Cheyenne Community College

FY 2014-2015 General Fund Operating Budget

Assumptions
Revenue

State appropriations increased by 4%, continuing a trend that reflects

an improving state economic climate with the growth of the mining
industry, and slow recovery of the national economy.
Property tax revenue has increased 3% with the improvement in the
Wyoming regional economy as evidenced by the 2.5% unemployment
rate resulting from the growth in the mining industry.
A modest 4% tuition increase will help the College keep pace with
inflation and increased compensation related costs such as employee
raises, health benefits and retirement.
A $2/credit hour technology fee will help mitigate the impact of
increasing technology infrastructure demand, and it will support the
Colleges plan to grow online course offerings and related enrollment.
An aggressive recruitment effort is supported by existing recruiting
staff, and augmented by greater micro-targeted marketing strategies
aimed at prospective students interested in mining, ranching, tourism
and health care.
As the mining industry continues to grow, the College will work with
business leaders to continue to develop courses relevant to the
industry, and that will help the region maintain a skilled workforce.
The College will be the primary provider of continuing education
courses for locally-based mining companies.
Regional population increases will continue to drive the need for police
and public safety graduates, as well as health care professionals.
Facility and technology upgrades, coupled with the addition of
baccalaureate degrees on campus will attract students from
surrounding communities. Additionally, the partnership with the
University of Wyoming will draw students who dont want to drive the
additional miles to U of Ws main campus.
The low cost of CCCs tuition rates will attract an even broader set of
students seeking postsecondary credentials without the need to incur
high levels of student loan debt.
CCCs focus on marketing financial aid and scholarship opportunities
will attract more students.
Greater online offerings will attract students globally.
The beautiful setting of the land owned by CCC will continue to serve
as a source of auxiliary revenue through various lease and contractual
arrangements.

Expenditures

New program development requires additional faculty expense.

Better enrollment management will allow the College to fully utilize its
full-time faculty, and reduce its dependence on adjunct faculty for all of
the growth in enrollment.
Even though enrollment management will be robust, faculty costs for
increasing enrollment will rise.
Increased enrollment requires increased marketing.
Bandwidth and technology upgrades are the result of the CIOs
recommendations regarding capacity and student complaints.
Additionally, the Colleges plan to expand online offerings and required
faculty training will increase expenditures.
Banner consulting and training will be focused on creating more
efficient work processes and a more productive environment. This
investment will also help resolve the weaknesses identified in the
SWOT analysis regarding lean staffing, inefficient processes, and record
management. We expect the initial training to focus on helping
employees understand and use Banner functionality. This expense
should be reduced in future years, along with increased levels of
employee efficiency and proficiency with the Colleges Banner tool.
The parking system investment will allow the College to achieve its
long-range goal of updating parking lots/facilities.
The partnership with the University of Wyoming, coupled with the
expanded use of simulation patients for clinical instruction in the allied
health programs will require additional simulation equipment
maintenance agreements. These activities will also generate
additional utility usage.

General Assumptions

Facility renovations and upgrades of the Liberal Arts building will be

ongoing, as will boiler replacement.
The College is evaluating the effectiveness of its parent outreach and
engagement initiative, and has determined additional investment in
this activity is not required at this time.
The Colleges fundraising capital campaign is supported by additional
marketing funds to target alumni. The entire effort is directed by the
recently hired professional fundraiser.