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
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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.
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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
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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
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INTRODUCTION
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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
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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
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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
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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
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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
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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
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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 Collegesallocation 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
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Fiscal Year 2016-17 Annual Budget
PROFILE
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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
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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
.
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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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Fiscal Year 2016-17 Annual Budget
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 sourcestuition 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.
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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
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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.
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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