We’re going to call this meeting to
order. Thank you. Welcome. If you all could
please stand for the invocation. We thank you for waking us this morning and
starting us on our way. Thank you for traveling grace and mercy throughout the
rest of the day and the week in the coming days. Father we thank you for the
leadership of this college, the city, this nation and this state. We ask blessing,
special blessings upon our students, families, friends, all of which who are
affected by Hurricane Irma. We ask that you bless them, keep them, guide them give them the necessary things that they need to move forward. We ask that you bless
this meeting, the board members and the leadership, along with every St.
Petersburg College employee. All these blessings I ask in your son Jesus’ name,
in whom I pray. We’re going to start this morning with
recognitions, and first we have a presentation of retirement resolutions
and motion for adoption. I’d like to invite up Lynne Cianchette. Resolution:
whereas, Lynne Cianchette began her career as a staff
assistant in the associate provost office on the St. Petersburg/Gibbs
campus of St. Petersburg College January 2003. In May she was promoted to senior
staff assistant. And whereas Lynne became the senior staff assistant in the
counseling disability services in 2009. In 2015 she became the full-time
administrative assistant to Accessibility Services. And whereas Lin
has streamlined the Accessibility Services processes and created an
effective and efficient electronic accommodation intake process, she has
worked well at perfecting and becoming proficient with the new accessibility
information management system. And whereas Lin is known to her students and
colleagues as a dedicated and extremely knowledgeable administrative assistant;
and whereas Lin has provided outstanding support for the Mac J. Williams award
in the Johnnie Ruth Clark ceremony for over 10 years;
whereas Lin has a warm and generous spirit, and we wish her happiness in her
retirement as she returns home to Maine to spend time with her family and loved
ones. Now, therefore, be it resolved that the St. Petersburg College Board of
Trustees and the college community hereby recognize and appreciate
the outstanding contributions to the College and to the community by Lynne Cianchette and extend to her our best wishes for enjoyment throughout the
years ahead. Said resolution being adopted and
approved by the Board of Trustees st. Petersburg College this 19th day of
September 2017. Ms. Cianchette, Thank you. Thank you all
very much. I am going home to be with my family,
but this is my Florida family. Love you all and I will miss you. Thank you. Thank You, Lynne, and congratulations again. Just one quick announcement this morning.
We did not have the opportunity to have an interpreter here; however, the meeting
online will be closed captioned, so those that need it, we’ll have that as quickly
as possible once this is posted. Now I’ll invite up Dr. Furlong and Mr.
Lang and Ms. Neu for Florida College System System foundation presentation. Good
morning Mr. Chairman, members of the board and Dr. Williams. I’m so pleased
this morning to introduce two familiar faces, Dr. Tom Furlong and Mr. Joe Lang
both have been longtime members of the College Florida College System
Foundation Board of Directors in every year the St. Petersburg College
Foundation receives the gift for them from them since 1999 we have received
over five hundred and fifty thousand dollars and now for this year’s check
presentation and the details of this year’s gift I introduce Dr. Tom Furlong
and Mr. Joe Lang. I’m going mention a couple statistics but this has
given over a million dollars this foundation out of the system and I think
you might have been the first board member on this Foundation board it was
created. First or second first for a second yeah. So judgment doing this for a
while I’ve been in at about ten years I think now. Great to be
here today. Florida College System Foundation has
given over a million in scholarship funds of the 28 colleges. They’re
primarily aimed at relieving the nursing shortage and helping students who are
the first in their family to attend college.
I heard anything fact from the Chancellor the other day that I didn’t
realize but some of the smaller colleges, a lot of the smaller colleges, this is
about 40 to 50 percent of their foundation. It’s not the case here in a
bigger city like we have but it’s it’s still a nice gift to the to
the local college. This year we’re giving the Nursing and Allied Health
Scholarships from Florida Blue are fifteen thousand three hundred eighty
dollars. First-generation scholarships are thirty-four thousand from Helios and
five thousand from Bank of America at a total fifty four thousand. Florida Blue
has been a great donor for us. Nursing or Allied Health students receive these
since 2006. Last year 829 students statewide receive
these grants, twenty at this college. The Helios more recent donor has been
awarded since 2007. Last year there were 442
first-generation students. Ten from St. Pete and our total so far from Helios
has been over $250,000 and finally the Dream Maker scholarship award is we get
as benefit from Bank of America scholarships are for first-generation in
college students. They’ve been awarded since 2001 and St. Pete has received
48,000 and scholarships since its inception. I’d like to, I’m proud to do
this on behalf of the board and I also just there was a sad thing you may have
read in the paper but one of our board members a longtime board member Brian
Buwalda managed to help clean up his neighbor’s yard, which is so typical of
him after the storm, and stepped in a puddle and he’s not with us anymore. So
it was really a shock. We got the call about coming here and at the same time
we heard about that. oe’s known him longer than I have. So he did a lot for
the system. So I just wanted to recognize Brian, so thank you very much. We’ll move on to comments now and I will
kick this off. I just wanted to give a huge thanks again to the staff at each
campus of St. Pete College, the faculty, the administrators, for everyone who was
here to help make the decisions and then prep the campuses for what could have
been a much more serious hurricane Irma for us. I know many people were affected,
some more than others. However, St. Petersburg College acted quickly,
decisively. There was a plan in place of what to do andprotecting the
students and making sure they were safe was first and foremost. I know Dr.
Williams will go a little bit more into this later but I just wanted
to thank everyone for the extra time that they spent on that and for what
that means to the college here. Also want to thank the Collegiate High School
students that so graciously showed us where to go this morning and opened doors
for us and showed great hospitality. And of course the whole Gibbs Campus for
opening their doors to us today. Any comments from other board members? During
the storm the College was a place where police officers, first responders, and
also a lot of the power companies were housed. Just thank you Dr. Williams for
being there for the community and stepping up and making sure that we were
all able to come out and respond to the storm appropriately
and I think that the College was a beacon of light in time of the situation.
And say a special prayer for my friend Ms. Bello. They had a lot more damage
than most of us and we’re praying for you and if you need anything don’t
hesitate. Any other comments? I could not be more
proud our team. We worked together. We had meetings at 10 a.m. every day and 4 p.m.
every afternoon as a team. Through this storm and each and every one of you
should be commended for your involvement, your input and your active and quick
participation because of what you have done. I believe that you’ve made the
College family feel more calm during the storm and folks felt like they could
take care of what needed to be done. I want to say a special thanks to our
facilities and our security team who worked every day to clean out
refrigerators and all kinds of things to get us back online
trustee Gibbons thank you for your involvement on the power issue and
getting that done but if I start naming names I’m going to miss people so I’m
going to say thank you everyone. We have had a lot of accolades sent our way
because of our involvement. We even had one of our staff stay overnight at ELC
during the storm and was there to hear up-to-date information so we could get
that out to the college family. Our faculty are strong and ready with the
continuity plan. They’re working on ways to make sure that our students still
gain those essential competencies and meet the outcomes that we have planned
for success, so I’m real happy we talked about the impact to Florida here the
storm – they’re thinking it’s close to 80 million bucks, so there’s a lot of work
to do here in Florida to get- billion, sorry – to get people back on line.
Pinellas County was definitely blessed; we dodged a bullet.
Real happy about that. The other thing I want to say is we received the outcome
of our Florida equity report and we were commended on the work that we have done
to help students succeed from various backgrounds, socio-economic statuses and
ethnicities, so real happy about that. In the report that we received
back from the state and then I learned this morning from Dr. Gordon it on
Saturday the Palladium held a play on Webb City or something like that and
they netted $20,000 so people wanted to have some fun and they bought tickets
and they showed up and I just want to recognize the team for that so SPC is up
and running and we’re ready to roll. So thank you, trustees, for your support and
trust in my leadership team and the decisions that were made on behalf of
students and employees. Thank you, thank you. I do not have any public comment
cards on my desk here, so we will move to the review and approval of the August
15th board meeting minutes. Do I have a motion to approve those minutes? I’ll
move. Any comments? Questions? All those in favor, please say aye.
Any opposed? That passes. We’ll move now to the monthly reports with our board attorney. Board members, you have before you a
proposed resolution. The history of this is that Diane or Luanne Eagle Ferguson,
the daughter of Dick Eagle, who many of you may know or may have known has passed
away. Drew the will that’s attached to this proposed resolution. Luanne is
probating it for the estate, and she called me because she has a concern. The
will you’ll find in article V provides very graciously, I think, for a gift to
the District Board of Trustees. It will be a significant amount to start out
with in cash, and then there’s one or two properties that will be sold and that
will even increase it from that point on What this will portented to do at that
time was to establish a scholarship for Mr. Frosh, who was a faculty member
here at one time, and he wished to have a scholarship set up for at least four
people from the income from the investment of the amount of the gift
they’re going to give to provide those four scholarships in his name and do
that in perpetuity. It appears that the economics are such that there will be
enough that that can be afforded and so to go forward, which is your normal
procedure, this is a matter that would be handled by the foundation, actually.Aand
so what this resolution does is accept with gratitude, the board accepting with
gratitude, the gift that you’re taking, which is the the residual bequest that’s
in the will and then directing that the funds be turned over to the
Foundation for administration, and this is one of the things that he asked
for in his will, that the Board approve or set the criteria for this scholarship.
And so the way the resolution reads is that the board will
make – the board of the foundation – will make a recommendation to the DOT of
what criteria should be established for this. And so it’ll come back to you for
you all to approve that, and your immediate approval of the divides will
allow the attorney, Luanne, to go forward and work on the
closing of her estate. Any questions or comments from the Board?
All those in favor, please say aye. Aye. Any opposed?
So passed. Anything from our general counsel today? Thank you. That will move
us to Student Success and academic achievements. We’re going to talk about
online classroom experience with Dr. Caleric for the presentation. Good
morning. Good morning members of the board and Dr. Williams. I’m Susan Caleric, Associate Vice President for Online Learning and Services. I’d like to take
this opportunity to provide some information about our online students.
I’d like to begin by highlighting some of our partnering departments. students
find us in a number of ways: through our website, digital media placements, or word
of mouth. Requests for information come in from
across the country, and pre admissions works with those prospective students,
getting them through the application process. Online advisors then work with
students outside the immediate four- county area, as well as those who
indicate they’re interested in completely online programs. The same
services that are provided to students on campus are done through chats, phone
calls, emails, even webinars called Titan Thursdays, where students can connect
online for information. 10 academic and career advisors served almost 14,000
students last year in 30,000 visits. The result, students like Emily who are able
to pursue their academics while continuing with their family and work
obligations, wherever they may be located. We have a growing national presence,
although 97 percent of our students are within the state of Florida and the
majority of those are within our four- County region. Two-thirds of our students
take at least one online class, and 34% take only online classes, with most being
part-time students over the age of 26 and primarily female. Only 10% of our
first time in college students are exclusively online, and this is by design.
We want this number low so that we encourage students who are able to come
to campus to begin that way before moving online. First time in college
students completely online also tend to be part-time and are more likely to be
female and are pursuing associate’s degrees.
William is actually typical of our older students, who have a career but come back
to school to keep pace with the changing industry and move on to a more
fulfilling career. Last year he was awarded the Online Student of the Year
award by the Instructional Technology Council, an international organization
which held its conference in Pinellas in February. After a decline in 2015, online
enrollment has increased to our highest levels in both headcount
and students semester hours, and online students often tell us how important the
classes are as they balance life and education. Three years ago we started a
process to revitalize our online courses with the instructional design team,
working with faculty to develop a standard course – a sort of template – to
teach from. We continue to make progress with the standard courses and have
completed 94 in that three-year period, which represents more than 50% of the
online enrollment. Success rates in those courses continue to increase through the
continuous improvement process, and withdrawals and student complaints are
decreasing. We also continue to increase our support of online students and
campus students needing assistance online. The student readiness instrument
provides feedback and resources to students as they begin their college
experience, as well as providing information to faculty on the skill
levels of their students in their classes. Use of the SPARC tool, which
provides easy access to great information to faculty as well as text
and email outreach to the students who need it, continues to increase
and the learning support centers have increased the number of online workshops
which are beginning to take off. Two sessions were held via web conferencing
recently to help students develop effective study skills. 80% of the
participants had never attended an LRC workshop before, so we’re reaching a new
audience with this message method. Students who complete an associate’s
degree with us often continue back with a bachelor’s degree. In light of
recent events, I included some information on the role online plays in
our instructional continuity plan. My Courses is a cloud-based software housed
outside of Florida, and had uptime the entire time, so we were able to use it as
an additional communication tool. Now assignments missed during the closure
can now be made up online, whether the students are on campus or online. And I’d
like to conclude with some accolades that we’ve earned. Online Colleges ranked
St. Petersburg College number one out of a hundred and twelve Florida peer institutions for best online college. The college received a ninety nine point six
one percent overall rating based on affordability, student services and
availability of online programs. The u.s. National Center for Education Statistics
ranked Saint Petersburg College number 38 nationally for the number of students
taking exclusively online courses. SPC is one of only two public Florida
institutions in the top 50, and we continue to track and support other
rankings as well to see what potential students are seeing.
SPC will be featured in an upcoming report from intentional futures
consulting called high-tech high-touch which was commissioned by the Bill and
Melinda Gates Foundation. We spent two days with a representative back in June
to highlight the work that we are doing here and the early draft really shows
the innovative and supportive work that we are accomplishing, and next month we
will receive a national award from quality matters- QM’s making a
difference award for students- for the work that we have done for faculty
support, course development and student support.
Are there any questions? Can you talk to me about the success rate as it relates
to online courses? Sure- online courses are continuing to close the gap
between face-to-face classes and online classes with about a three percent
differential right now in success rates. We do break that down by course, so each
semester we analyze it for each course and each course is broken down by age,
ethnic background and first time in college so that the faculty members can
continue to increase those success rates. Overall it’s about a three percent
difference between online and face-to-face if you look at all the
courses overall. Racial breakdown again looks at about the same rate across the
board. There are some groups that we still need to work on but the difference
between the face-to-face and the online courses tends to be fairly consistent
across the groups. Math courses actually have increased about a 10% rate
over what they were pre revitalization, so we’re very pleased with those. We
don’t have very many science courses online, but those are also coming on
board right now and we’ll be analyzing those. It’s actually been a little bit
higher some of the first ones that we did 1033 and I forget some of the
numbers but those actually increased 12%. From face-to-face classes what do the
success rates look like in a math course online as opposed to…? I don’t have that
number off the top of my head, but I can get that for you and CCIT courses
have actually tend to be more successful online, but there are more of them online
as well. So the ENTs, those courses about the same? ENC online has not been as successful as
we’d like, and we- Mr. Leopold has worked with the faculty to increase that
and make changes, but we are increasing the rates on that. Do we have-because
we’ve been talking about online for a while-
do we have an instructional course that before you take an online course you
have to take that course? We have a course that all students are recommended
to take and most faculty in the gen ed courses incorporated into their syllabus
as required so the students will hit that in a number of different places. The
reason we require it for all students is because all classes use My Courses so we
want to make sure that that the things that they need are built into all of the
courses. So the answer’s no, we don’t have a required course? Correct- we do not have
a required course. Thank you. Thank you. What is the ratio of
faculty who teach only in the classroom versus online? Do they split their time
or are online teachers exclusively online? It actually varies by program.
Some faculty choose to be completely online; others are in programs that are
primarily online so they will have more of their hours in that area. It is a
faculty member’s choice. If a faculty member chooses not to teach online, they
are not required to and have classroom assignments instead. So it is a
faculty choice in that issue. And what is our advertising for online courses? I
happen knowing last night watching TV there was an advertisement for Penn
State University online classes and I knew we were having this discussion
today and it surprised me to see Penn State advertising here. I was curious what
we do from an advertising standpoint. It is interesting. We do a lot with the digital
marketing, which is a very sophisticated system that I couldn’t
begin to explain- I’ll leave that to the marketing department, but as students
search for online programs and particularly programs that we have, they
will begin to see SPC ads in their work. We do place billboards around the county
because most of our students are still primarily here and we’re going to begin
an outreach program for word-of-mouth. Students who are outside of our general
area, we have a plan to send them SPC memorabilia/ Titans magnet for their
car so that we can begin to get that word-of-mouth and that name recognition
outside of our region. I think you might want to talk about the state of Florida’s agreement now that we can go
outside of Florida as they’re working on that to advertise outside you know what
I’m talking about? Sure- the state authorization reciprocity agreement
means it is in process. The governor did sign the order and the state board has
been working on that. We actually had a meeting scheduled for next week to lay
out the terms that we will need to meet. That meeting has been cancelled because
of the hurricane issues, but we’ll be holding a series of them online.
In the meantime I’m working with Ms. Garner and we are getting all of the
materials in place so that the minute we are allowed to authorize, we will file
that paperwork. There’ll be a lot of reporting that will need to be done to
accompany that, but that will allow us to actually reach outside the state of
Florida. At this point we have students outside of the state of Florida whether
or not we are technically supposed to. It has been a little bit up in the air
since June 30th when the other agreement ended. Any other questions? Thank you
Dr. Caleric. Next we have a SACS on-site visit update
with Dr. Crawford Dr. Haber and Ms. Roberson. Good morning, Chairman
Stonecipher, BOT members and President Wwilliams. I am Heather Roberson with the
Center of Excellence in teaching and learning and I’m here with my colleagues
this morning Dr. Jennifer Haber, Dr. Sabrina Crawford to give you all a final
update before our SACS/COC on-site visit and we’re about 19 days out so, not that
we’re counting or anything, and we’ve got some additional details that we would
like to share with you about the visit. So we’ve got some schedule specifics. We
would also like to extend a special invitation for our BOT members for
Wednesday October 11th for a lunch that our on-site committee from SaCS would
like to meet with our president and also a few of our BOT members, so we’ll
share some information about that. And then we’re also going to go through a
very quick training to refresh you one more time about our quality enhancement
plan, so I’ll turn it over to Dr. Crawford.
Well good morning. It’s almost impossible to believe that after two and a half
years of board updates this is our final update before they arrive on October 8th,
and we’re excited to be here today. This is kind of just a quick review for you
to share the most important parts of their schedule that pertain to
when you might want to be there or make your schedules available as well
as give you the final update on our QEP just as a reminder. So we had currently
only had a tentative schedule from our SACS team. We’ve got a little bit delayed
due to the hurricane, but we have four areas where you might want to
participate within that schedule. Our team is going to arrive on Sunday the
eighth. The first three members will arrive there we’ll be spending the
afternoon of Monday visiting our first two campuses, the Allstate campus and Midtown campus. Tuesday morning they go back out and they see the Vet Tech
Center and they see Saint Pete Gibbs. That afternoon is when the real things
begin. They’re going to come- remember when they come they have actually two
parts that they need to do. First of all, they need to review the QEP- the quality
enhancement plan. This is the first time that anyone will actually review the
quality enhancement plan. The vast majority of their time will be
focused on that, but they do also need to come and check on the ten standards that
they had questions on, as well as the other 18 standards that are required by
the feds. So the very first thing
that they’ll be doing on Tuesday afternoon is they’ll be meeting with Dr.
Williams. We’ll be meeting in our boardroom at Epi, and she’ll be giving
an overview of the college, a brief overview, and then a question and answer
period. It would be wonderful if any of you have the time to appear
for that. we’ll have a time schedule by early next week to be able to share
with you so that you could put these things on your schedule right now it’s
tentative for about one o’clock. After that we will be doing the introduction
to the quality enhancement plan again. f you’re able to come for that or stay for
that that would be wonderful. And they spend the rest of that afternoon and
almost the entire day on Wednesday conducting interviews that we don’t know
what of yet they’ll give us that schedule later on. At the end of the day
on Wednesday they do a final report out just to Dr. Williams, and on Thursday
morning they share all of those findings with the college community. Again, that
will be held at the EPI boardroom. That would be a wonderful event for you to be
able to attend, as well, to hear all of the findings. There is the luncheon on
Wednesday that Heather mentioned. We certainly hope that you’d be willing to
come to that and if anyone has questions or would like further prep work or would
like to talk to me one-on-one, I’m happy to have any type of conversation with
you about those things. So we’re looking forward to it. It’s three weeks away and
it’s just been a lot of hard work from the entire college community and we want
to thank you for your support. All right. So your last QEP update. So I am the
faculty lead for the QEP. We are excited- as Sabrina and Heather mentioned a
couple weeks away. I have equipped you with some very important information
today so one, you will see our document here- our report. We’re very proud of all
the work that we have done. This has been a truly collaborative effort, so I want
to share that with you. and if you get some time you may want to look through
that. That has all the details of what we’ve done, from our data on how we got
to our topic to information about our population, and I will review a few of
those things with you today. Of course you have our card,
things you should know about the QEP. We’ve told faculty, staff, students that
they can wear this in their pocket if they want to, or they can carry
it with them because these are things that they may need to know as our SACS people come to the campuses and walk around and talk to everyone. And after
today you get to wear your bracelet and your pin. That means that you are SACS ready. You can see in our audience that we have a lot of SACS ready people here
and so you too after today will be SACS ready. So just a couple of things that
you should know: so first of all our topic is college see you’re already
sacks ready look at that just a couple of things that you should know first of
all our topic is college readiness. You’ve known along the way how we
got to that topic. It’s important for our students, really. What we want to give
them is strategies for success. The strategies that we have come up with, our
motivation and ownership, time management, knowledge, monitoring, which gets them to
know what they know and they don’t know to give them some study skills as well
as comprehension. So we feel that our students can benefit from these
strategies. The way that we have done that is through a course. So we call our
group the Neighborhoods for Success. The course is actually NFS 1000. Our
students will be placed in that course starting in the fall semester, and they
will go through that course through the spring semester. Our course was actually
supposed to start last week, but as you know we were not here so our course will
actually start next week. We have a pilot for right now so we’re actually in year
zero, which is kind of a funny thing but we’re in year 0 this year. It’s our pilot
year, so we are piloting on two campuses: that is the Clearwater campus and the
Gibbs campus, and then starting next year we will add additional campuses. So we
wanted to start with that pilot and then add from there. So next year is actually
our year one our population for this pilot and for our plan is our flexible
opt-out students. This was decided because we were supposed to look at the
students who had the greatest area of need from our data. From everything that
we found we determined that our flexible opt-out students those students who were
recommended to take developmental classes but chose not to were the
students who were in the greatest area of need, so those this will be the
students that we’ll be looking at. We’re very excited- we’ve done a lot of hard
work. We will continue to go
through the plan over the next couple of years and you will have many updates for
this, but I really appreciate your support and everyone’s hard work. So any
questions? Thank you all for your hard work. I know you have been up here many
many times over the past couple years giving us updates, and I think what’s
most impressive is the amount of groups that you’ve met with, people you’ve
talked, to workshops you’ve put together- being able to combine all of these
thoughts and ideas into a plan going forward is impressive, and we’re grateful.
Thank you very much. Thank you. That brings us to Budget and Finance, and
with our monthly financial report I’d like to invite up Ms. Janette Hunt
and then Mr. Brian Miles. Good morning, Mr. Chair, Trustees, Dr. Williams. This
morning is the first report of the fiscal year
17/18, and so I’m going to take a little time explaining some of the
slides here this morning. They’re going to be a little bit different than what
you saw last fiscal year. First I wanted to just remind you the year-over-year
change that you see highlighted in yellow, that is the prior year to date
budget to actual percentage, compared to the current year. One of the factors to
remember in this percentage is that our current budget is 10 million dollars
less than it was last fiscal year, so that’s about seven percent less. And that
was realigned based on the enrollment trend. So we see here that our student
tuition and fees- this includes lab fees, access our learning support access fees
also our technology fee, our budget at sixty one point two million and then we
had an actual at the end of August at 27 million with that year-over-year change
at a positive four percent. So next we see the state funding. Our state funding
this includes our Florida College System appropriation,
our lottery performance funding and also our industry certifications. This is
about 50% of our budget. This fiscal year we budget at 71 point about 71.8
million. Right now we’re at 9.5 million. Next we have our other revenues.
That budget is at 5.6 million. This includes our use of facilities rentals,
our indirect costs from grants, our interests and dividend payments and also
some miscellaneous revenues This is about 4% of our budget. We also have our
fund transfers in from our axillary fund, which is about 3% of our budget. And also
I wanted to point out in our reserves at 1.8 million dollars. Last fiscal year we
were 4.2 million dollars, which is about three percent of our budget, which is now
this fiscal year 1% of our budget. The total revenue for through August 31st
was a little under 37 million. The next chart I wanted to show you and keep in
front of you is our projection of our tuition revenue so we knew that we had
budgeted this fiscal year to be down 3.5%. At the time of this report we were
about 2.4 percent down, which is a 1.1 percent above the targeted budget amount.
That equated to 239,000 so this is tracking that trend. The red line is the
budgeted amount and the blue line is the projected tuition amount. Next we’ll look
at our expenses. Our last year budget for our personnel and benefits was 118
million. You see this year it’s 5 million dollars less than last fiscal year. Our
actual at sixteen point six million with a year-to-date percentage of fourteen
point seven million. So if we took the personnel and looked at it, basically the
equal payments of personnel we knew we’d be around 17% so we’re a little bit
lower than where we targeted our current expense. Last fiscal year our budget was 32 million; this year we’re at 28
million with actual 4.2 million and we spent about a million dollars less this
fiscal year at this time of the fiscal year than we did last fiscal year. Our
capital we’re at 574 thousand for a total balance of our revenue over
expense at fifteen point five million, so this chart I added because we wanted to
look at what our average prior year spending was compared to our current
year spending. Just to get a perspective of where we are and what we’ve
historically done and if you look at the blue line the blue lines show the
average of the prior year spend the Green Line shows where we are at this
point in the fiscal year so you see in our personnel we were in the average of
fourteen point seven and we’re currently now at fourteen point seven and our
current expenses we were in the previous year’s 17.2% spent and right now we’re
at fourteen point nine percent and the capital same thing in the prior year we
were twenty three point one percent spent and currently now at 20.7 percent
spent and then total overall we were at sixteen point nine percent and at the
end of august we’re at fourteen point eight percent and just to give you a
comparison of what that means in dollars that’s about two million dollars. Any
questions on the budget report? Yes- first line
you said enrollment was down two and a half percent but student tuition and
fees is up four percent, and just curious how? Right so the the year-over-year
change because one the budget at the time of last fiscal year was about five
point six million when it we actually came in at about five million that weighs into the factor as well the other point with a three point we were budgeting
three point five million to be down we actually were only down two point four
so we’re actually one point one percent over the amount that we were expecting
to. The reason the 4% looks a little odd s because of the ratio compared to
the actual budget last year to the actual budget this year. Does that
explain your question? Any other questions? So the next portion of the
presentation will be the update on the phase 2 of our budget review and you
will be hearing from some key leaders that are leading those reviews. Thank you. Morning Mr. Chair,
Dr. Williams, members of the board. Just a point of clarification: jeanette
inadvertently said we budgeted down 3.5 million; we actually budgeted down 3.5%
on our enrollment for the year but we’re down 2.4 percent, so we’re a little bit
above projection. Still like to see that at least be flat, but just a point of
clarification, there. Good morning. This morning I’ll be briefing you on our
budget realignment process. As you’ll recall this past spring we came before
you and recommended that we realign our budget for the new fiscal year based on
what we were seeing with our enrollment and we recommended that we do the budget
realignment process in three phases. Phase one was through June 30th of last
fiscal year and our goal there was to cut about 6 million in expense and we
achieved that goal we actually cut about 6.2 million.
Phase 2 was to last for the first six months of this fiscal year and that’s
the portion I’ll be speaking to you on today and others will be joining me in
that discussion. And then phase 3 is to last the entire fiscal year. Phase 3
consists of reviewing our overall footprint at the college, increasing
international student enrollment and then also revising our faculty workload.
Jumping to phase 2 components these are the items we said we would take on to
review in phase 2 during the first six months of this fiscal year and these are
the items we’ll be discussing with you today. I’ll give you a moment to review
those. The first one is reviewing college
structure and reallocating resources across various divisions and departments
college-wide. All the vice-presidents are working with their departments and
their staffs to take this on. We’re looking at the structure top to bottom,
we are reviewing internal procedures and not only board rules and procedures but
also informal procedures that have developed over time, and we’re asking
ourselves are these procedures still good? Are they up to date? and Do we need
to make changes in these areas to increase efficiencies and reduce costs?
We’re also looking at automating manual processes. What we’re finding as we
conduct these reviews is we have more people than necessary touching certain
processes and it’s costing us extra man and woman hours college-wide, which
increases expense. If you were to assign an hourly rate to each each individual’s
time, we’re looking at how we can eliminate duplicative activities
college-wide. We’re also looking at our meeting effectiveness across the
institution. Many of us find ourselves in meetings that have same or similar
agenda items and we’re having to rehash the same issues so we’re looking at how we
can recapture our personnel time by eliminating the number of meetings and
just making our meetings more efficient across the institution. And finally we’re
looking at how we want to realign our organizational structure. We are finding
that some of our positions have changed over the course of time. They have
evolved. In some cases some of the duties assigned to those positions are outdated
and need to be updated, and so we’re looking college-wide at how we can
realign our structure, update positions. From this we will create some vacancies
college-wide and and those will help reduce our personnel expense, assuming we
don’t fill all those vacancies. For the vacancies that that do occur, that we
determine are necessary, we will look college-wide to see if there are
personnel who could switch into those vacancies rather than bringing on
external candidates who might tend to increase our personnel
expense. So we will look at the reorganization of the organizational
structure once we have the results of the transition team assessment. As you
know, Dr. Williams has commissioned within her first 90 days a transition
team report and that’s due to be out in November, I believe, and then from there
we’ll take their recommendations and go to work on how we realign our
organizational structure. Item number two is a review of consulting services.
college-wide we have hired over the years a number of external consultants.
We want to take a look at each and every one of those contracts, determine whether
those consulting services are still necessary, and if they are and if it’s
appropriate, renegotiate the terms of those service agreements to increase
efficiency and again reduce cost. So we’ll be taking a look at that, as well.
I’ll be followed by Jim Waechter, who will talk about increasing facility rentals
and partnerships. Thank you. Thank You, Bryan.
Good morning Mr. Chairman, members of the board, Dr. Williams. The first two items
go hand-in-hand. We have, as you know, hired a consultant who specializes in
space utilization and we are working with that consultant and in conjunction
with our Provost’s to look at our spaces college-wide, specifically those that are,
as we know, some vacant, some underutilized, with the intent of making
better utilization of those spaces, potentially identifying parcels or
spaces in the buildings that can be either leased or disposed of or wherever
the case may be the board obviously will have the final say on that. Working with
the Provost on that but that’s a really really broad task and the one thing that
we’re kind of zeroing in on is the Health Education Center. As you know our
capital improvement plan for this year requested as a first priority the final
funding for the St. Pete Gibbs building next door, but second is the Health
Education Center, and the ask there is significant. We don’t feel that just
asking the legislature for sixty to seventy million dollars is an
appropriate plan. We want to look at all of our options.
We’re working with the Provost Dr. Carver and our space consultant to look
at all the options, potentially alternative funding, potentially moving
some of those spaces to other locations. There are a lot a lot of opportunities
working with our healthcare providers, a lot of different things that may be
going on that we want to kind of zero in on with that consultant. So as we look at
our vacant spaces, clearly one of the driving factors is the health education
program- what we’re going to do with that in the in the years moving forward. We
have a final draft of the facilities rentals handbook. As we identify those
spaces that may be available for lease or short term or
long term lease to our partners, we want to identify revenue opportunities to the
extent that they exist and work to to generate more on the revenue side of the
ledger sheet and then finally all of our long-term leases. We have over 30
long-term leases with our partners. Many of them were kind of locked into but
where opportunities exist to provide more revenue streams we’re certainly
taking advantage of those. And even it goes as far as our building designs. You
know this building that’s going up next door for which we have the
groundbreaking today has a space identified in it, but not specifically,
but will serve of great function as a lease opportunity. Revenue for events for
example the Bay Pines facilities some of you have seen has a great opportunity
for revenue generation so we’re doing that as far as it relates to building
designs, as well. I’ll turn it over to Mike Nash who will talk about technology. Good morning Mr. Chair, Dr. Williams,
members of the board. I wanted to discuss a little bit about our plan for our
technology refresh program. Just to give you a brief overview, the technology
refresh program specifically focuses on desktop laptop computers that we use in
classrooms and for faculty and staff with generally lease items on a
four-year cycle. We wanted to evaluate if the current iteration of that program
was viable and then what changes we need to make to either make it more efficient
or find some cost savings. Obviously we need to do this
without jeopardizing quality in the classroom so we wanted to look at how we
can enhance technology and particularly in student use areas our libraries,
learning centers, in classrooms. We feel that the best way to do this is to
increase our vendor competition. Historically we found that we’ve been
buying things on a habitual status rather than on an analytical status and
really looking at what options are out there from different vendors. So we
started to make some connections with some other manufacturers to see what
their offerings are as well to see what we can get better price-wise. So if we
can get two or three different quotes from different vendors that have
comparable systems we can find which one’s the best price and which one’s the
most appropriate for that student use area. We also want to explore technology
alternatives, particularly as it comes to virtualization. VDI may be a long term
solution for us especially in classrooms and labs. We want to make sure we
approach it the right way- make sure that the support structure’s in place so that
if we do move in that direction we can properly support it and make sure that
the student experience isn’t going to suffer and in fact it will be enhanced
by doing that. We also want to consolidate our leases. As the program
has grown we found that there are many leases where it’s one or two devices and
then in the same lease cycle we have another lease at the same location with
60 or 70 devices so we want to make sure that all these ones and twos that we
have start getting pushed together into one lease just to make the program more
manageable which will reduce the amount of labor hours that are encompassed in
managing that program. And then we want to make sure that the best way to do
this is to collaborate with key stakeholders to understand the use case
for these devices, what’s going on in that classroom, what software is being
used in that classroom, how are the students interacting with the device, is
it performing the way it needs to. And then also are we overspending on
devices where we put these high end systems in that are only using 30 or 40
percent of their capacity. If we can put something maybe less expensive that will
still meet all of the needs we have, we can find some savings there, as well. So
those are our key focuses. Initially for this fiscal year we’re looking at about
a fifty thousand dollar savings which will then reoccur for the next three
years as well so about two hundred thousand over the course of the next
four years and then as we evaluate the next year that number will start to grow.
So that’s our plan for now and I’ll turn it over to
Dr. Caleric, who will discuss student systems. Over the years we’ve purchased and
developed a number of systems that provide information about our students,
particularly systems used by the academic advisors. The first goal of this
review is to reduce or eliminate redundant inefficient or ineffective
systems, and then the second will be to streamline the user experience to
increase efficiencies for the academic advisors. Finally, we’ll begin to look to
reassign realigned personnel who may be supporting these systems that are
outdated and will be eliminated and we can better utilize those talents in
other areas. This is a very fast-moving project scheduled to be completed in
December so that we can incorporate it into the next budget cycle. With that
I’ll turn it to you Dr. Coraggio. Good morning.
So I have the last of the Phase two updates and this is specifically looking
at enrollment in general and as we know enrollment’s complex. It’s made up of
multiple components. Here we’re going to talk specifically about recruiting
components things we’re making changes in the recruiting area and pre
admissions, retention and how we’re retaining the students keeping them, and then how
we’re changing the scheduling process. And that’s been a lot of a lot of
discussion here lately, especially during the presidential search discussion I
know the schedule came up a lot in dialogue. I’ll start with recruiting
component. As an institution we’re really evaluating how we’ve done recruiting in
the past. We’ve had conversations about how we’ve
moved closer to social media and put a lot of focus and attention on that, maybe
less attention than we have in the past in terms of how we integrated and
involved in the community. What we like to do is work going forward and retain a
lot of the work that we’ve done in the social aspect. Because I think we’re one of
the leaders in the state i that aspect. But I think we have to return a focus on
what we’re doing in the community, how we’re interacting with the community and being
involved. Recently for the summer and for the Fall the Provosts have done a lot of
work on their campuses, in their local communities that exist surrounding
those campuses and involving advisors out there. We want to look at resources
in general and understand should we do any reallocation to kind of look at that
recruiting model and make sure that we have appropriate resources that exist at
the campuses that can directly respond to needs we have in the community. Second
component is retention. The lead for the retention aspect will be our faculty and
our faculty governance organization. They’re really going to put a keen focus
on how we improve the retention of our students. We know in general that’s kind
of the low-hanging fruit- it’s a lot less expensive to keep the students we have
than it is to go out and get brand new students. So we really need to do a
better job of making sure our students are successful and keeping them here in
the classroom. That’s closely aligned to the classroom experience which is one of
the strategic initiatives that the board brought forth for the work this year.
Last one is on the scheduling it’s really a redesign of the scheduling
process. We’re having a sequence of collaborative meetings with our Deans
and Provosts together to work on how we do more of a campus based scheduling
model how we focus more on what’s going on specifically at the campus and build
the right schedule for student needs and to look at things we’ve done in the past
which is the guaranteed schedule and how might modify and make that changes. We’ve
had a meeting of a collaborative discussion prior to the
hurricane Irma, we had a couple that were canceled as a result. Our next one’s
coming up this Friday. What we’re really focusing on what changes we want to make
for this upcoming spring schedule and getting ready for spring registration
and the broader changes we’re gonna make as we get ready for next year.
Any questions any of us can answer? I have a question relative to the transition team so it may be a Dr.
Williams question. We heard that the
organizational structure is being reviewed by the transition team but many
of these other phase two items perhaps will be touched by that same… can you
give us
a kind of big picture how much of this may fluctuate relative to that report? I
think a lot of it but because of the time we can’t sit and wait and not do
anything, especially when we’re trying to impact spring enrollment and get
registration moving and up but before we do any structural or restructuring of
the organization we will wait for the transition team report. We will not make
any of those changes prior to that unless there’s a vacancy or something
like that but other than that we’ll wait for the team. This is fantastic work and
something again we’ve been talking about for a long time and I know we, as a board,
as we hear words like competition, negotiation, analytical assessments
eliminating duplicative activities. These are all good things
and what’s even better is that it’s in conjunction with things like retention
and recruitment and increasing our potential for auxiliary income, so I’m
excited to see what the final analysis looks like. But we’re definitely moving
in the right direction. Thank you all. Yes it does with that we will move on to
human resources and the personnel report which the board should have in their
packet and should have reviewed. Are there any questions or comments as it
pertains to the personnel report? Second all those in favor please say aye.
Aye. Any opposed? So moved. And now we’ll welcome up Miss Desiree
Woriner with the employee health insurance update and Brian Miles. I’ve
interjected myself- I apologize. But I wanted to kind of set the stage for what
Desiree’s is about to speak on. We’re here today with the goal of hopefully
getting our proposed changes for the 2018 health insurance plan approved by
this board and it’s significant that we do this today as a result of the timing
of all this we’re scheduled to have open enrollment in November and then these
changes if approved would take effect January 1 2018. Desiree will walk you
through the specific changes we’re proposing. We are receiving information
from our consultants that project our health insurance expense to increase by
about a million dollars again this year and that’s a result of increased health
insurance claims as well as other fees so she will discuss with you this
morning proposed changes that would result in about a million dollars of
savings. She’ll also touch on where we are with our health insurance fund
balance. We’re at about 5.5 million and we need to keep that amount we need to
have at least 17% of our overall spend on an annual basis in our reserves our
fund balance which is currently about 3.1 million so we have a little room. We
obviously don’t want to get too close to the line- she’ll go into a little bit of
detail about that but I just wanted to set the stage for you. at the last board
meeting several of you asked us for information. Ms. Cole you asked how the
projections would impact our budget down the road. We are working on a three-year
benefits strategy that we’ll bring back for you to consider at the next board
meeting. This will be similar to the three-year financial plan that we
discussed with you last year. We are also collecting information from other
institutions to address trustee Gibbons’ request for information about what other
colleges are doing, how our plan compares to other colleges and whether it would
make sense to join a consortium of other colleges to provide health insurance to
our employees, so we’re collecting that information. We’re a little bit delayed
last week with the hurricane but we’ll be back in front of you at the next
board meeting for you to consider those items. Desiree? Great thank you. Just give a recap again in regards to
what I presented last month from the trend of our claims span from 2015 to
2018. Again where we are seeing that we have an increased each year. In 2017 we
recall that we did have cash and plan modifications that address that and then
we discussed last month that we needed to come back with recommendations to
address in 2018. I also wanted to include at this time just a breakdown of
our members of which of the plans and what those are made up of, so I indicated
here that we have our point of service- we have 68 members our largest
membership is in our open access. We also have our high deductible plan with 417
members. I mentioned that last month and then we have 72 retirees. We
did talk about the steps that we would take in order to bring the plan
changes to you today and so I just wanted to highlight that we did
accomplish that. We did evaluate our employee health and wellness programs, we
took a look at what we have for the remainder of the year, what we would have
going forward, to make sure that that was aligned with our high prevalent diseases,
which I had mentioned are high cholesterol, high blood pressure and
gastritis. And so we’re taking a really close look at that and redesigning those
programs. We’ve also looked at our pharmacy
benefits to see what room we have to make an additional revenue capture there
and so I’ll present that to you. And as Mr. Miles mentioned we looked at
our safe harbor fund and again 17% around that 3.1 million and our 5.5
million in reserve that we have, just to give you an example, in the early part of
2017 we did have two catastrophic claims both exceeding $350,000 and so that can
happen and so that is why we need to make sure that we keep that reserve as
stable as possible. We are also we did take time to talk with our Insurance
Committee and I did I want to present today what that committee is made up of
it is very diverse it has coverage across all campuses and from every type
of employee from our administrative staff and faculty. The plan was presented
it was modified based on feedback from a couple of different meetings with that
group and so we felt that was very collaborative and the presentation that
we’re making today and so doing the best we can to make sure that our employees
are still covered and also meeting our need to reduce that million-dollar and
then of course today we’re presenting for your consideration. The next slide
does look a little busy but it is a makeup of our members of the Insurance
Committee so you can take a look at that. There are 27 members- again wanted to
include that and we can go over more specific if you have questions on those. Trustee Gibbons had asked what other
offerings might we have for our employees besides insurance, just the
basics, and so I did want a list that we have a diverse mix of offerings that we
provide to our employees; their voluntary choices that would include vision, dental,
accident, cancer, life insurance, hospitalization, auto disability, as well.
The college also covers a hundred percent of one of the dental programs,
which is considered a high level- I’m sorry- the the lower level program
that we made modifications for last year, and then there’s an
upcharge that an employee can pay for the the second plan. At the very
bottom of this we have two plans that the college covers called the
medical reimbursement plan. It’s $25,000 per individual per lifetime for
cancer and dread disease that will cover your co-pays or deductibles and so
that’s a really nice benefit for those employees who are actually have some
critical illnesses. Also the college will cover vision expenses up to $175 every
24 months and so that those are built into the plan and then the college also
covers free well care visits those include your primary care visits,
mammograms, your special tests like colonoscopies, important screening tests,
but those are covered and no charge to the employees. And so now we’re going to
move into our recommendations for our plan changes. I have these itemized out
and then I’ll have a side-by-side slide for you- a little bit busy but at least
you can see what the actual cost would be at the end. So our first
recommendation is in regards to making changes to our deductibles or co-pays as
well as our out-of-pocket maximums. Right now we are looking at increasing our
employee only deductible from 250 to 350 and then we have also employee Plus that
includes employee plus child, employee plus spouse, and then employee plus
family, and moving that to one deductible of seven hundred dollars on an annual
basis. After the deductible the College currently pays a hundred percent. What
we’re recommending at this time is that we move to a 90/10 plan which is a 90
percent coverage and then ten percent coinsurance and then also increasing the
out of pocket maximum slightly where we have currently 1500 for employee only we
would be moving that to two thousand and then for family we would be moving from
three thousand to four thousand and that would be an annual
out-of-pocket maximum. And then we have some changes in regards to copay for
urgent care and emergency care moving from 250 and 350, and all of those
changes would yield an increase in revenue of approximately 450,000. Then
the next category is in regards to our salary contribution tiers.
Currently we have contributions that are made based on income and we have
different tiers. They start at less than 25 thousand and 25 to 35 and they go up
at this time to 85,000 as a cut-off for the contributions, and what we’re
proposing is to add an additional tier at 95,000, again, to just proportion out
those costs for the employees’ incomes. That would yield 39,000 in
revenue. Okay and then across all tiers of all categories, we’re looking at $10 per
month for employee only and then $20 per month for all other tiers. I do have a
note that many of these changes with asterisks exclude our high deductible
plan and that is because currently our high deductible plan is already
exceeding what the employees pay, for instance, they’re paying eighty percent
insurance- I’m sorry it’s an 80/20 plan- so they have 80 percent coverage with
20% copay. They also have a higher deductible which is $1,500 for employee
only and then $3,000 for families so at this time we felt that it was good just
to leave that plan as is. It’s still doing very well and so that we’re
excluding that plan for any recommended changes with the exception of adding the
95,000 here. Okay and then so we’re also looking at
our retirees and increasing that $100 per month we do know that there are many
very affordable options available for our retirees. We’re going to be
having some information sessions that I’ll talk about but we do think that
increasing an additional hundred dollars per month for retirees is important
because it is still not at the level that would it will cover the the expense
that we’re seeing there and then making some slight adjustments again to our
co-pays for our tier one that is a $10 per month and I’m sorry $10 per
prescription, her tier two would be thirty five, tier three would be $60. And
then introducing our value plus formulary: what this is is a requirement
for employees to purchase or to get prescribed alternative drugs that have
the same ingredients and that would be for instance it would be pepcid versus
prilosec where you have similar or same ingredients still brand-name, but one is
more expensive than the other. So we would be looking at the lesser of cost
in that and asking that the employee choose that option the yield on that
would be 180 $1,000 in revenue also employees at this time are getting
prescriptions and our maintenance they usually do that 30 days at a time we
would be asking that in requiring that they would get those prescriptions 90
days at a time because it would be cost savings for the employee as well as for
us because of the quantity. So the total of these recommended changes would cover
our need that we’ve outlined for 2018 projection 1.083 million. So this is the slide that I had
mentioned that is very busy but it does have side by side our current plan
versus our proposed changes. And then what that difference would be
in cost to the employee, for instance, with a maximum out-of-pocket from the
employee only a 1500; second line go into two thousand it would be a difference of
five hundred dollars, and so if you just wanted to take a moment to look
at that… Okay so the next two slides are really
detailed for you to see the different types of communications that we’re going
to be providing as well as our employees to have an idea.
Starting this week we’re going to be providing information about our
insurance plans. We’re going to be doing basically a campaign that’s going to be
email, campus postings, Blue& White articles, we’re going to do face to face,
and then we’re also going to be doing personalized letters to our employees,
with, if you have this plan as a single person, if you didn’t make any changes,
what would that look like. And so at the time of open enrollment
and at the time that we do visit the employees they’ll have information
that’s pertinent to them that they can ask questions about. And then as Mr. Miles had mentioned
we’re going to be bringing back to you in October more detailed information and
we actually have a lot of drilled down information that you’ll be able to study
in advance of the meeting, specifically we’ve put together a three-year benefit
strategy. We’ve also gone out to the other colleges and we’ve gotten the
information about what they charge for employee only, their deductibles,
if they have health reimbursement accounts versus high deductible plans-
all of that we’re putting into spreadsheets for you. We’ve looked at the
seed funding that we’re doing for our first year of individuals who do join
our high deductible plan. Last year that was around eighty four thousand dollars.
We’re also going to be looking at early spring every bid on all of our programs
from A to Z including our broker because we feel that we’ve had a really good
relationship with our broker; however; we want to make sure that that they’re
being competitive on our behalf, as well as Aetna, who we’ve had a long-term
relationship with. We just want to make sure that we’re in the best position as
possible so we’ll be looking at that. We’ve also looked at what do we have in
voluntary offerings and where might we be able to add more for our employees
we’ve identified a couple of those for instance long-term care is one of them
some LegalShield pet insurance news those kinds of things and so we’ll bring
that information back as well. So at this time I am available to answer any
questions that you might have. Thank you for a very good report. My question is, who are the companies that we provide the offerings for our employees, that they are able to opt into that doesn’t cost anything. What companies are those? All right I’m just going to slide back to
that. Okay so for our vision we have Advantica.
We have Aetna who covers our dental, Allstate Insurance is our accident and
cancer as well as hospital. We have Hartford for life insurance,
Liberty Mutual for auto, Lincoln Financial for short and long term
disability and then our own plan covers the medical reimbursement plan for
cancer dread and for the vision. So, I guess my next question would be, if it’s voluntary why wouldn’t we have as broad a field so that people could choose whoever they wanted to? What’s the drawback as long as we’ve investigated them to make sure they’re not taking advantage of our employees, why wouldn’t we open it up to all kinds of people? Like Aflac and all these other companies what would be the drawback? So, we’ve looked at a couple different companies and they want to be the broker of choice. For instance,
Prudential has approached us and they’ve said if we take that plan they wouldn’t
want us to have another plan and so they would be looking at the economy of scale
and how they would be able to offer to the employees services and be
guaranteed a certain number of members. However, that is consideration right now
because we do have these plans, what can we do to expand that and have people
work with us. Part of that would perhaps be the consortium which we have reached
out to them to see what plan offerings they have and we have started that
preliminary conversation with them but most of it does come down to membership. I’m asking the question because you’re just saying no. You can’t be the broker of choice but you could offer to your employees. That would create, for example, Hartford
right, their competitor, also had enough that would give the best opportunity to give our employees the best possible plan going forward but
without any competition then they could offer whatever. There’s no
reason for them to incentivize their program or to help our employee. So
as far as being a provider and having a group plan what happens is pre-existing
conditions sometimes come into that and so the carriers will say if you’re
coming in you can join our plan without a physical because we’re your group plan
and they are our specific vendor of choice. However, we’ll take that
feedback and see what we can do to broaden that. Even if you switch plans, you know that going into it. As long as it’s already written, and out there you say, well this pre existing condition we won’t take, then the employee can make that decision but without any
competition that you don’t have any bargaining power to make sure that
each one of the employees especially if it’s a voluntary plan that’s the thing
if I understand where you’re going when you said we have our provider, I get that
looking at the system-wide thing but the voluntary plans, you should
have as many of those as possible to make sure the employee feels like
they’re getting the best bang for their buck. They should be able to decide that
on their own even without any competition if this is all you got this
is all they have the opportunity to do, but there may be someone whose spouse
has something else that they’re coming and say they like that and they wanted
to have that here but without any competition you don’t give the employee
the option of having any option to be honest with you so I would look at
making sure that we you know if it’s voluntary you know give them them as
many options as possible. Okay we’ll take that feedback and see what we can do
to enhance it. Thank you. Yes, I had a question about our average
claims and the total are those, you mentioned the two catastrophic claims
which obviously are outliers, are general claims and the monies that we pay, well
visits, general sick visits or I’m just curious if you analyze it to that detail. So, we have we’ve had a increase also in our high dollar claims which are those
claims that exceed fifty thousand, so you had an uptick in that as well and
we looked at that it had to do mostly with heart conditions and patient care
and so we were able to look at that level of information. Generally our well
visits are not gonna be our higher spent it is going to be those conditions that
are what we consider high dollar claims where they’re gonna require more
specialized medicine more specialized care and it’s going to take a longer
time for the employee to recover and that’s part of some of the information
again we do have I shared with Dr. Williams just a couple weeks ago the
actual book of details of that and is complex but it does have that level the
drill-down information. Do they have to be like on this page that is really busy
that compares the difference between 17 and 18 do you have to do all of those
together or can they be picked apart? I’m bothered by the emergency care increase.
I think $200 but I mean in some people’s cases keep them from taking a child to
the hospital with 104 degree fever or something. I mean can that one be
modified and everything else be left the same or they like package deals? No we
can still modify the recommendations the insurance committee did have that
question as well and we looked at what’s the spend that’s making
that up and a majority of the spend was instances where they could have gone
to convenient care at the lower cost and so we had a breakdown of what the
diagnosis were and the cost of those visits and so when
we looked at that again it made sense for us to increase that to encourage the
use of of our convenient clinics. Would marketing that help make people go to a convenient care clinic? Then to communications to our employees
of where to go as opposed to the ER and then secondly to our point could we have
maybe a sliding scale for our employees what’s the average salary is
probably not that high and just get into you know, well maybe 5% of
someone’s salary to go to the ER so if there’s maybe a sliding scale for those
employees that make within this bracket that is down in hiring employees you
know could maybe be a little higher but I’m with you on that Ms. Bella. Let us look at this and that recommenation and bring that back. We definitely need to start making a move on the plan. So that we can meet the time line. We could definitely go back and look at the emergency room piece, especially the communications
piece. I do not believe that we regularly educate the employees of better options
been than to wait and go to the emergency room or go somewhere else so
we’ll bring that back when we come back in October. I agree Dr. Williams I would also
tell you that any person that we have a big we have 2,000 employees in our own
company and the way that we get cost down is through competition. When you
make people compete for your customer they find a way to get the cost down
because guess what the employees are gonna be better served and it’s going to
call they want those employees on their medical plans and the two thousand
employees that we have, we have probably 10 or 15 providers, voluntary, that
they’re able to go and look at. And trust me, every year they come back with
something new because they don’t want to lose what they have, they don’t
lose any ground and they want to gain more. So I’m telling you the way to a little
bit to help your cost go down in terms of insurance is make them compete. Another follow-up question along with the
emergency room versus the urgent care convenient care. Do we have a convenient
care provider on any campus that’s ever here? The City of Clearwater I know
years ago in their analysis, they introduced a on campus for lack of a
better word provider, who was there once a week, twice a week who handled both well
visits and sick visits for the city insured population and that’s
why I was asking what the breakdown but it goes also to encouraging people in
the education part of when they should go to see a primary care physician as
opposed to go to the ER. I don’t know if any of our partners in the community
would be willing to provide an on site nurse. So that would be part of our strategy that would be
looking at the other thing in our communication plan is that we do have
the nurse call. Where you can call and give your symptoms and employees
haven’t been utilizing that so we’re putting all of that in and trying to
educate the employees on what tools are available for them including the urgent
care information and but we have looked at if there’s any type of on-site
clinics that we could also partner with I know we’ve looked at that for students
as well. That can even address the facilities. Somebody would pay us to lease that space to be the on campus provider. Thanks for your feedback. We’ll look at the competition piece. I think
it’s very important and going out with an RFP will will help us address that.
We’ll also look at the ER care that was mentioned in your concern trustee Cole. I
did want to let you know that as part of our HR revitalization effort which is
currently underway and has been underway for months, one of the changes we’ve
already made is hiring somebody to focus specifically and only on benefits. We had
somebody that worked with benefits before but he also
did a lot of other things and he was very good at what he did but we feel
that by having a person specialized on benefits only it will help us keep our
eyes on these concerns going forward and so I just wanted to note that change for
you thank you. That’s a critical piece there’s so many moving parts to this. It will be helpful to have somebody on full-time. The only comment I have, you
know I know we had a similar conversation last year as it came to
making small changes in the plan to kind of get in line with with budgetary
concerns and where we’re at. Is the three-year strategy that will be
presented with next month going to look at ways that perhaps we can make more
permanent changes so that every year we don’t have to come back and make small
cuts or small changes to the plan? Whereas a lot of that out of our control
based upon factors that have nothing to do with St. Petersburg College. Well we
would look at what we have as far as our stop loss levels.
We’d also look at when we lock in if we go out to bid we may be able to
lock in a three year plan which is what we had before and we’ve been doing
really year by year at this point and so that would be part of our strategy. Yes.
The answer is yes it will be we’ll look at this from a budgetary standpoint
because what a lot of what we’re doing now is reactionary. We don’t want to be
in that mode this whole last year and very much so this year is about hitting
the reset button, get realigning everything so we have a more proactive
approach and the health insurance piece because it does constitute a big part of
our budget we will take that same approach. One of the the items that has
concerned me over time is the projections that we receive. I want to
make sure those are as accurate as possible and that’s part of the reason
we’re going back out to market in the spring. We want to make sure that we have
the very best projections that line with our budgetary projections to
make sure we’re not in reactionary mode each and every year. So yes we will plan
for that we are working on that we’ll be back in front of you with that. Perfect.
Then the last question I had was concerning the retirement contributions.
What is $100 per month increase? What percentage is that for someone on I mean
what were they paying last year is that in the comparison here? I don’t have that.
I can bring it it back. Just thinking to the fixed income aspect of this and
what 100 dollars a month. Just from the figures that I recall
the spend that they had was around $1,200 per month and the premium that
they were at was around $350 and so we had an increase last month
and I think this would bring them to about $600. I can get the you know
more specifics on that we’re still very low compared to the amount that their
premium would be to actually cover the claims. Right. So is the ask today to
vote to approve the changes perhaps excluding the emergency piece if that’s
possible? I think Trustee Cole
brought up what about on campus what was that? I walked out but I like that idea
on psych care but that would be part of their three-year strategy. That they’re
bringing back anyway. Those recommendations for the board. Any comments or questions? All those in
favor say “Aye,” Aye. Any opposed? So moved. Thank you both. Mr. Waehcter. Good
morning again, members of the board, Mr. Chairman, Dr. Williams. As discussed last
month we want to provide frequent and ongoing updates on the progress of the
Student Success building here at the St. Petersburg Gibbs campus and that’s my
intent this morning. Today’s a big day a milestone day in the progress of the
project. We have the groundbreaking immediately following this meeting. Trustee Cole and Trustee Bello we
talked last month about the issue of bringing forth a steel package we have
commitment from the design-builder that we will be far
enough along in the design of the structural steel and the foundation
package that at the next meeting in October we will have a package for you
to approve so that’ll keep them moving forward just to give you a visualization
of the of the construction progress last month you approved the site package
those individual bids are being solicited right now. They’ll be working
on that for about three months that’ll take them right about to the end of the
year in October we’ll bring you the foundation and the structural steel
package that will allow us to get that structural steel ordered which as we
mentioned before is a long lead item so we will the board’s actions the design,
the costing, and the board approval will actually be ahead of the construction
schedule. So while all that construction is going on we’ll be designing and
bringing to you approval so we’ll be ahead of that game rather than then
following the construction so that those things will be ready to deliver as soon
as the construction phases allow it. That will allow us to begin those
foundations and steel work in January/February as soon as they’re
finished with the underground infrastructure which is what they’re
working on right now. This slide is very detailed and I won’t get into all the
specifics but it’s just a really broad overview of some of the activities that have
gone on since the original appropriation was signed by the Governor last summer.
Summer of ’16 that is and then of course the second one this past summer. A
lot of work went on related to relocating utilities out of the former
administration building, getting temporary spaces made for those people,
getting the asbestos removed, getting those buildings demolished all the while
we were going through the process of selecting our design build firm for this
project. So that gives you some details of some of the activities that have been
going on to date the visioning process which is a cumbersome process because
you have to include all the stakeholders that’s all behind us the schematic
design that you approved last month is a big big significant event. So a lot of
the slow moving parts I think are behind us with the advertising and
solicitations and all that kind of stuff the selection of the contractor. I think
we’re on a good course moving forward so with that I’ll answer any questions that
you may have and we look forward to our groundbreaking. Any questions?
Thank You Mr. Waechter. Thank you appreciate it. That brings us to the
consent agenda today I’d like to take all this in one piece but first we’ll
see if any of our board members have any questions or comments with any piece of
that consent agenda. Nothing from the board. All those in favor please say “Aye.”
Any opposed? Consent agenda passes. We have no informational reports today.
Presidents report Dr. Williams? Earlier this week I sent an email to the board
to follow up on Trustee Gibbons’ recommendation on the naming for the St.
Petersburg building that we’re about to build a Student’s Services Center and I
wanted to propose to the board that we follow up on Trustee Gibbons’
recommendation by following the college’s policy and instituting the
committee which will I think that the vice chair is a member of that committee
and that we get together and put together some members and follow the
committee process and bring forward the name of the recommended candidate who
has approved being named on that building and so I wanted to get the
board’s approval to follow the College’s protocol that you set for. Vice Chair put
a committee together along with the president to move the naming of the
Student Services Building here on the Gibbs Campus. All those in favor please
say “Aye.” Any opposed? So moved. Good and then the other
thing I wanted to bring forward is that on Monday the 25th the Pinellas County
Legislative Delegates will be at the Clearwater Campus and I have an
opportunity to welcome them but also to get about 15 minutes on their agenda to
share with them the vision of the College and where we’re going as they
head into the legislative session. So I want to thank Dr. Vittetoe and I
want to thank Deborah for making that possible for me to have their captive
attention. We’re putting together a brochure to share with them the SPC
story and what we’re looking for and where we’re going.
I believe the committees will start meeting again in October in Tallahassee.
I’m not sure what we’re going to get out of that and hopefully everyone is okay
and we’ll be able to attend but in October I should be able to bring you
some legislative updates as to where we are with the budget proposals by the
Education Board as well as the Florida College system and what the Council of
presidents are planning to make their legislative asks to be as well and I’ll
be sharing this with my team so st. Pete College will know what we’re looking
forward to and where we’re going and that’s my report for today thank you
very much our next board of trustees meeting will be on October 17th at the
beautiful Bay Pines Stem Center. Thank you all for being here today hopefully
we’ll- I do want to thank you for your
leadership and the time that you with the chair of the board and I know I
called you when I first started several times and you’re very supportive so
thank you for that. Appreciate it. Thank you. We will adjourn the meeting now and
hopefully see most of you downstairs for the groundbreaking ceremony at 11:30.
Thank you.