A Sound Fiscal Plan for City College of San Francisco

I hope that you will join me as we fight to remake City College in service of the thousands of students who depend on this pivotal institution to work towards a degree, learn a new skill to better support their families in a post-COVID-19 economy, and take community classes to remain engaged in lifelong education.

Based on the findings of the latest independent audit and my 15 years of professional experience in higher education, I have created a plan to guide City College in the right direction with sound fiscal management:


  1. Student-centered restructuring of ALL the academic, workforce development, and community programs (with the assumption of COVID-19 restrictions through 2021):

    • Implement much closer alignment with state funding policy that focuses on courses that lead to a career technical education certificate, an associate's degree, or a transfer degree without sacrificing our mission to the community (e.g. ESL classes, adult learning, etc.)
    • Develop a truly student-centered funding formula for the efficient and equitable delivery of courses across CCSF centers that takes in account for the different funding streams for credit, non-credit, and workforce classes to ensure a sustainable supply-demand model for all programs and all centers

    • Prioritize state workforce needs for individuals/families to succeed in the post-COVID-19 economy, online community class programs, and rebuild all program offerings following a balanced incremental approach as quickly as the funding model will allow

  2. Develop and implement a real estate plan that will maximize revenue options for current CCSF-owned properties for the purpose of realizing funds for:

    • The development of affordable housing for students, faculty, and staff, to take the single biggest barrier to getting an education or working for City College off the table
    • Opportunity funding for new and existing initiatives to increase enrollment and student success outcomes in alignment with the Student Centered Funding Formula

    • A permanent ready-cash reserve of 10% of the unrestricted fund annual operating budget (around $20M of reserves) to mitigate the unforeseen elements of the post-COVID-19 economy and make sure we never again have to cancel classes

  3. Shift capital costs currently paid through the unrestricted fund to $845M Prop A bond funds and grow online class funding to leverage the need to transition online due to COVID-19 with new program opportunities to grow student enrollment in alignment with the Student Centered Funding Formula
  4. Develop public-private partnerships and secure grants and other funding opportunities to shift non-credit, lifelong learning, and personal enrichment programs to fee basis that can be subsidized through external funding and community partnerships

  5. Leverage all CCSF stakeholders and the Foundation to secure additional permanent and sustainable supplemental unrestricted funding for CCSF student-centered priorities and curriculum delivery (e.g. endowed chair model, technology and childcare hubs in the community, expand the Free City program to cover ALL education-related expenses, etc).

  6. Reduce non-essential faculty reassignments into non-teaching positions, thus reducing the costs for contingent part-time faculty who cover faculty reassignments and consolidating the number of department chairs

  7. Identify programs for discontinuance and teach-out (without layoff of any regular full-time tenured or tenure-track faculty) and secure partnerships with other Community Colleges, CSU, and UC to maximize regional efficiency in the delivery of academic programs and stave off further faculty cuts

  8. Deliver the first truly-balanced budget in a decade, to be based on realistic assumptions with contingency plans built into our spending and a goal of building up to 10% reserves
  9. Dedicated fiscal staff to continue to monitor and analyze budgets, cash flow, enrollment, and attendance to make sure the most accurate, up-to-day information is provided when making critical decisions in a transparent manner

  10. Regular monitoring of both revenues and expenditures through the participatory governance Budget Committee, the Board Budget, and Audit Committee, so we can take prompt action on monthly updated actuals and projections in a transparent manner