Portland Community College | Portland, Oregon

The 1.58% is annualized and applied equally to each monthly paycheck over the biennium.

A 1.58% decrease will go into effect for all managers and confidential employees on July 1, 2025, and salaries for these employees will be effectively frozen at the reduced rate through June 30, 2027.  There are no planned increases in step or structure for Management and Confidential staff over the next biennium. In exchange, all employees in these classifications will be given 4 non-contract (non-paid) leave days to be used in each fiscal year starting July 1, 2025.

The non-contract days will be used in the same way as paid personal days: at the employee’s discretion, pending manager approval. A new leave code will be created to track the usage of the leave on their timesheets.

Yes. The unpaid days apply to all managers and confidential employees at the College.

The reduction applies to all management and confidential staff of the College, regardless of their funding stream.

No.

For FFAP and FCE, step increases are included in the current 4 year agreement through 2027. Structural (aka COLA) increases for FFAP or FCE will be negotiated as part of the economic reopener.

Depending on the financial state of the college, we will re-evaluate these reductions on or before the next Biennium budget planning phase beginning Fall 2026.

People will continue to accrue and use vacation time in the same way.   Any vacation payouts are commensurate with salaries at the time of the payout. Requests for vacation payouts will be considered on a case-by-case basis.

All benefits calculated based on earnings will result in an equivalent reduction. The forecasted budget amounts for these benefit reductions are part of the college’s total savings.

The compensation study will make recommendations concerning job levels and compensation. We are still awaiting recommendations from the compensation study.  These recommendations will then need to be balanced against fiscal realities to arrive at an implementation plan.

Reclassifications will be considered on a case-by-case basis. Changes to the process could occur based on recommendations from the Trupp study.

Your OPSRP and PERS benefits calculations are based on actual earnings. PERS members’ benefits are based on the top three years of earnings. For more information on PERS, see the PERS homepage.

For management and confidential staff, all new employees hired before July 1, 2025, will be placed at the 2024/25 rate, and then the 1.58% reduction will be applied effective July 1, 2025. Hiring managers will receive guidance from PSEC about how to discuss salary offers to new employees.

Workday implementation is essential to our ability to operate effectively and meet student needs. Workday implementation is well underway with progress to go live by July 1, 2025. Pausing at this time is not a viable option, and would have resulted in significant cost increases as well as severe operational consequences.

The President and Cabinet made this decision in accordance with the guiding principles outlined in the Fiscal Sustainability Action Plan.

Executive employees are a part of the management classification. These reductions impact all Management and Confidential staff at the college.

Fiscal sustainability at PCC goes beyond balancing budgets or implementing short-term cost-saving measures. It represents a holistic, long-term financial management approach focusing on building a strong financial foundation. This ensures the College can continue to fulfill its mission, support student success, and maintain our commitment to equity and community impact. It involves thoughtful resource allocation, proactive financial planning, and ongoing oversight to position the College for resilience and long-term success.

To learn more, please refer to the President’s Message – Fiscal Sustainability.

While budget balancing often focuses on short-term measures to ensure income and expenses align, fiscal sustainability at PCC encompasses a broader, strategic approach. It involves aligning our financial practices with institutional priorities and ensuring that we have the resources needed for future growth and stability. This means planning beyond the current budget cycle, integrating comprehensive risk management, and making informed decisions that support the College’s mission over the long term.

PCC aligns its financial practices with the Northwest Commission on Colleges and Universities (NWCCU) Accreditation Standard 2.E. This standard emphasizes the importance of financial stability as a component of institutional effectiveness. To meet this standard, PCC conducts regular audits, ensures adequate cash flow and reserves, and includes meaningful stakeholder participation in financial planning. By following these guidelines, we maintain transparency, promote strategic decision-making, and strengthen our long-term financial health.

Achieving fiscal sustainability is a shared responsibility across the entire PCC community. Stakeholder participation is a key part of our financial planning process, as outlined in NWCCU Standard 2.E.2. This includes providing input during fiscal forums, engaging in open dialogue, and offering suggestions for resource allocation and cost-saving initiatives. By working together, we can make informed, strategic decisions that contribute to the College’s financial health and support our mission.

PCC’s commitment to fiscal sustainability directly supports the Board of Directors’ strategic goals, which emphasize the importance of policy development, a strong partnership with the College President, and effective public advocacy. By prioritizing fiscal sustainability, PCC aims to ensure operational excellence, strengthen academic programs, and build a resilient financial foundation that meets the current and future needs of our communities. This alignment with the Board’s goals is part of our broader strategy to uphold the College’s mission and support long-term institutional success.

To learn more, please refer to the 2024-2025 Board Goals.

Portland Community College’s budget process is guided by key principles that emphasize affordability, strategic alignment, equity, and financial stability. These principles ensure that budget decisions support our mission and the needs of our students. The core guiding principles include:

1. Affordability and Equity: Striving to maintain and improve access, affordability, and equitable student success across all budget decisions.
2. Strategic Alignment: Developing the budget in alignment with the One College model and the Strategic Plan to enhance opportunities and equitable outcomes for students.
3. Enrollment Growth: Prioritizing strategies that drive enrollment growth in accordance with the College’s strategic enrollment plan.

Building on this foundation, the following detailed guiding principles further outline the approach PCC takes in its budget process:

• Strive to maintain and improve affordability, access, and equitable student success.
• Develop the budget to strategically align with the One College model and the Strategic Plan to improve opportunity and strive toward more equitable student success.
• Driving enrollment growth in accordance with the strategic enrollment planning.
• Consider issues of disparate impact when making budget decisions.
• Address shortfalls in the budget by budgeting tuition and fees similarly to the 2023-2025 Biennium where no more than 40% of PCC’s revenue comes from student tuition and fees. Any additional needs will need to be found through a reduction in college expenses.
• Leverage, evaluate, and advocate resources; including but not limited to strategic foundation, grant, state/federal funding and partnership opportunities.
• Continue to strive for greater operational efficiencies including but not limited to scheduling, purchasing, space planning and other business processes.
• Maintain a General Fund unrestricted fund balance within the range of 9% to 18% of the annual operating expenditures, to ensure institutional stability and long-term fiscal integrity.

PCC budgets on a 2-year biennium basis. The budget development process at PCC has historically been incremental budgeting. Incremental budgeting is a budgeting method that uses the current budget as a base and makes small adjustments to create the next budget. It’s considered a conservative approach and is often used by established businesses and institutions because it’s based on existing data. The proposed, adopted, and adjusted budget reflects an adjustment from this base budget and is developed following input from budget managers, guidance from the Cabinet (e.g., if reductions are necessary), new strategic priorities, and budget augmentation requests. Please reference the 2025-2027 Biennium Board Budget Calendar [pdf] for more information on the process.

The PCC Board of Directors is responsible for approving the College’s budget. The President is responsible for the fiscal sustainability of the College and ultimately holds the responsibility for budget implementation and decision-making. The President, in consultation with the Cabinet, will make decisions based on detailed financial projections, guided by the College mission and strategic priorities, and informed by input from the Integrated Budget & Planning Council (IBPC), department budget managers, and feedback from the Fiscal Sustainability forums and related discussions. As highlighted in the Fiscal Sustainability Action Plan, the College is committed to evaluating all potential budget adjustments through guiding principles. If budget reductions are required, to the extent possible, the recommendations will protect the following budget priorities: academic programs, critical academic and student support services & auxiliary functions, and critical campus services.

Historically, the budget development process at PCC for the 2-year biennium budget has relied on incremental budgeting. Each fiscal year runs from July 1 to June 30. This approach uses the current budget as a baseline, making minor adjustments to create the next budget cycle. Incremental budgeting is considered a conservative method, often used by established businesses because it builds on existing financial data and assumes that current operations will largely continue unchanged. To begin with, departmental base budgets are carried over into the next fiscal year and biennium. The proposed, adopted or adjusted budget is then developed based on input from budget managers, guidance from the Cabinet (e.g., if reductions are necessary), new and ongoing strategic priorities, supplemental budget requests and adjustments.

The General Fund is the College’s primary operating fund budgeted at the program level – Academic Affairs, Student Affairs, Office of the President, and Finance and Business Services. It accounts for all major instructional programs and services supporting these programs. For budgetary compliance, expenditures are budgeted by the program. For reporting purposes, expenditures are further categorized into instruction, instructional support, student services, college support, facilities maintenance and operations, and transfers to other funds. The budget development process aims to align the General Fund budget to specific program and operational needs. Deans, Directors, and other budget managers submit budget development worksheets during each Biennium Budget development cycle.

The budget development process aims to align the General Fund budget to specific programs and operational needs – for Personnel costs and Materials, Supplies & Services, (MS&S includes items such as Office Supplies, Printing, Contracted Maintenance, Software Fees, etc.) Organizational units and programs are typically assigned a base budget representative of current Personnel and MS&S needs. Under the college unit’s leadership decisions are made on expenditure allocation with the broad categories of Personnel and MS&S to best meet programmatic needs.

Budget Managers within each unit/department are best positioned to identify areas that need additional resources and where resources might be shifted. Deans, Directors, and other budget managers submit budget development worksheets during each Biennium Budget development cycle. Budget targets for the college and individual units will be communicated as early as possible. Budget adjustments will be determined by unit budget managers in coordination and collaboration with their respective departments.

Board Policy BP510 sets the requirements for the Ending Fund Balance. The policy requires PCC to maintain an unrestricted fund balance within 9% to 18% of the annual operating expenditures and transfers of the General Fund to ensure institutional stability and long-term fiscal integrity. In the 2025-2027 biennium, PCC aims to have an ending fund balance of 12%-18%.

The annual comprehensive financial report (ACFR) will provide the FY 2024 ending fund balance by fund. The report is anticipated by January 2025.

The College spends approximately 9% on “Other” expenses, which include Utilities, Capital Outlay, and Transfers to support the operation of non-General Fund Auxiliary Services(e.g., Food Services, Parking & Transportation, Bookstore, Grants & Contracts Fund, Risk Management Fund, and Capital Projects Fund).

The College has proactively set aside (Enterprise Resource Planning) ERP Reserve funding since FY 21. These set-aside reserve funds will total $30 million through FY25. As the current set-asides are projected to be fully used by FY 27, additional funding requirements are outlined to maintain the system’s continuity. For a detailed breakdown of the projected financial needs and funding strategies, refer to the ERP Funding Requirements – 10 Year Plan. The College has committed additional funds for labor and support resources above direct implementation (e.g., project management, change management, training) and also beyond full implementation (e.g., change orders, vendor integrations) to ensure the transition to Workday is successful and that the transition does not put an undue burden on employees as they build and learn the new system.

We have embarked on the Fiscal Sustainability Action Plan (FSAP) and will communicate our work through the Integrated Budget & Planning Council, (IBPC), community forums, and the FSAP website. In October 2024, the Finance and Business Services team hosted 12 Fiscal Sustainability Forum sessions to engage a broad audience, share the College’s financial projections, begin developing strategies for long-term fiscal sustainability, and invite questions and suggestions. Leadership will continue to engage the campus community in various phases of the Fiscal Sustainability Action Plan. The College aims to ground this work in the stated values of Accountability, Collaboration, Communication, and Transparency. Budget targets for the College overall and individual units will be communicated as soon as they become available. Specific decisions regarding budget adjustments will be made by unit budget managers in coordination and collaboration with their departments.

The Fiscal Sustainability and Action Plan aims to ensure the long-term financial health and stability of Portland Community College (PCC). This plan encompasses strategic initiatives and measures designed to align financial decisions with the College’s mission while prioritizing student success and institutional effectiveness.

The goal is to develop budget strategies that promote long-term fiscal sustainability, balancing current needs with future financial stability to ensure continued support for student-centered initiatives.

To ensure a collaborative and inclusive budget development process, PCC will engage stakeholders at all levels of the college community through a variety of methods:

• Transparent Communication: Regular updates and open forums will be held to share information, provide context, and gather feedback on budget priorities and decisions.
• Stakeholder Input: The process will incorporate feedback from students, faculty, staff, and administrative leaders, ensuring that diverse perspectives are considered in decision-making.
• Cross-Functional Teams: Budget planning will involve cross-functional teams, including representatives from academic, student services, and administrative units, to align financial decisions with institutional priorities.
• Ongoing Engagement: There will be continuous opportunities for the college community to engage in dialogue, ask questions, and provide suggestions throughout the process, fostering a shared sense of ownership and collaboration.

The most impactful action we can take is to carefully limit discretionary spending as we approach the end of the current fiscal year (FY 25), prioritizing expenditures based on our most critical needs. Additionally, when a position becomes vacant, it’s essential to critically assess whether filling the role immediately is the best use of those funds. Instead, consider if reallocating the budgeted funds could better support the department’s needs, strategic priorities, or student success initiatives. By thoughtfully evaluating spending and staffing decisions, we can collectively contribute to the necessary cost savings and support the College’s fiscal sustainability.

PCC values and prioritizes input from all members of the college community. As part of the Fiscal Sustainability Planning Process, all feedback will be carefully reviewed, recorded, transcribed, and considered. The Integrated Budget & Planning Council (IBPC) will play a key role in considering feedback, evaluating information, and developing recommendations. These recommendations will then be shared with the Office of the President and the President’s Cabinet for further analysis and decision-making.

While we strive to incorporate as much feedback as possible, it is important to understand that not all suggestions can be directly included in the final plan. The Cabinet’s recommendations to the President and the Board will be guided by a comprehensive evaluation of several factors, including long-term financial projections, potential cost savings, alignment with the College’s mission, student impact, collective bargaining agreements, racial equity considerations, and effects on the broader community. The Board’s decisions will be based on these well-informed recommendations, balancing the need for financial stability with the College’s strategic priorities.

To maintain transparency, we will provide regular updates on how feedback influenced the process and highlight key themes, even if specific suggestions were not implemented. This approach ensures that every voice is heard and helps foster a shared understanding of the decisions made and the rationale behind them.

The Fiscal Sustainability Action Plan, along with ongoing forums and campus-wide communications, will address how both short-term and long-term planning decisions impact students and the broader campus community. The Action Plan outlines when and how the campus community can engage with the process and details how decisions will be communicated. If budget reductions are needed, recommendations will prioritize considerations for academic programs, essential academic and student support services, auxiliary functions, and critical campus services.

The Integrated Budget Planning Council will meet regularly throughout the year. See additional details regarding the Council and a schedule of meetings.

As defined in the Fiscal Sustainability Action Plan, the College is committed to evaluating all potential budget adjustments through a set of guiding principles. If budget reductions are required, to the extent possible, the recommendations will prioritize considerations for the following budget priorities: academic programs, critical academic and student support services & auxiliary functions, and critical campus services.

PCC defines an equity lens through the practical application of intentional reflection and analysis to ensure that budgetary decisions do not disproportionately burden underserved communities, particularly communities of color and low-income students. The equity lens guides us in leading with racial equity throughout the Fiscal Sustainability Action Plan process and helps us to advance equity in all aspects of decision-making.

As part of this commitment, PCC will evaluate budget decisions by asking guided equity-focused questions:

• Inclusivity: Has the decision-making process been inclusive of those likely to be impacted? Have the affected parties been consulted and provided with adequate background information?
• Impact on Vulnerable Communities: What effect will the decision have on the most vulnerable members of our community, including low-income students and communities of color?
• Disparate Impact: Will the decision disproportionately impact communities of color?
• Employment Protections: If job reductions are considered, are there alternatives that can help protect the employment of community members?
• Affordability and Accessibility: Does the decision help maintain or enhance the affordability and accessibility of education?
• Curriculum Diversity: Will the decision support a curriculum that engages and reflects the diverse cultures of our student body?
• Course and Pathway Diversity: Could the decision significantly reduce the diversity of course offerings, majors, or student pathways?
• Opportunities for Vulnerable Students: Will the decision limit opportunities for our most vulnerable students?

By applying this equity lens, PCC ensures that equity considerations are embedded in every step of the budgetary process. This approach allows us to transparently reflect our commitment to equity in the overall budget and in the recommendations we put forward.

PCC is committed to ensuring transparency and open communication throughout the budget adjustment process. Information about necessary budget adjustments will be shared through multiple channels to keep the college community informed and engaged. The timing and frequency of these updates may vary based on the budget cycle, the urgency of decisions, and the availability of new information:

1. Community Forums: Regular forums will be held to provide updates, explain the rationale behind budget adjustments, and invite questions and feedback from faculty, staff, and students.
2. Board Meetings: Budget updates will be presented at PCC Board of Directors meetings, which are open to the public. This provides an opportunity for community members to hear directly about the decisions being made and to offer their input. A schedule of Board meetings can be found here.
3. IBPC Council Meetings: The Integrated Budget & Planning Council (IBPC) will discuss and review budget adjustments during its meetings. These discussions will help shape recommendations and ensure that stakeholder voices are considered. A schedule of Council meetings can be found here.
4. Targeted Email Communications: Timely updates will be shared via targeted email messages to faculty, staff, students, budget managers, and department heads, ensuring that critical information reaches all relevant stakeholders.

Through these channels, PCC aims to provide clear, consistent, and accessible information, fostering a sense of inclusion and collaboration as we navigate these changes together. The timing and frequency of these communications may vary, depending on the budget cycle and the evolving financial landscape. Please note that while every effort will be made to share comprehensive information, confidentiality requirements may limit the extent of certain details that can be disclosed.

PCC budgets at the individual position level for all single-benefited positions. Budget amounts for salary accounts generally align with the salaries of incumbents. Salary budget lines are adjusted to reflect annual salary increases. Staffing decisions are made by managers, directors, deans, and other leaders. Approximately 82% of the General Fund budgeted expenses are allocated to employee salaries and benefits. Additional details regarding staffing budgets will be provided in the current Budget Manual, scheduled to be released in December 2024.

The budget development process aims to align the General Fund budget to specific program and operational needs – both for personnel and for Materials, Supplies & Services (MS&S). Deans, Directors, and other Budget Managers have the opportunity to adjust (shift) budget dollars within their areas (these shifts only occur within like account groups, ie Personnel within Personnel and MS&S within MS&S) before each fiscal year to better align the budgets and expenses among account areas. Budget Managers are best positioned to identify areas that need additional resources and areas from which resources might be shifted.

The goal of the Fiscal Sustainability Action Plan is to identify cost-saving strategies that prioritize our students and maintain essential services to the extent possible. While the College cannot guarantee job security for every position, we are committed to making every effort to minimize the impact on our employees, while upholding the Budget Guiding Principles outlined in the Fiscal Sustainability Action Plan.

When faced with budget adjustments, the College will carefully assess all options, focusing first on reducing non-personnel expenses and finding ways to reallocate resources effectively. If staffing changes become necessary, any employment impacts will be managed in accordance with College policy, collective bargaining agreements, and relevant laws and regulations. We will approach these decisions thoughtfully and transparently, exploring alternatives such as reassignments or reducing vacant positions before considering layoffs.

PCC understands the uncertainty this may cause, and we will continue to communicate openly about the budget process and any potential impacts on staffing. Our priority remains to support our staff and sustain our commitment to student success, even as we navigate challenging financial circumstances.

The Community College Support Funding (CCSF) provides funding for all 17 community colleges in Oregon. The state allocations are approved by the legislature. The funding distribution model is based on several factors including relative student enrollment, enrollment growth rates, property tax amounts, and student success metrics across the community college. More detailed information can be found on the Higher Education Coordinating Commission’s site: CCSF Funding Model.

Currently, CCSF funding accounts for approximately 51% of PCC’s General Fund revenue. As such, it is a critical component of our financial model.

Currently, State funding (CCSF) accounts for approximately 51% of PCC’s General Fund Revenue. As such, it is a critical component of our long-term financial model. If our current assumptions about the amount of revenue we will receive in future years are significantly different from what the College does receive, we will need to adjust our financial projections, and we will need to make adjustments to our plan for expenses. If actual revenue is lower than projected, we will need to reduce our expenditures.

As a member of the Oregon Community College Association (OCCA), PCC works collaboratively with the 17 other community colleges in Oregon to advocate for the needs of our institutions and students. OCCA plays a critical role in supporting community colleges before policymakers and partners whose decisions impact the well-being of our colleges across the state. Much of this work takes place during the state’s Legislative Sessions, where OCCA’s strong relationships with the Higher Education Coordinating Commission (HECC), the Office of Community Colleges and Workforce Development (CCWD), the Governor’s Office, legislators, and their staff are vital in ensuring that the needs of community colleges are heard and addressed. As part of this collective effort, PCC joins its peers in urging legislative support for funding that will sustain our services and allow us to continue delivering quality education.

Students, faculty, and staff are encouraged to get involved in these efforts. During the upcoming legislative session, OCCA and PCC will organize visits to the State Capitol to meet with Legislators and advocate for funding and policy changes. Dates are listed below, registration information will be added when available:

• March 5-6 OCCA Legislative Summit
• March 5 – Reception with Legislators and Preparations
• March 6 – Oregon Community College Lobby Day
• April 15 – Portland Community College Day at the Capitol.

Additionally, opportunities to get involved include providing testimony in legislative committees in support of funding and policy changes. Individuals who are interested in providing testimony should email: collegerelations@pcc.edu

Student tuition is one of three primary revenue sources. Currently, tuition and fees account for approximately 31% of total General Fund Revenue, while State Revenue (Community College Support Fund – CCSF) provides for 51%, and Local Revenue (Property Taxes) contributes 18%. The College aims to keep no more than 40% of General Fund revenue coming from student tuition and fees, and we strive to limit tuition and fee increases to no more than 5% per year.

The Fiscal Sustainability Action Plan was developed with this goal in mind: to maintain affordability for our students while ensuring the College’s long-term fiscal health. Our approach focuses on strategic enrollment management efforts to boost student enrollment and retention which helps increase revenue without placing additional financial pressure on students.. At the same time, we are critically evaluating all areas of expenditures to ensure our resources are allocated efficiently and aligned with mission-critical programs and operations. By optimizing the use of our funds and resources, we can minimize the financial burden on students.

Additionally, PCC will continue to advocate for increased State funding for community colleges in Oregon. Through these combined efforts, we remain committed to keeping tuition as low as possible while maintaining the quality of education and services that support student success.

The goal of the Fiscal Sustainability Framework and Action Plan is to develop budget strategies that promote long-term fiscal sustainability, balancing current needs with future financial stability to ensure continued support for student-centered initiatives.

A student-centered approach to fiscal sustainability at Portland Community College focuses on aligning financial decisions with the needs and priorities of students to enhance their educational experience and outcomes. As a standard, we will prioritize resources to directly support student success initiatives such as academic programs, student services, counseling, and basic needs. Through collaboration and engagement, the College will proactively adhere to the following guidelines.

• Quality Education: Identify solutions to positively impact student success and support quality education
• Support Services: Ensure access to student support services and resources. Support services are critical components of a holistic approach to student success, aiming to address various aspects of students’ lives and ensure they have the resources and support needed to thrive academically and personally during their college experience.
• Affordable Tuition and Fees: Implement strategies to keep tuition and fees affordable, reducing financial barriers for students and ensuring that higher education remains accessible.

The college is committed to making every effort to minimize negative impacts, prioritizing strategies that offer significant cost savings while preserving the well-being of our students, staff, and commitment to racial equity.

The student experience is central to decision-making in the “One College” model. A student-centered approach to fiscal sustainability at Portland Community College focuses on aligning financial decisions with the needs and priorities of students to enhance their educational experience and outcomes. Budget decisions at our college are made with careful consideration of their impact on both the academic and social environments of our campuses. Our goal is to ensure that any financial decisions we make support our commitment to student success and well-being.

As we prioritize resources, we focus on maintaining and enhancing the programs, services, and support systems that contribute to a strong sense of community. This includes ensuring access to vital student support services such as counseling, academic advising, and career services. We remain committed to ensuring that students’ needs—both academically and personally—are at the center of our decision-making so that the sense of community on campus is not only preserved but strengthened.

We understand that budget changes can be challenging, but we are dedicated to navigating these changes in a way that maintains a healthy and supportive campus environment for all students. We will continue to engage with students, faculty, and staff to listen to concerns and ensure that we make thoughtful, well-informed decisions that reflect the values of our college community.

Tuition rates per credit hour vary across the 17 Oregon Community Colleges, from a low of $104 per credit hour to a high of $145.40 per credit hour in FY25. The Statewide average is $122.26 per credit hour. PCC’s FY25 tuition rate is $133 per credit hour.

Fee rates also vary among the colleges, in terms of both structure and amounts. The Statewide average is $24.93 per credit hour plus an average of $13.19 per term. PCC charges fees at a rate of $10.75 per credit hour plus $15 per term.

*Most current information was available as of August 2024

The Oregon Community College Association (OCCA) produces an annual report showing the Economic Impact of Oregon’s Community Colleges. Please review the latest infographic.

The college community has submitted suggestions to increase affordability, enhance efficiency, reduce expenses, and evaluate the number and cost of management and executive positions, including potential reductions in these roles and their associated salaries. Key recommendations include reducing reliance on external consultants,  and assessing the operational costs and mission contributions of all PCC campuses and centers, with consideration for potential consolidation to optimize physical space at the college without compromising valuable student services. Additional ideas focused on minimizing redundant spending on materials, supplies, and services, potentially through a shared resource platform that would enable more efficient management of college-wide resources. A detailed review of operating and maintenance costs for buildings and grounds was also suggested to identify opportunities for lowering utility and maintenance expenses. Lastly, suggestions were made to consider salary adjustments or caps to ensure a more equitable impact of any budget reductions on employees across different salary levels.

The college community proposed several ideas for future growth and expansion. These include enhancing manager training and raising performance expectations, as effective management is seen as essential to maintaining employee morale and achieving budgeting goals. Members suggested exploring creative uses of PCC facilities and services, such as leasing or renting physical spaces to external users or contracting PCC’s catering and printing services to generate new revenue streams. Increasing academic advising and access to core classes was also recommended to boost student satisfaction and retention. Further ideas include partnering with Oregon and Washington community service programs to support community-serving PCC programs, seeking additional revenue sources, and leasing or renting underutilized spaces. Additionally, suggestions were made to identify a target spending rate of less than 92-96% of total budgeted expenditures and identify the savings that could be achieved using this methodology. Encourage departments to stay under budget and foster a culture of efficiency and cost-saving.