Transcription
TEXARKANA COLLEGEBUDGET2017-2018
DISTRICT PROFILEBoard of Trustees 1Administration .2Mission Statement & Institutional Beliefs 3Strategic Plan .4‐13BUDGET DATAExecutive Review .14Budget Calendar 15Budget Summary . 16‐17Certified Appraised Values .18Principal Taxpayers 19Local Tax Revenue. .20State Appropriations .21Revenue by Source .22Expense by Function . . .23Salaries and Wages .24Unrestricted Net Assets. . . 25SUPPORTING DATAFormula Appropriations 2018‐19 Biennium 26‐37Estimated Taxable Values from Bowie Central Appraisal District . 38‐49APPENDIX ATuition & Fees .50Peer Institutions .51Community & Business Education Tuition & Fees 52APPENDIX B2017‐18 Compensation Plan .53‐63
DISTRICTPROFILE
BOARD OF TRUSTEESMr. Kyle DavisPresidentMrs. Kaye EllisonVice PresidentMrs. Jane DainesSecretaryMr. Ernie CochranMrs. Anne FarrisMr. George MooreMr. Ken Reese1
ADMINISTRATIONJames Henry Russell, CPAPresidentKim Jones, CPAVice President of FinanceDonna McDanielVice President of InstructionMike DumdeiVice President of Information TechnologyKatie Andrus.TC Foundation Executive Director & Development OfficerRicky Boyette Director of Facilities ServicesDixon Boyles Dean of Business & Social SciencesPhyllis Deese Executive Director of Human Resourcesand Institutional Research & EffectivenessCat Howard Dean of STEMSuzy Irwin.Director of Institutional Advancement & Public RelationsRobert Jones Dean of StudentsSteve Mitchell Director of KTXK Radio StationMindy Preston Executive Assistant to the PresidentCourtney Shoalmire Dean of Health SciencesBrandon Washington Dean of Workforce & Continuing EducationMary Ellen Young Dean of Liberal & Performing Arts2
MISSION STATEMENT& INSTITUTIONAL BELIEFSMISSION STATEMENTAdvancing our community through attainable higher education and lifelong learning.INSTITUTIONAL CORE VALUES & BELIEFSOPPORTUNITYOur highest priority is increasing the number of people with higher education credentials in our region.EXCELLENCEExcellence is non-negotiable in classroom instruction, financial management, facilities/grounds, anda safe and secure learning environment.COMMUNITYCommunity trust and support are critical to the College’s success.SUCCESSTC is the economic engine of the area, and our programs provide a high return on investment for ourstudents and the community.INTEGRITYFirst class human resources and commitment to continuous improvement of institutional culture arevital to student success.3
2016-2018STRATEGICPLANTEXARKANA COLLEGE STRATEGIC PLAN 2016-201841
OUR MISSIONAdvancing ourcommunitythrough attainablehigher educationand lifelonglearning.TEXARKANA COLLEGE STRATEGIC PLAN 2016-201851
MEDIA RELEASEJULY 1, 2018Texarkana, Texas—This year Texarkana College’s enrollmenttopped 8,500, a record number that College officials partiallyattribute to the full launch of the institution’s Quality Enhancement Plan, CONNECT: Start Smart- Finish Strong. The planimplements faculty advising, a first-year experience, and anearly alert system designed to aid students with persistence andcompletion. New guided pathway tools and flexible scheduling options help students attain higher education credentialsfor a brighter future. TC’s enrollment growth is also due tothe college’s successful rollout of the state’s 60x30TX highereducation strategic plan to increase the number of Texans withdegrees or certificates by 2030. To date, more than a thousandcommunity stakeholders have pledged to help build a college-going culture in our region by encouraging young peopleto enroll in college and complete a credential.Continuous improvement of institutional culture is centralto student success at TC. Faculty and staff members participate in regular professional development and Board of Trusteemembers attend state and national conferences to stay abreastof legislation and trends affecting community colleges. Success of institution-wide policies and procedures is determinedby efficient and systematic data collection and analysis. As aleader college with the national Achieving the Dream initiative, TC serves as a model for instructional methods includingActive & Collaborative Learning techniques and integration ofdevelopmental courses for increased student success. A newinitiative launched in 2016 to award certificates to studentswho have completed core courses boosted persistence andcompletion rates to an all-time high.Excellence in financial management and tightened controls on management of financial aid and student loans haveassured continued access to federal financial aid for studentsto fund their education. TC’s financial aid department reportedTEXARKANA COLLEGE STRATEGIC PLAN 2016-2018this spring that student loan default rates remain less than 30percent.The TC campus is an aesthetically pleasing and safe environment for students and community members to participate in life-long learning opportunities. The Perot LeadershipClassroom is host to numerous customized training coursesfor community businesses and organizations. TC’s tailor-madecontinuing education and professional development offeringsprovide resources to boost economic growth in our region andhave a proven high return on investment in our local market.New features on the College’s robust data dashboard allowstaff to continuously monitor factors that affect student persistence and completion, resulting in data-driven decisions toimprove student success.The community continues to show more support for theCollege than ever before. Last month the TC Alumni & FriendsNetwork welcomed its 1000th member, and the TC Foundation has secured more than 3 million in donations since 2016,pushing it well on its way to achieving its goal of reaching 10million in assets by 2020.Moving forward is a trend TC intends to continue. According to President James Henry Russell, TC has come a long wayin meeting strategic goals, but more work is yet to come.“Students, faculty, staff and Trustees all helped design thestrategy for TC’s success, and I could not be more proud of theprogress we’ve made,” Russell said. “TC is doing an excellent job of helping the state reach the goal of 60% of personsin Texas holding a higher education credential by year 2030(60X30TX). This is a lofty goal but one that can be reached byestablishing a college-going culture within our communities.This is TC’s ultimate goal—to help secure a better future forour state by doing our part right here at home. It’s a win-winfor us all.”62
2016-2018 TOP PRIORITIES Boosting enrollment to 8,500for 2017-2018 academic year Fully implementing the SACSCOC QEPto include a first-year experience, facultyadvising, and guided pathways for allfull-time students Achieving a student loan default rateof less than 30% Reaching 10 million in TC Foundationassets by 2020 and growing theTC Alumni & Friends Network to1,000 members by 2018TEXARKANA COLLEGE STRATEGIC PLAN 2016-201873
CORE VALUES & BELIEFSOpportunityOur highest priority is increasing the number of people with highereducation credentials in our region.ExcellenceExcellence in classroom instruction, financial management, and facilities/grounds maintenance will provide a safe and secure learning environment.CommunityCommunity trust and support are critical to the College’s success.SuccessTC is the economic engine of the area, and our programs provide a highreturn on investment for our students and the community.IntegrityFirst class human resources and commitment to continuousimprovement of institutional culture are vital to student success.TEXARKANA COLLEGE STRATEGIC PLAN 2016-201884
OPPORTUNITYOur highest priority is increasingthe number of people withhigher education credentials inour region.Our goals: TC will boost enrollment to 8,500 for 2017-2018 academic year. TC will utilize guided pathways tools to boost student persistence andcompletion. TC will engage stakeholders to help build a college-going culture bypromoting 60x30TX, the Texas higher education strategic plan.TEXARKANA COLLEGE STRATEGIC PLAN 2016-201895
EXCELLENCEExcellence in classroominstruction, financial management,and facilities/grounds maintenancewill provide a safe and securelearning environment.Our goals: TC will have a student loan default rate of less than 30%. TC will enhance and continue facility cosmetic upgrades. TC will invest in upgraded equipment to ensure students have access tothe highest level of technology in the classroom.TEXARKANA COLLEGE STRATEGIC PLAN 2016-2018106
COMMUNITYCommunity trust and support arecritical to the College’s success.Our goals: The TC Foundation will reach 10 million by 2020, and the TC Alumni& Friends Network will have 1,000 members by 2018. A public relations campaign promoting the state’s higher educationstrategic plan, 60x30TX, will educate the public on the value andmarketable skills associated with obtaining higher education credentials. 90% of people surveyed will answer “yes” to the ultimate question:“Is TC a great place to start or start over?”TEXARKANA COLLEGE STRATEGIC PLAN 2016-2018117
SUCCESSTexarkana College is theeconomic engine of the area,and our programs provide ahigh return on investment forour students and our community.Our goals: TC will aggressively engage local businesses and industries todevelop customized leadership and skills training through ourCommunity & Business Education Center and explore the viability ofnew Workforce Education certificate and degree programs. TC will build on the Perot Leadership Classroom in the PalmerMemorial Library to create a rich leadership curriculum that is offeredcommunity-wide for leadership training and enrichment programs. TC will begin awarding certificates to students who completethe academic core.TEXARKANA COLLEGE STRATEGIC PLAN 2016-2018128
INTEGRITYFirst class human resourcesand commitment to continuousimprovement of institutionalculture are vital to studentsuccess.Our goals: By June 30, 2018, all online courses will meet Quality Matters standards(an international initiative to ensure quality curriculum and pedagogy indistance education). TC will fully implement the SACSCOC Quality Enhancement Plan,Connect: Start Smart. Finish Strong. by Fall 2017. TC will expand its data dashboard to monitor factors that affectstudent persistence and completion, measure the achievement ofintended outcomes, and plan improvements based on results.TEXARKANA COLLEGE STRATEGIC PLAN 2016-2018139
BUDGETD ATA
The following documents provide summaries of the Texarkana College’s 2017‐2018budget. The schedules detail projected revenue of 41,341,773 for 2017‐2018 when allfunds are considered. This includes local tax revenue, state and federal funds and othersources, such as our auxiliary funds. Local M&O tax revenue is projected to be 5,842,475and State Funding revenue, including benefit funding, is projected to be 8,908,371.The following significant estimates or projections are integral to the preparation of thisbudget: Enrollment remains constant from the 2016‐2017 school year to the2017‐2018 school year. Total PELL and Student Loan revenues and expenditures are estimated at 12,000,000. Tax revenue is based upon certified values provided to the college byBowie Central Appraisal District in July of 2017. Tax Revenue is based onan estimated projected rate of .110718, the same rate as the 2016‐17fiscal year. Additional revenue adjustments may be necessary dependingon final tax rate set by the Board of Trustees.Using the projected revenue of 41,341,773 and estimated expenditures of 41,268,919for all funds, we are projecting a budget surplus of 72,854 for the year ending August31, 2018. This break‐even budget does not include capital projects or any deferredmaintenance.This Final Draft budget was prepared based on information available as of August 23,2017, and will be revised and updated as additional information becomes available.14
BUDGET CALENDARJan. - Mar. 2017:Assess needs and develop goals and plans for 2017 - 18March - May 2017:Divisions and Departments prepare budgetsApril - May 2017:Division and Department budgets completed and returned for reviewDevelopment of personnel budgetPreparation of First Draft of budgetJune 2017:First Draft Budget presented to the Board of TrusteesJuly 2017:Second Draft Budget presented to the Board of TrusteesJuly 25, 2017:Certified Appraised Values received from Bowie Central Appraisal DistrictAugust 2017:Final Draft of Budget presented to the Board of TrusteesTwo Public Hearings on Budget/Proposed Tax RateBoard Approval of Budget and Tax Rate15
16 Capital Projects BudgetTC3 Flow Through -Fiscal AgentTC3 RevenueTC3 ExpendituresTotal Flow Through TC3 NET Projected Income (Loss)Less:Jenzabar Enterprise Resource SystemDepreciation ExpenseNET- Before Jenzabar, Depreciation and DonationsInstructionAcademic SupportStudent ServicesInstitutional SupportOperation and Maintenance of PlantScholarships and FellowshipsAuxiliary EnterprisesTotal ExpenseEXPENSETuition, Taxes and FeesState AppropriationsFederal & State Grants and ContractsAuxiliary Services IncomeMisc. Other IncomeTotal IncomeINCOME(2,250,000)2,250,000-1,411,55523,250 001,967,56339,103,595 2017-18Final Draft Proposed 15,550,9178,908,37113,365,5272,045,0001,471,958 6,2342018 BUDGETFinal Draft Proposed as of 8/28/2017TEXARKANA COLLEGE eFinal Draft vs. 2016-17 908,842274,677(1,890,851)(178,000)120,871 (764,461)
17NET Projected Income (Loss)NET- Before Jenzabar and DepreciationLess:Jenzabar Enterprise Resource SystemDepreciation ExpensesEXPENSEInstructionAcademic SupportStudent ServicesInstitutional SupportOperation and Maintenance of PlantScholarships and FellowshipsAuxiliary EnterprisesTotal ExpenseINCOMETuition, Taxes and FeesState AppropriationsFederal & State Grants and ContractsAuxiliary Services IncomeMisc. Other IncomeTotal Income 834,44913,365,52713,365,527- 25,931,246UnrestrictedFederal &State Grants2018 BUDGETBy Major Fund Groups as of 8/28/2017TEXARKANA COLLEGE ,000Auxilliary 95841,341,773TotalCombined
3‐14Assessed ValuationFiscal YearAssessed Valuation of Taxable PropertyTexarkana College
TEXARKANA COLLEGEPrincipal Tax PayersAEP Southwestern Elec Power Co77,624,903Union Pacific Railroad Co.35,210,760Arconic Inc.34,037,358West Frazer, Inc32,515,705G G & A Central Mall Partners27,289,221Christus Health Ark LA TX24,869,754Valor Telecom of Texas, LP22,565,212WalMart Stores #01-212318,720,324Rancho Texarkana Investors LLC17,451,042Sterno Products16,113,018Total Taxable Value of Top Ten Tax Payers19 306,397,297
20121.35432012‐20131.36752013‐20145.2479Local Tax RevenueFY 2017‐2018 7Budgeted5.73052017‐2018Proposed5.8425
e Appropriations ‐ State Funding History8.6048/31/2011TEXARKANA COLLEGE2017‐18 Preliminary BudgetNote: Does not include State Benefit FundingMillions8/31/20176.9398/31/20187.199
2232%7%5%56%Revenues by Source(excluding grants)2017‐2018 BudgetTEXARKANA COLLEGEMisc. Other Income 5%Auxiliary Services Income 7%State Appropriations 32%Tuition, Taxes and Fees 56%
232017‐2018 BudgetTEXARKANA COLLEGE
242017‐2018 Preliminary BudgetTEXARKANA COLLEGE
25* Decrease in 2014‐2015 due to implementation of GASB 68.
S U P P O RT I N GD ATA
Conference Committee Decisions (SB 1 - FY 2018 and FY 2019)Texas Community CollegesCollege sportCentral TexasCiscoClarendonCoastal BendCollege of the MainlandCollinDallasDel MarEl PasoFrank redoLeeLone StarMcLennanMidlandNavarroNorth Central TexasNortheast TexasOdessaPanolaParisRangerSan JacintoSouth PlainsSouth TexasSouthwest TexasTarrantTempleTexarkanaTexas SouthmostTrinity ValleyTylerVernonVictoriaWeatherfordWestern 8121,360,8121,360,81268,040,595StudentSuccess ,5381,516,635,805TACC - 47,151differences 2.9%18,984,9341.1%
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Summary - Higher Education Employees Group Insurance (HEGI) General Revenue Appropriationsfor the 2018-19 biennium, Broken Down by InstitutionHEGI Appropriation FY HEGI Appropriation FY201820191 Alamo Community College 13,444,693 14,055,891Total HEGIAppropriation 27,500,5842 Alvin College1,704,6331,781,8803,486,5133 Amarillo College3,906,1224,084,2047,990,3264 Angelina ,78621,070,4326 Blinn College4,139,0904,327,8348,466,9247 Brazosport College1,483,5171,551,1063,034,6238 Central Texas College2,687,6492,809,9795,497,6289 Cisco Junior College905,956947,2601,853,21610 Clarendon College472,947494,524967,47111 Coastal Bend College1,131,5121,183,1362,314,64812 College of the Mainland2,377,4302,485,7664,863,19613 Collin County CC5,161,1005,396,02810,557,1285 Austin Community College18,533,03619,377,48437,910,52015 Del Mar College14 Dallas County College4,215,9094,407,7018,623,61016 El Paso Community 34,28617 Frank Phillips College18 Galveston College848,064886,7231,734,78719 Grayson County College1,594,0241,666,6193,260,64320 Hill ,49621,990,85122 Howard (Incl. SWCID)1,395,3401,458,8882,854,22823 Kilgore College1,744,9161,824,4303,569,34624 Laredo College3,495,3433,654,6507,149,99321 Houston College25 Lee ,61725,603,23227 McLennan College3,005,6393,142,6366,148,27528 Midland College2,163,8952,262,5724,426,46729 Navarro College1,713,0851,791,0933,504,17830 North Central Texas1,844,9211,929,0943,774,01531 Northeast Texas CC935,242977,9111,913,15332 Odessa College2,142,5612,240,2314,382,79233 Panola College1,000,2791,045,8502,046,12934 Paris Junior 0,26036 San Jacinto College8,371,4508,753,09417,124,54437 South Plains College3,556,1843,718,4317,274,61538 South Texas College5,481,7785,731,62811,213,40626 Lone Star College35 Ranger College39 Southwest 9528,275,77541 Temple Junior College1,514,8851,583,8573,098,74242 Texarkana College1,484,1861,551,9013,036,08740 Tarrant County43 Texas Southmost College461,606482,667944,27344 Trinity Valley2,023,5212,115,7774,139,29845 Tyler Junior College3,765,8283,937,5497,703,37746 Vernon College1,206,4951,261,4922,467,98747 Victoria College1,297,0841,355,0702,652,15448 Weatherford 661,6172,030,2662,122,8324,153,098186,532,234 364,939,07149 Western Texas College50 Wharton College 178,406,837 371
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APPENDIX A
TEXARKANA COLLEGETUITION & MANDATORY FEESFall 2017-18Spring entAcademic &Workforce Tuitionper Semester Hour 49 50 50Academic &Workforce Tuitionper Semester Hour 52 54 54FEES:General Fee (per hour)Student Service Fee (per hour)Registration Fee (per student)Public Safety Fee (per student)Out-of District Fee (per hour)Non- Resident Fee (per hour) HOW MUCH DOES IT COST?In-DistrictOut-of-DistrictNon-ResidentPer 12 SemesterCredit Hours 1,058 1,694 2,294Per 12 SemesterCredit Hours 1,094 1,742 2,342DC FeesDC FeesFeesDUAL CREDIT ntWorkforce:Classes held on TC Campus:In-DistrictOut-of-DistrictNon-ResidentNon- Funded Course FeeClasses held on ISD s305302052102 305302052102 100125150 100125150 300325350150 300325350150 125150175 125150175
51110712032115Total (NR)1632144012842017-18UA Cossatot2017-18UA - Hope/TxkTotal l (ID)Total Dollars (Based on Enrollment in 12 8242918531109NE Texas2017-18234217421094Texarkana2017-18(Based on 12 SCH) ProposedPeer 2017-18 Tuition & Fees212218341138Tyler T2017-182017-18830332153215UT Tyler
Texarkana CollegeCommunity & Business EducationCommunity & Business Education (CBE) Pricing Guidelines2017-2018The following pricing model is based upon known direct costs (instructor hourly wage and course materials,etc.) and indirect costs (institutional overhead).Tuition Pricing Procedures:A. Determine instructor qualifications required for the course. Base rate of pay on requiredqualifications, credentials, degree and/or experience.B. Determine required number of hours required to meet course requirements.C. Multiply the number of hours required times the hourly rate to determine instructor fee.D. Determine cost of course materials (textbooks, workbooks, online access, etc.) times projectednumber of students.E. Determine proper building use fee based on projected number of students.F. Prepare projected profit projection based on number of students multiplied times course fee todetermine if all expenditures (instructor fee, course materials, bldg. use fee, etc.) will becovered with a minimum 50 profit.G. If necessary, adjust projection to determine minimum number of students and minimum coursefee required.The minimum tuition for CBE classes held on a college campus site is 25 per student. Classes held offcampus for CPR, ACLS and First Aid will be charged a 10 minimum per student fee.The above procedures will be used to determine the tuition charged for CBE classes. Deviations from theabove policy may be approved by the Executive Director of Human Resources/Institutional Effectivenessand Research, VP of Finance or VP of Instruction.Note: Personal Enrichment Instructors from 2012 are grandfathered under the prior 70/30 profit procedures.For noncredit courses, any full-time employee of the College District, his or her spouse,and/or dependent children shall receive a 15 percent discount from the course fee.Some Continuing Education classes listed in our schedule will receive a 15% discountfor senior citizens (ages 60 and over). Excludes: CPR, First Aid, ACLS, and AlliedOfferings (except seminars), Workforce/Business Development Courses, Truck Driving,Fire Academy, and the EMT Basic/Hybrid classes.52
APPENDIX B
2017-2018Employee Handbook& Compensation Plan53
2017-2018 Texarkana College Employee Handbook and Compensation PlanThis Texarkana College Employee Handbook and Compensation Plan is produced for all employees andcommunity members to provide information about the College’s compensation procedures and otheremployment information.The purpose of Texarkana College’s compensation system is to attract and retain high quality personnel. ThePresident of the College is responsible for the development, maintenance, and administration of employeepay systems in accordance with Board policies and administrative procedures in the Compensation Plan.This Handbook and Compensation Plan will be updated annually to reflect any changes that are madethrough the budgetary planning process. The Office of Human Resources, regardless of any possibletypographical errors contained in this handbook, shall determine final calculations of all wages and salaries.The Texarkana College Compensation Plan is available on the College website at www.texarkanacollege.eduand in the Human Resources Office.Employee EvaluationAll College District employees shall be evaluated in the performance of their duties at least annually. Theperformance of assigned duties and other job-related criteria shall provide the basis of an employee’sevaluation and appraisal. Employees shall be informed of the criteria for which they will be evaluated. Theadministration of the College District shall develop forms and procedures necessary for facilitation of theevaluation process. Ratings from the evaluation and appraisal process shall be based on the evaluationinstrument and cumulative performance data gathered by supervisors throughout the year. All administratorsand professional staff shall be evaluated by the appropriate supervisor. (Board Policy DLA-Local).Annual performance appraisals for administrators will be conducted each spring prior to contractr
By June 30, 2018, all online courses will meet Quality Matters standards (an international initiative to ensure quality curriculum and pedagogy in distance education). . The following documents provide summaries of the Texarkana College's 2017‐2018 budget. The schedules detail projected revenue of 41,341,773 for 2017‐2018 when all .
