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Alamo Community College District
San Antonio, Texas
ANNUAL
BUDGET
Fiscal Year 2016-17
Northeast Lakeview College | Northwest Vista College | Palo Alto College | San Antonio College | St. Philip’s College
Dare to Dream. Prepare to Lead.
Fiscal Year 2016-17 Annual Budget
ALAMO COMMUNITY COLLEGE DISTRICT
FY 2016-2017 Annual Budget
BOARD OF TRUSTEES
Joe Alderete Jr., District 1
Denver McClendon, Assistant Secretary, District 2
Anna Uriegas Bustamante, District 3
Marcelo Casillas, Vice-Chair, District 4
Roberto Zárate, District 5
Dr. Gene Sprague, Secretary, District 6
Dr. Yvonne Katz, Chair, District 7
Clint Kingsbery, District 8
James A. Rindfuss, District 9
Emmanuel Nyong, Student Trustee
Bruce H. Leslie, Ph.D., Chancellor
Diane E. Snyder, CPA, M.S., Vice Chancellor for Finance and Administration
Pamela K. Ansboury, CPA, M.Ed., Associate Vice Chancellor for Finance and Fiscal Services
Shayne A. West, Chief Budget Officer
Page 1
Fiscal Year 2016-17 Annual Budget
Alamo Colleges was awarded its sixth Distinguished Budget Presentation Award from
the Government Finance Officers Association of the United States and Canada
(GFOA) for its FY 2015-2016 Operating Budget. This award is a prestigious
national award recognizing conformance with the highest standards for preparation
of state and local government budgets. The budget document must meet program
criteria as a policy document, as an operations guide, as a financial plan, and as a
communications device. This award is valid for a period of one year. We believe
our current budget continues to conform to program requirements, and we are
submitting it to the GFOA for review.
Page 2
Fiscal Year 2016-17 Annual Budget
Table of Contents
INTRODUCTION ................................................................................................................... 5
Message from the Chancellor .............................................................................................................. 6
Report from the Vice Chancellor for Finance and Administration ................................................ 8
FY 2017 Budget Highlights .................................................................................................................. 8
Funding Our Strategic Priorities .......................................................................................................... 8
Succeeding in Challenging Fiscal Times ............................................................................................. 9
Restricted Budget ................................................................................................................................... 9
Final Thoughts ......................................................................................................................................... 9
Notes from the Budget Office ............................................................................................................. 9
The Budget as a Policy Document .................................................................................................... 10
The Budget as an Operations Guide .............................................................................................. 10
The Budget as a Collaborative Effort among Leadership .......................................................... 11
The Budget as a Financial Plan ........................................................................................................ 12
The Budget as a Communications Device ....................................................................................... 12
PROFILE ............................................................................................................................. 13
Snapshot ............................................................................................................................................... 14
Organizational Chart ......................................................................................................................... 16
Division Descriptions............................................................................................................................ 17
College Departments ......................................................................................................................... 18
Strategic Plan 2012-2017 ............................................................................................................... 20
Alamo Colleges Strategy Map ........................................................................................................ 23
Key Performance Indicators .............................................................................................................. 24
Integrated Planning ............................................................................................................................ 32
Multi-Year Planning ............................................................................................................................ 33
FINANCIAL INFORMATION ............................................................................................... 36
Revenue Summary ............................................................................................................................... 37
Tuition and Fees ................................................................................................................................... 37
Ad Valorem Taxes .............................................................................................................................. 38
State Appropriations .......................................................................................................................... 40
Non-formula Revenue ......................................................................................................................... 40
Restricted Funds ................................................................................................................................... 41
FY 2016-2017 All Funds Budget Report ....................................................................................... 42
Historical Fund Balance ...................................................................................................................... 44
Operating Budget Overview ............................................................................................................ 45
Three Year Comparison – Annual Operating Budget ................................................................. 46
Expense Budget ................................................................................................................................... 47
Salaries, Wages and Benefits .......................................................................................................... 49
Vacancy Credit .................................................................................................................................... 50
Staffing Management Plan ............................................................................................................... 51
Operating Expenses (Non-labor)..................................................................................................... 52
Budget Summary Comparison by Account Type ........................................................................... 53
Budget Summary Comparison by Functional Category .............................................................. 54
Page 3
Fiscal Year 2016-17 Annual Budget
Budget Summary by Salary and Other Expense ......................................................................... 55
Three Year Staffing Summary .......................................................................................................... 57
District Support Operations .............................................................................................................. 58
Fully Allocated Expenses ................................................................................................................... 60
Three Year Staffing Summary – District Only ............................................................................... 66
Capital Allocations .............................................................................................................................. 67
Debt Service Funds ............................................................................................................................. 68
SUPPLEMENTAL INFORMATION ........................................................................................ 72
FY 2016-2017 Revenue Summary .................................................................................................. 73
FY 2016-2017 Formula Revenue Summary .................................................................................. 74
FY 2016-2017 Non-Formula Revenue Summary ......................................................................... 75
FY 2016-2017 Tuition Revenues by Semesters ............................................................................ 76
Assessed Value and Tax Levy of Taxable Property ................................................................... 77
State Appropriations .......................................................................................................................... 78
State Appropriations Exhibit 1 ......................................................................................................... 79
State Appropriation Allocation Distribution ................................................................................... 80
Base Period Contact Hour Rates by Discipline .............................................................................. 81
Contact Hours ....................................................................................................................................... 82
Headcount vs. Enrollment ................................................................................................................... 83
Unduplicated Headcount Enrollment ............................................................................................... 85
Ten Year Trend of Revenue Sources ............................................................................................... 86
Budget Process and Budget Calendar ............................................................................................ 88
Workload-Driven Budgeting Model – Step One of Budget Process ........................................ 91
FY 2016-2017 Budget Model Summary ....................................................................................... 92
Budget Model Funding Methodology and Formulas .................................................................... 94
Department Budget Allocations by College by Functional Categories .................................. 106
APPENDICES .................................................................................................................... 135
All Funds Financial Structure............................................................................................................ 136
Financial Policies and Procedures .................................................................................................. 137
Functional Category Descriptions ................................................................................................... 142
Tuition and Fee History .................................................................................................................... 145
Enrollment Reports ............................................................................................................................ 146
Principal Employers in Bexar County ............................................................................................ 147
FY17 Budget-Related Board Minute Orders/Approved Minutes ........................................... 148
Glossary .............................................................................................................................................. 173
Campus Locations .............................................................................................................................. 179
Page 4
Fiscal Year 2016-17 Annual Budget
INTRODUCTION
Page 5
Fiscal Year 2016-17 Annual Budget
Message from the Chancellor
October 2016
Members of the Board of Trustees and Residents of the Alamo Colleges service area:
It is my pleasure to present the Alamo Colleges FY 2016-2017 Annual Budget. This budget is the eighth
consecutive annual budget with a focus on strategies that improve student success and efficiencies to guarantee
long-term financial strength. The direction has been and is to balance the budget without employee layoffs,
furloughs, or salary cuts. We have saved $48.4 million over the last eight years, while protecting our employees’
jobs, and maintaining quality education for the students we serve.
The Alamo Colleges continue to be a fluid organization, willing and able to re-direct resources and align our
processes with our key areas of focus: (1) Enrollment growth and aligning funding to instruction, academic
support and student services, (2) Supporting our key strategic priorities, (3) Maintaining a safe and secure
education and work environment, and (4) Taking care of our employees.
The Alamo Colleges have conducted an inclusive strategic planning process coordinated by the Strategic
Planning and Performance Excellence department that has culminated in the development of a set of priorities
for sustained national excellence with a vision to be the best in the nation in Student Success and Performance
Excellence. These six strategic priorities are:
1. Quality
a. Accreditation, signifying that Alamo Colleges has a purpose appropriate to higher education
and has resources, programs, and services sufficient to accomplish and sustain that purpose.
b. Credits earned will be recognized by other higher education institutions and students are
eligible for Title IV funds (student financial aid)
2. AlamoADVISE
a. A case management model based on intentional and continuous advising interventions and
tools that guide each student on his/her academic and career pathway
b. Provides a systematic and integrated series of ongoing conversations among students, faculty,
and staff to establish a pathway to educational, career, and life goals
c. Benefits include individual support and encouragement, along with continual feedback,
through advisors and faculty mentors
3. AlamoENROLL
a. Provides efficient access and enrollment processes from application to registration to ensure
each student is admitted and enrolled successfully and fully ready for the first day of classes
b. Creates an easier process for application, admission, registration and payment experience,
which reduces student drops for non-payment
4. AlamoINSTITUTES
a. Career pathways with clusters of related academic programs (program requirements and
sequences) that incorporate academic support and co-curricular learning
b. Clearly-defined, manageable choices with guided exploration, providing a clear roadmap to
student end goals with sequenced and connected courses
c. Creates and provides a clear pathway from high school through Alamo Colleges through
transfer to career
Page 6
Fiscal Year 2016-17 Annual Budget
d. Reduces the loss of transfer credits to degree, creating a cost savings to students and tax
payers
5. Completion (4DX)
a. Increase in certificates and degrees using the Covey ‘Four Disciplines of Execution’ model
which focuses all units and departments on engagement toward completion goal
b. Increase student completions through the discipline of focusing on a ”wildly important goal”
c. Increases the number of students who stay until completion
6. Dual Credit
a. Students earn college credit and high school credit simultaneously through dual credit in high
schools, the Alamo Academies and Early College High Schools
b. Creates a college-going culture across the service area by providing access to high school
students to earn college credits while in high school
c. Alamo Colleges offers this at no cost
to high school students and parents
The Alamo Colleges is focused on providing services to students to help the state meet the goals set forth in the
‘60x30TX’ higher education strategic plan. The goal of this state-wide initiative is for 60 percent of “Generation
Texas” to have a postsecondary credential or degree by 2030.
In closing, we recognize there are many paths to student success; some students want to earn a degree or
certificate and then get a job. For others, success is defined as transferring to and graduating from a four-
year college. For some, success is acquiring a set of skills needed in the workforce to get a job, to get ahead
in their current job, or perhaps even change careers. Regardless of the path, Alamo Colleges wants to reshape
its students’ futures by allowing them the means to meet their educational objectives. The FY 2016-2017 budget
is designed to support the student success initiatives described above and provide the needed resources for our
faculty and staff to provide skilled instruction and “high-touch” interactions with students to ensure retention and
achievement of their educational goals.
Many thanks to the Alamo Colleges’ family for their continued dedication and contributions in helping our
students achieve their educational goals.
Sincerely,
Bruce H. Leslie, Ph.D.
Chancellor
Page 7
Fiscal Year 2016-17 Annual Budget
Report from the Vice Chancellor for Finance and Administration
FY 2017 Budget Highlights
Community Colleges are living in challenging times; being asked to graduate more students with less state
funding. To meet this challenge, Alamo Colleges applies a disciplined budget alignment methodology (BAM)
to ensure we allocate budget funding based on workload, overlay cost efficiencies, and invest in bringing
student success strategies to scale. Alamo Colleges expects to achieve continued results in performance in both
student success and business operations using the BAM cycle - an ongoing, systematic way to continually look at
business operations and strategically allocate budgets to accomplish our vision of becoming the best community
college district in the nation in student success and performance excellence.
Each community college district in Texas is required by law to prepare an annual operating budget of
anticipated revenues and expenditures for the fiscal year beginning September 1. The District’s Board of
Trustees adopts the annual budget, which is prepared according to Generally Accepted Accounting Principles
(GAAP) on the accrual basis of accounting (comparable to the audited financial statements) for operating funds
and available resources for construction and renewal funds, Board policy and the Texas Higher Education
Coordinating Board guidelines as defined in the Budget Requirements and Annual Financial Reporting
Requirements for Texas Public Community and Junior Colleges. Notices of the Budget Planning and Budget
Adoption meetings were posted according to the Texas Government code, Sections 551.00-551.146.
On August 16, 2016, the Board of Trustees approved the FY 2016-2017 All Funds Annual Budget with projected
revenues of $541,371,346; restricted and plant fund balance inflow of resources of $12,796,892; operating
fund balance commitment of $(4,964,190); and expenses of $533,538,644. The budget represents the family
of Alamo Colleges, which consists of San Antonio College, St. Philip’s College, Palo Alto College, Northwest
Vista College, Northeast Lakeview College, and the District Support Operations.
The Educational and General (E&G) Operating
Budget (Unrestricted Funds) was approved by
the Board of Trustees on July 12, 2016 to
enable planning for the next academic year by
the five colleges. The E&G Operating Budget
was based on revenues in the amount of $354.2
million and operating fund balance commitment
of $5 million to fund strategic investments in
students and employees in customer service,
operations, systems and employee
development.
Funding Our Strategic Priorities
As mentioned in the Message from the Chancellor section, this budget was developed with the end in mind,
focusing on and funding our key strategic priorities:
• Our People - $14.9M dedicated to compensation adjustments for all employee’s salaries to remain
competitive ($9M), including the rising cost of providing health care benefits ($5.9M)
• Enrollment Growth - $4.2M added expense budget for projected enrollment growth, including high
school programs (traditional dual credit, early college high school and Alamo Academies)
• Advising - $3.7M additional investment to bring the advisor to student ratio to 350:1
Revenue Sources Amount
% of Total
Revenues
State Funds (including
state paid benefits)
$77.5 million 21.9%
Veteran's Asst. Ctr. $4.5 million
1.3%
Local Taxes $148.1 million
41.8%
Tuition/Fees $114.9 million 32.4%
Other $9.4 million 2.7%
Total Revenues $354.2 million
100.1%
Operating Fund Balance
Transfer
$5 million
Total Funds Available $359.2 million
Page 8
Fiscal Year 2016-17 Annual Budget
• Student Success - $3.0M investment for AlamoINSTITUTES, the Navigate system, and faculty
development
Succeeding in Challenging Fiscal Times
It is noteworthy to point out that Alamo Colleges continues to maintain its strong fiscal and budgetary
principles while weathering the storm of funding challenges. Since 2010, state funding has declined by $30
million. In that same period of time, we have saved $48 million by implementing cost savings strategies that
have a recurring impact on the annual budget. Additionally, investments have been made in our students with
$17 million built into the budget to enhance our student success initiatives, while also continuing to invest in our
employees through compensation adjustments and training.
Restricted Budget
Total budgeted revenues for restricted funds are expected to be $187.1 million from federal or state revenues,
ad valorem taxes, and proceeds from debt issuance. Multi-year balances of $44.4 million are expected to be
rolled forward for allowable uses and capital projects, of which $9.9 million will be used for this budget year
and $19.6 million for future budget years. The expense budget totals $174.3 million and is summarized below:
Final Thoughts
I am proud to submit the FY 2016-2017 Annual Budget, which represents the collective and collaborative work
of the Alamo Colleges family. The staff thanks the members of the Board of Trustees for their support and
guidance in conducting the financial operations of Alamo Colleges in a highly responsible manner.
The timely preparation of this annual budget was made possible by the continued dedication and service of
the Alamo Colleges’ staff. This budget document is available on the Alamo Colleges website
at: www.alamo.edu
.
Diane E. Snyder, CPA, M.S.
Vice Chancellor for Finance and Administration
Expense Budget Source of Funding Amount
Instruction and General Federal or State Funding $14.1 million
Scholarships and Fellowships Federal or State Funding $49.1 million
Capital-related Debt and roll-forward funding $54.2 million
Ad valorem taxes $56.9 million
Total $174.3 million
Page 9
Fiscal Year 2016-17 Annual Budget
Notes from the Budget Office
The Budget as a Policy Document
Per Board approved policy (C.1.4, which can be found in the Appendices), the fiscal year for the College District
shall begin on September 1 and end on August 31. The Board shall annually adopt a budget on or before
September 1 of each year, providing authority to expend funds in accordance with state law, College District
policy, and the College District’s approved procedures. The principles established in the policy allow for
adjustments, reallocations and amendments, the latter requiring approval by the Board of Trustees. Additional
long-term financial policies for Alamo Colleges’ capital improvement plan and debt service are also located in
the Appendices section of this document.
The Budget as an Operations Guide
The budget development process is comprised of two major components:
1. Workload Budget Allocation Model; in the first step, there are three decision points (see table below):
a. True-up the baseline prior-year budget to actual enrollment and contact hours
b. Determine current year enrollment “flat or growth” assumptions and update the workload allocation
model. Existing programs, student mix changes and new programs all impact the output of the
workload model, based on the enrollment assumptions.
c. Develop budget strategies for cost savings, revenue generation and investments in the Alamo
Colleges key objectives: Student Success, Principle-Centered Leadership and Performance
Excellence.
2. Budget Distributions are subsequently performed by the colleges and district budget officers at the
organizational and account level. Approved full-time employee positions are loaded into the Human
Resource system (Banner), and non-labor allocations are loaded into the Finance system (Banner), balancing
to the total authorized expense budget for each college and district department. Also included in the
Supplemental section of this document is summary data of the Budget by Functional Category and the
associated departments within those functional categories, summary staffing by functional category and
FY17
Prior Year Budget 328.3$
1 True-Up to Prior Year Actuals (9.8)
Adjusted to Actuals 318.5
2 Planned Growth 19.7
4 Net Investments 21.0
Budget 359.2$
FY16
FY17
Budgeted Growth
CE & New
Programs
Contact Hour & CE
Contact Hour Variance to Budget
0.4% 3.9%
-$5M more Exempt
Net Investments
$9M Compensation
Increase
Page 10
Fiscal Year 2016-17 Annual Budget
type, and detailed allocations for operational departments. The following tables display the fully-
allocated expense budget, including all District Support Operations direct and indirect costs.
The Budget as a Collaborative Effort among Leadership
The annual budget retreat, which provides the Board of Trustees with an in-depth view of the upcoming fiscal
year’s annual operating budget, was held on July 12, 2016. For the second year in a row, Alamo Colleges’
senior leadership, comprised of the Chancellor, College Presidents and District Vice Chancellors, each presented
to the Board their college’s or department’s FY 2016-2017 upcoming goals and strategic plans as well as last
year’s major accomplishments. With the new format (adopted in July 2015) these presentations speak to the
collaboration between the Colleges and District Support Operations during the budget development cycle.
These presentations can be found at the following link: http://alamo.edu/district/fiscal-services/reports/
SAC SPC PAC NVC NLC General Inst. Total
College Workload Alloc 67.0 44.3 32.4 45.3 17.4 42.2 248.6
Building Maintenance 2.1 1.4 1.1 1.4 1.0 7.0
Utilities 2.9 1.9 1.4 1.3 0.9 8.4
Preventive Maintenance 5.6 3.0 2.9 1.9 1.2 14.5
Housekeeping 1.5 1.3 1.1 0.8 1.4 6.2
Groundskeeping 0.5 0.3 0.2 0.8 0.2 2.0
Bursar 0.3 0.2 0.2 0.3 0.1 1.1
Student Financial Aid (SFA) 1.2 0.8 0.5 1.1 0.5 4.1
Student Contact Center 0.6 0.4 0.2 0.6 0.2 1.8
Public Safety 2.4 1.4 0.7 1.2 0.9 6.6
Center for Student Information (CSI) 0.6 0.4 0.2 0.6 0.2 2.0
Interpreter and Immunization 0.3 0.2 0.1 0.3 0.1 1.0
Emergency Mgmt Initiatives 0.2 0.1 0.1 0.2 0.1 0.7
DSO Direct Support 18.1 11.5 8.6 10.4 6.8 - 55.4
Budget w/ Direct Support 85.1 55.7 41.0 55.7 24.2 42.2 304.0
DSO indirect Support 17.0 11.4 7.7 11.5 7.6 - 55.2
Budget - Fully Allocated 102.1 67.2 48.7 67.2 31.8 42.2 359.2
Page 11
Fiscal Year 2016-17 Annual Budget
The Budget as a Financial Plan
The Financial Information section provides detailed information relating to both revenues and expenses. Each
section contains both summary and detailed information by revenue source and projected expenditures. The
revenue section includes information related to state appropriations and associated contact hour data and ad
valorem taxes and tax rates. The Fund Balance information is also available in this section. The expenditure
section includes summaries by functional categories; summary and comparison data by type; and mandatory
and contractual services such as debt service, utilities and insurance. A preventive maintenance schedule along
with the capital improvement projects (CIP) funded with maintenance tax notes and revenue bonds can also be
found in this section. The Debt Service section speaks to the status of the maintenance tax notes and revenue
bonds. The Supplemental Information section contains salary schedules.
The Budget as a Communications Device
The budget document is designed to fully communicate the financial position of Alamo Colleges while serving
as the foundation for the Alamo Colleges’ allocation of resources toward fulfilling the mission of the institution.
This budget document includes summary information in text, tables, charts, and graphs for easier interpretation
of the data. In addition to this guide, a table of contents provides a listing of the various topics in the budget
document and a glossary provides an explanation of key concepts and terminology.
Shayne A. West
Chief Budget Officer
Page 12
Fiscal Year 2016-17 Annual Budget
PROFILE
Page 13
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Fiscal Year 2016-17 Annual Budget
Snapshot
The Alamo Community College District (Alamo Colleges, District) was established as a public community college
through a public election in 1945. The District operates as a political subdivision under the laws of the State of
Texas. The Alamo Colleges’ service area includes Atascosa, Bandera, Bexar, Comal, Guadalupe, Kendall, Kerr
and Wilson counties. The Alamo Colleges is governed by a nine-member Board of Trustees elected for
staggered six-year terms in single member districts within Bexar County and a Student Trustee serving a one-
year term. The selected Student Trustee serves as a non-voting student liaison
to the board and the chancellor, representing students' interests at board
meetings and other district meetings. The Chancellor, the District's chief
executive officer, guides and implements the programs and policies of the
Alamo Colleges.
In April 2009, the Board of Trustees approved a new logo and name change
to Alamo Colleges in an effort to increase public awareness of the institution’s
full scope of services and its diverse, high quality educational programming.
The legal name remains the Alamo Community College District.
The Alamo Colleges consists of five colleges strategically located throughout its
service area. It is a two-year, comprehensive public community college that provides programs toward an
Associate of Arts, an Associate of Science and an Associate of Applied Science. These degrees transfer to four-
year colleges and universities. In addition, the Alamo Colleges offers certificates of completion in a variety of
technical and occupational fields. Numerous services are available to students at each of the colleges, including
but not limited to, counseling, computer labs, tutoring, financial aid services, services for the disabled,
developmental instruction, veteran's services, and job placement.
The Alamo Colleges includes two Hispanic-Serving Institutions, and the nation’s only institution that is both a
Historically Black College and a Hispanic-Serving Institution, is the nation’s third largest producer of Hispanic
nurses, and is one of Texas’ largest provider of online post-secondary education. A vibrant international
program brings Central American and other teachers to San Antonio for advanced education while affording
students and faculty the opportunity to travel to all regions of the world.
The Colleges
• St. Philip’s College (established 1898)
• San Antonio College (established 1925)
• Palo Alto College (established 1985)
• Northwest Vista College (established 1995)
• Northeast Lakeview College (established 2007)
Off-Campus Sites
The Alamo Colleges also maintains several off-campus sites in an effort to better serve the residents of Bexar
County and those located within the surrounding service area.
• St. Philip's College Southwest Campus
• Workforce Center of Excellence
• St. Philip's College Military Base Locations
• Palo Alto College Off-Campus Locations
• Northwest Vista College Southwest Research Institute Center
• Central Texas Technology Center, New Braunfels, TX
• Alamo Colleges Community Education Centers
Page 14
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Fiscal Year 2016-17 Annual Budget
• Westside Workforce Education and Training Center
• Greater Kerrville - Alamo Colleges Center
• First Responders Academy(FRA), Von Ormy, TX
• Alamo University Center
Northwest Vista College, Palo Alto College, St. Philip's College and San Antonio College are accredited by the
Commission on Colleges of the Southern Association of Colleges and Schools to award associate degree
programs and Northeast Lakeview College is rigorously and diligently pursuing accreditation. Contact the
Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for
questions about the accreditation of the Alamo Colleges.
Economic Conditions and Outlook
The Alamo Colleges have been an integral part of the Greater San Antonio community for more than 100
years, contributing significantly to the economic and social well-being of those who share this community with
Alamo Colleges. It is highly regarded by the local business community for the quality of its workforce training
and the success of its graduates. In the economic arena, a sizable 96% of its students stay in the region after
they leave college and contribute positively to the local economy. The current and past cumulative effect by
Alamo Colleges represents $3.2 billion in additional regional income due to students’ higher earnings and the
resulting increased productivity of businesses. Higher earnings expand the tax base and potentially reduce the
tax burden of local property owners.
Factors Having Probable Future Financial Significance
Alamo Colleges’ economic condition is influenced by the economic positions of the State of Texas, County of
Bexar and surrounding counties and the City of San Antonio, and is fortunate to have a robust local and State
economy.
San Antonio’s unemployment rate is less than the Texas and U.S. rates. For August 2016, the U.S. Bureau of
Labor Statistics reported the national unemployment rate at 4.9%, the Texas unemployment rate at 4.7% and
the San Antonio rate at 4.2%. The Texas economy continues to fare better than those of many other states,
and the San Antonio economy is one of the strongest in the state.
Growing city and expanding San Antonio economy. According to San Antonio Economic Development
Foundation, the population of the area is over 1.3 million with an average household income of $50,075. It
encompasses 467 square miles geographically within Bexar County. San Antonio is the seventh largest
municipality in the United States and the second largest city in Texas. The San Antonio population was 1,327,407
per the 2010 Census and has a projected population growth of 6.9% from 2016 - 2021. According to Forbes
2015 Lists, San Antonio is ranked 15
th
in job growth with college attainment of 26.7% and is the 50
th
on the
Best Places for Business and Careers list.
San Antonio continues to move forward. This growth and transformation is reliant upon the innovative and
dedicated workforce that is in San Antonio. San Antonio has maintained a positive business environment that
continues to attract talented workers from near and far and has helped it achieve the 2015 recognition from
Forbes as one of the Best Places for Business and Careers. San Antonio has a diversified economic base (military,
oil and gas, health care, IT, tourism industry) which does not experience the wide swings of the business cycle
much of the rest of the country experiences. The challenge over the longer term will be to educate and train
the workforce of the future, through individual workforce development programs such as the Toyota Advanced
Manufacturing Technician Program at Alamo Colleges.
Additional regional and demographic data is in the Statistical Section in the Appendices. For more information
about Alamo Colleges, visit the web site at http://www.alamo.edu
.
Page 15
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Fiscal Year 2016-17 Annual Budget
Organizational Chart
Board of Trustees
Chancellor
Deputy to the
Chancellor
Deputy to the
Chancellor
General Counsel
General Counsel
District Ethics &
Compliance Officer
District Ethics &
Compliance Officer
Executive Director
of Inst’l
Advancement
Executive Director
of Inst’l
Advancement
Vice
Chancellor for
Economic &
Workforce
Dev.
Vice
Chancellor for
Economic &
Workforce
Dev.
Vice
Chancellor for
Finance &
Admin.
Vice
Chancellor for
Finance &
Admin.
Vice
Chancellor for
Academic
Success
Vice
Chancellor for
Academic
Success
Vice
Chancellor for
Student
Success
Vice
Chancellor for
Student
Success
Vice
Chancellor for
Planning,
Performance,
&
Info. Systems
Vice
Chancellor for
Planning,
Performance,
& Info. Systems
Board Liason
Board Liason
District Director of
Internal Audit
District Director of
Internal Audit
Northeast
Lakeview
College
President
Northeast
Lakeview
College
President
Northwest
Vista College
President
Northwest
Vista College
President
Palo Alto
College
President
Palo Alto
College
President
San Antonio
College
President
San Antonio
College
President
St. Philip’s
College
President
St
. Philip’s
College
President
Alamo Community College District
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Division Descriptions
Office of the Chancellor
The Chancellor is the principal administrative official responsible for the direction of all operations of the District.
Specific responsibilities include, but are not limited to, serving as chief executive officer of the Alamo Colleges,
implementing the policies of the Board and assuming overall responsibility for District programs and services,
including administration, organization, personnel, education and instruction, student services, and business
services.
College Presidents
Each of the five college presidents serves as the chief executive officer of their respective college. The Presidents
are primarily responsible for the daily administration and operation of the college, and for interpreting policies
and procedures to ensure compliance with the Alamo Colleges and other legal requirements.
In the spirit of cooperation through Collaborative Agreements for Services, the five individual Alamo Colleges
receive support, governance, stewardship and leadership from District Support Operations. These services,
under the leadership of five Vice Chancellors, are detailed in the following division desriptions.
Vice Chancellor for Academic Success
The Vice Chancellor for Academic Success is primarily responsible for leading the district-wide
academic/instructional efforts of the Alamo Colleges. The Vice Chancellor provides leadership in implementing
Board policy and cross-college operational procedures for academic success and establishes district-wide
academic/instructional goals, objectives and priorities within the Strategic Plan. In addition, the Vice Chancellor
leads and guides the development and implementation of cross-college programs and services to accomplish
these goals and objectives and leads district-wide efforts to achieve academic/instructional targets, benchmarks
and outcome.
Vice Chancellor for Finance and Administration
The Vice Chancellor for Finance and Administration is responsible for managing the operational and financial
areas of the institution, including the maintenance of facilities, general accounting, treasury, purchasing,
budgeting, financial reporting, audit support, grants/contracts, student financial aid, business offices,
call center, workplace safety, risk management, public safety, and human resources. Master facility planning,
including purchasing property, renovation and new construction is also coordinated through this division.
Direct student support services provided under the Vice Chancellor's office include Student Financial Aid,
Business Offices, and a Tier 1 student phone support Call Center.
Vice Chancellor for Planning, Performance and Information Systems
The Vice Chancellor for Planning, Performance and Information Systems is responsible for overseeing the
planning, institutional research, and information technology service functions of the institution. The Vice
Chancellor oversees the areas of information technology services, strategic planning and performance
excellence, state reporting, enterprise reporting, institutional research and effectiveness services, and
information security.
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Vice Chancellor for Student Success
The Vice Chancellor for Student Success (VCSS) coordinates with the five Alamo Colleges to ensure delivery of
comprehensive, cross-college student services. The Vice Chancellor provides district-wide leadership in
compliance with federal, state and local regulations governing students and in the development and
implementation of cross-college operational procedures. The Office of the Vice Chancellor administers student
program development and services including MyMAP, AlamoADVISE, AlamoENROLL, Center for Student
Information, Student Success Initiatives and Student Compliance. Direct student services and programs
administered through the VCSS office include the Mobile Go Center, Student Leadership Institute, College
Connections, and Military Education.
Vice Chancellor for Economic and Workforce Development
The Vice Chancellor for Economic and Workforce Development is responsible for overseeing the planning,
development and implementation of programs relating to continuing professional education, workforce training,
basic skills instruction, and additional programs in response to the non-traditional educational needs of the
community.
College Departments
Each one of the five colleges within Alamo Colleges has an Office of the President. Under each Office of the
President, there is a Vice President of College Services, Vice President of Student Success, and Vice President
of Academic Success.
The College President serves as the chief executive officer of the college and community advocate for the
college. The Office of the President establishes criteria for program effectiveness and institutional effectiveness.
This position serves as liaison between the college and other colleges, universities, and school districts. The
President also serves as the ultimate budget control arbiter within the college.
The Vice President of College Services provides leadership to the college administrative services. This position
oversees the alignment of budget, coordinates with District Support Services in areas such as financial aid
services, human resources, institutional effectiveness and planning, facilities development and support, and
information technology striving to achieve the Alamo Colleges' overall goal of student success.
The Vice President of Student Success is the chief student affairs officer of the college and is directly responsible
for admissions, advising, assessment center, and student discipline; and coordinates with DSO for business office,
SFA, CSI, and call center services on their campus.
The Vice President of Academic Success has the oversight of all credit and continuing education instructional
programs and supervises the administration of the library, academic support center, distance education, and
the instructional innovation center.
The following is a list of many of the academic services offered at the colleges:
Academic Boot Camp Accuplacer/THEA Book Loan Advising Services and Counseling
Bookstore Calculator Loans Career Services
Degree Programs Disability Services Distance Learning
Early Alert Program English Lab First Year Experience Center
Fresh Start Fresh-X Program Honors Program
Laptop Loans Library MathWorld
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New Student Orientation Phi Theta Kappa Reading Lab
Scholarships Simulation Lab Student Engagement Grant
Textbook Loans Transcript Requests Student Learning Assist. Center
Tutoring Writing Center
The following is a list of testing services offered at the colleges:
Accuplacer Practice Test “Bypass” Assessment GED Testing Center
Testing Center THEA Practice Test
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Strategic Plan 2012-2017
The Strategic Plan is the driver for accomplishing the institutional mission. The mission sets forth the long-term
direction for the Alamo Colleges. This direction and the strategic objectives are determined collaboratively by
the Board of Trustees, the Chancellor, the College Presidents and the Vice Chancellors. Annual operational plans,
based on the strategic plan, identify measurable performance objectives for accomplishment of the strategic
plan goals and strategies. The defined institutional goals are driven by the following strategic objectives:
•
Strategic Objective I: Student Success
Provide academic and student support and align labor market-based pathways with a focus on
Achieving the Dream to achieve student completion.
• Strategic Objective II: Principle-Centered Leadership
Provide opportunities for Alamo Colleges students and employees to develop as principle-centered
leaders.
• Strategic Objective III: Performance Excellence
Continuously improve our employee, financial, technological, physical and other capacities with focus
on effectiveness, efficiency, and agility.
Mission
Empowering our diverse communities for success.
Vision
The Alamo Colleges will be the best in the nation in Student Success and Performance Excellence.
Values
The members of Alamo Colleges are committed to building individual and collective character
through the following set of shared values in order to fulfill our mission and vision.
The Alamo Colleges Shared Values are:
•
Students First
•
Respect for All
•
Community-engaged
•
Collaboration
•
Can Do Spirit
• Data-informed
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The Alamo Way
Based on Baldrige Criteria, Strategic Goals, and Four Drivers
The Alamo Colleges use the Baldrige Criteria for Performance Excellence as an organizational self-assessment
and self-improvement framework to increase efficiency, operate effectively, and be accountable to all
stakeholders. The Alamo Colleges educational and performance philosophy based on doing things the Baldrige
way (Policy B.9.1) is called The Alamo Way: Always Inspire, Always Improve.
STRATEGIC PLAN GOALS AND STRATEGIES
Strategic Objective I: Student Success
Provide academic and student support and align labor market-based pathways with a focus on Achieving the Dream to
achieve student completion.
Goal A. Leverage and strengthen engagement with P-12 partners to improve the college-readiness and transition of
students from high school to college and to work/careers.
Goal B. Increase overall student performance by closing performance gaps between ethnic/racial, gender and
socioeconomic groups.
Goal C. Deploy and improve the MyMAP student experience to integrate advising, support and academic progress.
Goal D. Provide an aligned, comprehensive approach to accelerate the completion of required AlamoPREP and
AlamoREADY to accelerate students’ progress toward their academic and career goals.
Goal E. Define, align, assess, and improve student learning outcomes/competencies for all academic and workforce
programs.
Goal F. Organize and deploy the Alamo INSTITUTES to align our instructional system to labor market demand and career
pathways.
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Goal G. Increase performance (retention, graduation, transfer, and job placement) of all students to exceed the state and
national average levels.
Strategic Objective II: Leadership
Provide opportunities for Alamo Colleges students and employees to develop as principle-centered leaders.
Goal A. Incorporate personal and social responsibility, global citizenship, critical thinking, and life-long learning as the
framework of principle-centered leadership into the culture and curriculum of the Alamo Colleges.
Goal B. Promote data-informed innovation, intelligent risk taking, and entrepreneurship with a focus on action, value, and
the future.
Goal C. Build and foster a system that allows us to model two-way internal communication with students and employees to
improve collaboration, teamwork, and build trust to promote leadership.
Strategic Objective III: Performance Excellence
Continuously improve our employee, financial, technological, physical and other capacities with focus on effectiveness,
efficiency, and agility.
Goal A. Deploy to scale performance excellence (Baldrige) approaches to ensure organizational sustainability through
use of data, continuous improvement, and efficient and effective work systems.
Goal B. Build talent and engage employees with a focus on collaboration, application of knowledge and skills, and high
performance teams.
Goal C. Ensure sound financial management with emphasis on cost containment.
Goal D. Innovate and maximize technology to support student and employee success.
Goal E. Develop environmental sustainability initiatives and processes.
Goal F. Improve partnerships and alliances by two-way communication with external communities.
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Alamo Colleges Strategy Map
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Key Performance Indicators
The Strategic Planning category of the Baldrige Criteria for Performance Excellence examines how an
organization develops strategies/goals/objectives, how the chosen objectives and action plans are deployed
and adapted, and how progress is measured.
At the Alamo Colleges, the Strategic Planning and Performance Excellence (SPPE) department tracks over 200+
key performance indicators (KPIs) and measures as integral components of action plans and as basic comparison
elements when evaluating and projecting college performance.
Monitoring reports are produced regularly for Board, senior leadership and staff review to ensure the Alamo
Colleges is on track to meet or exceed the benchmarks. Annual Budgets are allocated by the Presidents to
activities which will produce the best results. The following pages provide a look at the executive summary of
Alamo Colleges Benchmarks and Key Performance Indicators.
For a complete list of reports on KPIs, visit the web site
http://www.alamo.edu/district/planning/key-
performance.
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Integrated Planning
Integrated denotes that no part of the planning process takes place in isolation from the other parts. The
integrated planning process depicts an organization’s complete planning and control system. The three
components of the integrated planning process are the strategic plan, the action plans, and the results
management process.
The integrated planning model for the Alamo Colleges guides all colleges and district units to strengthen the
connection between the strategic plan, the action plans, and the budget. The model requires the integration of
strategic and action planning with a systematic results management process where performance outputs and
outcomes are evaluated, controlled, reported and improved. Taking corrective action involves improving actual
performance, adjusting the performance standard (target), or both. Performance reports, including scorecards
and dashboards, bring closure to action plans.
The alignment and integration of strategic planning, budgeting, and performance measurement are critical to
ensure student success at the Alamo Colleges.
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Multi-Year Planning
The ten-year planning projection is based on demographic data. Current trends assume state funding will
remain at FY17 levels (same $ amount) covering a growing enrollment; thus, the rate per contact hour/success
point declines 11% by the year 2026. Based on the demographic study, enrollment is projected to grow an
average of 3.1% per year over the ten-year period. Tuition rate increases were built into the assumptions to
compensate for the projected lack of state funding increases. The plan assumes a 2% Tuition and Fee increase
effective Fall 2017 that is included in year 2 (FY 2018), followed by a flat 2.0% increase annually in years
three through eight and in year ten, and 2.15% in year nine. As seen in the chart below, it’s important to note
that the growth in Tuition and Fee revenue is also a function of the expected enrollment growth over the next
ten years. Tax revenue is assumed to grow as the assessed valuation of homes and property increases in Bexar
County; however, the ten-year plan also includes modest tax rate increases in FY 2021 and FY 2023-2025,
not exceeding 5.0% in any given year. The projected tax rate and/or tuition increases may not be necessary
if the state funding increases.
Operating expenses will grow as a function of the projected enrollment growth, based on the demographic
data. This increase in operating expense is driven by additional funds allocated to continue the Alamo Colleges
commitment to student success by providing adequate funding for instruction, academic support and student
services. Enrollment is anticipated to increase from 69,600 to 91,587, a 32% increase over the ten year period.
Operating expense will increase at a slower rate of 21%, with a 1.0% annual cost of living adjustment offset
by an annual -1.5% efficiency factor. Facilities and utilities will rely on energy efficiency strategies and
Preventive Maintenance to offset the expected rising costs in utilities. By year eight (FY 2024), Preventive
Maintenance is increased to a $21M per year level, more in line with national facility condition index (FCI)
standards. By 2025, the colleges’ capital budget is increased to full formula funding of $10 million (from
current $3.3 million levels) to fund critical equipment replacements.
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The tables below summarize the multi-year planning strategies and assumptions.
MULTI-YEAR PROJECTION
YR1 YR2 YR3 YR4
YR5 YR6 YR7 YR8 YR9
YR10
FY17 FY18
FY19 FY20 FY21 FY22 FY23 FY24
FY25 FY26
REVENUE
State Appropriations - Instruction 59.8$
59.4$
59.0$ 59.4
$ 58.8$ 59.4$ 58.9
$ 59.4$ 58.9$
59.4$
State Appropriations - Veterans Administration Center 4.5
$ -$
-$ -$
-
$ -$
-$
-$ -$ -$
State Appropriations - Benefits 17.6$ 17.6$ 18.0$ 18.5$
19.1$
19.6$ 20.0$ 20.5$ 20.9
$ 21.3$
Tuition & Fees 92.0$ 98.4$
105.4$
113.3$ 118.7$ 123.8$ 127.8$
132.6
$ 139.1$ 145.7$
Taxes
148.1$ 147.4$ 151.8$ 154.8$ 161.0
$ 161.0$
164.2$ 167.5$ 175.7$ 175.8
$
CE Consolidated 10.9$ 10.9$
10.9$
10.9
$ 10.9$ 10.9$ 10.9$ 10.9
$
10.9$
10.9$
Non-formula
17.3$
19.0
$ 19.2$ 19.4$ 19.4$ 19.6$
19.6$
19.7$ 19.7$ 19.7$
Other / Auxiliary 4.1$ 4.1$ 4.1$ 4.1
$
4.1$ 4.1$ 4.1$ 4.1$
4.1$
4.1$
Total Revenue 354.2$ 356.9$
368.4$
380.4$ 392.0$ 398.3$ 405.6
$ 414.7
$
429.5$ 436.9$
EXPENSE
Colleges:
Instruction / General funding 192.3$ 195.7
$
199.3$
203.8$ 209.0$ 212.7$ 217.1$
222.2
$ 228.0$ 233.6$
Non-Formula
10.8$
10.0$
10.1$ 10.2$ 10.2$ 10.3$ 10.3
$ 10.5$ 10.5$ 10.5$
Capital 3.3$
3.3$ 4.3$ 5.3
$ 7.3
$
7.8$ 8.3$ 9.3$ 10.0$
10.0$
Total Colleges 206.3$ 209.0
$ 213.7$ 219.4$ 226.6$ 230.9$ 235.7
$ 241.9$ 248.4$ 254.1$
District Support Operations:
Mandatory & General Institution
42.2$ 40.7$ 44.7$
46.1$ 47.9$
48.8$ 49.4$ 50.6$
52.4$ 53.5$
Preventive Maintenance 14.5$
14.5$
14.5
$ 15.5$ 16.5$ 19.0$
20.0$ 21.0$ 21.0$ 21.0$
Capital -$ -$
-$ -$ -$ -$ -$ -$ -
$ -$
Direct & Indirect DSO support 37.9$ 35.6$ 34.9$ 35.6$
36.1$ 35.2$ 36.2$ 36.4$
37.2$ 38.6$
Facilities 41.0$ 41.7$
41.7$ 42.7$ 43.9$
46.5$ 47.6$ 48.7$ 49.0$ 49.1$
CE Consolidated
8.8$ 8.9$ 8.9$
8.9$ 8.9$ 8.9$ 8.9$ 8.9
$ 8.9$ 8.9$
Non-Formula 8.5$
8.9$ 9.0$ 9.1$ 9.1$ 9.2$
9.2$ 9.3$ 9.3$
9.3$
Total District 152.9$ 150.2$
153.6$ 157.9$ 162.3$ 167.6$ 171.3
$ 174.8$ 177.7$ 180.4$
Grand Total Expense 359.2$ 359.3$ 367.4$
377.3$ 388.9$ 398.5$ 407.0$ 416.7$ 426.2
$ 434.4$
CONTRIBUTION (5.0)$ (2.4)$
1.0$ 3.2$ 3.1$ (0.2)$ (1.4)$
(1.9)$ 3.3$ 2.5$
CUMULATIVE CONTRIBUTION (5.0)$ (7.3)$ (6.3)$ (3.1)$ (0.1)$ (0.3)$ (1.7)$
(3.6)$ (0.3)$ 2.2$
PROJECTED ENROLLMENT
69,600 72,738 76,548 80,347 82,180 83,720 84,943 86,577 89,035
91,587
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ASSUMPTIONS
YR1
YR2 YR3
YR4 YR5
YR6 YR7 YR8 YR9
YR10
FY17
FY18 FY19 FY20 FY21
FY22 FY23
FY24
FY25 FY26
Enrollment
Using the demographic growth assumptions provided by Facilities Programming. Based on trends, as well as the positive response of Academy and High
School students, the Dual Credit/ECHS enrollment is projected to grow nearly 50% over the next ten years.
Avg
Non-Exempt 54,635
56,371 58,941 61,665 62,867
63,835
64,556 65,581
67,220
68,918
Exempt - Other 2,462 2,573 2,708
2,842
2,907 2,961
3,005 3,063 3,149 3,240
Exempt - Dual Credit / ECHS 12,503
13,794 14,899 15,840 16,407 16,923
17,383 17,934
18,665
19,429
TOTAL ENROLLMENT 69,600 72,738 76,548 80,347
82,180 83,720
84,943 86,577
89,035
91,587
Y-o-Y Growth 4.51%
5.24%
4.96% 2.28% 1.87% 1.46% 1.92% 2.84% 2.87%
3.11%
State Appropriations
Assumes state funding is flat, using the biennium FY 2016-2017 from the 84th Texas Legislature.
Unfunded Growth Calculation - by assuming state appropriation revenue remains flat, incremental contact hour growth goes unfunded
Projected Fundable Contact Hours (Millions)
19.3
19.9
20.7 21.5
22.4
23.4
24.6
25.9
27.3 28.9
Y-o-Y Growth (based on demographi study)
3.11% 3.56%
4.02% 4.31% 4.60%
4.90% 5.19%
5.49% 5.78% 4.55%
Base Year (FY17) Instruction $/CH 3.09$
Unfunded Growth Using FY17 $/CH (2.3)$
(4.9)$
(7.1)$
(10.5)
$ (13.2)$
(17.1)$
(20.7)$
(25.5)$
(29.9)$
(131.4)
$
Tuition
The following annual tuition rate increases are assumed, in order to keep pace with enrollment growth as state funding does not fund for projected growth.
Avg
Tuition rate increase - Non-Exempt enrollment 0.00% 2.00% 2.00%
2.00% 2.00% 2.00% 2.00%
2.00% 2.15% 2.00% 1.82%
Taxes
M&O tax rate assumptions
Avg
TAV change
5% 3% 3% 2% 2%
0% 0%
0% 0% 0% 1.50%
Effective Rate change 0% 0%
0% 0% 2% 0% 2%
2% 5% 0% 1.10%
Expense assumptions
Baseline expense growth uses the enrollment growth multiplied by efficiency factor, to create baseline expense growth at a rate less
than enrollment.
Avg
Enrollment growth 0.00% 4.51% 5.24% 4.96% 2.28%
1.87% 1.46% 1.92% 2.84%
2.87% 3.11%
Expense growth 0.00% 0.02% 2.26%
2.69% 3.08% 2.47% 2.13%
2.37% 2.28% 1.94% 2.14%
Efficiency factor 0.0%
-1.5% -1.5% -1.5% -1.5%
-1.5% -1.5% -1.5% -1.5%
-1.5% -1.50%
Cost-of-Living Adjustment (COLA) 0.0%
1.0% 1.0% 1.0% 1.0% 1.0%
1.0% 1.0% 1.0% 1.0% 1.00%
Preventive Maintenance
- annual PM grows to reach $21M per year
PM annual amount 14.5$ 14.5$ 14.5
$ 15.5$ 16.5$
19.0$ 20.0$
21.0$ 21.0
$ 21.0$
PM incremental growth $M -$ -$
-$ 1.0$ 1.0
$ 2.5$
1.0$ 1.0$ -$
-$
Capital assumption to achieve $10M annual
Capital annual amount 3.3$
3.3$ 4.3$ 5.3
$ 7.3$ 7.8$ 8.3$
9.3$ 10.0$ 10.0$
Capital incremental growth $M -$
-$ 1.0$ 1.0$
2.0$ 0.5$ 0.5$
1.0$ 0.7$ -$
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FINANCIAL INFORMATION
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Revenue Summary
Operating revenues to Alamo Colleges are from three main sources—tuition and fees, ad valorem taxes, and
state appropriations. Detailed revenue information by type is contained in the Supplemental Information for
the FY 2016-2017 Annual Budget. The FY 2016-2017 Annual Budget is based on the following revenue
assumptions:
• A 5% increase in regular tuition
effective Spring 2016 for in-
district, out-of-district, non-Texas,
and international students. It has
been three and a half (3.5) years
since the last tuition increase (Fall
2012).
• The projected ad valorem taxes
increased significantly as the
taxable assessed value of
properties across Bexar County
rose by nearly 8.5%. It is
important to note, there was not a
property tax rate increase
requested for the FY 2016-2017
budget.
• Continuing in FY 2016-2017,
state appropriations revenues
include state paid benefits
(group health & retirement)
Tuition and Fees
These funds may be used for any legal classification of expenses. Tuition is an amount paid per semester hour;
the amount of tuition depends on the number of courses taken by the student and the nature of those classes.
Most semester-length lecture courses count for three semester hours of credit. Fees can be either of a general
nature and paid by every student (campus access fee, student activity fee, etc.) or course specific.
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The Board of Trustees, in the interest of our
students, requested the FY 2016-2017
operating budget keep tuition and fees flat,
with no increase in rate. The current rate with
a 5% increase on regular tuition effective
Spring 2016 was approved by the Board on
October 20, 2015. For the fall semester
2016, per-semester special program tuition
was continued for 38 programs, which include
the following new programs: Digital Media,
and Digital Video & Cinema Production. This
increased tuition better aligns program
revenues with costs related to required
specialized equipment, labs, and/or class size
limitations. Effective Fall 2014, students pay a maximum of $50 per year as a Campus Access Fee. This fee is
charged to all students. Students receive, at no additional charge, access to all campus facilities and parking
or a VIA bus pass, readily accessible information services on and off campus and continuous 24-hour security.
The assumption on enrollment is 5.8% growth as compared to the prior year, with an average class size of 25
students.
In comparison to other local institutions of higher education, the Alamo Colleges remains very affordable at
$885 for in-district tuition and fees for students taking 12 semester credit hours or $910, including the Campus
Access Fee. At the University of Texas at San Antonio, in-district students taking 12 semester credit hours in fall
2016 should expect to pay a total of $3,850 in tuition and fees. The cost to enroll for 12 semester credit hours
at St. Mary’s University, a private university in San Antonio, in fall 2016 totals $14,090.
Ad Valorem Taxes
These funds are divided into two categories: maintenance and operations funding (M&O) and funding for debt
service of general obligation bonds (used only for payment of principal and interest on funds used for
construction and other capital outlay needs). Public community colleges are the only segment of higher education
in the United States that receives this form of revenue from local taxpayers.
The Board of Trustees approved the same combined property tax rate as was levied in FY 2016. The ad
valorem property tax is levied each October 1 on the assessed value as of the prior January 1 for all real and
business personal property located in Bexar County. The collection rate in the budget was assumed to be
98.5%. On January 1 of each year, a tax lien attaches to property to secure payment of all taxes, penalties,
and interest for the previous tax year. Operating revenue of $148.1 million from total ad valorem taxes is
included in the FY 2016-2017 budget, and restricted revenue of $56.9 million is for debt service on general
obligation bonds and maintenance tax notes.
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Property Taxes Funding
FY16 FY17 Variance
Facilities Operations 15.5 16.1 (0.6)
Facilities Benefits (Hlth & Retire) 1.9 2.0 (0.1)
Utilities 8.7 8.3 0.4
Preventive Maintenance 14.5 14.5 -
Total Maintenance & Operations 40.6 40.9 (0.3)
Mandatory Trsf (Debt Svc, TPEG) 13.8 17.4 (3.6)
General Institutional (insurance, tax
collecting, bad debt, ETAP,
contractual, benefits)
23.7 24.7 (1.0)
Gap in State Instructional Funding 51.9 65.1 (13.1)
TOTAL M&O TAX REVENUE (current rate) 130.0 148.1 (18.1) (a)
What do M&O Taxes Fund?
(a) Year over year increase in Taxable Assessed Valuation (TAV)
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State Appropriations
These funds are allocated on a biennium basis and may not be used for construction, repairs or renovations of
facilities. State funding for community colleges began in 1942 and was initially based on headcount enrollment.
In 1972, a formula approach to funding, based on contact hours, was implemented to cover the instructional
costs incurred by community colleges. Contact hours are the hours students spend in the classroom.
The 84
th
Texas Legislature continued the use of a revised methodology, first enacted by the 83
rd
Texas
Legislature, providing funding to Texas Public Community and Junior Colleges, using a combination of three
different approaches:
Core Operations – each of the fifty community colleges in Texas received $500,000 annually ($1 million
for the biennium) to fund core operations, regardless of the size of the institution.
Contact Hours (90% of overall appropriations) – similar to prior years, the formula is composed of the
average cost of instruction per contact hour multiplied by the total contact hours in the base period,
which comprises the formula funding request that is submitted to the state every two years. The key
component of the formula, the average cost of instruction, is calculated statewide for all academic and
technical programs (28 funded disciplines). In the biennium funding period (FY 2016 and 2017), the
revenues cover only 26.8% of the instructional costs as compared to 29.9% in the last biennium (FY
2014 and 2015) and down from 75% in FY2008/09.
Student Success (outcomes-based) (10% of overall appropriations) – the formula funding is allocated
based on each community college’s student success points earned from a three-year average of student
completion of certain defined metrics. Examples of these metrics include: a student successfully
completing their first 15 semester credit hours at the institution and a student receiving an associate’s
degree, Bachelor’s degree, or certificate recognized for the purpose by the Texas Higher Education
Coordinating Board. A full list of metrics to be measured for student success points can be seen in the
Supplemental section of this document on ‘State Appropriations Exhibit 1’.
The Alamo Colleges’ FY 2016-2017 budget includes $60.0 million in state appropriation revenue and an
additional $17.6 million as the state’s 50% contribution toward employee group health and retirement. In
addition, the Alamo Colleges received a special appropriation from the State of Texas of $9.0 million, spread
over the two year biennium, designated for Veteran’s Assistance Centers on campus.
Non-formula Revenue
Non-formula revenues are revenues generated by activities, fees and non-credit instruction that are outside the
formula-funding stream (tuition and fees, state appropriations and ad valorem taxes). These revenues can be
summarized by function as seen below:
• Instruction – special program tuition (high-cost program fees to fund cost of specialized equipment or
materials needed for a specific program), VCT fees (Virtual College of Texas), seminar and workshop
revenue
• Public Service – gym rentals, facility and property rentals
• Academic Support – library fines, facility rentals
• Student Services – student activity fees, testing fees, event booth rentals
• Auxiliary – child care, natatorium swim rental and vendor fees, campus access fees, parking fees
• Continuing Education – non-reimbursable tuition and contract training
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Fiscal Year 2016-17 Annual Budget
Restricted Funds
These are funds restricted by donors or other outside agencies for specific purposes, gifts whose donors have
placed limitations on their use, grants from private or governmental sources, bond proceeds, debt levy tax
revenues, and other sponsored funds that are restricted for specific program use. A total of $187.1 million of
these funds are reflected in the FY 2016-2017 All Funds Budget Report, with an overall increase of $65.9
million resulting from:
• An increase of $1.3 million in Instruction and General funds
• A decrease of (–$5.5) million in Scholarships and Fellowships
• An increase of $66.9 million in Capital Outlay, with funds dedicated to the construction of the DSO
administration building and state appropriations to construct a Veteran’s Assistance Center at San
Antonio College, assist with developing a Veteran’s Outreach and Transition Center at St. Philip’s
College and upgrades to accommodate veterans with disabilities at the Westside Education and
Training Center
• An increase of $3.2 million in Debt Service related to the construction of the DSO administration building
Debt proceeds are included in the revenues section of the budget; however, they are recorded as a liability in
the financial statements. As these funds are non-discretionary and variable, comparative data is presented as
information only.
Revenues FY 2015-2016 FY 2016-2017 Change
Instruction & General $12,780,665 $14,120,888 $1,340,223
Scholarships and Fellowships 54,658,013 49,117,056 ($5,540,957)
Capital Outlay 66,950,000 $66,950,000
Building $0
Debt Services 53,778,489 56,943,267 $3,164,778
Total $121,217,167 $187,131,211 $65,914,044
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Fiscal Year 2016-17 Annual Budget
FY 2016-2017 All Funds Budget Report
Proposed Budget 2016 - 2017
Unrestricted Restricted Total
REVENUES
Instruction and General 347,548,266 14,120,888 361,669,154
Public Service 297,405 - 297,405
Scholarships and Fellowships - 49,117,056 49,117,056
Auxiliary Enterprises 5,468,931 - 5,468,931
Student Activity Fee 925,533 - 925,533
Other (Use of Fund Balance) - - -
Subtotal Current Funds 354,240,135 63,237,944 417,478,079
Capital Outlay - 66,950,000 66,950,000
Renewals & Replacements - - -
Building - - -
Furniture & Equipment - - -
Debt Services - 56,943,267 56,943,267
Subtotal Plant Funds - 123,893,267 123,893,267
TOTAL REVENUES 354,240,135 187,131,211 541,371,346
BEGINNING FUND BALANCES
Instruction and General 69,061,857 1,134,135 70,195,992
Public Service - - -
Scholarships and Fellowships - 9,298,703 9,298,703
Auxiliary Enterprises 3,200,000 - 3,200,000
Student Activity Fee 508,035 - 508,035
Other (Use of Fund Balance) - -
Subtotal Current Funds 72,769,892 10,432,838 83,202,730
Capital Outlay - 4,718,850 4,718,850
Renewals & Replacements - - -
Building - 12,088,604 12,088,604
Furniture & Equipment - 6,026,971 6,026,971
Debt Services - 11,101,255 11,101,255
Subtotal Plant Funds - 33,935,680 33,935,680
TOTAL BEGINNING FUND BALANCES
72,769,892 44,368,518 117,138,410
TOTAL AVAILABLE
Instruction and General 416,610,123 15,255,023 431,865,146
Public Service 297,405 - 297,405
Scholarships and Fellowships - 58,415,759 58,415,759
Auxiliary Enterprises 8,668,931 - 8,668,931
Student Activity Fee 1,433,568 - 1,433,568
Other (Use of Fund Balance) - - -
Subtotal Current Funds 427,010,027 73,670,782 500,680,809
Capital Outlay - 71,668,850 71,668,850
Renewals & Replacements - - -
Building - 12,088,604 12,088,604
Furniture & Equipment - 6,026,971 6,026,971
Debt Services - 68,044,522 68,044,522
Subtotal Plant Funds - 157,828,947 157,828,947
TOTAL AVAILABLE 427,010,027 231,499,729 658,509,756
TOTAL AVAILABLE = Current Funds + Plant Funds
Unspent bond proceeds from prior year are included as part of beginning capital outlay fund balances.
ALAMO COLLEGES
FY 2016 - 2017 ALL FUNDS BUDGET REPORT
Note: Beg. fund balance includes Board mandated 15% (Report does not include endowment: 50, 60,
loan funds: 41, 45, investment in plant fund 97, or agency funds: 31, 35; Include operating,
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Fiscal Year 2016-17 Annual Budget
Proposed Budget 2016 - 2017
Unrestricted Restricted Total
EXPENDITURES
Instruction and General 339,046,675 14,120,888 353,167,563
Public Service 1,302,538
-
1,302,538
Scholarships and Fellowships
-
54,634,079
54,634,079
Auxiliary Enterprises 1,902,431
-
1,902,431
Student Activity Fee
925,533
-
925,533
Other (Use of Fund Balance)
-
-
Subtotal Current Funds 343,177,177
68,754,967
411,932,144
Capital Outlay
-
45,868,064
45,868,064
Renewals & Replacements
-
-
-
Building - 7,833,347
7,833,347
Furniture & Equipment
-
602,697
602,697
Debt Services -
67,302,392
67,302,392
Subtotal Plant Funds
-
121,606,500
121,606,500
TOTAL EXPENDITURES 343,177,177
190,361,467
533,538,644
TRANSFERS (IN) OUT
Instruction and General -
- -
Public Service - -
-
Scholarships and Fellowships 5,517,023
(5,517,023) -
Auxiliary Enterprises -
-
-
Student Activity Fee -
-
-
Other (Use of Fund Balance) -
-
-
Subtotal Current Funds 5,517,023 (5,517,023)
-
Capital Outlay
-
- -
Renewals & Replacements - -
-
Building
151,000 (151,000)
-
Furniture & Equipment
- -
-
Debt Services 10,359,125 (10,359,125)
-
Subtotal Plant Funds 10,510,125
(10,510,125)
-
NET TRANSFERS 16,027,148
(16,027,148) -
TOTAL EXPENSE AND TRANSFERS 359,204,325 174,334,319
533,538,644
ENDING FUND BALANCES
Instruction and General 77,563,449 1,134,135
78,697,584
Public Service (1,005,133) - (1,005,133)
Scholarships and Fellowships
(5,517,023)
9,298,703 3,781,680
Auxiliary Enterprises 6,766,500
- 6,766,500
Student Activity Fee 508,035
- 508,035
Other (Use of Fund Balance) - - -
Subtotal Current Funds 78,315,827
10,432,838 88,748,665
Capital Outlay - 25,800,786 25,800,786
Renewals & Replacements - -
-
Building
(151,000) 4,406,257 4,255,257
Furniture & Equipment -
5,424,274 5,424,274
Debt Services (10,359,125) 11,101,255
742,130
Subtotal Plant Funds (10,510,125) 46,732,572 36,222,447
TOTAL ENDING FUND BALANCES 67,805,702 57,165,410 124,971,112
TOTAL EXP, TRANSF & BAL 427,010,027 231,499,729 658,509,756
Change in Fund Balance (4,964,190) 12,796,892 7,832,702
ALAMO COLLEGES
FY 2016 - 2017 ALL FUNDS BUDGET REPORT
TOTAL EXP, TRANSF & BAL = TOTAL EXPENDITURES +
NET TRANSFERS + TOTAL ENDING BALANCES
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Fiscal Year 2016-17 Annual Budget
Historical Fund Balance
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Fiscal Year 2016-17 Annual Budget
Operating Budget Overview
FY16 Revenue Budget $328.3 FY16 Expense Budget $328.3
FY16 Amendment (T&F 5%, State True-up) $2.3 FY16 Amendment $1.6
FY16 Amendment (Increased Tax levy) $1.3
FY16 Amend. (Contact Hour Fall 2015 growth)
$0.9
Non-Formula (Spec. Prog. Tuition, Int'l, etc)
($7.5) Non-Formula Expense ($7.5)
CE Consolidated ($4.8)
CE Consolidated ($4.8)
Tuition & Fees Underrun (Exempt/Waiver) ($4.2)
Other ($0.1)
Total True-up to Actuals ($13.1) Total True-up to Actuals ($9.8)
FY16 Projected Actual $315.2 FY16 Net $318.5
FY17 Baseline Adjustments:
FY17 Baseline Adjustments:
M&O - Taxable Asset Valuation growth 8.5%
$11.1 College Workload (Growth& Advisors) $6.0
M&O - rebalancing tax rate on Rev. bonds $3.3 DSO Workload (Growth) $1.5
Tuition & Fees - full-yr impact of 5% rate
increase & projected enrollment growth
$7.6 Non-Formula (excl CE) Expense $5.4
Non-Formula (Spec. Prog. Tuition, Int'l, etc) $5.4 CE Consolidated $6.9
CE Consolidated $8.6 Utilities $0.0
Other $0.0 Grounds/Housekeeping/Maint pressure $0.4
Add'l State Paid benefits $2.8 Board Elections - add'l needed for CIP $0.9
IT Investments $0.5
Gen Inst'l (enterprise wide, incl DSO Debt Svc) $3.4
Benefits Increase (incl ERS rate increase) $5.9
Other ($0.7)
FY17 Baseline Projection $354.0 FY17 Baseline Projection $348.6
FY17 Baseline Surplus $5.4
FY17 Proposed Actions:
FY17 Proposed Actions:
Bellwether Consortium $0.2 Bellwether Consortium $0.1
Compensation adjustment $9.0
Student Success Fund (Institutes, Faculty Dev, EAB) $2.0
Revenue Strategies $0.2 Expense Strategies $11.1
FY17 Revenue Projection: $354.2 FY17 Expense Projection: $359.2
FY17 Budget Gap (if negative) ($5.0)
REVENUES
EXPENSES
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Fiscal Year 2016-17 Annual Budget
Three Year Comparison – Annual Operating Budget
FY15 FY16 * FY17
INC/(DEC)
APPROVED
APPROVED
APPROVED FY17 vs. FY16
REVENUES
STATE APPROPRIATIONS $63,440,459 $64,400,935 $64,283,295
($117,640)
State Paid Benefits
$14,800,000 $14,800,000
$17,640,911 $2,840,911
TUITION AND FEES: $0
Tuition $90,647,362 $95,486,747 $109,222,588
$13,735,841
A)
Pledged Tuition $21,417,639 $21,294,893 $22,858,824 $1,563,931
Exemptions ($18,166,013) ($17,803,784) ($24,903,604) ($7,099,820)
Fees $5,973,350
$6,863,723 $6,521,339 ($342,384)
TAXES $118,201,546 $132,346,658 $148,053,358
$15,706,700 B)
CONTRACTS & INDIRECT COSTS $615,000 $615,000 $615,000 $0
INVESTMENT INTEREST INCOME
$400,000 $400,000 $400,000 $0
OTHER INCOME
$4,139,680 $5,322,008 $4,619,493 ($702,515)
TOTAL EDUCATIONAL & GENERAL REVENUE
$301,469,023 $323,726,180 $349,311,204
$25,585,024
AUXILIARY ENTERPRISES
$4,648,000 $4,608,060 $4,928,931
$320,871
TOTAL GENERAL OPERATING REVENUES
$306,117,023 $328,334,240 $354,240,135 $25,905,895
FUND BALANCE COMMITMENTS:
General Operations $10,994,924 $0 $4,964,190 4,964,190
TOTAL FUNDS AVAILABLE $317,111,947 $328,334,240 $359,204,325 $30,870,085
EXPENDITURES
EDUCATIONAL AND GENERAL:
INSTRUCTION
$116,098,817 $112,284,065 $131,059,622 $18,775,557 C)
PUBLIC SERVICE $510,756 $628,883 $1,191,641 $562,758
D)
ACADEMIC SUPPORT $25,369,995 $24,229,120 $23,761,308
($467,812)
STUDENT SERVICES $38,980,786 $40,722,274 $44,336,912 $3,614,638 E)
INSTITUTIONAL SUPPORT $76,167,476
$89,241,388 $93,210,240 $3,968,852 F)
OPERATION and MAINTENANCE of PLANT $40,545,319 $41,314,269 $41,692,153 $377,884
SCHOLARSHIPS/EXEMPTIONS $797,734 $777,970 $1,083,721 $305,751
TOTAL EDUCATIONAL and GENERAL EXPENDITURES $298,470,883 $309,197,969 $336,335,597 $27,137,628
AUXILIARY ENTERPRISE EXPENDITURES $1,570,020
$2,007,083 $2,033,743 $26,660
MANDATORY TRANSFERS FOR:
REV BOND DEBT SERV and TEX PUB ED GRANTS $12,315,455
$12,258,341 $15,976,148 $3,717,807
G)
CAPITAL BUDGET $3,300,000 $3,300,000 $3,300,000 $0
NON-MANDATORY TRANSFERS FOR:
NON-MANDATORY TRANSFER - OTHER $1,404,589 $1,519,847
$1,507,837 ($12,010)
NATATORIUM MAJOR REPAIR FUND $51,000 $51,000 $51,000 $0
TOTAL UNRESTRICTED CURRENT FUND $317,111,947 $328,334,240 $359,204,325 $30,870,085
C) Include increases: benefits($4.1M), faculty salaries ($4.6M), student success investment for adjunct release time ($1.1M),
adjunct salary ($4.6M), vacancy credit (-$0.6M), CE consolidation/restat ($3.7M), and technology & telecom. usage ($1.3M).
D) Include salary and benefits increases ($0.4M) and other operating expenses ($0.1M) - CLCSA/ECO/Tech Store
E) Include salaries/wages ($0.7M), technology & telecommunications usage ($0.2M), fringe benefits ($1.2M), prof. fees/
contract services ($0.6M), and student succdess investment for FTE and faculty development ($0.9M)
F) Include comp. inc/new positions (5.1M), CE restate (-$3.7M), fringe benefits ($1.0M), bond election ($0.9M), technology &
telecommunications usage ($-0.6M), and navigate system lincese and implementation/library software ($1.0M)
G) Transfers increases in DSO include payment ($3.3M) for DSO new building, POSA ($0.1M), and TPEG ($0.3M).
ALAMO COLLEGES
Three Year General Operating Budget Comparison: FY15, FY16, & FY17
DESCRIPTION
A) Increase student enrollments in regular and exempts
B) Increase in taxable assessed valuation of 8.5%
* FY16 approved budgets have been restated due to CE consolidation
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Fiscal Year 2016-17 Annual Budget
Expense Budget
The total all funds expense budget approved by the Board of Trustees for FY 2016-2017 was $533.5 million,
comprised of $359.2 million in operating expense and $174.3 million in restricted funds. The operating expense
budget is developed using a two-step process. The first step is to calculate the budget allocation by function
for the colleges using a standard allocation methodology and making decisions on cost savings and investment
strategies. Expense budgets are categorized by functions – instruction, academic support, student services,
institutional support and operation and maintenance. Detailed definitions by function are located in the
Appendix. The allocation methodology for the five colleges is depicted below.
Based on the workload budget allocation model, each of the five colleges was given a single budget allocation
for FY 2016-2017 (Step One). In the second step of the process, each college President distributes the allocated
budget to: (a) funded employee positions and (b) departmental operational expense accounts, based on the
strategic initiatives and priorities at that location. The district support operations budget is built using a
combination of workload driven and base budget techniques and is discussed later in this section.
The chart on the next page details changes in the total approved operating budget from the prior year by
each College/Vice Chancellor area:
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Fiscal Year 2016-17 Annual Budget
FY16 Restated* FY17 Baseline
FY17 Baseline
Growth
FY17
Baseline
Growth %
Compensation &
Health Care Benefit
Rate Incr.
Student Success Advising FY17 Approved
FY16 Restated vs
FY17 Approved
∆ % CH Var
Operating Budget
San Antonio College 60,542,995 61,227,896 684,901 1.1% 3,848,034 205,000 1,729,052 67,009,981 6,466,986 10.7% -4.1%
St. Philip's College 39,834,737 41,493,965 1,659,228 4.2% 2,343,682 246,000 183,125 44,266,771 4,432,034 11.1% 7.1%
Palo Alto College 28,768,040 30,521,698 1,753,658 6.1% 1,608,970 246,000 53,981 32,430,649 3,662,609 12.7% 9.8%
Northwest Vista College 39,385,279 42,198,055 2,812,776 7.1% 2,209,905 205,000 656,011 45,268,972 5,883,693 14.9% 3.6%
Northeast Lakeview College 14,890,300 15,058,740 168,440 1.1% 1,054,451 205,000 1,045,976 17,364,167 2,473,867 16.6% 10.0%
Subtotal Colleges 183,421,351 190,500,354 7,079,002 3.9% 11,065,042 1,107,000 3,668,145 206,340,540 22,919,189 12.5% 3.2%
VC Academic Success 2,465,972 2,606,186 140,214 5.7% 109,629 570,679 3,286,494 820,522 33.3%
VC Economic & Workforce Development 7,777,207 8,046,313 269,106 3.5% 343,546 8,389,859 612,652 7.9%
CE Consolidation - under VCEWD 11,616,486 8,617,007 (2,999,479) -25.8% 191,111 8,808,118 (2,808,368) -24.2%
VC Finance & Admin Services 68,464,189 70,340,099 1,875,910 2.7% 2,013,017 211,627 72,564,743 4,100,554 6.0%
VC Plan Performance & Info Systems 5,585,062 5,545,397 (39,665) -0.7% 790,333 6,335,730 750,668 13.4%
VC Student Success 5,040,686 5,291,464 250,778 5.0% 282,441 213,109 5,787,014 746,328 14.8%
Board, Chancellor, Legal, IA, Ethics, Inst Adv
1
4,392,370 5,329,005 936,635 21.3% 141,340 5,470,345 1,077,975 24.5%
General Institutional 39,570,917 42,221,482 2,650,565 6.7% - 42,221,482 2,650,565 6.7%
Subtotal DSO 144,912,889 147,996,953 3,084,064 2.1% 3,871,417 995,415 - 152,863,785 7,950,896 5.5%
Total FY17 Expenses 328,334,240 338,497,306 10,163,066 3.1% 14,936,459 2,102,415 3,668,145 359,204,325 30,870,085 9.4%
*CE Restate - restating FY16 formula funding for reimbursable CE contact hours to the Consolidated CE organization, resulting in $2.2M in proposed expense savings in FY17.
1
FY17 includes $.9M for Bond Election
Total Alamo Colleges
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Fiscal Year 2016-17 Annual Budget
Salaries, Wages and Benefits
The next step in the process is to distribute expense budget to departments based on account type. The most
significant account expense is salaries, wages and benefits. Since FY 2008, salaries, wages and benefits as a
percent of total expense (without transfers) has declined from 81% to 72% of the FY 2016-2017 operating
budget, with the inclusion of fringe benefits paid by the state.
As a key strategic priority, the Alamo Colleges invested in its employees by approving a $9.1M compensation
adjustment, effective September 1, 2016. This was the first full-year compensation increase since FY 2013,
with partial-year increases in FY 2014 and FY 2015 and no increase in FY 2016.
Beginning with FY 2013, the Alamo Colleges has implemented the “Threeness” principle for its faculty salary
plan. This principle aligns the faculty salary schedule to be in the top three as compared to our peer group
(the very large community colleges in Texas). For staff and adminstrators, beginning in FY 2014, a market-
based study has been used to determine salary ranges by job description. Compensation adjustments are
determined based on this market study, with the goal for all positions to be paid at the market-based mid-
point or above.
The chart below highlights the average salary adjustment in FY 2017 by employee classification. Of note,
with the highly competitive Information Technology sector, IT Managers and Professionals received on
average a 10 percent increase to retain a qualified employee base.
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Fiscal Year 2016-17 Annual Budget
Vacancy Credit
Over the past several years, Alamo Colleges has averaged a 5% underspend in the labor budget. Positions
are budgeted at 100% of salary and benefits; however, due to current vacancies, ongoing attrition, retirements,
and in-house promotions, a portion of the budget is never used. In addition, new positions added during the
budget process are frequently not filled on September 1, reducing the amount of budget used.
Retirement Incentive estimated annual savings of $9M beginning in FY2012.
Included in the FY17 Budget, a $4.5M hiring delay/vacancy credit ($3.5M in Salary & Wages, and $1M in
Benefits) was implemented throughout the Alamo Colleges. In order to achieve the $4.5M savings, Alamo
Colleges accrued a 3 month hiring delay on all budgeted full-time positions currently unfilled. During the monthly
budget versus actual analysis, the District Budget Office will monitor the vacant positions and salaries, and will
reduce each President/Vice Chancellor’s budget for that month’s unused full-time positions salary until the $4.5M
savings is completely achieved.
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Fiscal Year 2016-17 Annual Budget
The hiring delay credit allows for the upfront funding of ongoing investments, such as additional Advisors, Early
College High School and Academies programs.
Staffing Management Plan
During fiscal year 2012, the senior leadership team, consisting of the Chancellor, the five Presidents and the
five Vice Chancellors, developed an Alamo Colleges’ staffing management plan (SMP). The SMP guides the
actions on how positions are defined, staffed, redeployed, managed and controlled to meet the strategic goals
and objectives of Alamo Colleges. The senior leadership team went through the following process in
determining the targets.
1. Define the roles and responsibilities by function.
2. Develop ratios per operational measure for each function.
3. Determine the optimum staffing level for each function.
4. Balance overall staffing to targeted labor expense (salaries, wages and benefits) as a percent of total
expense. FY 2016-2017 target: 72% for Alamo Colleges, based on individual College targets of
79% each and 57.2% for District support operations.
Authorized full-time and benefit eligible positions, as well as adjuncts, temporaries and work studies, are tracked
and monitored throughout the year. The SMP will provide quantitative data to guide future hiring decisions
for the Alamo Colleges to ensure the right mix of functions to support the students and rebalance resources
fairly across the five Colleges.
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Fiscal Year 2016-17 Annual Budget
Operating Expenses (Non-labor)
Operating expenses are all expenses other than salaries, wages and benefits. For FY 2016-2017, in addition
to the necessary expenses required to sustain the operations, areas receiving additional funding in alignment
with budget priorities include: (1) $0.6 million increase for faculty development and adjunct certification; (2)
$0.5 million increase for EAB Navigate Advisor System; (3) $3.4 million increase for additional debt service;
(4) $.9million increase for the Bond election; and (5) $0.5 million increase for AED/Fire Safety equipment.
SAC SPC
PAC NVC
NLC DISTRICT TOTAL
FY 2017 APPROVED
FTE Salaries
1
33,626,747
22,101,555
15,186,299
19,350,309
9,347,589
44,226,145
143,838,644
Other Salaries and Wages 10,781,920 6,607,479 4,360,326
10,808,436
2,158,640
5,834,824
40,551,625
Fringe Benefits - including State Paid 11,726,577
7,664,004 5,099,599 7,156,293 3,047,300
18,267,904
52,961,677
Total Personnel & Benefits
56,135,244 36,373,038 24,646,224 37,315,038 14,553,529
68,328,873
237,351,946
Operating Expenses
2
10,874,737
7,893,733
7,784,425 7,953,934
2,810,638
66,999,927 104,317,394
Sub-Total
67,009,981 44,266,771 32,430,649
45,268,972 17,364,167
135,328,800 341,669,340
Transfers
17,534,985
17,534,985
TOTAL EXPENSE 67,009,981
44,266,771 32,430,649 45,268,972
17,364,167
152,863,785 359,204,325
Additional Adjustments Items:
0
Reclass agency/construction labor 5,770,697
5,770,697
One-time Investments
3
(4,450,000)
(4,450,000)
SMP % Labor Calculation
Total Labor Costs
4
56,135,244
36,373,038 24,646,224 37,315,038 14,553,529
74,099,570 243,122,643
Total Expense excluding Transfers
3
67,009,981 44,266,771
32,430,649
45,268,972 17,364,167 130,878,800 337,219,340
% of Labor to Total Expense
6
83.8%
82.2% 76.0% 82.4%
83.8% 56.6% 72.1%
Target under SMP
79.0% 79.0%
79.0% 79.0% 79.0%
57.2% 72.0%
Variance from Target 4.8%
3.2% -3.0% 3.4% 4.8%
-0.6% 0.1%
1
FY17 Budget include ($4.5M) Vacancy Credit
2
Operating Expense includes capital budget of $3.3M
3
Investment in Veteran's Administration Center
4
Total Labor Costs includes State Paid Benefits and the reclassification of $5.8M for Construction Agency costs from Non-labor to Labor
5
Total Expense excluding Transfers and $4.5M in VA Center Appropriation
NOTE: FTE is defined as Full-Time Employee in this table
FY 2017 Staffing Management Plan (SMP)
6
PAC % Labor to Total Expense is lower than the SMP target due to $2.4M in contracted labor/services related to the Helicopter Aviation special
program tuition. This is a pass through to the 3rd party agency.
Page 52
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Fiscal Year 2016-17 Annual Budget
Budget Summary Comparison by Account Type
SAC SPC PAC NVC NLC DISTRICT TOTAL
FY 2017 APPROVED
FTE Salaries 33,319,037 21,708,235 14,793,516 18,987,090 9,142,589 41,745,950 139,696,417
Other Salaries and Wages 11,089,630 7,000,799 4,753,109 11,171,655 2,363,640 8,315,019 44,693,852
Fringe Benefits 11,726,577 7,664,004 5,099,599 7,156,293 3,047,300 18,267,904 52,961,677
Total Personnel & Benefits 56,135,244 36,373,038 24,646,224 37,315,038 14,553,529 68,328,873 237,351,946
Operating Expenses 10,874,737 7,893,733 7,784,425 7,953,934 2,810,638 66,999,927 104,317,394
Sub-Total 67,009,981 44,266,771 32,430,649 45,268,972 17,364,167 135,328,800 341,669,340
Transfers 17,534,985 17,534,985
Total 67,009,981 44,266,771 32,430,649 45,268,972 17,364,167 152,863,785 359,204,325
FY 2016 APPROVED *
FTE Salaries 32,758,415 19,464,416 13,431,595
17,402,960
8,606,900 39,200,669 130,864,955
Other Salaries and Wages *
5,691,539 7,121,698 2,073,413 9,183,477 1,305,522 10,196,805 35,572,454
Fringe Benefits 9,878,132 6,240,852 4,058,857 5,964,247 2,509,202 17,369,888 46,021,178
Total Personnel & Benefits
48,328,086 32,826,966 19,563,865 32,550,684 12,421,624 66,767,362 212,458,587
Operating Expenses 12,214,909 7,007,771 9,204,175
6,834,595
2,468,676 64,316,339 102,046,465
Sub-Total 60,542,995 39,834,737 28,768,040 39,385,279 14,890,300 131,083,701 314,505,052
Transfers 13,829,188 13,829,188
Total 60,542,995 39,834,737 28,768,040
39,385,279
14,890,300 144,912,889 328,334,240
VARIANCE
FTE Salaries 560,622 2,243,819 1,361,921 1,584,130 535,689 2,545,281 8,831,462 A)
Other Salaries and Wages 5,398,091 (120,899) 2,679,696 1,988,178 1,058,118 (1,881,786) 9,121,398 B)
Fringe Benefits 1,848,445 1,423,152 1,040,742 1,192,046 538,098 898,016 6,940,499 C)
Total Personnel & Benefits 7,807,158 3,546,072 5,082,359 4,764,354 2,131,905 1,561,511 24,893,359
Operating Expenses (1,340,172) 885,962 (1,419,750) 1,119,339 341,962 2,683,588 2,270,929 D)
Sub-Total 6,466,986 4,432,034 3,662,609 5,883,693 2,473,867 4,245,099 27,164,288
Transfers - - - - - 3,705,797 3,705,797 E)
Total 6,466,986 4,432,034 3,662,609 5,883,693 2,473,867 7,950,896 30,870,085
Note: FTE is defined as Full-Time Employee in this table
Capital budgets (FY16 - $3,300,000 and FY17 - $3,300,000) included in Operating Expenses
Fringe Benefits include State paid benefits
* FY16 approved budgets have been restated due to CE consolidation
A) FTE salaries include comp. increases ($7M) and new FTEs
B) Other salaries and wages increases include the Comp. increases ($2.0M), adjunct salaries ($2.3M), adjunct release time ($1.1M), and
temporary salaries ($3.6M).
C) Fringe Benefits increases due to the new positons, comp. increase, and health insurance increase ($4.0 M) district-wide.
D) Operating expense increases in DSO include election expenses for Bond ($0.9M), AED/Fire Safety need ($0.5M) for Risk Mgmt.
and navigate system license & implementation/library software ($1.0M).
E) Transfers increases in DSO include payment ($3.3M) for DSO new building, POSA ($0.1M), and TPEG ($0.3M).
BUDGET SUMMARY COMPARISON BY ACCOUNT TYPE
FY 2017 Approved vs. FY 2016 Approved
Page 53
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Fiscal Year 2016-17 Annual Budget
Budget Summary Comparison by Functional Category
FUNCTIONAL CATEGORY SAC SPC PAC NVC NLC DIST TOTAL %
Instruction 42,910,958 28,107,330 18,345,414 26,485,029 9,261,852 5,949,039 131,059,622 36.49%
Academic Support 3,849,379 5,461,864 2,398,617 8,004,218 3,348,179 699,051 23,761,308 6.61%
Student Services 10,140,096 5,998,689 5,989,378 6,965,898 2,843,139 12,399,712 44,336,912 12.34%
Institutional Support 7,727,337 3,750,402 3,675,590 2,876,117 1,625,222 73,555,572 93,210,240 25.95%
Operation & Maint of Plant 84,871 37,497 41,569,785 41,692,153 11.61%
Public Service 949,166 144,444 98,031 1,191,641 0.33%
Scholarships 100,000 70,000 913,721 1,083,721 0.30%
Auxiliary 163,567 113,425 1,514,831 241,920 2,033,743 0.57%
Transfers 1,084,607 653,120 436,819 839,679 285,775 17,534,985 20,834,985 5.80%
TOTAL 67,009,981 44,266,771 32,430,649 45,268,972 17,364,167 152,863,785 359,204,325 100.00%
Instruction 35,170,959 24,846,214 15,254,569 22,551,198 7,375,792 7,085,333 112,284,065 34.20%
Academic Support 5,208,490 4,957,463 3,105,016 7,309,348 2,925,764 723,039 24,229,120 7.38%
Student Services 10,069,549 5,607,484 5,269,045 6,209,656 2,629,818 10,936,722 40,722,274 12.40%
Institutional Support 7,596,386 3,230,999 3,605,864 2,725,077 1,778,926 70,304,136 89,241,388 27.18%
Operation & Maint of Plant 77,210 4,878 41,232,181 41,314,269 12.58%
Public Service 502,505 126,378 628,883 0.19%
Scholarships 100,000 70,000 607,970 777,970 0.24%
Auxiliary 627,896 131,321 1,053,546 194,320 2,007,083 0.61%
Transfers 1,190,000 930,000 410,000 590,000 180,000 13,829,188 17,129,188 5.22%
TOTAL 60,542,995 39,834,737 28,768,040 39,385,279 14,890,300 144,912,889 328,334,240 100.00%
Instruction 7,739,999 3,261,116 3,090,845
3,933,831 1,886,060 (1,136,294) 18,775,557 16.72% A)
Academic Support (1,359,111) 504,401 (706,399) 694,870 422,415 (23,988) (467,812) -1.93%
Student Services 70,547 391,205 720,333 756,242 213,321 1,462,990 3,614,638 8.88% B)
Institutional Support 130,951 519,403 69,726 151,040 (153,704) 3,251,436 3,968,852 4.45% C)
Operation & Maint of Plant 7,661 32,619 - - - 337,604 377,884 0.91% D)
Public Service 446,661 18,066 - 98,031 - - 562,758 89.49%
Scholarships - - - - - 305,751 305,751 39.30% E)
Auxiliary (464,329) (17,896) 461,285 - - 47,600 26,660 1.33%
Transfers (105,393) (276,880) 26,819 249,679 105,775 3,705,797 3,705,797 21.63% F)
TOTAL 6,466,986 4,432,034 3,662,609 5,883,693 2,473,867 7,950,896 30,870,085 9.40%
Note: FY17 increase in DSO due to ($ in millions):
* FY16 approved budgets have been restated due to CE consolidation
A) Instruction - increase in adjunct salaries ($0.7M), CE consolidation (-$1.8M) (1.10)
B) Student Services - Comp. increases ($0.7M), benefits ($0.2M), student success overlay ($0.2M) 1.40
work study ($0.3M)
C) Institutional Support - Comp. increases and new positions ($5.1M)
- CE consolidation/restate (-$3.7)
- Technology and communications charges ($0.6M)
- Benefits ($0.4M)
- Election for the Bond ($0.9M) 3.30
D) Independent contractor services 0.30
E) Bookstore revenue set-aside for scholarships 0.40
F) Payment for DSO new building ($3.3M), POSA ($0.1M), and TPEG ($0.3M) 3.70
VARIANCE
ALAMO COLLEGES
TWO YEAR BUDGET COMPARISON BY FUNCTIONAL CATEGORY
FY 2017 APPROVED
FY 2016 APPROVED *
Page 54
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Fiscal Year 2016-17 Annual Budget
Budget Summary by Salary and Other Expense
ALAMO COLLEGES
FY 2017 Budget Summary by Functional Category
CAMPUS FTE SALARY VACANCY CREDIT* OTHER SALARY BENEFITS OTHER EXPENSE TOTAL BUDGET %
San Antonio College
Instruction 21,625,741 (397,738) 9,712,598 7,868,718 4,101,639 42,910,958 64.0%
Public Service 520,393 (41,189) 91,442 158,627 219,893 949,166 1.4%
Academic Support 2,128,384 (11,842) 157,311 689,018 886,508 3,849,379 5.7%
Student Services 5,708,724 (163,208) 1,150,290 1,893,251 1,551,039 10,140,096 15.1%
Institutional Support 3,335,795 (80,913) 558,166 1,098,771 2,815,518 7,727,337 11.5%
Operations and Maintenance 74,673 5,121 5,077 84,871 0.1%
Institutional Scholarships 100,000 100,000 0.1%
Auxiliary Enterprises 40,040 13,071 110,456 163,567 0.2%
Transfers (Capital Budget) 1,084,607 1,084,607 1.6%
Total 33,319,037 (694,890) 11,784,520 11,726,577 10,874,737 67,009,981 100.0%
St. Philip's College
Instruction 12,936,702 (509,232) 6,899,132 4,860,080 3,920,648 28,107,330 63.5%
Public Service 69,228 29,741 24,742 20,733 144,444 0.3%
Academic Support 3,464,078 (83,970) 235,306 1,105,355 741,095 5,461,864 12.3%
Student Services 3,674,574 (70,200) 419,371 1,172,546 802,398 5,998,689 13.6%
Institutional Support 1,506,652 (31,180) 110,874 482,208 1,681,848 3,750,402 8.5%
Operations and Maintenance 37,497 37,497 0.1%
Auxiliary Enterprises 57,001 (9,330) 10,287 19,073 36,394 113,425 0.3%
Transfers (Capital Budget) 653,120 653,120 1.5%
Total 21,708,235 (703,912) 7,704,711 7,664,004 7,893,733 44,266,771 100.0%
Palo Alto College
Instruction 7,989,132 (247,538) 3,644,882 2,694,518 4,264,420 18,345,414 56.6%
Academic Support 1,414,426 (41,690) 155,280 468,783 401,818 2,398,617 7.4%
Student Services 3,491,806 (63,191) 504,080 1,122,857 933,826 5,989,378 18.5%
Institutional Support 1,754,895 (98,287) 104,370
560,779 1,353,833 3,675,590 11.3%
Institutional Scholarships 70,000 70,000 0.2%
Auxiliary Enterprises 143,257 795,203 252,662 323,709 1,514,831 4.7%
Transfers (Capital Budget) 436,819 436,819 1.3%
Total 14,793,516 (450,706) 5,203,815 5,099,599 7,784,425 32,430,649 100.0%
Northwest Vista College
Instruction 10,015,423 (194,821) 10,028,468 4,259,777 2,376,182 26,485,029 58.6%
Public Service 30,000 32,935 35,096
Academic Support 3,129,811 (51,932) 911,696 1,045,129 2,969,514 8,004,218 17.7%
Student Services 4,411,407 (80,986) 401,928 1,356,729 876,820 6,965,898 15.4%
Institutional Support 1,430,449 (32,241) 159,543 461,723 856,643 2,876,117 6.4%
Transfers (Capital Budget) 839,679 839,679 1.9%
Total 18,987,090 (359,980) 11,531,635 7,156,293 7,953,934 45,170,941 100.0%
Northeast Lakeview College
Instruction 4,471,272 (63,065) 2,158,007 1,530,668 1,164,970 9,261,852 53.3%
Academic Support 1,888,120 (39,255) 278,427 617,614 603,273 3,348,179 19.3%
Student Services 1,846,782 (61,931) 104,853 599,155 354,280 2,843,139 16.4%
Institutional Support 936,415 (69,019) 55,623 299,863 402,340 1,625,222 9.4%
Transfers (Capital Budget) 285,775 285,775 1.6%
Total 9,142,589 (233,270) 2,596,910 3,047,300 2,810,638 17,364,167 100.0%
District and District Support
Instruction 3,247,385 149,374 2,552,280 5,949,039 3.9%
Academic Support 266,887 (32,638) 43,720 88,139 332,943 699,051 0.5%
Student Services 5,610,332 (137,686) 1,200,769 1,612,525 4,113,772 12,399,712 8.1%
Institutional Support 29,195,694 (759,181) 4,855,485 14,405,872 25,857,702 73,555,572 48.1%
Operations and Maintenance 6,655,217 (139,063) 36,228 2,011,994 33,005,409 41,569,785 27.2%
Institutional Scholarships 913,721 913,721 0.6%
Auxiliary Enterprises 17,820 224,100
241,920 0.2%
Transfers (Debt Svcs & TPEG) 17,534,985 17,534,985 11.5%
Total 41,745,950 (1,068,568) 9,383,587 18,267,904 84,534,912 152,863,785 100.0%
Alamo Colleges
Instruction 57,038,270 (1,412,394) 35,690,472 21,363,135 18,380,139 131,059,622 36.5%
Public Service 589,621 (41,189) 151,183 216,304 275,722 1,191,641 0.3%
Academic Support 12,291,706 (261,327) 1,781,740 4,014,038 5,935,151 23,761,308 6.6%
Student Services 24,743,625 (577,202) 3,781,291 7,757,063 8,632,135 44,336,912 12.3%
Institutional Support 38,159,900 (1,070,821) 5,844,061 17,309,216 32,967,884 93,210,240 25.9%
Operations and Maintenance 6,655,217 (139,063) 110,901 2,017,115 33,047,983 41,692,153 11.6%
Institutional Scholarships - - - - 1,083,721 1,083,721 0.3%
Auxiliary Enterprises 218,078 (9,330) 845,530 284,806 694,659 2,033,743 0.6%
Transfers - - - - 20,834,985 20,834,985 5.8%
TOTAL 139,696,417 (3,511,326) 48,205,178 52,961,677 121,852,379 359,204,325 100.0%
Note: FTE is defined as Full-Time Employee in this table.
* FY17 approved salaries include three month vacancy credit adjustments by PVC levels.
Page 55
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Fiscal Year 2016-17 Annual Budget
ALAMO COLLEGES
FY 2017 Operating Expenses by Functional Category
Campus
Equipment and
Capital
Non Operating
Expenses
Operating
Expenses
Scholarships Transfers Travel
Total
San Antonio College
Instruction
4,101,639
4,101,639
Public Service 219,893
219,893
Academic Support
886,508
886,508
Student Services
1,551,039
1,551,039
Institutional Support 1,058,100
1,757,418
2,815,518
Operations and Maintenance
5,077
5,077
Institutional Scholarships
100,000
100,000
Auxiliary Enterprises
110,456
110,456
Transfers 1,084,607
1,084,607
Total
1,058,100
-
8,632,030
100,000
1,084,607
-
10,874,737
St. Philip's College
Instruction
999,557
2,814,084
-
107,007
3,920,648
Public Service
20,733
20,733
Academic Support
31,700
667,606
41,789
741,095
Student Services 3,000
3,500
744,523
51,375
802,398
Institutional Support 1,629,848
1,500
50,500
1,681,848
Operations and Maintenance
37,497
37,497
Auxiliary Enterprises 33,744
2,650
36,394
Transfers 653,120
653,120
Total 1,034,257
3,500
5,948,035
1,500
653,120
253,321 7,893,733
Palo Alto College
Instruction 111,800
4,150,620
2,000
4,264,420
Academic Support
16,600
351,718
33,500
401,818
Student Services
21,398
877,081
35,347
933,826
Institutional Support 421,588
874,645
57,600
1,353,833
Institutional Scholarships 70,000
70,000
Auxiliary Enterprises
22,373
289,447
11,889
323,709
Transfers 436,819
436,819
Total 593,759
-
6,543,511
70,000
436,819
140,336
7,784,425
Northwest Vista College
Instruction
157,220
2,211,062
7,900
2,376,182
Public Service 32,096
3,000
35,096
Academic Support
185,225
2,675,139
109,150
2,969,514
Student Services 30,399
805,053
41,368
876,820
Institutional Support 58,292
729,381
68,970
856,643
Transfers 839,679
839,679
Total 431,136
-
6,452,731
- 839,679
230,388
7,953,934
Northeast Lakeview College
Instruction 15,400
1,149,570
1,164,970
Academic Support
119,220
428,652
55,401
603,273
Student Services
9,800
310,577
33,903 354,280
Institutional Support
2,150
332,112 68,078
402,340
Transfers 285,775
285,775
Total 146,570
-
2,220,911
-
285,775
157,382
2,810,638
District and District Support
Instruction
17,325 2,496,601
38,354
2,552,280
Academic Support
43,600 242,832 46,511
332,943
Student Services 17,478
3,980,475
115,819
4,113,772
Institutional Support
3,865,443 2,800,000
18,583,162
609,097 25,857,702
Operations and Maintenance 326,998
32,620,138 58,273
33,005,409
Institutional Scholarships 913,721
913,721
Auxiliary Enterprises 45,900
178,200
224,100
Transfers 17,534,985
17,534,985
Total 4,316,744
2,800,000 58,101,408
913,721
17,534,985 868,054
84,534,912
Total Alamo Colleges
Instruction 1,301,302
- 16,923,576
- -
155,261 18,380,139
Public Service - -
272,722 -
- 3,000
275,722
Academic Support 396,345 -
5,252,455 -
- 286,351
5,935,151
Student Services 82,075
3,500 8,268,748
- -
277,812 8,632,135
Institutional Support 5,405,573
2,800,000 23,906,566
1,500 -
854,245 32,967,884
Operations and Maintenance 326,998 -
32,662,712 - - 58,273
33,047,983
Institutional Scholarships - -
- 1,083,721
- - 1,083,721
Auxiliary Enterprises
68,273 - 611,847 -
- 14,539 694,659
Transfers -
- -
- 20,834,985 - 20,834,985
Total 7,580,566 2,803,500 87,898,626 1,085,221
20,834,985 1,649,481 121,852,379
Page 56
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Fiscal Year 2016-17 Annual Budget
Three Year Staffing Summary
ALAMO COLLEGES
Three Year Staffing Summary - Full Time Positions
Account
Code
FY15
FTE
FY15
Salary
FY16
FTE
FY16
Salary
FY17
FTE
FY17
Salary
San Antonio College
Faculty
61001 283.00
18,453,152.00
281.00 18,553,584.00
276.00 18,783,204.00
Non-Instructional Faculty
61003
20.00
1,405,209.00
14.00 990,913.00
12.00
909,742.00
Administrators
61011 8.63 1,012,162.15
8.63
1,085,754.36 8.63
1,055,375.57
Professionals 61012
110.00 6,162,097.00
138.00
7,578,879.00 143.00
7,881,512.00
Classified
61021 130.63
4,412,400.46 132.63
4,549,285.16
134.63 4,689,203.42
Total
552.26 $31,445,020.61
574.26
$32,758,415.52 574.26
$33,319,036.99
St. Philip's College
Faculty
61001
169.00 10,116,761.00
172.00 9,502,775.00
189.00
11,173,694.00
Non-Instructional Faculty
61003
11.00 652,726.00
9.00 552,301.00
5.00
343,391.00
Administrators 61011
11.37
1,239,249.85 11.37
1,262,778.64 12.37
1,392,294.43
Professionals 61012
93.00
4,947,251.00 100.00
5,365,538.00
105.00 5,798,154.00
Classified
61021 86.37
2,865,957.54
83.37 2,781,022.84
86.37 3,000,701.58
Total 370.74
$19,821,945.39
375.74 $19,464,415.48 397.74
$21,708,235.01
Palo Alto College
Faculty
61001 103.00
6,397,196.00 101.00
6,211,546.00 111.00 7,166,321.00
Non-Instructional Faculty
61003 6.00
411,247.00 5.00
357,325.00
Administrators 61011
9.00
1,042,041.00 9.00
1,012,083.00
8.00 980,944.00
Professionals
61012 68.00
3,527,907.00 77.00
4,064,300.00
87.00 4,859,665.00
Classified
61021 51.00
1,688,238.00
54.00 1,786,341.00 52.00
1,786,586.00
Total 237.00
$13,066,629.00
246.00 $13,431,595.00
258.00 $14,793,516.00
Northwest Vista College
Faculty 61001 144.00
7,989,853.00 156.00
8,737,316.00 165.00
9,694,613.00
Non-Instructional Faculty
61003 4.00 226,467.00
4.00 232,795.00
3.00
191,328.00
Administrators
61011 7.00 823,269.00
7.00 847,180.00
7.00 896,197.00
Professionals
61012 106.00
5,439,737.00 110.00
5,665,764.00 116.00 6,183,634.00
Classified 61021 57.00
1,825,568.00 58.00
1,919,905.00 59.00 2,021,318.00
Total
318.00 $16,304,894.00
335.00 $17,402,960.00
350.00 $18,987,090.00
Northeast Lakeview College
Faculty 61001 63.00
3,481,807.00 63.00
3,555,591.00 67.00
3,975,004.00
Non-Instructional Faculty 61003
3.00 151,208.00
3.00 155,516.00 3.00
166,560.00
Administrators 61011
9.00 1,012,828.00 8.00
963,374.00 8.00 1,004,014.00
Professionals
61012 51.00 2,751,005.00 52.00
2,789,217.00 51.00 2,792,948.00
Classified 61021 33.00
1,116,736.00 33.00 1,143,202.00
34.00 1,204,063.00
Total
159.00 $8,513,584.00 159.00 $8,606,900.00
163.00 $9,142,589.00
District and District Support
Administrators
61011 20.00
3,247,581.00
20.00
3,338,906.00
21.00
3,596,084.00
Professionals 61012 309.90
20,321,802.50
322.90
21,724,783.50 351.90
24,342,139.00
Classified 61021 410.63
14,528,616.96
385.63
14,136,979.82
362.63
13,807,727.00
740.53
$38,098,000.46 728.53
$39,200,669.32 735.53 $41,745,950.00
B)
Total Alamo Colleges
Faculty 61001
762.00 46,438,769.00 773.00 46,560,812.00
808.00 50,792,836.00
Non-Instructional Faculty 61003 44.00
2,846,857.00 35.00 2,288,850.00 23.00 1,611,021.00
Administrators 61011 65.00 8,377,131.00 64.00
8,510,076.00 65.00 8,924,909.00
Professionals
61012 737.90 43,149,799.50 799.90
47,188,481.50 853.90 51,858,052.00
A)
Classified
61021 768.63 26,437,516.96 746.63 26,316,735.82 728.63
26,509,599.00
Total 2,377.53
$127,250,073.46 2,418.53 $130,864,955.32
2,478.53 $139,696,417.00
Note:
A) FY15 approved salaries include 45 new Certified Advisor positions and compensation study adjustments, partially offset by retirements.
B) DSO FTE declined 116 since FY2009, after normalizing for functions centralized for efficiency (see page 66)
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Fiscal Year 2016-17 Annual Budget
District Support Operations
The Alamo Community College District is the legal entity for the family of Alamo Colleges, and has the authority
to issue debt, make investments, accept state appropriations, acquire capital assets, assess and collect taxes or
otherwise engage in activities as appropriate for the district. The five Colleges’ primary responsibility is to
administer and provide educational services, in accordance with the policies and procedures of the Alamo
Colleges’ system. The College Presidents, administration and staff have the ability to manage their own
budget(s), as approved by Alamo Community College District’s Board of Trustees, and make decisions regarding
the funds provided to them in order to conduct these educational activities. All remaining activities not managed
by the five Colleges are administered through Collaborative Agreements for Services, by which District Support
Operations provide services in support of governance, stewardship, and leadership. These activities are more
economically and efficiently conducted at the district level on behalf of all the Alamo Colleges.
The district support operations can be separated into two categories, with regards to impact on the five colleges:
Direct and Indirect support.
DSO Direct Support: functions which are funded and administered by the district, yet are performed at each of
the five campus locations and/or directly on behalf of the colleges. For example, each college has a Business
Office on site, but there is also a District Business Office function which performs duties directly associated with
the colleges.
Below are the categories of Direct Support and the budget based units of measure:
Direct Categories Budget Units of Measure
Facilities (Housekeeping & Maintenance) % of College to Total Alamo Gross Sq. Footage
Facilities (Grounds) % of College to Total Alamo Acres
Utilities % of College to Total Alamo Gross Sq. Footage
Preventive Maintenance Based on the Project Plans
Emergency/Risk Management % of College to Total Alamo Gross Sq. Footage
Public Safety ( Police) % of College Enrollment to Total Alamo Enrollment
Center for Student Information % of College Enrollment to Total Alamo Enrollment
Student Financial Aid % of College Enrollment to Total Alamo Enrollment
Interpreter & Immunization Services % of College Enrollment to Total Alamo Enrollment
Business Offices (Bursar) % of College Enrollment to Total Alamo Enrollment
Student Contact Center % of College Enrollment to Total Alamo Enrollment
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Fiscal Year 2016-17 Annual Budget
DSO Indirect Support: are functions which are funded and administered at District Support Operations,
performed in various locations and support the entire Alamo Colleges. All budget dollars are allocated based
on the percentage of College to Total Direct Support excluding Preventive Maintenance.
Below are the Indirect Support categories:
General Institutional: These are mandatory, legal or binding services, which include transfers for revenue debt
service, Texas Public Educational Grants (TPEG), fees for assessing and collecting ad valorem taxes, audit,
credit card, bad debt, insurance, and other investment items.
The chart and table on the next page displays a fully allocated view of the operating budget.
Chancellor’s Office
(includes Community
Partnerships)
Student Success (student
leadership institute,
college connections)
Vice Chancellors’ Offices
IT, State Reporting,
Strategic Planning &
Institutional Research
Human Resources
Academic Success
(curriculum alignment,
community partnerships)
Legal, Ethics, Policy,
Internal Audit, Foundation
Advertising and
Communication
Facilities (including
Construction, non-DPS
Vehicle Replacement)
District Business Offices
(included in 893502)
Project Facilitation Office
Finance & Fiscal Services
(general accounting,
accounts payable,
budgeting, grants,
inventory)
Economic & Workforce
Development
Continuing Education
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Fiscal Year 2016-17 Annual Budget
Fully Allocated Expenses
SAC SPC PAC NVC NLC General Inst. Total
College Workload Alloc 67.0 44.3 32.4 45.3 17.4 42.2 248.6
Building Maintenance 2.1 1.4 1.1 1.4 1.0 7.0
Utilities 2.9 1.9 1.4 1.3 0.9 8.4
Preventive Maintenance 5.6 3.0 2.9 1.9 1.2 14.5
Housekeeping 1.5 1.3 1.1 0.8 1.4 6.2
Groundskeeping 0.5 0.3 0.2 0.8 0.2 2.0
Bursar 0.3 0.2 0.2 0.3 0.1 1.1
Student Financial Aid (SFA) 1.2 0.8 0.5 1.1 0.5 4.1
Student Contact Center 0.6 0.4 0.2 0.6 0.2 1.8
Public Safety 2.4 1.4 0.7 1.2 0.9 6.6
Center for Student Information (CSI) 0.6 0.4 0.2 0.6 0.2 2.0
Interpreter and Immunization 0.3 0.2 0.1 0.3 0.1 1.0
Emergency Mgmt Initiatives 0.2 0.1 0.1 0.2 0.1 0.7
DSO Direct Support 18.1 11.5 8.6 10.4 6.8 - 55.4
Budget w/ Direct Support 85.1 55.7 41.0 55.7 24.2 42.2 304.0
DSO indirect Support 17.0 11.4 7.7 11.5 7.6 - 55.2
Budget - Fully Allocated 102.1 67.2 48.7 67.2 31.8 42.2 359.2
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Fiscal Year 2016-17 Annual Budget
The FY 2016-2017 budget for District Support Operations (DSO) is greater than the FY 2015-2016 budget,
driven by the Compensation adjustment ($2.3M); increase for Bond election (900K); increase for Student Success
Institutes/Navigate/Faculty Development ($1.0M); and increase in General Institutional for additional debt
service ($3.4M).
District Support Operation Budget Summary
(Dollars Reported in 000's) FY16* FY17 Inc/(Dec)
Direct Support Organziations
Facilities (Grounds, Housekeeping & Maintenance)
15,003 15,175 172
Utilities
8,710 8,363 (346)
Preventive Maintenance
14,500 14,500 -
Emergency/Risk Management
702 711 9
Public Safety (Police)
6,164 6,650 486
Center for Student Information
1,788 2,005 217
Student Financial Aid
3,924 4,106 182
Interpreter & Immunization Services
1,079 985 (94)
Business Offices (Bursar)
1,049 1,096 47
Student Contact Center
1,818 1,835 17
Total Direct Support 54,736 55,425 689
Indirect Support Organizations
Chancellor's Office (includes Community Partnership) 1,330 1,365 34
Vice Chancellor's Offices 2,821 3,765 944
Academic Success
1
825 1,861 1,036
Student Success 1,121 1,273 152
Finance & Fiscal Services 7,672 8,588 916
Human Resources 6,786 8,276 1,490
Facilities (including Construction, non-DPS Vehicle Replacement) 2,408 2,923 515
Project Facilitation Office - 405 405
Legal, Ethics, Policy, Internal Audit, Foundation 3,062 4,106 1,044
IT, State Reporting & Strategic Planning 5,846 6,228 382
Economic & Workforce Development 4,470 4,749 279
Continuing Education 11,616 8,808 (2,808)
Advertising and Communication 2,650 2,872 222
Total Indirect Support 50,607 55,217 4,610
General Institutional 39,571 42,221 2,651
Total District Support Operations 144,913 152,864 7,950
1
Includes Institutes $.9M
*FY16 Restatement - formula funding for reimbursable CE contact hours to the Consolidated Continuing
Education organization, resulting in $2.2M in proposed expense savings in FY17.
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Fiscal Year 2016-17 Annual Budget
Additionally, in FY2016-2017 the Project Facilitation Office has been created with 5 positions ($405K) to
directly support strategic initiative implementation of Institutes, Advising, and EAB Navigate.Facilities and
related costs total $41.0 million overall. The Housekeeping, Maintenance and Grounds budgets use a
workload driven model to determine the level of staff and/or outsourced staff required for these functions.
Housekeeping and maintenance use gross square foot (GSF) by full-time employee and/or externally
contracted service. Grounds coverage uses acreage per full-time employee and/or contracted service. The
comparison in these metrics for two years is provided below. These metrics were unchanged compared to
FY2016.
FY17
53.2
2.4
41.7
3.0
1.7
4.8
18.4
0.9
65.0
191.1
9.7
200.8
University Center
Sub-Total Owned Buildings
Leased Buildings
Total Buildings
Plant
Portable Buildings
2
1
This table represents a count of functionality of all
Alamo College buildings based on square footage
equivalency. Several buildings house multiple
functions, (i.e. Admin, Library, Dining, etc. may all be in
one physical structure)
2
Portable Buildings maybe used for both Academic
and office space, but are not categorized the same
Grounds
18 Acres
18 Acres
Parking Garages
Dining Facilities
Athletic Facilities
Housekeeping
29,500 GSF
29,500 GSF
Libraries
Building Maintenance
52,000 GSF
52,000 GSF
Student Support and Office Space
Per Staff or Contract Services
Type of Facility by Function and
Building Equivalency
1
FY17
FY16
Academic (teaching spaces only)
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Fiscal Year 2016-17 Annual Budget
Preventive Maintenance. Preventive maintenance is defined as regularly scheduled repair and maintenance
needed to keep building components, such as heating-ventilation-air conditioning (HVAC) systems, roofs,
plumbing and electrical systems, operating efficiently and to extend their useful life. Preventive maintenance
includes periodic inspections, lubrication, calibrations and equipment replacement. Alamo Colleges funds
preventive maintenance out of its operating budget each year. The Alamo Colleges’ Facilities Department
routinely inspects the condition of the building inventory and uses a work-order system to effectively manage
the maintenance tasks. In the FY 2016-2017 budget, the Board of Trustees maintained annual allocations for
preventive maintenance at $14.5 million for regularly scheduled repair and maintenance for existing and new
buildings. National standards recommend 1% to 5% of Asset Replacement Values (a range of $11.0 to $55.0
million for Alamo Colleges). Alamo Colleges has identified $21.0 million dollars per year as the recommended
annual amount to allocate to preventive maintenance, as seen in the Multi-year Planning strategy in years 8-
10.
Facilities Condition Index (FCI) Management
700,000
PAC Natatorium
51,000
Total
$14,500,000
Energy and Water Efficiency
1,650,000
Air Quality
550,000
Pest Control
59,000
Elevators and Escalators
1,000,000
Fire Alarms and IT
400,000
Pavement and Grounds
1,090,000
Mechanical, Electrical & Plumbing (MEP)
1,500,000
Flooring
500,000
Structural
1,000,000
Proposed FY17 Preventive Maintenance Budget
Roof and Building Envelope
$4,500,000
HVAC
1,500,000
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Fiscal Year 2016-17 Annual Budget
As seen in the chart below, using nationally recognized standards that recommend funding preventive
maintenance at 1% to 5% of total asset replacement values, Alamo Colleges has steadily increased funding
in an effort to maintain the plant and facilities as they age. These funds allow for preventing further
deterioration of facilities.
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Fiscal Year 2016-17 Annual Budget
Consolidated Continuing Education – After a several year journey and following the recommendation of the
Learning Resources Network (LERN), action was taken in FY2016 to consolidate the five campus-based
Continuing Education (CE) operations and two District Support offices into a single organization. This move
increases efficiency and decreases operating expense by removing duplication. The new structure clusters all
CE leadership in a single location to facilitate horizontal coordination and communication creating single
processes and streamlining decision making. Consolidation makes marketing all CE courses possible in one
schedule to highlight the depth and breadth of offerings to a wider segment of our service population.
FY2016 restates the formula funding for reimbursable Continution Education contact hours to the Consolidated
CE organization. The FY2016 restatement results in a $2 million dollar proposed expense savings for FY2017.
Consolidated Continuing Education in FY2017, the first full year of consolidation, is projecting a $2 million
dollar contribution to benefit the entire Alamo Colleges organization.
Consolidated CE
FY2016*
Restated
FY2017
Revenue 7,998,401$ 10,880,604$
Includes Non-reimbursable and CE
reimbursable Tuition & Fees, and Contract
Training
Expenses 11,616,486$ 8,808,118$
Contribution (3,618,085)$ 2,072,486$
*CE Restatement- FY2016 restates formula funding for reimbursable CE contact
hours to the Consolidated CE organization, resulting in $2M in proposed expense
savings in FY2017
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Fiscal Year 2016-17 Annual Budget
Three Year Staffing Summary – District Only
ALAMO COLLEGES
Three Year District Staffing Summary - Full Time Positions
FY15
FTE
FY15
Salary
FY16
FTE
FY16
Salary
FY17
FTE
FY17
Salary
Board, Chancellor, Legal, IA, Ethics, Inst Adv
Administrator 61011 3.00 670,427.00 3.00 689,789.00 3.00 716,592.00
Professional 61012 14.00 1,115,374.00 15.00 1,164,917.00 14.00 1,128,272.00
Classified 61021 4.00 194,612.00 4.00 188,627.00 5.00 230,114.00
Total 21.00 $1,980,413.00 22.00 $2,043,333.00 22.00 $2,074,978.00
VC for Academic Affairs
Administrator 61011 2.00 334,155.00 2.00 344,179.00 2.00 361,389.00
Professional 61012 10.00 765,949.00 11.00 826,543.00 17.00 1,264,005.00
Classified 61021 3.00 115,153.00 3.00 117,856.00 3.00 121,891.00
Total 15.00 $1,215,257.00 16.00 $1,288,578.00 22.00 $1,747,285.00
VC for Finance and Administration
Administrator 61011 7.00 1,019,945.00 7.00 1,048,158.00 7.00 1,106,492.00
Professional 61012 160.00 10,404,767.00 167.00 10,941,659.00 185.00 12,368,416.00
Classified 61021 351.00 12,235,773.00 325.00 11,787,475.00 303.00 11,417,694.00
Total 518.00 $23,660,485.00 499.00 $23,777,292.00 495.00 $24,892,602.00
VC for Planning Performance and Info Systems
Administrator 61011 4.00 564,988.00 4.00 578,972.00 4.00 551,911.00
Professional 61012 72.00 4,746,511.00 77.00 5,400,966.00 81.00 5,907,407.00
Classified 61021 22.00 898,531.00 22.00 899,733.00 23.00 968,381.00
Total 98.00 $6,210,030.00 103.00 $6,879,671.00 108.00 $7,427,699.00
VC for Economic and Workforce Development
Administrator 61011 2.00 329,033.00 2.00 338,904.00 3.00 503,850.00
Professional 61012 28.90 1,775,493.50 28.90 1,806,837.50 25.90 1,666,175.00
Classified 61021 12.63 414,082.96 11.63 400,641.82 8.63 301,563.00
Total 43.53 $2,518,609.46 42.53 $2,546,383.32 37.53 $2,471,588.00
VC for Student Success
Administrator 61011 2.00 329,033.00 2.00 338,904.00 2.00 355,850.00
Professional 61012 25.00 1,513,708.00 24.00 1,583,861.00 29.00 2,007,864.00
Classified 61021 18.00 670,465.00 20.00 742,647.00 20.00 768,084.00
Total 45.00 $2,513,206.00 46.00 $2,665,412.00 51.00 $3,131,798.00
Total District and District Support
Administrator 61011 20.00 3,247,581.00 20.00 3,338,906.00 21.00 3,596,084.00
Professional 61012 309.90 20,321,802.50 322.90 21,724,783.50 351.90 24,342,139.00
Classified 61021 410.63 14,528,616.96 385.63 14,136,979.82 362.63 13,807,727.00
740.53 $38,098,000.46 728.53 $39,200,669.32 735.53 $41,745,950.00
FY09 Staffing (at peak) 821.50
Decrease since FY09 (85.97)
(30.00) (A)
(115.97)
Note: FTE is defined as Full-Time Employee, revenue funded positons are not included in this table.
Total
Impact of CSI/Interpretor/
Enterprise Report
District FTE reduction, net of
transfer
(A) FY11 and FY12 includes transfer of 19 employees
from the Colleges to establish the new Center for Student
Information (CSI). FY13 includes transfer of 6 Interpretor
employees from the Colleges. FY16 includes 6 Assoc. Dir
Enterprise Report employees moved from Colleges to
District (VCPPIS) in FY15 after approved budget.
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Fiscal Year 2016-17 Annual Budget
Capital Allocations
Alamo Colleges has significant investments in buildings, land, parking garages, athletic facilities and equipment.
The capital budget includes both capitalized and non-capitalized activity. The funding mechanisms for the
capital budget are both operating allocations and debt issuance. Routine and preventive maintenance is funded
from the operating budget. Routine capital expenditures for both capitalized and non-capitalized items are
funded from the operating budget. Unused allocations to the capital budget from an annual budget for routine
capital expenditures are made available for future use.
Routine Capital Expenditures. The annual allocation for resources to update or replace obsolete and worn out
equipment and furniture is identified in the Capital Budget line of the operating budget. The five Colleges
receive this allocation for this purpose. According to the procedure, the process for determining the annual
allocation requires three steps:
1. Estimate amount of capitalized assets that lost a portion of useful life the previous year. The
depreciation expense by college for the most recent and available fiscal year is the starting point for
the annual allocation. The FY 2016-2017 Capital Budget allocation begins with depreciation expense
from the Fiscal Year 2016 financial statements as a best estimate of asset life and assets needing
replacement.
2. Estimate amount of non-capitalized items the Colleges will need to replace during the year. Expensed
asset replacement (assets costing less than $5,000) is calculated by using the FY 2016-2017 projected
contact hours multiplied by $0.25 per contact hour, which was based on a historical spending analysis.
3. Determine the amount of funding availability to allocate to this budget item. The amount allocated to
this item is based on available funding and strategic and operational priorities as identified by the
Board of Trustees.
Due to funding limitations, a total of $3,300,000 was allocated for the FY 2016-2017 Capital Budget. Based
on the procedure to identify the estimated amount needed for this item, this allocation represents 45% funded
for routine capital expenditures. In the Multi-Year plan, this allocation will increase year over year to a
maximum of $10 million in year 9.
Step 1 Depreciation Expense for Furniture & Equipment @ Colleges for Fiscal Year 2016
2,581,069
Step 2 Non-capitalized need (@ $0.25/Contact Hr) 4,701,424
Amount recommended by procedure 7,282,493
Step 3 FY 2016-2017 Budget Allocation
3,300,000
% Funded 45%
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Fiscal Year 2016-17 Annual Budget
Debt Service Funds
Alamo Colleges issues general obligation bonds to construct, renovate, acquire and equip new and existing
facilities. Alamo Colleges also issues maintenance tax notes to purchase equipment, vehicles and renovate
various facilities. The bonds and notes are direct obligations of the Alamo Colleges payable from a continuing
direct annual ad valorem tax on all real and business personal property located in Bexar County. In May
2011, the Board of Trustees approved a debt policy, which formalizes the Board framework for the
management of external debt. This Policy is not required by statute, but is considered to be a best practice by
the Government Finance Officers Association (GFOA), and is viewed favorably by the debt rating agencies to
have one in place.
Alamo Colleges is limited to a total tax rate not to exceed $0.25 per $100 taxable assessed valuation for
maintenance and operations and debt service purposes per enabling legislation. Alamo Colleges will levy and
assess, for each year that all or any of the bonds and notes remain outstanding and unpaid, a tax within the
limitations prescribed by law which, when added to other funds legally available to the Alamo Colleges for
payment of outstanding tax debt obligations, is adequate to provide funds to pay the principal of and interest
on the bonds and the notes. Over the past ten years, Alamo Colleges continues to manage the general
obligation debt well below the legal debt limit, as shown in the table below.
For the Year
Ended
August 31
Net Ta xable
Assessed Value
El ected Tax
Levy Limi t for
Debt Service
Less: Funds
Restri cted for
Repa yment of
General
Obligation
Bonds
Total Net
General
Obligation
Debt
Current Year
Debt Service
Requi rements
Excess of
El ected Li mit
for Debt
Servi ce over
Current
Requi rements
Net Current
Requi rements
as a % of
El ected Li mit
El ected
Tax Limit
El ected Tax
Limit:
Maintenance
and
Opera ti on
El ected
Tax Limit:
Debt
Servi ce
2004 59,131,594$
93,251 2,015 91,236
8,328
82,908
6.77% 0.25000 0.09230 0.15770
2005
62,321,227$
98,281 2,532
95,749
6,220 89,529
3.75%
0.25000 0.09230 0.15770
2006 67,348,395$ 106,208
1,626 104,582
5,847
98,735
3.97% 0.25000 0.09230 0.15770
2007 77,038,994$
121,490
2,297 119,193
29,979
89,214 22.79%
0.25000 0.09230 0.15770
2008 90,069,052$ 144,291
3,420 140,871 31,171
109,700
19.23% 0.25000 0.08980 0.16020
2009 99,424,463$ 157,985 3,016 154,969
31,170
123,799 17.82%
0.25000 0.09110 0.15890
2010
100,688,758$ 159,994
4,633
155,361
27,205 128,156
14.11% 0.25000 0.09110 0.15890
2011
99,275,859$
152,018
5,315
146,703
27,239 119,464
14.42% 0.25000
0.09687 0.15313
2012
99,749,409
$ 152,743
5,467
147,276 25,745
121,531 13.28%
0.25000
0.09687 0.15313
2013
101,560,843$ 147,873
5,788
142,085 26,911
115,174 14.28%
0.25000
0.10440 0.14560
2014
106,941,906$ 155,707
5,808
149,899 26,913
122,986 13.55% 0.25000
0.10440
0.14560
2015
114,754,869$ 164,788
6,444
158,344 26,920 131,424
12.43% 0.25000
0.10640 0.14360
2016
129,620,064$ 187,560
11,145
176,415 37,250 139,165
13.92% 0.25000
0.10530 0.14470
2015 TAV restated for change in TIRZ, as reflected in FY 2016 CAFR.
General Obligation Bonds
Legal Debt Margin Information
(Amounts Expressed in Thousands)
(unaudited)
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Fiscal Year 2016-17 Annual Budget
Alamo Colleges issues revenue bonds to purchase land, and to acquire, construct, improve, enlarge and equip
facilities. The source or prepayment on these bonds are pledged revenues including tuition, campus access fees,
investment income, bookstore and food service commissions.
The following table lists each currently outstanding
debt issuance, issuance date and type and amount of debt.
Outstanding Debt and Principal and Interest Payments
Series Instrument Type and Purpose
Amount Issued and
Authorized
Final Maturity
(Fiscal Year)
Outstanding Debt for
Current Year Budget
Debt Service
2007
Construct, renovate, acquire and equip new and
existing facilities. Issued April 5, 2007.
271,085,000$
2033
167,170,000
$
2007A
Construct, renovate, acquire and equip new and
existing facilities. Issued August 21, 2007.
63,490,000$
2032
32,820,000$
2012
Refund certain of the District's outstanding
Limited Tax Bonds Series 2007 and 2007A. Issued
July 12, 2012.
74,110,000$
2037
74,110,000$
2016
Refund the District's outstanding Limited Tax
Bonds Series 2006 and 2006A. Issued June 22,
2016.
72,065,000
$
2036
72,065,000
$
346,165,000
$
2006
Purchase equipment, vehicles and renovate
various facilities. Issued April 20, 2006
30,435,000$
2024
8,960,000$
2011
Renovate and repair existing District facilities.
Issued August 5, 2011.
54,795,000$
2031
35,080,000
$
2014
Refunding of certain maturities of the 2007
Maintenance Tax Notes. Issued February, 27
2014.
40,665,000
$
2023
32,720,000$
76,760,000$
2012A
Refund certain of the District's outstanding
Combined Fee Revenue bonds and to construct a
parking facility. Issued March 22, 2012.
55,800,000$
2037
(1)
54,575,000$
2012B
(Taxable issue). Refund remainder of the
District's outstanding Combined Fee Revenue
bonds. Issued March 22, 2012.
22,295,000$
2018
(2)
4,680,000
$
59,255,000$
482,180,000$
(1) Calendar final maturity 11-1-2036
(2) Calendar final maturity 11-1-2017
Total Bonds
Subtotal - Revenue Financing System Bonds
General Obligation Bonds
Subtotal - General Obligation Bonds
Maintenance Tax Notes
Subtotal - Maintenance Tax Notes
Revenue Financing System
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Fiscal Year 2016-17 Annual Budget
Principal and interest payments for current and future budget years are (amount in 000's):
For the Year
Ended
August 31,
Principal
Interest Principal
Interest Principal
Interest
Principal Interest
2017 21,420
15,830 4,780 2,288
7,380
3,613 33,580
21,731
2018
10,395 14,764
4,870
2,202 7,720
3,275 22,985 20,240
2019 10,895 14,263
5,060
2,052 8,100 2,896
24,055 19,210
2020 11,425 13,737
4,975 1,876 8,500
2,496
24,900 18,109
2021
11,970 13,186 5,175
1,672
8,925 2,070 26,070
16,928
2022-2026 68,940
56,842 22,795
4,423 21,465
5,699 113,200
66,964
2027-2031 86,660
39,114 6,415
1,435 14,670
1,907 107,745
42,456
2032-2037
124,460
18,377 5,185 573
0
0 129,645 18,951
TOTAL
346,165 186,114 59,255 16,521
76,760
21,954 482,180 224,589
General Obligation Bonds
Revenue Bonds
Maintenance Tax Notes
TOTAL BONDS
ACCOUNT DESCRIPTION
2013-2014
BUDGET
2014-2015
BUDGET
2016-2017
BUDGET
INTEREST & SINKING FUND
Fund Code / Account Code REVENUES
11x001 / 5005 - 07 TUITION PLEDGED
11x001 / 5271x PLEDGED TUITION
11x001 / 56504 INVESTMENT INCOME
13x001 / 54105 GAME TABLES/ SPECIAL CONCESSIONS
13x001 / 54106 VENDING MACHINES
13x001 / 54115 PARKING VIOLATIONS
13x001 / 54111 PARKING PERMITS
13x001 / 54108 NET BOOKSTORE REVENUE PER CONTRACT GUARANTEE
TOTAL PLEDGED REVENUES
TRANSFERS
TRANSFER TO SINKING FUND (7,502,545) (7,064,031) (7,075,966)
TRANSFER TO GENERAL FUND
TOTAL TRANSFERS
NET INCREASE (DECREASE) IN FUND BALANCE
INTEREST & SINKING FUND (ANNUAL DEBT SVC) = 7,502,545$ 7,064,031$ 7,075,966$
REVENUES
TRANSFER FROM PLEDGED REVENUE FUND $7,502,545 $7,064,031 $7,075,966
TOTAL REVENUES $7,502,545
$7,064,031 $7,075,966
EXPENDITURES & TRANSFERS
979001-893901-82005-9425 2012A REVENUE BONDS PRINCIPAL PAYMENT
(400,000) (405,000) (420,000)
979001-893901-82005-9425 2012A REVENUE BONDS INTEREST PAYMENT
(2,270,888) (2,262,844) (2,255,888)
979001-893901-79005-9405 2012B REVENUE BONDS PRINCIPAL PAYMENT
(4,655,000) (4,250,000) (4,300,000)
979001-893901-79005-9405 2012B REVENUE BONDS INTEREST PAYMENT
(176,657) (146,187) (100,078)
TOTAL EXPENDITURES & TRANSFERS (7,502,545) (7,064,031) (7,075,966)
NET INCREASE (DECREASE) IN FUND BALANCE $0 $0 $0
ALAMO COLLEGES
REVENUE BONDS
RETIREMENT OF INDEBTEDNESS FUND
Page 70
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Fiscal Year 2016-17 Annual Budget
ACCOUNT DESCRIPTION
2014-2015
BUDGET
2015-2016
BUDGET
2016-2017
BUDGET
INTEREST & SINKING FUND
REVENUES
TAX REVENUE - TRANSFERRED IN
$41,507,811 $41,262,411
$48,243,138
TOTAL REVENUES
$41,507,811
$41,262,411
$48,243,138
EXPENDITURES & TRANSFERS
959208-893901-82005-9425 PRINCIPAL PAYMENT - 2014
3,895,000
4,050,000
4,220,000
959208-893901-79005-9405 INTEREST PAYMENT - 2014
1,873,475 1,714,575
1,549,175
959207-893901-82005-9425
PRINCIPAL PAYMENT - 2011 4,080,000
4,245,000 1,640,000
959207-893901-79005-9405
INTEREST PAYMENT - 2011 1,955,012
1,798,713
1,672,813
959205-893901-82005-9425
PRINCIPAL PAYMENT - 2007
0 0
0
959205-893901-79005-9405 INTEREST PAYMENT - 2007
386,250
139,250 0
959204-893901-82005-9425
PRINCIPAL PAYMENT - 2006
1,395,000
1,460,000 1,520,000
959204-893901-79005-9405 INTEREST PAYMENT - 2006
1,002,764
938,689 390,745
959203-893901-82005-9425
PRINCIPAL PAYMENT - 2005 0 0
0
959203-893901-79005-9405 INTEREST PAYMENT - 2005 0
0
0
MAINTENANCE TAX NOTES - TOTAL
14,587,501
14,346,226 10,992,733
PRINCIPAL PAYMENT - 2016
13,425,000
INTEREST PAYMENT - 2016
3,211,668
959009-893901-82005-9425 PRINCIPAL PAYMENT - 2012
0 0
0
959009-893901-79005-9405
INTEREST PAYMENT - 2012 3,270,525
3,270,525 3,270,525
959008-893901-82005-9425
PRINCIPAL PAYMENT - 2007 A 1,255,000
1,320,000
1,395,000
959008-893901-79005-9405
INTEREST PAYMENT - 2007 A 1,748,888
1,679,863 1,607,263
959007-893901-82005-9425 PRINCIPAL PAYMENT - 2007 5,950,000
6,250,000 6,600,000
959007-893901-79005-9405
INTEREST PAYMENT - 2007 8,390,013 8,092,513
7,740,950
959006-893901-82005-9425
PRINCIPAL PAYMENT - 2006 A 1,225,000
1,275,000 0
959006-893901-79005-9405 INTEREST PAYMENT - 2006 A 2,194,956 2,145,956
0
959005-893901-82005-9425
PRINCIPAL PAYMENT - 2006 1,070,000
1,110,000 0
959005-893901-79005-9405
INTEREST PAYMENT - 2006 1,815,929 1,772,329 0
GENERAL OBLIGATION BONDS - TOTAL 26,920,310
26,916,185 37,250,406
TOTAL EXPENDITURES & TRANSFERS $41,507,811
$41,262,411
$48,243,138
NET INCREASE (DECREASE) IN FUND BALANCE
$0
$0
$0
NOTE: ANNUAL DEBT SERVICE PAYMENTS OF
WILL BE COMPRISED OF
(1) TAX REVENUES $41,507,811 $41,262,411 $48,243,138
(2) INTEREST INCOME $0
$0
$0
TOTAL $41,507,811
$41,262,411
$48,243,138
ALAMO COLLEGES
GENERAL OBLIGATION BONDS/MAINTENANCE TAX NOTES
RETIREMENT OF INDEBTEDNESS FUND
Page 71
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Fiscal Year 2016-17 Annual Budget
SUPPLEMENTAL INFORMATION
Page 72
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Fiscal Year 2016-17 Annual Budget
FY 2016-2017 Revenue Summary
ALAMO COLLEGES
FY2017 REVENUE SUMMARY
FORMULA REVENUE FOR BUDGET MODELS
DIST SAC SPC PAC NVC NLC TOTAL
State Appropriations 59,833,295 - - - - - 59,833,295
Veteran's Assistance Ctr. 4,450,000 - - - - - 4,450,000
State Paid Benefits 17,640,911 - - - - - 17,640,911
Tuition - (Exclude CE) - 27,888,869 16,737,115 13,680,534 23,239,065 9,889,715 91,435,297
Tuition - CE Reimbursable - - 291,345 - 165,233 58,500 515,078
Taxes 148,053,358 - - - - - 148,053,358
Other 3,156,600 - - - - - 3,156,600
Non Designated Auxiliary 973,000 - - - - - 973,000
Total Formula Revenue 234,107,164 27,888,869 17,028,460 13,680,534 23,404,298 9,948,215 326,057,539
NON-FORMULA REVENUE FOR ENTERPRISE ACTIVITIES
DIST SAC SPC PAC NVC NLC TOTAL
Instruction 47,935 945,300 1,525,135 2,622,200 94,100 4,500 5,239,170
Public Service 198,500 47,000 - - 5,000 - 250,500
Academic Support 458,098 3,000 1,500 3,500 51,000 21,300 538,398
Student Services 522,593 527,188 331,062 306,258 536,820 139,505 2,363,426
Designated Auxiliary - 220,000 173,500 1,352,431 - - 1,745,931
Non-Designated Auxiliary 2,210,000 - - - - - 2,210,000
Continuing Education 13,958,936 - 346,050 420,000 186,987 418,431 15,330,404
Designated Unrestricted - 313,770 97,497 70,500 15,000 8,000 504,767
Total Non-Formula Revenue 17,396,062 2,056,258 2,474,744 4,774,889 888,907 591,736 28,182,596
TOTAL REVENUES 251,503,226$ 29,945,127$ 19,503,204$ 18,455,423$ 24,293,205$ 10,539,951$ 354,240,135$
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Fiscal Year 2016-17 Annual Budget
FY 2016-2017 Formula Revenue Summary
ALAMO COLLEGES
FY2017 REVENUE BUDGET
FORMULA REVENUE FOR BUDGET MODELS
DIST SAC SPC PAC NVC NLC TOTAL
STATE APPROPRIATIONS
11X001 State Appropriations E & G 59,833,295 - - - - - 59,833,295
11X001 Veteran's Assistance Ctr. 4,450,000 4,450,000
239001 State Paid Benefits 17,640,911 - - - - - 17,640,911
TOTAL STATE APPROPRIATIONS 81,924,206 - - - - - 81,924,206
TUITION
Tuition
11X001 Tuition - Non Exempt - 20,916,651 12,552,836 10,260,400 17,429,299 7,417,286 68,576,473
11X001 Tuition - Exempt - 6,153,160 7,749,526 3,958,751 5,648,214 1,393,953 24,903,604
11X001 Tuition - Exempt Discounts - (6,153,160) (7,749,526) (3,958,751) (5,648,214) (1,393,953) (24,903,604)
11X001 Tuition Pledged (25%) - 6,972,217 4,184,279 3,420,133 5,809,766 2,472,429 22,858,824
Total Tuition and Tuition Pledged - 27,888,869 16,737,115 13,680,534 23,239,065 9,889,715 91,435,297
11X001 CE Tuit Reimbursable - - 291,345 - 165,233 58,500 515,078
TOTAL TUITION - 27,888,869 17,028,460 13,680,534 23,404,298 9,948,215 91,950,375
TAXES
11X001 M&O Current Tax Revenue 145,380,982 - - - - - 145,380,982
11X001 M&O Delinquent Tax Revenue 1,278,649 - - - - - 1,278,649
11X001 M&O Penalties & Interest 1,393,727 - - - - - 1,393,727
TOTAL TAXES 148,053,358 - - - - - 148,053,358
OTHER
11X001 Federal Revenue - IDC - SEOG 615,000 - - - - - 615,000
11X001 Returned Check Fee Revenue 50,000 - - - - - 50,000
11X001 Sales & Services Revenue 5,000 - - -
- - 5,000
11X001 Pledged Investment Income 400,000 - - - - - 400,000
11X001 Installment Payment Fee 900,000 - - - - - 900,000
11X001 Processing Fee 911,600 - - - - - 911,600
11X001 Transcript Fees 275,000 - - - - - 275,000
TOTAL OTHERS 3,156,600 - - - - - 3,156,600
NON-DESIGNATED AUXILIARY
13X001 AUX - Bookstore Commission 600,000 - - - - - 600,000
13X001 AUX - UPS Store Commissions 28,000 - - - - - 28,000
13X001
AUX - Vending Rev - Drinks Pledged
340,000 - - - - - 340,000
13X001 AUX - Copy Machine Rev Pledged 5,000 - - - - - 5,000
TOTAL NON-DESIGNATED AUX 973,000 - - - - - 973,000
TOTAL FORMULA REVENUES 234,107,164$ 27,888,869$ 17,028,460$ 13,680,534$ 23,404,298$ 9,948,215$ 326,057,539$
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Fiscal Year 2016-17 Annual Budget
FY 2016-2017 Non-Formula Revenue Summary
FY2017 REVENUE BUDGET
NON-FORMULA REVENUE FOR ENTERPRISE ACTIVITIES
DIST SAC SPC PAC NVC NLC TOTAL
11X001 Special Prog Tuition - 866,300 1,516,635 2,533,200 74,100 4,500 4,994,735
11X001 VCT Fee Revenue - - 8,500 14,000 20,000 - 42,500
11X001 Administrative Fee Revenue 3,000 - - - - - 3,000
11X001 Sales & Services Revenue - - - 70,000 - - 70,000
11X001 Seminars & Workshop Revenue - 17,000 - - - - 17,000
11X001 Miscellaneous Revenue 44,935 62,000 - 5,000 - - 111,935
TOTAL INSTRUCTION 47,935 945,300 1,525,135 2,622,200 94,100 4,500 5,239,170
11X001 Gym Rental Revenue - 45,000 - - - - 45,000
11X001
Facilities Rental Revenue
198,500 - - - 5,000 - 203,500
11X001
Sales & Services Revenue
- 2,000 - - - - 2,000
TOTAL PUBLIC SERVICE 198,500 47,000 - - 5,000 - 250,500
11X001 Library Fines 3,000 1,500 3,500 1,000 1,300 10,300
11X001 Facilities Rental Revenue 208,098 - - - - - 208,098
11X001
Administrative Fee Revenue
250,000 - - - - - 250,000
11X001
Sales & Services Revenue
- - - - 50,000 20,000 70,000
TOTAL ACADEMIC SUPPORT 458,098 3,000 1,500 3,500 51,000 21,300 538,398
11X003 Student Activity Fee - w/o Exemptions - 291,888 154,362 129,758 256,720 92,805 925,533
119001
Foreign Student Application Fee
30,000 - - 1,000 - - 31,000
11X001 Other Test Fee - 4,000 3,200 3,000 - 1,200 11,400
11X001 Prep Test Fee - - 500 - - - 500
11X001 TSI Test Fee - 100,000 90,000 35,000 106,000 30,000 361,000
11X001 TCEQ TX Com Environmental Qual Cert - 3,000 - - - - 3,000
11X001 CLEP Test Fee - 6,000 1,000 2,500 7,100 4,000 20,600
11X001 Correspondence Test Fee - 3,500 800 500 - 6,000 10,800
11X001 GED Certificates Test Fee - - 2,000 - - - 2,000
11X001 Accuplacer Test Fee 32,000 800 - 25,000 - - 57,800
11X001 Conference Fee Revenue 201,315 - - - - - 201,315
11X001 Sales & Services Revenue - 82,000 61,000 23,000 - - 166,000
11X001 Event Booth Rental Revenue - - - 70,000
- 4,000 74,000
11X001 ID Replacement - 6,000 1,200 1,500 2,000 1,500 12,200
11X001 Veterans Administration Revenue - 30,000 17,000 15,000 15,000 - 77,000
11X001 Miscellaneous Revenue 259,278 - - - 150,000 - 409,278
TOTAL STUDENT SERVICES 522,593 527,188 331,062 306,258 536,820 139,505 2,363,426
13X001 AUX - Child Care Revenue - 220,000 153,000 460,000 - - 833,000
133003 Administrative Fee Revenue - - - 500 - - 500
133001 Sales & Services Revenue - - 20,500 44,100 - - 64,600
133003 Auxiliary - Advertising Revenue - - - 2,000 - - 2,000
133003 Local City Contrib NAT Renew/Replac - - - 250,000 - - 250,000
133003 NAT - Open Swim Revenue - - - 40,000 - - 40,000
133003 NAT - Entry Fee Revenue - - - 40,000 - - 40,000
133003 NAT - Vendor Commissions - - - 2,000 - - 2,000
133003 NAT - Special Program Revenue - - - 478,831 - - 478,831
133003 NAT - Vending Machine Revenue - - - 5,000 - - 5,000
133003
Auxiliary -Ticket Sales/FundRaising
- - - 30,000 - - 30,000
TOTAL DESIGNATED AUXILIARY - 220,000 173,500 1,352,431 - - 1,745,931
13X001 AUX - Campus Access Fees 2,200,000 - - - - - 2,200,000
13X001 AUX - Parking Fines 10,000 - - - - - 10,000
TOTAL NON-DESIGNATED AUX 2,210,000 - - - - - 2,210,000
C.E.
11X001 CE Tuit Non-Reimburseable 4,433,095 - 95,000 250,000 51,192 139,477 4,968,764
11X001 CE Tuit Non-Reimb Contracts - - 43,050 - - - 43,050
11X001 Non-CE Tuit Contract Training 5,070,884 - 150,000 - - - 5,220,884
Total CE Tuition 9,503,979 - 288,050 250,000 51,192 139,477 10,232,698
11X001 CE Special Fee 4,454,957 - 58,000 170,000 135,795 278,954 5,097,706
Total CE Fees 4,454,957 - 58,000 170,000 135,795 278,954 5,097,706
TOTAL C.E. 13,958,936 - 346,050 420,000 186,987 418,431 15,330,404
17XXX Designated Unrestricted - 313,770 97,497 70,500 15,000 8,000 504,767
TOTAL Unrestrict Scholarships Interest I
- 313,770 97,497 70,500 15,000 8,000 504,767
TOTAL NON-FORMULA REVENUES 17,396,062$ 2,056,258$ 2,474,744$ 4,774,889$ 888,907$ 591,736$ 28,182,596$
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Fiscal Year 2016-17 Annual Budget
FY 2016-2017 Tuition Revenues by Semesters
FY 2017 Tuition Revenue by Semesters
SAC SPC
PAC
NVC NLC
TOTAL
TUITION
Non Exempt *
Fall
50001
12,183,535
7,192,389
6,046,534
10,470,782
4,439,155
40,332,396
Spring
50002
12,110,937
7,214,614
5,606,205 9,697,154
4,252,061
38,880,971
Summer
50003
3,594,396
2,330,112
2,027,795
3,071,128
1,198,499
12,221,931
Total
27,888,869
16,737,115 13,680,534
23,239,065
9,889,715
91,435,297
Dual Credit
Fall
50001
2,626,806 3,675,038
1,726,722
2,570,844
429,274
11,028,684
Spring
50002
2,003,513 2,978,899
1,464,365
1,974,505
399,682
8,820,964
Summer
50003
29,671
46,833
1,915
-
1,009
79,428
Total
4,659,990
6,700,770
3,193,002
4,545,349
829,965
19,929,076
Exempt Other
Fall
50001
673,208
443,906
352,675
518,324
252,810
2,240,923
Spring
50002
600,849
440,664
291,251
420,204
236,872
1,989,840
Summer
50003 219,113
164,186
121,823
164,337 74,306
743,765
Total
1,493,170
1,048,756
765,749
1,102,865
563,988
4,974,528
Total Tuition
Fall
50001
15,483,549
11,311,333 8,125,931
13,559,950
5,121,239
53,602,003
Spring
50002
14,715,299
10,634,177
7,361,821
12,091,863
4,888,615
49,691,775
Summer
50003 3,843,180
2,541,131
2,151,533
3,235,465
1,273,814
13,045,124
Total
34,042,029
24,486,641
17,639,285
28,887,279 11,283,668
116,338,901
EXEMPT TUITION DISCOUNTS
Dual Credit
Fall
51701
(2,626,806)
(3,675,038)
(1,726,722)
(2,570,844)
(429,274)
(11,028,684)
Spring
51702 (2,003,513)
(2,978,899)
(1,464,365)
(1,974,505)
(399,682)
(8,820,964)
Summer
51703
(29,671)
(46,833)
(1,915)
-
(1,009)
(79,428)
Total
(4,659,990)
(6,700,770)
(3,193,002)
(4,545,349)
(829,965)
(19,929,076)
Exempt Other
Fall
51705 (673,208)
(443,906)
(352,675)
(518,324)
(252,810) (2,240,923)
Spring
51706 (600,849)
(440,664) (291,251)
(420,204) (236,872)
(1,989,840)
Summer
51707 (219,113)
(164,186) (121,823)
(164,337) (74,306)
(743,765)
Total
(1,493,170)
(1,048,756) (765,749)
(1,102,865)
(563,988)
(4,974,528)
Total Tuition Discounts
Fall
5170X (3,300,014)
(4,118,944) (2,079,397)
(3,089,168) (682,084)
(13,269,607)
Spring
5170X
(2,604,362) (3,419,563) (1,755,616)
(2,394,709)
(636,554) (10,810,804)
Summer
5170X (248,784)
(211,019)
(123,738)
(164,337) (75,315)
(823,193)
Total
(6,153,160)
(7,749,526)
(3,958,751) (5,648,214)
(1,393,953) (24,903,604)
Total Tuition
27,888,869
16,737,115 13,680,534 23,239,065 9,889,715 91,435,297
* Non-Exempt tuition include tuition pledged (25%)
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Fiscal Year 2016-17 Annual Budget
Assessed Value and Tax Levy of Taxable Property
Tax Year 2015 Tax Year 2016 Estimate
(FY 16) (FY 17)
Market Value 141,045,649,577 153,172,848,560
Less Agricultural Exclusion (2,410,356,774)
(2,463,186,331)
Less Homestead Cap (1,637,115,987) (1,692,131,537)
Market Value Net of Agricultural Exclusion 136,998,176,816 149,017,530,692
Over 65 (3,155,586,298) (3,305,691,304)
Disabled/ Veterans (1,854,786,015)
(233,037,414)
Disabled Resident Homeowners & Other (6,703,512,887) (6,951,033,145)
Taxable Property Values
125,284,291,616
138,527,768,829
Less Freeze Taxable (13,097,374,366)
(14,935,715,160)
Taxable Property Values Less Freeze 112,186,917,250 123,592,053,669
Taxable Property Values Used For Effective Tax Rate 112,858,230,857 123,613,416,249
Taxable Value of New Properties 3,822,482,209 3,612,557,911
TIF's (170,310,586) (155,959,959)
M&O Taxes $132,979,101 $148,053,358
M&O Current Taxes Budgeted $133,646,658 $148,053,358
M&O Tax Rate 10.5300¢/$100
10.7760¢/$100
M&O Rollback Rate 10.5382¢/$100 10.8095¢/$100
Debt Service To Be Paid
$41,262,411 $48,243,138
Debt Service Requirement Net of Transfer $0 $0
Debt Service Tax Levy $41,262,411 $48,243,138
Debt Service Tax Rate 4.385¢/$100 4.139¢/$100
Total Tax Rate 14.9150¢/100 14.9150¢/100
Total Effective Tax Rate
13.6793¢/100 14.1766¢/100
Total Tax Rollback Rate 14.9535¢/100 15.0038¢/100
Source: Bexar County Appraisal District Certified Totals - ARB Approved Totals
2013 dated 7-19-13
2014 dated 7-19-14
2015 dated 7-24-15
2016 dated 7-23-16
ALAMO COLLEGES
ESTIMATED TAXABLE VALUES AND RATES 2016
COMPARISON WITH INFORMATION REGARDING AD VALOREM TAXES 2015
M&O Current Tax Levy and Current Taxes Budgeted for FY 2017 are projected levy adjusted by estimated
collections.
Page 77
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Fiscal Year 2016-17 Annual Budget
State Appropriations
The 84th Texas Legislature, for the biennium covering FY 2016 and FY 2017, allocated formula
funding to Public Community / Junior Colleges using the following three methodologies:
I. Core Operations - each of the fifty Public Community/Junior Colleges receives $500,000 to fund
core operations each year of the biennium.
II. Contact Hours - 90% of formula funding is allocated based upon certified contact hours generated
in the previous academic year. The base year for funding Academic/Vocational/Technical contact
hours is Summer 2014, Fall 2014 and Spring 2015. For reimbursable Continuing Education contact
hours, the base year is 3rd, 4th and 1st quarter of 2014 and 2nd quarter of 2015.
III. Outcomes-Based (Student Success) - 10% of formula funding is allocated based on each community
college's points earned from a three-year average of student completion of certain, defined metrics
See State Appropriations Exhibit 1 for details on the Student Success metrics.
FORMULA FUNDING APPROPRIATIONS
FY 2016
FY2017
84th Leg. TOTAL
CORE OPERATIONS 500,000$ 500,000$ 1,000,000$
CONTACT HOUR FUNDING 52,797,732$ 52,797,731$ 105,595,463$
STUDENT SUCCESS 6,653,203$ 6,653,203$ 13,306,406$
TOTAL 59,950,935$ 59,950,934$ 119,901,869$
VETERANS ASSISTANCE CENTER
4,450,000$ 4,450,000$ 8,900,000$
TOTAL APPROPRIATED FUNDS 64,400,935$ 64,400,934$ 128,801,869$
CONTACT HOURS (BASE PERIOD - SUMMER 2014, FALL 2014, AND SPRING 2015)
ACADEMIC 15,807,288
TECHNICAL/VOCATIONAL 3,533,776
CONTINUING EDUCATION 573,755
TOTAL 19,914,819
STUDENT SUCCESS POINTS
THREE-YEAR WEIGHTED AVG - ALAMO 77,101
STATE-WIDE 1,011,629
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Fiscal Year 2016-17 Annual Budget
State Appropriations Exhibit 1
84th Texas Legislature, Sentate Bill 1, Article III
PUBLIC COMMUNITY/JUNIOR COLLEGES
Metric
Points
Student successfully completes developmental education 1.0
in mathematics
Student successfully completes developmental education 0.5
in reading
Student successfully completes developmental education 0.5
in writing
Student completes first college-level mathematics course 1.0
with a grade of "C" or better
Student completes first college-level course designated as 0.5
reading intensive with a grade of "C" or better
Student completes first college-level course designated as 0.5
writing intensive with a grade of "C" or better
Student successfully completes first 15 semester credit 1.0
hours at the institution
Student successfully completes first 30 semester credit 1.0
hours at the institution
Student transfers to a General Academic Institution after 2.0
successfully completing at least 15 semester credit hours
at the institution
Student receives from the institution an associate's degree, 2.0
a Bachelor's degree, or a certificate recognized for this
purpose by the Coordinating Board in a field other than
Science, Technology, Engineering and Mathematics
(STEM), or Allied Health.
Student receives from the institution an associate's degree, 2.25
a Bachelor's degree, or a certificate recognized for this
purpose by the Coordinating Board in the fields of Science,
Technology, Engineering or Mathematics (STEM), or
Allied Health
19.
Instruction and Administration Funding (Outcomes-Based Model). Formula
funding is allocated among Public Community/Junior Colleges based upon certified
contact hours generated in the previous academic year. Ten percent of formula
funding is allocated based on each community college's points earned from a three-
year average of student completion of the following metrics:
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Fiscal Year 2016-17 Annual Budget
State Appropriation Allocation Distribution
ALAMO COLLEGES
FY 2016 STATE APPROPRIATION ALLOCATION DISTRIBUTION
BASE YEAR CONTACT HOURS - ( Summer I/II 2014, Fall 2014, and Spring 2015)
SAC SPC PAC NVC NLC TOTAL
Resident Instruction Rate
Rate
Funded
Contact Hours Dollar Amount
Contact
Hours
Dollar Amount
Contact
Hours
Dollar Amount
Contact
Hours
Dollar Amount
Contact
Hours
Dollar
Amount
Contact Hours Dollar Amount
1
Agriculture $9.95 $2.66 26,520 70,613 15,771 41,993 10,927 29,093 20,094 53,503 6,968 18,553 80,280 213,755
2
Architecture and Precision Production Trades $10.04 $2.69 36,041 96,831 21,433 57,585 14,849 39,896 27,308 73,369 9,469 25,441 109,101 293,122
3
Biology, Physical Sciences, and Science
Technology
$8.99 $2.41 789,743 1,899,903 469,655 1,129,860 325,386 782,790 598,390 1,439,561 207,498 499,183 2,390,672 5,751,296
4
Business management, Marketing, and
Administrative Services
$8.96 $2.40 298,848 716,547 177,723 426,126 123,130 295,228 226,438 542,929 78,520 188,266 904,659 2,169,097
5
Career Pilot $35.26 $9.44 5,349 50,470 3,181 30,014 2,204 20,794 4,053 38,241 1,405 13,261 16,192 152,781
6
Communications $9.76 $2.61 77,839 203,299 46,291 120,901 32,071 83,762 58,979 154,040 20,452 53,415 235,632 615,418
7
Computer and Information Sciences $10.74 $2.87 206,140 592,452 122,590 352,327 84,933 244,099 156,193 448,902 54,162 155,662 624,018 1,793,442
8
Construction Trades $11.16 $2.99 16,953 50,629 10,082 30,109 6,985 20,860 12,845 38,362 4,454 13,302 51,320 153,263
9
Consumer and Homemaking Education $9.58 $2.56 186,375 477,794 110,836 284,141 76,790 196,858 141,217 362,025 48,969 125,536 564,187 1,446,354
10
Engineering $14.20 $3.80 14,572 55,373 8,666 32,930 6,004 22,814 11,041 41,956 3,829 14,549 44,112 167,622
11
Engineering Related $9.83 $2.63 104,282 274,314 62,016 163,133 42,966 113,022 79,015 207,848 27,399 72,074 315,677 830,391
12
English Language, Literature, Philosophy,
Humanities, and Interdisciplinary
$9.45 $2.53 1,142,251 2,888,546 679,290 1,717,801 470,625 1,190,126 865,486 2,188,658 300,116 758,940 3,457,768 8,744,072
13
Foreign Languages $8.80 $2.35 196,852 463,562 117,066 275,677 81,106 190,995 149,155 351,242 51,721 121,797 595,900 1,403,273
14
Health Occupations - Dental Assisting,
Medical Lab, and Associate Degree Nursing
$14.26 $3.82 121,560 463,869 72,291 275,860 50,085 191,121 92,106 351,475 31,939 121,878 367,980 1,404,203
15
Health Occupations - Dental Hygiene $20.04 $5.36 0 0 0 0 0 0 0 0 0 0 0 0
16
Health Occupations - Other $11.66 $3.12 215,912 673,691 128,401 400,640 88,959 277,571 163,597 510,457 56,729 177,006 653,598 2,039,367
17
Health Occupations - Respiratory Therapy $16.00 $4.28 14,271 61,102 8,487 36,337 5,880 25,175 10,813 46,297 3,750 16,054 43,200 184,965
18
Health Occupations - Vocational Nursing $12.04 $3.22 90,107 290,316 53,586 172,649 37,126 119,615 68,274 219,973 23,675 76,278 272,768 878,832
19
Mathematics $8.92 $2.39 879,020 2,098,214 522,748 1,247,795 362,170 864,497 666,035 1,589,821 230,955 551,287 2,660,928 6,351,613
20
Mechanics and Repairers - Automotive $11.08 $2.97 81,574 241,867 48,511 143,837 33,610 99,653 61,809 183,263 21,433 63,548 246,936 732,167
21
Mechanics and Repairers - Diesel, Aviation
Mechanics, and Transportation Workers
$11.30 $3.02 76,472 231,241 45,477 137,517 31,507 95,275 57,943 175,212 20,092 60,756 231,491 700,001
22
Mechanics and Repairers - Electronics $10.01 $2.68 10,888 29,166 6,475 17,345 4,486 12,017 8,250 22,099 2,861 7,663 32,960 88,289
23
Physical Education and Fitness $11.41 $3.05 94,716 289,198 56,327 171,984 39,024 119,154 71,767 219,126 24,886 75,984 286,720 875,447
24
Protective Services and Public Administration $9.90 $2.65 192,894 511,023 114,713 303,902 79,475 210,549 146,156 387,203 50,681 134,267 583,920 1,546,944
25
Psychology, Social Sciences, and History $8.29 $2.22 1,322,024 2,932,782 786,199 1,744,108 544,694 1,208,352 1,001,700 2,222,176 347,350 770,563 4,001,968 8,877,981
26
Visual and Performing Arts $11.10 $2.97 377,527 1,121,391 224,513 666,884 155,547 462,031 286,053 849,681 99,192 294,636 1,142,832 3,394,622
Total 6,578,729 16,784,193 3,912,329 9,981,455 2,710,539 6,915,349 4,984,718 12,717,421 1,728,503 4,409,899 19,914,819 50,808,316
Percentage of Total Dollar Amount 33.03% 19.65% 13.61% 25.03% 8.68% 100.00%
Add: 10% for funding for critical fields 1,989,416
Add: Core Operations 500,000
Add: Student Success 6,653,203
59,950,935
FY14 State Appropriation Distribution 19,804,396 11,777,552 8,159,720 15,005,836 5,203,431 59,950,935
Source: Rates per Base Period Contact Hours - Texas Higher Education Coordinating Board (THECB)
Base Year Contact Hours (Summer 2012, Fall 2012, and Spring 2013) - District Institutional Research and Effectiveness Services (IRES) Office 26.76%
Allocated State Funding
Actual rate of funding % (according to THECB)
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Fiscal Year 2016-17 Annual Budget
Base Period Contact Hour Rates by Discipline
Over the last four biennia, the Legislature has not fully funded the THECB’s formula funding recommendation
for the fifty community college districts. The recommendation traditionally was total costs from the prior audited
financial statement, reduced by the amount of tuition and fees paid to the community college. As noted below,
there has been a steady decline in the level of support provided by the Legislature. This trend is expected to
continue given the state’s financial condition.
Fiscal Years by
Legislative Session
Percent of the THECB Formula Funding
Recommendation approved by the Legislature
2016-2017
27 percent
2014-2015
30 percent
2012-2013
49 percent
2010-2011
69 percent
2008-2009
75 percent
The table below represents the decline in contact hour reimbursements by the 26 disciplines for the 2014-2015
and 2016-2017 Biennium, for the remaining costs not covered by tuition and fees.
DISCIPLINE
2014-15
Biennium
Adjusted
Rate
2016-17
Biennium
Adjusted
Rate
1
Agriculture 9.06$ 2.72$ 9.95$
2.66$
2
Architecture and Precision Production Trades 9.40$
2.82$ 10.04
$
2.69$
3
Biology, Physical Sciences, and Science Technology
7.81$
2.34$ 8.99$ 2.41$
4
Business Management, Marketing, and Administrative Services 7.77$ 2.33$ 8.96$ 2.40
$
5
Career Pilot
29.27$ 8.78$
35.26$
9.44$
6
Communications 8.86$
2.66$ 9.76$ 2.61$
7
Computer and Information Sciences 9.48$ 2.84$ 10.74$
2.87$
8
Construction Trades 9.48$ 2.84$ 11.16
$
2.99$
9
Consumer and Homemaking Education 8.32$ 2.49$ 9.58$ 2.56$
10
Engineering 15.65$ 4.69$ 14.20$ 3.80$
11
Engineering Related
8.80$ 2.64$
9.83$
2.63$
12
English Language, Lit, Philosophy, Humanities, & Interdisciplinary 8.49$
2.55$ 9.45$ 2.53$
13
Foreign Languages 7.60$ 2.28$ 8.80$ 2.35$
14
Health Occupations - Dental Assistants, Medical Lab, and Assoc. Degree Nursing 12.79$ 3.83$ 14.26$ 3.82$
15
Health Occupations - Dental Hygiene 19.30$ 5.79$ 20.04$ 5.36$
16
Health Occupations - Other 10.13$ 3.04$ 11.66$ 3.12$
17
Health Occupations - Respiratory Therapy 13.99$ 4.19$ 16.00$ 4.28$
18
Health Occupations - Vocational Nursing 10.16$ 3.05
$
12.04$
3.22$
19
Mathematics 7.80$ 2.34$ 8.92$ 2.39$
20
Mechanics and Repairers - Automotive 9.69$ 2.91$ 11.08$ 2.97$
21
Mechanics and Repairers - Diesel, Aviation Mechanics, and Transportation Workers 10.46$
3.14$ 11.30$ 3.02$
22
Mechanics and Repairers - Electronics 8.73$ 2.62$ 10.01$ 2.68$
23
Physical Education and Fitness 9.43$ 2.83$ 11.41$
3.05$
24
Protective Services and Public Administration 8.68$ 2.60$ 9.90$ 2.65$
25
Psychology, Social Sciences, and History 7.16$ 2.15$ 8.29
$
2.22$
26
Visual and Performing Arts 9.56$ 2.87$ 11.10$ 2.97$
Weighted Average, based on Alamo Colleges base year contact hours 8.54$ 2.56$ 9.69$ 2.59$
FY16/17 Base Period = Summer 2014, Fall 2014, and Spring 2015; FY14/15 = Summer 2012, Fall 2012 and Spring 2013
Source: Texas Higher Education Coordinating Board (THECB)
0.29981667314
0.26759996685
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Fiscal Year 2016-17 Annual Budget
Contact Hours
Fiscal Year Academic Voc Tech Total Inc / Dec
98 - 99 10,690,658 4,095,296 14,785,954 -1.2%
99 - 00 11,074,104 4,153,995 15,228,099 3.0%
00 - 01 11,605,418 4,128,811 15,734,229 3.3%
01 - 02 12,898,748 4,406,206 17,304,954 10.0%
02 - 03 14,228,315 4,633,550 18,861,865 9.0%
03 - 04 14,986,560 4,788,453 19,775,013 4.8%
04 - 05 15,035,056 4,941,776 19,976,832 1.0%
05 - 06 14,771,648 4,760,436 19,532,084 -2.2%
06 - 07 15,057,632 4,567,944 19,625,576 0.5%
07 - 08 15,499,262 4,479,415 19,978,677 1.8%
08 - 09 16,578,880 4,564,484
21,143,364 5.8%
09 - 10
18,845,612 5,065,508 23,911,120 13.1%
10 - 11 18,969,648 4,838,908 23,808,556 -0.4%
11 - 12
17,767,584
4,568,491 22,336,075
-6.2%
12 - 13
16,850,656 4,345,555 21,196,211 -5.1%
13 - 14 16,338,384 4,126,465 20,464,849 -3.5%
14 - 15 15,932,152 4,008,405
19,940,557 -2.6%
15 - 16
16,192,256 3,621,694
19,813,950 -0.6%
Program (Recent): CBM004 ODS - SCH and CH.egp and CBM00C ODS - CH.egp
Source: CBM004 and CBM00C Certified Data - District IRES Office
Excel File: Funded CH and Unduplicated HC by FY
Note: Voc Tech includes Continuing Education Contact Hours.
Note: Preliminary data does not include Continuing Education Contact Hours for quarter 4.
FUNDED CONTACT HOURS
ALAMO COMMUNITY COLLEGE DISTRICT
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Fiscal Year 2016-17 Annual Budget
Headcount vs. Enrollment
The table on the following page was developed to give a comprehensive view of student counts at Alamo
Colleges. The three primary data points are:
Total Unduplicated at Census Date: For officially certified student counts the Census Date is used. Census Date
is defined as the official day of record that public higher education institutions must determine the enrollments
that qualify to be reported to the Texas Higher Education Coordinating Board for state reimbursement. Also
referred to as Official Reporting Date (ORD). For fall and spring semesters, it is the 12
th
class day. For summer
semesters, it is the 4th class day.
Total Unduplicated with Flex II: For planning purposes, however, student data for the additional parts of term
(Flexible Entry) after Census Date are useful in providing a complete look at a given term. Flexible Entry means
an institution can report and be funded for semester credit/contact hours in classes that were not organized by
the census date (universities) or did not have its census date until after the census date of the term (CTC) but
otherwise met the state-mandated funding requirements.
Total Duplicated – Budget View: The last segment of the data is reported for internal planning purposes.
Duplicated headcount means a student takes course at multiple colleges in the Alamo College’s system. This
duplication impacts ratios and other data that drive funding based on where a student attends class, referred
to as the College of Attendance. For budget purposes, Student Services and Advising are two key areas within
Alamo Colleges that are funded based on the College of Attendance.
Additionally, for Alamo Colleges, the definitions below provide the difference in terminology between
‘Headcount’ and ‘Enrollment’:
Student headcount
• “Unduplicated” counts of students
• Actual number of individual students enrolled
• Students only counted once, even if enrolled in multiple courses
Student enrollment
• “Duplicated” student number
• Number of students enrolled in the number of courses, not the actual number of individual students
• Students counted for each course in a term – if enrolled in two courses then counted twice, three course
counted three times, etc.
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Fiscal Year 2016-17 Annual Budget
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Fiscal Year 2016-17 Annual Budget
Unduplicated Headcount Enrollment
ALAMO COMMUNITY COLLEGE DISTRICT
UNDUPLICATED HEADCOUNT - CREDIT ONLY
Fiscal Year Total* Inc / Dec
95 - 96 55,206
96 - 97 58,327 5.7%
97 - 98
58,909 1.0%
98 - 99 57,403 -2.6%
99 - 00 59,107 3.0%
00 - 01 60,435
2.2%
01 - 02 64,195 6.2%
02 - 03 66,215 3.1%
03 - 04 69,050 4.3%
04 - 05 69,909 1.2%
05 - 06 68,473 -2.1%
06 - 07 69,257 1.1%
07 - 08 71,074 2.6%
08 - 09 75,971 6.9%
09 - 10 83,673 10.1%
10 - 11 83,189 -0.6%
11 - 12 78,122 -6.1%
12 - 13 74,666 -4.4%
13 - 14 72,035 -3.5%
14 - 15 71,498 -0.7%
15 - 16
71,984 0.7%
Program (Recent): CBM001 ODS - Unduplicated Full Term (FY 2012 and up).egp
Source: CBM001 Data - District IRES Office
Excel File: Funded CH and Unduplicated HC by FY
* Unduplicated Total is based on ID as reported to the THECB.
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Fiscal Year 2016-17 Annual Budget
Ten Year Trend of Revenue Sources
ALAMO COLLEGES
10 YEAR COMPARISON OF REVENUES
FISCAL STATE
LOCAL TUITION
YEAR
FUNDING (1) * % TAXES % & FEES (2) %
OTHER (3) % TOTAL
2007-2008 (5)
87,317,846 34.11% 79,277,313 30.97% 78,265,201
30.57% 11,128,909 4.35% 255,989,269
2008-2009 (5) 87,947,041 32.70%
88,412,612 32.87% 83,452,604 31.03% 9,135,448
3.40% 268,947,705
2009-2010 (5) 90,134,871
30.88% 89,615,404 30.71% 103,371,926 35.42% 8,719,428
2.99% 291,841,629
2010-2011 (5) 85,942,117 30.03%
93,559,514 32.70% 98,756,325 34.51% 7,899,646 2.76% 286,157,602
2011-2012 (5) 77,777,498 27.37% 95,326,911 33.55% 100,344,216 35.32%
10,689,660 3.76% 284,138,285
2012-2013 (5) 75,997,901 26.09% 104,270,919 35.79% 101,916,100
34.98% 9,148,391 3.14% 291,333,311
2013-2014 (5)
77,019,978 26.12% 110,490,520 37.46% 96,714,128 32.79% 10,694,343
3.63% 294,918,969
2014-2015 (5) 77,540,886
25.46% 119,772,762 39.33% 96,658,002 31.74% 10,589,061 3.48% 304,560,711
2015-2016 (4)
79,200,935 24.12% 132,346,658 40.31% 105,841,579 32.24% 10,945,068 3.33% 328,334,240
2016-2017 (4)
81,924,206 23.13% 148,053,358 41.79% 113,699,147 32.10% 10,563,424 2.98% 354,240,135
(1) INCLUDES FUNDS FOR DEVELOPMENTAL EDUCATION Note: State Funding (1) includes State Paid Benefits for All Years
(2) NET TUITION AND FEES * 2015-2016 and 2016-2017 State Funding includes Veteran's Assistance Center $4.5M per year
(3) INCLUDES GROSS AUXILIARY REVENUES
(4) PER BUDGET
(5) ACTUAL REVENUES PER AUDITED FINANCIAL REPORT
Source: Annual Financial Reports - Schedules A and C
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Fiscal Year 2016-17 Annual Budget
Budget Process and Budget Calendar
For the ninth year in a row, Alamo Colleges has developed its Instruction & General Operating Budget based
on a workload-driven model. This budgeting model, linked to the Strategic Plan and the defined Strategic
Initiatives as approved by the Board of Trustees, provides formula funding allocations based primarily on the
average class size, workload-based staffing units, average salary, forecasted contact hour growth, and costs
per contact hour. Non-formula funding and auxiliary are allocated based on revenue projections. The chart
below depicts the major areas within each of the revenue and expense categories.
Budget planning at the district and college level is an annual process. This process includes (1) the development
of revenue and expense allocations via the workload budget allocation model (“Workload Budget Allocation
Model,”) followed by (2) the budget’s detailed organizational account distribution process undertaken at the
college- and district-levels (“Budget Distribution”).
Significant steps in the budget annual process leading up to the presentations of the Preliminary Budget and
Final Budget to the Board of Trustees are summarized, as follows.
Formula Funded
•State Appropriations
•
Property Taxes
•Tuition and Fees
Non-Formula
Funded
•Special Program
Tuition
•VCT
•Facilities Rental
•Library Fees
•Student Activities Fee
•Testing Fees
•Non-Reimbursable CE
Auxiliary
•Bookstore
•Vending
•Child Care Fees
•Natatorium Charges
Other
• Scholarships and
Financial Aid
• P
lanetarium Fees
• Fine Arts Academy
Formula Funded
•I
nstruction
•Academic Support
•Student Services
•Institutional Support
•Operations & Maint.
Non-Formula
Funded
•Special
Programs
•Distance Learning
•Facilities Rental
•Library Books
•Student Activities
•Testing
•Non-Reimbursable CE
Auxiliary
•Child Care Centers
•Natatorium
•Faculty Senate & Staff
Council
•Food Service
•Bad Debt
Other
•Scholarships and
Financial Aid
•Plant Funds
•Planetarium
•Fine Arts Academy
REVENUE
EXPENSES
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Fiscal Year 2016-17 Annual Budget
The budget planning process undertaken to develop the FY 2016-2017 Budget included several meetings
with the Board of Trustees and college constituencies. A timeline reflecting Board meetings and retreats held
as part of this fiscal year’s budget-building process follows.
Timeline Workload Budget Allocation – Board Approval Budget Distributions – Colleges/Dept
November
The Alamo Colleges’ District Budget Office coordinates preliminary
projections for revenues.
Board Strategic Planning Retreat
March
In March, The District Budget Office coordinates projections for
enrollment, revenue and other key data elements, in collaboration
with the campus budget officers.
Colleges provide Contact Hour, Enrollment,
and non-formula revenue projections.
April/May
The District Budget Office and the Colleges develop detailed
budgets.
• On April 10th - Initial operating expense budget
allocations generated by the model are distributed to each
of the colleges and the district-level units
• By May 11, 2016 – Colleges and Departments verified
positions for new budget year.
• May 17, 2016 – Board of Trustees approved annual
compensation increase for faculty, staff and administrators
• By May 20, 2016 – Colleges and Departments load non-
labor information into detailed department level budgets.
Colleges and departments finalize
employee position listings and begin
preliminary work on the development of
detailed unit budgets, area budgets, and
college budgets begins, based on (1) a
review of previous fiscal year approved
budgets, (2) unit/department needs, (3)
educational needs and (4) college
objectives. All of these budgets are
based on actions plans, which are linked to
the approved strategic plan and strategic
initiatives.
June
The Alamo Colleges’ District Budget Office
• Balances the FY17 Working Operating Budget to
preliminary allocations.
• Drafts preliminary FY17 Staffing Management Plan
• Receives Chancellor approval of phase 1 “critical hires”
by stakeholders and finalizes budget
July
Board of Trustees Budget Retreat: Presentation and review of Fiscal
Year 2017 Operating Budget.
Board Approval of Fiscal Year 2017 Operating Budget
August
Finalize Banner detailed department budgets and roll non-labor to
“production” to allow early FY17 purchase orders in preparation for
Fall term.
Board Approval of Fiscal Year 2017 All Funds Budget
Colleges and Departments finalize Budget
and non-labor allocations.
September
After final FY16 payroll run – FY17 positions are “active” in Banner
HR and feed labor budgets to Finance production budgets.
Budgets loaded into Banner Finance
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Fiscal Year 2016-17 Annual Budget
Date Meeting Topic
November 14, 2015 Board Retreat Initial Forecast of FY 2016 - 2017 Budget
April-June Budget Development Labor & Non-labor budgets entered and balanced in Banner
July 12, 2016 Board Retreat Approval of FY 2016 - 2017 Budget Presentation
August 9, 2016 Audit, Budget & Finance Committee Approval of FY 2016 - 2017 All Funds Budget
August 11, 2016 Non-Labor Budget Load Non-labor budgets for FY2017 available in Banner Finance
August 16, 2016 Regular Board Meeting Final Approval of FY 2016 - 2017 All Funds Budget
September 20, 2016 Labor Budget Load Labor/position budgets for FY2017 available in Banner Finance
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Fiscal Year 2016-17 Annual Budget
Workload-Driven Budgeting Model – Step One of Budget Process
The methodology of the workload-driven budgeting model used by the Alamo Colleges is based on the previous
work conducted by the National Center of Higher Education for Management Systems (NCHEMS) to develop a
national model. The state of Texas, through the Texas Higher Education Coordinating Board (THECB), uses a
model with many similar features.
This budgeting model allows for the calculation of an allocation for instructional faculty staffing at each of the
colleges, based on past enrollment activity by discipline and additional projected enrollments. It also allows
for the calculation of allocations for academic support, student services, institutional support, and operations
and maintenance.
The model’s methodology is contingent on the use of certified and audited financial and enrollment data as
compiled by the THECB. This ensures the use of standardized criteria in the calculation of allocations for each
of the colleges and allows for a transparent, fair and equitable approach to funding. Specific cost drivers used
in the model are listed below. Each of these cost drivers is critical to ensuring fair and equitable allocations.
1. Target Class Size by Discipline
a. Average Class Size was taken a step further in the FY 2014-2015 model, by expanding the
data and calculation into three categories: classroom, clinical, and lab.
b. Each category, by definition, has a different class size structure; to more accurately and
equitably allocate funds for instruction, the faculty staffing was determined at a more
appropriate level of detail, using contact hours by each category and discipline.
c. The Average Class Size by category used in the allocation: Classroom (25.63), Clinical (10.61),
Lab (17.20)
d. Overall, the Target Average Class Size remains at 25.01
2. Contact Hours per Faculty Staffing Unit
3. Faculty Staffing Units per College
4. Projected FY17 Annual Contact Hours by Discipline
5. Projected Fall 2016 Enrollment
Beginning FY2016-2017, the workload-driven budgeting model separates St. Philip’s College (SPC) into the
Martin Luther King campus (MLK), which provides primarily academic courses, and the Southwest Campus
(SWC), which specializes in technical education and industrial training. This separation allows for a more
equitable allocation of funds between the academic and technical campuses based on the enrollment and
contact hour categories and disciplines.
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Fiscal Year 2016-17 Annual Budget
FY 2016-2017 Budget Model Summary
SAC MLK SWC
PAC NVC
NLC TOTAL COLLEGES DISTRICT
TOTAL
FY16 Model w/o CE Ch 43,187,970
28,177,831 0 18,312,148
29,985,542 10,778,988
130,442,479 93,049,970 223,492,449
FY17 Model
47,043,565 26,080,949 4,136,192
19,800,888 32,903,659 11,964,422
141,929,677 87,366,090
229,295,767
Variance 3,855,596 (2,096,882)
4,136,192 1,488,740 2,918,117
1,185,435 11,487,198
(5,683,880) 5,803,318
FY16 Model (less CE Consolidated move) w/o CE CH
3,669,853 4,239,817 6,004,616
1,019,453 2,000,230
16,933,969 7,128,162 24,062,131
FY17 Model
2,056,258 2,574,744 0
4,774,889 888,907 591,736
10,886,534 7,761,827 18,648,361
Variance (A)
(1,613,595) (1,665,073)
0 (1,229,727)
(130,546) (1,408,494) (6,047,435)
633,665 (5,413,770)
FY16 Model w/o CE Ch
1,190,000 930,000
410,000 590,000
180,000 3,300,000 0 3,300,000
FY17 Model 1,084,607 567,089
86,031 436,819 839,679
285,775 3,300,000 0
3,300,000
Variance (A) (105,393) (362,911) 86,031
26,819 249,679 105,775 0
0 0
FY16 Model w/o CE Ch
48,047,822 33,347,649 0 24,726,764
31,594,995 12,959,218 150,676,448 100,178,132
250,854,580
FY17 Model
50,184,430 29,222,782 4,222,223 25,012,596 34,632,245 12,841,934 156,116,211
95,127,917 251,244,128
Variance (A) 2,136,608
(4,124,866) 4,222,223 285,831
3,037,250 (117,284) 5,439,763
(5,050,215) 389,548
4%
-12% 0% 1%
10% -1% 4% 0%
Compensation Increase 2,031,944
1,144,638 92,698
849,145
1,167,910
557,734
5,844,069 2,039,695
7,883,764
IT and Communications 3,551,701 2,376,055 0
1,674,015 2,467,504 945,469 11,014,744 (11,014,744) 0
Preventive Maintenance
0 0 14,500,000 14,500,000
Mandatory and Contractual
0 0 33,944,897 33,944,897
Fringe Benefits 11,634,260 7,689,847 0
5,107,496 7,092,788 3,035,503 34,559,894 18,109,584
52,669,478
Fringe Benefits - Comp Increase 296,091 166,267 14,309 124,271
169,068 80,202 850,208 302,487
1,152,695
Fringe Benefits - Vacancy Credit (203,774) (206,419) 0
(132,168) (105,563) (68,405) (716,329) (313,353) (1,029,682)
Auxiliary - Natatorium (Facilities, Utilities, DPS), Food Service 0
0 0 0 0 0 0
240,455 240,455
Strategic Initiatives/Efficiencies/Overlays - Vacancy Credit (694,890) (703,912)
0 (450,706) (359,980) (233,270) (2,442,758) (1,068,568)
(3,511,326)
Strategic Initiatives/Efficiencies/Overlays - Student Success 205,000
246,000 0 246,000 205,000 205,000 1,107,000 995,415
2,102,415
Balancing Adjustment 5,219 2,282 0 0
0 0 7,501 0 7,501
Total Operating Expense Budget 67,009,981 39,937,540 4,329,231 32,430,649 45,268,972 17,364,167 206,340,540 152,863,785
359,204,325
NEW: Full District allocation
49,643,174 29,587,029 3,207,235 24,025,680
33,536,727 12,863,940 152,863,785 (152,863,785) 0
Fully Distributed FY17 Budget 116,653,156 69,524,569 7,536,466 56,456,328 78,805,700 30,228,106
359,204,325 0 359,204,325
(A) Continuting Education has been consolidated in DSO. CE Contact Hours are removed in the FY17 Workload model
ALAMO COMMUNITY COLLEGE DISTRICT
Capital Budget
Total for College/District Detailed Budget Allocation
Mandatory and Contractual and Other (non-discretionary)
FY 2017 WORKLOAD-DRIVEN BUDGET MODEL SUMMARY
TOTAL EDUCATIONAL AND GENERAL FUNCTIONAL CATEGORIES (Formula)
Non-Formula Funding
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Fiscal Year 2016-17 Annual Budget
Key Drivers SAC SPC SWC PAC NVC NLC TOTAL COLLEGES
Budget Fall 2015 (FY16) 20,725 11,942 0 9,408 16,459 5,422 63,956
Actual Fall 2015 (FY16) per College input
20,467 11,583 910 9,814 17,504 5,504 65,782
Impact of True up to Actual (258) (359) 910 406 1,045 82 1,826
Budget Fall 2015 (FY16) 20,725 11,942 0 9,408 16,459 5,422 63,956
Budget Fall 2016 (FY17) per college input 20,976 12,477 969 10,821 18,086 6,271 69,600
Budget Variance FY16 vs FY17 251 535 969 1,413 1,627 849 5,644
8.8%
Budget FY16 (Spring-Fall 2015)
5,991,480 3,607,902 0 2,413,030 4,638,472 1,578,652
18,229,536
Actual FY16 (Fall 15,Spring 16, Summer 16)
5,801,648 3,507,232 0 2,540,664 4,810,256 1,544,896
18,204,696
(B)
Impact of True up to Actual (189,832) (100,670) 0 127,634 171,784 (33,756) (24,840)
-0.1%
Budget FY16 (Spring-Fall 2014) 5,991,480 3,607,902 0 2,413,030 4,638,472 1,578,652 18,229,536
Budget FY17 (Spring-Fall 2015) per College Input 5,747,389 3,356,416 509,192 2,649,499 4,807,255 1,735,944 18,805,696
Budget Variance FY16 vs FY17 (244,091) (251,485) 509,192 236,469 168,783 157,292 576,160
3.2%
FY16 Model (25 Avg Class Size) 631 425 0 258 449 146 1,909
FY17 Model ( 25 Avg Class Size) 676 384 63 267 461 154 2,006
Variance 46 (41) 63 10 12 8 97
5.1%
Educ. & General by Category SAC MLK SWC PAC NVC NLC TOTAL COLLEGES DISTRICT TOTAL
Instruction 29,333,058 16,318,170 2,911,370 11,788,605 19,563,820 6,652,795 86,567,819 615,000 87,182,819
Academic Support 5,308,249 3,004,751 501,425 2,241,165 3,643,745 1,323,022 16,022,358 591,451 16,613,809
Student Support 7,621,030 4,008,261 309,731 3,547,760 6,408,247 2,351,889 24,246,919 8,791,662 33,038,581
Institutional Support 4,781,228 2,749,767 413,667 2,223,357 3,287,846 1,636,716 15,092,581 53,388,690 68,481,271
Maintenance & Operations 0 0 0 0 0 0 0 23,979,287 23,979,287
Total Formula Funding 47,043,565 26,080,949 4,136,192 19,800,888 32,903,659 11,964,422 141,929,677 87,366,090 229,295,767
(B) Spring '16 is Preliminary Term; Summer '16 is Census as the Term file is not available.
Contact Hours (excluding CE, Dual Credit/Off Campus and Gateway)
Fall Enrollment (College of Attendance)
Faculty Staffing Unit (Full-time Equivalent of Faculty and Adjunct)
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Fiscal Year 2016-17 Annual Budget
Budget Model Funding Methodology and Formulas
INSTRUCTION (TAB 1)
(A) There are two specific forms of funding that are generated for the Instructional areas.
• Funding for Faculty Salary Costs
• Allocation for Instructional Departments
(B) The funding for faculty is generated based on the following formula:
(Faculty Staffing Units per College x District-wide Average Faculty Staffing Unit (FSU) Salary) = Funding for
Faculty
(C) Each instructional department receives an operations allocation based on the following formula:
Projected Contact Hours x Costs per Contact Hour (using final audited financials from FY 2015) = Instructional
Operations (without furniture, fixtures & equipment).
(D) Cost Drivers
Target Average Class Size: Target developed using the mix of contact hours in three
categories: Classroom, Clinical, & Labs; committee of Academic Success leadership and the Vice
Chancellor for Finance & Administration determined the average class size requirements by the
28 disciplines for each category
Contact Hours per Faculty Staffing Unit: Target Average Class Size* x 3 credit hours x 5
classes x 16 weeks in 28 disciplines
•
Target Average Class Size: classroom 25.63, Clinical 10.61, Labs 17.2
Faculty Staffing Units per College: Contact Hours DIVIDED by Contact Hours per Faculty
Staffing Unit in each category (Classroom, Clinical or Lab)
FSU Average Salary: district-wide Faculty Salaries with 50/50 ratio of Full-time
Faculty/Adjunct
Instructional Operations: (FY15 Actual Costs per CH ) x Contact Hours
(E) Data Exhibits
• Target Class Size by Discipline (Exhibit 1)
o The table in this exhibit indicates the “targeted average class size” for each of the 28 standard disciplines
per fiscal year (i.e., fall semester, spring semester, flex semesters, summer I and summer II)
o Exhibit 1 establishes target average class size for each of the 28 academic program disciplines in three
categories: Classroom, Clinical and Lab; these categories each have specific faculty drivers that require
staffing needs be calculated exclusively, based on the contact hour projections in each
• Faculty Contact Hours per Staffing Unit (Exhibit 2)
o This criterion provides a way to calculate the varying average contact hours per faculty staffing unit by
discipline as a companion snapshot to the TARGET CLASS SIZE BY DISCIPLINE (Exhibit 1).
o The table in this exhibit is based on calculating the average contact hours per faculty staffing unit per
discipline for the fall, spring, summer I, and summer II semesters, based on a standard of 15 credit hours per
semester per faculty staffing unit. The calculation assumes that “equivalencies” in contact hours will be
developed to match this standard of methodology, as follows:
A Semester is generated based on the following formula: (targeted average class size x 3 credit
hour class x 5 classes per semester) x (16 weeks in a semester) = faculty contact hours per faculty
staffing unit for either the fall, spring or summer semester;
For the purposes of a funding model, the Academic Year is divided between the traditional 9-
month (fall & spring) terms and summer. While staffing requirements are calculated in the same
way for all terms, the summer pay schedule for full-time faculty by policy is based on 130 percent
of the adjunct pay rate; for this reason, summer faculty staffing units (FSU) are calculated
separately by the three categories (Classroom, Clinical, Lab)
o The purpose of calculating faculty contact hours per staffing unit is to allow for a consistent and equitable
method of calculating the number of faculty staffing units per college based on the current and projected
enrollment by discipline and by college.
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Fiscal Year 2016-17 Annual Budget
• Faculty Staffing Units per College (Exhibit 3)
o The table in this exhibit indicates the total number of district-wide faculty staffing units calculated for each
discipline for each college, based on what proportion of the total District discipline instructional activity is
generated by each college.
o This calculation is independent of funding sources, allowing for a fair and equitable allocation of total
faculty staffing units, based on each college’s discipline variations.
ACADEMIC SUPPORT (TAB 2)
Funding for the Academic Support area is generated based on the following formula:
(16.21percent* of Instruction Distribution) = Academic Support excluding Library
The Library Upgrade is based on: (FY17 estimated Annual Headcount (100% non-exempt + 50% exempt) * $10)
An overlay for 2 CE Program Managers based on the current position’s average salary is added to the Academic
Support area
*FY15 actuals, based on prior years’ audited financial statements
STUDENT SERVICES (TAB 3)
The College Student Services distribution is based on the following formula:
($101.65 non-exempt + $50.83 exempt *) multiplied by FY16 estimated Annual Headcount (100% non-exempt +
20% exempt)
An overlay for Advising is based on: (Projected FY17 headcount without Dual Credit / Advisor target 350:1) x Average
advising salary + $1000 Certification Incentive payout for each advisor, + additional advising support staff
*FY15 Salaries excluding Advisors per headcount, based on prior years’ audited financial statements ($101.65 non-
exempt, $50.83 exempt)
INSTITUTIONAL SUPPORT (TAB 4)
Institutional Support funding is based on the following formula:
11.13 percent* of Total Instruction, Academic Support, Student Services and Non-Formula-Special Programming
*FY15 actuals, based on prior years’ audited financial statements
OPERATIONS AND MAINTENANCE
The Operations and Maintenance funding is based on the following formula:
• 29,500 gross square fee per housekeeping FTE (same as in FY16)
• 52,000 gross square feet per Maintenance FTE (same as in FY16)
• 18 acres per grounds FTE (same as in FY16)
• Utilities: Projected consumption at current utility rates
• Administrative Overhead
NON-FORMULA EXPENSE
Funded equal to related non-formula revenue projects (see Exhibit 5).
Effective FY2016-2017, CE has been fully consolidated under DSO and is no longer included in the College Budget Model
Funding Methodology and Formulas. Additional details regarding Consolidated CE can be found in the Financial Information
section.
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Fiscal Year 2016-17 Annual Budget
Exhibit 1
Classroom
Clinical
1
Lab
1
Total
01 - Agriculture 20 5 14 18.71
02 - Architecture and Precision Production Trades 24 5 13 23.32
03 - Biology, Physical Sciences, and Science technology 24 5 22 23.88
04 - Business Management, Marketing, and Administrative Services 24 5 6 23.58
05 - Career Pilot 13 5 5 13.00
06 - Communications 19 5 19 19.00
07 - Computer and Information Sciences 18 5 16 17.51
08 - Construction Trades 23 5 12 21.37
09 - Consumer and Homemaking Education 25 15 6 24.02
10 - Engineering 25 5 10 24.58
11 - Engineering Related 20 5 12 18.30
12 - English Language, Literature, Philosophy, Humanities, and Interdisciplinary 29 5 5 28.99
13 - Foreign Languages 22 5 20 21.97
14 - Health Occupations (Dental Asst., Medical Lab, and Assoc. Degree Nursing) 19 11 20 14.26
15 - Health Occupations - Dental Hygiene
16 - Health Occupations - Other (Excludes Dental Hygiene, Dental Asst., Medical Lab, Assoc.
Degree in Nursing, Vocational Nursing, and Respiratory Therapy
20 13 13 18.23
17 - Health Occupations - Respiratory Therapy 30 10 10 18.95
18 - Health Occupations - Vocational Nursing 30 10 10 21.17
19 - Mathematics 28 5 5 28.00
20 - Mechanics and Repairers - Automotive 26 5 13 22.96
21 - Mechanics and Repairers - Diesel, Aviation Mechanics, and Transportation Workers 23 5 11 22.07
22 - Mechanics and Repairers - Electronics 15 5 5 15.00
23 - Physical Education and Fitness 24 5 5 24.00
24 - Protective Services and Public Administration 28 5 5 27.57
25 - Psychology, Social Services, and History 30 5 5 30.00
26 - Visual and Performing Arts 20 5 10 19.74
27 - Non-State Funded
28 - Developmental Math 26 5 5 26.00
29 - Developmental Reading and Writing 23 5 5 23.00
Weighted Average (using prior year prioritized contact hour volumes) 25.63 10.61 17.20 25.01
1
A minimum of 5 was used for disciplines currently without Clinical or Lab volumes
TARGET AVG CLASS SIZE
ALAMO COMMUNITY COLLEGE DISTRICT
Target Class Size by Discipline
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Fiscal Year 2016-17 Annual Budget
Exhibit 2
Target Avg
Class Size of
25.63
Fall Spring Summer
Faculty Contact
Hours per Staffing
Unit
Target Avg
Class Size of
10.61
Fall Spring Summer
Faculty
Contact
Hours per
Staffing Unit
Target Avg
Class Size of
17.2
Fall Spring Summer
Faculty
Contact
Hours per
Staffing Unit
1 Agriculture 20.0 4,800 4,800 4,800 14,400 5.0 1,200 1,200 1,200 3,600 14 3,360 3,360 3,360 10,080
2 Architect and Precision Prod Trades 24.0 5,760
5,760 5,760 17,280 5.0 1,163 1,163 1,163 3,489 13 3,025 3,025 3,025 9,075
3 Biology Physical Sci and Sci Tech 24.0 5,760 5,760 5,760
17,280 5.0 1,121 1,121 1,121 3,363 22 4,933 4,933 4,933 14,799
4 Bus Mgmnt Marketing and Admin Srvcs 24.0 5,760 5,760 5,760 17,280 5.0 1,200 1,200 1,200 3,600 6 1,440 1,440 1,440 4,320
5
Career Pilot 13.0 3,120 3,120 3,120 9,360 5.0 1,163 1,163 1,163 3,489 5 1,163 1,163 1,163 3,489
6 Communications 19.0 4,560 4,560 4,560 13,680 5.0 1,200 1,200 1,200 3,600 19 4,560
4,560 4,560 13,680
7 Computer and Information Sciences 18.0 4,320 4,320 4,320 12,960 5.0 1,163 1,163 1,163 3,489 16 3,723 3,723 3,723 11,169
8 Construction Trades 23.0 5,520 5,520 5,520 16,560 5.0 1,163 1,163 1,163 3,489 12 2,792 2,792 2,792 8,376
9 Consumer and Homemaking Ed 25.0 6,000 6,000
6,000 18,000 15.0 1,893 1,893 1,893 5,679 6 757 757 757 2,271
10 Engineering 25.0 6,000 6,000 6,000 18,000 5.0 1,200 1,200 1,200 3,600 10 2,400 2,400 2,400 7,200
11 Engineering Related 20.0 4,800 4,800 4,800
14,400 5.0 1,163 1,163 1,163 3,489 12 2,792 2,792 2,792 8,376
12 Eng Lang Lit Philos Hmnties Intrdsc 29.0 6,960 6,960 6,960 20,880 5.0 1,163 1,163 1,163
3,489 5 1,163 1,163 1,163 3,489
13 Foreign Languages 22.0 5,280 5,280 5,280 15,840 5.0 1,163 1,163 1,163 3,489 20 4,653 4,653 4,653 13,959
14 Hlth Occ Dent Asst Med Lab AA Nurs 19.0 4,560 4,560 4,560 13,680 11.0 2,559 2,559 2,559 7,677 20 4,653 4,653 4,653 13,959
15 Health Occ Dental Hygiene - - - - - 0.0 - - - - 0 0 0
0 0
16 Health Occ Other 20.0 4,800 4,800 4,800 14,400 13.0 10,636 10,636 10,636 31,908 13 10,636 10,636 10,636 31,908
17 Respiratory Therapy 30.0 7,200 7,200 7,200 21,600 10.0 2,327 2,327 2,327 6,981 10 2,327 2,327 2,327 6,981
18 Vocational Nursing 30.0 7,200 7,200 7,200 21,600 10.0 2,327 2,327 2,327 6,981 10 2,327 2,327 2,327 6,981
19 Mathematics 28.0 6,720
6,720 6,720 20,160 5.0 1,163 1,163 1,163 3,489 5 1,163 1,163 1,163 3,489
20 Mechanics and Repairers Auto 26.0 6,240 6,240 6,240 18,720 5.0 1,163 1,163 1,163 3,489 13 3,025 3,025 3,025 9,075
21 Mech Repairer Diesel Aviation Trans 23.0 5,520 5,520 5,520 16,560 5.0 1,163 1,163 1,163 3,489 11 2,559 2,559 2,559 7,677
22 Electronics 15.0 3,600 3,600 3,600 10,800 5.0 1,163 1,163 1,163 3,489 5 1,163 1,163 1,163 3,489
23 Physical Ed and Fitness 24.0 5,760 5,760 5,760 17,280 5.0 1,163 1,163 1,163 3,489 5 1,163 1,163 1,163 3,489
24 Protective Service and Public Admin 28.0 6,720 6,720 6,720 20,160 5.0 1,163 1,163 1,163
3,489 5 1,163 1,163 1,163 3,489
25 Psychology Soc Sciences and History 30.0 7,200 7,200 7,200 21,600 5.0 1,163 1,163 1,163 3,489 5 1,163 1,163 1,163 3,489
26 Visual and Performing Arts 20.0 4,800 4,800 4,800 14,400 5.0
1,200 1,200 1,200 3,600 10 2,400 2,400 2,400 7,200
27 Non-State Funded - - - - - 0.0 - - - - 0 0 0 0 0
28 Math Developmental Education 26.0 6,240 6,240 6,240 18,720 5.0 1,163 1,163 1,163 3,489 5 1,163 1,163 1,163 3,489
29 Reading/Writing Developmental Education 23.0 5,520 5,520 5,520 16,560 5.0 1,163 1,163 1,163 3,489 5 1,163 1,163 1,163 3,489
(A) Clinical and Lab adjusted for the contact hour/credit hour ratio
RESIDENT INSTRUCTION
ALAMO COMMUNITY COLLEGE DISTRICT
Based on a Target Average Class Size for each Category
Faculty Contact Hours Per Staffing Unit
CLASSROOM
CLINICAL (A)
LAB (A)
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Fiscal Year 2016-17 Annual Budget
Exhibit 3
FY17 Faculty Staffing Units per College
Contact
Hours incl DC-
On
Staffing
Unit
Contact
Hours incl DC-
On
Staffing
Unit
Contact
Hours incl DC-
On
Staffing
Unit
Contact
Hours incl DC-
On
Staffing
Unit
Contact
Hours incl DC-
On
Staffing
Unit
Contact
Hours incl DC-
On
Staffing
Unit
Contact Hours
incl DC-On
Staffing
Unit
1 Agriculture
11,941
1.6 2,784
0.3
-
- 34,145
4.3
16,352
2.0
2,496
0.4
67,718
8.6
2 Architect and Precision Prod Trades 39,312
4.8
14,336
10.6
90,928
8.7
-
-
-
-
3,360
0.6
147,936
24.7
3
Biology Physical Sci and Sci Tech 651,809
65.9
460,304
46.8
-
-
291,842
30.1
679,179
69.0
230,270
23.8 2,313,404
235.7
4
Bus Mgmnt Marketing and Admin Srvcs 274,966 54.2
216,368
28.0 -
-
162,881
22.6
130,887
14.4
45,556
4.2
830,658
123.4
5
Career Pilot -
-
-
-
-
-
15,085
2.5
-
-
-
-
15,085
2.5
6
Communications 66,816
8.6
-
-
-
-
15,293
1.8
95,337 11.1
19,088 2.1
196,534
23.5
7 Computer and Information Sciences 252,396
40.0
114,736
16.0
-
-
114,515 15.7
134,652
18.9
15,744
1.9
632,043
92.5
8 Construction Trades
- -
7,128
1.3
62,488
7.2
-
-
-
-
-
-
69,616
8.5
9 Consumer and Homemaking Ed 156,096
24.4
210,384
30.1 -
-
80,974
7.6
96,670
9.3 63,562
5.9
607,686
77.3
10 Engineering 14,528
2.0
3,136
0.3
- -
7,551
0.8
25,593 2.5
-
-
50,808
5.6
11 Engineering Related 39,478
5.9
38,976
13.7
123,936
14.2
23,777
2.7
23,289 3.7
608
0.1
250,064 40.3
12 Eng Lang Lit Philos Hmnties Intrdsc
946,398 77.4
383,160
33.7
- -
318,474
23.8
979,935 83.3
430,164 34.9
3,058,131
253.0
13 Foreign Languages
301,446 37.1
27,056
2.9 -
-
41,109 4.8
135,872
15.9
23,518
2.7
529,001 63.5
14 Hlth Occ Dent Asst Med Lab AA Nurs
362,923
59.5 36,608
5.2
-
-
- -
-
-
- -
399,531
64.7
15
Health Occ Dental Hygiene -
-
-
- -
-
-
- -
-
- -
-
-
16 Health Occ Other 127,414
11.1
287,840
33.6
- -
102,159
10.4 60,266 6.1
18,286
1.9 595,965 63.1
17 Respiratory Therapy
- -
44,800
3.8
-
-
- -
- -
-
-
44,800 3.8
18 Vocational Nursing -
- 283,776
24.4
- -
-
- -
- 2,816
0.6
286,592 25.0
19 Mathematics 720,014
70.9 334,944
29.5
- - 242,017 14.3
746,318
67.4 311,996
26.2
2,355,289 208.3
20 Mechanics and Repairers Auto -
- 199,520
37.7
42,224 3.7
-
-
- -
-
-
241,744 41.4
21 Mech Repairer Diesel Aviation Trans
- -
0 0.0
189,616 28.7
1,106 0.4
-
- -
- 190,722
29.2
22
Electronics 16,010 5.1
14,272 4.5
-
- 2,506
0.3 3,600
0.5 -
-
36,388 10.4
23 Physical Ed and Fitness 99,088
38.0 11,664
1.9 -
-
56,713 9.0
83,915 16.6
19,680
1.7 271,060
67.2
24 Protective Service and Public Admin
225,894 33.3
24,720
2.1 -
- 44,634
3.6 58,441
4.6 8,928 0.7
362,617 44.2
25 Psychology Soc Sciences and History 1,093,203
88.3 517,440
42.9 -
-
587,917 46.7 1,161,909
91.5 419,104
32.7
3,779,573 302.0
26 Visual and Performing Arts 347,657 47.4
122,464
15.0 - -
179,677
21.6 375,040
44.6 120,768
13.7 1,145,606
142.3
27 Non-State Funded -
- - -
- -
- -
- -
- -
- -
28 Math Developmental Education - 1.0 -
- -
- 208,749 27.4
- -
- - 208,749
28.4
29 Reading/Writing Developmental Education -
- -
- -
- 118,373 16.8
- - -
- 118,373 16.8
TOTAL 5,747,389 676.4
3,356,416 384.2
509,192 62.5 2,649,499 267.3
4,807,255 461.3 1,735,944 154.1
18,805,696 2,005.8
Full-time Faculty Staffing - at 50% 338.2
192.1 31.3
133.6 230.7 77.0 1,002.9
RESIDENT INSTRUCTION
SAC
MLK
PAC
NVC
NLC
TOTAL
SWC
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Fiscal Year 2016-17 Annual Budget
Exhibit 4
Page 99
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Fiscal Year 2016-17 Annual Budget
Exhibit 5
FORMULA FUNDED PUBLIC SERVICE AUXILIARY
SCHOLARSHIPS &
FINANCIAL AID
EDUCATIONAL&GENERAL
S
tate Appropriations
Tuition and Fees
CE Reimbursable Tuition
Taxes
Investment Income
Other: (Indirect Cost
Recovery for Federal
Revenue, Property Rental,
Vendor Fees, VA)
PROGRAM TUITION
Nursing
Fire Science
Dental Lab Tech
Aviation
Culinary Arts
Digital Media
Digital Video & Cinema
Production
STUDENT ACTIVITIES
Fees
ENTERPRISE
ACTIVITIES
Gateway Charges
Library Fines
Gym Rental Charges
Facility Rental Charges
Testing Fees
VCT Fees
CE Non-Reimbursable
PUBLIC SERVICE
Planetarium Fees
Fine Arts Acad. Charges
DESIGNATED
Child Care Center Fees
Natatorium Charges
NON-DESIGNATED
Bookstore Commission
Game Table Commission
Vending Commission
Copy Machine Charges
Parking Permits & Fines
SCHOLARSHIPS AND
FINANCIAL AID
Earnings
FORMULA FUNDED PUBLIC SERVICE AUXILIARY
SCHOLARSHIPS &
FINANCIAL AID
EDUCATIONAL&GENERAL
Instruction
Academic Support
Student Services
Institutional Support
Operation & Maintenance
PROGRAM TUITION
Nursing
Fire Science
Dental Lab Tech
Aviation
Culinary Arts
Digital Media
Digital Video & Cinema
Production
STUDENT ACTIVITIES
ENTERPRISE
ACTIVITIES
Gateway to College
Library Replacement
Bks
Gym/Facility Rentals
Testing
VCT
Continuing Education
PUBLIC SERVICE
Planetarium
SA Symphony
Fine Arts Academy
DESIGNATED
Child Care Centers
Natatorium
AUXILIARY
SUPPORTED
Intramural
Food Service
SCHOLARSHIPS AND
FINANCIAL AID
NON-FORMULA FUNDED
REVENUE AND FUNCTIONAL EXPENDITURE ALIGNMENT
FY 2017 BUDGET DEVELOPMENT
REVENUES
NON-FORMULA FUNDED
EXPENSES
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Fiscal Year 2016-17 Annual Budget
TAB 1
SAC MLK SWC PAC NVC NLC TOTAL
Fall & Spring FSU
Faculty Staffing Units: Classroom 342 221
40
183 326 119
1,232
Faculty Staffing Units: Clinical 69 49
9
6 5
0 138
Faculty Staffing Units: Lab 126
15 - 12
31
2 186
Fall & Spring Total 537 285 49 201 362 122
1,555
Summer FSU
Faculty Staffing Units: Classroom 100 77 8 61 92 32 370
Faculty Staffing Units: Clinical 15 16
5 3 3
-
42
Faculty Staffing Units: Lab 24 7 - 2 5 1 38
Summer Total 140 100 13 66 99
33 451
TOTAL FSU
Faculty Staffing Units: Classroom 442
298
49 244
418
151 1,602
Faculty Staffing Units: Clinical
85 64 14
10 8 0
180
Faculty Staffing Units: Lab 150 22
- 14 35
3 224
Total Faculty Staffing Units 676
384
63 267 461
154 2,006
Full Time Faculty - 50% of total FSU
9-Month (Classroom & Clinical)
$12,217,682 $8,024,111 $1,462,025 $5,621,834
$9,854,426 $3,548,223 $40,728,301
9-Month (Lab @ 2/3) $2,497,342 $291,639 $0 $242,556 $607,428 $43,566 $3,682,530
Summer (Classroom & Clinical) $568,405 $454,333 $65,759 $317,211
$465,376 $157,766 $2,028,852
Summer (Lab @ 2/3) $78,813
$24,119
$0 $4,999
$15,446
$1,669 $125,047
TOTAL FULL TIME FACULTY $15,362,242 $8,794,202 $1,527,784
$6,186,600 $10,942,676 $3,751,225 $46,564,729
Adjunct - 50% of total FSU
9-Month (Classroom & Clinical) $5,181,346
$3,402,912 $620,024 $2,384,140 $4,179,123 $1,504,751 $17,272,296
9-Month (Lab @ 2/3) $1,059,087 $123,680 $0 $102,865 $257,602 $18,476 $1,561,709
Summer (Classroom & Clinical) $437,235 $349,487 $50,584 $244,008 $357,982 $121,359 $1,560,655
Summer (Lab @ 2/3) $60,626 $18,553 $0 $3,845 $11,881 $1,284 $96,190
TOTAL FULL TIME FACULTY $6,738,294 $3,894,632 $670,608 $2,734,859 $4,806,587 $1,645,870 $20,490,850
TOTAL FACULTY SALARY $22,100,535 $12,688,834 $2,198,392 $8,921,459 $15,749,264 $5,397,095 $67,055,579
Total Non Faculty Salaries & Wages $2,880,869 $1,270,843 $235,621 $814,300
$1,342,861 $441,863 $6,986,357
One-time add: FY15 comp for full year $0 $0
$0 $0 $0 $0 $0
Total Non Faculty Benefits (excl TRS/ERS) $0 $0 $0 $0 $0 $0 $0
Total Other Operating Expenses $4,351,653 $2,358,493 $477,357 $2,052,846 $2,471,696 $813,838 $12,525,883
Total Non-Capitalized Equipment
1
$0
TOTAL NON-FACULTY OTHER COSTS $7,232,522 $3,629,336 $712,978 $2,867,146 $3,814,557 $1,255,700 $19,512,240
TOTAL DISTRIBUTION - INSTRUCTION $29,333,058 $16,318,170 $2,911,370 $11,788,605 $19,563,820 $6,652,795 $86,567,819
1
Furniture and Equipment replacement to be budgeted in separate Capital Budget
FY17 BUDGET DEVELOPMENT - INSTRUCTION (1XXX)
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Fiscal Year 2016-17 Annual Budget
TAB 2
SAC MLK SWC PAC NVC NLC TOTAL
Instruction Distribution based on Avg Salary
x FSU
$29,333,058 $16,318,170 $2,911,370 $11,788,605 $19,563,820 $6,652,795 $86,567,819
Academic Support % of Instruction 16.211% 16.211% 16.211% 16.211% 16.211% 16.211% 16.211%
Distribution (LESS Library)
$4,755,275 $2,645,390 $471,971 $1,911,088 $3,171,553 $1,078,506 $14,033,783
Library $449,905 $256,291 $29,453 $227,008 $369,123 $141,447 $1,473,227
SUBTOTAL DISTRIBUTION - ACADEMIC
SUPPORT w/ LIBRARY
$5,205,179 $2,901,682 $501,425 $2,138,096 $3,540,676 $1,219,953 $15,507,010
CE Program Managers (2 FTEs) $103,070 $103,070 $0 $103,070 $103,070 $103,070 $515,348
TOTAL DISTRIBUTION - ACADEMIC SUPPORT $5,308,249 $3,004,751 $501,425 $2,241,165 $3,643,745 $1,323,022 $16,022,358
FY17 BUDGET DEVELOPMENT - ACADEMIC SUPPORT (3XXX)
SAC MLK SWC PAC NVC NLC TOTAL
Average CE Program
Manager Salary
51,535$ 51,535$ 51,535$ 51,535$ 51,535$ 51,535$ 309,209$
# of CE Program
Managers
2 2 - 2 2 2 10$
Total Distribution $103,070 $103,070 $0 $103,070 $103,070 $103,070 $515,348
FY17 BUDGET DEVELOPMENT - ACADEMIC SUPPORT (3XXX) - CE PROGRAM MANAGERS
SAC
MLK SWC
PAC
NVC
NLC TOTAL
FY17 Projected Non-Exempt Headcount
42,014 22,129
1,967 20,629 33,499 13,623
133,861
FY17 Projected Exempt Headcount
7,360 7,802 2,050
4,854 7,981 1,485 31,532
% of Exempt Students
3,680
3,901 1,025 2,427 3,991
743 15,766
Total Headcount for Library Upgrade
Distribution
45,694 26,030 2,991
23,056 37,490 14,366 149,627
Current Enrollment $ ($/hc
1
x Headcount)
$456,941 $260,300
$29,914 $230,558 $374,897 $143,659
$1,496,270
Sub-total - Library $456,941 $260,300
$29,914 $230,558 $374,897 $143,659
$1,496,270
LESS: Allowance for bad debt for all T&F ($7,037)
($4,009) ($461) ($3,551) ($5,773) ($2,212) ($23,043)
Total Library Distribution $449,905 $256,291
$29,453 $227,008 $369,123 $141,447
$1,473,227
1
$/hc is the three-year average of non-labor funds allocated to the library per total headcount
FY17 BUDGET DEVELOPMENT - ACADEMIC SUPPORT (3XXX) - LIBRARY
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Fiscal Year 2016-17 Annual Budget
TAB 3
SAC MLK
SWC PAC NVC NLC
TOTAL
Enrollment - Non Exempt & Other Exempt
43,850 23,389
1,967
21,585
34,891
14,172
139,854
$ / Enrollment - Non Exempt & Other Expt
101.65$
101.65$ 101.65
$
101.65$ 101.65
$ 101.65$ 101.65
$
Subtotal Distribution - Non-Exempt & Other Exempt
4,457,402
2,377,509 199,897
2,194,127
3,546,702 1,440,642
14,216,279
Enrollment - Dual Credit 5,524
5,966
214 3,898
6,589
936 23,128
$/Enrollment - Dual Credit 50.83$ 50.83
$ 50.83$
50.83$ 50.83
$ 50.83$
50.83$
Subtotal Distribution - Dual Credit
280,775 303,236
10,864 198,104
334,913
47,577 1,175,469
Distribution $4,738,177 $2,680,745 $210,761 $2,392,231
$3,881,615 $1,488,218 $15,391,748
Advising Overlay
$2,838,853 $1,308,516 $96,970 $1,136,529
$2,487,632 $848,671 $8,717,171
Advising - $1000 Certification Incentive Overlay $44,000
$19,000 $2,000 $19,000 $39,000 $15,000 $138,000
TOTAL DISTRIBUTION - STUDENT SERVICES
$7,621,030 $4,008,261 $309,731 $3,547,760
$6,408,247 $2,351,889 $24,246,919
FY17 BUDGET DEVELOPMENT - STUDENT SERVICES (4XXX)
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Fiscal Year 2016-17 Annual Budget
SAC MLK
SWC PAC NVC NLC
TOTAL
Advising Headcount per Target Advisor
FY17 Budget Positions @ Target 350:1 excluding Dual Credit
1
44 19 2
19 39 15
138
Average Salary per Certified Advisors - Student Success
2
48,485$ 48,485
$
48,485$
48,485$ 48,485$
48,485$
48,485$
Total Salary for Certified Advisors - Student Success
2,133,340$ 921,215$ 96,970
$
921,215
$
1,890,915$ 727,275$ 6,690,930$
$1000 Certification Incentive Payout
44,000$
19,000$
2,000$ 19,000$
39,000$
15,000$
138,000$
Additional Advising Staffing
Dir of AdvisingTotal Salary 1 1 1 1
1 5
Average Salary
82,400
74,171
77,527 74,171
73,933
76,440
Total Salary 82,400
$ 74,171$ 77,527
$
74,171$ 73,933$ 382,202
$
Advising Team Leader 6
3 1
5
- 15
Average Salary 65,974 62,926 77,527
60,529
-
53,391
Total Salary 395,845
188,777 77,527 302,645
-
964,794$
Advising Team Support Spec 6
3
2 5
-
16
Average Salary 32,006
27,026
30,130
32,528 -
24,338
Total Salary 192,033
81,079
60,260
162,641
- 496,013
$
Data Analyst - Stu Success 1 1
- 1
1 4
Average Salary 35,235
43,274 - 57,260
47,463 36,646
Total Salary 35,235 43,274
- 57,260 47,463
183,232$
Total Additional Advising Staff 14
8 4
12 2
40
Total Average Salary 50,394$ 48,413$ 53,829$
49,726$ 60,698$ 50,656$
Total Salary - Additional Advising Staff
705,513$ 387,301$
215,314$
596,717$ 121,396$ 2,026,241$
TOTAL ADVISING OVERLAY (w/o) Certification Incentive
2,838,853$ 1,308,516$
96,970$ 1,136,529$
2,487,632$ 848,671$ 8,717,171
$
$1000 Certification Incentive Payout on Certified Advisors
44,000$ 19,000$ 2,000$ 19,000$ 39,000
$ 15,000$ 138,000$
Total Advising Overlay WITH Certification Incentive
2,882,853$ 1,327,516$ 98,970$ 1,155,529$ 2,526,632$ 863,671$ 8,855,171$
1
Fall 2015 Term HC - "Home College" without DC @ 350:1
2
Per FY15 Staffing Summary - Certified Advisor-St Success
FY17 BUDGET DEVELOPMENT - STUDENT SERVICES (4XXX) - ADVISING
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Fiscal Year 2016-17 Annual Budget
TAB 4
SAC MLK
SWC PAC
NVC
NLC TOTAL
FY16 Instruction Model
29,333,058 16,318,170 2,911,370
11,788,605 19,563,820
6,652,795 86,567,819
FY16 Academic Support Model 5,205,179 2,901,682
501,425 2,138,096
3,540,676 1,219,953
15,507,010
FY16 Student Services Model 7,621,030
4,008,261 309,731 3,547,760
6,408,247 2,351,889
24,246,919
FY16 Non-Formula E&G - Special Programming
1
866,300 1,516,635
0
2,533,200 74,100 4,500
4,994,735
TOTAL MODELS & NON-FORMULA E&G
43,025,567 24,744,748
3,722,526 20,007,661 29,586,843 10,229,137
131,316,482
% - based on 3 Yr Expense (w/o Benefits) Avg 11.113% 11.113%
11.113% 11.113% 11.113%
11.113% 11.113%
Institutional Support Distribution
4,781,228 2,749,767 413,667
2,223,357 3,287,846 1,136,716
14,592,581
Overlay of strategic initiatives
Add: full year Compensation
0 0 0
0 0 0
0
Add: Inefficiency Factor 500,000 500,000
TOTAL DISTRIBUTION - INSTITUTIONAL SUPPORT $4,781,228
$2,749,767 $413,667 $2,223,357 $3,287,846 $1,636,716
$15,092,581
1
FY17 Non-Formula E&G expense is equal to the FY17 Special Programming Tuition (Acct 50056) in Bdg Dev. As of 4.20.16 - see table below
FY17 BUDGET DEVELOPMENT - INSTITUTIONAL SUPPORT (5XXX) - DISTRICT
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Fiscal Year 2016-17 Annual Budget
Department Budget Allocations by College by Functional Categories
San Antonio College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND
ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
SAC Architecture
111001 811241 1020 5.00
340,836.00
4,050.00
344,886.00
SAC General Institutional Costs 111001 810002 1030
(69,330.00)
(7,463.00) (76,793.00)
SAC Biological Sciences
111001 811121 1030 13.00
846,841.00 121,760.00
34,000.00
1,002,601.00
SAC Astronomy 111001 811131
1030 3.00 205,521.00
205,521.00
SAC Chemistry 111001 811132
1030 5.00 337,460.00
50,925.00
14,000.00
402,385.00
SAC Earth Sciences 111001 811133
1030 2.00
145,748.00
4,000.00
149,748.00
SAC Physics 111001 811243 1030
3.20
222,153.00 84,405.00
4,500.00
311,058.00
SAC Mortuary Science 111001
812081 1030
6.00 412,329.00
25,773.00
55,000.00 493,102.00
SAC General Institutional Costs
111001 810002 1040 (13,866.00) (13,866.00)
SAC Business Occupations 111001
812011 1040 5.00 338,846.00 36,060.00
8,000.00
382,906.00
SAC Conf and Court Reporting 111001 812013 1040
2.00
121,235.00
2,000.00 123,235.00
SAC Legal Assistant 111001 812014 1040 1.00 65,785.00
4,000.00
69,785.00
SAC Business Administration 111001
812042 1040 2.00 158,424.00
1,000.00
159,424.00
SAC Management 111001 812043 1040 4.80
349,039.00
97,719.00 9,000.00
455,758.00
SAC Real Estate Program 111001 812045 1040 1.00
90,365.00 90,365.00
SAC Journalism
111001 811182 1060 3.00 218,478.00 67,971.00
38,500.00 324,949.00
SAC KSYM 111001 811186
1060 77,149.00 9,000.00
86,149.00
SAC Radio and Television and Film 111001 811187 1060 3.00
198,300.00 131,634.00
50,000.00 379,934.00
SAC Dean Profess and Tech Ed Office 111001 812001 1060 400,000.00
400,000.00
SAC General Institutional Costs 111001 810002
1070 (13,866.00) (13,866.00)
SAC Computer Information Systems 111001 812061
1070 12.00 746,361.00 68,800.00 30,000.00
845,161.00
SAC General Institutional Costs 111001 810002 1090 (13,866.00)
(13,866.00)
SAC Child Development Operations 111001 812053 1090 4.00 277,993.00
32,456.00 30,000.00
340,449.00
SAC General Institutional Costs 111001 810002 1100
(12,798.00) (12,798.00)
SAC Edge Program 111001 811242
1100 2,500.00 2,500.00
SAC Engineering 111001 811244 1100 1.00 76,393.00
47,193.00 1,000.00 124,586.00
SAC General Institutional Costs 111001 810002 1120 (27,732.00)
(27,732.00)
SAC English 111001 811152 1120 26.60
1,954,757.00 129,894.00 10,600.00 2,095,251.00
SAC Multicultural Conference 111001 811153 1120 6,000.00 6,000.00
SAC English As A Second Language 111001 811161 1120 6.00
415,000.00 32,456.00 5,000.00 452,456.00
SAC Philosophy 111001
811221 1120 5.00 325,441.00 2,700.00 328,141.00
INSTRUCTION
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Fiscal Year 2016-17 Annual Budget
San Antonio College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
SAC Theatre and Communications 111001 811274 1120 8.00 459,627.00 137,838.00 17,000.00 614,465.00
SAC Education 111001 811291 1120 0.29 20,642.00 20,642.00
SAC General Institutional Costs 111001 810002 1130 (41,598.00) (9,330.00) (50,928.00)
SAC World Languages 111001 811162 1130 6.00 399,646.00 114,493.00 3,100.00 517,239.00
SAC Interpreter Training 111001 812031 1130 11.00 656,085.00 135,308.00 20,000.00 811,393.00
SAC General Institutional Costs 111001 810002 1140 (55,464.00) (29,393.00) (84,857.00)
SAC Dental Assistants 111001 812021 1140 3.00 196,210.00 98,483.00 48,000.00 342,693.00
SAC Medical Assisting 111001 812022 1140 3.00 172,391.00 25,000.00 197,391.00
SAC Nursing Ed Associate Degree 111001 812091 1140 24.00 1,458,463.00 376,160.00 400,000.00 2,234,623.00
SAC Nursing Special Program Tuition 111001 812093 1140 101,035.00 101,035.00
SAC General Institutional Costs 111001 810002 1160 (27,732.00) (27,732.00)
SAC Credit EMS 111001 812024 1160 3.00 138,023.00 10,000.00 148,023.00
SAC Mental Health/Human Services 111001 812202 1160 1.00 83,595.00 13,618.00 4,000.00 101,213.00
SAC Mathematics 111001 811202 1190 14.95 1,123,330.00 64,912.00 1,188,242.00
SAC Mathematics 111001 811203 1190 73,466.00 10,000.00 83,466.00
SAC Physical Education 111001 811192 1230 6.00 373,391.00 84,448.00 45,000.00 502,839.00
SAC General Institutional Costs 111001 810002 1240 (27,732.00) (27,732.00)
SAC Fire Technology 111001 812104 1240 3.00 160,316.00 70,296.00 200,000.00 430,612.00
SAC Law Enforcement (CE) 111001 812107 1240 96,894.00 96,894.00
SAC Public Administration 111001 812204 1240 1.00 78,896.00 2,000.00 80,896.00
SAC Criminal Justice 111001 812205 1240 6.00 386,333.00 33,286.00 2,500.00 422,119.00
SAC General Institutional Costs 111001 810002 1250 (33,702.00) (33,702.00)
SAC History 111001 811171 1250 8.00 568,016.00 3,600.00 571,616.00
SAC Political Science 111001 811231 1250 7.00 461,140.00 57,128.00 4,000.00 522,268.00
SAC Economics 111001 811232 1250 3.00 222,769.00 2,700.00 225,469.00
SAC Psychology 111001 811251 1250 9.00 788,385.00 38,161.00
6,000.00 832,546.00
SAC Sociology 111001 811261 1250 7.00 401,024.00 7,763.00 2,500.00 411,287.00
SAC Student Development 111001 816409 1250 8.00 576,216.00 576,216.00
SAC General Institutional Costs 111001 810002 1260 (13,866.00) (13,866.00)
SAC Photography 111001 811183 1260 1.00 92,784.00 51,595.00 20,000.00 164,379.00
SAC Communication Design 111001 811185 1260 4.00 280,701.00 10,000.00 290,701.00
SAC Music Business Program 111001 811188 1260 8,000.00 8,000.00
SAC Music 111001 811211 1260 4.00 271,792.00 29,105.00 10,000.00 310,897.00
SAC Art 111001 811281 1260 5.00 322,387.00 70,323.00 12,000.00 404,710.00
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Fiscal Year 2016-17 Annual Budget
San Antonio College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
SAC General Institutional Costs 111001 810002 1270 300,001.00 7,868,718.00 2,496,389.00 10,665,108.00
SAC Office of the President 111001 810003 1270 435,750.00 435,750.00
SAC VP Academic Success 111001 811001 1270 524,194.00 524,194.00
SAC Dean of Arts and Sciences Offic 111001 811101 1270 2,277,061.00 2,277,061.00
SAC Dual Credit Admin and Operation 111001 811703 1270 204,590.00 115,000.00 319,590.00
SAC Dean Profess and Tech Ed Office 111001 812001 1270 1,012,412.00 1,012,412.00
SAC Professional CE 111001 812003 1270 81,198.00 81,198.00
SAC Student Learning Assistance Ctr 111001 815008 1270 201,880.00 201,880.00
SAC Developmental Math 111001 811201 1280 11.05 840,153.00 840,153.00
SAC Developmental English 111001 811151 1290 3.40 279,865.00 17,004.00 296,869.00
SAC Education 111001 811291 1290 1.71 123,719.00 123,719.00
SAC General Institutional Costs 111001 810002 1999 4,442,538.00 300,000.00 4,742,538.00
SAC General Institutional Costs 111001 810002 2010 (41,189.00) 158,627.00 47,703.00 165,141.00
SAC Koehler House 171002 810014 2010 3,000.00 3,000.00
SAC AUX Student Publications 171003 811181 2010 4,000.00 4,000.00
SAC Auditorium 171005 811271 2010 5,651.00 5,651.00
SAC Eco Centro 111001 813011 2010 98,804.00 5,000.00 103,804.00
SAC Eco Centro 171011 813011 2010 25,650.00 25,650.00
SAC CLCSA 111001 813017 2010 65,500.00 65,500.00
SAC CLCSA 171007 813017 2010 64,400.00 63,389.00 127,789.00
SAC VP College Services Office 111001 817001 2010 27,042.00 27,042.00
SAC Tech Store 111001 817007 2010 79,082.00 79,082.00
SAC Scobee Education Center 111001 817401 2010 342,507.00 342,507.00
SAC General Institutional Costs 111001 810002 3010 (11,842.00) 689,018.00 231,508.00 908,684.00
SAC Office of the President 111001 810003 3010 52,485.00 52,485.00
SAC VP Academic Success 111001 811001 3010 132,484.00 132,484.00
SAC Dean of Arts and Sciences Offic 111001 811101 3010 182,072.00 25,000.00 207,072.00
SAC Forensic Account 111001 811272 3010 17,000.00 17,000.00
SAC Writing Center 111001 811301 3010 88,953.00 2,000.00 90,953.00
SAC Dual Credit Admin and Operation 111001 811703 3010 58,125.00 58,125.00
SAC Dean Profess and Tech Ed Office 111001 812001 3010 293,037.00 6,000.00 299,037.00
SAC Library 111001 815301 3010 782,525.00 132,000.00 914,525.00
PUBLIC SERVICE
ACADEMIC SUPPORT
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Fiscal Year 2016-17 Annual Budget
San Antonio College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
SAC Library Books and Materials 111001 815305 3010 400,000.00 400,000.00
SAC Educational Television 111001 815333 3010 548,432.00 73,000.00 621,432.00
SAC VP Student Success Office 111001 816001 3010 42,293.00 42,293.00
SAC Office Dean of Student Success 111001 816801 3010 105,289.00 105,289.00
SAC General Institutional Costs 111001 810002 4010 (163,208.00) 1,858,513.00 585,001.00 2,280,306.00
SAC General Institutional Costs 111003 810002 4010 34,738.00 34,738.00
SAC VP Academic Success 111001 811001 4010 1,000.00 1,000.00
SAC Honors Academy 111001 811003 4010 12,700.00 12,700.00
SAC AUX Student Publications 111001 811181 4010 30,000.00 30,000.00
SAC Dual Credit Admin and Operation 111001 811703 4010 29,105.00 29,105.00
SAC Child Development Center 111001 812051 4010 400,579.00 400,579.00
SAC VP Student Success Office 111001 816001 4010 593,160.00 125,000.00 718,160.00
SAC Intg Plan&PerformanceExcellence 111001 816002 4010 16,384.00 16,384.00
SAC Student Activities 111001 816106 4010 246,780.00 155,500.00 402,280.00
SAC Student Activity Fee-Designated 111003 816110 4010 102,710.00 157,143.00 259,853.00
SAC Outreach & Recruitment 111001 816201 4010 71,183.00 30,000.00 101,183.00
SAC Admissions and Records 111001 816202 4010 988,571.00 80,000.00 1,068,571.00
SAC Counseling Services 111001 816401 4010 2,328,313.00 50,795.00 2,379,108.00
SAC Retention and Transition Serv 111001 816405 4010 23,893.00 14,000.00 37,893.00
SAC Student Development 111001 816409 4010 61,463.00 25,000.00 86,463.00
SAC Veterans Affairs 111001 816411 4010 474,721.00 38,900.00 513,621.00
SAC Disability Support Services 111001 816507 4010 437,690.00 40,000.00 477,690.00
SAC Womens Center 111001 816612 4010 599,548.00 67,000.00 666,548.00
SAC Assessment and Testing 111001 816701 4010 300,291.00 60,000.00 360,291.00
SAC Photo ID 111001 816703 4010 36,278.00 36,278.00
SAC Office Dean of Student Success 111001 816801 4010 147,345.00 80,000.00 227,345.00
SAC General Institutional Costs 111001 810002 5010 (30,913.00) 1,098,771.00 516,667.00 1,584,525.00
SAC Office of the President 111001 810003 5010 537,708.00 132,034.00 669,742.00
SAC Institutional Memberships 111001 810004 5010 100,000.00 100,000.00
SAC Hospitality Account 111001 810005 5010 85,000.00 85,000.00
SAC Staff Council Fund Raising 111001 810012 5010 10,000.00 10,000.00
SAC Paper Recycling 111001 810013 5010 27,000.00 27,000.00
STUDENT SERVICES
INSTITUTIONAL SUPPORT
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Fiscal Year 2016-17 Annual Budget
San Antonio College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
SAC Budget Office 111001 810021 5010 157,836.00 157,836.00
SAC Faculty Senate 111001 810101 5010 10,000.00 10,000.00
SAC Resource College Development 111001 810103 5010 128,126.00 10,000.00 138,126.00
SAC Public Information 111001 810501 5010 250,355.00 100,000.00 350,355.00
SAC VP Academic Success 111001 811001 5010 123,786.00 93,000.00 216,786.00
SAC Facilities Use Management 111001 814007 5010 195,559.00 5,500.00 201,059.00
SAC IT Asset Management 111001 815332 5010 22,370.00 1,058,100.00 1,080,470.00
SAC Intg Plan&PerformanceExcellence 111001 816002 5010 206,692.00 29,602.00 236,294.00
SAC VP College Services Office 111001 817001 5010 231,903.00 16,000.00 247,903.00
SAC Institutional Effectiveness 111001 817002 5010 5,000.00 5,000.00
SAC Consolidated Printers 111001 817003 5010 278,750.00 278,750.00
SAC College Projects 111001 817004 5010 236,615.00 236,615.00
SAC SACSCOC Reaccreditation 111001 817006 5010 10,000.00 10,000.00
SAC Institutional Research 111001 817008 5010 175,894.00 175,894.00
SAC Technology Center 111001 817201 5010 1,813,732.00 22,250.00 1,835,982.00
SAC Go-Print 111001 817202 5010 70,000.00 70,000.00
SAC General Institutional Costs 111001 810002 6010 5,121.00 5,077.00 10,198.00
SAC Gym Rental 111001 811193 6010 17,183.00 17,183.00
SAC Auditorium 111001 811271 6010 39,058.00 39,058.00
SAC Auditorium 171005 811270 6010 18,432.00 18,432.00
SAC General Institutional Costs 111001 810002 7010 100,000.00 100,000.00
SAC General Institutional Costs 111001 810002 8010 13,071.00 3,456.00 16,527.00
SAC Child Development Center 131001 812051 8010 7,000.00 7,000.00
SAC Tech Store 171010 817007 8010 40,040.00 100,000.00 140,040.00
SAC General Institutional Costs 111002 810002 9425 1,084,607.00 1,084,607.00
TOTAL SAN ANTONIO COLLEGE 276.00 18,444,450.00 25,964,217.00 11,726,577.00 10,874,737.00 67,009,981.00
* FTE includes full-time faculty only (account code 61001).
** FTE faculty salaries and other salaries and wages include vacancy credit ($3,511,326) in account code 61101
Department budgets are required by State Law in Texas State Statute Sec. 51.402b.
INSTITUTIONAL SCHOLARSHIPS
AUXILIARY ENTERPRISES
TRANSFERS
OPERATIONS AND MAINTENANCE OF PLANT
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Fiscal Year 2016-17 Annual Budget
St. Philip's College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
SPC SWC Manufacturing 112001 828012 1020 1.00 72,381.00 25,000.00 97,381.00
SWC Machine Technology 112001 828562 1020 3.00 163,175.00 115,894.00 31,625.00 310,694.00
SWC Welding 112001 828563 1020 2.00 101,103.00 111,000.00 86,625.00 298,728.00
SPC General Institutional Costs 112001 820002 1030 (30,612.00) (30,612.00)
SPC Physics 112001 821151 1030 1.00 79,275.00 43,500.00 6,000.00 128,775.00
SPC Biological Sciences 112001 821152 1030 9.00 563,804.00 679,488.00 48,650.00 1,291,942.00
SPC Chemistry 112001 821153 1030 6.00 368,511.00 264,792.00 26,275.00 659,578.00
SPC Biology Software Sales 112001 821154 1030 16,000.00 16,000.00
SPC Counseling and Student Develop 112001 826031 1030 2.00 135,006.00 135,006.00
SPC General Institutional Costs 112001 820002 1040 (15,305.00) (15,305.00)
SPC Business Administration 112001 821133 1040 1.00 55,786.00 30,000.00 85,786.00
SPC Administrative Computer Tech 112001 822041 1040 1.00 48,284.00 68,456.00 8,350.00 125,090.00
SPC Accounting Informatn Sys Tech 112001 822042 1040 1.00 59,144.00 12,500.00 805.00 72,449.00
SPC Business Management 112001 822043 1040 1.00 53,177.00 85,000.00 400.00 138,577.00
SPC General Institutional Costs 112001 820002 1070 (15,305.00) (15,305.00)
SPC Computer Science 112001 821134 1070 2.00 115,303.00 42,000.00 157,303.00
SPC Business Management 112001 822043 1070 1.00 60,368.00 60,368.00
SPC Information Technology 112001 822044 1070 2.00 155,742.00 217,718.00 12,335.00 385,795.00
SPC CETC-BIS Contract Training 112001 822045 1070 1,250.00 3,750.00 5,000.00
SWC Electrician 112001 828502 1080 1.00 59,362.00 500.00 36,395.00 96,257.00
SWC Plumbing 112001 828505 1080 1.00 55,150.00 12,000.00 9,265.00 76,415.00
SPC General Institutional Costs 112001 820002 1090 (32,514.00) (11,749.00) (44,263.00)
SPC Early Childhood Studies 112001 822004 1090 3.00 176,351.00 73,161.00 1,400.00 250,912.00
SPC Tourism Hospitality Culinary 112001 822061 1090 7.00 446,435.00 381,288.00 16,995.00 844,718.00
SPC Child Development Operations 112001 826021 1090 282,639.00 282,639.00
SPC General Institutional Costs 112001 820002
1110 (15,305.00) (15,305.00)
SPC Electronic Systems Technology 112001 822031 1110 6.00 363,980.00 191,456.00 45,975.00 601,411.00
SPC SWC Allied Construction 112001 828011 1110 1.00 72,381.00 25,000.00 97,381.00
SWC Allied Construction 112001 828501 1110 2.00 115,531.00 219,000.00 47,400.00 381,931.00
SWC Home Building 112001 828503 1110 1.00 53,132.00 41,000.00 18,801.00 112,933.00
SPC General Institutional Costs 112001 820002 1120 (18,367.00) (18,367.00)
SPC English 112001 821112 1120 9.80 642,587.00 276,000.00 12,425.00 931,012.00
SPC Writing Center 112001 821113 1120 26,059.00 2,500.00 28,559.00
INSTRUCTION
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Fiscal Year 2016-17 Annual Budget
St. Philip's College
Department Budget Allocations by Functional Categories
DEPARTMENT
FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
SPC Reading and Education 112001 821171 1120 2.00
129,380.00 181,511.00 (200.00) 310,691.00
SPC General Institutional Costs 112001 820002 1130 (15,305.00) (15,305.00)
SPC Foreign Languages 112001 821172 1130 2.00 124,677.00 4,000.00 128,677.00
SPC General Institutional Costs 112001 820002 1140 (15,305.00)
(15,305.00)
SPC Nursing Associate Degree
112001
822052 1140 3.00 157,893.00 88,105.00 10,350.00 256,348.00
SPC Nursing Special Program Tuition 112001 822055 1140 254,408.00 44,784.00 299,192.00
SPC General Institutional Costs 112001 820002 1160 (108,280.00)
(108,280.00)
SPC Occupational Therapy Assistant 112001 822012 1160 3.00 158,494.00 53,000.00 88,885.00 300,379.00
SPC Radiography 112001 822013 1160 5.00 267,577.00 274,357.00
174,187.00 716,121.00
SPC Sonography 112001 822014 1160 3.00 153,774.00 78,500.00 80,175.00 312,449.00
SPC Respiratory Care 112001 822015 1160 4.00 201,775.00
224,000.00 84,925.00
510,700.00
SPC Surgical Tech 112001 822016 1160 2.00 99,823.00
95,912.00 59,325.00
255,060.00
SPC Cardiovascular
112001
822017 1160 2.00 105,178.00 33,000.00
69,075.00 207,253.00
SPC Medical Laboratory 112001 822018 1160 3.00 183,970.00 56,534.00
60,245.00 300,749.00
SPC Physical Therapy Assistant 112001 822019 1160
3.00
193,576.00 57,014.00 85,710.00 336,300.00
SPC Health Information Systems 112001 822020 1160 2.00 109,318.00 107,000.00 52,410.00 268,728.00
SPC Vision Care Technology 112001 822063 1160 2.00 104,674.00 30,000.00 32,250.00 166,924.00
SPC Histologic Technician 112001 822064 1160 1.00 48,284.00 20,500.00 38,400.00 107,184.00
SPC OE Health Career 112001 823004 1160 122,000.00 150,000.00 272,000.00
SPC General Institutional Costs 112001 820002 1180 (30,611.00) (30,611.00)
SPC Nursing Vocational 112001 822051 1180 15.00 836,674.00 462,456.00 44,698.00 1,343,828.00
SPC Nursing New Braunfels Prog 112001 822053 1180 2.00 117,160.00 112,273.00 6,575.00 236,008.00
SPC General Institutional Costs 112001 820002 1190 (30,611.00) (30,611.00)
SPC Mathematics 112001 821131 1190 6.75 383,565.00 250,000.00 25,800.00
659,365.00
SPC General Institutional Costs 112001 820002 1200 (81,192.00) (81,192.00)
SPC Automotive Technology 112001 822021 1200 10.00 585,332.00 210,816.00 100,522.00
896,670.00
SPC General Motors
112001 822022 1200 19,345.00 19,345.00
SPC Ford Motors 112001 822023 1200 65,659.00 38,050.00 103,709.00
SWC Auto Body 112001 828561 1200 4.00 199,059.00 83,414.00 34,110.00 316,583.00
SPC General Institutional Costs 112001 820002 1210 (15,305.00) (15,305.00)
SWC Aviation 112001 828541 1210 8.00 494,412.00 220,715.00 137,872.00 852,999.00
SWC Diesel Technology 112001 828543 1210 4.00
201,760.00 95,955.00 34,601.00 332,316.00
SPC General Institutional Costs 112001 820002 1230 (30,611.00) (30,611.00)
SPC Kinesiology 112001 821141 1230 2.00 96,568.00 82,456.00 5,900.00 184,924.00
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Fiscal Year 2016-17 Annual Budget
St. Philip's College
Department Budget Allocations by Functional Categories
DEPARTMENT
FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
SPC General Institutional Costs 112001 820002 1250 (30,611.00) (30,611.00)
SPC Psychology 112001 821161 1250 5.00 294,341.00
284,471.00 1,850.00 580,662.00
SPC Social Sciences 112001 821162 1250 16.00 991,596.00 460,000.00
6,825.00
1,458,421.00
SPC Theater and Fine Arts 112001 821121 1260 2.00 115,675.00
267,898.00 39,000.00 422,573.00
SPC Music 112001 821122 1260 2.00 130,769.00 78,464.00 10,000.00 219,233.00
SPC General Institutional Costs 112001 820002 1270 4,860,080.00 1,594,175.00 6,454,255.00
SPC Office of the President 112001 820003 1270 385,919.00 385,919.00
SPC Community Svc and Training 112001 823008 1270 84,892.00 56,938.00 141,830.00
SPC Distance Learning 112001 823053 1270 19,694.00 8,500.00 28,194.00
SPC School To Work Program
112001 828004 1270 43,400.00 76,895.00 120,295.00
SPC Developmental Math 112001 821132 1280 7.25 467,068.00
473,978.00 6,500.00
947,546.00
SPC General Institutional Costs 112001 820002 1290
(12,244.00)
(12,244.00)
SPC Developmental English 112001 821111 1290 3.20 205,354.00 125,138.00 330,492.00
SPC General Institutional Costs 112001 820002 1999 100,000.00 100,000.00
SPC General Institutional Costs 172001 820002 1999 60,000.00 60,000.00
SPC General Institutional Costs 112001 820002 2010 24,742.00 8,733.00 33,475.00
SPC OE - Fine Arts 112001 821123 2010 98,969.00 10,000.00 108,969.00
SPC GED Testing 112001 826065 2010 2,000.00 2,000.00
SPC General Institutional Costs 112001 820002 3010 (83,970.00) 1,105,355.00 304,496.00 1,325,881.00
SPC Faculty Development 112001 820013 3010 9,000.00 9,000.00
SPC Leadership and Learning Cntr 112001 820301 3010 32,594.00 32,594.00
SPC VP Academic Affairs Office 112001 821001 3010 269,178.00 85,250.00 354,428.00
SPC Dean Arts and Sciences Office 112001 821101 3010 470,774.00 30,170.00 500,944.00
SPC Dean of Health Science Office 112001 821801 3010 246,195.00 13,790.00 259,985.00
SPC Dean Applied Science Office 112001 822001 3010 293,367.00 7,200.00 300,567.00
SPC ACE Administration 112001 823005 3010 122,231.00 122,231.00
SPC Instructional Development 112001 823041 3010 189,917.00 4,375.00 194,292.00
SPC Information&Communication Tech 112001 823051 3010 866,988.00 83,635.00 950,623.00
SPC Telecourse Administration 112001 823054 3010 805.00 805.00
SPC Library Services 112001 824001 3010 754,679.00 7,970.00 762,649.00
SPC Library Archives 112001 824002 3010 5,784.00 5,784.00
SPC Library Books and Materials 112001 824003 3010 154,700.00 154,700.00
PUBLIC SERVICE
ACADEMIC SUPPORT
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Fiscal Year 2016-17 Annual Budget
St. Philip's College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
SPC Media Services 112001 824004 3010 213,037.00 6,325.00 219,362.00
SPC Dean Interdisciplinary Programs 112001 825001 3010 127,869.00 3,720.00 131,589.00
SWC Dean Of Administration 112001 828003 3010 112,555.00 23,875.00 136,430.00
SPC General Institutional Costs 112001 820002 4010 (70,200.00) 1,168,391.00 343,231.00 1,441,422.00
SPC General Institutional Costs 112003 820002 4010 4,155.00 4,155.00
SPC VP Student Success Office 112001 826001 4010 357,938.00 11,975.00 369,913.00
SPC Student Activity Fee-Designated 112001 826005 4010 8,882.00 4,500.00 13,382.00
SPC Student Activity Fee-Designated 112003 826005 4010 49,186.00 102,469.00 151,655.00
SPC Counseling and Student Develop 112001 826031 4010 173,230.00 173,230.00
SPC Recruitment 112001 826033 4010 181,733.00 37,925.00 219,658.00
SPC Educational Support Svcs 112001 826041 4010 1,924,837.00 95,825.00 2,020,662.00
SPC Job Placement Career Services 112001 826042 4010 4,650.00 4,650.00
SPC Admissions and Records 112001 826062 4010 784,415.00 81,585.00 866,000.00
SPC Assessment and Testing 112001 826068 4010 242,574.00 54,803.00 297,377.00
SPC Veterans Affairs 112001 826069 4010 60,122.00 23,175.00 83,297.00
SPC Service Learning 112001 826081 4010 62,730.00 24,850.00 87,580.00
SPC Health Center 112001 826091 4010 95,695.00 2,500.00 98,195.00
SPC Student Activities 112001 826092 4010 152,603.00 7,150.00 159,753.00
SWC Workforce Adv 112001 828008 4010 7,760.00 7,760.00
SPC General Institutional Costs 112001 820002 5010 (31,180.00) 482,208.00 405,226.00 856,254.00
SPC Office of the President 112001 820003 5010 667,766.00 74,350.00 742,116.00
SPC Hospitality Account 112001 820004 5010 184,000.00 184,000.00
SPC Staff Council 112001 820005 5010 3,500.00 3,500.00
SPC Quality Enhancement Plan 112001 820007 5010 167,818.00 51,350.00 219,168.00
SPC Business Services 112001 820008 5010 369,618.00 369,618.00
SPC Institutional Effectiveness 112001 820009 5010 30,000.00 30,000.00
SPC Faculty Senate 112001 820012 5010 6,000.00 1,500.00 7,500.00
SPC Health Wellness Program 112001 820014 5010 3,400.00 3,400.00
SPC LRC Fines 112001 820018 5010 1,500.00 1,500.00
SPC Public Relations 112001 820041 5010 175,209.00 153,800.00 329,009.00
SPC Institutional Advancement 112001 820101 5010 213,828.00 76,550.00 290,378.00
SPC Planning and Research 112001 820201 5010 183,035.00 15,800.00 198,835.00
STUDENT SERVICES
INSTITUTIONAL SUPPORT
Page 114
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Fiscal Year 2016-17 Annual Budget
St. Philip's College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN
PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
SPC Hospitality Operations 112001 822062 5010 135,000.00
135,000.00
SPC Commencement 112001 826063 5010 90,000.00
90,000.00
SPC VP SWC Office
112001 828005 5010
203,870.00 86,254.00 290,124.00
SPC General Institutional Costs 172002
820002 6010
10,000.00 10,000.00
SPC Office of the President
172001 820003
6010 22,497.00 22,497.00
SPC Theater and Fine Arts
172002 821121 6010
5,000.00 5,000.00
SPC General Institutional Costs 112001 820002 8010 (9,330.00)
423.00
(8,907.00)
SPC General Institutional Costs 132001 820002 8010 19,073.00
5,271.00
24,344.00
SPC GoPrint 132001
823055
8010 17,000.00
17,000.00
SPC Child Development Center 112001 826022 8010
67,288.00 6,900.00
74,188.00
SPC Child Development Center 132001 826022
8010 6,800.00
6,800.00
SPC General Institutional Costs 112002 820002 9425
567,089.00
567,089.00
SPC VP SWC Office 112002 828005 9425 86,031.00
86,031.00
TOTAL ST. PHILIP'S COLLEGE
189.00 10,676,211.00 18,032,823.00
7,664,004.00
7,893,733.00 44,266,771.00
* FTE includes full-time faculty only (account code 61001).
** FTE faculty salaries and other salaries and wages include vacancy credit ($3,511,326) in account code 61101
Department budgets are required by State Law in Texas State Statute Sec. 51.402b.
AUXILIARY ENTERPRISES
TRANSFERS
OPERATIONS AND MAINTENANCE OF PLANT
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Fiscal Year 2016-17 Annual Budget
Palo Alto College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
PAC General Institutional Costs 113001 830002 1010 (15,849.00) (15,849.00)
PAC Agriculture 113001 831211 1010 1.00 50,000.00 10,000.00 5,835.00 65,835.00
PAC Landscape and Turfgrass Mgmt 113001 831212 1010 1.00 52,589.00 67,894.00 11,750.00 132,233.00
PAC General Institutional Costs 113001 830002 1030 (15,849.00) (9,800.00) (25,649.00)
PAC Biological Sciences 113001 831231 1030 9.00 611,544.00 455,653.00 47,525.00 1,114,722.00
PAC Chemistry 113001 831232 1030 3.00 213,252.00 70,480.00 24,400.00 308,132.00
PAC Earth Sciences 113001 831233 1030 5,000.00 5,000.00
PAC Physics 113001 831235 1030 1.00 52,222.00 50,000.00 8,000.00 110,222.00
PAC Geology 113001 831236 1030 1,000.00 1,000.00
PAC Business Administration 113001 831221 1040 1.00 70,504.00 103,456.00 173,960.00
PAC Business Occupations 113001 831222 1040 1.00 54,424.00 50,000.00 2,000.00 106,424.00
PAC Distribution Logistics 113001 831223 1040 1.00 53,177.00 10,000.00 2,990.00 66,167.00
PAC Mid-Management 113001 831224 1040 2.00 139,915.00 78,875.00 218,790.00
PAC General Institutional Costs 113001 830002 1050 (15,849.00) (15,849.00)
PAC Aviation Technology 113001 831286 1050 1.00 50,000.00 72,456.00 2,375,306.00 2,497,762.00
PAC Mass Communications 113001 831175 1060 2.00 132,988.00 12,000.00 900.00 145,888.00
PAC Tutoring Services 113001 831008 1070 51,621.00 51,621.00
PAC Computer Science 113001 831251 1070 5.00 359,462.00 60,000.00 600.00 420,062.00
PAC Computer Information Systems 113001 831252 1070 3.00 207,694.00 182,456.00 2,000.00 392,150.00
PAC Teacher Assistant and Aide Prog 113001 831136 1090 66,000.00 66,000.00
PAC Cosmetology 113001 831225 1090 2.00 99,973.00 285,168.00 89,000.00 474,141.00
PAC Engineering 113001 831234 1100 1.00 62,522.00 26,000.00 1,820.00 90,342.00
PAC General Institutional Costs 113001 830002 1110 (15,849.00) (15,849.00)
PAC Oil and Gas Technology 113001 831283 1110 1.00 60,950.00 58,701.00 12,320.00 131,971.00
PAC Industrial Technology 113001 831297 1110 1.00 50,000.00 32,032.00 1,320.00 83,352.00
PAC General Institutional Costs 113001 830002 1120 (31,699.00) (31,699.00)
PAC Speech 113001 831113 1120 4.00 257,318.00 152,480.00 4,000.00 413,798.00
PAC Humanities 113001 831131 1120 2.00 108,666.00 56,500.00 2,500.00 167,666.00
PAC Philosophy 113001 831133 1120 2.00 143,400.00 80,375.00 223,775.00
PAC English 113001 831172 1120 6.00 400,665.00 292,762.00 6,500.00 699,927.00
PAC Reading and Education 113001 831176 1120 1.00 67,019.00 30,000.00 97,019.00
PAC Working Writers Series 113001 831179 1120 5,000.00 5,000.00
PAC LIS 113001 831303 1120 1.00 52,984.00 20,000.00 72,984.00
INSTRUCTION
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Fiscal Year 2016-17 Annual Budget
Palo Alto College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
PAC Foreign Languages 113001 831174 1130 2.00 122,872.00
40,000.00 100.00
162,972.00
PAC General Institutional Costs 113001 830002 1160 (15,849.00) (15,849.00)
PAC Veterinary Technology 113001 831296 1160 2.00 117,562.00
280,971.00
109,750.00
508,283.00
PAC General Institutional Costs 113001 830002 1190 (15,849.00) (15,849.00)
PAC Mathematics
113001 831261 1190 5.00 312,634.00 251,331.00 6,500.00 570,465.00
PAC Kinesiology 113001 831266 1230 4.00 265,270.00
113,375.00
15,000.00
393,645.00
PAC Criminal Justice 113001 831271
1240
1.00
55,150.00 45,000.00 1,000.00 101,150.00
PAC Social Work 113001 831272 1240 7,000.00 7,000.00
PAC General Institutional Costs 113001 830002 1250 (63,398.00) (63,398.00)
PAC Psychology 113001 831134 1250
3.00 222,033.00 110,831.00 3,000.00 335,864.00
PAC Economics 113001 831151 1250 1.00 64,551.00
71,500.00 4,000.00
140,051.00
PAC Geography 113001 831152 1250 1.00 50,000.00 24,000.00
74,000.00
PAC Government
113001 831153
1250 6.00 396,275.00 143,375.00 539,650.00
PAC History 113001 831154 1250 5.00 318,622.00
223,331.00 8,000.00
549,953.00
PAC Counseling 113001 832401 1250 4.00 316,780.00 316,780.00
PAC Mexican-American Studies 113001 832505 1250 1.00 50,000.00 10,600.00 60,600.00
PAC General Institutional Costs 113001 830002 1260 (15,849.00) (15,849.00)
PAC Art 113001 831111 1260 5.00 350,348.00 141,000.00 10,000.00 501,348.00
PAC Drama 113001 831112 1260 1.00 58,048.00 77,000.00 8,000.00 143,048.00
PAC Music 113001 831114 1260 3.00 155,201.00 63,375.00 18,000.00 236,576.00
PAC Dance 113001 831118 1260 3,000.00 3,000.00
PAC General Institutional Costs 113001 830002 1270 2,694,518.00 1,137,673.00 3,832,191.00
PAC Office of the President 113001 830003 1270 335,597.00 335,597.00
PAC Technical Computer Labs 113001 830004 1270 61,000.00 61,000.00
PAC Participatory Budgeting 113001 830010 1270 50,000.00 50,000.00
PAC Business Services 113001 830015 1270 390,750.00 99,053.00 489,803.00
PAC GoPrint Services 113001 830106 1270 33,000.00 33,000.00
PAC Distance Learning
113001 830201 1270 41,616.00
14,000.00
55,616.00
PAC GED 113001 831405 1270 206,232.00 65,978.00 272,210.00
PAC General Institutional Costs 113001 830002 1280 (15,849.00) (15,849.00)
PAC Developmental Math 113001 831262 1280 10.00 656,570.00 290,000.00 2,500.00 949,070.00
PAC General Institutional Costs 113001 830002 1290 (15,849.00) (15,849.00)
PAC Developmental English 113001 831171 1290 5.00 303,137.00 30,500.00 500.00 334,137.00
PAC General Institutional Costs 113001 830002 1999 (800,000.00) (800,000.00)
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Fiscal Year 2016-17 Annual Budget
Palo Alto College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
PAC General Institutional Costs 113001 830002 3010 (41,690.00) 468,783.00 133,418.00 560,511.00
PAC Phoenix Institute 113001 830202 3010 93,772.00 8,000.00 101,772.00
PAC Evening and Weekend Operations 113001 830210 3010 51,546.00 51,546.00
PAC VP Academic Success Office 113001 831001 3010 312,651.00 21,000.00 333,651.00
PAC Tutoring Services 113001 831008 3010 374,913.00 21,800.00 396,713.00
PAC Dean Of Arts & Sciences Office 113001 831101 3010 147,115.00 22,800.00 169,915.00
PAC Dean Of Career & Technology Off 113001 831201 3010 179,179.00 16,300.00 195,479.00
PAC Dean Of Learning Resource 113001 831301 3010 95,413.00 10,000.00 105,413.00
PAC Learning Resources 113001 831302 3010 315,117.00 4,573.00 319,690.00
PAC LIS 113001 831303 3010 1,000.00 1,000.00
PAC Library Automation 113001 831304 3010 20,000.00 20,000.00
PAC Library Books and Materials 113001 831305 3010 139,427.00 139,427.00
PAC LRC Fines 113001 831307 3010 3,500.00 3,500.00
PAC General Institutional Costs 113001 830002 4010 (63,191.00) 1,111,510.00 322,320.00 1,370,639.00
PAC General Institutional Costs 113003 830002 4010 11,347.00 11,347.00
PAC Gym Rental 113001 830020 4010 59,670.00 59,670.00
PAC Gym Rental 173001 830020 4010 13,000.00 13,000.00
PAC Commencement 113001 830102 4010 45,000.00 45,000.00
PAC New Student Orientation 113001 830205 4010 337,034.00 33,550.00 370,584.00
PAC VP Student Success Office 113001 832001 4010 168,521.00 66,000.00 234,521.00
PAC PACfest 113001 832005 4010 6,000.00 62,260.00 68,260.00
PAC Dean of Students 113001 832051 4010 173,894.00 18,700.00 192,594.00
PAC Student Activities 113001 832101 4010 137,273.00 20,000.00 157,273.00
PAC New Student Convocation 113001 832103 4010 10,000.00 10,000.00
PAC Student Activity Fee-Designated 113003 832106 4010 57,442.00 63,471.00 120,913.00
PAC SHARE Center 113001 832107 4010 15,000.00 15,000.00
PAC Admissions and Records 113001 832201 4010 416,497.00 10,000.00 426,497.00
PAC Assessment 113001 832204 4010 181,030.00 66,000.00 247,030.00
PAC Learning Communities 113001 832205 4010 3,000.00 3,000.00
PAC Veterans Affairs 113001 832206 4010 249,635.00 15,000.00 264,635.00
PAC Counseling 113001 832401 4010 214,934.00 3,000.00 217,934.00
PAC Puente Program 113001 832402 4010 25,000.00 25,000.00
ACADEMIC SUPPORT
STUDENT SERVICES
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Fiscal Year 2016-17 Annual Budget
Palo Alto College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
PAC Student Support Services 113001 832501 4010 200.00 200.00
PAC Special Populations 113001 832502 4010 87,442.00 6,000.00 93,442.00
PAC Scholarship Support Services 113001 832504 4010 60,122.00 11,625.00 71,747.00
PAC Undergraduate Advising 113001 832506 4010 87,052.00 87,052.00
PAC Dual Credit 113001 832507 4010 140,823.00 79,900.00 220,723.00
PAC Early College High School 113001 832508 4010 384,716.00 17,000.00 401,716.00
PAC STEAM Advising Center 113001 832509 4010 351,675.00 7,000.00 358,675.00
PAC SEED Advising Center 113001 832510 4010 356,353.00 7,000.00 363,353.00
PAC BOLD Advising Center 113001 832511 4010 343,402.00 7,000.00 350,402.00
PAC Advising Management 113001 832512 4010 182,171.00 7,000.00 189,171.00
PAC General Institutional Costs 113001 830002 5010 (98,287.00) 560,779.00 189,903.00 652,395.00
PAC Office of the President 113001 830003 5010 403,123.00 46,000.00 449,123.00
PAC Hospitality Account 113001 830005 5010 50,000.00 50,000.00
PAC Technology Plan Funds 113001 830009 5010 200,000.00 200,000.00
PAC Budget Office Operations 113001 830011 5010 111,881.00 5,000.00 116,881.00
PAC Business Services 113001 830015 5010 3,990.00 412,957.00 416,947.00
PAC Staff Council Designated Rev 113001 830016 5010 5,000.00 5,000.00
PAC Paper Recycling Fund 113001 830017 5010 10,000.00 10,000.00
PAC Information Technology Services 113001 830018 5010 505,799.00 39,600.00 545,399.00
PAC Misc Facility Rentals 173003 830019 5010 2,500.00 2,500.00
PAC - Soccer Field 173003 830023 5010 4,000.00 4,000.00
PAC SACS Accreditation 113001 830024 5010 7,000.00 7,000.00
PAC Public Relations 113001 830101 5010 247,109.00 160,000.00 407,109.00
PAC VP of College Services Office 113001 830104 5010 233,756.00 21,000.00 254,756.00
PAC Hospitality College Services 113001 830105 5010 10,000.00 10,000.00
PAC Planning and Research 113001 830203 5010 141,908.00 98,839.00 240,747.00
PAC Institutional Advancement 113001 830209 5010 129,168.00 25,000.00 154,168.00
PAC Evening and Weekend Operations 113001 830210 5010 13,134.00 13,134.00
PAC Faculty Senate 113001 831004 5010 5,000.00 5,000.00 10,000.00
PAC Hospitality Academic Affairs 113001 831007 5010 10,000.00 10,000.00
PAC Auditorium 113001 831117 5010 77,531.00 2,900.00 80,431.00
PAC Health Wellness Program 113001 831267 5010 5,000.00 5,000.00
PAC Hospitality Student Affairs 113001 832003 5010 20,000.00 20,000.00
INSTITUTIONAL SUPPORT
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Fiscal Year 2016-17 Annual Budget
Palo Alto College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
PAC Early College High School 173003 832508 5010 11,000.00 11,000.00
PAC General Institutional Costs 113001 830002 7010 20,000.00 20,000.00
PAC Scholarship Support Services 113001 832504 7010 50,000.00 50,000.00
PAC General Institutional Costs 113001 830002 8010 5,811.00 5,811.00
PAC General Institutional Costs 133001 830002 8010 72,407.00 72,407.00
PAC General Institutional Costs 133003 830002 8010 252,662.00 252,662.00
PAC Natatorium Operation + Maint 133003 830022 8010 549,441.00 179,448.00 728,889.00
PAC Summer Camps 133001 830025 8010 8,456.00 35,500.00 43,956.00
PAC Auditorium 173002 831117 8010 26,611.00 11,400.00 38,011.00
PAC AUX Family Center 133001 832901 8010 353,952.00 19,143.00 373,095.00
PAC General Institutional Costs 113002 830002 9425 436,819.00 436,819.00
TOTAL PALO ALTO COLLEGE 111.00 6,928,583.00 12,618,042.00 5,099,599.00 7,784,425.00 32,430,649.00
* FTE includes full-time faculty only (account code 61001).
** FTE faculty salaries and other salaries and wages include vacancy credit ($3,511,326) in account code 61101
Department budgets are required by State Law in Texas State Statute Sec. 51.402b.
TRANSFERS
INSTITUTIONAL SCHOLARSHIPS
AUXILIARY ENTERPRISES
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Fiscal Year 2016-17 Annual Budget
Northwest Vista College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG
FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
NVC General Institutional Costs 114001 840002 1030 (22,825.00)
(22,825.00)
NVC Biological Sciences 114001 842042 1030 15.00
893,879.00
750,540.00 91,840.00
1,736,259.00
NVC Chemistry 114001 842043 1030 6.00 358,864.00
222,600.00
32,640.00
614,104.00
NVC Geology 114001
842044 1030 2.00 132,096.00 71,300.00
4,080.00 207,476.00
NVC Physics
114001 842045 1030 3.00
177,222.00 94,550.00 15,045.00 286,817.00
NVC Science Tutoring & Advocacy Lab 114001 842047 1030 127,647.00 15,200.00
142,847.00
NVC Clinical Research Coordinator 114001 842054 1030 1.00 63,848.00
15,200.00 79,048.00
NVC General Institutional Costs 114001
840002 1040 (15,215.00) (15,215.00)
NVC Business Administration 114001
842022 1040 1.00 60,225.00 82,458.00
142,683.00
NVC Accounting 114001 842023 1040 3.00
181,549.00 79,920.00 200.00 261,669.00
NVC Customer Services/Sales Ops 114001 842055 1040 1.00
48,000.00
48,000.00
NVC Digital Video & Cinema Prod 114001 842060 1060 2.00 115,628.00
59,340.00 54,400.00
229,368.00
NVC Gaming Development 114001 842061 1060 2.00 112,488.00
209,988.00
48,770.00 371,246.00
NVC Mass Communications 114001 842083
1060 1.00
69,648.00
88,000.00 500.00 158,148.00
NVC Digital Media 114001 842059 1070 2.00
131,952.00 91,336.00 57,750.00 281,038.00
NVC Computer Information Systems 114001 842062 1070 3.00 192,313.00
140,480.00 26,835.00 359,628.00
NVC Education 114001 842085
1090 2.00 112,089.00 53,280.00 500.00 165,869.00
NVC Engineering
114001 842046 1100 2.00
139,578.00 108,351.00
8,100.00 256,029.00
NVC Water Resource Science 114001 842053
1110 1.00 56,280.00 18,960.00 17,000.00
92,240.00
NVC Nanotechnology 114001 842058 1110
53,913.00 13,550.00 67,463.00
NVC General Institutional Costs 114001 840002 1120 (14,264.00)
(14,264.00)
NVC Philosophy 114001 842032
1120 3.00 196,306.00 168,160.00 364,466.00
NVC Humanities 114001
842033 1120 2.80 156,520.00
136,480.00 1,000.00 294,000.00
NVC Speech
114001 842084 1120 7.00 398,387.00 358,000.00 500.00
756,887.00
NVC English 114001 842092 1120 19.00
1,116,992.00 741,440.00
1,858,432.00
NVC CE ESL Program 114001 842508 1120 232,042.00 9,000.00 241,042.00
NVC Student Development 114001 845303 1120 163,000.00 16,200.00 179,200.00
NVC General Institutional Costs 114001 840002 1130 (15,215.00) (15,215.00)
NVC Foreign Languages 114001 842034 1130 3.20 181,031.00 106,560.00 100.00
287,691.00
NVC General Institutional Costs 114001 840002 1160 (15,215.00)
(15,215.00)
NVC Community Health 114001 842056 1160 2.00 112,551.00 44,800.00 500.00 157,851.00
NVC Pharmacy Technology 114001 842057 1160 1.00 48,485.00 43,920.00 5,300.00 97,705.00
NVC General Institutional Costs 114001 840002 1190 (15,215.00) (15,215.00)
INSTRUCTION
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Fiscal Year 2016-17 Annual Budget
Northwest Vista College
Department Budget Allocations by Functional Categories
DEPARTMENT
FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
NVC Mathematics 114001 842073 1190 22.00
1,312,045.00 932,180.00 2,244,225.00
NVC Kinesiology 114001 842016 1230 3.00 169,813.00 358,924.00 12,000.00
540,737.00
NVC Personal Fitness Trainer 114001 842052 1230 1.00 52,874.00 21,360.00 1,300.00 75,534.00
NVC Criminal Justice
114001 842086 1240 2.00 116,826.00 129,280.00
500.00 246,606.00
NVC General Institutional Costs
114001
840002 1250 (96,872.00) (96,872.00)
NVC Economics 114001 842024 1250 3.00
175,805.00 147,667.00 500.00 323,972.00
NVC Government 114001 842025 1250 9.00
542,722.00
513,480.00 1,056,202.00
NVC History 114001 842035 1250 11.00 602,424.00 602,240.00 600.00 1,205,264.00
NVC Mexican-American Studies 114001 842036 1250 1.00 48,000.00 3,600.00 51,600.00
NVC Geography 114001 842082 1250 2.00 120,961.00 71,680.00 750.00 193,391.00
NVC Psychology 114001 842087 1250 6.00 362,857.00
339,760.00 2,500.00
705,117.00
NVC Sociology 114001 842088 1250 3.00 136,451.00
130,000.00 500.00 266,951.00
NVC Anthropology 114001 842089 1250 2.00 93,485.00 86,160.00 3,350.00 182,995.00
NVC Student Development 114001
845303
1250 308,800.00 308,800.00
NVC Fine Arts 114001 842012 1260 6.00 375,124.00 571,500.00 42,500.00 989,124.00
NVC Drama 114001 842013 1260 2.00 114,480.00 67,000.00 36,800.00 218,280.00
NVC Dance 114001 842014 1260 1.00 64,025.00 153,700.00 17,300.00 235,025.00
NVC Music 114001 842015 1260 4.00 236,141.00 122,000.00 26,200.00 384,341.00
NVC General Institutional Costs 114001 840002 1270 4,259,777.00 1,634,111.00 5,893,888.00
NVC Office of the President 114001 840003 1270 348,481.00 348,481.00
NVC Math Lab 114001 842072 1280 233,806.00 750.00 234,556.00
NVC Developmental Math
114001 842074 1280 382,589.00 382,589.00
NVC Developmental English 114001 842093 1290 2.00 114,649.00 166,080.00 280,729.00
NVC English and Reading Labs 114001 842094 1290 289,118.00 11,000.00 300,118.00
NVC Writing Across Curriculum Lab 114001 842096 1290 10,087.00 10,087.00
NVC General Institutional Costs 114001 840002 1999 162,911.00 162,911.00
NVC Community Education 114001 848003 1999 101,121.00 101,121.00
NVC General Institutional Costs 114001 840002 2010 32,935.00 11,096.00 44,031.00
NVC Community Education 114001 848003 2010 30,000.00 24,000.00 54,000.00
NVC General Institutional Costs 114001 840002 3010 (51,932.00) 1,045,129.00 1,169,112.00 2,162,309.00
NVC Faculty and Staff Development 114001 840006 3010 100,000.00 100,000.00
NVC Academic Affairs 114001 842001 3010 226,064.00 17,294.00 243,358.00
PUBLIC SERVICE
ACADEMIC SUPPORT
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Fiscal Year 2016-17 Annual Budget
Northwest Vista College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
NVC Faculty Senate 114001 842002 3010 5,000.00 600.00 5,600.00
NVC Faculty Development 114001 842003 3010 41,618.00 41,618.00
NVC Quality Enhancement Plan 114001 842006 3010 224,063.00 49,960.00 274,023.00
NVC Arts and Kinesiology Chair 114001 842011 3010 63,291.00 26,717.00 90,008.00
NVC Arts and Kinesiology Chair 174003 842011 3010 15,000.00 15,000.00
NVC Theater Scene Shop 114001 842017 3010 75,027.00 21,000.00 96,027.00
NVC Theater Box Office 114001 842018 3010 67,734.00 9,000.00 76,734.00
NVC Humanities Chair 114001 842031 3010 37,456.00 22,095.00 59,551.00
NVC Natural and Phys Sciences Chair 114001 842041 3010 163,025.00 26,550.00 189,575.00
NVC Workforce Programs Chair 114001 842051 3010 42,715.00 16,450.00 59,165.00
NVC Math Chair 114001 842071 3010 41,842.00 32,635.00 74,477.00
NVC Social Sciences Chair 114001 842081 3010 39,429.00 23,100.00 62,529.00
NVC English and Reading Chair 114001 842091 3010 54,272.00 38,500.00 92,772.00
NVC Writing Across Curriculum Lab 114001 842096 3010 124,595.00 600.00 125,195.00
NVC Speech Lab 114001 842101 3010 14,400.00 14,400.00
NVC Learning Resources 114001 842202 3010 646,022.00 25,840.00 671,862.00
NVC Library Books and Materials 114001 842204 3010 370,123.00 370,123.00
NVC Arts and Sciences 114001 842301 3010 218,447.00 72,250.00 290,697.00
NVC Dual Credit Program 114001 842302 3010 130,084.00 260,400.00 390,484.00
NVC Teaching with Technology 114001 842303 3010 226,460.00 20,570.00 247,030.00
NVC Service Learning 114001 842304 3010 56,553.00 18,200.00 74,753.00
NVC Work Force Development 114001 842501 3010 81,448.00 34,500.00 115,948.00
NVC CE Administration 114001 842506 3010 155,356.00 155,356.00
NVC Program Dev & Performance 114001 842511 3010 133,110.00 30,000.00 163,110.00
NVC Go Print 114001 844004 3010 41,000.00 41,000.00
NVC Information Technology 114001 844021 3010 783,622.00 470,400.00 1,254,022.00
NVC Open Computer Lab 114001 844022 3010 262,649.00 16,000.00 278,649.00
NVC Student Development 114001 845303 3010 168,843.00 168,843.00
NVC General Institutional Costs 114001 840002 4010 (80,986.00) 1,341,186.00 380,554.00 1,640,754.00
NVC General Institutional Costs 114003 840002 4010 15,543.00 15,543.00
NVC Student Success 114001 845001 4010 321,695.00 48,400.00 370,095.00
NVC Recruitment 114001 845002 4010 235,107.00 24,024.00 259,131.00
NVC Readiness Center 114001 845003 4010 5,500.00
5,500.00
STUDENT SERVICES
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Fiscal Year 2016-17 Annual Budget
Northwest Vista College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
NVC Degree Completion 114001 845101 4010 25,250.00 25,250.00
NVC Assessment And Testing 114001 845102 4010 267,476.00 47,311.00 314,787.00
NVC Admissions And Records 114001 845103 4010 665,050.00 34,154.00 699,204.00
NVC New Student Orientation 114001 845104 4010 28,784.00 28,784.00
NVC Student Advising 114001 845201 4010 2,434,358.00 36,980.00 2,471,338.00
NVC Veterans Affairs 114001 845202 4010 153,757.00 10,250.00 164,007.00
NVC Career Center 114001 845203 4010 14,770.00 20,927.00 35,697.00
NVC Counseling 114001 845302 4010 8,420.00 8,420.00
NVC Recreation Sports and Wellness 114001 845401 4010 98,016.00 98,016.00
NVC Student Life 114001 845403 4010 175,391.00 7,121.00 182,512.00
NVC Student Activity Fee-Designated 114003 845404 4010 100,905.00 144,075.00 244,980.00
NVC Student Wellness Center 114001 845501 4010 320,432.00 11,250.00 331,682.00
NVC Access Office 114001 845502 4010 5,355.00 5,355.00
NVC Scholarship Coordination 114001 848011 4010 26,378.00 3,765.00 30,143.00
NVC Rentals and Events 114001 848012 4010 34,700.00 34,700.00
NVC General Institutional Costs 114001 840002 5010 (32,241.00) 461,723.00 131,734.00 561,216.00
NVC Office of the President 114001 840003 5010 354,148.00 16,650.00 370,798.00
NVC Hospitality Account 114001 840004 5010 15,258.00 15,258.00
NVC Staff Council 114001 840008 5010 7,500.00 7,500.00
NVC Public Relations 114001 840011 5010 341,808.00 118,662.00 460,470.00
NVC Marketing and Advertising 114001 840012 5010 80,750.00 80,750.00
NVC TeachandLearn Facilitation 114001 842402 5010 175,865.00 19,820.00 195,685.00
NVC College Services 114001 844001 5010 219,137.00 20,770.00 239,907.00
NVC College Initiatives 114001 844002 5010 124,650.00 124,650.00
NVC Resource Management 114001 844003 5010 203,675.00 229,444.00 433,119.00
NVC Grant Development 114001 844011 5010 74,131.00 15,012.00 89,143.00
NVC Institutional Research 114001 844031 5010 100,353.00 46,181.00 146,534.00
NVC Rentals and Events 114001 848012 5010 16,228.00 10,100.00 26,328.00
NVC Community Development 114001 848013 5010 80,963.00 15,170.00 96,133.00
NVC Alumni Connections 114001 848014 5010 23,684.00 4,942.00 28,626.00
NVC General Institutional Costs 114002 840002 9425 839,679.00 839,679.00
TOTAL NORTHWEST VISTA COLLEGE 165.00 9,499,792.00 20,658,953.00 7,156,293.00 7,953,934.00 45,268,972.00
TRANSFERS
INSTITUTIONAL SUPPORT
* FTE includes full-time faculty only (account code 61001).
** FTE faculty salaries and other salaries and wages include vacancy credit ($3,511,326) in account code 61101
Department budgets are required by State Law in Texas State Statute Sec. 51.402b.
Page 124
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Fiscal Year 2016-17 Annual Budget
Northeast Lakeview College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG
FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
NLC Biological Sciences 115001 852162 1030
7.00
438,156.00 172,662.00 24,800.00 635,618.00
NLC Chemistry 115001 852163 1030 2.00
110,503.00
88,586.00 7,300.00
206,389.00
NLC Geology 115001 852165 1030 1.00 62,017.00
24,116.00
1,100.00 87,233.00
NLC General Institutional Costs 115001
850002 1040 50,000.00 50,000.00
NLC Accounting-Business-Managemt
115001 852121 1040 1.00
46,849.00 46,462.00 500.00 93,811.00
NLC CAD 115001 852122 1040 1.00
59,967.00 59,967.00
NLC Business Training Non-reimb 115001 853004 1040 25,000.00 32,000.00
57,000.00
NLC Journalism 115001 852113 1060 19,997.00
19,997.00
NLC General Institutional Costs 115001
850002 1070 50,000.00 50,000.00
NLC Computer Information System 115001 852154
1070 1.00
72,024.00 72,024.00
NLC Career Readiness Contact Trai 115001 853003 1070 115,068.00 50,000.00
165,068.00
NLC Education 115001 852182 1090 1.00 58,722.00 58,722.00
NLC Student Services Instruction 115001 851022 1120 44,335.00
1,000.00 45,335.00
NLC English 115001 852102
1120 9.00
566,639.00
158,472.00 500.00 725,611.00
NLC Reading 115001 852103 1120 90,252.00 90,252.00
NLC Humanities 115001
852112 1120 1.00 53,903.00 26,036.00 200.00
80,139.00
NLC Philosophy 115001 852114
1120 3.00 186,812.00 70,503.00 500.00 257,815.00
NLC Speech 115001 852116 1120 4.00
274,033.00 71,716.00
900.00 346,649.00
NLC Foreign Languages 115001 852111
1130 1.00 55,750.00 13,976.00
400.00 70,126.00
NLC Mathematics and COSC 115001 852151 1190 11.00
652,396.00 239,064.00 2,400.00
893,860.00
NLC Developmental Math 115001
852152 1190 88,715.00 88,715.00
NLC Math PASS
115001 852155 1190 3,000.00 3,000.00
NLC Kinesiology 115001 852141 1230
2.00 115,055.00 76,316.00
2,100.00 193,471.00
NLC Kinesiology 175001 852141 1230
1,500.00 1,500.00
NLC Recreation Training Non-reimb
115001 853002 1230 72,938.00 40,763.00 113,701.00
NLC General Institutional Costs 115001 850002 1250 (63,065.00)
(63,065.00)
NLC Economics
115001 852171 1250 1.00 48,403.00 100.00 48,503.00
NLC Geography 115001 852173 1250 1.00 51,840.00 16,022.00 500.00
68,362.00
NLC History 115001 852174 1250 5.00 291,216.00 67,363.00
1,000.00 359,579.00
NLC Political Science 115001
852176 1250 1.00 24,102.00 64,524.00 1,000.00 89,626.00
NLC Government 115001 852177 1250 4.00 266,071.00 266,071.00
NLC Social Sciences 115001 852179 1250 15,536.00 500.00 16,036.00
NLC Anthropology 115001 852181 1250 10,680.00 100.00
10,780.00
INSTRUCTION
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Fiscal Year 2016-17 Annual Budget
Northeast Lakeview College
Department Budget Allocations by Functional Categories
DEPARTMENT
FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
NLC Psychology 115001 852183 1250 3.00
136,005.00 92,751.00 1,000.00 229,756.00
NLC Sociology 115001 852184 1250 1.00 57,767.00 16,187.00 500.00
74,454.00
NLC Instruction Pool Academic 115001 852012 1260 125,896.00 125,896.00
NLC Art Department
115001 852131 1260 4.00 227,529.00 53,093.00
3,300.00 283,922.00
NLC Music
115001
852134 1260 1.00 63,848.00 40,534.00 2,300.00 106,682.00
NLC Theatre and Communications 115001 852135 1260 95,431.00 3,100.00 98,531.00
NLC Theatre and Communications 175002 852135 1260 1,000.00 1,500.00 2,500.00
NLC Theatre and Communications 175003 852135 1260 500.00 500.00 1,000.00
NLC Drama 115001
852136
1260 1.00 55,397.00
55,397.00
NLC Kinesiology 175001 852141 1260 1,000.00 - 1,000.00
NLC General Institutional Costs 115001 850002 1270 1,530,668.00 543,107.00 2,073,775.00
NLC Office of the President 115001 850003 1270 287,883.00 287,883.00
NLC Consolidated Printers
115001
855007 1270 165,000.00 165,000.00
NLC Institutional Projects 115001 855008 1270
279,604.00
85,000.00
364,604.00
NLC Purchasing Services 115001 855009 1270 89,500.00 89,500.00
NLC Student Services Instruction 115001 851022 1290 17,118.00 1,000.00 18,118.00
NLC Developmental English 115001 852101 1290 21,939.00 21,939.00
NLC General Institutional Costs 115001 850002 3010 (39,255.00) 617,614.00 181,084.00 759,443.00
NLC Vice Pres Acad Affairs Office 115001 852001 3010 167,168.00 42,126.00 209,294.00
NLC VPAA Hospitality Account 115001 852003 3010 2,500.00 2,500.00
NLC Distance Learning 115001 852004 3010 46,191.00 3,100.00 49,291.00
NLC Instructional Innovation 115001 852005 3010 45,428.00 1,170.00 46,598.00
NLC International Initiative 115001 852008 3010 1,200.00
1,200.00
NLC Teach and Learn Comm Initiative 115001 852009 3010 1,200.00 1,200.00
NLC Honors Initiative 115001 852010 3010 1,200.00 1,200.00
NLC Tutoring Services 115001 852011 3010 172,192.00 20,438.00
192,630.00
NLC Academic Affairs 115001 852013 3010 127,869.00 127,869.00
NLC Academic Support 115001 852015 3010 109,984.00 30,800.00 140,784.00
NLC College Assessment 115001 852018 3010 10,000.00 10,000.00
NLC College Institutional Research 115001 852019 3010 150,374.00 5,500.00 155,874.00
NLC Education 115001
852182 3010 43,622.00 100.00 43,722.00
NLC Dean of Arts and Sciences Offic 115001 852301 3010 8,914.00 8,914.00
NLC Dean of CE and Workforce Office 115001 853001 3010 100,838.00 21,600.00 122,438.00
ACADEMIC SUPPORT
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Fiscal Year 2016-17 Annual Budget
Northeast Lakeview College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
NLC Community Program 115001 853006 3010 146,129.00 12,000.00 158,129.00
NLC Learning Resource Ctr Office 115001 854001 3010 491,166.00 150,541.00 641,707.00
NLC Library Fines and Lost Material 115001 854004 3010 1,300.00 1,300.00
NLC Information Technologies 115001 855002 3010 565,586.00 88,500.00 654,086.00
NLC Information Technology 115001 855006 3010 20,000.00 20,000.00
NLC General Institutional Costs 115001 850002 4010 (46,931.00) 587,094.00 185,721.00 725,884.00
NLC General Institutional Costs 115003 850002 4010 12,061.00 12,061.00
NLC VP Student and Admin Services 115001 851001 4010 168,581.00 35,346.00 203,927.00
NLC Assessment and Testing 115001 851004 4010 176,681.00 40,200.00 216,881.00
NLC Admissions and Records 115001 851005 4010 102,670.00 2,350.00 105,020.00
NLC Student Activity Fee-Designated 115003 851006 4010 52,800.00 30,163.00 82,963.00
NLC VPSAS Hospitality Account 115001 851013 4010 3,500.00 3,500.00
NLC Student Activities 115001 851015 4010 134,115.00 10,200.00 144,315.00
NLC Counseling 115001 851016 4010 64,934.00 900.00 65,834.00
NLC Student Development 115001 851017 4010 25,678.00 3,650.00 29,328.00
NLC Career ServicesandJob Placement 115001 851018 4010 95,436.00 4,000.00 99,436.00
NLC Recrutment and Retention 115001 851019 4010 150,350.00 10,750.00 161,100.00
NLC Advising 115001 851020 4010 652,326.00 7,950.00 660,276.00
NLC Disability Services 115001 851024 4010 73,332.00 2,350.00 75,682.00
NLC Coor. Student Services Support 115001 851025 4010 500.00 500.00
NLC Veterans Affairs 115001 851026 4010 60,122.00 2,350.00 62,472.00
NLC Dean of Student Success Office 115001 851201 4010 179,610.00 5,150.00 184,760.00
NLC Phi Theta Kappa Initiative 115001 852006 4010 8,000.00 8,000.00
NLC Service Learning Initiative 115001 852007 4010 1,200.00 1,200.00
NLC General Institutional Costs 115001 850002 5010 (69,019.00) 299,863.00 83,557.00 314,401.00
NLC General Institutional Costs 175004 850002 5010 750.00 1,250.00 2,000.00
NLC Office of the President 115001 850003 5010 313,647.00 40,206.00 353,853.00
NLC Hospitality Account 115001 850005 5010 24,000.00 24,000.00
NLC Institutional Advancement 115001 850006 5010 85,387.00 7,000.00 92,387.00
NLC Self Study 115001 850007 5010 2,000.00 35,000.00 37,000.00
NLC Public Relations 115001 850009 5010 214,238.00 79,280.00 293,518.00
NLC Faculty Senate 115001 850010 5010 4,800.00 1,500.00 6,300.00
STUDENT SERVICES
INSTITUTIONAL SUPPORT
Page 127
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Fiscal Year 2016-17 Annual Budget
Northeast Lakeview College
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
NLC Staff Council 115001 850011 5010 3,000.00 3,000.00
NLC Green Team Recycling 115001 850012 5010 12,500.00 12,500.00
NLC Professional Development 115001 850013 5010 30,000.00 30,000.00
NLC Wellness 115001 850014 5010 10,000.00 10,000.00
NLC Safety Initiative 115001 850015 5010 3,000.00 3,000.00
NLC History & Heritage 115001 850016 5010 6,000.00 6,000.00
NLC Commencement 115001 851023 5010 1,000.00 20,700.00 21,700.00
NLC College Services 115001 855001 5010 332,007.00 28,347.00 360,354.00
NLC Institutional Support 115001 855005 5010 38,209.00 17,000.00 55,209.00
NLC General Institutional Costs 115002 850002 9425 285,775.00 285,775.00
TOTAL NORTHEAST LAKEVIEW COLLEGE 67.00 3,911,939.00 7,594,290.00 3,047,300.00 2,810,638.00 17,364,167.00
* FTE includes full-time faculty only (account code 61001).
** FTE faculty salaries and other salaries and wages include vacancy credit ($3,511,326) in account code 61101
Department budgets are required by State Law in Texas State Statute Sec. 51.402b.
TRANSFERS
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Fiscal Year 2016-17 Annual Budget
District and District Support
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG
FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
DIS Out of Dist Partner/CTTC 119001 897036 1040 40,000.00
40,000.00
DIS Continuing Education 111001 897301 1040 175,000.00
175,000.00
DIS Continuing Education 113001
897301 1040 58,466.00 38,800.00
97,266.00
DIS Continuing Education
115001 897301 1040
160,500.00
67,829.00
228,329.00
DIS Continuing Education 115001 897301 1070
600,000.00 215,700.00 815,700.00
DIS Continuing Education 112001 897301 1090 45,000.00 8,364.00 53,364.00
DIS Continuing Education 113001 897301 1110 289,236.00 128,718.00
417,954.00
DIS Continuing Education 111001 897301 1160
20,000.00 20,000.00
DIS Continuing Education
112001 897301
1160 3,195.00
24,500.00
27,695.00
DIS Continuing Education 113001 897301 1160 118,997.00 51,258.00 170,255.00
DIS Continuing Education 115001 897301 1230 120,000.00 1,000.00
121,000.00
DIS Continuing Education 111001 897301 1240 25,000.00
25,000.00
DIS General Institutional
119001 893901
1270
254,019.00 254,019.00
DIS International Programs 119001 897101 1270 149,374.00
149,374.00
DIS Continuing Education 111001 897301 1270 99,554.00
70,000.00 169,554.00
DIS Continuing Education 112001 897301 1270 7,000.00
1,144,053.00
1,151,053.00
DIS Continuing Education 113001 897301 1270 25,539.00 25,539.00
DIS Continuing Education 119001 897301 1270 1,432,937.00
1,432,937.00
DIS Vice Chanc Acad Affairs Offc 119001 898001 1270 312,500.00 262,500.00
575,000.00
DIS General Institutional 119001
893901 3010 26,023.00 26,023.00
DIS Continuing Education 111001 897301 3010 720.00 7,709.00 8,429.00
DIS Continuing Education 113001 897301 3010 9,311.00 9,311.00
DIS Vice Chanc Acad Affairs Offc 119001 898001 3010 (32,638.00) (32,638.00)
DIS Alamo Colleges On-Line
119001 898005 3010 309,887.00 88,139.00 289,900.00 687,926.00
DIS Vice Chancellor Finance + Adm 119001 893004 4010 (61,609.00) (61,609.00)
DIS Call Center 119001 893014 4010 199,653.00 63,037.00 1,572,000.00 1,834,690.00
DIS Faculty Development 119001 893214 4010 211,627.00
211,627.00
DIS General Institutional 119001 893901 4010 530,697.00 530,697.00
DWD Multi-Year Student Work-Study 179003 893921 4010 333,189.00 333,189.00
DIS Enterprise Reporting 119001 895002 4010 599,875.00 35,000.00
634,875.00
DIS VC Economic+WorkforceDeOffice 119001 897001 4010 (11,646.00)
(11,646.00)
INSTRUCTION
ACADEMIC SUPPORT
STUDENT SERVICES
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Fiscal Year 2016-17 Annual Budget
District and District Support
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
DIS Community Based Assessment Edu 119001 897002 4010 438,924.00 97,823.00 30,291.00 567,038.00
DIS Special Projects 111003 897007 4010 5,705.00 5,705.00
DIS Special Projects 114003 897007 4010 2,609.00 2,609.00
DIS Vice Chanc Acad Affairs Offc 119001 898001 4010 50,000.00 50,000.00
DIS Student + Community Prog Dev 119001 899001 4010 156,193.00 44,976.00 11,975.00 213,144.00
DIS Off-Campus Military Ed Ctrs 119001 899002 4010 86,612.00 24,398.00 11,373.00 122,383.00
DIS Student Leadership Program 119001 899003 4010 132,432.00 37,902.00 73,140.00 243,474.00
DIS Districtwide Advising 119001 899004 4010 200,000.00 200,000.00
DIS Student Financial Services 111001 899011 4010 329,849.00 21,734.00 351,583.00
DIS Student Financial Services 112001 899011 4010 227,337.00 12,315.00 239,652.00
DIS Student Financial Services 113001 899011 4010 230,105.00 7,301.00 237,406.00
DIS Student Financial Services 114001 899011 4010 269,386.00 11,341.00 280,727.00
DIS Student Financial Services 115001 899011 4010 240,622.00 2,675.00 243,297.00
DIS Student Financial Services 119001 899011 4010 1,289,703.00 794,020.00 668,102.00 2,751,825.00
DIS VC Student Success Office 119001 899021 4010 (64,431.00) (64,431.00)
DIS Mobile Go Center-Recruiting 119001 899022 4010 58,822.00 19,201.00 98,445.00 176,468.00
DIS Interpreter Services 119001 899023 4010 739,430.00 134,905.00 35,000.00 909,335.00
DIS Immunization Record Center 119001 899024 4010 75,730.00 75,730.00
DIS College Connection 119001 899026 4010 200,112.00 17,235.00 100,000.00 317,347.00
DIS Center for Student Information 119001 899031 4010 1,278,857.00 379,028.00 346,712.00 2,004,597.00
DIS Board Of Trustees 119001 890001 5010 96,720.00 96,720.00
DIS Chancellors Office 119001 891001 5010 623,813.00 204,544.00 91,091.00 919,448.00
DIS Institutional Membership 119001 891002 5010 264,000.00 264,000.00
DIS Community Engagement 119001 891003 5010 84,515.00 84,515.00
DIS Office of Legal Services 119001 891011 5010 353,033.00 109,925.00 634,614.00 1,097,572.00
DIS Board Election 119001 891012 5010 1,350,000.00 1,350,000.00
DIS Institutional Advancement 119001 891021 5010 575,723.00 160,897.00 63,012.00 799,632.00
DIS Internal Audit 119001 891031 5010 482,313.00 155,023.00 87,000.00 724,336.00
DIS Ethics and Compliance Office 119001 891051 5010 70,991.00 22,281.00 40,850.00 134,122.00
DIS Vice Chancellor Finance + Adm 119001 893004 5010 10,751.00 82,634.00 45,400.00
138,785.00
DIS Project Facilitation Office 119001 893005 5010 378,398.00 26,486.00 404,884.00
DIS Enterprise Risk Management 119001 893012 5010 339,200.00 106,532.00 190,199.00 635,931.00
DIS Environmental Safety 119001 893013 5010 75,000.00 75,000.00
INSTITUTIONAL SUPPORT
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Fiscal Year 2016-17 Annual Budget
District and District Support
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
DIS Human Resources 119001 893201 5010 4,285,883.00 1,314,522.00 689,977.00 6,290,382.00
DIS New Hire Expense 119001 893202 5010 108,600.00 108,600.00
DIS Employee Re-Training 119001 893203 5010 61,617.00 16,761.00 19,000.00 97,378.00
DIS Tuition Reimbursement 119001 893204 5010 345,493.00 345,493.00
DIS Professional Development 119001 893205 5010 4,000.00 349.00 953,174.00 957,523.00
DIS Employee Accomodations 119001 893206 5010 5,000.00 5,000.00
DIS Faculty Development 119001 893214 5010 259,569.00 259,569.00
DIS Purchasing & Contract Admin 119001 893401 5010 1,086,182.00 337,907.00 91,250.00 1,515,339.00
DIS Mailroom 119001 893441 5010 46,416.00 46,416.00
DIS Mailroom 119102 893441 5010 149,021.00 433,170.00 582,191.00
DIS Finance and Fiscal Services 119001 893502 5010 4,681,355.00 1,320,759.00 441,615.00 6,443,729.00
DIS Bursar 111001 893511 5010 244,720.00 24,399.00 269,119.00
DIS Bursar 112001 893511 5010 126,945.00 15,584.00 142,529.00
DIS Bursar 113001 893511 5010 161,790.00 7,865.00 169,655.00
DIS Bursar 114001 893511 5010 178,269.00 10,627.00 188,896.00
DIS Bursar 115001 893511 5010 105,444.00 6,525.00 111,969.00
DIS Bursar 119001 893511 5010 213,954.00 213,954.00
DIS Department of Public Safety 111001 893801 5010 1,644,318.00 1,644,318.00
DIS Department of Public Safety 112001 893801 5010 926,489.00 926,489.00
DIS Department of Public Safety 113001 893801 5010 396,870.00 396,870.00
DIS Department of Public Safety 114001 893801 5010 434,687.00 434,687.00
DIS Department of Public Safety 115001 893801 5010 634,313.00 634,313.00
DIS Department of Public Safety 119001 893801 5010 272,951.00 1,371,158.00 810,626.00 2,454,735.00
DIS Department of Public Safety 119201 893801 5010 135,123.00 135,123.00
DIS Department of Public Safety 133001 893801 5010 5,302.00 5,302.00
DIS General Institutional 119001 893901 5010 15,633,310.00 15,633,310.00
DIS Insurance 119001 893902 5010 813,000.00 813,000.00
DIS Institutional Reserve 119001 893907 5010 898,011.00 898,011.00
DIS Benefits Other 119001 893913 5010 4,254,991.00 4,254,991.00
DIS Staff Council 119001 893915 5010 8,900.00 8,900.00
DWD Unified Staff Council 119001 893917 5010 20,000.00 20,000.00
DWD Multi-Year Student Work-Study 179003 893921 5010 29,002.00 29,002.00
DIS Vice Chancellor PPIS Office 119001 895001 5010 (1,980.00) 79,388.00 30,000.00 107,408.00
DIS Enterprise Reporting 119001 895002 5010 183,766.00 183,766.00
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Fiscal Year 2016-17 Annual Budget
District and District Support
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
DIS EnterpriseIT Risk Security Svcs 119001 895003 5010 215,536.00 46,032.00 20,000.00 281,568.00
DIS Banner Project Services 119001 895101 5010 521,063.00 135,751.00 1,870,000.00 2,526,814.00
DIS Strategic Planning + Performa 119001 895201 5010 256,251.00 80,602.00 87,830.00 424,683.00
DIS Institutional Research + Effe 119001 895301 5010 973,230.00 268,386.00 35,000.00 1,276,616.00
DIS Director IT Services Office 119102 895401 5010 4,719,325.00 1,436,011.00 (6,155,336.00) -
DIS Computer Replacement Prog 119001 895402 5010 375,000.00 375,000.00
DIS Faculty Wkstation Replacement 119001 895403 5010 525,000.00 525,000.00
DIS Communications 119001 895461 5010 -
DIS VC Economic+WorkforceDeOffice 119001 897001 5010 443,555.00 141,179.00 196,203.00 780,937.00
DIS Community Based Assessment Edu 119001 897002 5010 1,000.00 1,000.00
DIS Economic + Workforce Dev Adm 119001 897003 5010 232,848.00 73,732.00 10,861.00 317,441.00
DIS Workbased English Solutions 119001 897004 5010 6,000.00 6,000.00
DIS Professional Development 119001 897005 5010 195,370.00 40,550.00 29,220.00 265,140.00
DIS MITC University Ctr 119001 897006 5010 158,411.00 50,192.00 46,740.00 255,343.00
DIS Educator Prep Program 119001 897008 5010 148,902.00 44,682.00 13,050.00 206,634.00
DIS Bellwether Consortium 119001 897012 5010 88,213.00 28,077.00 11,787.00 128,077.00
DIS Center for Workforce Excellence 119001 897032 5010 133,175.00 41,959.00 88,450.00 263,584.00
DIS Out of Dist Partner/CTTC 119001 897036 5010 204,192.00 63,619.00 75,488.00 343,299.00
DIS OutofDistPartnerKerrville 119001 897038 5010 146,805.00 43,006.00 129,000.00 318,811.00
DIS EDW-Public Allies 119001 897046 5010 20,000.00 20,000.00
DIS EWD Revenue Holding Account 119001 897047 5010 350,000.00 350,000.00
DIS Department of Nursing 119001 897051 5010 17,400.00 17,400.00
DIS International Programs 119001 897101 5010 552,983.00 234,499.00 787,482.00
DIS Int'l Prog Student Abroad 119001 897102 5010 220,000.00 220,000.00
DIS Int'l Prog Student Abroad Adm 119001 897103 5010 30,000.00 30,000.00
DIS Int'l Prog Foreign Student App 119001 897104 5010 30,000.00 30,000.00
DIS Int'l Contract Training 119001 897105 5010 50,040.00 13,941.00 359,691.00 423,672.00
DIS Department of Communications 119001 897201 5010 696,373.00 182,308.00 1,993,278.00 2,871,959.00
DIS Continuing Education 119001 897301 5010 2,486,272.00 1,046,291.00 327,169.00 3,859,732.00
DIS Vice Chanc Acad Affairs Offc 119001 898001 5010 1,395,277.00 338,191.00
94,760.00 1,828,228.00
DIS Academic Success/Ach the Dream 119001 898002 5010 93,600.00 29,378.00 55,000.00 177,978.00
DIS High School Programs 119001 898006 5010 -
DIS Student Financial Services 119001 899011 5010 1,295.00 1,295.00
DIS VC Student Success Office 119001 899021 5010 1,213,056.00 264,690.00 111,221.00 1,588,967.00
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District and District Support
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
DIS Vice Chancellor Finance + Adm 119001 893004 6010 (139,063.00) (139,063.00)
DIS Building Maintenance 111001 893601 6010 747,259.00 377,020.00 1,124,279.00
DIS Building Maintenance 112001 893601 6010 701,265.00 280,409.00 981,674.00
DIS Building Maintenance 113001 893601 6010 598,866.00 263,873.00 862,739.00
DIS Building Maintenance 114001 893601 6010 628,414.00 336,930.00 965,344.00
DIS Building Maintenance 115001 893601 6010 338,771.00 417,119.00 755,890.00
DIS Building Maintenance 119001 893601 6010 147,952.00 903,318.00 1,279,518.00 2,330,788.00
DIS Grounds Maintenance 111001 893602 6010 230,143.00 31,000.00 261,143.00
DIS Grounds Maintenance 112001 893602 6010 136,723.00 17,859.00 154,582.00
DIS Grounds Maintenance 113001 893602 6010 39,600.00 95,242.00 134,842.00
DIS Grounds Maintenance 114001 893602 6010 44,185.00 610,481.00 654,666.00
DIS Grounds Maintenance 115001 893602 6010 44,185.00 75,756.00 119,941.00
DIS Grounds Maintenance 119001 893602 6010 153,894.00 476,666.00 630,560.00
DIS Utilities 111001 893603 6010 2,634,484.00 2,634,484.00
DIS Utilities 112001 893603 6010 1,800,064.00 1,800,064.00
DIS Utilities 113001 893603 6010 1,219,184.00 1,219,184.00
DIS Utilities 114001 893603 6010 1,149,462.00 1,149,462.00
DIS Utilities 115001 893603 6010 875,849.00 875,849.00
DIS Utilities 119001 893603 6010 514,533.00 514,533.00
DIS Utilities 119201 893603 6010 76,778.00 76,778.00
DIS Housekeeping 111001 893604 6010 703,786.00 655,627.00 1,359,413.00
DIS Housekeeping 112001 893604 6010 466,454.00 640,259.00 1,106,713.00
DIS Housekeeping 113001 893604 6010 247,521.00 315,543.00 563,064.00
DIS Housekeeping 114001 893604 6010 44,689.00 611,973.00 656,662.00
DIS Housekeeping 115001 893604 6010 166,212.00 558,822.00 725,034.00
DIS Housekeeping 119001 893604 6010 102,250.00 545,415.00 1,140,025.00 1,787,690.00
DIS Minor Construction 119001 893605 6010 586,400.00 586,400.00
DIS Facilities 119001 893610 6010 302,112.00 93,036.00 349,733.00 744,881.00
DIS Vehicle Replacement Prog 119001 893612 6010 26,871.00 26,871.00
DIS Project Management 119001 893613 6010 1,001,058.00 316,331.00 97,760.00 1,415,149.00
DIS Preventive Maintenance 111001 893619 6010 2,813,135.00 2,813,135.00
DIS Preventive Maintenance 112001 893619 6010 1,605,000.00 1,605,000.00
DIS Preventive Maintenance 113001 893619 6010 2,179,201.00 2,179,201.00
OPERATIONS AND MAINTENANCE OF PLANT
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District and District Support
Department Budget Allocations by Functional Categories
DEPARTMENT FUND ORGN PROG FTE *
FTE FACULTY
SALARIES **
OTHER SALARIES &
WAGES **
BENEFITS
OPERATING
EXPENSES
TOTAL
DIS Preventive Maintenance 114001 893619 6010 524,000.00 524,000.00
DIS Preventive Maintenance 115001 893619 6010 465,000.00 465,000.00
DIS Preventive Maintenance 119001 893619 6010 6,862,664.00 6,862,664.00
DIS Utilities LLDC 112001 893642 6010 20,000.00 20,000.00
DIS General Institutional 119001 893901 6010 534,169.00 534,169.00
DIS Insurance 111001 893902 6010 139,690.00 139,690.00
DIS Insurance 112001 893902 6010 65,435.00 65,435.00
DIS Insurance 113001 893902 6010 73,368.00 73,368.00
DIS Insurance 114001 893902 6010 115,780.00 115,780.00
DIS Insurance 115001 893902 6010 36,265.00 36,265.00
DIS Insurance 119001 893902 6010 56,462.00 56,462.00
DIS General Institutional 119001 893901 7010 650,000.00 650,000.00
DWD Multi-Year Student Work-Study 179003 893921 7010 263,721.00 263,721.00
DIS Utilities 133003 893603 8010 73,025.00 73,025.00
DIS Natatorium Facilities Svc 133003 893608 8010 102,505.00 102,505.00
DIS Food Service 131001 893618 8010 35,350.00 35,350.00
DIS Food Service 132001 893618 8010 5,971.00 5,971.00
DIS Food Service 139001 893618 8010 5,784.00 5,784.00
DIS Department of Public Safety 133003 893801 8010 17,820.00 17,820.00
DIS General Institutional 119001 893901 8010 109.00 109.00
DIS General Institutional 139001 893901 8010 1,356.00 1,356.00
DIS Preventive Maintenance 133003 893619 9425 51,000.00 51,000.00
DIS General Institutional 119001 893901 9425 100,000.00 100,000.00
DIS Transfers Mandatory+NonManda 111001 893903 9425 1,673,332.00 1,673,332.00
DIS Transfers Mandatory+NonManda 112001 893903 9425 1,021,708.00 1,021,708.00
DIS Transfers Mandatory+NonManda 113001 893903 9425 820,832.00 820,832.00
DIS Transfers Mandatory+NonManda 114001 893903 9425 1,404,258.00 1,404,258.00
DIS Transfers Mandatory+NonManda 115001 893903 9425 596,893.00 596,893.00
DIS Transfers Mandatory+NonManda 119001 893903 9425 11,866,962.00 11,866,962.00
TOTAL DISTRICT AND DISTRICT SUPPORT - - 50,060,969.00 18,267,904.00 84,534,912.00 152,863,785.00
* FTE includes full-time faculty only (account code 61001).
** FTE faculty salaries and other salaries and wages include vacancy credit ($3,511,326) in account code 61101
Department budgets are required by State Law in Texas State Statute Sec. 51.402b.
AUXILIARY ENTERPRISES
TRANSFERS
INSTITUTIONAL SCHOLARSHIPS
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APPENDICES
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All Funds Financial Structure
The Alamo Colleges reports as a business-type activity (BTA), under the Governmental Accounting Standards
Board (GASB 34-35). The term ‘fund’ in this context is not meant to equate to funds under GASB’s reporting
structure and is used strictly for budgetary control purposes.
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Financial Policies and Procedures
C.1.3 (Policy) Appropriations and Revenue Sources
Responsible Department: Vice Chancellor for Finance and Administration
Board Adoption: 8-18-09
Last Board Action: 8-18-09
Financial Stability
The Board has the legal power and duty to act as a fiduciary in the management of funds under the control of institutions
subject to the Board’s control and management.
The target level for the current unrestricted fund balance is 15% of the annual current unrestricted funds budget.
Investments
In compliance with the Texas Public Funds Investment Act, the Board has adopted an investment policy (see C.1.7).
Donations and Grants from Private Sources
The authority to accept and receive donations and grants from private sources on behalf of any college of the College
District, or the College District as a whole shall be vested solely with the Board, and all bequests of property for the benefit
of the College District shall vest in the Board, except to the extent that the Alamo Colleges Foundation serves as the official
fund-raising and endowment arm of the College District for all donations and grants from private sources.
When not specified by the grantor, funds or other property donated, or the income there from, may be expended in any
manner authorized by law and College District policy. The Chancellor shall make recommendations to the Board regarding
the acceptance of gifts and donations.
Facilities Use
The grounds and facilities of the College District shall be used for the educational goals and purposes of the College District
as set forth by the Board. Such uses, as determined by the Board, the Chancellor, and the respective college President, have
priority over any other use of College District facilities.
The grounds and facilities of the College District shall be made available to members of the College District community,
including students and their respective registered organizations, when such
use does not conflict with normally scheduled
activities, or any College District policies or procedures. The requesting student(s) or student organization shall pay all
expenses incurred by their use of the facilities. Such expenses are limited to the cost of required College District custodial,
security, and building staffs.
Leasing or rental of College District facilities, in support of community needs and programs, is permitted, provided that such
use does not interfere with College District operation
s and is consistent with the College District’s public purpose. The College
District shall establish a schedule of rates, competitive with the current market. The setting of rates shall at all times employ
processes and practices consistent with those in t
he realty market to ensure that the College District receives fair and accurate
market value for use of its property and services.
Sale of College District Real Estate
All sales of College District real estate are subject to prior Board approval.
Depository of Funds
The depository officially designated by the Board shall be the sole depository for College District funds. All deposits shall
be in accordance with the depository agreement, the College District investment policy, and state law.
Ad Valorem Taxes
To provide funds, the Board shall be authorized to levy and pledge annual ad valorem taxes sufficient to pay the principal
of and interest on bonds for construction and equipment, for the maintenance of the College District.
For information on tax abatements and tax increment financing see C.1.10.
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C.1.4 (Policy) Budget
Responsible Department: Vice Chancellor for Finance and Administration
Board Adoption: 8-18-09
Last Board Action: 5-23-12
Annual Budget
The
fiscal year for the College District shall begin on September 1 and end on August 31. The Board shall annually adopt
a budget on or before September 1 of each year, providing authority to expend funds in accordance with state law, College
District policy, and the College District’s approved procedures.
Scope
This policy and Procedure C.1.4.1 apply only to the annual College District current unrestricted funds budget.
Budget Principles
The budget shall be developed to support the goals of the Board-
approved strategic plan of the College District for the
academic year stated in fiscal terms. The following principles shall be adhered to in developing the annual budget:
1. In preparing and passing the budget, the administration and Board shall strive to distribute funds in a manner
that is aligned with the College District strategic plan to the maximum extent possible. The budget shall reflect an
equitable allocation of resources among the many college and district services functions supporting the goals of
the strategic plan.
2. The budget shall identify sufficient sources of funds to ensure a fiscally balanced budget.
3. The budget shall reasonably provide for contingencies to meet unforeseen demands.
4. The administration shall provide the Board with key indicators to assist the Board in its deliberations.
Budget Adjustments and Reallocations
Budget adjustments (movement of budget between accounts) and reallocations of reserve/pooled budget accounts are
allowed to support operations and to facilitate implementation of the College District strategic plan.
Line Item Groups
The line item groups are:
a. Instructional and General (“I & G”): Instruction, Academic Support, Student Services, Institutional Support, and
Operation and Maintenance of Plant;
b. Public Service;
c. Scholarships and Exemptions; and
d. Auxiliary Enterprises.
Budget adjustments between line item groups require prior Board approval. The following transactions are exempt from
this requirement:
a. Allocations and reallocations to and from the Chancellor's Reserve;
b. Salary and fringe benefit transactions; and
c. Allocations and reallocations to and from pooled accounts for specific use as approved by the Board, such as
equipment and adjunct faculty salary pools.
Budget Amendments
The budget may be amended during the fiscal year. Increases or decreases to the total annual current unrestricted
operating budget (budget amendments) shall be submitted to the Board for prior approval.
Savings Incentive Program
Up to 25% of “net savings” (as defined by the Vice Chancellor for Finance and Administration) may be carried forward
from the prior year to the next budget year to provide a funding mechanism in each College Presidents’ and Vice
Chancellors’ budgets for priority initiatives and to incent a culture of savings. The amount of the carryforward will be
based on actual results after the audited financial statements are approved by the Board of Trustees in December. Carry-
over amounts not utilized
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within two years will revert to the district’s fund balance. In January of each year, the Vice Chancellor for Finance and
Administration will provide a Savings Incentive Program report to the Board of Trustees.
Activities which allow for carryforward which are excluded from the calculation include:
1. Unused revenues for programs which have been identified and approved by the Board of Trustees as high cost
and have special program tuition;
2. Student activity fees; and
3. Remaining balances from capital budget allocations.
The remaining 75% “net savings” will accumulate in fund balance to offset future differences in state appropriation
funding levels, revenues under budget and/or other reallocations by the Board of Trustees such as increases to preventive
maintenance.
Budget Balance
The target level for the current unrestricted fund balance is 15% of the annual current unrestricted funds budget.
C.1.4.1 (Procedure) Annual Operating Budget
Responsible Department: Vice Chancellor for Finance and Administration
Based on Board Policy: C.1.4 - Budget
Approved: 8-18-09
Last Amended:
Chancellor’s Reserve
Each year the Chancellor shall designate an amount to be budgeted in a contingency account (the Chancellor's Reserve), to
reasonably provide for unforeseen demands. The initial amount shall not exceed .25 % (¼ of one percent) of the approved
annual current
unrestricted operating budget. In addition to this initial amount, during the fiscal year the Chancellor may
allocate a percentage of unexpended salary residuals from vacant positions to the Chancellor's Reserve and to the colleges.
The Chancellor shall have the authority to approve reallocations of the Chancellor's Reserve.
No funds shall be expended directly from this account.
Preventive Maintenance Set Aside
Funds shall be set aside annually to fund preventive maintenance projects in accordance with Procedure C.2.3.1. Unspent
funds may be carried over for inclusion in the subsequent annual budget.
C.1.7 (Policy) Investments
Responsible Department: Vice Chancellor for Finance and Administration
Board Adoption: 9-15-09
Last Board Action: 10-27-15
General
The Board of Trustees (“Board”) as fiduciary of the funds of Alamo Community College District, may direct or delegate the
purchase, sale, and investment of funds under its control in investments authorized in the Public Funds Investment Act,
Chapter 2256, Texas Government Code (“PFIA”), in compliance with Board-adopted investment policies, and according to
the standard of care prescribed in this written policy. This Policy is intended to satisfy the requirements of the PFIA. [Texas
Government Code Section 2256.005(a)]
Scope
The provisions of this policy apply to the investment of College District funds and to all funds under the control of the
Board, including, without limitation:
• Operating Funds
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• Debt Service Funds
• Debt Service Reserve Fund
• Construction Funds and Unexpended Plant Funds
• Other Funds
Objectives
This investment policy emphasizes the safety of principal and liquidity, [Texas Government Code Section 2256.005 (2)]
and addresses investment diversification, yield, maturity and the quality and capability of investment management. The
Board intends that investments will be purchased to hold until maturity; no investments will be made for the specific
purpose of speculation of changes in market interest rates.
The investment objectives of the College District are in order of priority:
1. Assure the safety of the College District’s funds.
2. Maintain sufficient liquidity to provide adequate and timely operating funds.
3. Ensure the investment is marketable if the need arises to liquidate the investment.
4.
Minimize risk of loss resulting from concentration of assets by diversifying investments as to maturity, security type,
and issuer and providing for investments in authorized pooled and mutual funds.
5. Attain a market yield consistent with safety and liquidity considerations.
C.2.3 (Policy) Facilities and Grounds Management
Responsible Department: Vice Chancellor for Finance and Administration, District Institutional Advancement
Board Adoption: 8-18-09
Last Board Action: 2-24-14
Maintenance and Operations
The College District shall ensure that its facilities are safe, comfortable, and hygienic for students, faculty, employees, and
the general public.
Consistent maintenance standards shall be employed throughout the College District. Periodic assessments
of the condition of College District facilities shall be conducted.
Preventive Maintenance
The College District administration shall prepare, budget, and execute an annual preventive maintenance program.
Funding
Funds allocated for the preventive maintenance program may be utilized only for materials, labor, tools, and equipment or
contracted work directly relating to and supporting the concept of well-maintained buildings, grounds, utilities, or like items
normally associated with physical plant activities. Funds shall be set aside annually to fund preventive maintenance projects.
Unspent funds shall be carried over for inclusion in the subs
equent annual budget. The set aside amount shall be determined
by the Board.
Administration
The Chancellor or designee shall develop, publish, and disseminate specific instructions and procedures necessary to
implement the preventive maintenance program.
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C.3.1 (Policy) Debt Management
Responsible Department: Vice Chancellor for Finance and Administration
Board Adoption: 5-17-11
Last Board Action: 5-19-15
General
This Policy (the “Policy”) establishes conditions for the use of debt and creates procedures and policies designed to manage
the Alamo Community College District’s (the “College District”) obligations within available resources, minimize the debt
service and issuance costs, achieve the highest credit ratings, maintain full, complete, and accurate financial disclosure and
reporting, and to comply with appropriate and applicable laws of the State of Texas (the “State”) and federal law.
Scope
Within the applicable laws of the State, the College District may enter into debt obligati
ons to finance the construction or
acquisition of buildings and infrastructure and other assets, maintenance of existing facilities, to purchase land and personal
property, or the option to refinance or restructure existing debt. Unless recommended otherwise by the Vice Chancellor for
Finance and Administration, whose recommendation must be approved by the Board of Trustees, all debt will be incurred at
the College District level or through a non-profit corporation created by the College District. This Policy applies to all debt
issued regardless of the purpose for which issued or the funding source for repayment. The Vice Chancellor for Finance and
Administration is responsible for the debt management for the College District. Responsibility for the operational activity
related to management of debt may be delegated to the Associate Vice Chancellor of Finance and Fiscal Services (AVC), or
Treasurer.
Objectives
The objective of the Policy is to ensure prudent debt management practices that include:
• Minimize or avoid year-to-year fluctuations in the tax rate
• Minimize borrowing costs
• Structure the earliest possible maturity of the debt
• Preserve or enhance the District’s credit ratings
• Assure full, complete, and accurate financial disclosure and reporting compliance
• Comply with State and federal laws
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Functional Category Descriptions
1xxx Instruction
This category includes expenditures for all activities that are part of an institution's instruction program.
It includes salary and operating expenditures for:
• Academic, Vocational and Technical instruction (credit and non-credit courses)
• Developmental and Tutorial instruction
• Remedial
• Regular, Special, and Extension sessions
• Separately organized activities associated with instructional and training programs, such as
Child Development Program.
• Expenditures for departmental research and public service that are not separately budgeted
• Expenditures of department chairpersons, in which instruction is still the primary role of the
administrator
• Summer Programs for Children
• Programs for Seniors
This category excludes expenditures for academic administration when the primary assignment is
administration -- for example, Academic Deans.
2xxx Public Service (Activities designed primarily to serve the general public)
This category includes funds expended for activities that are established primarily to provide non-
instructional services beneficial to individuals and groups external to the institution. It includes salary
and operating expenditures for:
• Lectures
• Seminars and Workshops
• Planetarium operations.
3xxx Academic Support
This category should include funds expended primarily to provide support services for the institution's
primary missions -- instruction, research and public service. It includes salary and operating expenditures
for:
• The retention, preservation and display of educational materials, i.e., Libraries/Learning
Resources, Museums and Galleries
• Academic administration, i.e. Dean’s salaries and office expenses
• Technical support, i.e. Computer Services and Audio-Visual services
• Separately budgeted support for course and curriculum development, and related items
• Faculty development
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4xxx Student Services
This category should include funds expended for activities that primarily contribute to students'
emotional and physical well-being and to their intellectual, cultural, and social development outside the
context of the formal instruction program. It includes salary and operating expenditures for:
• Admissions, Records, Registration
• Commencement
• Assessment and Testing
• Clinic
• Advising & Counseling
• Intramurals (Auxiliary Supported Expenses)
• Services to Disabled Students
• Student Activities
• Student Financial Aid Services
• Student Job Placement
• Veteran’s Affairs
• Health Services
• Center for Student Information
5xxx Institutional Support
This category includes salary and operating expenditures for:
• Central executive level management and long-range planning of the entire institution – Board
of Trustees activities, Chancellor, Vice Chancellor’s, President’s
• Business and Fiscal Operations and Support– Accounting, Bursar’s Office, Fiscal Affairs, Internal
Audit, Tax Assessing/Collecting
• Employee personnel and records – Human Resources / Employee Services
• Logistical activities that provide procurement, storerooms, safety, security, printing and
transportation services to the institution - Procurement and Security
• Support services for faculty and staff that do not operate as auxiliary enterprises - Faculty
Senate, Staff Council, Health/Wellness, Hospitality, Staff Training
• Activities concerned with community and alumni relations, including development and fund
raising – Community and Public Relations/Information, Development
• Administrative data processing
• Information Technology(IT) departments
• Space Management, Records Management
• Communications, Legal/Audit Fees, Planning and Research
• Bad debt related to tuition and fee revenue
6xxx Operations and Maintenance of Plant
This category should include all expenditures of current funds for the operation and maintenance of
physical plant, net of amounts charged to auxiliary enterprises, hospitals and independent operations.
It includes salary and operating expenditures for:
• Building/Grounds Maintenance
• Custodial Services
• Preventive Maintenance
• Utilities
• Support – Contract Administration, Project Management
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7xxx Scholarships and Fellowships
This category includes expenditures for scholarships and fellowships from restricted and unrestricted
funds in grants to students either from selection by the institution or from an entitlement program. If the
institution does not select the recipient of the award and is only custodian of the funds, as with ROTC
scholarships, the funds should be reported in the Agency Fund group.
This category includes Institutional and Trustee.
Certain Payments to Students are not Scholarships and Fellowships:
Recipients of grants are not required to perform service to the institution as consideration of the grant,
nor are they expected to repay the amount of the grant to the funding source. When services are
required in exchange for financial assistance, as in the federal College Work-Study Program, the
charges should be classified as expenditures of the department or organizational unit to which the
service is rendered.
8xxx Auxiliary Enterprises
This category includes all expenditures relating to the operation of auxiliary enterprises, including
expenditures for operation and maintenance of plant and institutional support.
It includes salary and operating expenditures for:
• Child Care Center
• Food Service
• Natatorium Operation
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Tuition and Fee History
ALAMO COMMUNITY COLLEGE DISTRICT
20 YEAR TUITION AND FEE SCHEDULE SUMMARY
By Fall Semester
1997 1998 1999 2000
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
2011 2012 2013 2014 2015 2016
Tuition per Sem Hour
In District
$24 $24 $24 $30 $30 $33
$35 $38 $40 $42 $44 $51 $53.5 $53.5 $56
$70 $70 $70 $70 $73
Out-of-Dist
$46 $46 $46 $55.5 $55.5 $59 $70 $76 $80 $84 $88 $95
$103.5 $107 $112
$185 $185 $185 $185 $194
Non-Resident
$92 $92 $92 $108.5 $108.5 $119 $140 $152 $160 $168 $176 $183 $203 $214
$224 $358 $358 $358 $358 $376
General Fee
In District
1 - 6 HRS $40 $60 $60 $80 $80 $80 $80 $100 $105 $110 $116
$116 $122 $122 $130
7+ HRS $45 $65
$65 $85 $85 $85 $85 $105 $110 $115 $121 $121 $127 $127 $135
Out-of-Di strict
1 - 6 HRS $40 $60 $60 $80 $80 $80 $80 $100 $105 $110 $116 $116 $122 $122 $130
7+ HRS $45 $65 $65 $85 $85 $85 $85 $105 $110 $115 $121 $121 $127 $127 $135
Non-Resident
1 - 6 HRS $40 $60 $60 $80 $80 $80 $80 $100 $105 $110 $116 $116 $122
$122 $130
7+ HRS $45 $65 $65 $85
$85 $85 $85 $105 $110 $115 $121 $121 $127 $127 $135
Registration Fee $10 $10
$10 $10 $10 $10 $10 $10 $11 $12 $13
Student Insurance $4 $4 $4 $4 $4 $4 $4 $4 $4 $4 $4
Library Upgrade Fee $10 $10 $10 $10 $10 $10 $10 $10 $11 $12 $13
* Per Semester Hour
FY2013 - Folding the general fee into tuition; Tuition calculations are based on general fee per semester hour, assuming 12 semester hour workload added to the tuition rate.
2016 - Tuition and Fees schedule effectived Spring 2016 based on the Board arrpoval on October 27, 2015
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Enrollment Reports
Annual Unduplicated Headcount
(Includes Credit and Non-Credit Students)
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
San Antonio College 35,587 36,018 38,175 40,122 42,108 43,566 40,168 38,539 36,599
St. Philips College 16,013 16,294 17,165 18,661 19,685 20,379 20,591 20,299 21,244
Palo Alto College 12,701 15,560 14,443 14,733 16,430 18,320 18,851 18,622 16,300
Northwest Vista College 15,113 16,302 19,094 22,518 23,724 25,292 25,262 25,364 25,654
Northeast Lakeview College * 449 1,011 1,551 3,816 3,031 3,387 5,060 5,504
Alamo Colleges
(Unduplicated Count)
Very Large Texas Community Colleges
(Unduplicated Count)
Texas Community Colleges System (Unduplicated
Count)
1,146,439 1,186,375 1,252,987 1,379,042 1,427,690 1,416,358 1,393,867 1,370,795 1,362,489
Annual Semester Credit Hours (SCH)
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
San Antonio College 440,478 442,200 459,318 515,922 493,465 499,947 453,723 430,101 389,241
St. Philips College 208,012 205,860 210,234 231,397 204,349 194,476 178,752 176,830 184,095
Palo Alto College 157,694 156,547 158,843 171,425 166,967 166,851 150,905 146,622 148,153
Northwest Vista College 193,397 207,810 240,456 293,105 295,192 300,348 289,868 284,731 285,767
Northeast Lakeview College * 3,886 8,938 10,829 16,168 11,709 10,709 22,555 36,048
Alamo Colleges
(Unduplicated Count)
Very Large Texas Community Colleges
(Unduplicated Count)
6,824,567 7,073,472 7,610,826 8,791,800 9,225,203 9,156,744 8,962,506 8,841,761 8,462,674
Texas Community Colleges System (Unduplicated
Count)
11,239,108 11,543,250 12,293,123 14,099,983 14,737,968 14,466,032 13,986,839 13,701,218 13,506,900
Source: THECB Accountability System
* Not Available
79,920
932,253
1,060,839
76,797
928,501
1,043,304
88,968
936,647
1,083,957
999,581
1,016,303
1,077,789
1,222,678
1,176,141
1,173,331
935,334
90,979
83,027
929,588
76,619
81,216
86,099
93,218
704,342
736,820
791,603
890,373
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Principal Employers in Bexar County
Largest Employers
Employer
Number of % of Number of % of Number of % of Number of % of Number of % of Number of % of Number of % of
Lackland AFB
28,100 3.1% 37,097 4.0% 37,097 4.0% 37,097 3.9% 37,097 3.8% 37,097 3.6% 37,097 3.6%
Fort Sam Houston - US Army
30,793 3.4% 32,000 3.4% 32,000 3.5% 32,000 3.3% 32,000 3.2% 32,000 3.1% 32,000 3.1%
HEB Food Stores
14,588 1.6% 14,588 1.6% 14,588 1.6% 20,000 2.1% 20,000 2.0% 20,000 2.0% 20,000 2.0%
USAA
14,852 1.6% 14,832 1.6% 15,000 1.6% 17,000 1.8% 16,000 1.6% 17,000 1.7% 17,000 1.7%
Northside ISD
12,597 1.4% 13,300 1.4% ` 1.4% 12,751 1.3% 12,751 1.3% 12,751 1.3% 12,751 1.3%
Randolph AFB
10,700 1.2% 11,068 1.2% 11,068 1.2% 11,068 1.2% 11,068 1.1% 11,068 1.1% 11,068 1.1%
Northeast ISD
10,223 1.1% 10,522 1.1% 10,522 1.1% 10,522 1.1% 10,052 1.0% 10,052 1.0% 10,052 1.0%
City of San Antonio
9,000 1.0% 9,145 0.9% 9,145 0.9% 11,731 1.2% 9,145 0.9% 9,145 0.9% 9,145 0.9%
Methodist Healthcare System
7,013 0.8% 7,500 0.8% 7,747 0.8% 8,000 0.8% 8,118 0.8% 8,118 0.8% 8,118 0.8%
San Antonio ISD
7,581 0.8% 7,581 0.8% 7,000 0.8% 7,374 0.8% 7,000 0.7% 7,000 0.7% 7,000 0.7%
Baptist Health System (a)
n/a n/a 6,216 0.6% 7,205 0.8% 7,205 0.7% 6,498 0.6% 6,498 0.6%
JP Morgan Chase (a)
n/a n/a 5,000 0.5% 5,000 0.5% 5,200 0.5% 5,200 0.5% 5,200 0.5%
Wells Fargo (a)
n/a n/a 5,153 0.5% 6,500 0.7% 5,153 0.5% 5,153 0.5% 5,153 0.5%
Total Employment 145,447 16.0% 157,633 16.8% 160,536 18.6% 186,248 19.4% 180,789 18.3% 181,082 17.8% 181,082 17.8%
(1) Source: San Antonio Economic Development Foundation Website 8/10/2010 http://www.sanantonioedf.com/business-profile/major-employers
(2) Source: San Antonio Economic Development Foundation Website 9/7/2011 http://www.sanantonioedf.com/business-profile/major-employers
(3) Source: San Antonio Economic Development Foundation Website 10/29/2012 http://www.sanantonioedf.com/business-profile/major-employers; and
(3-a) and the San Antonio Business Journal http://www.bizjournals.com/sanantonio/news/2012/07/05/san-antonios-largest-private-sector.html?s=image_gallery
(4) Source: San Antonio Economic Development Foundation Website 10/07/2013 http://www.sanantonioedf.com/business-profile/major-employers
(4-a) and the San Antonio Business Journal http://www.bizjournals.com/sanantonio/blog/2013/05/san-antonios-largest-private-sector.html
(5) Source: San Antonio Economic Development Foundation Website 09/09/2014 http://www.sanantonioedf.com/business-profile/major-employers
(6) Source: San Antonio Economic Development Foundation Website 10/06/2015 http://www.sanantonioedf.com/business-profile/major-employers
(7) Source: San Antonio Economic Development Foundation Website 10/19/2016 http://www.sanantonioedf.com/business-profile/major-employers
2016 (7)
2015 (6)
Principal Employers Greater than 5,000 Employees
2011 (2)
2010 (1)
2012 (3)
2013 (4)
2014 (5)
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FY17 Budget-Related Board Minute Orders/Approved Minutes
Minute Orders are on following pages. All minute orders were approved as written.
Board Minute Order Index
Fiscal year 2016 – 2017 All Funds Budget ................................................................................................................ 149
Tax Rate for Fiscal Year 2016 – 2017 .......................................................................................................................... 154
Fiscal Year 2016 – 2017 Operating Budget ................................................................................................................ 161
Debt Management Plan for Fiscal Year 2016 – 2017 .............................................................................................. 164
Tuition and Fees Schedule for Fiscal Year 2016 - 2017 .......................................................................................... 165
Fiscal Year 2016 – 2017 Compensation Increase ..................................................................................................... 171
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Glossary
The terms included in this glossary are intended to serve as a general and basic reference for the material contained
in the budget document. It is not an all-inclusive or a comprehensive glossary.
Academic Support Function – This function includes funds expended primarily to provide support services for
the institution’s primary mission – instruction, research, and public service. It includes: (1) the retention,
preservation, and display of educational materials such as libraries, museums, and galleries; (2) academic
administration such as dean’s salaries and office expenses; (3) technical support such as computer services and
audio-visual information; and (4) separately budgeted support for course and curriculum development and
related items.
Accountability – Accountability is the obligation to explain the institution’s action, to justify what the institution
does, to justify to the citizenry and other interested parties the rationale for raising resources, and an
explanation for the expenditure of those resources.
Accounting Period –-The accounting period is a time period that is reflected in a set of financial statements.
Accounts Payable – Payables are amounts owed for goods or services actually rendered or provided to the
institution, but for which the payment has not yet been made.
Accounts Receivables – Receivables are amounts owed to the institution from private persons or organizations
for goods and services furnished.
Accrual Basis – Basis of accounting under which revenues are recognized and recorded when earned, and
expenses are recognized and recorded when they become a legal obligation or liability.
Accrued Expenses – An expense incurred during the accounting period but not paid or recorded.
Accrued Interest – Accrued interest is interest earned but not yet paid.
Accrued Liabilities – Accrued liabilities are those amounts owed but not yet paid.
Accrued Revenue – Revenue that has been earned during the fiscal year but not received or recorded.
Accumulated Depreciation – The amount of depreciation expense that has been recognized for capital assets,
or a class of assets, to date.
Ad valorem – In proportion to value - basis for property tax levy.
All Funds Budget Report – Provides detailed information for all revenues and expenditures received and
expended by the Alamo Colleges.
Annual Unduplicated Headcount – Total number of students enrolled with each student counted only once
during the entire academic year. For example, a student who enrolled in two or more semesters during the year
is counted only once. For district totals, students who enrolled at more than one of the Alamo Colleges and in
more than one term are counted once.
Assessed Valuation – Valuation set on real estate or other property as the basis of levying taxes.
Audit – Examination of documents, records, reports, internal control systems, accounting and financial
procedures and other evidence and the issuance of a report relating to the examination.
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Auxiliary Enterprise – Category of expenses that includes all expenses related to the operation of auxiliary
enterprises including expenses for operation and maintenance of plant and institutional support.
Auxiliary Enterprise Function – An activity that exists to provide a service to students, faculty or staff and
charges a fee directly related to, although not necessarily equal to, the cost of the service. The activity is
managed as essentially self-supporting.
Award – Credential granted a student for successful completion of a set curriculum such as a degree or
certificate.
Balanced Budget – Revenue budget equals expense budget.
Basic Financial Statements – Includes statement of net assets, statement of revenues, expenses and change in
net assets, statement of cash flows and notes to the financial statements.
Bond – A written promise to pay a specific sum of money, called the face value or principal amount, at a
specified date (or dates) in the future, called the maturity date, and with periodic interest at a rate specified
in the bond. A bond is generally issued for a specific purpose or project, such as construction of a new facility.
Bond and Interest Fund – (also known as Debt Service Fund): The Bond and Interest Funds are used to account
for payment of principal, interest, and related charges on any outstanding bonds. Debt service for each bond
issue must be accounted for separately using a group of self-balancing accounts within the fund.
Bonded Debt – The portion of an issuer’s total debt represented by outstanding tax-supported bonds.
Budget – A financial plan that sets forth the estimated expenses for a financial period and the proposed means
to finance them.
Capital Outlay – The purchase or construction of a capital asset that represents an exchange of an asset that
may be spent (cash) for an asset that cannot be spent, resulting in a net decrease in current financial resources.
Cash – Includes currency, coin, checks, and money orders, on hand or deposit with a designated agent or official
acting as custodian of deposited funds.
CBM001 – (Student Report) This report includes all students enrolled at the reporting institution in courses (for
which semester credit hours or quarter credit hours are awarded) as of the official census date, which shall be
the 12th class day for the fall and spring semesters (16 week sessions) and the 4th class day for each of the
summer terms (6 week sessions).
CBM004 – (Class Report) This report reflects courses offered as of the official census date which is the 12th
class day for the fall and spring semesters (16 week session) and the 4th class day for each of the summer terms
(6-week session). All higher education institutions may schedule enrollment periods different from the standard
periods noted. This report includes classes in Coordinating Board approved courses for resident credit.
CBM008 – (Faculty Report) This report includes all personnel who teach a class that generates credit hours and
whose assigned responsibilities are directly related to the teaching function.
Certification/Licensure/Registration – A process sponsored by an agency or association, and designed by
educators in cooperation with business, industry, and/or labor, that validates and/or certifies the skills and
learning experiences of a candidate and enters the name of the successful candidate on a registry.
CIP – Capital Improvement Projects.
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College of Attendance – Refers to the physical location (College) where a student attends the course.
College of Registration – Refers to the College where a student registers for a course during an academic
year.
Contingency - Contingency funds are those appropriations set aside for emergencies or unforeseen
expenditures.
Contact Hours - A unit of measure that represents an hour of scheduled instruction given to students of which
50 minutes must be of direct instruction.
Contracts – A negotiated transaction in which both parties to the agreement specify their actions to be
performed.
Contractual Services – Monies paid for services rendered by firms and individuals under contract who are not
employees of the Alamo Colleges.
Credit Students – Students enrolled in a course that can be applied to a degree, diploma, certificate or other
formal award.
Debt Service – Interest and matured principal related to outstand debt obligations – may be either the cash
outlay needed or the amount accrued for meeting such payment during any accounting period.
Debt Service Requirements – The amount of the current period’s principal and interest related to long-term
debt obligations.
Degree – An award conferred by a postsecondary education institution as official recognition for the successful
completion of a program of study.
Developmental Education – Developmental education refers to the range of courses and activities designed
to prepare students to complete credit bearing college level courses successfully.
Distance Education – Courses in which the majority of instruction occurs when the students and instructor are not
in the same physical setting. A distance education course can be delivered synchronously or asynchronously to
any single or multiple locations through electronic modes (e.g., the Internet, video conferencing, television, etc.),
by correspondence, or by other means.
Duplicated Headcount – Students enrolled at more than one college are counted at each college resulting in
“duplicated” headcount.
Employed and/or Enrolled – Students who have taken a job after graduation or enrolled in higher education
after graduation.
Ethnicity – Ethnic origin of students, faculty or staff.
Exempt
– Designation that allows a student to pay no tuition. In some cases, some or all fees will be included in
the exemption.
Facility Condition Index (FCI) – Current maintenance, repair, and replacement deficiencies of the facility
divided by current replacement value of the facility.
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Fall to Fall Persistence FT FTIC – The rate at which full-time, first-time-in-college, degree-seeking credit students
either persist from the Fall term of entry (at census date) to the Fall term of the following year (at census date)
or earn a degree or certificate before the next fall term.
Fall to Fall Persistence PT FTIC – The rate at which part-time, first-time-in-college, degree-seeking credit
students persist from the Fall term of entry (at census date) to the Fall term of the following year (at census
date).
Fall to Spring Persistence FT FTIC – The rate at which full-time, first-time-in-college, degree-seeking credit
students persist from Fall term of entry (at census date) to the subsequent Spring term (at census date) where
full-time is defined as a student taking 12 or more semester credit hours.
Fall to Spring Persistence PT FTIC – The rate at which part-time, first-time-in-college, degree-seeking credit
students persist from the Fall term of entry (at census date) to the subsequent Spring term (at census date) where
part-time is defined as a student taking less than 12 semester credit hours.
First-Time-in-College Student (FTIC) – An entering student who has never attended any college. Also includes
students who entered with advanced standing (college credits earned before graduation from high school).
Financial Aid – Grants, loans, assistantships, scholarships, fellowships, tuition waivers, tuition discounts, veteran’s
benefits, employer aid (tuition reimbursement) and other monies provided to students to meet expenses. This
includes Title IV subsidized and unsubsidized loans made directly to students.
Fiscal Year – The period of time beginning September 1 and ending on the following August 31, both dates
inclusive, which coincides with the State of Texas’ fiscal year.
Formula
Funding – The method used to allocate appropriated sources of funds among institutions of higher
education.
FTE – Full time equivalent.
FTSE – Full time student equivalent.
Full Time Faculty – Tenured, tenure-track, and full-time faculty.
Full-Time Student – Students enrolled for 12 or more credit hours in a semester.
Fund Balance/Equity – Available spendable resources at a given point in time.
Gender – The gender of a student or faculty or staff member. An ‘M’ denotes Male and an ‘F’ denotes Female.
Graduation Rate – Percentage of a given college-entering, first-time-in-college cohort of degree-seeking
students who graduate in a specific period of time.
Headcount – Number of students in a group by classification.
I&G Operating Budget – The Instruction and General Operating Budget contains all of the revenue and
expenditures associated with providing services and programs relating to instruction and general operating
activities of the College District.
Institutional Support Function – Expenses for (1) central executive level management and long-range planning
of the entire institution; (2) fiscal operations; (3) administrative data processing; (4) space management; (5)
employee personnel and records; (6) logistical activities that provide procurement, storeroom, safety, security,
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printing and transportation services to the institution; (7) support services for faculty and staff that do not
operate as auxiliary enterprises; (8) activities concerned with community and alumni relations, including
development and fundraising; and (9) bad debt expense related to tuition and fee revenue.
Instruction Function – Expenses for all activities that are part of an institution’s instruction program. This function
includes expenses for credit and non-credit courses, for academic, vocational, and technical instruction, for
development and tutorial instruction, and for regular, special, and extension session.
Investments – The purchase of a financial product with the expectation of favorable future returns or the
purchase of a physical good, such as inventory, with the objective of improving future business.
Levy – To impose taxes, assessments or service charges.
Liability – Probable future sacrifices of resources arising from obligations to transfer assets or provide services
in the future as a result of a transaction or event.
NLC – Northeast Lakeview College, one of the Alamo Colleges.
NVC – Northwest Vista College, one of the Alamo Colleges.
Non-Credit Students – Students enrolled in a higher education technical course offered for continuing education
units and conducted in a competency based format.
Non-Exempt
–Population required to pay full tuition and fees.
Non-Formula – Revenues and off-setting expenses generated by activities, fees and non-credit instruction that
are outside the formula-funding stream (tuition and fees, state appropriations and ad valorem taxes).
Non-reimbursable – Approved academic courses which are not allowed to be reported for state funding.
Operating Expense – Expenses that are incurred as a direct result of the nature of the activity being reported.
These costs are necessary to the maintenance of the institution. An example would be salary and wages.
Operating Revenue – Funds derived from sources related to normal business operation or activity. An example
would be tuition and course fees.
PAC – Palo Alto College, one of the Alamo Colleges.
Part Time Faculty – Faculty employed less than 100 percent of time, often referred to as adjuncts.
Part-Time Student – Students who are enrolled in fewer than 12 semester credit hours in a given semester.
Public Service Function – Funds expended for activities that are established primarily to provide non-
instructional services beneficial to individuals and groups external to the institution.
Reimbursable
– An academic credit course delivered face-to-face or by distance education whose semester
credit hours are submitted for formula funding.
Restricted – Constraints stipulated by an external party to the institution. They may be based either on a specific
time or purpose.
Retention Rate Within Term – The rate at which credit students persist within the same term (excludes Fall late
flex, includes dual credit).
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Revenue by Source – Funds received from tuition, taxes, state appropriations and other sources.
SAC – San Antonio College, one of the Alamo Colleges.
Service Area – The geographical area, or target market, for educational delivery by community/ junior
colleges. The District’s service area is comprised of Atascosa (50%), Bandera, Comal, Guadalupe (98%),
Kendall, Kerr, and Wilson counties.
Semester Credit Hour (SCH) – Semester Credit Hour is a unit of measure representing an hour (50 minutes) of
instruction over the weeks in a semester.
SPC – St. Philip’s College, one of the Alamo Colleges.
Student Service Fees – Fees charged for the performance of activities related to student activities not related
to instruction, research or public service.
Student Services Function – Expenses include resources expended for offices of admissions and the registrar
and activities that primarily contribute to students’ emotional and physical well-being and to their intellectual,
cultural, and social development outside the context of the formal instruction program.
Taxes – Non-exchange transactions levied or imposed by the institution.
Texas Community College System – Refers to all Texas public community colleges.
THEA – Texas Higher Education Assessment.
THECB – The Texas Higher Education Coordinating Board.
THECB Accountability System – Texas Higher Education Coordinating Board Accountability System refers to
an electronic, on-line system used to track performance on critical measures that exemplify higher education
institutions' missions. Its major focus is on the four target areas of participation, success, excellence and research.
Transfer – A student entering an institution for the first time, but known to have previously attended a
postsecondary institution.
Tuition – Fees charged to students for the delivery of instruction credit hour.
Tuition Discount – Tuition not expected to be paid by the student - may be either an internal
scholarship/fellowship or grant resources.
Unrestricted – Resources that have not stipulation as to their use.
Unduplicated Count – Student enrolled at more than one of the Alamo Colleges counted only once in district-
wide totals.
Very Large Community College Group – The very large community college districts are located in major
metropolitan areas of Texas. These colleges include: Alamo Community College District, Austin Community
College, Collin County Community College District, Dallas County Community College District, El Paso Community
College, Houston Community College System, Lone Star Community College District, San Jacinto College District,
South Texas College and Tarrant County College District.
Source: THECB Accountability System, CCSSE Key Performance Indicators, IPEDS, the THECB
Budget Requirements and Annual
Financial Reporting Requirements for Texas Community and Junior Colleges Manual
and the Institutional Research and Effectiveness
Services (IRES) Department-the Alamo Colleges.
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Campus Locations
Northeast Lakeview College
1201 Kitty Hawk Rd.
Universal City, TX 78148
(210) 486-5000
Northwest Vista College
3535 N. Ellison Dr.
San Antonio, TX 78251
(210) 486-4000
Palo Alto College
1400 Villaret Blvd.
San Antonio, TX 78224
(210) 486-3000
San Antonio College
1819 N. Main Ave.
San Antonio, TX 78212-3941
(210) 486-0000
Southwest Campus
800 Quintana Road
San Antonio, Texas 78211
(210) 486-7000
St. Philip's College
1801 Martin Luther King Dr.
San Antonio, TX 78203
(210) 486-2000
District Office - Houston Street
811 W. Houston St.
San Antonio, TX 78207
(210) 485-0000
District Office - Sheridan
201 W. Sheridan
San Antonio, TX 78204
(210) 485-0000
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FY2016-2017 Annual Budget
Published and distributed by the Finance and Fiscal Services Department
811 W. Houston Street, San Antonio, Texas 78207-3033
http://www.alamo.edu
(210)485-0301
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