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[209.85.220.41]) by mx.google.com with SMTPS id c9sor3314456otr.41.2021.06.21.09.10.48 for (Google Transport Security); Mon, 21 Jun 2021 09:10:48 -0700 (PDT) Received-SPF: pass (google.com: domain of presidents-office@cca.edu designates 209.85.220.41 as permitted sender) client-ip=209.85.220.41; X-Received: by 2002:a9d:4c91:: with SMTP id m17mr20898746otf.347.1624291848295; Mon, 21 Jun 2021 09:10:48 -0700 (PDT) MIME-Version: 1.0 Sender: a.lopez@cca.edu X-Google-Sender-Delegation: a.lopez@cca.edu From: Presidents Office Date: Mon, 21 Jun 2021 09:10:37 -0700 Message-ID: Subject: [All Staff] Reinstating retirement match & year-end update To: undisclosed-recipients:; Content-Type: multipart/alternative; boundary="000000000000a153cc05c548ea77" Bcc: allstaff@cca.edu X-Original-Sender: a.lopez@cca.edu X-Original-Authentication-Results: mx.google.com; dkim=pass header.i=@cca.edu header.s=google header.b=pXlN36Dq; spf=pass (google.com: domain of presidents-office@cca.edu designates 209.85.220.41 as permitted sender) smtp.mailfrom=presidents-office@cca.edu Reply-To: a.lopez@cca.edu Precedence: list Mailing-list: list allstaff@cca.edu; contact allstaff+owners@cca.edu List-ID: X-Spam-Checked-In-Group: allstaff@cca.edu X-Google-Group-Id: 610754208169 List-Post: , List-Help: , List-Archive: List-Unsubscribe: , --000000000000a153cc05c548ea77 Content-Type: text/plain; charset="UTF-8" Content-Transfer-Encoding: quoted-printable Dear Colleagues, As the 2020-21 fiscal year draws to a close, I=E2=80=99m writing to share s= ome information with you about CCA=E2=80=99s 2021-22 budget=E2=80=94including o= ur phased plan to reinstate the staff/faculty retirement match=E2=80=94as well as recent u= pdates on enrollment, unification, and DEIB efforts. Budget I am pleased to share that the budget proposal for FY22 (July 1, 2021=E2=80= =93June 30, 2022) has been approved. Thanks to the thoughtful and diligent efforts of many of you and leadership across CCA, we have achieved a budget that supports educational excellence and our core activities while maintaining the financial discipline that will be necessary to continue our long-term recovery from the effects of the pandemic. I am especially pleased to share that the approved FY22 budget includes our plan for a phased restoration of the employer match to the TIAA 403(b) retirement plan. CCA intends to restore the employer match up to 2.5% begin= ning with the mid-July paychecks. Future restoration of the full 5% match remains a priority for the college as we continue our pandemic recovery, and we plan to reach out to our staff and adjunct unions to discuss these priorities. CCA has maintained a balanced budget for decades, and this fiscal responsibility and stability enabled us to build a modest reserve to help us through unexpected financial challenges (such as the pandemic). Thanks to a combination of careful budget management across the college, generous contributions from our donors, federal Cares Act and pandemic-relief funding, and responsible use of reserves, we will end the current year with a balanced budget. Our FY22 proposal again includes using reserves to achieve a balanced budget for the coming academic year. Consistently achieving balanced budgets and maintaining an operating reserve are foundational sound business practices, and CCA is committed to rebuilding our reserves as soon as it is responsible to do so. Enrollment Enrollments across higher education declined during the pandemic as colleges and universities delivered courses online. As you know, remote learning is particularly challenging for art and design schools; however, CCA fared relatively well, with moderate enrollment declines of 12.4% in fall 2020 and 16% this spring. I commend our staff and faculty for their personalized approach that supported our students during this difficult time. Our energy is now squarely focused on the coming academic year. For fall 2021, we project a total enrollment of 1,735 students (1,651 FTE). This reflects a year-over-year increase of about 100 students, but is still short of our 2019 pre-pandemic enrollment of 1,860 (1,812 FTE). Deposits are strong, but the effects of the pandemic=E2=80=94particularly on interna= tional students=E2=80=94continue to create challenges for CCA and many colleges th= roughout the U.S. We will have a better sense of enrollment for the coming year as the start of the fall semester nears, and I will continue to keep you updated as we learn more. Recovery of the pandemic=E2=80=99s effects on enr= ollment and housing will be a multi-year process, but I am encouraged by the positive direction thus far. Unification Although the timeline and plans for the start of construction on Double Ground were disrupted by the pandemic, we are confident that a unified San Francisco campus will provide the most innovative and sustainable living/learning environment for our students. We are currently reviewing various factors that will help us refine our unification plan and determine the appropriate start date of construction on Double Ground. We will continue to work internally and with the Board to develop a revised plan and timeline by this fall. Diversity, Equity, Inclusion, and Belonging CCA is a community defined by our shared values. During the past year, CCA has redoubled our ongoing commitment to address structural inequities and promote anti-racism, equity, inclusion, and belonging through ongoing, substantive change in our curriculum, in the classroom, and throughout our college. Provost Carland and I continue to meet regularly with the President=E2=80= =99s Diversity Steering Group (PDSG), student groups, and others across campus to further these efforts. We will soon share additional details about the establishment of a new, cabinet-level position in support of diversity, equity, inclusion, and belonging at CCA as we launch the search for this critical role. Promoting DEIB has also been a central focus for CCA=E2=80=99s board. This = year the Board has elected five new trustees, three from diverse, underrepresented backgrounds, as well as reviewing and revising board practices and policies to actively promote values consistent with CCA=E2=80=99s commitment to thes= e values. You may find ongoing updates on the Action & Accountability page on CCA=E2=80=99s website. Closing Thoughts Throughout this tumultuous pandemic year, we have been guided by three overarching goals: - Supporting students=E2=80=99 academic success and progress toward their = degrees while protecting the health, safety, and well-being of our community - Preserving the long-term financial security of the college - Resuming campus unification when it is responsible to do so I am humbled and proud of what this community accomplished this year under such challenging circumstances. As vaccination rates increase and California, the Bay Area, and our campuses open up, I look forward to joining with you to welcome our students back to CCA in the fall. In the meantime, I hope you enjoy this long-awaited summer, and that you find time for activities that restore you and bring you joy. Sincerely, Steve --000000000000a153cc05c548ea77 Content-Type: text/html; charset="UTF-8" Content-Transfer-Encoding: quoted-printable

Dear Colleagues,


<= p dir=3D"ltr" style=3D"line-height:1.38;margin-top:0pt;margin-bottom:0pt"><= span style=3D"background-color:transparent;font-weight:400;font-style:norma= l;font-variant:normal;text-decoration:none;vertical-align:baseline;white-sp= ace:pre-wrap">As the 2020-21 fiscal year draws to a close, I=E2=80=99m writ= ing to share some information with you about CCA=E2=80=99s 2021-22 budget= =E2=80=94including our phased plan to reinstate the staff/faculty retiremen= t match=E2=80=94as well as recent updates on enrollment, unification, and D= EIB efforts.=C2=A0


Budget

I am pleased to share that the= budget proposal for FY22 (July 1, 2021=E2=80=93June 30, 2022) has been app= roved. Thanks to the thoughtful and diligent efforts of many of you and lea= dership across CCA, we have achieved a budget that supports educational exc= ellence and our core activities while maintaining the financial discipline = that will be necessary to continue our long-term recovery from the effects = of the pandemic.=C2=A0


I am especially pleased to share that the approved FY22 bu= dget includes our plan for a phased restoration of the employer match to th= e TIAA 403(b) retirement plan. CCA intends to restore= the employer match up to 2.5% beginning with the mid= -July paychecks. Future restoration of the full 5% match remains a priority= for the college as we continue our pandemic recovery, and we plan to reach= out to our staff and adjunct unions to discuss these priorities.


CCA has maintai= ned a balanced budget for decades, and this fiscal responsibility and stabi= lity enabled us to build a modest reserve to help us through unexpected fin= ancial challenges (such as the pandemic). Thanks to a combination of carefu= l budget management across the college, generous contributions from our don= ors, federal Cares Act and pandemic-relief funding, and responsible use of = reserves, we will end the current year with a balanced budget. Our FY22 pro= posal again includes using reserves to achieve a balanced budget for the co= ming academic year. Consistently achieving balanced budgets and maintaining= an operating reserve are foundational sound business practices, and CCA is= committed to rebuilding our reserves as soon as it is responsible to do so= .


Enro= llment

Enrollments across higher education decline= d during the pandemic as colleges and universities delivered courses online= . As you know, remote learning is particularly challenging for art and desi= gn schools; however, CCA fared relatively well, with moderate enrollment de= clines of 12.4% in fall 2020 and 16% this spring. I commend our staff and f= aculty for their personalized approach that supported our students during t= his difficult time.=C2=A0


Our energy is now squarely focused on the coming academ= ic year. For fall 2021, we project a total enrollment of 1,735 students (1,65= 1 FTE). This reflects a year-over-year increase of about 100 students, but is= still short of our 2019 pre-pandemic enrollment of 1,860 (1,812 FTE). Deposi= ts are strong, but the effects of the pandemic=E2=80=94particularly on intern= ational students=E2=80=94continue to create challenges for CCA and many col= leges throughout the U.S. We will have a better sense of enrollment for the= coming year as the start of the fall semester nears, and I will continue t= o keep you updated as we learn more. Recovery of the pandemic=E2=80=99s eff= ects on enrollment and housing will be a multi-year process, but I am encou= raged by the positive direction thus far.=C2=A0


Unification

Although the timeline and plans for the start of construction on Double= Ground were disrupted by the pandemic, we are confident that a unified San= Francisco campus will provide the most innovative and sustainable living/l= earning environment for our students. We are currently reviewing various fa= ctors that will help us refine our unification plan and determine the appro= priate start date of construction on Double Ground. We will continue to wor= k internally and with the Board to develop a revised plan and timeline by t= his fall.=C2=A0


Diversity, Equity, Inclusion, and Belonging

CCA is a community defined by our shared values. During the past year, = CCA has redoubled our ongoing commitment to address structural inequities and= promote anti-racism, equity, inclusion, and belonging through ongoing, subst= antive change in our curriculum, in the classroom, and throughout our college= .


Prov= ost Carland and I continue to meet regularly with the President=E2=80=99s D= iversity Steering Group (PDSG), student groups, and others across campus to= further these efforts. We will soon share additional details about the est= ablishment of a new, cabinet-level position in support of diversity, equity= , inclusion, and belonging at CCA as we launch the search for this critical= role.=C2=A0


Promoting DEIB has also been a central focus for CCA=E2=80=99s boa= rd. This year the Board has elected five new trustees, three from diverse, = underrepresented backgrounds, as well as reviewing and revising board pract= ices and policies to actively promote values consistent with CCA=E2=80=99s = commitment to these values. You may find ongoing updates on the Action & Accountability page on CCA=E2=80=99s website.=C2=A0=C2=A0=C2=A0=C2=A0=C2=A0=C2= =A0=C2=A0=C2=A0


Closing Thoughts

Throughout this tumultu= ous pandemic year, we have been guided by three overarching goals:

  • Supporting students=E2= =80=99 academic success and progress toward their degrees while

    <= /li>

protecting the health, safety, and= well-being of our community

  • <= span style=3D"background-color:transparent;font-weight:400;font-style:norma= l;font-variant:normal;text-decoration:none;vertical-align:baseline;white-sp= ace:pre-wrap">Preserving the long-term financial security of the college

  • Resuming campus unification when it is responsible to do s= o

I am humbled and proud of what this co= mmunity accomplished this year under such challenging circumstances. As vac= cination rates increase and California, the Bay Area, and our campuses open= up, I look forward to joining with you to welcome our students back to CCA= in the fall.


In the meantime, I hope you enjoy this long-awaited summer, and th= at you find time for activities that restore you and bring you joy.=C2=A0


Since= rely,

Steve


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