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What is the institution’s overall budget?
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Does it have sufficient revenues to support educational improvement
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Does the resource allocation process provide a means for setting priorities for funding institutional improvements?
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Does the institution review its mission and goals as part of the annual planning process?
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Does the institution identify goals for achievement in any given budget cycle?
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Does the institution establish priorities among competing needs so that in can predict future funding?
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Do institutional plans exist, and are they linked clearly to financial plans, both short term and long range?
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Does the financial planning process rely primarily on institutional plans for content and timelines?
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Does the Board and other institutional leadership receive information about fiscal planning that demonstrates its links to institutional planning?
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Do individuals involved in institutional planning receive accurate information about available funds, including the annual budget showing on gong and anticipated fiscal comments?
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Does the institution establish funding priorities in some fashion?
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Are items focused o student learning given appropriate priority?
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What other documents describing funding priorities are sued by institutional planners?
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What evidence of long term fiscal planning and priorities exits?
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Has the institution plans for payments of long term liabilities and obligations, including debt, health benefits, insurance costs, building maintenance costs, etc?
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Is this information used in short term or annual budget and other fiscal planning?
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Where or how are the processes for financial planning and budget recorded and made known to college constituents?
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Are funds allocated, as shown in the budget, in a manner that will realistically achieve the institution’s stated goals for student learning?
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What do the audit statements say about financial management?
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What information about budget, about fiscal conditions, about financial planning and about audits results is provided through out the college?
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Is this information sufficient in content and timing to support institutional and financial planning and financial management?
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Is the ending fund balance of the unrestricted general fund sufficient to minimize the effects of emergencies (recommended 5%)?
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Does the institution have any other access to cash should the need arise?
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Does the way the institution receive funds cause cash flow difficulties? If so how are these minimized?
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Has the institution sufficient insurance to cover its needs? Self funded?
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What are the institution’s procedures for reviewing fiscal management?
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What evidence about fiscal management is provided by external audits and financial program reviews?
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Has the institution received any audit findings or negative review during the last six years?
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Are the institution’s special funds audited or reviewed by the funding agencies?
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Do audits demonstrate the integrity of financial management practices?
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What contractual agreements exist and are they consistent with the institutional mission and goals?
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Can it change or terminate contracts that don’t meet its required standards of quality?
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Does the institution review the effectiveness of its past fiscal planning as part of planning for current and future fiscal needs?
I. The institution relies upon its mission and goals as the foundation for financial planning.
- Financial planning is integrated with and supports all institutional planning
- Institutional planning reflects realistic assessment of financial resource availability, development of financial rsources, partnerships, and expenditures requirements
- When making short-range financial plans, the institution considers its long-range financial priorities to assure financial stability. The institution clearly identifies and plans for payment of liabilities and future obligations.
- The institution clearly define and follows its guidelines and processes for financial planning and budget development, with all constituencies having appropriate opportunities to participate in the development of institutional plans and budgets.
II. To assure the financial integrity of the institution and responsible use of financial resources, the financial management system has appropriate control mechanisms and widely disseminates dependable and timely information for sound financial decision making.
- Financial documents, including the budget and independent audit, reflect appropriate allocation and use to support student learning programs and services. Institutional responses to external audit findings are comprehensive, timely and communicated appropriately.
- Appropriate financial information is provided throughout the institution.
- The institution has sufficient cash flow and reser ves to maintain stability, strategies for appropriate ris management, and realistic plans to meet financial emergencies and unforeseen occurrencews.
- The institution practices effective oversight of finances, including management of financial aid grants, externally funded programs, contractual relationships, auxiliary organizations of foundations, and institutional investments and assets.
- All financial resources, including those from auxiliary activities, fund-raising efforts, and grants are used with integrity in ta manner consistent with the mission and goals of the institution.
- Contractual agreements with external entities are consistent with the mission and goals of the institution, governed by institutional policies, and contan appropriate provisions to maintain the integrity of the institution.
- The institution regularly evaluates its financial management processes, and the results of the evaluation are used to improve financial management systems.
III. The institution systematically assesses the effective use of financial resources and uses the results of the evaluation as the basis for improvement.
IV. All of these standards with cooresponding themes noted should also address the institutional goals noted below.
Institutional Goals
GOAL I
Promote appreciation for and understanding of diverse races and cultures by expanding the diversity of college personnel, international education offerings and exchanges, cross-cultural curricula, and ethnic/ cultural events.
GOAL II
Develop across the curriculum the Learning College Model, utilizing methods and technologies that hold the most promise for improving student course and program completion success rates.
GOAL III
Develop strategies to increase the proportion of full-time students including learning communities, cohort groups, enhanced facilities and improved course availability
GOAL IV
Provide continuous learning for all personnel associated with the District and promote an organizational structure that is adaptable, collegial and supportive of the Learning College model
GOAL V
Promote the health, environmental, cultural, and economic vitality of the communities served by the District through programs of outreach, community service, and partnership ventures.
GOAL VI
Promote and maintain an accessible, clean, safe and healthy college environment through continuous engagement of students and college personnel in campus preparedness, wellness, beautification, universal design, and environmental sustainability.
GOAL VII
Increase public and private funds for educational programs, equipment, and facilities through entrepreneurial activities, grants, and the college foundation
GOAL VIII
Develop and implement a District-wide facilities plan which encompasses the design, construction (including furnishings and equipment), renovation and major scheduled maintenance of facilities that support programs and enhance student and employee success.
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