General Fund Revenue$8,928,165

State

Tuition, Fees, & Sales

Property Tax

Other & Transfers In

Page 15 of 227

Expenditures

General Fund 2017-18 Proposed Expenditures and Requirements

Function 2016-17 Adjusted Budget

2016-17 % of Total

2017-18 Adopted Budget

2017-18 % of Total

Instruction $ 3,545,968 36.4% $ 3,532,890 37.5%

Academic Support 1,263,479 13.0 1,107,398 11.8

Student Services 980,685 10.1 1,162,533 12.3

Institutional Support 2,000,736 20.5 2,008,996 21.3

Student Financial Aid 27,650 0.2 21,905 0.2

Plant Operations & Maintenance 1,070,756 11.0 1,062,397 11.3

Contingency 220,000 2.3 220,000 2.3

Debt Service 34,430 0.3 31,955 0.3

Transfer to Special Funds 605,619 6.2 277,750 3.0

Total Operating Expenses $ 9,749,323 100.0% $ 9,425,825 100.0%

75%

19%

2.3%3.3%

2017‐18 General FundExpenditures by Object

$9,425,825

Personnel

Materials & Services

Contingency

Transfers & Debt Service

Page 16 of 227

Wage, Salary, and Employer Payroll Expense Factors

Personnel expenses account for 75 percent of the General Fund budget and 49% of all funds. Personnel expenses include wages and salaries and associated employer payroll taxes, expenses and benefits. Collective bargaining agreements (CBA) set wage and salary placements and amounts for represented employees. The three-year represented employees CBA renewed July 1, 2015 and expires June 30, 2018. Budget estimates are based on current full-time or part-time faculty salary schedules that include a 1% salary step increase for fiscal year 2017-18. Classified employee step increases are based on employee anniversary dates and salary schedule. Management and confidential employee salaries are based on the salary schedule approved by the CGCC Board of Education on July 1, 2013 and are projected to receive 3% step increases in 2017-18, if eligible.

The budget document details other payroll expenses within each cost center or special fund. Social security and Medicare taxes are 7.65% of wages up to $127,200 per year. Workers compensation premiums are estimated to be 3.99% of wages for custodial and maintenance employees and 0.0.530% of wages for all other employees based on the current year’s premiums. The State Workers Benefit Fund Assessment to employers is based on the current rate of 0.014 cents per hour worked. Unemployment insurance tax is estimated to be 1.8% of wages up to $38,400 per year.

The Oregon Public Employees Retirement System (PERS) employer contribution rates are set every two years based on actuarial valuations. The PERS employer rates for 2017-19, effective July 1, 2017 through June 30, 2019, are based on the December 31, 2015 valuations. The PERS rate applied to Tier 1 and Tier 2 members is 16.72% of wages. The Oregon Public Services Retirement Plan (OPSRP) rate is 10.14% of wages in the upcoming fiscal year.

The following table shows the current CGCC employer rate history since January 1, 2004 when PERS legislative reforms took effect creating OPSRP.

Page 17 of 227

Effective Dates Net PERS Rate

PERS UAL Rate Credit

Total PERS Expense

PERS Tier 1&Tier 2 1/1/2004-6/30/2005 0.0064 0.1062 0.1126 7/1/2005-2/28/2006 0.0502 0.1071 0.1573 3/1/2006-6/30/2007 0.0502 0.0637 0.1139 7/1/2007-6/30/2009 0.0409 0.1091 0.1500 7/1/2009-6/30/2011 0.0288 0.0913 0.1201 7/1/2011-6/30/2013 0.1063 0.0564 0.1627 071/2013-6/30/2015 0.1102 0.0561 0.2103 07/1/2015-6/30/2017 0.1393 0.0430 0.1823 07/01/2017-06/30/2019 0.1672 0.0430 0.2102 OPSRP 1/1/2004-6/30/2005 0.0804 0.0000 0.0804 7/1/2005-2/28/2006 0.0804 0.0000 0.0804 3/1/2006-6/30/2007 0.0167 0.0637 0.0804 7/1/2007-6/30/2009 0.0656 0.1091 0.1747 7/1/2009-6/30/2011 0.0352 0.0913 0.1265 7/1/2011-6/30/2013 0.0897 0.0564 0.1461 07/1/2013-6/30/2015 0.0912 0.0561 0.1913 07/1/2015-6/30/2017 0.0838 0.0430 0.1268 07/01/2017 –

06/30/2019 0.1014 0.0430 0.1444

The PERS employer contributions represent approximately 35% of the total cost for all other payroll expenses. These rates do not include the mandatory 6 percent employee contribution for eligible employees.

Medical, vision, dental, disability, life, and accidental death and dismemberment insurance are provided to full-time employees through the Oregon Educator’s Benefit Board and Standard Insurance Company. The employer cost of health insurance represents approximately 42% of the total cost for other payroll expenses. The total employer cost of health insurance premiums has exceeded PERS employer contributions since fiscal year 2008-09. Transfers Out A transfer from the General Fund of $5,000 to the Co-curricular Activities Fund is budgeted to balance resources and requirements of planned co-curricular activities. A transfer of $12,750 from the General Fund to the Federal Student Aid Fund is budgeted as required program matching funds. A transfer of $50,000 from the General Fund to the Gorge Scholars for tuition waivers is budgeted consistent with current year estimated use of the program. A transfer of $30,000 from the General Fund to the Student Waiver Fund to compensate the college’s student government officers. In accordance with reserve guidelines in Board Policy 50.E, the budget transfers from the General Fund of $180,000 to the Reserve for General Operations.

Page 18 of 227

The following schedule of inter-fund transfers lists the budgeted transfers to Special Funds from the General Fund.

Transfers to Special Funds from General Fund FY 2017-18

Transfer to Co-curricular Activities Fund from General Fund $ 5,000

Transfer to Federal Student Aid from General Fund 12,750

Transfer to Gorge Scholar Program 50,000

Transfer to Student Waivers 30,000

Transfer to Reserve Fund – General Operations 180,000

Total Transfers to Special Funds from General Fund $ 277,750

The contingency budget of $220,000 represents 2.3 percent of operating expenditures. Contingency accounts for uncertainty in the level of State appropriations, pending payroll benefit cost increases and other unanticipated expenditures or revenue shortfalls.

OTHER FUNDS DESCRIPTIONS Special Revenue Fund The Special revenue fund is used to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or for major capital projects) that are legally restricted to expenditure for specific purposes. Special Revenue Fund budget appropriations have separate totals for personal services, materials and services, capital outlay, debt service, and inter-fund transfers. Internal Service Fund

The Internal Service Fund accounts for the financing of goods or services provided to other units of the college, or to other agencies, on a cost-reimbursement basis. This fund was eliminated in the 2017-18 budget. The use of this fund was not clear and it was too much of an administrative burden. Capital Project Funds

x 301 - Capital Projects Fund accounts for Capital Construction for property purchases in Hood River related to the 2013 Full Faith and Credit Loan.

Page 19 of 227

Currently, bond principle is currently paid from existing bond proceeds with interest payments paid directly from the General Fund. Post-recession enrollment declines have prompted a reevaluation of capital construction needs originally identified in the 2012 Facilities Master Plan. Apart from bond principal payments, Materials & Supplies budget in the Capital Project Funds is appropriated for evaluation of alternative site development options and possible site preparation 302 - The State Capital Projects Fund accounts for State of Oregon capital construction and improvements projects.

Debt Service Fund

x 402 - The Debt Service District G.O. Bonds accounts for the accumulation of resources to pay the principal and interest on General Obligation Bonds, Series 2005 Approved by district voters of Hood River and Wasco Counties. These bonds were refinanced in fiscal year 2012-13.

x 451 - The Pension Bond Debt Service Dept. Code 451 accounts for the

accumulation of resources to pay the principal and interest on pension obligation bonds issued by the College in 2003 and is funded by a credit to the College’s PERS employer rate beginning May 1, 2003.

Reserve Funds

x 501 - Established in FY 2005-2006, the Reserve Fund for Facilities and Grounds Maintenance provides funding for long term facilities and grounds maintenance expenditures. Any funds not expended will remain in the fund for future use. A balance of $222,200 is appropriated for fiscal year 2017-18.

x 502 - Established in FY 2010-11, the Reserve Fund for General Operations

provides future funding for general operations. Enterprise Funds

x 600 - Other Enterprise Activities Fund accounts for self-supporting programs and activities. Revenues received in excess of requirements are not legally restricted and may support general college operations.

x 601 - College Bookstore - The College Bookstore Fund accounts for revenue and expenditures of the College bookstore which stocks student textbooks and

Page 20 of 227

supplies, general merchandise, and items for internal sales to college departments. The budget supports a retail bookstore on The Dalles campus and for counter service on the Hood River Indian Creek campus.

Fiduciary or Agency Funds

Student Club Fund accounts for the financial activities of student organizations, including;

x The Student Council Fund accounts for receipts and expenses for student activities and fund raisers separate from the General Fund.

x The Phi Theta Kappa Fund accounts for student honor society activities separate from the General Fund.

x Environmental Club Fund x Student Nurse Association Fund x Delta Energy Club x Multicultural Club

Student Aid Funds

x 800 - Federal Student Aid Fund accounts for the College’s participation in US Department of Education Title IV Federal student aid programs (Pell Grant, Federal Supplemental Educational Opportunity Grant, Federal Work-Study, and Direct Loan programs). CGCC administration of Title IV programs began summer, 2011

x 805 - Scholarship Fund accounts for the receipt and distribution of third-party scholarships

Page 21 of 227

Dr. Frank Toda President

Bill B

ohnC

hief Technology and Planning O

fficer Jim

Austin

Director of

Facilities Services

Lori Ufford

Chief A

cademic

Officer

VA

CA

NT

Chief Financial

Officer

Colum

bia Gorge C

omm

unity College

Organizational C

hart- As of 4/19/2017

Tiffany Prince

Adm

in Asst. to the

President & B

OE

Gail G

illilandPresident’s O

ffice A

A (PT)

Rick Leibow

itzSB

DC

Regional

Director

Stephanie H

oppeFoundation

Director

VA

CA

NT

Director of H

uman

Resources

Inocente Olivan

Facilities Services M

anagerC

ourtney Judah H

uman R

esources C

oordinator

Ann W

illis M

anager of Payroll &

Benefits

Israel Ayala

Guevara

Small B

uisness C

ounseling Specialist(s)(PT)

Todd Meislahn

Small B

usiness M

anagement

Instructor/C

ounselor(PT)

Adam

Gietl

Manager of

Netw

ork Services

Danny D

ehazeO

nline Services

Specialist

Ron W

atrusLab A

ide

Nancey P

attenD

ir. of Childcare

Resource &

Ref.

Noem

i Ochoa

Bilingual Early C

hildhood Specialist(PT)

Kristen R

ichelderferC

hildcare Partners A

dmin A

sst

Lisa Desw

ertC

ontroller

Rosalie K

ellyB

ookstore M

anager

Teresa Cum

mings

PT B

ookstore S

pecialists(PT)

Am

anda Bernal

Foundation Adm

in A

sst (PT)

Doug R

olandM

ichael ZiturG

roundskeeper

Brian Fix

Pam

Hill

Jorge-Basilio

Rosales

Debbie K

ochisR

osina Loera C

aleb McLean

Julian Rivera (P

T)C

ustodians

Richard Jepson

ITS Com

puter Support

Technician II

Sid S

pauldingM

anager of Accts

Receivable &

G

rant Acct.

Marty Fiegenbaum

Accounting

Specialist- A/P

Joyce ZrelakA

ccounting Specialist- A

/R

Mary K

ramer

Director of C

TE, Science, &

Math

Departm

entsScience

Math

CAO

SEarly C

hildhood Ed

RET

BusinessC

omputer Science

VA

CA

NT

Director of

Transfer & Pre-

College

Programs

Departm

entsSocial Sciences

EnglishABE/G

ED/ESO

LArts & H

umanities

John Schoppert

Director of

Library Services

Mary M

artinA

dmin. A

sst. to the C

AO

Anne K

ellyA

dult Literacy C

oordinator(PT)

Matt FitzpatrickPre-C

ollege Specialist II

Bernardita R

amos

ESOL Inst. A

sst. (PT)

Kelly W

ileyPre-C

ollege/Lit. Inst. A

sst.(PT)

Gabriela M

artìnez M

ercierLibrary A

sst II

Doris Jepson

Director of N

ursing &

Health

Occupations

EMS

Angela Jones

Nursing &

Health

Occ. A

A

James B

eedieInst. A

sst. – Tutor(PT)

Dan S

patzC

omm

unity Outreach

Coordinator

Susan Lew

is Instructional C

oordinator

Suzanne B

urdA

dult Continuing Ed.

Coor./R

ET Prog. C

oord.

Paula A

scher D

istance Learning/Instructional Tech.

Coord.

Kristen K

aneC

urriculum &

A

ssessment C

oord./Psychology Faculty

Gail G

illilandC

urriculum &

A

ssessment A

dmin

Asst(PT)

Mike Taphouse

Dir. of A

dvising &

Career Services

Sara V

iemeister

Director of

Financial Aid

Jennifer C

hristensenFinancial A

id Specialist III

Ryan B

ruscoK

elly Sullivan

Academ

ic A

dvisor(s)

Tama B

oltonA

cademic

Advisor- O

regon Prom

ise

Michelle C

ochranStudent Life A

dvisor(PT)

Shayna D

ahlStudents Services

Support C

oordinator

Daw

n Sallee-

JustesenR

egistrar

Jessica G

riffin-Connor

SSAA

II

James C

loinger, JrN

icole Hughes

Rhianna B

yrd(PT)

Student S

ervices A

dmin. A

sst. – A

dmis. &

Enrollm

ent

Hum

an Resources

Sm

all Business D

evelopment C

enter

Facilities Services

Foundation

Information Technology S

ervices

Business O

ffice

Faculty

Instructional Services

Student S

ervices

VA

CA

NT

Maintenance

Am

anda Bernal

Instructional Services-A

A

Peg C

aliendoSpecial Projects

Officer

Eric S

tudebakerC

hief Student Services O

fficer

Full-time/Part-

time Faculty

Colum

bia Gorge C

omm

unity College

Page 22 of 227

Chief Technology & Planning Officer 

President 

Administrative Assistant (1.0 FTE)

Controller (1.0 FTE) 

Accounting Manager 

AR Specialist 

AP Specialist 

Manager of Network Services 

Online Services Specialist 

Computer Tech Support Tech (1.5 FTE) 

Human Resources Director 

Manager of Payroll & Benefits 

Foundation Director (0.5 FTE) 

Administrative Assistant (0.5 FTE) 

POSITION 2015-16 2016-17 2017-2018Exempt

President 1.0 1.0 1.0Chief Technology and Planning Officer 1.0 1.0 1.0 Chief Financial Officer 1.0 1.0 Chief Operating Officer 1.0 Manager of Network Services 1.0 1.0 1.0 Controller 0.5 0.5 1.0Human Resources Director 1.0 1.0Accounting Manager 1.0 1.0 1.0 Manager of Payroll & Benefits 1.0 1.0Payroll & Benefits Coordinator 1.0Human Resources Coordinator 1.0Foundation Director 1.00 1.0 0.5

Confidential Admin Assistant 2.00 1.0 1.0

Classified Accounting Clerks (AR & AP) 2.0 2.0 2.0 Online Services Specialist 1.0 1.0 1.0 IT Computer Support Tech 2.0 1.5 1.5Admin Assistant 1.5 1.0 0.5

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DEBT SERVICE SCHEDULES

Page 215 of 227

Page 216 of 227

Page 217 of 227

FINANCIAL POLICES

50.A - Contracting Authority

Adopted: 1997-07-09T00:00:00 Revised/Readopted: 06/11/14, 09/16/14, 06/09/15

The President is appointed by the Board to serve as the college's purchasing agent. The President may delegate all or part of this authority to a designee or designees. The President or designee will be responsible for developing and administering the college’s purchasing program.

No obligation may be incurred by any employee of the college unless (1) the employee has been delegated purchasing authority by the President, and (2) that expenditure has been authorized in the budget or by Board action and/or Board policy. In all cases calling for the expenditure of college money, except payrolls, the purchase order system must be used. No purchase will be authorized unless covered by an approved purchase order and in compliance with applicable purchasing rules. No bills will be approved for payment unless purchases were made on approved orders.

All purchases, contracts or agreements obligating college funds in excess of $75,000 will require Board approval. All purchases, contracts or agreements obligating college funds up to $75,000, must be approved by the President or designee. Notwithstanding the forgoing, in cases of emergency as defined in the college's Public Contracting Rules, the President or designee may authorize and execute a contract in any dollar amount when necessary to address the emergency. All such emergency contracts, including the justification for such contracts, will be reported to the Board no later than its next regular meeting following execution of the contract.

The Chief Financial Officer (CFO) will review bills due and payable for the purchase of supplies and services to determine if they are within budget amounts. After appropriate administrative review, the CFO will direct payment of the just claims against the college. The President and CFO are responsible for the accuracy of all bills and vouchers.

No Board member, officer, employee or agent of this college shall use their official position to obtain financial loss or gain for themselves or any member of their household in any contract entered into by the Board, including acceptance of any gratuities, financial or otherwise, from any supplier of materials or services, in accordance with the Oregon Government Ethics law (ORS 244). Formal or informal inquiry processes are available through the GSPC for advisory opinions.

Page 218 of 227

50.B - Competitive Procurement Requirements

Adopted: 1991-06-12T00:00:00 Revised/Readopted: 07/09/97, 02/08/05, 09/16/14, 06/09/15

Competitive procurement will be used for on purchases, lease or sale of personal property, public improvements or services in accordance with the Oregon Public Contracting Code (ORS chapters 279A, 279B, and 279C) and the Oregon Community Colleges Rules of Procurement. The Board of Education declares its intention to purchase competitively without prejudice and to seek maximum educational value for every dollar expended. Items commonly used in the various departments and their subdivisions will be standardized whenever consistent with educational goals and in the interest of efficiency or economy

The Board serves as the Local Public Contract Review Board for the college pursuant to ORS 279A.060.

The Board will adopt the Oregon Attorney General’s Model Public Contract Rules to comply with the Public Contract Acting Code as modified by the Oregon Community College Rules of Procurement and Associated Personal Services Procedures adopted by the Board pursuant to ORS 297A.055 and 297A.060.

All college contracts shall be procured in accordance with the Rules. Additionally, the college will follow any additional policies and procedures adopted by the Board. This will include, where necessary, the Board’s written findings required by law to approve exemptions from competitive bidding and special procurements. Such findings shall be maintained by the college and made available on request. The college shall review and subsequently modify, its rules when changes are made to the Public Contracting Code, the Attorney General’s Model of Contracting Rules, or the Oregon Community College Rules of Procurement. New rules, as necessary, shall be adopted by the Board.

In the event it is unnecessary to adopt new rules, Board minutes will reflect that the review process was competed as required. The Board recognizes that a public contracting agency that has not established its own rules of procedure as required by ORS 297.A.065(5) is subject to the model rules adopted by the Attorney General, including all modifications to the model rules that the Attorney General may adopt.

END OF POLICY

Legal Reference(s): Attorney General’s Model Public Contract Rules (OAR Chapter 137, divisions 46, 47, 48, and 49

Page 219 of 227

Department of Justice. ORS Chapter 279A, 279B, 279C.

50.C - Purchased Professional Services

Board Policy Code: 50.C Adopted: 1995-05-10T00:00:00 Revised/Readopted: 09/16/14, 06/09/15

The President will conduct the appropriate solicitation process under the college's Public Contracting Rules from providers of services to Columbia Gorge Community College when a present provider has had five years of continuous association with the college and there are businesses offering similar services. The Board may wave this requirement on a case-by-case basis.

50.D Authorized Signatures

The Board of Education will, at its annual organizational meeting in July or at other times deemed necessary by the Board, authorize the specific employee of the district to sign district checks. The Board may authorize the use of facsimile signatures by those persons authorized to sign district checks.

Checks for $25,000 or less and the rent and payroll checks require only one signature, usually the president's.

Checks for more than $25,000, except payroll taxes and insurance, shall have two authorized signatures, the president’s and one Board member's, and in case of a long-term absence of the president, two Board members'.

50.E - Budget Implementation

Adopted: 1991-06-12T00:00:00 Revised/Readopted: 02/08/05, 06/11/14, 6/9/15

The budget, as adopted by the Board of Education, becomes the financial plan of the college for the ensuing budget period. The president and staff are authorized to make expenditures and commitments in accordance with the policies of the Board and the adopted budget.

Page 220 of 227

Sufficient ending fund balances, contingency, and reserves will be maintained to protect the College’s credit as well as its financial stability. When budgeting for reoccurring Community College Support Fund (CCSF) revenues, the initial payment received in the first year of the State of Oregon’s budget biennium, originating from the “Fifth” payment from the preceding biennium, will be reserved for future use in the second year of the biennium when three CCSF payments are received. The College will target a General Fund ending balance equal one quarterly payment from the State of Oregon Community College Support Fund or approximately 10 percent of reoccurring revenues. When the General Fund ending balance falls to 5 percent or less of reoccurring revenues, the college will adopt a plan to replenish the General Fund ending balance to 10 percent within two years. When the General Fund ending balance exceeds 10 percent of reoccurring revenues, balances in excess may be set aside for reserves or investment in one time expenditures.

The annual budget will set aside a minimum of two and one-half percent of the budgeted expenditures each year for Contingency. Use of Contingency will be at the discretion of the Board of Education and will be allocated by formal approval of the board according to its policies. The College will strive to maintain an Operating Reserve equivalent to 10 percent of General Fund reoccurring revenues.

One-time resources such as proceeds from asset sales, debt refinancing, one-time grants, revenue spikes, budget savings, and similar nonrecurring revenue may be used for establishing and rebuilding reserves, early retirement of debt, capital expenditures, and other nonrecurring expenditures which address strategic objectives or create institutional efficiencies. Operating Reserves should be used for current ongoing operating expenses when Student FTE, as a percentage of the population of Wasco and Hood River Counties, falls below the median percentage observed over the previous ten years or in case of emergencies.

The president will make the Board aware of any substantial changes in expected revenues or unusual expenditures of revenue so the Board may adjust the budget, if necessary.The president will take immediate corrective actions if at any time during the fiscal year expenditure and revenue re-estimates are such that an operating deficit is projected at year-end. Corrective actions may include a hiring freeze, staff reductions, other expenditure reductions, fee increases, or use of Contingency. Expenditure deferrals into the following fiscal year, short-term loans, or use of one-time revenue sources will be avoided.

50.F - Depository of Funds and Investments

Adopted: 1978-04-26T00:00:00 Revised/Readopted: 09/09/81, 09/11/91, 06/11/14, 06/09/15

Page 221 of 227

The president is the custodial officer of funds within the meaning of ORS 294.035 and is authorized to make ongoing investments of available funds without the requirement for further Board of Education approval or directives.

Deposits shall be distributed or rotated among local banks and savings and loan associations, insured by FDIC or FSLIC, in such a manner as to provide reasonably fair and equitable business opportunities for all. Any surplus monies of the college shall be invested in interest bearing securities as specified in ORS 294.035

50.G - Outside Funding

Adopted: 1983-04-13T00:00:00 Revised/Readopted: 09/11/91, 06/11/14, 06/09/15

The Board of Education authorizes the president to make recommendations regarding outside funding and/or act in a timely fashion when (1) the funding sources will enhance the already existing programs for Columbia Gorge students, (2) the outside funding will lead to initiating a program earlier or an improvement of a program earlier that is consistent with the long-range plan and goals, and (3) that outside funding will not lock, require, or mandate that the district enter into a program the district would not be willing to fund with taxes, tuition and state reimbursement.

50.H - Bonded Employees and Officers

Adopted: 1991-06-12T00:00:00 Revised/Readopted: 07/09/97, 06/11/14, 06/09/15, 06/09/15

All college employees responsible for funds, fees, cash collections or inventory control will be bonded to protect the college against loss. In compliance with Oregon statutes and administrative rules, the president and chief financial officer will have individual fidelity bond coverage. The college will pay the cost of such bonds.

50.I - Petty Cash Fund

Adopted: 1977-10-06T00:00:00 Revised/Readopted: 09/11/91, 07/09/97, 06/11/14, 06/09/15

Page 222 of 227

A petty cash fund will be established. Amounts will be determined by the president and chief financial officer.

50.J - Use of Credit Cards

Adopted: 1997-07-09T00:00:00 Revised/Readopted: 06/11/14, 06/09/15

At the discretion of the president, employees and members of the Board of Education may use college authorized credit cards and credit accounts in the process of doing college business.

The chief financial officer, as directed and authorized by the president, may establish credit accounts in the college's name for doing college business.

Only authorized expenditures associated with college expenses may be purchased using credit cards. Using a credit card to secure cash is not an authorized use of college credit cards. Users of cards will save and submit receipts for verification and audit purposes.

If, for any reason, disallowed charges are not repaid, the college will have a prior lien against, and a right to withhold any or all funds payable, or to become payable to the employee up to the amount of the disallowed charges and interest at the same rate as charged the college.

The college does not intend to provide a college credit card to each employee who might incur college expenses, but may offer a credit card to employees where it would be in the best interest of the college to do so because of the cost-benefit relationship between usage of a college credit card, reviewing credit card purchases, and paying multiple credit card invoices compared to the cost of employee reimbursements. Because it is in the best interest of the college to reimburse college employees for travel expenses and purchases rather than issue credit cards to all employees, it is the intent of the college to reimburse for approved expenses without regard to the employee's form of payment (check, cash, or personal credit card). Any benefit received by an employee choosing to use a personal credit card for college expenses is considered incidental and is of no value to the college as the cost of monitoring and tracking frequent purchase programs is great compared with the potential value to be received.

50.K - Payment of Bills

Adopted: 1978-05-10T00:00:00 Revised/Readopted: 09/09/81, 09/11/91, 07/09/97, 06/11/14, 06/09/15

Page 223 of 227

All claims for payment from college funds will be processed under the supervision of the chief financial officer. Payment will be authorized against invoices properly supported by approved purchase orders, with properly submitted vouchers, or in accordance with salaries and salary schedules approved by the Board of Education.

Cost center/special fund managers have primary responsibility and the cost center/special fund supervisor has secondary responsibility for assuring that budget allocations are observed and that total expenditures do not exceed the amount allocated in the budget. They, along with the chief financial officer, will be responsible for keeping the president informed of critical levels and of cost center appropriation levels prior to over-expenditure.

50.L - Payroll

Adopted: 1991-06-12T00:00:00 Revised/Readopted: 07/09/97, 06/11/14, 06/09/15

Preparation of payroll, including time schedules and payroll periods, will be done in accordance with each employee's group labor agreement with the district. Employee health, accident, dental and other types of insurance will be provided as outlined in the agreements.

Mandatory payroll deductions will be withheld as required by state and federal law.

No other automatic deductions except those required by law will be made from an employee's pay without authorization of the manager of payroll and benefits.

Authorized payroll deductions will be made upon an appropriately submitted request from the employee.

The president is authorized to certify payrolls, and the manager of payroll and benefits is authorized to issue checks on the president's signature.

50.M - Tuition

Adopted: 1978-04-05T00:00:00 Revised/Readopted: 09/20/86, 09/11/91, 07/09/97, 03/13/02, 02/08/05, 06/11/14, 06/09/15

The Columbia Gorge Community College Board of Education shall set the tuition rate per credit for Wasco and Hood River County (in-district), out-of-district, other states, and international students.

Page 224 of 227

50.N - Capital Assets

Adopted: 1991-06-12T00:00:00 Revised/Readopted: 06/11/14, 06/09/15

Capital Assets are defined as items with a value (at time of acquisition) of $5,000 or more and a service life of more than one year. Capital Assets also include items gifted and/or donated to the college recorded at fair market value at the date of donation if valued at $5,000 or more. The Chief Financial Officer, or designee, will oversee an annual on-sight physical inventory of all assets. Each department is required to assist by making assets available and accessible in a timely manner.

Capital Assets will be recorded and reported on when acquired or removed from service. Please refer to the table of guidelines for length of depreciable life. The costs of normal maintenance and repairs that do not add to the value of functionality of the assets’ lives are not capitalized, but are expensed as incurred.

The Board of Education may, at any time, declare college personal property as surplus and authorize its disposal when such property is no longer useful to the college, unsuitable for school use, too costly to repair or obsolete.

If reasonable attempts to dispose of surplus properties fail to produce a monetary return to the college, the Board may dispose of them in another manner.

Depreciable life of an asset: (using straight-line method of asset depreciation)

Asset Category Estimated depreciable life

Land Not depreciable

Land Improvements 50 years

Buildings 50 years

Building Improvements 20 years

General Equipment and Furniture 10 years

Electronic Equipment 5 years

Page 225 of 227

It is the policy of Columbia Gorge Community College and

its Board of Education that there will be no discrimination or

harassment on the grounds of race, color, sex, marital

status, national origin, religion, age, disability, veteran

status, sexual orientation, or any other status protected by

applicable local, state, or federal law in any educational

programs, activities, or employment

Columbia Gorge

Community College

400 East Scenic Drive

The Dalles, OR 97058-3434

(541) 506-6000 | cgcc.edu

Page 227 of 227

Building Dreams Transforming Lives Strengthening the Community