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During the last several years, great strides have been made to District-wide planning and budgeting processes. The District-wide planning processes were developed and are integral to all aspects of College and District-wide decision-making and resource allocations in a transparent, inclusive and open process. This was in response to accreditation recommendations. The District-wide Planning Council (DWPC) continues to implement the recommendations and oversee the strategic planning processes with other major District-wide committees making recommendations on resources.


The SOCCCD budget for all funds totals over $836 million. The District is self-sufficient as a community supported district (often referred to as “basic aid district,” a K-12 term). This means that its revenue from property taxes and student fees exceeds the revenue limit calculated under the state funding formula and it does not receive state funding for general fund unrestricted operating budget. It does receive certain state categorical and restricted funds.

The District has committed to a budget that is conservative and maintains stable funding for the Colleges by closely monitoring income and expenses. District-wide operating costs continue to increase from negotiated salary increases, health and welfare benefit increases, and pension rate increases. Personnel costs as a percentage of total budget has risen this year but is still within our recommended budget target of 86% - 88% largely due to available one-time funds. This indicator demonstrates the need for future budget vigilance and is a trend that needs to be reversed to ensure future financial health of the District.

STRS and PERS rates are scheduled to increase significantly over the next 5 years. The District will need to be diligent in managing the tight budget where the increases in commitments for salaries, benefits, and retirement contributions to STRS and PERS surpass the new available income. After following the SB361 funding formula for the colleges through the District Resource Allocation Council (DRAC) model, excess property tax revenues available for basic aid distribution this fiscal year total over $58 million. These funds are used for capital expenditures and other one-time projects in lieu of bonds that other community colleges use.

The general fund budget provides for each College’s operations, District-wide general expenses, District Services, and a general reserve of 7.5%. The strong reserve is necessary for a self-sufficient district and allows the District to manage cash-flow throughout the year as well as prepare for unforeseen expenditures and emergencies.

South Orange County Community College District engages in extensive planning efforts to meet short-term and long-term goals. The SOCCCD District-wide Plan 2014-2020 fully integrates with the Saddleback College and Irvine Valley College Strategic Plans. The plan is managed by the District-wide Planning Council, a participatory governance group.

The SOCCCD District-wide Planning and Decision Making Manual 2015-2020 describes how decisions get made, links budget allocation to planning (see District-wide Integrated Budget Planning Resources Guide), and explains the role of District-wide committees in decision making.

The Education and Facilities Master Plan (EFMP) is the District's long-term planning document which spans 20 years. It will undergo a periodic update and revision over the next two years to ensure it meets the district’s needs.

1.  SOCCCD Overview
2.  Saddleback College Education Plan
3.  Irvine Valley College Education Plan
4.  Saddleback College Facilities Plan
5.  Irvine Valley College Facilities Plan