Chemeketa

Community College:
Part of the Economic Solution

Greater Salem-Keizer
Local Government Forum
March 15, 2011
About Chemeketa
1. Taught over 50,000 in 2009-10

2. Third largest community college in Oregon –

two campuses with three centers

3. Distributed over $55M in financial aid

700+ Chemeketa Scholars enrolled since
2008

College Credit Now – Parents saved
over $1M+ in tuition; 6000+ students
enrolled; 20,000+ credits earned

4. Chemeketa Business & Industry (CCBI)

Worked with over 461 businesses

160+ training with 1600+ attendees

Small Business Management Program
5. Fourth largest employer in Marion county

1600 employees: 700 salaried; 900 part-
time faculty, hourly & students
 Chemeketa Student FTE
14,000
13,610

13,000
12,642
12,289
12,170
12,000
11,712

11,202 11,109
11,000 11,092
10,679
10,321
10,131
10,000

3
 State Support and Tuition and Fees
All Community Colleges State Support Annual Cost of Tuition and Fees for
Chemeketa student
550,000,000 4,000

3,500
500,000,000
3,000

450,000,000 2,500

2,000
400,000,000
1,500

1,000
350,000,000
500

300,000,000 0
1999-01 2001-03 2003-05 2005-07 2007-09 2009-11
Tuition rate 36 38 39 43 50 56 58 58 58 61 70 72
Universal Fee - - - 4 4 4 4 6 6 6.50 8 9
 State Funding per FTE
All Community Colleges

3,000
2,791

2,468 2,480 2,462

2,500 2,350 2,324
2,294 2,247

2,000 1,881

1,500 1,609

1,000

5
 Budget Gaps
Budget Gap Unanticipated Budget Gap

10,000,000

9,000,000

8,000,000

7,000,000
6,000,000

5,000,000
4,000,000

3,000,000

2,000,000

1,000,000

0
2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
 2011-12
General Fund Reduced
1. Challenge - Balance access
with affordability

Anticipate a budget gap of
$2.4M

Tuition increase of $5 per
credit will fill about half the gap

2. Budget reductions will account

for filling the remaining gap

No elimination of current
certificate or degree programs
 2011-12
Budget Reduction Impact
1. Eliminated some vacancies; did not fill all retirement positions
2. Eliminated some classes with low enrollment
3. Contained costs
For example:

Employee contract negotiations

Materials and services
 Less travel
 Discontinued mass distribution of class schedule
 Adapting to the New Normal
1. Focus on achieving results to meet
student and community expectations
during a time of declining state
funding

Incorporate Lean principles

Develop strategic partnerships
2. Invest in programs that align with
Mid-Willamette Valley employer
needs
Bond-funded expansion

Health sciences

Applied technology

Emergency services