Alamo Community College District
San Antonio, Texas
ANNUAL
BUDGET
Fiscal Year 2018-19
Northeast Lakeview College | Northwest Vista College | Palo Alto College | San Antonio College | St. Philip’s College
Dare to Dream. Prepare to Lead.
FISCAL YEAR 2018-19 ANNUAL BUDGET
ALAMO COMMUNITY COLLEGE DISTRICT
FY 2018-2019 Annual Budget
BOARD OF TRUSTEES
Joe Alderete Jr., Vice-Chair, District 1
Denver McClendon, District 2
Anna Uriegas Bustamante, Secretary, District 3
Marcelo Casillas, Chair, District 4
Roberto Zárate, District 5
Dr. Gene Sprague, District 6
Dr. Yvonne Katz, District 7
Clint Kingsbery, District 8
Joe Jesse Sanchez, Assist. Secretary, District 9
Monica Scraper, Student Trustee
Dr. Mike Flores, Chancellor
Dr. Diane E. Snyder, CPA, 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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Table of Contents
INTRODUCTION ................................................................................................................... 5
Message from the Chancellor .............................................................................................................. 6
Organizational Description (Who We Are) ..................................................................................... 8
Workforce Profile .................................................................................................................................. 9
Off-Campus Sites ................................................................................................................................ 10
Performance Evaluation ..................................................................................................................... 12
Strategic Plan ...................................................................................................................................... 13
Strategic Objectives and Goals ....................................................................................................... 15
Alamo Colleges District Strategy Map ........................................................................................... 17
Budget Process and Budget Calendar ............................................................................................ 19
REVENUE AND EXPENSES ................................................................................................. 21
Revenue and Functional Expense Alignment .................................................................................. 22
FY19 Revenue Summary .................................................................................................................... 23
Tuition and Fees ................................................................................................................................... 27
Ad Valorem Taxes .............................................................................................................................. 32
State Appropriations .......................................................................................................................... 33
FY 2018-19 Expense Summary ....................................................................................................... 38
Funding Model ..................................................................................................................................... 42
College and DSO Non-Formula ....................................................................................................... 51
Non-formula Revenue ......................................................................................................................... 51
Salaries, Wages and Benefits .......................................................................................................... 54
Staffing Summary ............................................................................................................................... 56
District Support Operations - Staffing ............................................................................................ 59
Capital Allocations .............................................................................................................................. 60
Preventive Maintenance .................................................................................................................... 61
TAX REVENUE & DEBT SERVICE ........................................................................................ 63
Assessed Value and Tax Levy of Taxable Property ................................................................... 64
Growth in Taxable Valuation ........................................................................................................... 64
Tax Rate ............................................................................................................................................... 66
Debt Supported by the Debt Tax Revenue ................................................................................... 68
STUDENT DATA ................................................................................................................. 70
Contact Hours ....................................................................................................................................... 71
Unduplicated Headcount Enrollment ............................................................................................... 75
Headcount vs. Enrollment ................................................................................................................... 76
APPENDIX ......................................................................................................................... 77
Department Budget Allocations by College by Functional Categories .................................... 78
All Funds Financial Structure............................................................................................................ 107
Historical Fund Balance .................................................................................................................... 108
Ten Year Trend of Revenue Sources ............................................................................................. 109
Financial Policies and Procedures .................................................................................................. 110
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FISCAL YEAR 2018-19 ANNUAL BUDGET
Functional Category Descriptions ................................................................................................... 134
Tuition and Fee History .................................................................................................................... 137
FY19 Budget-Related Board Minute Orders/Approved Minutes ........................................... 138
Collaborative Agreement ................................................................................................................ 160
Glossary .............................................................................................................................................. 168
Alamo Colleges District Service Area Map ................................................................................. 174
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INTRODUCTION
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Message from the Chancellor
December 1, 2018
Members of the Board of Trustees and Residents of the Alamo Colleges District service area:
It is my pleasure to present the Alamo Colleges District fiscal year 2019 Annual Budget. This budget continues
the long-held belief that the annual budget must 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 $50+ million over the last ten years, while
protecting our employees’ jobs, and maintaining quality education for the students we serve.
When the Board of Trustees adopted ‘The Alamo Way’ as the educational philosophy of our institution in July
2011, it established a framework designed to combine three dynamic models that together drive increased
employee and student performance, greater organizational efficiency and effectiveness, and leadership at the
Alamo Colleges District. These models are intended to be fully integrated into the culture of the Alamo Colleges
District, its students and employees. The annual operating budget is a collaborative plan that incorporates ‘The
Alamo Way’ in supporting our key areas of focus: (1) Enrollment growth and aligning funding to instruction,
academic support and student services, (2) Supporting our key strategic objectives, (3) Maintaining a safe and
secure education and work environment, and (4) Taking care of our employees.
This annual operating budget provides the financial foundation for the strategic plan, focused on three key
elements: Student Success, Principle-Centered Leadership and Performance Excellence. Using the Strategy Map,
we are able to track progress and results in six student success areas supported by this financial plan. These six
strategic strategies are:
1. Completion
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
d. Baccalaureate achievement
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. 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
d. Reduces the loss of transfer credits to degree, creating a cost savings to students and tax payers
4. 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
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5. High School Programs
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 District offers this at no cost to high school students and parents
6. 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)
The Alamo Colleges District 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 fiscal year 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 District family for their continued dedication and contributions in helping our
students achieve their educational goals.
Sincerely,
Dr. Mike Flores
Chancellor
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Organizational Description (Who We Are)
People recognize the Alamo by its distinctive architectural shape. But it is best remembered for the way it
reshaped historyas a mission, as a battle site, as a symbol of freedom. As its namesake, the Alamo Community
College District (Alamo Colleges District or ACD) has had its own inspirational impact on society. From our origin
as a community college district in 1945 through decades of change and expansion, we have fought to make
higher education accessible and affordable for all. Today, five colleges fulfill this promise with a vast array
of courses and 2-year degrees. Our credits transfer to four-year universities for those pursuing advanced
degrees, and our workforce development and continuing education programs help individuals build new careers
and meet the needs of business. In short, we empower people and shape futures.
ACD serves the Bexar County community through its programs and services that help students succeed in
acquiring the knowledge and skills needed in today's world. Students are taught by highly qualified faculty
with Master's and Doctorate degrees dedicated to creating a learning centered environment. Student services
include advising, computer labs, tutoring, financial services, services for the disabled, developmental instruction,
veteran's services, and job placement.
ACD 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
ACD offers certificates of completion in a variety of technical and occupational fields.
The ACD, a Hispanic Serving System which includes the nation’s only college 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 five colleges that comprise ACD include: St. Philip's College (SPC), established in 1898; San Antonio College
(SAC), established in 1925; Palo Alto College (PAC), established in 1985; Northwest Vista College (NVC),
established in 1995; and Northeast Lakeview College (NLC), established in 2007. All of the colleges are within
San Antonio city limits except Northeast Lakeview, which is within the town limits of Universal City, just to the
northeast of San Antonio. District Support Operations (DSO), located in downtown San Antonio, provides
administrative services and support to the five colleges under Collaborative Agreements. Each College operates
with significant autonomy in accordance with ACD’s unique Participatory Leadership model of collaborative
leadership between the Colleges and DSO. Based on that autonomy, each College is accredited independently
by the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC) to award associate
degrees and certificates.
ACD is one of the largest community college system in the United States and
the third
1
largest in Texas. In addition, two of the five Colleges have received
national recognition - Palo Alto College has been named as a top ten finalist
for the prestigious 2019 Aspen Prize for Community College Excellence, and
Northwest Vista College is ranked 2019’s #1 Best Community College in Texas
and #6 in the nation. Our service area includes all of Bandera, Bexar, Comal,
Kendall, Kerr and Wilson Counties, and most of Atascosa and Guadalupe
Counties. Community colleges are chartered to serve the communities in which
they are located as a higher education alternative to four-year university
1
Source: Texas Higher Education Coordinating Board
Compiled by TACC -10/29/17
2 San Antonio Economic Development Foundation
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systems. They serve as stepping stones for students to accomplish their educational goals, which typically include
transfer to one of those universities or the acquisition of skills needed to secure employment. San Antonio is the
seventh-largest city in the nation with an estimated 1.5 million people, of which 59.6%
2
are Hispanic. Of all
students enrolled in post-secondary education in the city, approximately 39.0%
2
are enrolled in one of our
Colleges. A recent $450 million capital improvement program will allow us to create some of the best facilities
for teaching and learning in the country.
Our Colleges are open-door institutions whose students come to college with various goals and at various levels
of preparedness. Consequently, we serve students and the community with transfer courses, academic and
technical degrees, and workforce development and continuing education options, offering more than 325
degree and certificate programs. Our educational program and service offerings are designed to meet the
educational goals and service needs of our students. We deliver these services through semester, flex, weekend,
and evening courses.
Workforce Profile
Our workforce groups include faculty, administrators, staff, and work study (student employees), with segments
that include location, part-time, full-time, and gender. Information is also provided to indicate the overall
diversity and educational requirements throughout the organization. We have experienced no recent changes
in workforce composition or needs and represent our communities and their student composition by
approximating the demographics of the Greater San Antonio area. Teaching faculty are required to meet the
certification requirements associated with accreditation set by the SACSCOC; some positions in the
administrative segment require professional or doctoral degrees; others require bachelors or master’s degrees
with positions on the staff segment requiring at least a high school level of education. While no bargaining units
exist, the Faculty Senate and Staff Council at each of the Colleges are engaged in Participatory Leadership
for local initiatives. These groups are also part of a larger, unified ACD faculty senate and staff council to
address ACD wide issues, another example of our Participatory Leadership approach. Special health and
safety related requirements exist in the following areas: recognized hazardous work environments such as
welding, electrical, chemical, and ergonomics; compliance with Texas Commission on Law Enforcement Standards
for police officers; and driving safety for vehicle operators.
Assets
The five college campuses encompass more than 5.4 million square feet of space on 779 acres across Bexar
County. Each has typical college campus facilities such as academic and classroom buildings, administrative
buildings, library facilities, gymnasiums, cafeterias, science classrooms and labs, and computer labs. In addition,
there are a number of specialty facilities such as performing arts centers, natatoriums, allied health and EMT
training areas, and aviation classrooms adjacent to the runway at historic Stinson Field.
Several DSO facilities currently encompass 100,000 square feet of space which houses the executive offices
for the Chancellor and Vice Chancellors, as well as HR, Legal Services, Ethics, Communications, Internal Audit,
Strategic Planning and Performance Excellence, Institutional Research and Effectiveness, Information Technology,
Finance, Facilities, Student Financial Aid, Center for Student Information, Police, some workforce programs, and
other service units. We have a future site with 160,000 square feet of space which will bring all DSO services
together under one roof and provide a large conference center for cross-college meetings, program
collaboration, and community use. Ground has been broken for the DSO site. The remaining DSO personnel
are co-located with the Colleges on their campuses, enabling them to be close to the customers they support.
Regulatory Requirements
ACD operates within the Texas Education Code monitored through the Texas Higher Education Coordinating
Board (THECB), which regulates contact-hour funding, common courses, and the approval of new programs.
THECB also compares demographic and financial data and monitors institutional effectiveness. ACD must comply
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with specific FERPA, ADA, OSHA, EPA, and EEOC requirements. ACD operates in accordance with regulatory
requirements at the federal, state, and local levels.
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.
Resource Allocation
The ACD Budget process is conducted annually and consists of the development of revenue and expense
allocations using a formal Funding Model (FM) followed by a Budget Distribution, which is a detailed
organizational account distribution process undertaken at the College and DSO levels. Significant steps in the
annual budget process leading up to the presentations of the Preliminary and Final Budgets to the Board include
the following. In the fall, the District Budget Office (DBO) coordinates preliminary projections for revenues and
a “Special Board Meeting” is held for the purpose of reviewing the current legislative agenda and providing
a preliminary look at the next year’s operating budget situation. In March, the Colleges provide contact hour,
enrollment, and non-formula revenue projections and the DBO coordinates projections for enrollment, revenue
and other key data elements in collaboration with the College budget officers. At the March board meeting,
tuition and fee rates are set for the Fall term.
In the April/May timeframe Colleges and DSO Units finalize employee position listings and begin preliminary
work on the development of detailed budgets based on: strategic objectives, organizational unit needs,
educational needs, and College objectives. The District Budget Office (DBO) and the Colleges then prepare
initial operating expense budget allocations generated by the FM which are distributed to each of the Colleges
and DSO units. In July, the Board Budget Retreat is held for presentation, review and approval of the budget
for the upcoming year. During this retreat, the Presidents and Vice Chancellors present their budget priorities
along with documented alignment to the ACD Strategic Objectives and Goals to ensure that budget allocations
are aligned with and support the ACD, College, and DSO Unit Strategic Plans. Subsequently, allocations are
made to the Colleges and DSO Units, who then apply their individual processes to fund their Action Plans and
organizational priorities.
Off-Campus Sites
The Alamo Colleges District 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
First Responders Academy(FRA), Von Ormy, TX
Greater Kerrville - Alamo Colleges Center
Westside Workforce Education and Training Center
Eastside Education and Training Center
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Organizational Structure/Organizational Governance
Alamo Community College District
Board of Trustees
Chancellor
Board Liaison
District
Director of
Internal Audit
Deputy to the
Chancellor
General
Counsel
Executive
Director of
Inst’l
Advancement
District Ethics
& Compliance
Officer
San Antonio
College
President
Northwest Vista
College
President
Vice Chancellor
for Planning &
Info. Systems
Vice Chancellor
for Finance &
Administration
Northeast
Lakeview
College
President
Vice Chancellor
for
Student Success
Vice Chancellor
for Academic
Success
St. Philip’s
College
President
Palo Alto
College
President
Vice Chancellor
for Economic
& Workforce
Development
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The Chancellor is the Chief Executive Officer (CEO) and reports to a 9-member Board of Trustees (Board) and
1 non-voting Student Trustee; the members represent nine different districts in the San Antonio area and are
elected by community members to serve for a term of six years. The student trustee is selected by the Board
from the student associations of the five Colleges who serves a term of one year. ACD is the only community
college in Texas with a student trustee. The Board acts as a Committee of the Whole and is comprised of eight
committees: Student Success; Building, Grounds, and Sites Selection; Policy and Long Range Planning; Audit,
Budget and Finance; Workforce; Legislative; Community Involvement; and Legal Affairs. Committees provide
oversight of operations in their areas of responsibility and issue guidance and direction in the form of Board
Policies.
By state statute, the Board is the governing body that sets policy, appoints the Chancellor, levies property taxes,
and approves the budget. The Board is the final authority on all matters of governance for the organization.
College Presidents report to the Chancellor, serve as CEOs of their college; and sit on the Presidents and Vice
Chancellors (PVC) team, the senior decision-making body within the organization.
Performance Evaluation
The Chancellor’s performance goals are set annually by the Board in its annual "Charges to the Chancellor",
which currently address AlamoEngage, AlamoWay, Project Management, General Obligation Bond, Workforce
Needs of the City/County and Service Area, District Support Building, Achieving Higher Graduation and
Completion Rates, Alamo Colleges On-Line (ACOL), System of Metrics, AlamoInstitutes, Open Educational
Resources, Emergency Responsiveness Strategy (ERS), SACSCOC Accreditation, and the Communication Plan.
The Charges are aligned with the Alamo Way priorities, the Strategic Plan and Measures of Success, all of
which are documented on the ACD Strategy Map. At the end of the performance year, the Board evaluates
the Chancellor’s performance relative to the Charges and determines compensation based on performance
results. The Charges are loaded into the AlamoTALENT Performance Management Module as SMART Goals so
all employees have line of sight to the Chancellor’s Goals and their alignment to the Strategic Plan. In addition,
the Chancellor assigns some of the Charges to the College Presidents (CPs) and Vice Chancellors (VCs) which
are also visible to all employees so that each can align their own SMART Goals to those of their leaders and
plan requirements. The Charges are reinforced in the annual contracts issued to Administrators and progress
toward achievement of the goals is recorded by the Chancellor, CPs, VCs, Administrators and each employee
throughout the year so that organizational progress can be monitored and actions directed when needed. At
the end of the year individual and organizational progress toward goal achievement is assessed. During
strategic planning and budget development CPs, VCs, and their teams develop Unit-specific plans and goals
aligned to the Charges for the upcoming fiscal year. These goals and a report on the status of prior year goals
is presented to the Board as an integral part of the budget planning process.
The Board established Policy B.3.2 in 2011 requiring a self-evaluation and now conducts self-evaluations every
odd-numbered year. Results are used to improve Board processes through identification of opportunities for
improvement and subsequent implementation of improvement actions. For example, as a result of an identified
theme about new members not getting up to speed fast enough, the Board developed a mentoring program
that expedites a new member’s orientation to their responsibilities and status of the organization.
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Strategic Plan
Our mantra “Students First” reflects our commitment to our key customer and the community we serve. Operating
on the belief that education is the central element in improving lives, we are wholly focused on our students and
providing the opportunity for and producing success for each and every one. This belief is reflected in our
Guiding Principles - the Mission, Vision, and Value (MVV) statements - as well as our Core Competencies that
support them. Based on the autonomy that our Colleges possess, they are authorized to tailor their Mission and
Vision statements so as to integrate their own specific objectives while maintaining alignment with ACD. The
MVV help define our culture and encompass the width and breadth of ACD commitment, passion and obligation.
Our Mission statement captures the essence of our passion, beliefs, and driving forces; our shared Values guide
our student- focused and collaborative nature which strives to take into account cultural differences as well as
contemporary academic needs; our Vision expresses the essence of what we strive to become. We ensure that
our defined core competencies relate to our mission through the Strategic Planning Process (SPP), during which
the MVV guide development of specific Strategic Objectives (SOs) and Goals, and the Core Competencies
required to attain them.
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:
Students First
Respect for All
Community-engaged
Collaboration
Can Do Spirit
Data-informed
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Core Competencies
1. Each Student First
2. Preparing Leaders
3. Early Access to Higher Education
4. Innovation
5. Relationship Building
In 2011, the Board approved implementation of a new, groundbreaking leadership philosophy to create a
stronger focus on students and student performance, and to accelerate us in our quest to achieve performance
excellence. That philosophy, Alamo Way: Always Inspire, Always Improve, which is based on the forms the basis
for our leadership approach throughout ACD. ACD uses 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, and the educational and performance philosophy is based on the
Baldrige Criteria.
The Alamo Way is the Board of
Trustees established policy (B.9.1)
that defines the top three priorities of
the Alamo Colleges: Student Success,
Principle-Centered Leadership, and
Performance Excellence. These
priorities are also the three strategic
objectives of the Alamo Colleges
strategic plan:
Student Success is the focus of
everything we do and involves
nurturing students into and through college to a degree or certificate, enabling students to transfer to another
institution of higher education or obtaining employment, and helping students achieve their goals.
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Principle-Centered Leadership forms the belief that every student and employee can lead in a proactive way
to contribute to achievement of our goals. It is a long-term, inside-out approach to developing people and
organizations that allows every single person to focus on character development, personal effectiveness, and
an emphasis on individual contribution to team goals and organizational results. We see a leader in every seat
and provide opportunities for students and employees to develop as principle-centered leaders which is the
cornerstone of our strategic plan, leadership and performance improvement systems and central to everything
we do.
Performance Excellence is the basis for our belief in an integrated approach to organizational performance
management that results in: delivery of ever-improving value to students and other stakeholders: contributing to
organizational sustainability; improvement of our overall effectiveness and capabilities; and organizational
and personal learning. We believe in being informed by data before making decisions, and we believe that
everything can be improved.
Strategic Objectives and Goals
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 AlamoINSTITUTES to align our instructional system to labor market demand
and career pathways.
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 District 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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The ACD commitment to excellence is further evidenced by our focus on the Baldrige Criteria; participation in
the nationwide Aspen Institute, whose focus is on higher education sustainability and equity; participation in the
Achieving the Dream (AtD) initiative, whose emphasis is to increase the success of community college students,
particularly low-income and students of color; and the Alliance for Innovation and Transformation (AFIT),
previously known as Continuous Quality Improvement Network (CQIN), whose goal is to help colleges attain
performance excellence through focused learning of best practices from the business world and translating them
to a higher education environment.
The Alamo Way has produced a strong
focus on improvement and innovation
through development and integration of
our Strategic Planning Process (SPP) with
our Measurement System, College
Planning Processes, Unit Planning
Processes; and the innovative Staff
Review Process (SPR), and Faculty 180
(F180) performance management
processes. These processes produce,
deploy, and align our Strategic
Objectives, Goals, Action Plans, Key
Performance Indicators and Targets
throughout the entire organization. The
Alamo Way approach also includes reviews of performance and creation of improvement plans at the College,
DSO, Unit, individual, and key process levels. At the process level, a culture of continuous improvement and
innovation using FOCUS PDCA has been created to inspire change. Process measures are established and
reviewed to ensure that process performance is stable, to identify when process improvements are needed, and
help pinpoint opportunities for innovation. Numerous innovations such as 4DX, MyMAP, AlamoADVISE,
AlamoINSTITUTES, and ALAS, among others, have been implemented. We also complete a Baldrige-based
assessment annually at the enterprise level, which provides an overall evaluation of the approaches used to
lead and manage organizational activities and provides feedback that is integrated into planning across the
enterprise. In the past, two of our colleges, NVC and PAC, along with the DSO are recipients of the Texas
Award for Performance Excellence, and both NVC and PAC have received Baldrige site visits. In November
2018, the Alamo Colleges District became the first community college district in the nation to win the Malcolm
Baldrige National Quality Award. The Baldrige Award is a presidential award and the nation’s highest honor
for performance excellence. This prestigious award is a testament to the innovation, collaboration and hard
work of our faculty, staff and students.
Creating a Focus on Action
Senior leaders have led the implementation of the "Four Disciplines of Execution" (4DX) to drive development
of "Wildly Important Goals” (WIGs) and actions designed to achieve those goals. 4DX is a proven set of
practices that have been tested and refined over many years, and has produced excellent results when
individuals and organizations adhere to the disciplines. Even in the face of the "Whirlwind", the urgent activity
required to keep things going on a day-to-day basis that often drains the organization of the time and energy
to execute its strategy, the disciplines have proven to be successful. They include:
Focusing on the Wildly Important
Acting on Lead Measures;
Keeping a Compelling Scoreboard; and
Creating a Cadence of Accountability.
We believe we can produce breakthrough results, even when executing a strategy that requires a significant
change in behavior, through the application of this concept and have achieved full deployment. Our ACD-wide
WIG is to increase degrees and certificates earned by our students to 15,000 by 2020 and 4DX actions and
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FISCAL YEAR 2018-19 ANNUAL BUDGET
standards to drive this outcome have been established across the institution. As a result of 4DX we now lead
all Texas community colleges in degree conferral.
Alamo Colleges District Strategy Map
ACD has a long tradition of data driven decision making in accordance with our Values (Data-informed) and
the Alamo Way Leadership Model. This assures that measurement forms the basis for ensuring effective process
performance in daily operations and plays a key role in the achievement of our SOs and Goals through
development of ACD, College, and DSO Key Performance Indicators (KPIs).
The Strategy Map is a diagram that describes how the Alamo Colleges District creates value by connecting SOs
in cause-and-effect relationship with each other. The Alamo Colleges District Strategy Map connects our
stakeholders' imperatives with our own SOs, our priorities, and our initiatives, helping us and our stakeholders
to see what our baseline performance is in our most important areas while also showing targets for the coming
three year.
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Budget Process and Budget Calendar
Budget planning at the district and college level is an annual process. This process includes (1) the development
of revenue and expense allocations followed by (2) the budget’s detailed organizational account distribution
process undertaken at the college- and district-levels (“Budget Distribution”).
Significant steps in the budget annual process leading up to the presentations of the Preliminary Budget and
Final Budget to the Board of Trustees are summarized, as follows.
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FISCAL YEAR 2018-19 ANNUAL BUDGET
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REVENUE AND EXPENSES
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FISCAL YEAR 2018-19 ANNUAL BUDGET
Revenue and Functional Expense Alignment
The 2019 operating budget was developed based on a funding model that aligns the strategic plan with the available resources, driven by key
student-data drivers such as student headcount and contact hours. The chart below depicts the major revenue streams and the cost structures they
support.
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FY19 Revenue Summary
Operating revenues to Alamo Colleges District are from three main sourcestuition and fees, ad valorem taxes,
and state appropriations. The FY 2018-2019 Annual Budget is based on the following revenue assumptions:
Effective Spring 2019, tuition will be $13 more per semester credit hour. Alamo Colleges District continues
to offer the most economical college costs
in our service area, keeping tuition and
fees affordable and at reasonable levels
while maintaining our focus on quality.
The projected ad valorem taxes increased
significantly as the taxable assessed value
of properties across Bexar County rose by
nearly 6.5%. It is important to note, there
was not a property tax rate increase
requested for the FY 2018-2019 budget.
State appropriations including state-paid
benefits (group health & retirement) remain
flat as compared to the prior year, as the
85
th
Texas Legislature passed the bi-
annual General Appropriations Act for the
upcoming two fiscal years, FY 2017-2018
and FY 2018-2019.
Cost of Education Who Pays?
Tuition and Fees are
heavily subsidized by:
• State Appropriations
Federal & State
Student Financial Aid
Thus, students pay out
of pocket only 19 cents
of each expense $1 at
Alamo Colleges District.
Due to State Funding
reductions (from 44%
to 21%), local property
taxes are now covering
$.23 on the dollar of
non-facilities’ costs.
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FY2019 REVENUE SUMMARY
DIST SAC SPC PAC NVC NLC TOTAL
FORMULA REVENUE FOR FUNDING MODELS
State Appropriations 59,886,422 - - - - - 59,886,422
Veteran's Assistance Ctr. 4,058,400 - - - - - 4,058,400
State Paid Benefits 20,002,367 - - - - - 20,002,367
Tuition - (Exclude CE) 277,054 31,274,902 15,228,515 12,759,456 23,090,949 8,810,293 91,441,169
Tuition - CE Reimbursable - - 18,640 - - - 18,640
Taxes 164,429,800 - - - - - 164,429,800
Other 4,526,600 - - - - - 4,526,600
Non Designated Auxiliary 971,000 - - - - - 971,000
Total Formula Revenue 254,151,643 31,274,902 15,247,155 12,759,456 23,090,949 8,810,293 345,334,398
NON-FORMULA REVENUE FOR ENTERPRISE ACTIVITIES
Instruction 146,935 1,189,000 1,604,050 442,200 76,800 18,000 3,476,985
Public Service 100,000 72,000 17,150 275,000 410,993 - 875,143
Academic Support 458,098 2,700 500 1,100 25,500 16,000 503,898
Student Services 368,264 1,178,611 593,456 540,887 959,780 279,667 3,920,665
Designated Auxiliary - 260,000 159,307 1,475,000 - - 1,894,307
Non-Designated Auxiliary 2,257,000 - - - - - 2,257,000
Continuing Education 7,162,257 - 276,228 65,000 - - 7,503,485
Designated Unrestricted - 564,244 27,904 145,000 12,500 10,500 760,148
Total Non-Formula Revenue 10,492,554 3,266,555 2,678,595 2,944,187 1,485,573 324,167 21,191,631
TOTAL REVENUES 264,644,197$ 34,541,457$
17,925,750$ 15,703,643$ 24,576,522$ 9,134,460$ 366,526,029$
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FISCAL YEAR 2018-19 ANNUAL BUDGET
FY2019 REVENUE BUDGET
FORMULA REVENUE FOR BUDGET MODELS
DIST
SAC SPC
PAC
NVC NLC
TOTAL
STATE APPROPRIATIONS
11X001
State Appropriations E & G
59,886,422
-
-
-
-
-
59,886,422
11X001
Veteran's Assistance Ctr.
4,058,400
-
-
-
-
-
4,058,400
11X001
State Paid Benefits
20,002,367
-
-
-
-
-
20,002,367
TOTAL STATE APPROPRIATIONS 83,947,189
-
-
-
-
-
83,947,189
TUITION
Tuition
11X001
Tuition - Non Exempt
- 24,430,138
12,178,359
10,100,901
18,201,165
6,613,535
71,524,097
11X001
Tuition - Exempt
-
7,231,461
9,518,704
5,441,030
8,042,817
683,456
30,917,468
11X001
Tuition - Exempt Discounts -
(8,802,006)
(10,664,312)
(6,261,955)
(9,421,731)
(768,812)
(35,918,816)
11X001
Tuition Pledged (25%) -
8,143,379
4,059,453
3,366,967
6,067,055 2,204,512
23,841,366
11X001
ACOL Revenue/Intl'Student Tuition
277,054
271,930
136,311
112,513
201,643
77,603
1,077,054
Total Tuition and Tuition Pledged 277,054
31,274,902 15,228,515
12,759,456
23,090,949
8,810,293
91,441,169
11X001
CE Tuit Reimbursable -
-
18,640
-
-
-
18,640
TOTAL TUITION 277,054
31,274,902
15,247,155
12,759,456
23,090,949 8,810,293
91,459,809
TAXES
11X001
M&O Current Tax Revenue
162,258,732
-
-
-
-
-
162,258,732
11X001
M&O Delinquent Tax Revenue
998,362
-
-
-
-
-
998,362
11X001
M&O Penalties & Interest 1,397,706 -
-
-
-
- 1,397,706
11X001
TIF Reduction (225,000)
-
-
-
-
- (225,000)
TOTAL TAXES 164,429,800
-
-
-
-
- 164,429,800
OTHER
11X001
Federal Revenue - IDC - SEOG 615,000
-
-
-
-
- 615,000
11X001
Returned Check Fee Revenue 25,000
-
-
-
-
-
25,000
11X001
Sales & Services Revenue
25,000
-
-
-
-
-
25,000
11X001
Pledged Investment Income 1,700,000
-
-
-
-
-
1,700,000
11X001
Installment Payment Fee 900,000
-
-
-
- -
900,000
11X001
Processing Fee 911,600
-
-
-
-
-
911,600
11X001
Transcript Fees 350,000
-
-
-
-
-
350,000
TOTAL OTHERS 4,526,600
-
-
-
-
-
4,526,600
NON-DESIGNATED AUXILIARY
13X001
AUX - Bookstore Commission 600,000
-
-
-
-
- 600,000
13X001
AUX - UPS Store Commissions
28,000
- -
-
-
-
28,000
13X001
AUX - Vending Rev
340,000 -
-
-
-
-
340,000
13X001
AUX - Copy Machine 3,000
-
-
-
-
-
3,000
TOTAL NON-DESIGNATED AUX 971,000
-
-
-
- -
971,000
TOTAL FORMULA REVENUES 254,151,643$
31,274,902$ 15,247,155
$ 12,759,456$
23,090,949$
8,810,293$ 345,334,398$
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FY2019 REVENUE BUDGET
NON-FORMULA REVENUE FOR ENTERPRISE ACTIVITIES
DIST SAC SPC PAC NVC NLC TOTAL
11X001 Special Prog Tuition - 1,129,500 1,597,050 378,200 66,800 18,000 3,189,550
11X001 VCT Fee Revenue - - 7,000 20,000 10,000 - 37,000
11X001 Administrative Fee Revenue 2,000 - - - - - 2,000
111001 Sales & Services Revenue - 3,500 - 40,000 - - 43,500
11X001 Seminars & Workshop Revenue 100,000 14,000 - - - - 114,000
11X001 Miscellaneous Revenue 44,935 42,000 - 4,000 - - 90,935
TOTAL INSTRUCTION 146,935 1,189,000 1,604,050 442,200 76,800 18,000 3,476,985
11X001 Gym Rental Revenue - 45,000 - - - - 45,000
11X001
Facilities Rental Revenue
100,000 12,000 - - 3,853 - 115,853
11X001
Sales & Services Revenue
- 15,000 17 ,150 275,000 407,140 - 714,290
TOTAL PUBLIC SERVICE 100,000 72,000 17,150 275,000 410,993 - 875,143
11X001 Library Fines 2,700 500 1,100 1,500 1,000 6,800
11X001 Facilities Rental Revenue 208,098 - - - - - 208,098
11X001
Administrative Fee Revenue
250,000 - - - - - 250,000
11X001
Sales & Services Revenue
- - - - 24,000 15,000 39,000
TOTAL ACADEMIC SUPPORT 458,098 2,700 500 1,100 25,500 16,000 503,898
11X003 Student Activity Fee - w/o Exemptions - 893,811 454,856 379,935 696,480 223,417 2,648,499
11X001
Foreign Student Application Fee
30,000 - - 1,000 - - 31,000
11X001 Other Test Fee - 12,000 - 4,000 - - 16,000
11X001 Prep Test Fee - - 1,000 - - - 1,000
11X001 TSI Test Fee - 105,000 78,000 45,000 100,000 35,000 363,000
11X001 TCEQ TX Com Environmental Qual Cert - 14,000 - - - - 14,000
11X001 CLEP Test Fee - 6,900 3,000 500 5,000 5,500 20,900
11X001 Correspondence Test Fee - 6,000 2,000 500 - 10,000 18,500
11X001 GED Certificates Test Fee - - 2,500 - - - 2,500
11X001 Accuplacer Test Fee 32,000 2,200 - 5,000 - - 39,200
119004 International Education Fee 123,280 - - - - - 123,280
11X001 Conference Fee Revenue 1,315 - - - - - 1,315
11X001 Sales & Services Revenue - 63,200 40,000 21,000
- - 124,200
11X001 Event Booth Rental Revenue - - - 10,000 - 3,500 13,500
11X001 Breakage Fee - 2,000 - - - - 2,000
11X001 ID Replacement - 4,500 2,100 1,000 2,000 2,250 11,850
11X001 Veterans Administration Revenue - 52,000 10,000 7,000 6,300 - 75,300
11X001 Miscellaneous Revenue 181,669 17,000 - 40,952 150,000 - 389,621
11X001 Auxiliary -Ticket Sales/Fundraising - - - 25,000 - - 25,000
TOTAL STUDENT SERVICES 368,264 1,178,611 593,456 540,887 959,780 279,667 3,920,665
13X001 AUX - Child Care Revenue - 260,000 142,307 500,000 - - 902,307
133003 Administrative Fee Revenue - - - 500 - - 500
133001 Sales & Services Revenue - - 17,000 88,000 - - 105,000
133003 Auxiliary - Advertising Revenue - - - 40,500 - - 40,500
133003 Local City Contrib NAT Renew/Replac - - - 524,000 - - 524,000
133003 NAT - Open Swim Revenue - - - 30,000 - - 30,000
133003 NAT - Entry Fee Revenue - - - 40,000 - - 40,000
133003 NAT - Vendor Commissions - - - 2,000 - - 2,000
133003 NAT - Special Program Revenue - - - 40,000 - - 40,000
133003 NAT - Swim Lessons/Meet Rentals - - - 185,000 - - 185,000
133003 NAT - Vending Machine Revenue - - - 5,000 - - 5,000
133003
Auxiliary -Ticket Sales/Fundraising
- - - 20,000 - - 20,000
TOTAL DESIGNATED AUXILIARY - 260,000 159,307 1,475,000 - - 1,894,307
13X001 AUX - Campus Access Fees 2,250,000 - - - - - 2,250,000
13X001 AUX - Parking Fines 7,000 - - - - - 7,000
TOTAL NON-DESIGNATED AUX 2,257,000 - - - - - 2,257,000
C.E.
11X001 CE Tuit Non-Reimbursable 2,000,000 - 92,000 15,000 - - 2,107,000
11X001 CE Tuit Non-Reimb Contracts - - 39,228 - - - 39,228
11X001 Non-CE Tuit Contract Training 2,401,494 - 125,000 - - - 2,526,494
Total CE Tuition 4,401,494 - 256,228 15,000 - - 4,672,722
11X001 CE Special Fee 2,760,763 - 20,000 50,000 - - 2,830,763
Total CE Fees 2,760,763 - 20,000 50,000 - - 2,830,763
TOTAL C.E. 7,162,257 - 276,228 65,000 - - 7,503,485
15XXX
Unrestricted Scholarships Interest Income
- - - - - - -
17XXX Designated Unrestricted - 564,244 27,904 145,000 12,500 10,500 760,148
TOTAL Unrestrict Scholarships Interest I
- 564,244 27,904 145,000 12,500 10,500 760,148
TOTAL NON-FORMULA REVENUES 10,492,554$ 3,266,555$ 2,678,595$ 2,944,187$ 1,485,573$ 324,167$ 21,191,631$
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FISCAL YEAR 2018-19 ANNUAL BUDGET
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.
The Board of Trustees
approved a tuition increase
of $13 per semester credit
hour, effective spring 2019.
This will be the first rate
increase since spring 2016
and only the second increase
since 2011. For the fall
semester 2018, per-
semester special program
tuition was continued for 38
programs. 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. Effective fall 2016, students pay a
modest international education fee of $1 per-semester to provide all Alamo Colleges District students with
greater access to financial assistance for studying outside the United States and increase students’ opportunities
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to enhance their pathways to success through international exchange. Effective fall 2018, the student activity
fee was increased to $3 per credit hour to increase access to co-curricular and extracurricular activities and
services for students that supplement their academic programs and career development.
The assumption on enrollment is 2.8% 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 District remains very affordable
at $1,094 for in-district tuition and fees for students taking 12 semester credit hours for fall 2018 and $1,200
for in-district tuition and fees for students taking 12 semester credit hours for spring 2019, after the $13 tuition
increase. At the University of Texas at San Antonio, in-district students taking 12 semester credit hours in fall
2018 should expect to pay a total of $4,025 in tuition and fees. Tuition and fees for 12 semester credit hours
at St. Mary’s University, a private university in San Antonio, in fall 2018 totals $15,325.
The graphic below represents a snapshot of the tuition strategies and benefits to our students:
As communication to our students is critical, the following two page flier is a reproduction of the information
produced by the ACD Communication’s department. This flier serves to inform students of the upcoming increase
in tuition rates effective Spring 2019 as well as a reminder to the entire Alamo Collegescommunity of the
value and quality educational experience provided by ACD.
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FISCAL YEAR 2018-19 ANNUAL BUDGET
FY 2019 Tuition Revenue by Semesters
SAC SPC PAC NVC NLC TOTAL
TUITION
Non Exempt *
Fall
50001
12,080,604 5,987,712 4,946,367 8,924,164 3,279,690
35,218,537
Spring
50002
14,256,460 7,086,695 5,861,293 10,594,940 3,835,976
41,635,364
Summer
50003
6,236,453 3,163,405 2,660,208 4,749,116 1,702,380
18,511,562
Total
32,573,517 16,237,812 13,467,868 24,268,220 8,818,046 95,365,463
Dual Credit
Fall
50001 2,610,105 3,856,831 2,230,348 3,114,464 38,360 11,850,108
Spring
50002 2,980,854 4,339,697 2,537,907 3,550,230 45,138 13,453,826
Summer
50003 48,362 56,389 39,479 58,821 868 203,919
Total
5,639,321 8,252,917 4,807,734 6,723,515 84,366 25,507,853
Exempt Other
Fall
50001 589,518 467,696 234,701 483,980 227,161 2,003,056
Spring
50002 690,632 549,205 274,899 572,060 260,745 2,347,541
Summer
50003 311,990 248,886 123,696 263,262 111,184 1,059,018
Total
1,592,140 1,265,787 633,296 1,319,302 599,090 5,409,615
Total Tuition
Fall
50001 15,280,227 10,312,239 7,411,416 12,522,608 3,545,211 49,071,701
Spring
50002 17,927,946 11,975,597 8,674,099 14,717,230 4,141,859 57,436,731
Summer
50003 6,596,805 3,468,680 2,823,383 5,071,199 1,814,432 19,774,499
Total
39,804,978 25,756,516 18,908,898 32,311,037 9,501,502 126,282,931
EXEMPT TUITION DISCOUNTS
Dual Credit
Fall
51701 (2,815,520) (4,157,447) (2,405,472) (3,359,371) (41,433) (12,779,242)
Spring
51702 (3,214,068) (4,680,996) (2,736,731) (3,828,281) (48,627) (14,508,703)
Summer
51703 (51,897) (61,562) (42,493) (63,035) (921) (219,908)
Total
(6,081,484) (8,900,005) (5,184,695) (7,250,687) (90,981) (27,507,853)
Exempt Other
Fall
51705 (589,518) (467,696) (234,701) (483,980) (227,161) (2,003,056)
Spring
51706 (690,632) (549,205) (274,899) (572,060) (260,745) (2,347,541)
Summer
51707 (311,990) (248,886) (123,696) (263,262) (111,184) (1,059,018)
Total
(1,592,140) (1,265,787) (633,296) (1,319,302) (599,090) (5,409,615)
Total Tuition Discounts
Fall
5170X (3,405,038) (4,625,143) (2,640,173) (3,843,351) (268,594) (14,782,298)
Spring
5170X (3,904,700) (5,230,201) (3,011,630) (4,400,341) (309,372) (16,856,244)
Summer
5170X (363,887) (310,448) (166,189) (326,297) (112,105) (1,278,926)
Total
(7,673,624) (10,165,792) (5,817,991) (8,569,989) (690,071) (32,917,468)
Summer Momentum Prog
(1,128,381) (498,520) (443,964) (851,742) (78,741) (3,001,348)
Total Tuition
31,002,973 15,092,204 12,646,943 22,889,306 8,732,690 90,364,115
* Non-Exempt tuition include tuition pledged (25%)
Total tuition exclude ACOL and International additional tuition revenues
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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 2018. 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%.
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 $164.4 million from total ad valorem taxes is included
in the FY 2018-2019 budget, and restricted revenue of $63.2 million is for debt service on general obligation
bonds and maintenance tax notes.
Property Taxes Funding - $M
FY18 FY19 Variance
Facilities Operations 16.4 16.5 0.1
Facilities Benefits (Hlth & Retire) 2.0 1.9
(0.1)
Utilities 8.7 9.5 0.7
Preventive Maintenance 16.5
18.5 2.0
Total Maintenance & Operations 43.6$
46.4
$ 2.8
$
Mandatory Trsf (Debt Svc, TPEG) 17.0
17.4 0.4
General Institutional (insurance, tax
collecting, bad debt, ETAP, contractual,
benefits)
25.1 27.9 2.8
Gap in State Instructional Funding 71.2 72.7 1.5
TOTAL M&O TAX REVENUE (current rate) 156.9$ 164.4$ 7.5$ (a)
What do M&O Taxes Fund?
(a) Year over year increase in Taxable Assessed Valuation (TAV)
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FISCAL YEAR 2018-19 ANNUAL BUDGET
State Appropriations
These funds are allocated on a biennium basis and may not be used for construction, repairs, renovations,
maintenance or operations 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 85
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 ($1 million
for the biennium) to fund core operations, regardless of the size of the institution.
Contact Hours similar to prior years, the formula is composed of the average cost of instruction per
contact hour multiplied by the total contact hours in the base period, which comprises the formula funding
request that is submitted to the state every two years. The key component of the formula, the average
cost of instruction, is calculated statewide for all academic and technical programs (28 funded
disciplines). In the biennium funding period (FY 2018 and 2019), the revenues cover only 24.4% of the
instructional costs as compared to 26.8% in the last biennium (FY 2016 and 2017) and down from 75%
in FY2008/09.
Student Success (outcomes-based) the formula funding is allocated based on each community college’s
student success points earned from a three-year average of student completion of certain defined
metrics. Examples of these metrics include: a student successfully completing their first 15 semester credit
hours at the institution and a student receiving an associate’s degree, Bachelor’s degree, or certificate
recognized for the purpose by the Texas Higher Education Coordinating Board. A full list of metrics to
be measured for student success points can be seen later in this section.
FORMULA FUNDING APPROPRIATIONS
FY 2018 FY2019 85th Leg. TOTAL
CORE OPERATIONS 680,406$ 680,406$ 1,360,812$
CONTACT HOUR FUNDING 52,011,655$ 52,011,655$ 104,023,310$
STUDENT SUCCESS 7,194,361$ 7,194,361$ 14,388,722$
TOTAL 59,886,422$ 59,886,422$ 119,772,844$
VETERANS ASSISTANCE CENTER
4,058,400$ 4,058,400$ 8,116,800$
TOTAL APPROPRIATED FUNDS 63,944,822$ 63,944,822$ 127,889,644$
CONTACT HOURS (BASE PERIOD - SUMMER 2016, FALL 2016, AND SPRING 2017)
ACADEMIC 16,074,328
TECHNICAL/VOCATIONAL 3,253,664
CONTINUING EDUCATION 360,510
TOTAL 19,688,502
STUDENT SUCCESS POINTS
THREE-YEAR WEIGHTED AVG - ALAMO 83,871
STATE-WIDE 1,075,267
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FISCAL YEAR 2018-19 ANNUAL BUDGET
in Millions
FY16/17 FY18 FY19 Biennium
Incr/
(Decr)
% Var
TX 50 CC
Avg. % Var
Core Operations
1
1.0 0.7 0.7 1.4 0.4 36.1% 36.1%
Student Success Pts Funding 13.3 7.2 7.2 14.4 1.1 8.2% 6.4% (B)
Academic & Vocational 105.6 52.0 52.0 104.0 (1.6) -1.5% -0.4% (A)
State Appropriations $119.9 $59.9 $59.9 $119.8 (0.1) -0.1% 1.0%
State Paid Benefits 32.4 20.5 20.5 40.9 8.5 26.3%
Veterans Assistance Centers 8.9 4.1 4.1 8.1 (0.8) 100.0%
Total State Funding $152.3 $84.4 $84.4 $168.8 16.5 10.8%
FY16/17 FY18 FY19 Biennium
Incr/
(Decr)
% Var
TX 50 CC
Avg. % Var
Base Year Contact Hours (M) 19.915 19.689 (0.2) -1.1% -0.7% (A)
% of RFOE Funded 26.8% 24.4%
Avg. $ per CH Funded annually 2.65$ 2.64$ $2.70
Success Points (M) 0.077 0.084 0.0068 8.8% 7.0% (B)
$ per Success Point 172.58$ 171.56$ (1.02)$ -0.6%
(B) Alamo Colleges District increase base year success points by 6,770. A increase of 8.8%, however Student
Success Points funding was reduced from $172.58 to $171.56 per point. State-wide, student success points
increased 7.0%.
Alamo Colleges District State Funding $
Key Work Drivers/Volumes
1
Core Operations funding is appropriated to all 50 community colleges equally; $680k each year, $1.4M for
the biennium
(A) State-wide Contact Hour declined an average of 0.7% from 16/17 to 18/19 biennium (with 21 colleges CH
increasing 0.1% to 8.9%; other 29 colleges declining). Alamo Colleges District contact hours declined 1.1%
resulting in $0.3M per year loss this biennium; and since 2010, 8% less state approp. per CH or $5.3M impact.
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FISCAL YEAR 2018-19 ANNUAL BUDGET
The Alamo Colleges District’s FY budget includes $59.9 million in state appropriation revenue and an additional
$20.5 million as the state’s 50% contribution toward employee group health and retirement. In addition, the
Alamo Colleges District received a special appropriation from the State of Texas of $8.1 million, spread over
the two year biennium, designated for Veteran’s Assistance Centers on campus.
85
th
Texas Legislature, Senate Bill 1, General Appropriations Act, Article III
PUBLIC COMMUNITY/JUNIOR COLLEGES
19. Instruction and Administration Funding (Outcomes-Based Model). Formula funding is allocated among
Public Community/Junior Colleges based upon certified contact hours generated in the previous academic year.
Ten percent of formula funding is allocated based on each community college's points earned from a three-
year average of student completion of the following metrics:
Metric Points
Student successfully completes developmental education
in mathematics 1.0
Student successfully completes developmental education
in reading 0.5
Student successfully completes developmental education
in writing 0.5
Student completes first college-level mathematics course
with a grade of "C" or better 1.0
Student completes first college-level course designated as
reading intensive with a grade of "C" or better 0.5
Student completes first college-level course designated as
writing intensive with a grade of "C" or better 0.5
Student successfully completes first 15 semester credit
hours at the institution 1.0
Student successfully completes first 30 semester credit
hours at the institution 1.0
Student transfers to a General Academic Institution after
successfully completing at least 15 semester credit hours
at the institution 2.0
Student receives from the institution an associate's degree,
a Bachelor's degree, or a certificate recognized for this
purpose by the Coordinating Board in a field other than
a critical field, such as Science, Technology, Engineering
and Mathematics (STEM), or Allied Health. 2.0
Student receives from the institution an associate's degree,
a Bachelor's degree, or a certificate recognized for this
purpose by the Coordinating Board in a critical field,
including the fields of Science, Technology, Engineering
or Mathematics (STEM), or Allied Health. 2.25
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FISCAL YEAR 2018-19 ANNUAL BUDGET
SAC SPC PAC NVC NLC TOTAL
Resident Instruction Rate Rate Funded Contact Hours Dollar Amount Contact Hours Dollar Amount Contact Hours Dollar Amount Contact Hours Dollar Amount Contact Hours Dollar Amount Contact Hours Dollar Amount
1
Agriculture $10.47 $2.56 32,378 82,760 22,440 57,358 15,772 40,313 28,828 73,685 8,310 21,242 107,728 275,358
2
Architecture and Precision Production Trades $10.98 $2.68 49,461 132,583 34,279 91,888 24,093 64,582 44,037 118,043 12,695 34,029 164,565 441,125
3
Biology, Physical Sciences, and Science Technology $9.87 $2.41 715,943 1,725,113 496,191 1,195,604 348,743 840,320 637,430 1,535,931 183,757 442,775 2,382,064 5,739,743
4
Business management, Marketing, and Administrative Services $9.74 $2.38 243,718 579,521 168,911 401,642 118,718 282,290 216,991 515,968 62,554 148,742 810,892 1,928,163
5
Career Pilot $45.42 $11.09 2,150 23,835 1,490 16,519 1,047 11,610 1,914 21,221 552 6,118 7,152 79,304
6
Communications $10.39 $2.54 60,028 152,262 41,603 105,527 29,240 74,169 53,445 135,565 15,407 39,080 199,724 506,603
7
Computer and Information Sciences $12.55 $3.06 186,447 571,244 129,219 395,906 90,820 278,259 166,001 508,600 47,854 146,618 620,342 1,900,626
8
Construction Trades $10.87 $2.65 15,523 41,194 10,758 28,550 7,561 20,066 13,821 36,676 3,984 10,573 51,648 137,058
9
Consumer and Homemaking Education $10.99 $2.68 178,647 479,310 123,813 332,190 87,021 233,477 159,056 426,747 45,852 123,022 594,390 1,594,744
10
Engineering $15.44 $3.77 13,705 51,661 9,499 35,804 6,676 25,164 12,202 45,995 3,518 13,259 45,600 171,883
11
Engineering Related $11.33 $2.77 77,337 213,914 53,599 148,255 37,672 104,200 68,856 190,455 19,850 54,904 257,313 711,727
12
English Language, Literature, Philosophy, Humanities, and
Interdisciplinary
$10.37 $2.53 1,079,843 2,733,764 748,394 1,894,659 526,003 1,331,645 961,423 2,433,970 277,157 701,660 3,592,820 9,095,699
13
Foreign Languages $9.66 $2.36 176,515 416,276 122,335 288,504 85,982 202,772 157,158 370,625 45,305 106,843 587,296 1,385,020
14
Health Occupations - Dental Assisting, Medical Lab, and Associate
Degree Nursing
$16.05 $3.92 86,368 338,414 59,858 234,541 42,071 164,845 76,896 301,302 22,168 86,859 287,360 1,125,961
15
Health Occupations - Dental Hygiene $22.88 $5.59 0 0 0 0 0 0 0 0 0 0 0 0
16
Health Occupations - Other $13.33 $3.25 177,839 578,735 123,253 401,098 86,627 281,908 158,337 515,269 45,645 148,541 591,702 1,925,551
17
Health Occupations - Respiratory Therapy $18.65 $4.55 13,085 59,576 9,069 41,290 6,374 29,020 11,650 53,043 3,358 15,291 43,536 198,221
18
Health Occupations - Vocational Nursing $13.48 $3.29 43,261 142,366 29,982 98,668 21,073 69,348 38,517 126,754 11,104 36,540 143,936 473,676
19
Mathematics $9.76 $2.38 805,174 1,918,499 558,033 1,329,633 392,209 934,521 716,876 1,708,110 206,660 492,410 2,678,952 6,383,173
20
Mechanics and Repairers - Automotive $12.52 $3.06 64,710 197,786 44,848 137,077 31,521 96,344 57,613 176,096 16,609 50,765 215,300 658,067
21
Mechanics and Repairers - Diesel, Aviation Mechanics, and
Transportation Workers
$13.03 $3.18 62,791 199,739 43,518 138,431 30,586 97,295 55,905 177,835 16,116 51,266 208,916 664,566
22
Mechanics and Repairers - Electronics $11.19 $2.73 7,413 20,251 5,138 14,035 3,611 9,864 6,600 18,030 1,903 5,198 24,664 67,378
23
Physical Education and Fitness $13.69 $3.34 65,103 217,583 45,120 150,798 31,712 105,987 57,963 193,722 16,710 55,846 216,608 723,935
24
Protective Services and Public Administration $11.12 $2.71 141,567 384,316 98,114 266,353 68,959 187,204 126,042 342,170 36,335 98,640 471,017 1,278,684
25
Psychology, Social Sciences, and History $8.97 $2.19 1,283,354 2,810,352 889,440 1,947,739 625,135 1,368,952 1,142,617 2,502,159 329,391 721,317 4,269,936 9,350,518
26
Visual and Performing Arts $12.05 $2.94 335,132 985,882 232,266 683,274 163,246 480,233 298,380 877,766 86,016 253,041 1,115,041 3,280,196
Total 5,917,492 15,056,934 4,101,170 10,435,340 2,882,472 7,334,389 5,268,560 13,405,739 1,518,809 3,864,577 19,688,502 50,096,980
Percentage of Total Dollar Amount 30.06% 20.83% 14.64% 26.76% 7.71% 100.00%
Add: 10% Critical Field Bonus 1,914,675
Add: Core Operations 680,406
Add: Student Success Points 7,194,361
59,886,422
FY19 State Appropriation Distribution 17,999,207 12,474,508 8,767,601 16,025,352 4,619,754 59,886,422
Source: Rates per Base Period Contact Hours - Texas Higher Education Coordinating Board (THECB)
Base Year Contact Hours = Summer 2016, Fall 2016, and Spring 2017 - THECB, District Institutional Research and Effectiveness Services (IRES) Office
24.41%
Actual rate of funding % (according to THECB)
Allocated State Funding
ALAMO COLLEGES DISTRICT
FY 2019 STATE APPROPRIATION ALLOCATION DISTRIBUTION
BASE YEAR CONTACT HOURS - ( Summer I/II 2016, Fall 2016, and Spring 2017)
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FISCAL YEAR 2018-19 ANNUAL BUDGET
Base Period Contact Hour Rates by Discipline
Over the last four biennia, the Legislature has not fully funded the THECB’s formula funding recommendation
for the fifty community college districts. The recommendation traditionally was total costs from the prior audited
financial statement, reduced by the amount of tuition and fees paid to the community college. As noted below,
there has been a steady decline in the level of support provided by the Legislature. This trend is expected to
continue given the state’s financial condition.
2014-15
Biennium
Adjusted
Rate
2016-17
Biennium
Adjusted
Rate
2018-19
Biennium
Adjusted
Rate
1
Agriculture
9.06$ 2.72
$
9.95$
2.66$ 10.47$ 2.56$
2
Architecture and Precision Production Trades
9.40 2.82
10.04
2.68
10.98 2.68
3
Biology, Physical Sciences, and Science Technology
7.81 2.34
8.99
2.40
9.87
2.41
4
Business Management, Marketing, and Administrative Services
7.77 2.33
8.96
2.39
9.74
2.38
5
Career Pilot
29.27
8.78
35.26 9.41
45.42 11.09
6
Communications
8.86 2.66
9.76 2.61
10.39 2.54
7
Computer and Information Sciences
9.48 2.84
10.74 2.87
12.55
3.06
8
Construction Trades
9.48 2.84
11.16 2.98
10.87 2.65
9
Consumer and Homemaking Education
8.32 2.49
9.58 2.56
10.99 2.68
10
Engineering
15.65 4.69
14.20 3.79
15.44 3.77
11
Engineering Related
8.80 2.64 9.83 2.62
11.33 2.77
12
English Language, Lit, Philosophy, Humanities, & Interdisciplinary
8.49 2.55 9.45 2.52
10.37 2.53
13
Foreign Languages
7.60
2.28 8.80 2.35
9.66 2.36
14
Degree Nursing
12.79 3.83 14.26
3.81
16.05 3.92
15
Health Occupations - Dental Hygiene
19.30 5.79 20.04 5.35
22.88 5.59
16
Health Occupations - Other
10.13 3.04 11.66 3.11
13.33 3.25
17
Health Occupations - Respiratory Therapy
13.99 4.19 16.00 4.27
18.65 4.55
18
Health Occupations - Vocational Nursing
10.16
3.05 12.04 3.21
13.48 3.29
19
Mathematics
7.80 2.34
8.92 2.38
9.76 2.38
20
Mechanics and Repairers - Automotive
9.69 2.91
11.08 2.96
12.52 3.06
21
p , ,
Transportation Workers
10.46 3.14
11.30 3.02
13.03 3.18
22
Mechanics and Repairers - Electronics
8.73
2.62 10.01 2.67
11.19 2.73
23
Physical Education and Fitness
9.43
2.83 11.41 3.05
13.69
3.34
24
Protective Services and Public Administration
8.68 2.60 9.90
2.64
11.12 2.71
25
Psychology, Social Sciences, and History
7.16 2.15 8.29 2.21
8.97 2.19
26
Visual and Performing Arts
9.56 2.87 11.10 2.96
12.05 2.94
Weighted Average, based on Alamo Colleges base year contact hours
8.54$ 2.56
$ 9.69$ 2.59$ 10.66$ 2.60$
Source: Texas Higher Education Coordinating Board (THECB)
0.24413040098
FY18/19 Bas e Peri od = Summer 2016, Fa ll 2016, and Spring 2017; FY16/17 Ba se Period = Summe r 2014, Fal l 2014, and Spri ng 2015; FY14/15 Ba se Peri od =
Summe r 2012, Fal l 2012, a nd Spri ng 2013;
DISCIPLINE
0.29981667314
0.26694259175
Fiscal Years by
Legislative Session
Percent of the THECB Formula Funding
Recommendation approved by the Legislature
2018-2019 24 percent
2016-2017 27 percent
2014-2015 30 percent
2012-2013 49 percent
2010-2011 69 percent
2008-2009 75 percent
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FISCAL YEAR 2018-19 ANNUAL BUDGET
FY 2018-19 Expense Summary
The total all funds expense budget approved by the Board of Trustees for FY19 was $709.0 million, comprised
of $366.5 million in operating expense and $342.5 million in restricted funds. The operating expense budget
is developed using the Funding Model, explained in detail below. 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 President of each of the five colleges maintains local
control of their operating funds and distributes their respective allocated budget to: (a) funded employee
positions and (b) departmental operational expense accounts, based on the strategic initiatives and priorities
at that location. These departmental operational expense accounts include training, materials and supplies,
travel, contracted services, and furniture/fixture/equipment.
The driving force behind the operating budget is funding our strategic priorities. These priorities are the catalyst
for achieving student success and include:
AlamoINSTITUTES (Guided Pathways)
AlamoADVISE (Case Management Advising System)
Summer Momentum Program (SMP)
High School Programs (Dual Credit, ECHS, Academy)
The following pages provide an expanded view of each of the above strategic priorities, the costs and the
benefits to our students.
Functional Category SAC SPC PAC NVC NLC
Total
Colleges
DSO Facilities
General
Institutional
Total Alamo
Colleges
District
Operating Funds 58,745,806 41,711,398 29,245,503 45,389,867 15,886,754 190,979,328 60,644,646 28,001,277 24,348,220 303,973,471
Non-Formula Funding 3,266,555 2,678,595 2,944,187 1,485,573 324,167 10,699,077 7,027,456 - 3,465,098 21,191,631
Capital 1,573,776 1,336,511 777,902 1,176,225 435,586 5,300,000 - 51,000 - 5,351,000
Preventive Maintenance - - - - - - 18,500,000 - 18,500,000
Transfers - - - - - - - - 17,509,927 17,509,927
Total FY19 Budget 63,586,137 45,726,504 32,967,592 48,051,665 16,646,507 206,978,405 67,672,102 46,552,277 45,323,245 366,526,029
FY19 EXPENSE BUDGET SUMMARY
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FISCAL YEAR 2018-19 ANNUAL BUDGET
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FISCAL YEAR 2018-19 ANNUAL BUDGET
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FISCAL YEAR 2018-19 ANNUAL BUDGET
FUNCTIONAL CATEGORY SAC SPC PAC NVC NLC DSO TOTAL %
Instruction 36,879,123 28,661,408 15,106,372 27,769,622 8,660,838 2,136,466 119,213,829 32.53%
Academic Support 5,050,011 5,477,199 2,701,485 8,014,213 2,788,449 1,636,004 25,667,361 7.00%
Student Services 11,301,610 6,781,388 6,967,762 7,884,849 2,921,767 12,324,468 48,181,844 13.15%
Institutional Support 7,210,629 3,218,468 5,741,311 3,167,792 1,839,867 77,300,802 98,478,869 26.87%
Operations & Maint of Plant 84,261 28,492 29,000 47,304,803 47,446,556 12.94%
Public Service 1,276,759 132,347 38,964 1,448,070 0.40%
Scholarships 50,000 102,000 1,037,001 1,189,001 0.32%
Auxiliary 159,968 90,691 1,541,760 247,153 2,039,572 0.56%
Transfers 1,573,776 1,336,511 777,902 1,176,225 435,586 17,560,927 22,860,927 6.24%
TOTAL 63,586,137 45,726,504 32,967,592 48,051,665 16,646,507 159,547,624 366,526,029 100.00%
Instruction 37,899,547 26,345,103 16,153,054 27,703,060 8,499,533 3,077,271 119,677,568 33.80%
Academic Support 4,048,418 5,469,539 2,671,291 8,091,487 3,043,514 1,549,193 24,873,442 7.02%
Student Services 10,181,191 6,610,888 6,677,350 7,376,610 2,801,884 12,412,706 46,060,629 13.01%
Institutional Support 6,801,383 3,131,537 3,972,814 3,236,463 1,735,782 74,150,513 93,028,492 26.27%
Operations & Maint of Plant 62,810 28,492 44,353,141 44,444,443 12.55%
Public Service 1,114,032 137,840 1,251,872 0.35%
Scholarships 75,000 102,000 1,042,361 1,219,361 0.34%
Auxiliary 157,179 97,626 1,532,314 247,919 2,035,038 0.57%
Transfers 1,297,096 1,085,448 612,007 1,013,471 291,978 17,195,253 21,495,253 6.07%
TOTAL 61,636,656 42,906,473 31,720,830 47,421,091 16,372,691 154,028,357 354,086,098
100.00%
Instruction (1,020,424) 2,316,305 (1,046,682) 66,562 161,305 (940,805) (463,739) -0.39%
Academic Support 1,001,593 7,660 30,194 (77,274) (255,065) 86,811 793,919 3.19%
Student Services 1,120,419 170,500 290,412 508,239 119,883 (88,238) 2,121,215 4.61%
Institutional Support 409,246 86,931 1,768,497 (68,671) 104,085 3,150,289 5,450,377 5.86%
Operations & Maint of Plant 21,451 - 29,000 - - 2,951,662 3,002,113 6.75%
Public Service 162,727 (5,493) - 38,964 - - 196,198 15.67%
Scholarships (25,000) - - - - (5,360) (30,360) -2.49%
Auxiliary 2,789 (6,935) 9,446 - - (766) 4,534 0.22%
Transfers 276,680 251,063 165,895 162,754 143,608 365,674 1,365,674 6.35%
TOTAL 1,949,481 2,820,031 1,246,762 630,574 273,816 5,519,267 12,439,931 3.51%
Note: FY18 and FY19 approved budgets are based on the data loaded in Banner.
VARIANCE
ALAMO COLLEGES DISTRICT
TWO YEAR BUDGET COMPARISON BY FUNCTIONAL CATEGORY
FY 2019 APPROVED
FY 2018 APPROVED
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FISCAL YEAR 2018-19 ANNUAL BUDGET
Funding Model
The Alamo Community College District is the legal entity for the family of the Alamo Colleges District, 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 District’s 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.
Allocation of Formula and Non-Formula expenses to each of the five Colleges and to District Support Operations
is accomplished in six separate steps:
1) Core and College Formula funding is allocated to each of the five colleges based on the State of Texas
Appropriation methodology of Core and Formula Funding Model.
2) District Support Operations (DSO) Formula funding is calculated based on the proportional relationship
to the College Formula funding.
3) Facilities Formula funding for a) Housekeeping and Maintenance is allocated based on the total ACD
gross square footage, b) Grounds is allocated based on the total ACD acres, c) Utilities, using Texas
Energy Systems Laboratory (TEES), is based on the average electric, gas and water usage from the
prior year.
4) College and DSO Non-Formula expenses, excluding Continuing Education is equal to the related
revenue
5) Consolidated Continuing Education
6) Overlay of other expenses, such as Fringe Benefits, Strategic Investments and other Board of Trustee
approved actions, Capital budget, IT/Communications cross-charges (required by state reporting),
General Institutional
7) Budget Gap Closure: When the calculated formula expense allocation exceeds formula revenue
projections, cost-saving initiatives have to be implemented system wide in order to balance the budget.
Each of the above steps, discussed in detail below, ensure that the expense allocations are fair, equitable, and
transparent to each of the five Colleges and DSO, the colleges have local control as to how the expenses are
used within their respective college, and the result is a balance budget.
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FISCAL YEAR 2018-19 ANNUAL BUDGET
OPERATING EXPENSE FUNDING MODEL
FORMULA FUNDING:
Core
College and District Administrator Salaries + Non-Support areas (Legal, Internal Audit, Ethics, Board of
Trustees)
College Instruction
PY Reported Fundable Operating Expenses (RFOE) / Base Year CH = $/CH x Projected CH = Budget Instructional
Funds
College Academic Support
Academic Support Expenses / Instructional Formula Expenses = % Academic Support to Instructional Spending x Budget
Formula Instructional Funds = Budget Academic Support Funds
ADD: Non-Labor Library expense + Continuing Education Program Managers (2 per college)
College Student Services
Student Services Expenses /Annual Headcount = $/Duplicated Headcount x Budget Annual Duplicated Headcount =
Budget Student Services Funds
ADD: Advisors (Goal 350:1) + Early College High School Program Managers
College Institutional Support
Institutional Support Expenses / Instruction, Academic Support, & Student Services Expenses = % Institutional Support
to Instruction, Academic Support, & Student Services Spending x Budget Instruction, Academic Support, & Student
Services Funds = Budget Institutional Support Funds
District Support Operations (DSO)
District Support Operations Formula (excluding Core) /College Instruction, Academic Support, Student Services, &
Institutional Support Expenses = % DSO to College Instruction, Academic Support, Student Services, & Institutional
Support Spending x Budget College Instruction, Academic Support, Student Services, & Institutional Support = Budget
DSO Institutional Support Funds
Facilities
Housekeeping, Maintenance and Grounds:
Housekeeping and Maintenance = Total GSF/FT Employee +
contracted service; Grounds = Acres/ FT Employee + contracted service
Utilities: (per Texas Energy Systems Laboratory (TEES)) PY average Consumption x projected rate + new GSF x
projected rate
NON-FORMULA FUNDING
College Non-Formula Funding
Revenue = Expense (1:1 ratio)
District Consolidated Continuing Education
Expenses based on projected revenues less contribution amount
OVERLAYS: General Institutional
+ IT/Communications Chargeback + Strategic Investments +
Capital +Board Approved Initiatives + Fringe Benefits
OPERATING EXPENSES
IF REVENUES OPERATING EXPENSES GAP CLOSURE BALANCED BUDGET
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FISCAL YEAR 2018-19 ANNUAL BUDGET
Core and College Formula Funding
To align to the State Appropriations funding methodology, the concept of Core funding allows for Administrator
salaries and support areas, such as legal, internal audit, ethics, and the Board of Trustees, to be fully funded
outside of the formula and non-formula allocations.
Formula funding for the five Colleges (San Antonio College, St. Philip’s College, Palo Alto College, Northwest
Vista College, and Northeast Lakeview College) is calculated for each functional category:
A) Instruction, B) Academic Support, C) Student Services, and D) Institutional Support.
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FISCAL YEAR 2018-19 ANNUAL BUDGET
A) Instruction funds all activities that are part of an institution’s instruction program. The Instruction Formula
calculation allocates expenses for full-time and part-time faculty, adjunct faculty, instructional materials, and
lab supplies based on the expense dollars per Contact Hour using the prior full year Report of Fundable
Operating Expenses (RFOE) divided by the contact hours for the same year, multiplied by the projected budget
year’s Contact Hours.
B) Academic Support funds are primarily to provide support services to instruction including 1) enhancing and
maintaining educational materials in campus libraries; 2) academic administration such as dean’s salaries and
office expenses; 3) technical support including computer services; 4) separately budgeted support for course
and curriculum development, such as the Continuing Education Program Managers. The Academic Support
Formula calculation is based on the percentage of the college’s actual instructional spending to the academic
support spending and applied to the budgeted instructional allocation in A) above.
SAC SPC PAC NVC NLC
TOTAL Colleges
FY 17 Actual Instruction
42,684,593 29,286,586 17,037,006 26,208,769 9,207,069 124,424,024
LESS: Core Funding (66,768) (39,188) - - - (105,957)
LESS: Benefits (8,398,689) (5,423,748) (3,159,778) (4,864,627) (1,832,276) (23,679,117)
LESS: IX Charges (2,450,440) (1,594,175) (987,673) (1,634,111) (517,307) (7,183,706)
LESS: FF&E (195,793) (901,707) (340,718) (294,511) (316,700) (2,049,428)
LESS: Non-Formula Instructional (825,546) (1,470,615) (455,985) (70,844) (3,339) (2,826,329)
ADD: FY17 Lapsed Salaries
(Instruction FTEs)
26,389 177,009 438,748 137,998 (58,788) 721,357
Net Instruction 30,773,746 20,034,163 12,531,600 19,482,675 6,478,660 89,300,844
FY17 Contact Hours 6,062,340 4,164,605 2,926,119 5,323,233 1,476,120 19,952,417
x FY19 Contact Hours 6,083,736 4,384,535 3,061,808 5,342,002 1,564,294 20,436,374
Average Instruction $/CH 4.65$ 4.78$ 4.34$ 4.02$ 3.85$ 4.41$
SUBTOTAL DISTRIBUTION -
INSTRUCTION
28,299,507 20,956,787 13,278,120 21,491,539 6,022,507 90,048,460
ADD FY18 Compensation -
INSTRUCTION (not included in FY17
RunRate)
803,560 486,026 291,416 414,886 167,341
2,163,230
Total Instruction
29,103,067 21,442,814 13,569,536 21,906,425 6,189,849 92,211,690
COST CONTAINMENT
1
(4,175,083) (4,479,635) (2,062,142) (1,359,752) (191,418)
(12,268,030)
Total Insturction net of Cost
Containment
24,927,984 16,963,178 11,507,394 20,546,673 5,998,431 79,943,661
1
COST CONTAINMENT: funding reduction to keep FY19 flat at FY18 levels (no incremental funding for contact hour growth, uses FY16 $/per metrics)
FY19 FUNDING MODEL
INSTRUCTION ALLOCATION
1XXX
SAC SPC PAC NVC NLC
TOTAL Colleges
FY 17 Actual Academic Support
3,878,105 5,553,049 2,506,643 7,632,537 3,302,270 22,872,604
LESS: Core Funding (354,483) (471,532) (356,513) (331,267) (308,765) (1,822,560)
LESS: Benefits (747,037) (1,117,094) (501,347) (1,286,575) (664,366) (4,316,420)
LESS: IX Charges (189,508) (304,496) (133,418) (314,098) (179,084) (1,120,604)
LESS: FF&E (69,615) (184,877) (1,895) (868,680) (143,287) (1,268,354)
LESS: Non-Labor Library (501,518) (171,080) (150,133) (301,592) (156,503) (1,280,827)
ADD: FY17 Lapsed Salaries
(Academic Support FTEs)
67,061 60,644 (43,263) 32,329 7,606 124,376
Net Academic Support 2,083,004 3,364,613 1,320,074 4,562,654 1,857,871 13,188,215
\ FY17 Instructional Formula Spend 30,773,746 20,034,163 12,531,600 19,482,675 6,478,660 89,300,844
-
x FY19 Formula Instruction 29,103,067 21,442,814 13,569,536 21,906,425 6,189,849 92,211,690
% Instructional Formula Spend YoY 14.8%
Academic Support 4,298,028 3,166,739 2,003,990 3,235,206 914,135 13,618,097
FY19 FUNDING MODEL
ACADEMIC SUPPORT ALLOCATION Including Non-Labor Library
3010
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FISCAL YEAR 2018-19 ANNUAL BUDGET
In addition to calculating the Academic Support formula expense, an overlay of the non-labor portion for
libraries, two Continuing Education manager salaries for each college, and the full year FY2018 Academic
support Compensation is applied.
C) Student Services funds for offices of admissions and the registrar, and activities that primarily contribute to
the students’ well-being and development outside the context of the formal instruction program. Alamo Colleges
District has included additional funding, not included in the Student Services formula calculations, in student
services for the Advising initiative and the Early College High School Program’s directors and coordinators
salaries. The Formula funding calculation is the same as the Academic Support calculations, substituting Student
Services expense in place of Academic Support.
SAC SPC PAC NVC NLC
TOTAL Colleges
Academic Support 4,298,028 3,166,739 2,003,990 3,235,206 914,135
13,618,097
CE Program Managers x 2 103,070 103,070 103,070 103,070
103,070
515,348
Non-Labor Library 504,270 181,252 158,122
303,436
166,463 1,313,544
SUBTOTAL DISTRIBUTION - ACADEMIC
SUPPORT w/ LIBRARY
4,905,367 3,451,060 2,265,182 3,641,712 1,183,668
15,446,989
ADD FY18 Compensation - Acad
Support (not included in FY17 RunRate)
57,222 85,128 38,172 93,808 45,098 319,428
Total Academic Support
4,962,589 3,536,188 2,303,354 3,735,520 1,228,766 15,766,417
COST CONTAINMENT
1
(179,326) (323,043) (86,701) 117,120 22,284
(449,666)
Total Academic Support net of Cost
Containment
4,783,263 3,213,145
2,216,653
3,852,639 1,251,050 15,316,751
1
COST CONTAINMENT: funding reduction to keep FY19 flat at FY18 levels (no incremental funding for contact hour growth, uses FY16 $/per metrics)
SAC
SPC PAC NVC
NLC
TOTAL Colleges
FY 17 Actual Student Services
10,456,313
5,999,632 6,170,009
6,900,226
2,832,297 32,358,477
LESS: Core Funding (132,484)
(227,896)
(243,361)
(227,896) (229,647)
(1,061,285)
LESS: Benefits
(2,167,136)
(1,303,381)
(1,275,549)
(1,539,125)
(609,021)
(6,894,212)
LESS: IX Charges
(550,001)
(330,731)
(322,320) (380,554)
(163,721) (1,747,327)
LESS: FF&E (184,502) (8,222)
(5,816)
(49,319)
(11,151) (259,009)
LESS: Advising Model Costs (2,393,229) (1,473,651)
(968,697)
(1,796,147)
(477,168)
(7,108,892)
LESS: Early College High School (77,905) (141,865)
(240,205) -
(57,425)
(517,400)
ADD: FY17 Lapsed Salaries (Student Services
FTEs)
130,825
43,444 108,553
154,460 10,942
448,224
Net Student Services
5,081,881
2,557,330 3,222,614
3,061,645
1,295,105 15,218,576
\ FY17 Annual Duplicated HC
48,747
27,784 22,152 38,959 8,226
145,868
x FY19 Annual Duplicated HC Projection
49,014
29,436 23,331
39,197 8,750
149,728
$ per Annual Duplicated HC 104.33
$
Student Services 5,113,738 3,071,080
2,434,132 4,089,498
912,846 15,621,294
Advising Model
3,447,827 1,965,524
1,625,047 2,918,288 969,807
10,926,493
Early College High School Program
81,801 248,708 417,166
- 215,790 963,465
SUBTOTAL DISTRIBUTION - STUDENT
SERVICES w/ ADVISING
8,643,366
5,285,312 4,476,345 7,007,786
2,098,443 27,511,252
ADD FY18 Compensation - Student Services
(not included in FY17 RunRate)
174,468
99,607 100,687 129,407 51,959
556,128
Total Student Services
8,817,834
5,384,920 4,577,032 7,137,193 2,150,402
28,067,380
COST CONTAINMENT
1
(998,892) (464,143) (474,639) (934,421) (43,685)
(2,915,780)
Total Student Services net of Cost
Containment
7,818,942 4,920,776 4,102,393 6,202,771
2,106,717 25,151,599
1
COST CONTAINMENT: funding reduction to keep FY19 flat at FY18 levels (no incremental funding for contact hour growth, uses FY16 $/per metrics)
FY19 FUNDING MODEL
STUDENT SERVICES ALLOCATION Including Advisors
4010
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FISCAL YEAR 2018-19 ANNUAL BUDGET
D) Institutional Support funds the Colleges’ salaries and non-labor expense for non-Core administrative staff,
including employee memberships and conferences, fiscal operations, administrative data processing, office
materials and supplies, and advertising. The Formula funding calculation employs the same principle as the
Instruction and Academic Support calculations, excluding non-formula overlays. As Northeast Lakeview College
just earned accreditation in December, 2017, an overlay is provided only to NLC as an efficiency factor
adjustment.
SAC SPC
PAC NVC
NLC
TOTAL Colleges
FY 17 Actual Institutional Support
7,878,885
3,620,916
3,647,809
2,901,899
1,477,524 19,527,032
-
LESS: Core Funding
(403,999)
(528,330)
(348,140)
(348,140)
(240,312) (1,868,920)
LESS: Benefits (1,157,711)
(488,087)
(541,575)
(438,595) (241,117)
(2,867,086)
LESS: IX Charges (309,567)
(132,226)
(152,386)
(131,734)
(81,557)
(807,470)
LESS: FF&E (1,156,633)
(94,674)
(280,783)
(144,170)
(22,513)
(1,698,773)
ADD: FY17 Lapsed Salaries (Institutional
Support FTEs)
49,919
(46,445)
67,064
280
16,518
87,335
Net Institutional Support 4,900,894
2,331,153
2,391,989
1,839,539
908,542
12,372,117
\
FY17 Instr/AS/SS Formula Spend 38,440,149
26,127,186
17,224,421
27,408,565
9,788,140
118,988,461
x FY19 Instr/AS/SS Formula Spend 42,698,619
30,012,144
19,929,686
32,676,067
9,250,157
134,566,674
% Inst/AS/SS Formula 10.4%
Efficiency Factor Overlay (NLC)
500,000
500,000
SUBTOTAL DISTRIBUTION - INSTITUTIONAL
SUPPORT
4,439,694
3,120,586 2,072,238
3,397,574
1,461,808
14,491,900
ADD FY18 Compensation - Institutional
Support (not included in FY17 RunRate)
89,785
28,580 36,257
32,736
21,181
208,538
Total Institutional Support 4,529,478
3,149,166
2,108,495 3,430,310
1,482,989 14,700,438
COST CONTAINMENT
1
(564,630)
(573,466)
(284,345)
(248,339)
(59,087)
(1,729,866)
Total Student Services net of Cost
Containment
3,964,848
2,575,700
1,824,150 3,181,971
1,423,902 12,970,572
1
COST CONTAINMENT: funding reduction to keep FY19 flat at FY18 levels (no incremental funding for contact hour growth, uses FY16 $/per metrics)
FY19 FUNDING MODEL
INSTITUTIONAL SUPPORT ALLOCATION
5010
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FISCAL YEAR 2018-19 ANNUAL BUDGET
District Support Operations Formula Funding
District Support Operations (DSO) Formula expense is based on a similar calculation used for the Colleges’
Academic, Student Services and Institutional Support funding; for DSO, the percentage of total actual formula
expenses for the colleges is applied to the new budget formula expense. Therefore, DSO expense growth or
loss is directly tied to the budgeted change projected for contact hours.
District Support Operations can be separated into two categories with regards to the impact on the five colleges:
Direct and Indirect support.
Direct Support functions 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. Those functions housed in the District, shown below, have their funds allocated amongst the Colleges
based on the following units of measure:
Board, Chancellor,
Legal, IA, Ethics,
Inst Adv
VCAS VCSS VCEWD
VCPPIS VCFA
TOTAL DSO
FY 17 Actual District Support Operations
3,545,081
2,184,137
4,024,780 6,447,717 15,694,730 49,535,912 81,432,357
LESS: Core Salaries (735,120) (361,388)
(355,849)
(389,817) (554,075) (1,088,814) (3,485,064)
Less: Core Non-Labor (IA,Legal, BoT, Ethics)
(1,068,416)
-
- - - - (1,068,416)
LESS: Contractor Services (Grounds, Bldg
Maint., Housekeeping)
(5,313,852) (5,313,852)
ADD: FY17 Lapsed Salaries (DSO FTEs) 2,095 319,679 293,587 75,703 378,655 466,241 1,535,960
Net District Support Operations 1,743,641 2,142,427 3,962,518 6,133,603 15,519,311 43,599,486 73,100,986
\ FY17 College Instruction/AS/SS/IS +
Restricted
152,224,873
152,224,873
152,224,873
152,224,873 152,224,873 152,224,873 913,349,236
x FY19 College Instruction/AS/SS/IS +
Restricted
155,780,461
155,780,461
155,780,461
155,780,461 155,780,461 155,780,461 934,682,767
% Inst/AS/SS Formula 8.0%
SUBTOTAL DISTRIBUTION - DISTRICT
SUPPORT OPERATIONS
1,784,368 2,192,469
4,055,072
6,276,869 15,881,803 44,617,860 74,808,440
ADD FY18 Compensation - DSO (not
included in FY17 RunRate)
21,327
29,056 93,731
68,612 171,782 632,918
1,017,427
Total District Support Operations -
Formula Funding
1,805,695
2,221,525 4,148,803
6,345,481 16,053,585 45,250,778 75,825,867
COST CONTAINMENT
1
(63,033)
(77,549) (144,827)
(221,509) (560,401) (1,579,621)
(2,646,941)
Total Student Services net of Cost
Containment
1,742,662
2,143,976 4,003,976
6,123,972 15,493,184 43,671,157 73,178,927
1
COST CONTAINMENT: funding reduction to keep FY19 flat at FY18 levels (no incremental funding for contact hour growth, uses FY16 $/per metrics)
FY19 FUNDING MODEL
DISTRICT SUPPORT OPERATIONS ALLOCATION
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FISCAL YEAR 2018-19 ANNUAL BUDGET
The Colleges and DSO have a Collaborative Agreement to provide the direct & indirect services of Student
Financial Aid, Finance and Fiscal Services, such as Accounts Payable, Payroll, General Accounting and Financial
Reporting, Human Resources, Information Technology and Academic Services. The Collaborative Agreement for
Student Financial Aid Services and the Collaborative Agreement for Services Provided by the District Support
Operations to the Colleges are included in the Appendix.
DSO Indirect support functions are funded and administered at District Support Operations, performed in
various locations and support the entire Alamo Colleges District and have their funds allocated based on the
percentage of College to Total District Support excluding Preventive Maintenance. Below are the Indirect
Support categories:
Chancellor’s Office (Includes Community
Partnerships
Student Success (Student
Leadership Institutes,
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 &
Communication
Facilities (including Construction, Non-DPS Vehicle
Replacement)
District Business Office
(included in Finance &
Fiscal Services)
Project Facilitation
Office
Finance & Fiscal
Services (General
Accounting, Accounts
Payable, Budgeting,
Grants, Inventory)
Economic & Workforce
Development
Continuing
Education
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 2018-19 ANNUAL BUDGET
The below table and chart present a high level expense allocation for Alamo Colleges District by College, DSO
Direct Support, and General Institutional. The College Funding Allocation total is loaded directly to each
College and is controlled and spent by that respective College’s President and delegates.
SAC SPC
PAC NVC NLC
Total Colleges
General
Institutional
Total Alamo
Colleges
District
Instruction
36,200,106 26,810,611
14,267,932
27,168,793
8,628,588
113,076,030
113,076,030
Academic Support
5,047,311
5,463,795
2,700,385
7,977,213
2,763,949
23,952,653
23,952,653
Student Services
10,153,499 6,190,032
6,404,875
7,077,069
2,654,350
32,479,825 32,479,825
Institutional Support
7,210,629
3,218,468
5,741,311
3,166,792
1,839,867
21,177,067 21,177,067
Operation and Maintenance of Plant
84,261
28,492
29,000
-
- 141,753 141,753
Scholarships / Exemptions
50,000
-
102,000
- - 152,000
152,000
Total Educational and General Expense
58,745,806
41,711,398
29,245,503
45,389,867 15,886,754 190,979,328
190,979,328
Capital
1,573,776
1,336,511
777,902
1,176,225 435,586 5,300,000
5,300,000
Non-Formula
3,266,555 2,678,595
2,944,187
1,485,573
324,167 10,699,077
10,699,077
Total Other Expense
4,840,331
4,015,106
3,722,089
2,661,798
759,753
15,999,077
15,999,077
Total College Funding Allocation 63,586,137
45,726,504
32,967,592
48,051,665
16,646,507 206,978,405
206,978,405
DSO Direct Support
Building Maintenance
1,871,817
1,412,641
1,176,206
1,510,866
1,044,299 7,015,828
7,015,828
Utilities
3,302,334
2,153,989
1,459,172
1,483,387
1,095,236 9,494,118
9,494,118
Preventive Maintenance
7,158,201
3,777,533
3,316,467
2,696,533
1,551,266
18,500,000 18,500,000
Housekeeping
964,613
2,081,475 912,562
876,152
1,345,252
6,180,053
6,180,053
Groundskeeping
711,812
350,377 241,256
855,264
227,955
2,386,663
2,386,663
Bursar
295,324
178,388
204,219
219,305
147,843 1,045,079
1,045,079
Student Financial Aid (SFA)
1,152,753
761,223 669,000
958,733
504,089
4,045,797 4,045,797
Student Contact Center
582,941
375,992
297,194 495,540
157,171
1,908,837
1,908,837
Public Safety
2,844,818
1,657,091
867,310
1,119,347
1,018,586 7,507,151
7,507,151
Center for Student Information (CSI)
577,693
372,607
294,518 491,079
155,756
1,891,653
1,891,653
Interpreter and Immunization
234,398
151,185
119,500
199,255 63,198
767,536
767,536
Emergency Mgmt Initiatives
306,251
197,529 156,132
260,334
82,571
1,002,818 1,002,818
Total DSO Direct Support
20,002,955
13,470,029
9,713,535
11,165,792
7,393,222 61,745,533
61,745,533
DSO Indirect Support
15,587,225
11,761,932 7,762,900
10,277,523
7,089,266 52,478,846
52,478,846
General Institutional
45,323,245
45,323,245
Total FY19 Budget - Fully Allocated 99,176,317
70,958,465
50,444,027 69,494,980
31,128,996 321,202,784
45,323,245 366,526,029
FY19 FULLY ALLOCATED BUDGET
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FISCAL YEAR 2018-19 ANNUAL BUDGET
College and DSO Non-Formula
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
Both the Colleges and DSO have non-formula programs that generate revenues including activities, fees and
non-credit instruction that are outside the formula-funding stream (tuition and fees, state appropriations and ad
valorem taxes). These revenues are off-set with expenses funded at a dollar-for-dollar ratio.
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FISCAL YEAR 2018-19 ANNUAL BUDGET
FY19 – The Perfect Storm
The Perfect Storm
Starring
State: Unfunded Growth
Tuition: Among the Lowest in State
Property Taxes Committed to Facilities/CIP
Student Success Strategies (added $20M
to Expense structure)
State & Tuition Revenue Not Sufficient for
Enrollment Growth
(& unable to repeat FY18 Fund Bal.
Transfer)
As seen in the pie charts below, the mix of revenue has dramatically changed over the last 10 years. In 2009,
each of the three main revenue streams represented approximately one third of the total. By 2018, there had
been a significant shift, or change in the mix, with 44% of operating revenue attributed to ad valorem tax
revenue, 24% from student tuition, and 24% from state appropriations. As state funding expectedly continues
to decline as a percent of
total revenue and ad
valorem tax revenue is
needed to support facilities
and infrastructure, an
adjustments to tuition rates
became necessary to
support the ACD’s student
success strategies.
As noted above, a perfect
storm has been brewing.
The Board of Trustees has
diligently and tirelessly
supported our students by
keeping tuition low, only
raising the tuition rate twice
in the last seven years. In
that same period of time,
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FISCAL YEAR 2018-19 ANNUAL BUDGET
88% of Texas community colleges raised tuition by 20% or more. In the Bexar County service area, the five
Alamo Colleges remains the “best deal in town”, offering lower tuition rates than any other institution of higher
education, while at the same time, providing excellent academic, technical and workforce instruction. For the
FY19 operating budget, the decision was made by the Board to support a rate increase that will provide for
our Colleges and DSO the resources needed to maintain the student success trajectory we are on. The tuition
increase presented in the FY19 budget, effective Spring 2019, will supplement formula funding and partially
offset the cost containment strategies used to balance the FY19 budget.
The funding model, as a tool, determines formula funding needs for the five Colleges and DSO based on student
projections (contact hours and headcount) and “cost/per” metrics from the prior audited fiscal year. With the
projected formula revenue as the basis for the FY19 operating budget, the funding model calculated more
formula expense that was sustainable. As a result, a cost containment strategy was adopted in FY19 to minimize
the level of a tuition increase required to balance the budget, and the five Colleges and DSO were allocated
an expense budget at a level less than what the funding model computed. The table below shows the final
approved operating budget loaded into the Banner Financial System as determined by each college and each
DSO department, ensuring local control in determining allocation of operating funds.
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FISCAL YEAR 2018-19 ANNUAL BUDGET
Salaries, Wages and Benefits
The most significant account expense in the operating budget 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 operating budget, with the inclusion of fringe benefits paid by the state.
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 District staffing management plan.
The staffing management plan guides the actions on how positions are defined, staffed, redeployed, managed
and controlled to meet the strategic goals and objectives of Alamo Colleges District. 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 target: 72% for Alamo Colleges District, 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 staffing management plan will provide quantitative data to guide
future hiring decisions for the Alamo Colleges District 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 2018-19 ANNUAL BUDGET
SAC SPC PAC NVC NLC DISTRICT TOTAL
FY 2019 APPROVED
FTE Salaries
1
33,927,951 23,163,022 16,090,090 21,218,033 9,938,206 46,822,810 151,160,112
Other Salaries and Wages 6,368,130 6,191,742 3,365,773 10,570,222 1,116,995 3,388,644 31,001,506
Fringe Benefits - including State Paid 11,279,722 7,965,024 5,222,535 7,889,486 2,829,671 19,582,700 54,769,138
Total Personnel & Benefits 51,575,803 37,319,788 24,678,398 39,677,741 13,884,872 69,794,154 236,930,756
Operating Expenses 10,436,558 7,070,205 7,511,292 7,197,699 2,326,049 72,192,543 106,734,346
Capital 1,573,776 1,336,511 777,902 1,176,225 435,586 5,300,000
Sub-Total 63,586,137 45,726,504 32,967,592 48,051,665 16,646,507 141,986,697 348,965,102
Transfers 17,560,927 17,560,927
TOTAL EXPENSE 63,586,137 45,726,504 32,967,592 48,051,665 16,646,507 159,547,624 366,526,029
Additional Adjustments Items:
Reclass agency/construction labor 963,326 963,326
One-time Investments
2
4,058,400 4,058,400
SMP % Labor Calculation
Total Labor Costs
3
51,575,803
37,319,788 24,678,398 39,677,741 13,884,872 70,757,480
237,894,082
Total Expense excluding Transfers
4
63,586,137 45,726,504 32,967,592 48,051,665 16,646,507 146,045,097 353,023,502
% of Labor to Total Expense
1,5
81.1% 81.6% 74.9% 82.6% 83.4% 48.4% 67.4%
Target under SMP 79.0% 79.0% 79.0% 79.0% 79.0% 57.2% 72.0%
Variance from Target 2.1%
2.6%
-4.1% 3.6% 4.4%
-8.8% -4.6%
1
FY19 Budget include ($5.9M) Vacancy Credit
2
Investment in Veteran's Administration Center
3
Total Labor Costs includes State Paid Benefits and the reclassification of $5.8M for Contractor/Agency costs from Non-labor to Labor
4
Total Expense excluding Transfers includes $4.1M in VA Center Appropriation
NOTE: FTE is defined as Full-Time Employee in this table
FY 2019 Staffing Management Plan
5
PAC % Labor to Total Expense is lower than the SMP target due to $1.7M Budgeted in Non Labor Professional Services (7115)
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FISCAL YEAR 2018-19 ANNUAL BUDGET
Staffing Summary
The FY19 total full-time employee (FTE) has gone up to 2,557. For FY19, an average of 54% FTE was funded
in instruction, 13% in academic Support, and 23% in student services among five colleges and various off-site
campuses. The FTEs in district support operations provide the direct and indirect support to the entire Alamo
Colleges District. There are 65% of full-time employees in institutional support, 14% in student services, and
18% in operations and maintenance to provide services to all locations.
FTE Budget Salary FTE Budget Salary FTE Budget Salary
San Antonio College
Instruction 346.26 21,625,740.99 341.00 21,061,778.00 336.50 20,964,022.00
Public Service 10.00 520,393.00 10.00 554,030.00 12.00 626,835.00
Academic Support 38.00 2,128,384.00 41.00 2,207,468.00 43.50 2,399,692.00
Student Services 119.00 5,708,724.00 122.00 5,931,278.00 128.50 6,208,838.00
Institutional Support 61.00 3,335,795.00 62.00 3,522,714.00 65.00 3,619,866.00
Total 574.26 33,319,036.99 576.00 33,277,268.00 585.50 33,819,253.00
St. Philip's College
Instruction 234.74 12,936,702.01 236.00 12,806,617.00 240.00 13,635,668.00
Public Service 1.00 69,228.00 1.00 69,228.00 1.00 71,097.00
Academic Support 66.00 3,464,078.00 64.00 3,391,265.00 63.00 3,481,580.00
Student Services 71.00 3,674,574.00 78.00 4,069,326.00 79.00 4,287,951.00
Institutional Support 23.00 1,506,652.00 22.00 1,490,057.00 22.00 1,532,026.00
Auxiliary Enterprises 2.00 57,001.00 2.00 45,303.00 2.00 47,535.00
Total 397.74 21,708,235.01 403.00 21,871,796.00 407.00 23,055,857.00
Palo Alto College
Instruction 132.00 7,989,132.00 138.00 8,411,511.00 138.00 8,466,964.00
Academic Support 26.00 1,414,426.00 29.00 1,576,006.00 29.00 1,583,259.00
Student Services 67.00 3,491,806.00 71.50 3,805,969.50 72.33 3,860,180.00
Institutional Support 30.00 1,754,895.00 32.00 1,892,627.00 32.05 1,875,312.00
Auxiliary Enterprises 3.00 143,257.00
Total 258.00 14,793,516.00 270.50 15,686,113.50 271.38 15,785,715.00
Northwest Vista College
Instruction 172.00 10,015,423.00 182.00 10,668,310.00 185.00 11,335,073.00
Academic Support 64.00 3,129,811.00 69.00 3,344,012.00 67.00 3,380,426.00
Student Services 91.80
4,411,407.20 94.80 4,515,076.40 97.80 4,801,545.00
Institutional Support 22.20 1,430,448.80 23.20 1,510,483.60 23.20 1,538,332.00
Total 350.00 18,987,090.00 369.00 20,037,882.00 373.00 21,055,376.00
Northeast Lakeview College
Instruction 80.40 4,471,272.40 80.40 4,587,420.00 81.40 4,920,161.60
Academic Support 34.00 1,888,120.00 32.00 1,733,402.00 31.00 1,767,171.00
Student Services 35.60 1,846,781.60 40.60 2,051,035.00 40.60 2,134,453.40
Institutional Support 13.00 936,415.00 15.00 1,086,589.00 15.00 1,116,420.00
Total 163.00 9,142,589.00 168.00 9,458,446.00 168.00 9,938,206.00
District Support Operations
Academic Support 5.00 266,887.00 16.00 756,010.00 16.00 837,281.00
Student Services 107.00 5,610,332.00 107.00 5,588,874.00 108.00 5,900,501.00
Institutional Support 463.17 29,195,694.12 484.12 30,312,011.99 490.64 31,262,898.04
Operations and Maintenance of Plant 160.00 6,655,217.00 160.00 6,643,232.00 137.00 6,139,770.00
Auxiliary Enterprises 0.36 17,819.88 0.36 17,819.64 0.36 17,619.96
Total 735.53 41,745,950.00 767.48 43,317,947.63 752.00 44,158,070.00
Total Alamo College District
Instruction 965.40 57,038,270.40 977.40 57,535,636.00 980.90 59,321,888.60
Public Service 11.00 589,621.00 11.00 623,258.00 13.00 697,932.00
Academic Support 233.00 12,291,706.00 251.00 13,008,163.00 249.50 13,449,409.00
Student Services 491.40 24,743,624.80 513.90 25,961,558.90 526.23 27,193,468.40
Institutional Support 612.37 38,159,899.92 638.32 39,814,482.59 647.89 40,944,854.04
Operations and Maintenance of Plant 160.00 6,655,217.00 160.00 6,643,232.00 137.00 6,139,770.00
Auxiliary Enterprises 5.36 218,077.88 2.36 63,122.64 2.36 65,154.96
Total
2,478.53 139,696,417.00$ 2,553.98 143,649,453.13$ 2,556.88 147,812,477.00$
Note: FTE is defined as Full-Time Employee in this table.
Three Year Staffing Summary - Full Time Positions
FY17
FY19
FY18
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FISCAL YEAR 2018-19 ANNUAL BUDGET
ALAMO COLLEGES DISTRICT
FY 2019 Budget Summary by Functional Category
C