Palomar Community College District - FCMAT
Palomar Community College DistrictFiscal Health Risk AnalysisNovember 8, 2019DRAFTMichael H. FineChief Executive Officer
TA B L E O F C O N T E N T SContentsIntroduction. 5Fiscal Health Risk Analysis. 7Annual Independent Audit Report.7Budget Development and Adoption.7Budget Monitoring and Updates.9Cash Management.10Collective Bargaining Agreements.10Intrafund and Interfund Transfers.11Deficit Spending.11Employee Benefits.12Enrollment and Attendance.12Facilities.14Fund Balance and Reserve for Economic Uncertainty.15General Fund - Current Year.15Information Systems and Data Management.16Internal Controls and Fraud Prevention.16Leadership and Stability.17Multiyear Projections.18Non-Voter-Approved Debt and Risk Management.19Position Control.19Key to Risk Score.19Summary.20Palomar Community College D istrict1
F C M AT F I S C A L H E A LT H R I S K A N A LY S I SFiscal Crisis & Management Assistance Team
A B O U T F C M ATAbout FCMATFCMAT’s primary mission is to assist California’s local K-14 educational agencies to identify, prevent, and resolve financial, human resources and data management challenges. FCMAT provides fiscal and data management assistance, professional development training, product development and other related school business and data services. FCMAT’s fiscaland management assistance services are used not just to help avert fiscal crisis, but to promote sound financial practices,support the training and development of chief business officials and help to create efficient organizational operations.FCMAT’s data management services are used to help local educational agencies (LEAs) meet state reporting responsibilities, improve data quality, and inform instructional program decisions.FCMAT may be requested to provide fiscal crisis or management assistance by a school district, charter school, community college, county office of education, the state Superintendent of Public Instruction, or the Legislature.When a request or assignment is received, FCMAT assembles a study team that works closely with the LEA to define thescope of work, conduct on-site fieldwork and provide a written report with findings and recommendations to help resolveissues, overcome challenges and plan for the future.FCMAT has continued to make adjustments in the types of support provided based on the changing dynamics of K-14 LEAsand the implementation of major educational reforms.Studies by Fiscal Year9080Number of Studies706050403020100 96/97 97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19FCMAT also develops and provides numerous publications, software tools, workshops and professional learning opportunities to help LEAs operate more effectively and fulfill their fiscal oversight and data management responsibilities. TheCalifornia School Information Services (CSIS) division of FCMAT assists the California Department of Education with theimplementation of the California Longitudinal Pupil Achievement Data System (CALPADS). CSIS also hosts and maintains the Ed-Data website (www.ed-data.org) and provides technical expertise to the Ed-Data partnership: the CaliforniaDepartment of Education, EdSource and FCMAT.FCMAT was created by Assembly Bill (AB) 1200 in 1992 to assist LEAs to meet and sustain their financial obligations. AB107 in 1997 charged FCMAT with responsibility for CSIS and its statewide data management work. AB 1115 in 1999 codified CSIS’ mission.Palomar Community College D istrict3
A B O U T F C M ATAB 1200 is also a statewide plan for county offices of education and school districts to work together locally to improvefiscal procedures and accountability standards. AB 2756 (2004) provides specific responsibilities to FCMAT with regardto districts that have received emergency state loans.In January 2006, Senate Bill 430 (charter schools) and AB 1366 (community colleges) became law and expandedFCMAT’s services to those types of LEAs.On September 17, 2018 AB 1840 became effective. This legislation changed how fiscally insolvent districts are administered once an emergency appropriation has been made, shifting the former state-centric system to be more consistentwith the principles of local control, and providing new responsibilities to FCMAT associated with the process.Since 1992, FCMAT has been engaged to perform more than 1,000 reviews for LEAs, including school districts, countyoffices of education, charter schools and community colleges. The Kern County Superintendent of Schools is the administrative agent for FCMAT. The team is led by Michael H. Fine, Chief Executive Officer, with funding derived throughappropriations in the state budget and a modest fee schedule for charges to requesting agencies.4Fiscal Crisis & Management Assistance Team
INTRODUCTIONIntroductionBackgroundThe Palomar Community College District has approximately 30,000 full- and part-time students, who choose from morethan 200 associate degree and certificate programs, complete the first two years of college toward a bachelor’s degree, orattend personal enrichment classes. Palomar College campus is the main campus and is located in San Marcos, California,approximately 30 miles north of San Diego. The district also operates the Escondido Education Center, FallbrookEducation Center, Rancho Bernardo Education Center and other smaller education sites.In August 2019, the district asked FCMAT to conduct a Fiscal Health Risk Analysis to evaluate the district’s financialhealth.Study GuidelinesFCMAT visited the district on September 26, 2019 to conduct interviews, collect data and review documents. This reportis the result of those activities.FCMAT’s reports focus on systems and processes that may need improvement. Those that may be functioning well aregenerally not commented on in FCMAT’s reports. In writing its reports, FCMAT uses the Associated Press Stylebook, acomprehensive guide to usage and accepted style that emphasizes conciseness and clarity. In addition, this guide emphasizes plain language, discourages the use of jargon and capitalizes relatively few terms.Study TeamThe study team was composed of the following members:Michelle Giacomini Cambridge West PartnershipFCMAT Deputy Executive OfficerFCMAT Community College ConsultantJohn LotzeFCMAT Technical WriterPalomar Community College D istrict5
F C M AT F I S C A L H E A LT H R I S K A N A LY S I SFiscal Crisis & Management Assistance Team
F C M AT F I S C A L H E A LT H R I S K A N A LY S I SFiscal Health Risk AnalysisFCMAT has developed the Fiscal Health Risk Analysis (FHRA) as a tool to helpevaluate a community college district’s fiscal health and risk of insolvency in thecurrent and two subsequent fiscal years.The FHRA includes 18 sections, each containing specific questions. Each sectionand specific question are included based on FCMAT’s work since the inception of theagency; they are the common indicators of risk or potential insolvency for districts that have neared insolvency and needed assistancefrom outside agencies. Each section of this analysis is critical to an organization, and lack of attention to these critical areas couldeventually lead to a district’s financial insolvency and loss of local control.The greater the number of “no” answers to the questions in the analysis, the higher the score, which points to a greater potentialrisk of insolvency or fiscal issues for the district. Not all sections in the analysis and not all questions within each section carry equalweight; some areas carry higher risk and thus count more heavily toward or against a district’s fiscal stability percentage. For this tool,100% is the highest total risk that can be scored. A “yes” or “n/a” answer is assigned score of 0, so the risk percentage increases onlywith a “no” answer.Identifying issues early is the key to maintaining fiscal health. Diligent planning will enable a district to better understand its financialobjectives and strategies to sustain a high level of fiscal efficiency and overall solvency. A district should consider completing theFHRA annually to assess its own fiscal health risk and progress over time.1. Annual Independent Audit ReportYesNoN/A1.1Has the independent audit report for the most recent fiscal year been completedand presented to the board within the statutory timeline?. . . . . . . . . 3 1.2Was the district’s most recent independent audit report free of material findings? . . 3 1.3Has the district corrected all audit findings from the current and past two audits?. . 3 1.4Can the district correct prior year audit findings without affecting its fiscal health(e.g., material apportionment or internal control findings)? . . . . . . . . . 31.5Has the district had the same audit firm for at least the last three years?. . 3 YesNoN/A3 3 .2. Budget Development and Adoption2.1.Does the district develop and use written budget assumptions and multiyear projectionsthat are reasonable, clearly articulated, and aligned with the signed state budget and theStudent-Centered Funding Formula (SCFF)? . . . . . . . . . . . . . . . The district develops a comprehensive budget book that is used as the final publicbudget document that goes to the board of trustees for approval in September ofeach year. This document has areas that could use improved messaging. Clearlyidentifying ongoing unrestricted earned revenues would improve communication.For example, the unrestricted revenue charts include potential interfund transfers,which makes it difficult for the reader to understand critical benchmarks such as thepercentage of salaries and benefits compared to actual new revenue and projectedending balances. Clearly identifying CalSTRS and CalPERS pass-through funds wouldalso be helpful. These improvements would also improve the accuracy of multiyearprojections.2.2Does the district use a budget development method other than a prior-year rolloverbudget, and if so, does that method include tasks such as review of prior year estimatedactuals by major object code and removal of one-time revenues and expenses?. . . . The district rolls over the prior year budget and lacks a well-articulated review processthat involves all budget managers. Historically, budget committee meetings were oftencancelled, so budget managers did not have an opportunity to assess departmentneeds in light of the district’s financial position. Budget reports do not accuratelyPalomar Community College D istrict7
F C M AT F I S C A L H E A LT H R I S K A N A LY S I Sreflect department actuals. Several departments have created alternative budgetmanagement systems to have real-time information. Under the current process, thebusiness office makes the majority of budget and allocation decisions.2.3Does the district use position control data for budget development?. . 3 . 3 Does the budget development process include input from faculty/staff, administrators,the governing board, and the budget advisory committee in accordance with thedistrict’s documented planning model? . . . . . . . . . . . . . . . . . 3 . 3 3 Position control for budget development is nonexistent, and as a result positions thatwere not authorized or in the budget were often approved by the business office,adding to the overall deficit. The district rolls over prior year budgets for salaries, thenadds salary and benefit cost increases to develop the budget. There appears to belittle discussion about positions that are unfilled during budget development becausethe district’s practice is to decrease budgeted funds for unfilled positions throughoutthe year as those funds are needed in other budgets to cover expenditures,rather than reconcile human resources and payroll records to ensure that onlyopen, authorized positions are shown as such in the budget in the first place. Thedistrict needs to develop and follow a process that includes significantly improvedcommunication. The current process leaves most of the budget decisions to thebusiness office.2.4Are clear budget development processes codified in Board Policies andAdministrative Procedures? . . . . . . . . . . . . . . . .Board Policy (BP) 6200 and, more importantly, Administrative Procedure (AP) 6200for budget development, lack the detail expected in a fiscally independent Californiacommunity college. AP 6200 identifies the legal requirements such as statementof philosophy, budget calendar, California Community College Chancellor’s Office(CCCCO) submission deadlines, the fact that the process includes consultationwith appropriate groups, and budget preparation guidelines that use screenshotsfrom PeopleSoft (the college’s financial and human resources software) to helpdepartments submit budgets to the business office. Although the BP and AP exist,it is not clear what process takes place at the department level to determine whichexpenses are included in the submission, or how and when final decisions are maderegarding approval of new expenses.2.5FCMAT was not able to ascertain what process or methods the district uses duringbudget development to determine which expenses are included in the budgetbecause no documented processes were present, and information learned duringinterviews was not consistent.2.6Does the budget development process include a calculation of the SCFF withreasonable assumptions?. . . . . . . . . . . . . . . . . .2.7Does the district budget and expend restricted funds as authorized by the fundingsource before expending unrestricted funds? . . . . . . . . . . . . .2.8Does the district have a documented policy and/or procedure for evaluating theproposed acceptance of grants and other types of restricted funds to assess theircongruency with the institution’s strategic plan and the potential multiyear impact onthe district’s unrestricted general fund? . . . . . . . . . . . . . . . . 3 Are expected revenues more than or equal to expected expenditures in the district’sadopted budget (budget is not dependent on carryover funds to be balanced)? . . . 3 2.9.In 2019-20, the district is projected to receive 115,124,684.00 in apportionment and 14,479,259.00 in other local revenues for a total of 129,603,943.00. Other localrevenues projected in the budget were interfund transfers and state pass-through8Fiscal Crisis & Management Assistance Team.
F C M AT F I S C A L H E A LT H R I S K A N A LY S I Sfunding. The district’s projected expenses for 2019-20 are 141.380,802.00. Thedeficit for 2019-20 is projected to be 11,748,859.00. Thus, the expected revenuesare less than expected expenditures in the district’s adopted budget, necessitating atransfer in from other funds to balance the general fund.2.10 Has the district refrained from using negative or contra expenditure accounts (excludingappropriate abatements in accordance with the Budget and Accounting Manual(BAM)) in its budget? . . . . . . . . . . . . . . . . . . . . . . . 3 2.11 Does the district adhere to a board-adopted budget calendar that includes statutorydue dates, major budget development tasks and deadlines, and the staff member/department responsible for completing them? . . . . . . . . . . . . . .3 NoN/A. 3 3 3 Following board approval of collective bargaining agreements, does the district makenecessary budget revisions in the financial system to reflect settlement costs beforethe next financial reporting period?. . . . . . . . . . . . . . . . . . 3 3.5Does the district include the interim CCFS 311Q reports on board’s agendas?. . 3 3.6Has the district addressed any budget-related deficiencies identified in the most recentACCJC accreditation report? . . . . . . . . . . . . . . . . . . . . 33.7If a college in the district has been notified that it is on an enhanced monitoring orwatch-list status based on the college’s ACCJC Annual Fiscal Report, have the districtand college(s) taken steps to address the issues of concern identified by the ACCJC? . . 3Does the district’s enterprise software system include hard budget blocks that preventthe processing of requisitions or purchase orders when the budget is insufficient tosupport the expenditure?. . . . . . . . . . . . . . . . . . . . .3 . The district adheres to a board-adopted budget calendar and due dates; majorbudget development tasks and deadlines are the responsibility of the businessoffice. These deadlines indicate when major tasks should be finalized. A morecomprehensive budget development process is needed, specifically, one that istied to program reviews, which identify new budget needs. These needs shouldbe discussed using an institutionally-approved process to determine which newexpenses are funded. Some departments (such as the Facilities Department) do notparticipate in budget development.3. Budget Monitoring and Updates3.1YesAre actual revenues and expenses consistent with the most current budget? . .The district’s current budget was adopted in September 2019 and did not include thebudget necessary for campus police and parking services. Discussions are ongoingabout how to meet this obligation. According to interviews, this lack of budget forcampus police and parking has been a recurring theme in the past few years.3.2Are budget revisions posted at least quarterly in the financial system? .3.3Are clearly written and articulated budget assumptions that support budget revisionscommunicated to the board at least quarterly? . . . . . . . . . . . . . .With the exception of 311Q reports, which are the district’s
Nov 08, 2019 · aBout Cmat About FCMAT FCMAT’ ’ 14 ev esolv - esour o ofes - T’ er suppor . Each section of this analysis is critical to an organization, and lack of attention to these critical areas could . management systems to h
Palomar Community College District 1140 West Mission Road San Marcos, California 92069-1487 760-744-1150 http://www.palomar.edu Palomar College is accredited by the Accrediting Commission for Community and Junior Colleges of the Western Association of Schools and Colleges, (10 Commercial Boulevard, Suite 204, Novato, CA 94949 (415) 506-0234), an institutional accrediting body recognized by the Council for Higher Education Accreditation and the U.S. Department of Education.
PARTNERS: Palomar College Palomar College is a public, two-year community col-lege located in San Marcos, California. With an enroll-ment of approximately 30,000 full-time and part-time students, Palomar is the largest community college in San Diego County. At Palomar, students may c
Palomar Faculty Federation: Palomar College CFT/AFT, AFL-CIO . 1140 West Mission Rd. San Marcos, CA 92069 : Phone: (760) 744-1150 ext. 3948 . Nancy Ann Hensch Date . President, Governing Board Palomar Community College District . Jack Kahn (May 20, _2020 18:16 PDT) May 20, 2020 . Dr. Jack Kahn, Ph.D. Date . Acting Superintendent/President
Academy, accredited by the California Commission on Peace Officer Standards and Training. Palomar College holds membership in the Community College League of California (CCLC), the American Association of Community . PALOMAR COLLEGE 2020-2021 Catalog SECTION 1 -General I
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Innercare/Clinicas de Salud del Pueblo, Lift to Rise and Riverside County First 5 Commission. Linda Greer, RN Palomar Healthcare District Linda Greer is Chairwoman of the Palomar Health District Board of Directors and a registered nurse, patient advocate, and mother of nine. She joined the board 16 years ago and has been instrumental to Palomar
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