Del Mar College Corpus Christi, Texas
Budget Document Fiscal Year 2010-2011
Del Mar College • 101 Baldwin Blvd • Corpus Christi, TX 78404-3897
Budget Document Fiscal Year 2010-2011 Prepared by Lee Sloan, Ed.D.
Vice President of Administration, Finance and Student Services
John Johnson Comptroller
Lenora Keas
Executive Director of Strategic Planning and Assessment
Del Mar College 101 Baldwin Blvd. • Corpus Christi, TX 78404-3897 www.delmar.edu
Front cover photo: Memorial Classroom Building, Del Mar College, East Campus Back cover photo: Center for Economic Developement, Del Mar College, South Annex
Table of Contents Introductory Section ………………………………….… Profile of the College …………………………...……...… Philosophy, Vision, Mission, and Purpose ………….…… Strategic Planning ……………………………………..…. Board of Regents …………………………………….…... Administration …………………………………………… 2010-2011 Budget Committee ……………………….….. Organization Chart …………………………………….…. Budget Structure and Functions Basis of Budgeting ……………………………….…... Revenue Sources ……………………………….…….. Expense Functions ……………………………………. Expenditure Objects …………………………….…….. Budget Development Process ……………………………. Budget Calendar ………………………………………….
1 3 4 6 9 10 10 11 12 13 14 15 16 18
Budget Section ……………………………………….….. 19 Budget Message …………………………………….……. 21 Budget Schedules Operating Fund Revenues …..………………….….….. 31 Operating Fund Expenditures by Function …………….. 32 Operating Fund Expenditures by Object ………………. 34 All Funds Summary of Revenues and Expenditures ….. 36 Capital Expenditures ……………………………..……. 38
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Statistics Section ………………………………….….….. Revenues by Source …………………………………..….. Program Expenses by Function …………………….….…. Net Assets ……………………………………………..…. Tuition and Fees ……………………………………..…… Assessed and Taxable Value of Property ……………..….. Property Tax Levies and Collections ………………..……. Principal Taxpayers …………………………………...….. State Appropriations per FTSE and Contact Hour ….……. Annual Contact Hours by Division ………………….…… Contact Hours Not Funded by State Appropriations ….…. Ratios of Outstanding Debt …………………………….… Legal Debt Margin ………………………………….……. Faculty, Staff, and Administrators Statistics …………..…. Enrollment Details ………………………………….……. Student Profile ………………………………………..….. Degrees and Certificates Awarded …………………..……
39 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56
Appendices …………………………………………...….. Appendix A: Functional Areas and Programs …….…..….. Appendix B: Performance Measures ………………..……. Appendix C: Financial Policies ………………………..…. Appendix D: Local & Regional Information .……….……. Appendix E: Economic Forecast ……………………..…... Appendix F: Legal Notifications …………………..……… Appendix G: Glossary ……………………………....……..
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Introductory Section
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Profile of the College Del Mar College District is a political subdivision of the State of Texas located in Nueces County. The College was founded in 1935, under the control the Board of the Trustees of Corpus Christi Independent School District and started in borrowed classrooms with 154 students in the first class. In 1951, the College became an independent political sub-division, legally Corpus Christi Junior College District. In 1999, the Board of Regents adopted Del Mar College District as the official name of the institution. The Del Mar College service area is comprised of Nueces, Aransas, San Patricio Counties and parts of Kleberg and Kenedy Counties. Today the College serves over 21,000 students each year in academic, career and technical and continuing education courses with over 700 full-time faculty and staff. The College now offers courses on two campuses and two additional locations. The Del Mar College Center for Economic Development and the Northwest Center expand the reach of the College in meeting the needs of the broader community. Combined assets of over $222 million provide a solid basis to serve the students and community. The College is accredited by the Commission on Colleges of the Southern Association of Colleges and Schools (SACS) to award Associate degrees. Contact the Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for questions regarding the accreditation of Del Mar College. The accreditation process cycles over a ten year period. The College began preparing for the most recent re-affirmation in 2007 and the site visit occurred October, 2010. The successful completion of this process and confirmation of the College’s reaffirmation of accreditation will be announced in June, 2011. The College’s programs and courses are approved by the Texas Higher Education Coordinating Board and Texas Education Agency.
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Del Mar College Service Area Independent Public School Districts Nueces, San Patricio, Aransas, Kleberg and Kenedy Counties
The Philosophy, Mission and Statement of Purpose constitute the Comprehensive Mission for Del Mar College that has been reaffirmed by the Del Mar College Board of Regents on September 8, 2009.
Del Mar College Philosophy Del Mar College is committed to the following concepts: Academic freedom and responsibility provide the foundation for the creation of a learning environment that promotes academic excellence, independent and creative thinking, and respect for the individual. Lifelong learning is a process for self-development and self-realization through which the individual assimilates knowledge, develops skill and competency, and establishes values which enhance personal understanding of career choices, quality of life, and responsibilities of citizenship. All individuals have the right to pursue educational goals and should have the opportunity to realize the potential of their abilities through quality education. Involvement and interaction between the College and the community are essential to insure relevance and vitality in all educational programs, activities, and services and to enhance cultural, economic and social life.
Mission Del Mar College is dedicated to providing educational opportunities for students to achieve their dreams.
Statement of Purpose Del Mar College is dedicated to providing access to educational opportunities for all persons without regard to race, color, sex, age, religion, national origin, or disability. The College affirms that student learning is its highest priority. By encouraging and supporting continuing excellence in instruction and institutional support services at reasonable student cost, the College will fulfill its mission within the limitations of its physical and financial resources. 4
Specifically, the College has the following seven purposes: To provide fully accredited occupational, academic and pre-professional courses leading to certificates, associate degrees, and/or the first two years of transferable credit toward baccalaureate degrees. To provide opportunities to train for economic independence; and to prepare for job entry, occupational advancement, and career development. To provide developmental, adult literacy, and basic skills instruction to help entering students to perform successfully in their chosen academic or occupational fields of study. To provide student support services, including a continuing program of counseling and guidance, to assist students in achieving their individual educational goals. To provide opportunities for lifelong learning in occupational and avocational pursuits, personal enrichment, and general education based on a liberal arts curriculum. To provide opportunities to increase intellectual capacities; to develop aesthetic awareness; to expand the dimensions of personal, social, ethical, and cultural development; and to develop civic responsibility and qualities essential to good citizenship. To provide educational activities for workforce and economic development, and for community and academic initiatives in cooperation with area independent school districts, other institutions of higher education, area industries, and area military bases; and to encourage and provide cultural activities, both independent of, and in cooperation with, organizations and groups in the community.
Vision Statement In order to advance South Texas’ unlimited potential, the Del Mar College leadership is committed to improving student success throughout the Coastal Bend by assuring access to affordable, quality higher education. All aspects of the College experience will meet the needs of the diverse student population taking courses both on campus and through distance learning. In order to assure excellence, the technical, fiscal, and mechanical infrastructure of the College will be strengthened, including advanced technological capabilities. Special funding will be developed to meet the needs of those students who have proven their intention to succeed and yet are in need of financial assistance. 5
Above all else the Leadership is committed to creating an instructional environment that exceeds expectations. College faculty and staff will be recognized for their expertise and encouraged to continuously increase their intellectual capabilities through ongoing professional development. The Del Mar College brand will be universally recognized for its high academic and administrative standards. College leaders will reinforce the impact the College has on regional businesses, industries and government. The College will foster alliances with area school systems and universities and will position itself as a driving force, serving as an engaged and willing partner with civic groups and organizations throughout the Coastal Bend. The entire College community will work together to meet regional challenges to ensure a healthy environment, educated workforce and growing economy. Ultimately, the College leadership is committed to providing exceptional education that sets the standard for other community colleges across the nation.
Strategic Planning In 2009 the College undertook the development of a new Strategic Plan that resulted in over 50 meetings with the faculty, staff, students and community leaders. The comprehensive Strategic Plan, Access to Excellence, Del Mar College’s Strategic Plan for 2009-2014, includes 6 broad goals and 41 objectives. The execution of the plan is supported by a newly created office of Strategic Planning and Institutional Research, the President and Executive Planning Team, the Strategic Planning Advisory Committee and the Budget Committee. The six over-riding goals are: Goal 1 – Student Success - Assure access and educational excellence for all students • Objective 1.1 Quality: Maximize student learning • Objective 1.2 Access: Enhance student access to College • Objective 1.3 Enrollment Management: Streamline registration, advising, counseling, admissions and financial aid processes • Objective 1.4 Retention: Maximize student retention and re-entry • Objective 1.5 Course Delivery: Enhance the means by which courses are delivered • Objective 1.6 Programs: Provide programs that enhance a student’s ability to progress to higher levels of academic achievement • Objective 1.7 Workforce Development: Provide courses that support those students seeking occupational and career advancement • Objective 1.8 Community Leadership: Advance programs to focus on the development of community leadership • Objective 1.9 Personal Enrichment: Provide courseware to meet the individual needs of a wide range of community interests 6
• Objective 1.10 Services: Improve quality of student support services • Objective 1.11 Information Management: Enhance the management of student Information Goal 2 – Operational Resources - Enhance infrastructure, funding and financial capabilities • Objective 2.1 Budget: Assure fiscal responsibility connected to the planning process • Objective 2.2 Facilities: Integrate facility-wide planning process • Objective 2.3 Technology: Expand web-based functions and activities • Objective 2.4 Data Management: Enhance financial and personnel data management • Objective 2.5 Operations: Coordinate institution-wide planning • Objective 2.6 Going Green: Assure a proactive stance and constructive programs related to the protection of the environment Goal 3 – Professional Capabilities and Procedural Improvements - Expand knowledge, skills and abilities of personnel • Objective 3.1 Instruction: Enhance quality of instruction • Objective 3.2 Leadership: Expand leadership skills of all cadres at DMC • Objective 3.3 Performance: Monitor and maximize the performance of all employees • Objective 3.4 Planning: Maximize system-wide planning protocols and resulting intercommunication • Objective 3.5 Personnel: Improve the hiring process to accelerate/enhance recruitment • Objective 3.6 Compensation: Review the effectiveness of the compensation process • Objective 3.7 Professional Improvement: Assure a high standard of capability of all personnel Goal 4 – External Partnerships - Strengthen alliances • Objective 4.1 Educational Institutions: Improve linkages with current and potential allies • Objective 4.2 Government: Enhance interaction with all related government agencies • Objective 4.3 Communities: Reinvigorate regional relationships • Objective 4.4 Workforce: Expand relationships with business/industries/military leaders • Objective 4.5 Capabilities: Influence the development of advanced skills within community leadership • Objective 4.6 School Relations: Enhance the working relations with area schools
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Goal 5 – Positioning - Strengthen the overall positive image of the College • Objective 5.1 Marketing Plan: Enhance branding and marketing plan • Objective 5.2 Student Recruitment: Stimulate the enrollment of new students • Objective 5.3 Communications: Maximize internal/external communication efforts • Objective 5.4 Market Segmentation: Differentiate marketing based on targeted client groups and programs • Objective 5.5 Influence: Shift public perception as to the value of education • Objective 5.6 Media: Positively champion the College throughout the media Goal 6 – Governance - Cultivate relationships among all constituencies • Objective 6.1 Mission: Review and/or revise College Mission Statement • Objective 6.2 Board of Regents: Facilitate Board level information and communication • Objective 6.3 Foundation: Support the mission of the Del Mar College Foundation • Objective 6.4 Alumni: Expand alumni program • Objective 6.5 Resources: Optimize the range of funding sources • Objective 6.6 Policies: Expand, maintain and support policy development for all College operations
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Del Mar College Board of Regents The Board of Regents, the governing body for Del Mar College, is elected by the citizens of the Del Mar College District. Three positions are filled every two years, with board members serving staggered six-year terms. In 1989, the Board adopted a modified single-member district plan with five Regents elected to represent single-member districts and four members elected at large. Vacancies on the Board are filled for an unexpired term according to Board bylaws. Term Ending
Position
Trey McCampbell, Chair
2010
At Large
Gabriel Rivas III, Vice Chair
2014
District 1
Minerva Arriaga, Secretary
2012
At Large
Elva Estrada, Assistant Secretary
2012
District 3
James B. (Jim) Boggs, Parliamentarian
2010
District 5
Nicholas L. Adame
2014
At Large
Susan Hutchinson
2010
District 2
James Matthew Duerr
2014
District 4
Guy Watts
2014
At Large
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Del Mar College Administration President
Dr. Mark S. Escamilla
Provost and Vice President of Instruction
Dr. Fernando Figueroa
Vice President of Administration, Finance, and Student Services
Dr. Lee W. Sloan
Executive Dean of Intergovernmental/Business Relations
Bud Harris
Executive Director of Strategic Planning and Assessment
Lenora Keas
Executive Director of Community and Legislative Relations Dean, Division of Arts and Sciences
Claudia Jackson Dr. Jonda Halcomb
Dean, Division of Business, Professional, and Technology Education Director of Development
Dr. Larry Lee Mary McQueen
2010-2011 Budget Committee Jessica Alaniz
Bud Harris
Leonard Rivera
Chris Black
Dianna Jobe
Lee Sloan
Merry Bortz
John Johnson
Raquel Tapia
Fernando Figueroa
Lenora Keas
Ann Thorn
Christine Garza
Larry Lee
Sandra Valerio
Jonda Halcomb
Bruce Olson
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Del Mar College Administrative Organization Approved December 1, 2010
Provost and Vice President of Instruction F. Figueroa
Board of Regents
President M. Escamilla
Director of Institutional Research D. Andrus
Media Relations Coordinator M. Eddleman
Assistant Director of Development E. Hamilton
Associate Director of College Relations J. Knioum
Director of Libraries C. Tetzlaff-Belhasen
Director of Grants and Sponsored Research D. Salmon Director of Teaching and Learning Center V. Andrews
Faculty Coordinator of Assessment I. Woods
Faculty Coordinator of QEP P. Walter Faculty Coordinator of Developmental Education N. Lacroix Faculty Coordinator of Supplemental Instruction R. Huskin Director of E-Learning (vacant) Director of Early College Programs P. BenavidesDominguez
Dean of Arts and Sciences J. Halcomb
Chair of Music T. Burger
Chair of Art and Drama K. Rosier
Chair of Social Sciences B. Olson
Chair of Communications, Languages and Reading M. Williams
Interim Chair of Natural Sciences L. Poplin
Comptroller J. Johnson
Dean of Business, Professional and Technology Education L. Lee
Chair of Industrial Education J. Livingston
Chair of Allied Health D. Samo
Chair of Nurse Education B. Almendarez
Co-Chairs of Business Administration D. Craig, B. O’Lavin
Chair of English and Philosophy A. Clark
Chair of Public Safety Education C. Black
Chair of Computer Science, Engineering and Advanced Technology W. Knox
Chair of Kinesiology G. Hilley
Acting Chair of Technology Education J. Livingston
Chair of Dental and Imaging Technology D. Arreguin
Chair of Mathematics and Physics A. David
Chair of Human Sciences and Education K. Wilkerson
Director of Financial Aid E. Garcia Assistant Dean of Continuing Education A. Cunningham
Coordinator of Noncredit Health Care Programs M. Aguilar Director of Continuing Education (vacant) Director of Transportation Training Services J. Rojas
Director of GED Instruction I. Trompeter
Executive Dean of Intergovernmental/ Business Affairs L. Harris Director of Corporate Services M. Afuso
Assistant Director of Alumni Services Y. Lara
DMCTV Media Production Technician G. Munoz
Director of Accreditation and Compliance Services V. Natale
Vice President of Administration, Finance and Student Services L. Sloan
Executive Director of Development M. McQueen
Executive Director of Community and Legislative Relations C. Jackson
Executive Director of Strategic Planning and Assessment L. Keas
Chief Information Technology Officer A. Alfonso
Director of Physical Facilities W. Keller Director of Human Resources, Equal Opportunity and Affirmative Action D. Finch Director of Purchasing and Business Services C. Tines
Interim Dean of Student Outreach and Enrollment Services L. Rivera
Director of Small Business Development Center A. Fierova
Interim Dean of Student Engagement and Retention S. Valerio
Director of Admissions/ Registrar F. Jordan
Director of Counseling/Advising Services G. Dunson
Director of Testing C. Leal
Director of Title V and Student Success Center A. Flores
Director of Outreach and Off-Campus Programs (vacant)
Interim Director of Student Leadership and Campus Life B. Cage
Director of TRiO T. Jackson
Assistant Director of Career Planning and Placement B. Cage
Director of Environmental, Health, Safety and Risk Management K. White
CRO JK 12-1-10
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Budget Structure and Functions Basis of Budgeting Each community college 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 Regents adopts the budget, which is prepared on the accrual basis of accounting. A copy of the approved budget and subsequent amendments must be filed with the Texas Higher Education Coordinating Board, Legislative Budget Board, Legislative Reference Library, and Governor’s Office of Budget and Planning by December 1. The College maintains its accounts and prepares its financial statements in accordance with generally accepted accounting principles in the United States of America (GAAP) as set forth by Governmental and Financial Accounting Standards Boards (GASB and FASB), National Association of College and University Business Officers (NACUBO) and the Texas Higher Education Coordinating Board (THECB). Under GAAP, basic financial statements are reported using the economic resources measurement focus and accrual basis of accounting. Revenues are recorded when earned and expenses are recorded at the time liabilities are incurred, regardless of when the related cash flows take place. Property taxes are recognized as revenues in the years in which they are levied. Grants and other similar types of revenue are recognized as soon as all eligibility requirements imposed by the grantor have been met. Material timing differences in expenditures between GAAP and the budgetary basis of accounting include capital expenditures, which under GAAP are allocated to depreciation expense over a specified period of time. In the budget document, capital expenditures are assigned in full to operations expense. With respect to debt service, payments to principal reduce the liability on the financial statements while interest payments are expensed. Under the budgetary basis of accounting, both principal and interest are expensed to operations within the fiscal year. The Del Mar College Foundation, a legally separate tax-exempt entity, is a discretely presented component unit and is reported separately in the annual financial statements. The budget document presents college information exclusive of Foundation data.
Operating Fund The operating fund accounts for the current financial resources raised and expended for the core services provided by the college. It is the primary fund of the college used to account for the usual activities except those particularly assigned for other purposes in another more specialized fund. The Operating Fund is the only fund budgeted. The Restricted, Auxiliary, Endowment and Loan, Debt Service, and Plant Fund are all not budgeted.
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Revenue Sources State Appropriations State community college funding resources are determined by the state legislature’s funding distribution formula and are calculated on a biennial basis. State appropriations are budgeted using contact hours generated by the institution as compared to other institutions within the State. State Benefits Contribution The State currently contributes 100% of the cost of health insurance premiums for all full time eligible employees. Premiums are paid directly by the State to the health care plan administered by the Employee Retirement System of Texas. The State contributes 6.4% toward employee retirement plans. Payments are made directly to the Teacher Retirement System of Texas by the State for those employees under the TRS plan. For those employees covered under a optional retirement plan the State reimburses the College for payments made.
Fees The generation of student fees are calculated by determining the costs of course related expenses. Fees for support service such as labs, library facilities, parking, maintaining student records, building use, equipment, security, instructional supplies and the like are all considered when determining the cost of providing instruction. Property Taxes Property tax revenue is determined using the annual certified appraisal value determined by the local appraisal district. Once received the Board of Regents approves a tax levy determined to be necessary to fund the educational mission of the College. Other Resources Include resources from various activities such as finance charges, insurance proceeds, sale of equipment, enforcement fees and other nominal, one-time miscellaneous amounts. Budgeting is based on historical trend analysis.
Tuition Credit tuition is generated by assessing students per-credit-hour rates. Non-credit tuition is generated by charging varying rates per course, based on course costs and market forces. Tuition resources are budgeted based on enrollment projections developed by the college’s Institutional Research department and approved by the Board of Regents.
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Expense Functions Instruction This includes expenses for all activities that are part of the institution’s instructional program. Expenses for credit and noncredit courses, for academic, vocational, and technical instruction, for development and tutorial instruction, and for regular, special, and extension are included. Expenses for department chairmen in which instruction is still the primary role of the administrator, are included in this category. This category excludes instructional deans when the primary assignment is administration. Public Service This category include funds expended for activities that are established primarily to provide non-instructional services beneficial to individuals and groups external to the institution. An example of these would be summer youth programs such as ―College for Kids‖ and morning swim program for seniors.
Academic Support This category includes funds expended primarily to provide support services for the institution’s primary mission— instruction, research, and public service. It includes: (1) the retention, preservation, and display of educational materials, i.e., libraries, and galleries; (2) academic administration, i.e., deans’ salaries and office expenses; (3) technical support, i.e., computer services and audio-visual information; (4) separately budgeted support of course and curriculum development, and related items.
Student Services This category includes funds expended for offices of admissions and the registrar and activities that primarily contribute to students’ emotional and physical well-being and to their intellectual, cultural, and social development outside the context of the formal instruction program. Institutional Support This category includes expenses for (1) central executive level management and long-range planning on the entire institution; (2) fiscal operation; (3) administrative data processing; (4) space management; (5) employee personnel and records; (6) logistical activities that provide procurement, storerooms, safety, security, printing, and transportation services to the institution; (7) support services for faculty and staff that do not operate as auxiliary enterprises; (8) activities concerned with community and alumni relations, including development and fundraising; and (9) bad debt related to tuition and fee revenue. Operations and Maintenance of Plant This category includes all expenses of current funds for the operation and maintenance of physical plant, net of amounts charged to auxiliary enterprises, and independent operations. Scholarships and Fellowships This category includes expenses for scholarships and fellowships including tuition remissions and exemptions in grants to students either from selection by the institution or from an entitlement program. Recipients of grants are not required to perform services to the institution as consideration of the grant, nor are they expected to repay the amount of the grant to the funding source.
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Expenditure Objects Salaries Salaries include all full-time and part-time payroll positions. Payroll is budgeted using actual position lists, approved promotions, educational increases, and year of service increases for continuing tenure-track faculty and step increases for eligible full-time non-faculty employees. Benefits Benefits are budgeted using benefits cost projections, including amounts for various employment-related taxes, health and life insurance premiums, retirement fund contributions, employee wellness programs, and other direct employee benefits. Materials & Equipment Materials & Services expenditures include items such as office support supplies for instructional and operations departments, non-capitalized equipment, travel and maintenance. Materials & Services is budgeted using historical trend analysis.
Capital Outlay Capital Outlay expenditures include all equipment purchases with a single item cost in excess of $1,000 and with a useful life exceeding five years. Capital Outlay is budgeted and allocated according to the needs of the departments. Transfers Out Interfund transfers out include resource funding of specific amounts to another fund for an identified purpose. Amounts included in this category include tuition revenue dedicated to the retirement of revenue bonds. Contingency Contingency is a budget account used to provide for unanticipated items, or to hold funds for future distribution. According to College policy the College President is directed to prepare a current operating budget that includes a line item reserve equal to 1.5 percent of the total proposed expenditure budget. Use of these budgeted funds must be approved by the Board of Regents.
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Budget Development Process In the budget development process outlined below, Del Mar College follows policy approved by the Board of Regents and State of Texas laws. In addition to providing a financial plan for fiscal year revenues and expenses, Del Mar College’s Budget Document outlines programs and initiatives and implements controls on spending authority. The budget development process is designed to encourage citizen input and public opinion about college programs and fiscal policies. The allocation of resources and the budget are tied to the Strategic Plan and supporting the College’s mission. I. Appoint a Budget Officer Del Mar College’s Budget Officer is the Vice President of Administration, Finance and Student Services. He is appointed by the President and serves as the College’s representative at state, local and board meetings that deal with the budget. II. Establishment of Budget Related Committees The nine-member Board of Regents serves as a Committee of the whole and approves the final budget document by August 31st each year. Additionally, the College Budget Committee is organized and appointed by the Budget Officer with concurrence of the President each academic year to serve from September to August. This Budget Committee is charged with representing the various constituency groups and stakeholders across campus. A list of the membership is provided as an attachment. The Budget Officer organizes the Budget Committee and conducts the meetings. The Strategic Planning Advisory Committee also provides input through the development of the College goals and objectives that are supported by the budget process. This committee is represented by college-wide membership and meets on a regular basis to identify College priorities. Representatives serve on the College Budget Committee.
III. Prepare a Proposed Budget The Budget Officer supervises the preparation of a Proposed Budget, which includes the following actions: A. Discuss Budget Assumptions with Budget Committee and the Board of Regents. B. Communication and distribution of budget documents to the College units to submit budget requests and plans. C. Develop resource (revenue) estimates and base expenditures budget with input from constituency groups. D. Gather relevant projections from the state and local taxing district to project revenue. E. Gather relevant financial information on capital projects and operations that affect the budget. F. Estimate preliminary surplus or deficit. G. Determine proposed tuition and tax rates to represent a balanced budget with varying scenarios. H. Solicit and identify proposed reductions in spending and expenses to represent a balanced budget with varying scenarios. 16
I. Develop changes to the base and final budgets in accordance with internal planning processes. J. Prepare Budget Message for the Board of Regents, Budget Committee, public, employees and other stakeholders. IV. Public Notice Del Mar College is required by Tax Code 26.05 to publish proposed tax rates by the first week of August and to hold public hearings on the tax rate in accordance to Section 26.06. In addition, ad valorem tax rate increases are subject to voter approval if it exceeds the taxing district’s roll-back rate which is established annually based on the prior year tax levels V. Budget Committee Meetings The College Budget Committee meetings are held to: 1) provide input as to the needs of the College and represent the College stakeholders, 2) communicate projected changes in the state funding, 3) communicate projected changes in ad valorem tax revenues, 4) communicate any projects that significantly affect the budget process or cash flow. The Board of Regents meets to: 1) review the budget message and document, 2) hear the public and 3) revise and approve the budget. At the time the proposed budget is distributed to the Board of Regents, it becomes public record and is made available to the public. VI. Budget Approval and Adoption When the Board of Regents is satisfied with the proposed budget, including any additions or deletions, the budget prepared by the Budget Officer is approved. Note: If the budget requires an ad valorem tax to be in balance, the Board of Regents must approve an amount or rate of total ad valorem property taxes to be certified to the assessor. VII. Publication After the budget is approved, the document is published for distribution to the College. XIII. Budget Filed and Levy Certified A copy of the complete budget is sent to the Governor’s Office, Texas Higher Education Coordinating Board, and the Legislative Budget Board. When levying a property tax, Del Mar College Budget Officer submits the notice of levy, categorization certification and resolutions to the Nueces County Tax Assessor’s office immediately after approval by the Board of Regents.
Budget Amendment Process Administration presents to the Board of Regents any reductions in state appropriations that require a reduction in expenditures as a budget amendment. In addition, any increases over 10 percent of the original budget shall require the Board of Regents’ approval.
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Del Mar College Budget Development Timeline Sept College Budget Committee – Organized for academic year. Ensures College-wide representation of all stakeholder groups. Strategic Planning Advisory Committee reviews & prioritizes College Objectives and Initiatives. College Units review budgets and available funds. Directors and Deans work with priorities and special projects. College Budget Committee meets to review funding revenues and expenditures for the budget year. Executive Planning Team & VP (Budget Officer) reviews funding sources and uses. Projected funding sources & economic trends that affects the budget is presented to the College community and Board of Regents. College-wide Forums are held. College Units prepare preliminary budget requests. Directors, Deans, Chairs and Provost reviews the College budget requests & sets priorities – assures all stakeholders are represented. Executive Planning Team & Vice President reviews budget requests. College-wide Forums to communicate funding isses are held. Board of Regents hold Budget Workshop. Preliminary budget is prepared and distributed to all units. College Budget committee meets to review proposed budget. Board of Regents receive preliminary budget for review. Vice President (Budget Officer) prepares proposed final budget document. Board of Regents hold Budget Workshops. College community and the public meetings are held. Public hearings on the Budget, tax rate and tax levi are held. Board of Regents reviews and adopts the budget.
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Oct
Nov
Dec
Jan
Feb
Mar
Apr
May June July
Aug
Budget Section
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Budget Message Strategic Directions for Fiscal Year 2010-2011 The proposed budget for fiscal year 2010-2011 was developed to further align with the approved Strategic Plan 2009-2014 Access to Excellence of the college. The Strategic Plan’s Goals and Objectives were approved by the Board of Regents and are listed on pages 68 of your budget document. The College administration sees the need for integrating the budgeting process with planning as critical as the state and local economy experiences recession, local tax valuations decline, the State of Texas projects a deficit and enrollment continues to increase. The political climate in the state continues to indicate that the funding for community colleges will fall on the local tax payers and the students who we serve. The following conditions, factors and priorities are considered.
Economic Factors Since January 2007 U.S. the economy lost 8.4 million jobs. Texas has also been affected shedding nearly 700,000 jobs. As of September 2010, the nation experienced an unemployment rate of 9.2%, the state of Texas 7.9%, Aransas County 8.0 %, San Patricio County 9.6%, Nueces County 7.6%, and the Coastal Bend area at 7.9%. As of April 2010, tax rolls of Nueces county decreased to $18.5 billion from $19.4 billion in 2009. Fifty-six percent of residential property appraised lower in value than in 2009. Preliminary district appraisal value for 2010 is -$713,013,474 plus exemptions/adjustments. Apply 2009/2010 tax rate equates to -$2,663,717.
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Enrollment Growth Del Mar College experienced growth in the past academic years and awarded 1,536 degrees and certificates during 2008-2009. Between 1985 and 1993, the fall headcount in credit courses at Del Mar College rose by more than one-third (36%) from 8,665 to 11,825. In 1994 and 1995, enrollment began declining, due in part to the introduction of lower-division courses at Texas A&M University-Corpus Christi in 1994. The fall headcount enrollment fluctuated significantly over the next few years, rising to an all-time high of 12,069 in fall 2009 and again in fall 2010 to 12,236. Texas Higher Education Coordinating Board Allocated Enrollment Projections for Closing the Gaps Del Mar College Historical and Projected 15,000
13,935
14,000
14,215
13,000
12,236 Headcount Enrollment
This model merges the most recent 20 years of historical Del Mar College fall-to-fall enrollment data with the Texas Higher Education Coordinating Board’s Closing the Gaps enrollment forecasting model to illustrate possible enrollment trend scenarios. In 2000, the Coordinating Board set a statewide goal of enrolling a net additional 500,000 students to all Texas public colleges and universities by fall 2015. The Coordinating Board figures are updated annually, and the latest statewide goal is to add 630,000 students by 2015. The chart, based on the latest Coordinating Board estimates and Del Mar College’s current Closing the Gaps targets, shows what fallto-fall headcount enrollments might be through 2020, based on various trend calculations.
11,995
12,000
11,000
10,000
9,000
8,000
Del Mar College Census Headcount 1990-2010 Del Mar College Closing the Gaps Allocated Targets, Revised October 2008
Institutional Targets, Revised October 2010 (1.5% Annual Growth) Coordinating Board Forecasts for Del Mar College, Revised October 2010 Fall Semester
7,000
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State Funding Some 20 years ago, public community colleges were funded at 90 to 95 percent of the formula funding rate for community colleges. The state appropriations received by community colleges this biennium were originally set at 61 percent of the full formula rate, and then lowered another eight percent. Due to the state projected deficit between $11 to $19 billion for the next biennium, state funding will continue to decrease.
State Appropriations per Contact Hour for Texas Community Colleges $8.00
$6.00
$4.00
$7.48
$7.71
2000-01
2002-03
$6.43
$6.60
$7.05
2004-05
2006-07
2008-09
$7.11
$6.35
$2.00
$0.00 2010-11 2012-13* projected
State Appropriations as a Percent of Del Mar College Annual Budget 70%
Appropriations to community colleges from the state are expected to decrease. This will result in approximately $1 million less for Del Mar College in the 2010-2011 academic year.
62.4%
60% 50% 40%
35.9% 29.5%
30%
25.4%
20%
10% 0%
23
Legislative Challenges The 82nd Texas Legislature is facing a budget shortfall projected between $11 to $19 billion dollars for the 2011-2013 biennium. This shortfall will directly affect community college funding during the 2010-2011 academic year. Possible reductions in contributions to the employee group health insurance fund, Texas State Retirement fund, formula funding for contact hours, student financial aid, funds for high-demand technical programs (JET Grant Program), adult basic education and alternative teacher certification programs - all are at risk for reductions or elimination from state funds during future years.
Ending Fund Balance Ending fund balance is an essential tool that college’s can use to limit current and future risks such as revenue shortfalls and unexpected expenditures. Establishing and maintaining an adequate ending fund balance allows the college to maintain instructional programs for students, maintain the college’s credit rating with bonding entities and maintain overall fiscal stability when unanticipated economic and financial conditions arise. The College district goal as stated in policy is to maintain an operating fund balance level of approximately three months current operating requirements. The three months reserve should be between 20 and 25 percent of the current year’s operating budget. In addition, the College President as part of the budget preparation is directed to include a contingency line item equal 1.5 percent of the total proposed expenditure budget. The budget contingency reserve is restricted and any transfer must be approved by Board action.
Budget for Fiscal Year 2010-2011 Prior to the budget of 2009/2010, property values within the district continued their gradual growth bringing with them increased tax revenues to the College. State revenues, although declining over the years, had been anticipated and offset with increased property tax revenue and student tuition. Beginning with fiscal budget 2009/2010, the State reduced the previously allotted college appropriation by 10%. This reduction had not been foreseen. In addition, property valuations within the district decreased in excess of 7%. These significant reductions had not been anticipated and therefore budget planning for the 2010/2011 fiscal year was difficult. In order to produce a balanced budget the college immediately froze all unfilled positions, reduced overtime, eliminated payroll step increases for all employees, reduced the contingency requirement, reduced significantly budgets for maintenance, equipment, professional development, and all other non- essential expenditures. Through the guidance of the Budget Committee, with input of the college community and Board of Regents the College was able to package a budget which met the mission of providing the educational opportunities and support services to our students.
24
Resources The proposed Operating Fund Budget revenue for fiscal year 2010-2011 is $77,165,893, a 1.55 mil or a 1.98% decrease from the 2009-2010 adopted budget. This decrease was the culmination of several factors. State budgeted appropriations from the prior year decreased by $439K. Revenues from tuition net of revenue bond transfers out were estimated to be approximately $2.76 million higher over the previous year. Property tax revenues were estimated to decrease by $2.74 M due to a decrease in property tax valuations within the district. Miscellaneous revenues were budgeted at $827K less than the previous year. The major cause of this decrease was due to the continuing decline of investment opportunities available to the district.
2010-2011 Revenues by Source Property Taxes 43.3%
State Appropriation 23.0%
State Benefits Contribution 9.0%
Miscellaneous 1.4%
Tuition and Fees 23.3%
Expenditures 2010-2011 Expenditures by Function Academic Support 9.5%
Student Services 8.0%
The Operating Fund salaries and benefits budget has increased by $910 K or 1.6% from fiscal year 2009-2010. The increase was a direct result of the cost of health insurance benefits provided to employees.
Insitutional Support 23.8%
Although the College’s entire operating budget decreased by approximately $1.55million or 1.98% from the previous year the largest budget decreases were to physical maintenance and equipment. Decreases in these areas amounted to 10.15% and 13.07% respectively.
Operation and Maintenance 13.6% Instruction 45.4%
Public Service 0.09%
25
In additions, adjustment – both increase and decreases – have been made for expenditures that are primarily beyond the control of the college.
2010-2011 Expenditures by Object Salaries 58.0%
Benefits 16.8%
These “mandatory adjustments” include such items as property insurance, utilities and telephone, accreditation, computer and software licenses and legal and audit expenses.
Supplies & Equipment 7.7%
Other 2.3%
Short-term Initiatives
Operations & Maintenance 10.0% Contractual & Fees 5.3%
The Strategic Planning Advisory Committee and the Executive Team identified the following initiatives to be of highest priority for the academic year 2010-2011 as they relate to specific goals: Goal 1 - Student Success • SACS Reaffirmation – Target on-site visit October 2010 and completion June 2011 • Integrate the General Education Assessment plan throughout all programs • Implement TRiO Student Support Services Grant $255,505 per year • Student Retention – Retention Alert – implement through object relational database conversion (Datatel Colleague FRS System) • Increase online programs and delivery Goal 2 – Operational Resources • Enhanced automation and reporting to provide increased efficiency • Implementation of new general ledger report writer and online automated payroll entry, purchasing, budget detail and human resources applications • Energy savings – improve chilled water system – save $2.6 million over four-year period on negotiated electrical power contracts • Review and revision of bidding timeframes for property/windstorm insurance to increase coverage and reduce premiums • Implement use of thermal storage tanks and enhance recycling program • Begin construction on Music & Fine Arts Building • Focus on updated Facilities Master Plan • Create new online master calendar • Focus on resource diversification throughout the College
26
Goal 3 – Professional Capabilities & Procedural Improvements • Enhance assessment of operational and learning outcomes as part of continuous quality improvement and assessment • Further align budget and planning • Enhance leadership skills of all personnel Goal 4 - Strengthen Alliances • Increase external partnerships with area educational, industrial and governmental entities • Revise and enlarge dual credit and Early College Programs • Enhance transfer programs – increased articulation agreements • Increase workforce training and certificates • Complete Joint Admissions Agreement with Texas A & M University – Corpus Christi Goal 5 – Positioning • Finalize new College website to provide student access, promotion and enrollment processes • Enhance student access & recruitment – Active Admissions – transforms website into personalized, one-to-one marketing • Enhance outreach activities – such as participate in 2010 Bayfest, CC Jazz Festival, and DMC 75th Anniversary events • Review/revise College Mission and purpose statements • Implement the Achieving the Dream initiative to improve student outcomes and completion Goal 6 – Governance • Create new revenue streams • Grow Alumnae & DMC Development Foundation – focus on scholarships and funding opportunities
Budget Strategies for 2010-2011 In light of the projected deduction in funding the following strategies are considered to maintain financial stability and meet the operational needs of the College: • • • • • •
Immediately freeze 2010 expenditures – request approval of expenditures that are carried over from previous budgets or new requests. Increase reliance on part-time workers and adjunct faculty Decrease 2010/2011 projected expenditures by 6.5% Request the Board to wave the 1.5% budget contingency requirement Request the Board to use 2009-2010 fund balance as one-time resource Request Board consideration of salary step policy waiver – do not increase salaries 27
• • • • •
Request Board consideration of experience pay policy waiver Request Board consideration of tax rate increase to the effective rate (+$0.03) or above effective rate Freeze vacant positions The College administration will not hire or replace 78 unfilled positions that total $2.9 million in salaries Request Board consideration of using restricted fund balance for 2010-2011 budget deficit
The previously noted strategies were all implemented except use of the fund balance. It was determined that this would not be a productive strategy for future budgets.
Compensation and Benefits Based upon the financial projections from the state and local taxing district, it is determined that the salaries expense should be maintained or reduced wherever possible. Therefore, no increases in salaries will be requested. As directed under College policy, faculty who are recommended for promotion or earned approved additional college credits are to be funded. For staffing levels please see page 53.
Budget Assumptions The following assumptions are made based upon the previously described economic scenario within the state and county: Projected Revenues: State Formula Funding Tuition Revenue from 5% Enrollment Growth @ $1 PSH Increase Dual Credit & Collegiate High School Fees Property Tax Revenues at Current Tax Rate Total Projected New Revenues
($877,068) 586,850 50,118 -0($240,100)
Projected New Expenses: Debt Service Decrease for General Obligation Bonds Debt Service Increase for 2008 Tuition Revenue Bonds Election Expense Increase of 2% for All Other Expenses Salary Step/Experience Pay/Faculty Education/Promotion Achieving the Dream Initiative Furniture and Equipment Total Projected New Expenses Estimated Revenues Minus Expenditures = Budget Shortfall
($163,500) 279,158 (150,000) 381,818 628,449 35,000 200,000 $1,210,925 ($1,451,025)
28
In consideration of this projected shortfall, the College moved to increase tuition and fees by 13.6%, reduce expenses throughout the budget, and ask the Board of Regents to reduce the contingency line item to $500,000.
Long-Term Financial Planning The College began the development of a two-year operating budget cycle and a five-year long-term forecast based upon the following: – National Fiscal Indicators – State Economic Trends – Health of Local Economy and Taxing District • Commercial Development and Appraisal Values • Projected Growth in Enrollment and Services In consideration of the existing long-term debt of the College, of the General Obligation Outstanding Debt approximately 57% of principal is amortizing in the next 10 years and holds an underlying rating of AA+/Aa2/AA. The College’s bond ratings on the outstanding bonds are rated AAA by Moody’s Investor Service and AA by Standard and Poor’s. Estrada and Hinojosa, Investment Bankers assisted the College with a $6 million capital lease program and continues to support the college with its disclosure and debt modeling activities. They also provided expertise in analysis of bond management and transactions totaling over $147.4 million in par value on the following: $25,490,000 Combined Fee Revenue Bonds, Series 2008 $51,060,000 Limited Tax Bonds, Series 2006 $7,830,000 Combined Fee Revenue Refunding Bonds, Series 2005 $53,545,000 Limited Tax Bonds, Series 2003 Estrada and Hinojosa, Investment Bankers analysis provides recommendations on the current status, future issues, and possible refunding opportunities within the bond market. They suggest that the College may benefit from savings through a refunding of the Series 2003 bonds in 2013 to save a total of $5,353,387 or $599,651 annually due to overall decline of market rates for municipal securities. This type of suggestion will be considered as financial planning continues.
29
Revenues Operating Fund Revenues by Source Comparison – Fiscal Year 2011, 2010 and 2009
State Appropriation State Insurance Contribution State Retirement Contribution Tuition and Fees Tuition Bond Transfer Out Property Taxes Mescellaneous Total Revenues
Budget Budget % Change Actual 2011 2011 to 2010 2010 $ 17,733,391 -5.0% $ 17,449,235 4,690,222 2,220,843 21,048,309 (3,049,581) 33,417,648 1,105,061 $ 77,165,893
Budget 2010 $ 18,658,677
Actual 2009 $ 18,658,681
Budget 2009 $ 18,635,589
4,018,340
4,018,340
4,018,340
16.7%
4,391,594
-7.7% 16.9% 10.1% -8.4% -42.8% -2.0%
2,405,993 19,971,641 (3,916,977) 35,059,327 1,896,208 $ 77,257,020 $
2,405,993 18,004,443 (2,770,302) 36,472,199 1,931,916 78,721,266 $
2,467,849 19,339,349 (3,576,712) 32,549,826 1,653,803 75,111,137 $
2,467,849 20,455,371 (2,427,701) 33,618,942 2,756,663 79,525,053
Operating Fund Revenues by Source Comparison - Fiscal Years 2011, 2010 and 2009
Thousands $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 State Appropriation Budget 2011
State Benefits Contribution Actual 2010
Tuition and Fees Budget 2010
31
Property Taxes Actual 2009
Miscellaneous Budget 2009
Expenditures Operating Fund Expenditures by Function Comparison – Fiscal Year 2011, 2010 and 2009 Budget 2011
Instruction Public Service
$
Academic Support Student Services Insitutional Support Operation and Maintenance of Plant Total Expenditures
$
Budget % Change 2011 to 2010
Actual 2010 $
Budget 2010 $
Budget 2009
35,589,083
$ 34,147,601
$ 34,909,880
35,024,800
-1.6%
66,237
-6.9%
36,731
71,118
29,517
63,366
7,359,137
5.2%
6,123,698
6,996,124
6,314,717
7,882,760
5,825,991
-0.3%
6,344,028
5,843,925
6,363,667
5,656,117
18,367,429
-3.1%
17,533,417
18,949,928
14,805,117
20,187,844
10,522,299
-6.6%
11,153,007
11,271,088
11,660,070
10,825,086
77,165,893
-2.0%
78,721,266
$ 73,320,689
$ 79,525,053
$
35,436,916
Actual 2009
76,627,797
$
Operating Fund Expenditures by Function Comparison - Fiscal Years 2011, 2010 and 2009
Thousands $40,000 $30,000
$20,000 $10,000 $Instruction
Public Service
Budget 2011
Academic Support
Actual 2010
Student Services
Budget 2010
32
Insitutional Support
Actual 2009
Operation and Maintenance
Budget 2009
Operating Fund Expenditures by Function Comparison – Fiscal Year 2011, 2010 and 2009
Instruction
Salaries Benefits Other Equipment Total Public Salaries Service Benefits Other Equipment Total Academic Salaries Support Benefits Other Equipment Total Student Salaries Services Benefits Other Equipment Total Institutional Salaries Support Benefits Other Equipment Total Operation and Salaries Maintenance Benefits Other Equipment Total Grand Total
$
$
$
$
$
$
$ $
Budget Budget % Change 2011 2011 to 2010 27,577,142 -2.3% 5,896,409 12.7% 1,380,747 -21.1% 170,502 -54.2% 35,024,800 -1.6% 51,165 -12.0% 11,151 6.7% 3,921 56.8% 66,237 -6.9% 4,177,061 5.6% 1,238,907 20.5% 1,756,669 -2.7% 186,500 -9.4% 7,359,137 5.2% 3,951,412 -1.7% 980,803 14.2% 893,776 -4.1% -100.0% 5,825,991 -0.3% 6,437,058 -22.1% 4,863,573 94.5% 6,385,289 -18.5% 681,509 89.0% 18,367,429 -3.1% 2,550,488 -4.3% 7,944,311 -7.0% 27,500 -55.9% 10,522,299 -6.6% 77,165,893 -2.0%
33
$
$
$
$
$
$
$ $
Actual 2010 26,224,419 7,318,153 1,554,432 339,912 35,436,916 32,620 3,027 1,084 36,731 3,881,843 1,206,748 829,410 205,697 6,123,698 3,751,648 1,704,591 886,600 1,189 6,344,028 6,626,161 2,251,921 8,503,776 151,559 17,533,417 2,507,923 892,796 7,733,116 19,172 11,153,007 76,627,797
$
$
$
$
$
$
$ $
Budget 2010 28,236,757 5,231,117 1,749,284 371,925 35,589,083 58,165 10,453 2,500 71,118 3,956,054 1,028,336 1,805,842 205,892 6,996,124 4,021,165 858,978 931,569 32,213 5,843,925 8,259,416 2,499,911 7,829,933 360,668 18,949,928 2,664,546 8,544,192 62,350 11,271,088 78,721,266
$
$
$
$
$
$
$ $
Actual 2009 25,979,065 6,379,124 1,564,260 225,152 34,147,601 26,305 1,836 1,376 29,517 3,938,470 1,127,588 897,396 351,263 6,314,717 3,571,679 1,507,450 1,284,137 401 6,363,667 6,634,467 1,994,668 5,682,119 493,863 14,805,117 2,601,831 736,473 8,282,131 39,635 11,660,070 73,320,689
$
$
$
$
$
$
$ $
Budget 2009 27,165,851 5,119,570 2,361,967 262,492 34,909,880 51,067 9,293 3,006 63,366 4,271,175 1,156,015 2,100,226 355,344 7,882,760 3,944,214 829,475 882,027 401 5,656,117 8,861,881 2,687,749 7,961,268 676,946 20,187,844 2,559,053 8,189,102 76,931 10,825,086 79,525,053
Operating Fund Expenditures by Object Comparison – Fiscal Year 2011, 2010 and 2009
Faculty Salaries Exempt Salaries Non-Exempt Salaries Student Assistant Salaries
Total Salaries
$
Budget Budget % Change Actual 2011 2011 to 2010 2010 27,623,226 -0.4% $ 26,694,601 7,748,343 -1.4% 7,469,373 8,709,374 -2.5% 8,645,405 663,383 -9.6% 619,776 44,744,326 -1.1% 43,429,155
Budget 2010 $ 27,723,898 7,859,884 8,936,588 733,561 45,253,931
Actual 2009 $ 26,303,716 7,300,001 8,922,293 643,383 43,169,393
Budget 2009 $ 26,554,546 8,174,585 9,422,245 841,536 44,992,912
6,439,895 6,550,948 12,990,843
18.4% 6.8% 12.3%
5,994,630 6,978,066 12,972,696
5,438,084 6,132,883 11,570,968
4,754,030 6,575,531 11,329,561
5,164,219 6,498,212 11,662,431
1,409,409 2,058,549 2,141,511 298,200 5,907,669
-26.1% -14.0% -10.1% -11.3% -15.9%
1,771,151 2,073,995 1,137,153 334,105 5,316,404
1,908,453 2,394,087 2,383,356 336,318 7,022,214
1,357,771 2,440,255 1,270,164 215,580 5,283,770
1,400,984 2,973,446 2,634,442 217,485 7,226,357
Travel and Professional Development
386,504
-25.8%
404,710
520,728
742,495
1,058,888
Physical Facilities Maintenance and Repair Utilities and Telephone Security Insurance
1,555,331 3,873,115 808,966 1,446,925 7,684,337
-13.1% -11.7% -4.4% -12.3% -11.4%
1,242,812 4,372,945 812,565 1,660,085 8,088,407
1,789,210 4,385,145 845,808 1,650,057 8,670,220
2,293,599 4,144,750 883,279 1,443,153 8,764,781
2,370,625 3,953,300 1,063,730 1,399,400 8,787,055
405,537 1,163,628 1,837,132 61,445 123,000 150,000 132,000 181,500 4,054,242
-12.5% -2.1% 74.4% 14.9% -43.2%
449,310 1,110,109 894,216 39,920 183,494 187,039 182,713 3,046,800
463,522 1,188,908 1,053,291 53,481 216,733 197,487 206,523 3,379,945
434,428 919,148 897,398 29,572 92,452 148,530 117,927 189,199 2,828,654
456,950 949,396 919,898 37,548 93,654 148,700 140,433 150,300 2,896,879
Health Insurance Other Benefits
Total Benefits Computer Software, Hardware, Licence and Service Supplies, Postage, Duplicating, Copier Equipment Library
Total Supplies and Equipment
Total Operations and Maintenance Advertising Audit, Legal, Tax Appraisal, Collection Fees Consultants and Contract Labor Accreditation Special Populations Interpreter Election Membership and Dues Bank and Collection Fees
Total Contractual and Fees
-33.2% -12.1% 19.9%
34
Operating Fund Expenditures by Object (Continued) Comparison – Fiscal Year 2011, 2010 and 2009 Budget Budget % Change 2011 2011 to 2010 50,500 -15.4% 48,500 -22.6% 250,000 0.0% 548,972 77.0% 897,972 31.6%
Recruitment Food and Beverage Bad Debt Scholarships Miscellaneous Non Mandatory Transfers
Total Miscellaneous Contingency TOTAL EXPENDITURES
$
500,000
-69.1%
77,165,893
-2.0%
Actual 2010 49,196 36,701 200,209 345,131 2,738,387 3,369,624
Budget 2010 59,700 62,663 250,000 310,228 682,591
$ 76,627,797
Actual 2009 67,718 91,263 230,887 487,325 324,840 1,202,034
1,620,671
Budget 2009 76,065 91,716 250,000 852,249 1,270,030
-
$ 78,721,266
$ 73,320,688
1,630,500 $ 79,525,053
Operating Fund Expenditures by Object Comparison - Fiscal Years 2011, 2010 and 2009
Thousands $50,000 $45,000 $40,000 $35,000 $30,000 $25,000 $20,000 $15,000 $10,000 $5,000 $0 Salaries Budget 2011
Benefits Actual 2010
Supplies & Equipment Budget 2010
35
Operations & Maintenance
Contractual & Fees
Actual 2009
Other
Budget 2009
All Funds Summary of Revenues and Expenditures Comparison - Fiscal Year 2011, 2010 and 2009 Budget 2011 Operating Fund Beginning Fund Balance Revenue Expenditures Transfer out Ending Fund Balance Restricted Fund Beginning Fund Balance Revenue Expenditures Transfer out Ending Fund Balance Auxiliary Fund Beginning Fund Balance Revenue Expenditures Transfer out Ending Fund Balance Endoment & Loan Fund Beginning Fund Balance Revenue Expenditures Transfer out Ending Fund Balance Debt Service Fund Beginning Fund Balance Revenue Expenditures Transfer out Ending Fund Balance
$
$ $
$ $
$ $
$ $
$
% Change 2011 to 2010
16,462,647 77,165,893 (77,165,893) 16,462,647
4.0% -0.1% 4.4% -100.0% 0.0%
-
$
$ $
$
(807,127) (807,127)
-1.2%
$
0.0%
$
320,145 320,145
-81.0%
$
0.0%
$
3,122,290 3,122,290
-5.7%
$
0.0%
$
36
Actual 2010
Actual 2009
15,833,424 $ 77,257,020 (73,889,410) (2,738,387) 16,462,647 $
14,042,975 75,111,137 (73,320,688) 15,833,424
1,226 $ 35,535,564 (35,536,790) - $
1,226 28,306,552 (28,306,552) 1,226
(817,316) $ 1,500,422 (1,490,233) (807,127) $
(749,440) 1,675,803 (1,743,679) (817,316)
1,684,191 $ 4,550 (1,368,596) 320,145 $
1,600,637 126,453 (42,899) 1,684,191
3,309,743 $ 9,030,586 (9,218,039) 3,122,290 $
4,498,719 8,736,631 (9,925,607) 3,309,743
All Funds Summary of Revenues and Expenditures (Continued) Comparison - Fiscal Year 2011, 2010 and 2009 Budget 2011 Plant Fund Beginning Fund Balance Revenue Expenditures Transfer out Ending Fund Balance All Funds Beginning Fund Balance Revenue Expenditures Transfer out Ending Fund Balance
$
$ $
$
% Change 2011 to 2010
Actual 2010
57,732,146 57,732,146
13.8%
$
0.0%
$
76,830,101 76,830,101
8.6%
$
0.0%
$
Actual 2009
50,720,866 $ 12,887,194 (5,875,914) 57,732,146 $
46,089,547 10,085,925 (5,454,606) 50,720,866
70,732,134 $ 136,215,336 (127,378,982) (2,738,387) 76,830,101 $
65,483,664 124,042,501 (118,794,031) 70,732,134
All Funds Revenue Comparison - Fiscal Years 2011, 2010 and 2009
Thousands $90,000 $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $Operating Fund
Restricted Fund
Budget 2011
Auxillary Fund
Endoment & Loan Fund
Actual 2010
37
Debt Service Fund
Actual 2009
Plant Fund
All Funds Expenditures Comparison - Fiscal Years 2011, 2010 and 2009
Thousands $90,000 $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $Operating Fund
Restricted Fund
Budget 2011
Auxillary Fund
Endoment & Loan Fund
Actual 2010
Debt Service Fund
Plant Fund
Actual 2009
Capital Expenditures Budgeted capital expenditures included in the operating fund are defined as equipment meeting or exceeding the $1,000 threshold. Exceptions to the policy include items exceeding $300 classified as audio visual equipment. Renovations and/or new construction to facilities are financed through bonded debt or other long term financing. Financing cost associated with the renovation and/or construction of facilities other than general obligation bonds are budgeted in the operating fund as mandatory transfers out. The College will begin construction on $15 million Fine Arts/Drama project in January 2011, which is the first part of the $25.5 million Revenue Bond project approved in 2008. The Music project is the second phase of this project and currently is in design development, with construction expected to start in 2012. The College will initiate a new Facilities Master Plan in 2011, creating a roadmap for meeting the higher education and workforce development needs of the citizens of the College’s Service Area for the next 25 years.
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Statistics Section
39
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40
Del Mar College All Funds Revenues by Source Fiscal Years 2002 to 2010 For the Year Ended August 31, (amounts expressed in thousands) 2010 9,561
2009 11,980
14,031
13,905
$
$
14,976 1,909 844 615 4,118 29,755
12,910 1,288 289 310 1,117 21,943
State Appropriations Maintenance Ad Valorem Taxes Debt Service Ad Valorem Taxes Federal Revenue, Non Operating Gifts Gain (Loss) on Disposal of Capital Assets Investment Income Contribution from Del Mar Foundation, Inc. Other Non-Operating Revenues Total Non-Operating Revenues Total Revenues
24,247 25,145 25,069 24,716 35,059 32,550 29,428 26,600 9,031 8,736 8,643 8,935 27,184 20,844 15,760 105 216 104 140 (18) (59) (45) 56 465 802 1,985 3,634 3 2 2 5 309 126 91 96,078 81,072 64,174 88,546 $ 116,902 $ 110,720 $ 103,526 $ 101,488
24,564 24,567 4,790 96 111 3,498 248 98 57,972 93,701
24,238 23,271 4,818 50 2,065 343 34 54,819 88,848
24,181 21,996 4,715 811 226 40 51,969 86,421
24,178 21,653 1,944 63 313 308 48,459 78,214
24,986 20,548 1,920 50 591 904 48,999 70,942
Source: College Annual Financial Reports.
41
$
9,751
$
$
7,293
2002
20,450 1,588 605 806 1,252 34,452
Note: Due to reporting format and definition changes prescribed by GASB Statement 34, only fiscal years 2002-2010 are available.
$
2003
19,683 911 660 920 1,459 34,029
$
10,396
2004
19,179 1,099 772 1,172 1,122 35,729
$
12,385
2005
18,457 1,140 1,015 1,307 1,490 37,314
3,359 1,689 698 1,213 1,464 22,454
$
2006
$
4,148 2,358 957 1,471 1,260 22,174
$
2007
Tuition and Fees (Net of Discounts) Governmental Grants and Contracts Federal Grants and Contracts State Grants and Contracts Local Grants and Contracts Auxiliary enterprises General Operating Revenues Total Operating Revenues
4,663 1,825 1,863 1,276 1,636 20,824
$
2008
$
$
6,029
Del Mar College All Funds Program Expenses by Function Fiscal Years 2002 to 2010 For the Year Ended August 31, (amounts expressed in thousands) 2010 Instruction Public service Academic support Student services Institutional support Operation and maintenance of plant Scholarships and fellowships Auxiliary enterprises Depreciation Total Operating Expenses Interest on capital related debt Other Non-Operating Expenses Total Non-Operating Expenses
$
Total Expenses
35,082 37 5,899 10,870 14,511 11,131 20,066 1,483 5,774
2009 $
33,919 30 5,964 10,647 14,153 11,620 15,559 1,726 5,686
2008 $
2007
35,833 35 6,083 12,379 14,497 11,281 10,970 1,737 5,205
$
34,004 36 5,713 10,746 12,356 9,766 10,136 1,608 4,318
2006 $
31,712 20 5,621 11,354 10,653 9,096 10,560 1,505 3,871
2005 $
30,269 62 5,753 9,944 10,998 7,833 11,093 1,322 3,444
2004 $
27,640 101 5,723 10,069 9,448 6,968 12,603 801 3,570
2003 $
25,407 349 5,222 10,809 14,396 6,992 12,826 931 2,647
2002 $
30,455 193 6,209 8,703 12,524 6,213 334 363 3,177
104,853 5,950 1
99,304 6,140 28
98,020 5,735 1,033
88,683 5,313 1,023
84,392 4,610 1,185
80,718 3,030 668
76,923 3,481 244
79,579 1,159 155
68,171 -
5,951
6,168
6,768
6,336
5,795
3,698
3,725
1,314
-
$ 110,804
$ 105,472
$ 104,788
$
95,019
$
90,187
$
84,416
$
80,648
$
Note: Due to reporting format and definition changes prescribed by GASB Statement 34, only fiscal years 2002-2010 are available. Source: College Annual Financial Reports.
42
80,893
$
68,171
Del Mar College All Funds Net Assets by Component Fiscal Years 2002 to 2010 For the Fiscal Year Ended August 31, (amounts expressed in thousands) 2010 Invested in capital assets, net of related debt Restricted - expendable Restricted - nonexpendable Unrestricted Total primary government net assets
2009
2008
2007
2006
2005
2004
2003
2002
$
55,454 5,721 15,655
$
49,010 5,340 16,382
$
45,374 5,455 14,655
$
43,079 5,135 18,531
$
41,662 2,922 15,691
$
41,134 2,210 13,471
$
36,643 3,828 11,912
$
40,606 2,609 5,622
$
38,752 4,994 7,814
$
76,830
$
70,732
$
65,484
$
66,745
$
60,275
$
56,815
$
52,383
$
48,837
$
51,560
Note: Due to reporting format and definition changes prescribed by GASB Statement 34, only fiscal years 2002-2010 are available. Source: College Annual Financial Reports.
All Funds Net Assets Comparison (in Thousands) $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $0 2010
2009
2008
2007
2006
Invested in capital assets, net of related debt
Restricted
43
2005
2004
2003
Unrestricted
2002
Del Mar College Tuition and Fees Last Ten Academic Years Resident Fees per Semester Credit Hour (SCH) Academic Year (Fall) 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000
Registration Fee (per student) $
0 0 0 0 0 0 0 0 0 0
Out-ofDistrict Tuition
In-District Tuition $
38 37 35 34 28 27 25 22 21 20
$
88 137 135 134 75 74 65 47 46 30
Student Activity Fees
Technology Fees $
30 30 26 26 14 14 14 14 14 12
$
57 57 42 40 60 60 60 25 25 25
Cost for 12 SCH In-District $
873 861 774 760 564 552 528 457 445 409
Cost for 12 SCH Out-of-District $
1,473 2,061 1,974 1,960 1,128 1,116 1,008 757 745 529
Increase from Prior Year In-District
Increase from Prior Year Out-of-District
1.39% 11.24% 1.84% 34.75% 2.17% 4.55% 15.54% 2.70% 8.80%
-28.53% 4.41% 0.71% 73.76% 1.08% 10.71% 33.16% 1.61% 40.83%
Increase from Prior Year Out of State
Increase from Prior Year International
-20.72% 3.60% 0.58% 57.74% 0.79% 7.69% 21.77% 0.00% 49.93%
-20.72% 3.60% 0.58% 57.74% 0.79% 7.69% 21.77% 0.00% 49.93%
Non - Resident Fees per Semester Credit Hour (SCH) Academic Year (Fall) 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000
Registration Fee (per student) $
0 0 0 0 0 0 0 0 0 0
Non-Resident Tuition Out of State $
125 174 172 171 108 107 98 80 80 50
Non-Resident Tuition International $
125 174 172 171 108 107 98 80 80 50
Student Activity Fees
Technology Fees $
30 30 26 26 14 14 14 14 14 12
$
57 57 42 40 60 60 60 25 25 25
Cost for 12 SCH Out of State $
1,917 2,505 2,418 2,404 1,524 1,512 1,404 1,153 1,153 769
Cost for 12 SCH International $
1,917 2,505 2,418 2,404 1,524 1,512 1,404 1,153 1,153 769
Note: Includes basic enrollment tuition and fees but excludes course based fees such as laboratory fees, testing fees and certification fees.
Source: College Annual Financial Reports.
44
Del Mar College Assessed Value and Taxable Assessed Value of Property Last Ten Fiscal Years (amounts expressed in thousands) Taxable Assessed Value (TAV)
Assessed Valuation Fiscal Year of Property Less: Exemptions 2009-10 2008-09 2007-08 2006-07 2005-06 2004-05 2003-04 2002-03 2001-02 2000-01
$
19,399,006 19,544,899 18,358,577 15,870,047 14,759,217 13,165,297 12,396,576 11,959,427 11,460,790 10,923,848
$
2,175,144 1,696,049 1,381,489 1,771,553 1,893,684 1,204,073 1,133,234 1,383,498 1,301,413 1,232,624
Direct Rate
$
17,223,862 17,848,850 16,977,088 14,098,494 12,865,533 11,961,224 11,263,342 10,575,929 10,159,377 9,691,224
Ratio of Taxable Assessed Value to Assessed Value 88.79% 91.32% 92.47% 88.84% 87.17% 90.85% 90.86% 88.43% 88.64% 88.72%
Maintenance & Operations (a) $
0.200200 0.190600 0.187100 0.190000 0.190000 0.190000 0.190000 0.201860 0.201160 0.200640
Debt Service (a) $
Total (a)
0.051200 0.051200 0.055000 0.060000 0.040000 0.040000 0.040000 0.018010 0.018710 0.019830
$ 0.251400 0.241800 0.242100 0.250000 0.230000 0.230000 0.230000 0.219870 0.219870 0.220470
Source: Local Appraisal District. Notes: Property is assessed at full market value. (a) per $100 Taxable Assessed Valuation
Tax Rate Per $100 Valuation
Cents 28 24 20 16 12 8 4 0 2009-10
2008-09
2007-08
2006-07
Debt Service
2005-06
2004-05
2003-04
Maintenance & Operations
45
2002-03
2001-02
2000-01
Del Mar College All Funds Property Tax Levies and Collections Last Ten Tax Years (amounts expressed in thousands) Fiscal Year Ended August 31 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000
Levy (a) $
44,196 41,484 38,286 35,535 29,223 28,028 26,543 23,254 22,365 21,366 21,024
Cumulative Levy Adjustments $
(243) (261) (264) (44) (32) (153) 70 175 (71) (64) (149)
Adjusted Tax Levy (b) $
43,953 41,223 38,022 35,491 29,191 27,875 26,613 23,429 22,294 21,302 20,875
Collections Year of Levy (c) $
42,513 38,929 36,616 34,200 28,600 26,954 25,654 20,839 21,584 20,756 20,217
Percentage 96.72% 94.44% 96.30% 96.36% 97.98% 96.70% 96.40% 88.95% 96.82% 97.44% 96.85%
Prior Collections of Prior Levies (d)
Current Collections of Prior Levies (e)
Total Collections (c+d+e)
$
$
$
-
Source: Local Tax Assessor/Collector and District records. (a) As reported in notes to the financial statements for the year of the levy. (b) As of August 31st of the current reporting year. (c) Property tax only - does not include penalties and interest. (d) Represents cumulative collections of prior years not collected in the current year or the year of the tax levy. (e) Represents current year collections of prior years levies. Total Collections = C + D + E
46
1,090 1,729 884 850 773 821 713 675 649 361 455
43,603 40,658 37,500 35,050 29,373 27,775 26,367 21,514 22,233 21,117 20,672
Cumulative Collections of Adjusted Levy 99.20% 98.63% 98.63% 98.76% 100.62% 99.64% 99.08% 91.83% 99.73% 99.13% 99.03%
Del Mar College Principal Taxpayers Last Ten Tax Years Taxable Assessed Value (TAV) by Tax Year ($000 omitted) Taxpayer Flint Hills Resources LP Valero Refining Texas LP Citgo Refining/Chemical Co LP Equistar Chemicals LP AEP Texas Central Company EOG Resources Corpus Christi Retail Venture LP Corpus Christi Cogeneration LP HE Butt Grocery Company Markwest Energy Parners, LP Southwestern Bell Telephone Sabco Operating Company Pioneer Drilling Co. Ltd. La Palmera Mall El Paso Javelina Company Columbia Bay Area Realty LTD Central Power & Light El Paso Merchant Energy Koch Refining Company Coastal Javelina Company Elementis Chromium
2009
Type of Business Petrochemical Petrochemical Petrochemical Petrochemical Utility Petrochemical Retail Utility Grocery Utility Utility Petrochemical Petrochemical Retail Petrochemical Real Estate
$
2008
826,955 810,563 460,855 216,196 133,276 110,501 75,510 74,039 72,761 67,141
$
2007
859,954 854,928 496,997 208,942 143,160 82,864 78,881 70,958 71,013
$
2006
847,381 846,719 524,746 341,781 138,095 78,881 58,878 70,753
$
2005
752,296 532,007 468,846 348,379 137,460 88,296 72,942 71,164
$
2004
745,378 296,757 302,684 305,236 198,957 130,018 -
-
51,668 -
64,972 63,725 -
63,699 85,355
65,514 39,045 -
-
-
-
-
63,438 42,883 -
Utility Utility
-
-
-
-
-
Petrochemical Petrochemical Manufacturing
-
-
-
-
-
$
675,463 285,339 308,235 280,079 210,153 107,502 65,291 67,568 47,725 55,415 -
2003 $
667,475 273,441 306,505 273,974 212,173 147,581 65,056 76,791 45,673 46,253 -
2002 $
642,727 197,345 295,856 271,180 135,483 65,827 82,492 47,825 49,838 219,700 74,689 -
2001 $
206,780 293,115 303,918 67,127 84,542 49,838 211,267 628,722 136,261 55,103
2000 $
180,278 292,817 303,255 67,847 83,599 51,830 213,411 613,605 128,770 43,501
Totals $ 2,847,797 $ 2,919,365 $ 3,035,931 $ 2,620,444 $ 2,189,910 $ 2,102,770 $ 2,114,922 $ 2,082,962 $ 2,036,673 $ 1,978,913 Total Taxable Assessed Value $ 17,848,850
$ 16,977,088
$ 14,098,514
$ 12,865,533
Source: Local County Appraisal District
47
$ 11,961,224
$ 11,263,342
$ 10,575,929
$ 10,159,377
$ 9,691,224
$ 9,536,055
Del Mar College State Appropriation per FTSE and Contact Hour Last Ten Fiscal Years (amounts expressed in thousands) Appropriation per FTSE
Fiscal Year 2009-10 2008-09 2007-08 2006-07 2005-06 2004-05 2003-04 2002-03 2001-02 2000-01
State Appropriation $
24,247 25,145 25,069 24,716 24,564 24,238 25,785 24,178 24,986 23,547
FTSE (a) 8,398 7,804 7,629 7,861 8,390 8,104 8,124 8,068 7,418 7,010
Appropriation per Contact Hour Academic Contact Hours (a)
State Appropriation per FTSE $
2,887 3,222 3,286 3,144 2,928 2,991 3,174 2,997 3,368 3,359
3,403 3,137 3,083 4,906 5,085 5,188 5,110 5,082 4,818 4,489
Voc/Tech Contact Hours (b) 2,103 1,842 1,671 473 427 513 551 715 594 543
Notes: FTSE is defined as the number of full time students plus total hours taken by part-time students divided by 12. (a) Source: Coordinating Board Management Report 001 (b) Source: Coordinating Board Management Report 00A
48
Total Contact Hours 5,506 4,979 4,754 5,379 5,512 5,701 5,661 5,797 5,412 5,032
State Appropriation per Contact Hour $
4.40 5.05 5.27 4.59 4.46 4.25 4.55 4.17 4.62 4.68
Del Mar College Annual Contact Hour Totals by Division 1 Yr % Change
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2,347,205
2,492,973
2,630,272
2,617,109
2,716,725
2,737,952
2,649,904
2,596,272
2,674,880
2,966,704
11%
2,114,964
2,305,239
2,424,980
2,496,434
2,470,744
2,352,424
2,261,800
2,159,512
2,305,628
2,543,944
10%
4,462,169
4,798,212
5,055,252
5,113,543
5,187,469
5,090,376
4,911,704
4,755,784
4,980,508
5,510,648
11%
305,204 189,090 50,274
363,770 196,907 33,546
427,903 252,491 34,283
257,776 269,518 24,130
268,456 223,433 20,737
230,791 171,909 24,256
261,415 111,344 100,428
281,676 95,591 86,998
169,525 108,157 46,929
161,636 151,551 40,492
-5% 40% -14%
544,568
594,223
714,677
551,424
512,626
426,956
473,187
464,265
324,611
353,678
9%
5,006,737
5,392,435
5,769,929
5,664,967
5,700,095
5,517,332
5,384,891
5,220,049
5,305,119
5,864,326
Credit Courses Arts & Sciences Business, Professional & Technology Education
Total Credit Hours Continuing Education Courses State-Reimbursable TEA-Reimbursable Non-Reimbursable
Total Continuing Education Hours
Grand Total
Annual Contact Hour Distribution 2000-01 Arts & Sciences 47%
2009-10 Business, Prof. & Tech. Ed 42%
Arts & Sciences 51%
Business, Prof. & Tech. Ed 43%
Continuing Ed. 6%
Continuing Ed. 11%
49
11%
Del Mar College Contact Hours Not Funded by State Appropriations Developmental Hours in Excess of 27-Hour Limit English
2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
3,264 3,109 5,013 4,453 2,720 1,408 1,680 848 496 496
Math
Total Excess Developmental Hours
Reading
13,192 15,470 18,109 13,320 7,957 3,696 6,672 4,768 3,472 2,672
2,176 3,071 3,125 2,453 1,472 512 1,024 576 576 640
18,632 21,650 26,247 20,226 12,149 5,616 9,376 6,192 4,544 3,808
Contact Hour Enrollment in Courses Attempted for Third Time or More Academic
Technical
0 0 0 26,880 57,920 72,512 68,896 72,832 77,600 51,840
0 0 0 3,168 7,440 9,360 10,560 8,016 11,904 9,024
Total Third Time Hours
0 0 0 30,048 65,360 81,872 79,456 80,848 89,504 60,864
Total Non-Funded Hours
18,632 21,650 26,247 50,274 77,509 87,488 88,832 87,040 94,048 64,672
Note: Under State Code, colleges may not submit for formula funding contact hours attempted by a student enrolled in developmental education course work if cumulative attempted developmental course work exceeds 27 semester credit hours. In addition, colleges may not submit for formula funding any contact hours attempted by a student enrolled in a course containing the same content for the third time or more.
Contact Hours Not Funded by State Appropriations 100,000 80,000 60,000 40,000 20,000 0 2000-01
2001-02
2002-03
2003-04
2004-05
Excess Developmental
2005-06
2006-07
Attempted 3+ times
50
2007-08
2008-09
2009-10
Del Mar College Ratios of Outstanding Debt Last Ten Fiscal Years For the Year Ended August 31 (amounts expressed in thousands) 2010
2009
2008
2007
2006
2005
2004
2003
General Bonded Debt General obligation bonds Notes
$ 90,825 -
$ 95,270 -
$ 99,440 -
$ 103,305 -
$ 105,360 -
$ 56,160 -
$ 58,235 -
$ 60,025 -
Less: Funds restricted for debt service Net general bonded debt
2,239 $ 88,586
3,310 $ 91,960
4,499 $ 94,941
4,906 $ 98,399
2,698 $ 102,662
1,998 $ 54,162
3,216 $ 55,019
1,664 $ 58,361
$
Other Debt Revenue bonds Notes Capital lease obligations
$ 30,715 -
$ 32,120 -
$ 33,150 -
$
$
$
$
9,825 1,098 62
$ 10,345 1,289 169
$ 10,835 187 -
$ 11,295 1,641 -
Total Outstanding Debt
$ 119,301
$ 124,080
$ 128,091
$ 106,909
$ 112,159
$ 64,636
$ 66,004
$ 70,164
$ 18,024
$ 21,485
$ 274.22
$ 306.53
$ 316.47
$ 328.00
$ 342.21
$ 180.54
$ 183.40
$ 194.54
$
$
General Bonded Debt Ratios Per Capita Per FTSE As a percentage of Taxable Assessed Value
Total Outstanding Debt Ratios Per Capita Per FTSE As a percentage of Taxable Assessed Value
10,548 0.51%
11,784 0.52%
12,445 0.56%
8,355 155 -
12,517 0.70%
9,015 482 -
12,236 0.80%
9,650 795 29
6,683 0.45%
6,772 0.49%
2002 $
7,234 0.55%
$ 369.30 $ 413.60 $ 426.97 $ 356.36 $ 373.86 $ 215.45 $ 220.01 $ 233.88 $ 14,206 16,264 16,294 12,742 13,840 7,956 8,181 9,459 0.69% 0.73% 0.91% 0.83% 0.94% 0.57% 0.62% 0.69%
Notes: Ratios calculated using population and TAV from current year. Debt per student calculated using full-time-equivalent enrollment. Source: College Annual Financial Reports.
51
2001
9,015 -
$ 11,115 -
2,013 7,002
2,566 8,549
23.34
$
28.50
944 0.07%
1,220 0.09%
60.08 $ 2,571 0.19%
72.83 2,998 0.23%
Del Mar College Legal Debt Margin Information Last Ten Fiscal Years For the Year Ended August 31 (amount expressed in thousands) Taxable Assessed Value General Obligation Bonds Statutory Tax Levy Limit for Debt Service Less: Funds Restricted for Repayment of General Obligation Bonds Total Net General Obligation Debt Current Year Debt Service Requirements Excess of Statutory Limit for Debt Service over Current Requirements Net Current Requirements as a % of Statutory Limit
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
$ 17,223,862
$ 17,848,850
$ 16,977,088
$ 14,098,494
$ 12,865,533
$ 11,961,224
$ 11,263,342
$ 10,575,929
$ 10,159,377
$ 9,691,224
86,119
89,244
84,885
70,492
64,328
59,806
56,317
52,880
50,797
48,456
$
2,239
3,310
4,499
4,906
2,698
1,998
3,216
1,664
2,013
2,566
83,880
85,934
80,386
65,586
61,630
57,808
53,101
51,216
48,784
45,890
9,031
8,899
8,763
8,512
4,528
4,815
6,333
3,545
3,586
3,566
74,849
13.09%
$
77,035
13.68%
$
71,623
$
15.62%
57,074
19.03%
$
57,102
11.23%
$
52,993
11.39%
$
46,768
16.96%
$
47,671
9.85%
Note: Texas Education Code Section 130.122 limits the debt service tax levy of community colleges to $0.50 per hundred dollars taxable assessed valuation. Source: College Annual Financial Reports.
52
$
45,198
11.02%
$
42,324
12.65%
Del Mar College Faculty, Staff, and Administrators Statistics Last Ten Fiscal Years Fiscal Year 2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
Faculty Full-Time Part-Time Total
302 280 582
314 304 618
287 293 580
297 234 531
285 296 581
293 342 635
294 344 638
291 333 624
299 382 681
292 330 622
Percent Full-Time Part-Time
51.9% 48.1%
50.8% 49.2%
49.5% 50.5%
55.9% 44.1%
49.1% 50.9%
46.1% 53.9%
46.1% 53.9%
46.6% 53.4%
43.9% 56.1%
46.9% 53.1%
330 201 531
366 251 617
359 176 535
359 176 535
381 156 537
415 151 566
412 136 548
423 124 547
424 130 554
363 129 492
Percent Full-Time Part-Time
62.1% 37.9%
59.3% 40.7%
67.1% 32.9%
67.1% 32.9%
70.9% 29.1%
73.3% 26.7%
75.2% 24.8%
77.3% 22.7%
76.5% 23.5%
73.8% 26.2%
FTSE per Full-time Faculty FTSE per Full-Time Staff Member
(a) (a)
18.30 22.85
17.30 22.56
19.70 21.25
18.80 20.60
19.24 20.22
18.28 19.67
18.97 19.21
17.83 19.03
17.29 20.44
Average Annual Faculty Salary
(a)
$55,608
$56,529
$56,394
$55,773
$58,863
$50,825
$48,847
$48,262
$47,437
Staff and Administrators Full-Time Part-Time Total
Notes: (a) Year 2010 is not yet available. Source: College Statistical Profiles.
53
Del Mar College Enrollment Details Last Five Fiscal Years Student Classification 00-30 hours 31-60 hours > 60 hours Total
Fall 2010 Number Percent 7,207 58.90% 2,043 16.70% 2,986 24.40% 12,236 100.00%
Fall 2009 Number Percent 7,113 58.94% 2,012 16.67% 2,944 24.39% 12,069 100.00%
Fall 2008 Number Percent 6,893 60.95% 3,766 33.30% 651 5.76% 11,310 100.00%
Fall 2007 Number Percent 6,586 58.98% 3,945 35.33% 636 5.70% 11,167 100.00%
Fall 2006 Number Percent 6,884 60.64% 3,786 33.35% 682 6.01% 11,352 100.00%
Semester Hour Load 1-3 semester hours 4-6 semester hours 7-9 Semester hours 10-12 semester hours 13-15 semester hours 16 & over Total
Fall 2010 Number Percent 1,815 14.83% 2,983 24.38% 2,810 22.97% 3,010 24.60% 1,391 11.37% 227 1.86% 12,236 100.00%
Fall 2009 Number Percent 1,868 15.48% 2,846 23.58% 2,733 22.64% 2,869 23.77% 1,517 12.57% 236 1.96% 12,069 100.00%
Fall 2008 Number Percent 1,806 15.97% 2,642 23.36% 2,584 22.85% 2,683 23.72% 1,397 12.35% 198 1.75% 11,310 100.00%
Fall 2007 Number Percent 1,887 16.90% 2,569 23.01% 2,527 22.63% 2,678 23.98% 1,337 11.97% 169 1.51% 11,167 100.00%
Fall 2006 Number Percent 1,841 16.22% 2,691 23.71% 2,415 21.27% 2,799 24.66% 1,402 12.35% 204 1.80% 11,352 100.00%
Average course load
Tuition Status Texas Resident (in-District) Texas Resident (out-of-District) Non-Resident Tuition Total
8.6
8.6
Fall 2010 Number Percent
8.3
Fall 2009 Number Percent
8.2
Fall 2008 Number Percent
8.3
Fall 2007 Number Percent
Fall 2006 Number Percent
10,172
83.13%
10,352
85.77%
9,822
86.84%
9,851
88.22%
9,974
87.86%
1,737 327 12,236
14.20% 2.67% 100.00%
1,537 180 12,069
12.74% 1.49% 100.00%
1,333 155 11,310
11.79% 1.37% 100.00%
1,175 141 11,167
10.52% 1.26% 100.00%
1,227 151 11,352
10.81% 1.33% 100.00%
Source: College Statistical Profiles.
54
Del Mar College Student Profile Last Five Fiscal Years Gender Female Male Total
Fall 2010 Number Percent 7,038 57.52% 5,198 42.48% 12,236 100.00%
Fall 2009 Number Percent 7,078 58.65% 4,991 41.35% 12,069 100.00%
Fall 2008 Number Percent 6,702 59.26% 4,608 40.74% 11,310 100.00%
Fall 2007 Number Percent 6,707 60.06% 4,460 39.94% 11,167 100.00%
Fall 2006 Number Percent 6,962 61.33% 4,390 38.67% 11,352 100.00%
Ethnic Origin Hispanic White, non-Hispanic Black, non-Hispanic Asian/Pacific Islander Indian/Alaskan Native Unknown Total
Fall 2010 Number Percent 7,254 59.28% 3,838 31.37% 365 2.98% 246 2.01% 38 0.31% 495 4.05% 12,236 100.00%
Fall 2009 Number Percent 7,155 59.28% 3,786 31.37% 360 2.98% 243 2.01% 37 0.31% 488 4.04% 12,069 100.00%
Fall 2008 Number Percent 6,534 57.77% 3,634 32.13% 342 3.02% 219 1.94% 24 0.21% 557 4.92% 11,310 100.00%
Fall 2007 Number Percent 6,335 56.73% 3,808 34.10% 307 2.75% 191 1.71% 25 0.22% 501 4.49% 11,167 100.00%
Fall 2006 Number Percent 6,416 56.52% 3,985 35.10% 292 2.57% 188 1.66% 19 0.17% 452 3.98% 11,352 100.00%
Age Under 20 20 -24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 & over Total
Fall 2010 Number Percent 3,266 26.69% 3,985 32.57% 1,936 15.82% 1,227 10.03% 706 5.77% 458 3.74% 328 2.68% 330 2.70% 12,236 100.00%
Fall 2009 Number Percent 4,526 37.50% 4,743 39.30% 1,075 8.91% 658 5.45% 424 3.51% 323 2.68% 44 0.36% 276 2.29% 12,069 100.00%
Fall 2008 Number Percent 3,233 28.59% 3,818 33.76% 1,723 15.23% 931 8.23% 615 5.44% 392 3.47% 288 2.55% 310 2.74% 11,310 100.00%
Fall 2007 Number Percent 2,979 26.68% 3,922 35.12% 1,702 15.24% 944 8.45% 588 5.27% 445 3.98% 283 2.53% 304 2.72% 11,167 100.00%
Fall 2006 Number Percent 2,992 26.36% 3,855 33.96% 1,790 15.77% 937 8.25% 672 5.92% 424 3.74% 336 2.96% 346 3.05% 11,352 100.00%
Average Age
25.7
24.5
25.3
Source: College Statistical Profiles.
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25.5
25.8
Del Mar College Awards Conferred from 2001 to 2010 2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
Total AA Degrees Total AAT Degrees Total AS Degrees
266 5 12
291 6 12
324 2 15
285 0 11
359 4 21
377 8 10
356 24 14
376 44 11
389 70 8
385 43 22
Total Transfer Degrees
283
309
341
296
384
395
394
431
467
450
Total AAS Degrees
429
435
450
495
484
562
508
584
646
583
Total Certificates
359
378
389
453
447
499
401
318
423
455
1,071
1,122
1,180
1,244
1,315
1,456
1,303
1,333
1,536
1,488
196
257 106
603 141
611 142
196
363
744
753
337 128 3 468
313 150 16 479
393 137 13 543
318 211 17 546
363 185 13 561
348 177 21 546
Grand Total Degrees and Certificates Core Curriculum Completer Field of Study Marketable Skills Achievement Total Other Awards
Awards Conferred from 2001 to 2010 800 700 600 500 400 300 200 100 0 2000-01
2001-02
Transfer
2002-03
2003-04
2004-05
AAS
2005-06
Certificate
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2006-07
2007-08
Other Award
2008-09
2009-10
Appendices
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Appendix A: Functional Areas and Programs The College’s organizational structure reflects the relationships between functional areas of administration, support services and academic programs to integrate coordination and control of processes and activities to facilitate the mission of the College. The organizational chart reflects the financial structure and cost centers through the budgetary process. The chart can be referred to as a visual representation of the linkages between functions, divisions and departments. The primary functional areas are described further; however, specific academic programs are represented in the College Catalog. Instruction This includes expenses for all activities that are part of the institution’s instructional program. Expenses for credit and non-credit courses, for academic, vocational, and technical instruction, for development and tutorial instruction, and for regular, special, and extension are included. The Provost and Vice President of Instruction is the chief academic officer of the College and responsible for the functions of planning, assessing and implementing all instructional programs. Responsibilities include developing and assessing curricula, oversight of academic divisions and programs, developing articulation agreements with educational partners, coordination of student support services, and the oversight of the budget of the academic divisions. Duties include ensuring academic credentials of faculty, accreditation of academic programs and the processes related to academic standards. Public Service This category includes funds expended for activities that are established primarily to provide non-instructional services beneficial to individuals and groups external to the institution. It includes; (1) the aquatics program for the community; (2) summer college for kids program; (3) senior education program; (4) and workforce related non–funded classes. Academic Support This category includes funds expended primarily to provide support services for the institution’s primary mission—instruction, research, and public service. It includes: (1) the retention, preservation, and display of educational materials, i.e., libraries, and galleries; (2) academic administration, i.e., deans’ salaries and office expenses; (3) technical support, i.e., computer services and audio-visual information; (4) separately budgeted support of course and curriculum development, and related items. The Dean of Arts and Sciences, Dean of Business, Professional and Technology Education and other faculty coordinators of special support areas directly report to the Provost. Additional coordinators under the supervision of the Provost include the Faculty Coordinator of Assessment, Faculty Coordinator of the QEP, Faculty Coordinator of Developmental Education and Faculty Coordinator of Supplemental Instruction. Twenty-two department chairs and directors of academic program areas report directly to the Deans. 59
Academic support functions include Learning Resources, Grants and Sponsored Research, Teaching and Learning Center, E-Learning and Early College Programs. Learning Resources includes libraries on two campuses. Student Services This category includes funds expended for offices of admissions and the registrar and activities that primarily contribute to students’ emotional and physical well-being and to their intellectual, cultural, and social development outside the context of the formal instruction program. Expenses for scholarships and fellowships including tuition remissions and exemptions in grants to students either from selection by the institution or from an entitlement program are also included. Recipients of grants are not required to perform services to the institution as consideration of the grant, nor are they expected to repay the amount of the grant to the funding source. Admissions and Registrar coordinates the admissions, and related enrollment functions for the College. The Office is responsible for admissions, registration, graduation, scholastic records, reporting of enrollment data to the state, and veterans programs. The Office is responsible for maintaining official records of all student enrollments and necessary related information and documentation. Career Planning and Placement offers information, assistance, and guidance to current and former students seeking employment, planning a new career, or changing careers. Student Activities Offices provide programs and activities that complement the educational process and provide students with interesting, entertaining, educational extracurricular activities and coordinates various clubs and organizations. Special Services is committed to provide equal access to College services, programs and activities for qualified students with disabilities, in compliance with The Americans with Disabilities Act of 1990 (ADA), as amended, Section 504 of the Rehabilitation Act of 1973 and Texas state laws. The ADA and Section 504 prohibit discrimination against qualified students with a disability. Students shall not be excluded from participation in, denied the benefits of, or be subjected to discrimination under any program or activity at the College. Students with disabilities may receive information on placement testing, advising, registration and appropriate classroom accommodations- such as note takers, testing accommodations, interpreters, campus mobility, and service animals. Staff cooperates with the Department of Assistive and Rehabilitative Services, the Division for Blind Services and the Division for Deaf and Hard of Hearing Services to ensure a full complement of services are provided to students with disabilities. Institutional Support This category includes expenses for (1) central executive level management and long-range planning on the entire institution; (2) fiscal operation; (3) administrative data processing; (4) space management; (5) employee personnel and records; (6) logistical activities that provide procurement, storerooms, safety, security, printing, and transportation services to the institution; (7) support services for faculty and staff that do not operate as auxiliary enterprises; (8) activities concerned with community and alumni relations, including development and fundraising; and (9) bad debt related to tuition and fee revenue. 60
The President of the College, as the chief executive and administrative officer of the College, is responsible to the Board of Regents for the operation of the College and its programs. In fulfilling the duties of office, the President acts within the framework of College policy. The President provides leadership, direction and communication for all aspects of the College. The President facilitates strategic planning and quality improvement of the College as a whole. The President engages the community, business, educational and governmental partners in supporting initiatives that enhance the mission of the College. The President directly supervises the Vice President of Administration, Finance and Student Services, Provost and Vice President of Instruction, Executive Director of Strategic Planning and Assessment, Executive Director of Legislative and Community Relations, Executive Director of Development and the Executive Dean of Inter-government and Business Relations. The Vice President of Administration, Finance and Student Services manages the business, finance, facilities, general operations and student outreach and retention functions of the College. This office provides financial, funding and budgetary guidance of the College community and the Board of Regents. Preparation of the Comprehensive Annual Financial Report is the responsibility of the Vice President with the coordination of the Comptroller and supported by the Office of Strategic Planning and Institutional Research. The Executive Director of Strategic Planning and Assessment oversees the functions of institutional research and effectiveness, assessment, planning and special projects related to continuous quality. The Comptroller is responsible for preparation of the budget, internal audit and for receiving, disbursing and recording financial transactions of the College. The Director of Human Resources, Equal Opportunity, and Affirmative Action is responsible for maintenance of employee and personnel records, employee recruitment and hiring processes, and administration of benefits. Responsibilities include training and administration of policies related to equal rights, affirmative action and the workplace environment. The Director of Purchasing and Business Services oversees the buying, delivery and inventory processes for the institution. Operation and Maintenance of Plant This category includes all expenses of current funds for the operation and maintenance of physical plant, net of amounts charged to auxiliary enterprises, and independent operations.
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2010-2011 Organizational Units in WEAVEonline Bold entities are not assessed. Black entities are ―Academic‖, blue italics are “Operational”
o o
Del Mar College Strategic Planning Office of the President College Relations Broadcast Media Marketing and Media Development and Foundation Alumni Association Development Intergovernment/Business Relations Office of the Dean, Intergovernment/Business Relations Business and Registration Customized Training Services Intergovernmental Activities Small Business Development Center Strategic Planning and Institutional Research Institutional Research Strategic Planning and Assessment Provost and Vice President of Instruction Office of the Provost and Vice President of Instruction Accreditation and Compliance Services Distance Learning Early College Programs General Education Grants and Sponsored Research Learning Resources Supplemental Instruction Teaching and Learning Center
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Division of Arts and Sciences Office of the Dean, Division of Arts and Sciences Department of Art and Drama Art Drama Department of Communications, Languages and Reading English for Speakers of Other Languages Freshman Seminar Journalism Languages Radio TV Reading Speech Department of English and Philosophy Developmental English English Philosophy Stone Writing Center Department of Kinesiology, Health Studies and Recreation Kinesiology Department of Mathematics and Physics Developmental Mathematics Mathematics Physics Department of Music Humanities Music Sound Recording Technology Department of Natural Sciences Biology Biotechnology Chemistry Geology
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Department of Social Sciences Geography Government History Military Science Psychology Sociology
Division of Business, Professional, and Technology Education Office of the Dean, Division of Business, Professional and Technology Education Continuing Education Office of the Assistant Dean of Continuing Education GED Program Health Care Programs Transportation Training Services Workforce and Personal Enrichment Programs Department of Allied Health Health Information Technology Medical Laboratory Technology Occupational Therapy Assistant Pharmacy Technology Physical Therapist Assistant Respiratory Therapy Surgical Technology Department of Business Administration Accounting Banking and Finance Business Business Technology Court Reporting Economics Legal Professions Management Development
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Department of Computer Science and Information Technology Computer Information Systems Computer Science Computer-Network Electronic Technology Engineering Department of Dental and Imaging Technology Dental Assisting Dental Hygiene Diagnostic Medical Sonography Echocardiography Nuclear Medicine Technology Radiologic Technology Department of Human Sciences and Education Child Development/Early Childhood Administration Cosmetology Culinary Arts Dietary Manager Education Hospitality/Restaurant Management Hotel/Motel Management Human Services Interpreter for the Deaf Department of Industrial Education Air Conditioning Applied Technology Auto Body Applied Technology Automotive Applied Technology Building Maintenance Applied Technology Diesel Applied Technology Industrial Education Department of Nurse Education Health Sciences Nurse Education
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Department of Public Safety Education Criminal Justice Emergency Medical Technology Fire Science Law Enforcement Occupational Safety and Health Department of Technology Education Architecture/Drafting Technology Aviation Maintenance Technology Avionics Chemical Lab Technology Electroplating Technology Industrial Machining Applied Technology Nondestructive Testing Process Technology Welding Applied Technology
Vice President of Administration, Finance and Student Services Office of the Vice President of Administration, Finance, and Student Services Business Office Business Services Cash Management Environmental Health, Safety, and Risk Management Financial Aid/Placement Services Human Resources Information Technology Physical Facilities Purchasing Richardson Performance Hall Student Engagement and Retention Office of the Dean of Student Engagement and Retention Counseling and Advising Advising Career Services Counseling Special Services 66
Student Leadership and Campus Life Title V and Student Success Center Career Planning and Placement Student Success Center Title V Grant Program Management TRiO Program Student Outreach and Enrollment Services Office of the Dean of Student Outreach and Enrollment Services Admissions and Registrar Off-Campus Programs Outreach Testing Center
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Appendix B: Performance Measures The College established long-range strategic goals and supporting objectives through the Strategic Plan 2009-2014 Access to Excellence. Each of these goals and objectives are supported and implemented through more specific objectives by each department, program and unit of the College. This process is fully integrated throughout all levels of the College’s organizational chart including all operational, administrative support and academic units. WEAVEonline is an assessment and planning management software application that is used to record, track and measure the quality improvement processes. This software manages and collects data to create reports on college-wide performance measures. Each functional and academic program area within the organizational chart is further identified in WEAVEonline as a reporting entity. Each entity has a reporting administrator who is responsible for maintaining the data and information that is recorded. The following print screen examples demonstrate how this software links institutional priorities, strategic plans, student learning outcomes, program objectives, performance measures, findings and analysis of results. Each outcome identifies a measurable target and findings are recorded to determine overall effectiveness or efficiency. This process provides a comprehensive and active cycle of quality improvement and measurement of performance at all levels of the College. Example of Links to Institutional Priorities and Strategic Plan for a Student Learning Outcome
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Institutional Priorities Link Selection
69
Strategic Plan Link Selection
70
Example of Instructional Program Detailed Assessment Report
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Example of Instructional Program Detailed Assessment Report (Continued)
Full Detailed Assessment Report for Accounting program is 15 pages long and contains three Student Learning Outcomes, five Program Objectives, nine Measures with associated Targets and Findings, thirteen Action Plans, Analysis Answers, and eight-section Annual Report.
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Example of Non Instructional Program Detailed Assessment Report
Full Detailed Assessment Report for the Office of Vice President of Instruction is five pages long and contains four Program Objectives, four Measures with associated Targets and Findings, and Analysis Answers.
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Major Initiatives and Awards The Strategic Plan for 2009-2014 identified six goals that provide guiding direction for the administration and College community to focus on levels of increased quality and excellence, enhanced market positioning and penetration, financial management and resource diversification. This combined direction is supported by key objectives and strategies throughout the College. Accomplishments that support financial management are tied to implementation of the college-wide conversion from a 12 year old mainframe system to an object relational database (Datatel Colleague FRS System) over a two year period with a direct investment of $1.985 million, an additional $108 thousand in licensing fees, plus indirect cost tied to personnel that was absorbed into salaries and benefits. This conversion included enhanced automation and reporting to provide increased efficiency. Implementation of a new general ledger report writer and online automated payroll entry system, purchasing requisitions approval, budget detail, and human resources applications brought enhanced applications throughout all areas of the College. Efforts to conserve resources and reduce overhead expenses are ongoing. $2.6 million will be saved over a four-year period by negotiating electrical power contracts. Savings resulted in constructive bidding kilowatt hour usage and provided for more flexible payment dates. Additional savings resulted in the bidding of property/wind storm insurance. By modifying the renewal dates and bidding timeframe for the property/wind storm insurance to renew during non-hurricane season, the College was able to significantly reduce the deductible, increase the value of property coverage by $10 million, and lower the annual premium. The College established the Grants and Sponsored Research Office to support faculty and staff in the application process and administration of state and federal grants. Successful awards include the National Science Foundation to create the National Center of Excellence for GIS and the Geo Tech Center, U. S. Department of Agriculture HIS Education grant, TRiO Student Support Services through the U. S. Department of Education, and the Meadows Foundation in support of Achieving the Dream to name a few. Awards from grants to fund academic and student support initiatives in 2008-2009 totaled $7.9 million and 2009-2010 totaled $1.9 million. Many of the awards are in collaboration with other institutions and payable over a multi-year period. The following identifies examples of progress in many areas that promote or support economic development, job creation, market positioning or financial/resource diversification: Radiologic Technology Program receives continued accreditation for eight years, which is the highest honor awarded to educational programs in the field by the Joint Review Committee on Education in Radiologic Technology. Objective 1.1 Del Mar College and Texas A&M University-Corpus Christi establish Joint Admissions, Transfer and Enrollment Program to expand opportunities for students at both institutions, including ease of transfer, use of resources and earning both associate and baccalaureate degrees concurrently. Objective 1.2 74
DMC Board of Regents approves two new associates degrees focused on engineering to begin in fall and initiates College’s participation with the South Texas Engineering Alliance. Objective 1.6 Texas Comptroller’s “Jobs and Education for Texans” Grants Program awards the College a $203,500 equipment grant to support new engineering technology degree. Objective 1.6 Nursing Education Department pins 74 new registered nurses including the 4,000th RN graduate. Objective 1.7 The Texas Association for Institutional Research designates the DMC Electronic Fact Book produced by the Office of Institutional Research as the “Best Electronic Fact Book” during the association’s latest conference. Objective 1.11 Del Mar College and the Corpus Christi Independent School District hold a joint open house in the renovated St. Clair Building to celebrate excellence in education and show off the DMC Student Success Center and “Exemplary” TEAdesignated Collegiate High School. Objective 2.2 College computer operations shifted to Colleague portal system to improve financial tracking and student services. Objective 2.4 Del Mar College receives $150,000 Achieving the Dream grant and becomes one of 26 new community colleges added to the national student success initiative for low-income and minority students. Objective 2.5 College opens the Northwest Center to offer health science, business and general education courses to that corner of the District. Objective 2.2 The Small Business Development Advisory Board with The University of Texas in San Antonio elected Bud Harris, DMC’s Executive Dean of Intergovernmental and Business Relations as new chair. Objective 3.2 The Environmental Systems Research Institute selects the GeoTech National Center for Excellence at Del Mar College from over 100,000 other organizations and recognizes the program with a Special Achievement Award for their technology innovations of Web-enabled mapping, remote desktop access and virtualization of the College’s new GIS server. Objective 4.4 The Procurement Technical Assistance Center with the DMC Small Business Development Center receives the 2010 “Outstanding Project” Award from the Association of Procurement Technical Assistance Centers for their Corpus Christi Army Depot Tool Project. Objective 4.4
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The Small Business Development Center connected with area partners, businesses and military leaders to provide training to the government sub-contractors, the Port of Corpus Christi, and the City. Objective 4.4 U.S. Labor Department releases Geospatial Technology Competency Model developed by the GeoTech National Center of Excellence at Del Mar College to help administrators and program officials better understand workforce needs. Objective 4.4 Del Mar College Foundation celebrated a total of $708,000 in scholarship assistance awarded to 1,050 students throughout the year during its spring reception. Total scholarship funds raised was over $1 million and total of all funds raised topped $1.7 million for the year. Objective 5.2 TRiO Program receives $1.27 million U.S. Department of Education Renewal Grant for next five years to continue services for low income, disabled and first-generation college students. Objective 5.2 The Corpus Christi Caller-Times lauds DMC President Mark Escamilla, Ph.D., as its “2009 Newsmaker of the Year.” Objective 5.6 DMC Alumni Association expands its membership list to 21,366 members at the end of its first year of operation. Objective 6.4 DMC Alumni Association announces nomination process for the new “Distinguished Alumni Award” as part of the College’s upcoming 75th anniversary. Objective 6.4
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Appendix C: Financial Policies Del Mar College Policies and Procedures Manual outlines Budget and Financial Policy as follow: B4.1 Budget Preparation: The President of the College shall prepare an annual operating budget. The operating expense budget shall include funds to provide for adequate instructional and support operations as well as for major equipment repairs and/or replacements, unexpected enrollment increases, and other emergencies and contingencies. The operating income budget should reflect conservative forecasting. B4.1.1 Fund Balance: The College District goal shall be to maintain an operating fund balance level of approximately three (3) months current operation requirements. The three month reserve should be between 20 and 25 percent of the current year’s unrestricted operating budget. In addition, the College President is directed to prepare a current operating budget that will include a minimum contingency line item reserve equal to 1.5 percent of the total proposed expenditure budget. The budgeted contingency reserve will be restricted and any transfer from such line item must be approved by Board action
Summary of Significant Accounting Policies A. Reporting Guidelines The significant accounting policies followed by the College in preparing financial statements are in accordance with the Texas Higher Education Coordinating Board’s Annual Financial Reporting Requirements for Texas Public Community and Junior Colleges. The College applies all applicable GASB pronouncements and all applicable Financial Accounting Standards Board (FASB) statements and interpretations issued on or before November 30, 1989, unless they conflict or contradict GASB pronouncements. The College has elected not to apply FASB guidance issued subsequent to November 30, 1989, unless specifically adopted by the GASB. The College is reported as a special-purpose government engaged in business-type activities. B. Nature of Operations Del Mar College is a political subdivision of the State of Texas located in Nueces County. The College offers academic, general occupational, developmental, and continuing adult education programs. The College is governed by a nine member Board of Regents who serve staggered six-year terms. Five Regents are elected to represent single-member districts and four members are elected at large. Three positions are filled every two years. Vacancies on the Board are filled for an unexpired term according to Board bylaws.
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C. Tuition Discounting Texas Public Education Grants Certain tuition amounts are required to be set aside for use as scholarships for qualifying students. This set aside, called the Texas Public Education Grant (TPEG), is shown with tuition and fee revenue amounts as a separate set aside amount (Texas Education Code §56.0333). When the award is used by the student for tuition and fees, the amount is recorded as tuition discount. If the amount is dispersed directly to the student, the amount is recorded as a scholarship expense. Title IV, Higher Education Agency Program Funds Certain Title IV HEA Program funds are received by the College to pass through to the student. These funds are initially received by the College and recorded as revenue. When the award is used by the student for tuition and fees, the amount is recorded as tuition discount. If the amount is dispersed directly to the student, the amount is recorded as a scholarship expense. Other Tuition Discounts The College awards tuition and fee scholarships from institutional funds to students who qualify. When these amounts are used for tuition and fees, the amount is recorded as a tuition discount. If the amount is dispersed directly to the student, the amount is recorded as a scholarship expense. D. Basis of Accounting The financial statements of the College have been prepared on the accrual basis whereby all revenues are recorded when earned and all expenses are recorded when they have been reduced to a legal or contractual obligation to pay. The College’s financial statements are prepared using the economic resources measurement focus. Property taxes are recognized as revenues in the year for which they are levied. Grants and similar items are recognized as revenue as soon as all eligibility requirements imposed by the provider have been met. E. Budgetary Data Each community/junior college in Texas must file by December 1 of each fiscal year directly with the Governor, Legislative Budget Board, the Legislative Reference Library, and the Texas Higher Education Coordinating Board, a copy of an annual operating budget, and subsequent amendments thereto, approved by the community/junior college governing board. The budget must include departmental operating budgets by function and salaries and emoluments for faculty and staff listed by person. The College maintains budgetary controls. The objective of these budgetary controls is to ensure compliance with legal provisions embodied in the annual appropriated budget approved by the College’s Board of Regents.
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The Del Mar College budget is prepared under the direction of the Vice President of Administration, Finance and Student Services and the Comptroller with the collaboration of the Budget Committee, and the personnel from all areas of the College. The budget process includes solicitation of information from all managers of the various cost centers. The Budget Committee participates in the discussion and recommendation of budgetary issues. The allocation of resources and the budget are tied to the Strategic Plan and supporting the College’s mission. Monthly budget reports that include actual revenue and expenses are prepared and provided to management and the Board of Regents to assist in making decisions to monitor compliance, provide feedback and review performance. F. Balanced Budget Each year the budget must balance, that is each year revenues must equal or exceed expenditures and transfers. G. Cash and Cash Equivalents The College’s cash and cash equivalents are considered to be cash on hand, demand deposits and short term investments with original maturities of three months or less from the date of acquisition. H. Investments In accordance with GASB 31, Accounting and Financial Reporting for Certain Investments and External Investment Pools, investments are reported at fair value. Fair values are based on published market rates. Short-term investments have an original maturity greater than three months but less than one year at time of purchase. Long-term investments have an original maturity of greater than one year at the time of purchase. The College’s Investment Policy and Strategy Statement is reviewed and approved annually by the Board of Regents. At August 31, 2010, the College had a total of $55,647,152 in bank deposits. All of the College’s funds were properly collateralized during the fiscal year. The College continually conducts self-assessment of risk exposure. Insurances include property, general liability, crime, auto, flood, sports activity, errors and omissions, worker’s compensation, and tax collectors bond. The College has elected to reimburse the Texas Workforce Commission on a quarterly basis, for unemployment benefits instead of paying contributions. An internal staff member is retained to monitor risk factors and recommend insurance coverage. I. Inventories Inventories consist of consumable office supplies, physical plant supplies, and food service supplies. Inventories are valued using the weighted average method and are charged to expense as consumed.
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J. Capital Assets Capital assets are stated at cost. Donated capital assets are valued at their estimated fair market value on the date received. Purchases of items with a life expectancy of greater than one year and with a cost in excess of $1,000 are considered capital assets. Audio visual equipment with a cost in excess of $300 is capitalized. Renovations to buildings, infrastructure and land improvements that significantly increase the value or extend the useful life of the structure are capitalized. The costs of normal maintenance and repairs that do not add to the value of the asset or materially extend assets’ lives are charged to operating expense in the year in which the expense is incurred. Depreciation is computed using the straight-line method over the estimated useful lives of the assets. The following lives are used: Buildings 50 years Facilities and Other Improvements 20 years Library Books 15 years Furniture, Machinery, Vehicles and Other Equipment 10 years Telecommunications and Peripheral Equipment 5 years Works of Art Not depreciated K. Deferred Revenues Deferred revenues include the (1) amounts received for tuition and fees for the fall term of the next fiscal year and are not revenue in the current year and (2) amounts received from grants and contract sponsors that also have not been earned. L. Estimates The preparation of the financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect certain reported amounts and disclosures. Accordingly, actual results could differ from those estimates. M. Operating and Non-Operating Revenue and Expense Policy The College distinguishes operating revenues and expenses from non-operating items. Operating revenues and expenses generally result from providing services in connection with the College’s principal ongoing operations. As business-type activities, the College’s operating revenues are defined as the result of exchange transactions with those who purchase, use, or directly benefit from the goods or services of the College. The principal operating revenues are tuition and related fees, net of discounts. The College also recognizes as operating revenue Federal/State/Local Grants, Non-Governmental Grants and Contracts, Auxiliary Enterprises, and Other Operating Revenues. Operating expenses include the cost of sales and services, administrative expenses and depreciation on capital assets. The operation of the bookstore is not performed by the College. Non-operating revenues include activities that have the 80
characteristic of non-exchange transactions, such as gifts and contributions, property tax and other revenue sources that are defined as non-operating revenues by GASB No. 9, Reporting Cash Flows of Proprietary and Nonexpendable Trust Funds and Governmental Entities That Use Proprietary Fund Accounting and GASB No. 34, Basic Financial Statements and Management Discussion and Analysis for State and Local Governments, such as investment income. The major non-operating revenues are allocations from the State, including restricted revenues such as state insurance and benefit allocations, property tax collections, and Title IV funds. Transactions for which cash flows are reported as capital and related financing activities, non-capital financing activities, or investing activities are reported as non-operating revenues or non-operating expenses. N. Restricted and Unrestricted Resources When both restricted and unrestricted resources are available for use, it is the College’s policy to use restricted resources first, then unrestricted resources as they are needed. O. Comparative Information Comparative information for the prior year has been presented to provide an understanding of changes in financial position and operations. Certain amounts presented in the prior years have been reclassified in order to be consistent with the current year’s presentation. P. Net Assets The College’s net assets are classified as follows: Invested in capital assets, net of related debt: This represents the College’s total investment in capital assets, net of outstanding debt obligations related to those capital assets. To the extent debt has been incurred but not yet expended for capital assets, such amounts are not included as a component of invested in capital assets, net of related debt. Restricted net assets – expendable: Restricted expendable net assets include resources in which the College is legally or contractually obligated to spend in accordance with restrictions imposed by external third parties. Restricted net assets – nonexpendable: Restricted nonexpendable net assets consist of endowment and similar type funds in which donors or other outside sources have stipulated, as a condition of the gift instrument, that the principal is to be maintained inviolate and in perpetuity, and invested for the purpose of producing present and future income, which may either be expended or added to the principal.
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Unrestricted net assets: Unrestricted net assets represent resources derived from student tuition and fees, state appropriations, sales and services of educational departments and auxiliary enterprises which are substantially self-supporting activities that provide services for students, faculty and staff. These resources are used for transactions relating to the educational and general operations of the College, and may be used at the discretion of the governing board to meet current expenses for any purpose. When an expense is incurred that can be paid using either restricted or unrestricted resources, the College’s policy is to first apply the expense towards restricted resources. Q. Funds Held in Trust for Others At August 31, 2010, and at August 31, 2009, the College held, in trust funds, amounts of $1,431,237 and $1,619,829 respectively, that pertain primarily to student organizations. These funds are not available to support the College’s programs. R. Bond Discounts/Premiums Bond discounts/premiums and issuance costs are deferred and amortized over the term of the bond. Bond discounts/premiums are presented as a reduction/addition of the face amount of bonds payable, whereas issuance costs are recorded as deferred charges. S. Gain or Loss on Retirement of Debt The gain or loss on the early retirement of debt is deferred and amortized over the shorter of (1) the remaining amortization period that was used in the original refunding or (2) the life of the newly issued debt. This deferred amount is reported as a deduction from the new debt liability on the statement of net assets. T. Characterization of Title IV Grant Revenues In response to guidance provided by the Government Accounting Standards Board (GASB) as question/answer 7.72.10 in the Implementation Guide, beginning with fiscal year ended 2009 the Texas Higher Education Coordinating Board required colleges to reclassify the revenue received for federal Title IV grant programs (i.e. Pell grants) from operating revenue to non operating revenue.
Debt Policy All taxable property within the District is subject to the assessment, levy and collection by the District of a continuing, direct annual ad valorem tax sufficient to provide for the principal of and interest on all ad valorem tax debt, within the limits prescribed by law. The combined rate for the District’s debt service and maintenance and operations is $1.00 of assessed valuation (Section 130.122, Texas Education Code). Although the $1.00 tax may be used for both debt service and maintenance and operations purposes, the annual bond tax may never exceed 50 cents on the $100 valuation of the taxable property in the District. The current rate assessed to the District for the 2009-2010 fiscal year was .2002 maintenance and operating and .0512 for debt service. 82
Tax collection for the year ended August 31, 2010 and 2009 were respectively 96.9% and 95.2% of the current tax levy. See pages 5152 for amounts of outstanding debt and debt limits.
Bonds Bonds Payable-Limited Tax Bonds, Series 2003 On August 15, 2003, the College issued, “Del Mar College District Limited Tax Bonds, Series 2003,” amounting to $53,545,000. Proceeds from the sale of the Bonds will be used to construct and equip school buildings in the District and purchase the necessary sites therefore, and to pay the cost of issuing the bonds. The Bonds represent the first installment of a total amount of $108,000,000 approved at an election held in the District on April 5, 2003. Interest is payable on February 15 and August 15 of each year at interest rates varying from 2.00% to 5.00%, with the final payment due August 15, 2023. The bonds having stated maturities on or after August 15, 2014 may be redeemed in whole or in part on August 15, 2013, or any date thereafter at the option of the District. The bonds are secured by that portion of ad valorem tax collections necessary to pay the annual maturity of principal and interest. Advance Refunding Bonds-Combined Fee Revenue Refunding Bonds, Series 2005 On May 15, 2005, the College issued “Del Mar College District Combined Fee Revenue Refunding Bonds, Series 2005”, amounting to $7,830,000. Proceeds from the sale of the Bonds were used to refund $7,450,000 of the District’s outstanding Combined Fee Revenue Bonds, Series 1997. The 1997 Series are considered fully defeased and the liability for those bonds have been removed from the Statement of Net Assets. The advance refunding reduced the College’s debt service payments over the next twelve years by $299,491. A premium of $99,332 was received from the issuance of the Bonds with an economic gain (difference between the present value of the debt service payments on the old and new debt) of $242,860. Interest on Series 2005 is payable on February 15 and August 15 of each year, commencing on May 15, 2005 at interest rates varying from 3% to 3.25% with the final payment due August 15, 2017. On August 15, 2015, or any date thereafter, the Bonds may be redeemed prior to their scheduled maturities at the option of the College. The source of revenue includes pledged building use fees, matriculation fees, tuition fees and interest earnings on certain funds, including the Unrestricted Local Maintenance Fund. Bonds Payable-Limited Tax Bonds, Series 2006 On February 9, 2006, the College issued, “Del Mar College District Limited Tax Bonds, Series 2006”, amounting to $51,060,000. Proceeds from the sale of the Bonds will be used to construct and equip school buildings in the District and purchase the necessary sites therefore, and to pay the cost of issuing the bonds. The Bonds represent the second and final installment of a total amount of $108,000,000 approved at an election held in the District on April 5, 2003. A premium of $1,938,702 was received from the issuance of the Bonds. Interest is payable on February 15 and August 15 of each year at interest rates varying from 3.50% to 5.00%, with the final payment due August 15, 2026. The bonds having stated maturities on or after August 15, 2016 may be redeemed in whole or in part on August 15, 2015, or any date thereafter at the option of the College. The bonds are secured by that portion of ad valorem tax collections necessary to pay the annual maturity of principal and interest. 83
Bonds Payable-Combined Fee Revenue Bonds, Series 2008 On April 8, 2008, the College issued, “Del Mar College District Combined Fee Revenue Bonds, Series 2008�, amounting to $25,490,000. Proceeds from the sale of the Bonds will be used to purchase, construct, improve, enlarge, maintain and equip various buildings and facilities of the District. A premium of $249,798 was received from the issuance of the Bonds. Interest is payable on February 15 and August 15 of each year at interest rates varying from 4.00% to 5.00%, with the final payment due August 15, 2028. On August 15, 2019, or any date thereafter, the Bonds may be redeemed prior to their scheduled maturities at the option of the College. The source of revenue includes pledged building use fees, matriculation fees, tuition fees and interest earnings on certain funds, including the Unrestricted Local Maintenance Fund. The principal and interest requirements for all general obligation and revenue bonds for the next five years and beyond are summarized below: Year Ending August 31
General Obligation Bonds Principal Interest
2011 2012 2013 2014 2015 2016-2020 2021-2025 2026-2028 Total 06/30/2010
$
2010 Total 06/30/2009
$ $
$
4,705,000 4,735,000 4,945,000 5,170,000 5,425,000 31,560,000 30,330,000 3,955,000 90,825,000 4,445,000 95,270,000
$
$ $ $
4,414,920 4,221,420 4,011,570 3,785,283 3,519,495 13,200,493 4,777,351 173,031 38,103,563 4,586,495 42,690,058
Revenue Bonds Principal Interest $
$ $ $
1,730,000 1,785,000 1,865,000 1,930,000 2,020,000 8,135,000 7,695,000 5,555,000 30,715,000 1,405,000 32,120,000
$
$ $ $
1,319,581 1,260,981 1,190,506 1,121,006 1,043,806 4,080,562 2,455,275 536,038 13,007,755 1,365,301 14,373,056
Total Bonds Principal Interest $
$
6,435,000 6,520,000 6,810,000 7,100,000 7,445,000 39,695,000 38,025,000 9,510,000 121,540,000
$ 5,850,000 $ 127,390,000
$
$ $ $
5,734,501 5,482,401 5,202,076 4,906,289 4,563,301 17,281,055 7,232,626 709,069 51,111,318 5,951,796 57,063,114
Master Development Plan Del Mar College Policies and Procedures Manual outlines Master Development Plan as follow: B4.10 College Master Development Plan: The College Master Development Plan provides a long term framework of policy, guidelines, and directions within which the daily strategic decisions of campus development can occur. It is a management tool which recognizes the dynamic character of educational institutions and allows for development flexibility while integrating the College goals and objectives with broader concerns of the community it serves. The plan is a strategy for land and building utilization and 84
development for the foreseeable future of the campus. It provides the physical framework to accommodate the anticipated enrollment of the institution and to facilitate the delivery of services. The plan is directed toward creating a campus environment that supports the campus mission and the goals and objectives of the academic plan. It utilizes the concept of proper space management in order to maximize use of existing facilities and to facilitate changing program requirements and increased enrollment. B4.10.1 Goals and Objectives: A statement of the goals and objectives of the plan itself is required. Examples are as follows: B4.10.1.1 The physical environment of the College shall promote learning, teaching, and research by providing classrooms and teaching laboratories with appropriate equipment and services; private faculty office space for consultation, study, and research; library facilities for research, research instruction, and public service; laboratories and other specialized support space for teaching and research; and required related service facilities to support academic programs. B4.10.1.2 The physical environment of the College shall attempt to promote campus safety and security by providing safe and easy access to the facility for participants in all campus programs and by providing secure and safe learning, teaching, and research conditions for faculty, staff, and students. B4.10.1.3 The physical environment of the College shall promote accessibility, efficiency, and economy in programs by removing barriers to facilities for the handicapped and complying with Federal 504 regulations; by locating College programs in facilities that minimize the need for extensive travel; by continuing a program of capital improvements to reduce operating costs through energy conservation and other means; and by developing and implementing a College-wide preventive maintenance program. B4.10.2 Planning Assumptions: In addition, the goals and objectives of the development plan shall be supported by generally accepted planning assumptions. Examples are as follows: B4.10.2.1 The development plan shall be guided by existing and future program needs and plans. B4.10.2.2 The development plan shall be long-range and conceptual in nature but should also provide specific policy guidance and recommendations with regard to development standards. B4.10.2.3 Most existing campus buildings of permanent construction will be retained and renovated as necessary to provide a useful life of at least forty years.
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Appendix D: Local and Regional Information Nueces County is a county located in the U.S. state of Texas. As of 2009, the population was 323,046. The county seat is Corpus Christi and it is part of the Corpus Christi Metropolitan Statistical Area. Nueces County is named for the Nueces River, which flows through the county. According to the U.S. Census Bureau, the county has a total area of 1,166 square miles (3,021 km²), of which 836 square miles (2,165 km²) is land and 331 square miles (856 km²) (28.34%) is water. Nueces County Racial Demographics Other 1.2%
Texas Racial Demographics Other 1.4%
Hispanic 60.0%
Hispanic 36.9%
White 46.7%
White 33.8%
Indian/Alaskan Native 0.9%
Black 12.0%
Black 4.4% Asian/Pacific Islander 1.5%
Economic Indicator Population Labor Force Median Home Value Median Household Income Per Capita Personal Income Unemployment Rate
Indian/Alaskan Native 0.8%
Nueces County
Texas
323,046
24,782,302
154,940
11,749,614
$96,600
$118,900
$42,356
$48,199
$21,979
$24,318
7.5%
6.8%
Sources: www.factfinder.census.gov , http://quickfacts.census.gov
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Asian/Pacific Islander 3.7%
Household Income
Income and Benefits (In 2009 Inflation Adjusted Dollars) 20.0%
Nueces County Less than $10,000
11,828
Texas
18.0%
671,142
16.0% 14.0%
$10,000 to $14,999
9,078
484,624
$15,000 to $24,999
15,233
965,762
$25,000 to $34,999
13,683
937,992
$35,000 to $49,999
16,501
1,205,223
$50,000 to $74,999
20,340
1,483,303
$75,000 to $99,999
12,748
951,399
$100,000 to $149,999
11,500
929,569
$150,000 to $199,999
3,383
323,021
$200,000 or more
2,602
317,011
Total households
116,896
8,269,046
Nueces Texas
12.0%
10.0% 8.0%
6.0% 4.0% 2.0%
0.0%
INDUSTRY Civilian employed population 16 years and over Agriculture, forestry, fishing and hunting, and mining Construction Manufacturing Wholesale trade Retail trade Transportation and warehousing, and utilities Information Finance and insurance, and real estate and rental and leasing Professional, scientific, and management, and administrative and waste management services Educational services, and health care and social assistance Arts, entertainment, and recreation, and accommodation and food services Other services, except public administration Public administration
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Nueces County 140,930 4,389 11,945 9,541 3,783 15,566 6,470 2,689 8,369 12,717 34,499 13,916 7,595 9,451
100% 3.1% 8.5% 6.8% 2.7% 11.0% 4.6% 1.9% 5.9% 9.0% 24.5% 9.9% 5.4% 6.7%
Texas 10,860,964 306,509 979,269 1,074,433 377,095 1,261,440 616,763 243,574 755,300 1,134,321 2,193,568 893,441 566,112 459,139
100% 2.8% 9.0% 9.9% 3.5% 11.6% 5.7% 2.2% 7.0% 10.4% 20.2% 8.2% 5.2% 4.2%
Appendix E: Economic Forecast Del Mar College was founded in 1935 and is celebrating 75 years of higher education service to the Coastal Bend Community this year. The College is located in Corpus Christi, Texas, the eighth largest city in Texas and strategically situated on the Gulf of Mexico and the Intercoastal Waterway. The Port of Corpus Christi is currently ranked as the sixth largest port in the United States, with 76.5 million tons of cargo during the 2009 calendar year. The Corpus Christi economy provides a diversified product market including metal fabrication, chemical processing, farm and ranch equipment, oil field equipment, cement, food processing, electronic and petrochemical products, fishing and seafood products. Other major industries in the region include rapidly developing health care systems, banking and financial services, and a vibrant tourism economy, generating over $1 billion per year. The Tianjin Pipe Company, a Chinese steel pipe mill planned for San Patricio County, represents one of the largest Chinese investments in the United States. The company expects to begin construction very soon as all licensing and permitting has been acquired. Although just outside the College District, the construction and operation of the steel mill will have a positive impact on the College, with almost 2,000 construction employees needed to build the facility and 600 permanent high paying positions once the mill is fully operational. Las Brisas, a coke fired power plant planned for the Port area, is still progressing through the permitting process. If approved, construction is expected to begin in 2011, employing 1600 workers and providing 300 permanent, high paying jobs within the District, becoming the largest taxpayer of the College District. The Corpus Christi Army Depot (CCAD), the largest employer in the region, continues to thrive and prosper. The College has numerous programs in collaboration with CCAD resulting in hundreds of graduates entering the workforce in high demand, high wage occupations annually. The collaborative academic programs have also created significant enrollment growth for a number of programs, including aviation maintenance, avionics, electroplating, nondestructive testing, industrial machining, and logistics/supply chain management. The US Border Patrol recently starting using drone aircraft to assist in monitoring the border for illegal immigrants. These drones are based at CCAD and represent a new technology opportunity for the region. The oil refinery industry continues to act as the primary buffer between the deep recession in other areas of the country and Texas, including the local economy.
Area Principal Employers 2009 Employer Naval Air Station Corpus Christi Corpus Christi ISD Christus Spohn Health System H.E.B. Corpus Christi Army Depot City of Corpus Christi Bay, Ltd. Driscoll Children's Hospital Del Mar College Corpus Christi Medical Center Total
Number of Employees 5,525 5,178 5,144 5,000 3,541 3,171 2,100 1,800 1,542 1,300 9,913
Percentage of Total Employment ² 2.87% 2.69% 2.67% 2.59% 1.84% 1.65% 1.09% 0.93% 0.80% 0.67% 5.14%
Source: Corpus Christi Regional Economic Development Corporation.
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Texas is a net energy exporter and the oil and natural gas industry provides the region with a large number of relatively high paying, stable jobs. Wind energy has also established itself in the Coastal Bend, with major farms operating in Kenedy and San Patricio Counties. Tourism continues to be a vital part of the local economy. Corpus Christi remains the 6th most visited city in Texas, with over 7 million visitors coming to the area annually and spending nearly $1 billion. Tourist attractions include Padre Island and city beaches, a major Spring Break and summer vacation destination; the American Bank Center, with numerous entertainment venues; Whataburger Field, with its AA minor league baseball team; the Texas State Aquarium; the USS Lexington Museum; and numerous sites designed to accommodate birding and marine activities. The College operates within the school districts of Calallen, Corpus Christi, Flour Bluff, Tuloso-Midway, and West Oso. Corpus Christi Independent School District and the College have partnered in a Collegiate High School which graduated its first class in 2010. An additional early college program is planned in partnership with the West Campus, with a freshman class expected in 2012. Other area school districts have expressed an interest in starting Early College programs. The College opened an outreach center, the Northwest Center, in the summer 2010, funded with economic development funds from the City of Corpus Christi and a partnership with the Corpus Christi Medical Center valued at $1 million. This Center will serve the adult populations of that region as well as the school districts wishing to establish Early College programs and expanded Dual Credit offerings. The College also developed a partnership with the Craft Training Center of the Coastal Bend which provides National Center for Construction Education and Research Accredited training programs for the Port Industries. This partnership will generate an additional 60,000-70,000 continuing education contact hours annually. The College has also firmly established itself as a national presence in sponsored research. The $5 million National Geo-Tech Center, funded by the National Science Foundation, is a collaboration of industry, community colleges, and universities across the United States. The Center has become the premier leader in applications of geospatial technology and professional development for educators, secondary through universities. The National Science Foundation recently provided additional funding to the Center to promote international geospatial collaboration. The College has numerous other grant programs that have enabled the College to develop new programs to meet the needs of the local economy or enhance existing programs. The College District’s property valuation, which had grown steadily for several decades, dropped 7% for 2010-2011, costing the District nearly $3 million in projected revenue. The College had also been compelled by the Governor and Legislative Budget Board to reduce State Appropriations in 2009-2010 and 2010-2011 by 5% each year. Through a combination of restructuring College units, conservative fiscal management, the residual benefits of the 2008 Early Retirement program, increases in student charges, and other efficiency efforts, the College was able to absorb these revenue losses and continue to grow enrollment. There are some indicators that the local economy, including property valuations, have started to recover, including recent increases in residential and commercial permitting as well as some industry expansions. While it will take several years to fully recover the property valuation loss, it is expected that the region will begin to see modest growth again in 2010-2011. This is critical as the Texas Legislature will have to 89
address a projected $21-25 billion budget shortfall when it convenes in January 2011. The Governor and the Legislative Budget Board required the College to submit the Legislative Appropriations Request for the 2011-2013 biennium, with an additional 10% reduction in State Appropriations. The College will be required to adopt additional efficiency measures to compensate for this expected reduction of State funding. The College had $156,700,000 invested in capital assets in August 2010 in its two primary campuses and its Center for Economic Development to serve the population of Corpus Christi and the surrounding 4.5 counties. The College is committed to providing stateof-the-art facilities and technology to provide the local citizens and business and industry with an educated and productive workforce. This is clearly demonstrated in the renovations to the Richardson Performance Hall, Kinesiology Building, Coleman Student Center, and Flato Technology Building, and new construction for the Health Science and Emerging Technology Complex, the Garcia Science Building, the Public Safety Complex, and the Industrial Education Facilities. The new Center for Economic Development provides workforce and contract training to local business and industry, as well as focusing the College on emerging business and industry. The College will begin construction on $15 million Fine Arts/Drama project in January 2011, which is the first part of the $25.5 million Revenue Bond project approved in 2008. The Music project is the second phase of this project and currently is in design development, with construction expected to start in 2012. The College will initiate a new Facilities Master Plan in 2011, creating a roadmap for meeting the higher education and workforce development needs of the citizens of the College’s Service Area for the next 25 years. Del Mar College participated with the Texas Association of Community Colleges and received The Economic Impact Study prepared by Economic Modeling Specialists, Inc. (EMSI) in September 2010. This study reviewed how the College’s service area economy and the state of Texas benefit from the presence of Del Mar College. EMSI applied a comprehensive model designed to quantify the economic benefits of the community and technical colleges and translate these into benefit/cost and investment terms. The economic impact model has been field-tested to generate more than 900 studies for community and technical colleges. EMSI drew a correlation between education and earnings. The following table illustrates the increase in income as education increases. The report indicates that the benefit/cost ratio for Expected income in Del Mar College Service Area every dollar students invest in Del Mar College at midpoint of individual's working career by education level education that they receive a cumulative $7.10 in higher future income over their working careers. Education level Income Difference Less than high school High school or equivalent Associate's degree Bachelor's degree Master's degree
$19,700
n/a
$30,600
$10,900
$41,400
$10,800
$59,400
$18,000
$71,700
$12,300
Sourse: Derived from data supplied by EMSI industry data and the U.S. Census Bureau. Figures are adjusted to reflect average earnings per worker in the Del Mar College Service Area.
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This report also indicates that the economic impact of the College to the community is a total of $352 million per year with a spending effect of $57.9 million and an increased productivity effect of $294.1 million.
The gross regional product or GRP as determined by EMSI is approximately $18.2 billion and is equal to the sum of labor income ($11.3 billion) and non-labor income ($6.8 billion). EMSI also determined that the availability of quality education and training in the College’s service area attracts new industry to the region, creating new businesses and expanding the availability of public investment funds. According to the Texas Workforce Commission, the College’s service area in general has a lower cost of living and lower unemployment rate as compared to the nation and other similar cities. The Texas Workforce Commission compares the Cost of Living Index for Corpus Christi MSA with other port cities. Based upon this information Corpus Christi compares at 91.3 to Houston, Texas at 91.9, Miami, Florida at 105.2 and New Orleans, Louisiana at 95.8 for the second quarter of 2010. The College remains in a unique position to continue to grow and prosper. Although the national economy experienced a deep recession, the College was able to continue to modernize and add capacity, setting all-time enrollment records. Partnerships with local school districts, collaborations with business and industry, and a commitment to provide educational opportunities to all citizens of the 4.5 county College Service Area, should position the College for continued growth and financial stability in the future. The College continues to be a major force in the economic development of the Coastal Bend Region.
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92
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Appendix G: GLOSSARY NOTE: Terms which relate to FUND, OBJECT, PROGRAM, and REVENUES have been grouped under those general headings within the glossary in order to emphasize those relationships and financial groupings. All entries are listed alphabetically except for ACRONYMS, which, for convenience, are listed at the end of the glossary section. ACADEMIC PROGRAMS
(See PROGRAMS)
ACADEMIC SUPPORT
(See PROGRAMS)
ACADEMIC TERM An academic term is any period of time in which course work is offered by the institution and for which students seek enrollment. The term may include a regular session or a special session or both. The College uses the semester system, which consists of the summer, fall and or a special session or both. The College uses the semester system, which consists of the fall, spring and summer semesters. ACCOUNT NUMBER An account number is a defined code for recording and summarizing financial transactions. ACCOUNTING PERIOD The accounting period is a period at the end of which and for which financial statements are prepared. (See FISCAL YEAR) ACCRUAL BASIS Accrual basis accounting is an accounting system that records revenues when earned, but not necessarily received, and expenditures when a liability is created, regardless of the accounting period in which cash payment is actually made. An encumbrance system may be used in conjunction with an accrual basis accounting system. ACCRUED EXPENSES Expenses which have been incurred and have not been paid as of a given date are accrued expenses. ACCRUED INTEREST Interest earned between interest dates but not yet paid is accrued interest. 94
ACCRUED LIABILITIES Amounts owed but not yet paid are accrued liabilities. ACCRUED REVENUE Accrued revenue is revenue earned and not yet collected regardless of whether due or not. APPROPRIATION An appropriation is an authorization that enables the College to make expenditures and incur obligations for a specific purpose. ASSESSED VALUATION The assessed valuation is the prescribed amount must be paid as property taxes. AUDIT An audit is an examination of the financial records of the College to obtain reasonable assurance that the financial statements prepared by the College are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. It further includes an assessment of the accounting principles and procedures used and of the significant financial estimates made by management. BASE PERIOD CONTACH HOUR FUNDING Base period contact hour funding is defined as those semesters which the State uses to develop its funding formula for public community colleges and universities. Contact hours are the basis of State reimbursement to the College and represent the number of hours of instruction provided to students in a given course. Contact hours are not necessarily one-to-one, because the lab portions are calculated at 75% of actual hours of lab instruction. BOND A bond is a written promise to pay a specific sum of money, called the face value or principle amount, at a specified date (or dates) in the future, called the maturity date, and with periodic interest at a rate specified in the bond. A bond is generally issued for a specific purpose or project, such as construction of a new facility. BONDED DEBT Bonded debt is the part of the College debt which is covered by utstanding bonds. 95
BUDGET The budget is a controlled plan to be used in implementing the philosophy and the objectives of the College. Its development should involve maximum participation and, therefore, the aims and objectives of the College should be reflected at each level. The budget is a legal document once it has been approved by the Board. CAPITAL EQUIPMENT
(See OBJECT)
CONTINGENCY
(See OBJECT)
CONTRACTUAL SERVICES
(See OBJECT)
COST BENEFIT Cost benefit analyses are those studies which provide the means for comparing the resources to be allocated to a specific program with the results likely to be obtained from it, or the analyses which provide the means for comparing the results likely to be obtained from the allocation of certain resources toward the achievement of alternate or competing goals. COURSE A course is defined as an educational unit within the instructional programs dealing with a particular subject and consisting of instructional periods and one or more instructional delivery systems. Courses are generally classified by the discipline they belong to and the level of instruction. For example, ENGL 1301 would be a first level (year) English course and MATH 2413 would be a second level (year) mathematics course. COURSE CREDIT The number of credits that will be earned by the student for successful completion of a course is the course credit. It is generally measured in credit hours and will vary from institution to institution depending upon the type of academic term system used. CURRENT ASSETS Cash or anything that can be readily converted into cash is considered to be in the category of current assets.
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CURRENT EXPENSES Any expenditures except for capital outlay and debt service are considered current expenses and include total charges incurred, whether paid or unpaid. Capital equipment expenditures assigned to programs, such as the purchase of instructional equipment, computers, or copiers, are considered to be part of current expenses. CURRENT FUNDS Current funds account for those moneys received during the current fiscal year from revenue which can be used to pay obligations currently due and surpluses reappropriated for the current fiscal year. CURRENT LIABILITIES Debts which are payable within a relatively short period of time, usually no longer than a year, are classed as current liabilities. DEBT SERVICE Debt service includes expenditures for the retirement of debt and expenditures for interest on debt, except principal and interest on current loans, which are loans payable in the same fiscal year in which the money was borrowed. DEFERRED CHARGES Deferred charges include expenditures which are not chargeable to the fiscal year in which they are made but are carried over on the asset side of the balance sheet pending amortization or some other disposition. Deferred charges differ from prepaid expenses in that they usually extend over a long period of time and may or may not be regularly recurring costs of operation. DEFERRED REVENUES Deferred revenues are those monies or entitlements which have been recognized as revenues but have not been received and are therefore not available for use. DEFICIT A deficit is a shortfall of revenues under expenditures and transfers. DIRECT COSTS Direct costs are those elements of cost which can be easily, obviously, and conveniently identified with specific programs or activities, as distinguished from those costs incurred for several different activities or programs and whose elements are not readily identified with specific activities. An example of direct costs would be the faculty salaries paid from the Biology account to those faculty who teach biology courses. (See also INDIRECT COSTS.)
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DISBURSEMENTS These are the actual payment of cash by the College. EMPLOYEE BENEFITS
(See OBJECT)
ENCUMBRANCES Encumbrances are actual or anticipated liabilities provided for by an appropriation which is recognized when a contract, purchase order, or salary commitment is made. It reduces the appropriation to avoid expenditure of funds needed to pay anticipated liabilities or expenditures. For example, if a purchase order for $100.00 is written and chargeable against a supply account, the available balance in that account is reduced by $100.00 even though the supplies might not have been received and no payment made from the account. EXPENDITURES Expenditures are decreases in net financial resources. Expendituresinclude current operating expenses, debt service, capital outlay, and any other liability which has been paid. FINANCIAL STATEMENT A financial statement is a formal summary of accounting records setting forth the District's financial condition. FISCAL YEAR The fiscal year is the period over which the College budgets itsspending. It consists of a period of twelve months, not necessarily concurrent with the calendar year, with reference to which appropriations are made and expenditures are authorized and at the end of which accounts are made up and the books are balanced. The College's fiscal year is the period September 1 to August 31 of the following calendar year inclusive. FIXED ASSETS Fixed assets are those assets essential to continuance of proper operation of the College. They include land, buildings, machinery, furniture, and other equipment which the College intends to hold or continue to use over a long period of time. FULL-TIME EQUIVALENT For students the full-time equivalent indicator is the statistical student unit calculated by dividing all credit hours (both certificate and degree) generated at the College by twelve credit hours for any given academic term. To determine the annual full-time equivalent student, the total credit hours for the year are divided by twenty-four credit hours. For faculty the full-time equivalent is thirty instructional hour equivalents per year (lab classes are treated differently than lecture classes). For classified staff personnel the full-time equivalent is forty hours (for budgeting) of work per week. 98
FUND A fund is an accounting entity with a self-balancing set of accounts for recording assets, liabilities, a fund balance, and changes in the fund balance. Separate accounts are maintained for each fund to insure observance of limitations and restrictions placed on the use of resources. For accounting and reporting purposes, funds of similar characteristics may be combined into fund groups. Funds are established and organized for budgeting, accounting, and reporting purposes in accordance with activities and objectives as specified by donors of resources, in accordance with regulations, restrictions, or limitations imposed by sources outside the College, or in accordance with directions issued by the Board of Regents. OPERATING FUND The Operating Fund is used to account for the revenues and expenditures of the academic and service programs of the college. It includes the cost of instructional, administrative, and professional salaries; supplies and equipment; library books and materials; maintenance of instructional and administrative equipment; and other costs pertaining to the educational program of the college. It is alse used for expenditures for the improvement, maintenance, repair, or benefit of buildings and property, including the cost of interior decorating and the installation, improvement, repair, replacement, and maintenance of building fixtures; rental of buildings and property for community college purposes; salaries of janitors, engineers, or other custodial employees; all costs of fuel, lights, gas, water, telephone service, custodial supplies, and equipment; and professional surveys of the condition of college buildings. The statutory maximum tax rate is set at $1.00 per $100 of assessed valuation for both maintenance and operation and debt service. Del Mar College’s currently assessed tax rate is a combined .2514 cents per $100 of valuation. Increases in the local tax rate must be approved by the Board of Regents. FUND EQUITY The fund equity is the balance of a fund after all liabilities have been deducted from the assets of the fund. INDIRECT COSTS Indirect costs are those elements of cost necessary in the provision of a service which are of such nature that they cannot be readily or accurately identified with the specific service. (See also DIRECT COSTS) INSTITUTIONAL SUPPORT
(See PROGRAM)
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INSTRUCTION Instruction includes those activities which deal directly with teaching or aid in the teaching process. Instruction costs include not only salaries and benefits for instructional personnel but also the personnel, materials, equipment, and other costs which are necessary to plan, implement, and manage the instructional program. INTERFUND TRANSFERS Interfund transactions are for transfer of monies between funds. Monies may not be transferred between funds except by the same procedure as that used to approve the budget, including public notification, publication, inspection, and comment. Interfund transfers are usually part of the overall budget plan and are built into the budget at the time of its approval by the Board of Regents. INTERNAL CONTROL The purpose of internal control is to safeguard the use of public funds and to protect the public trust on behalf of the College. Internal controls are those activities and organizational preparations designed to insure effective accounting control over assets, liabilities, revenues, expenditures and any other activities associated with the finance and accounting actions of the College. Some of the precautions instituted by internal control are insuring that no single individual can perform a complete cycle of financial operations and that procedures of the finance and accounting system are specific and monitored. Internal control also requires designated levels of authorization for all actions under the system. INVESTMENTS Investments are securities or other properties in which money is held, either temporarily or permanently, in expectation of obtaining revenues. Legal investments for community college funds are governed by state statute, which allow current operating funds, special funds, interest and sinking funds, and other funds belonging to or in the custody of the College, including restricted and non-restricted funds, to be invested. Bonds, treasury bills, certificates of deposit, and short-term discount obligations issued by the Federal National Mortgage Association are some of the types of investments which are permitted by law. NET ASSETS Net Assets is an excess of revenues over expenditures and transfers. NET EXPENDITURE A net expenditure is the actual cost incurred by the College for some service or object after the deduction of any discounts, rebates, reimbursements, or revenue produced by the service or activity. 100
NET REVENUE Net revenue is defined as the balance remaining after deducting from the gross revenue for a given period all expenditures during the same period. OBJECT The term object applies to expenditure classifications and designates materials or services purchased. Expenditures are grouped by major objects, such as salaries, supplies, or capital outlay, and are further divided as needed for cost accounting and control purposes. BENEFITS Employee benefit costs are for all benefits which employees accrue through continued employment with the College. Benefits include health insurance coverage (except that portion paid by the employee), sabbatical leave salaries, tuition reimbursement, life insurance, early retirement contributions assignable to the College, and others. CAPITAL EQUIPMENT Also termed capital outlay, the capital equipment object group includes site acquisition and improvement, office equipment, instructional equipment, and service equipment. Generally expenditures in this category cost more than $1,000 and would not normally be purchased from general materials and supplies. Vehicles, computer servers and related equipment, and laboratory equipment would be typical examples of items included in this category. CONTINGENCY Contingency funds are those appropriations set aside for emergencies or unforeseen expenditures. Contingency funds are used only by budget transfers, requires Board of Regents' approval, and may not be expensed directly. CONTRACTUAL SERVICES Contractual service costs are those monies paid for services rendered by firms and individuals under contract who are not employees of the College. (See also SALARIES.) FEES Student fees are assessed to recover costs associated with the use of facilities, labs, technology centers, campus security, parking, maintenance of student records, instructional equipment and any other cost that promotes instructional programs, student learning, and safety. 101
OPERATIONS AND MAINTENANCE SERVICES The Operations and Maintenance Services object account covers all utility costs necessary to operate the physical plant and other on-going services, including gas, water, sewage, telephone, and refuse disposal. It also includes security and insurance. OTHER EXPENDITURES The other expenditures object category includes expenditures not readily assignable to another object category. Examples include student grants and scholarships, tuition chargebacks, charges and adjustments, bad debt, and non mandatory transfers. SALARIES Salaries are monies paid to employees of the College for personal services rendered to the College. Full time, part-time, and temporary employees, whether administrators, faculty, or staff, are paid wages or salaries established by contract with the Board of Regents. (See also CONTRACTUAL SERVICES.) SUPPLIES The supplies category includes the cost of materials and supplies necessary for the conduct of the College's business. Business forms, envelopes, postage costs, printing costs, and handouts to students typically fall into this category. (See also CAPITAL EQUIPMENT.) TRAVEL AND PROFESSIONAL DEVELOPMENT The category of travel and professional development expenses includes expenses associated with conference registration and fees, costs for hosting or attending meetings, and related travel costs, whether local or otherwise. OPERATION AND MAINTENANCE OF PLANT
(See PROGRAM)
OTHER EXPENDITURES
(See OBJECT)
OTHER REVENUES
(See REVENUES)
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PROGRAM A program is defined as a level in the program classification structure hierarchy representing the collection of program elements serving a common set of objectives that reflect the major institutional missions and related support objectives. The program classification structure, established by the NACUBO, is a means of identifying and organizing the activities of the College in a program-oriented manner. Examples of programs are biology, nursing, and academic support. ACADEMIC PROGRAMS The academic programs include all of the instructional programs of the College. Some programs contain only a single discipline, such as mathematics or biology. Some programs contain multiple disciplines, such as foreign languages, which includes all of the language disciplines (i.e., Spanish, French, and German). ACADEMIC SUPPORT Academic support includes those programs which directly support the instruction process and academic programs, including tutoring and instructional assistance. These programs include library operations, instructional support services, television production services, audiovisual services, instructional administration, and instructional technology administration. This last program provides instructional technology support to the academic programs of the College, including maintenance of the academic computer network and operation of the computer labs. Instructional technology operation and equipment costs are allocated on a pro rata basis to the academic programs which use the academic computer services. This consolidated effort provides considerable economy of effort, expertise, and resources. Instructional administration has overall responsibility for establishing, conducting, and evaluating the entire instructional program at the College. This includes coordinating the recruiting, supervising, and maintaining the quality of the teaching faculty. INSTITUTIONAL SUPPORT Also called general institutional, this category includes those costs and activities devoted to the general regulation, direction, and day-to-day operation of the College. It also includes activities not readily assignable to another category or which apply to the College on an institution-wide basis. The Office of the President, college advancement, business administration/Treasurer, accounting services, business services, human resources, and community relations are included in institutional support. Typical services provided include purchasing for the entire college, printing services, shipping and receiving services, and financial services. The annual audit and the annual budget are produced by offices of general administration. The Board of Regents' costs, institutional membership and accreditation costs, commencement, and certain institutional expenses, such as bank service charges and some benefit costs are assigned to this category.
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OPERATION AND MAINTENANCE OF PLANT Operation and maintenance of plant includes those activities necessary for the proper and safe operation of the physical plant of the College, including buildings, grounds, and roadways. Public safety, transportation, maintenance services, and housekeeping are part of operation and maintenance of plant. PUBLIC SERVICE Public service includes services provided to the general college community and residents by making college facilities and expertise available to the public outside of the academic realm. It includes college-sponsored seminars, workshops, forums, lecture series, cultural events and exhibits, and other non-academic services to the residents of the District. STUDENT SERVICES Student services include those activities which provide direct support services to students other than academic support services. These activities include registration and records, financial aid, counseling, placement testing, career placement assistance, health services, and student activities. PROPERTY TAXES In general, property taxes are those taxes levied on real property for the purpose of providing service for the public good. In the case of the College, property taxes are levied on the real property of the District for the purpose of fulfilling the goal of educational service to the District as specified by the College's mission statement. Legal authorities for the various property taxes which the College has levied in the district are as follows: Operating Fund Bond & Interest PUBLIC SERVICE
(See PROGRAM)
REVENUES Revenues are additions to assets which do not increase any liability, donot represent the recovery of an expenditure, or do not represent the cancellation of certain liabilities without a corresponding increase in other liabilities or a decrease in assets. Revenues are classified by the source of the funds, which roughly corresponds to the object classification for expenditures. It can also serve as a program classification as well.
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FACILITIES REVENUE Facilities revenue accrues from the use of College facilities, such as building/space rentals, data processing charges, and equipment rentals. INVESTMENT REVENUE The investment revenue source category records revenues from investments. OTHER REVENUES Other revenues are those which do not fallinto an established specific revenue source category. Typical examples would include parking and library fines, commissions, and sales of surplus property. PROPERTY TAX REVENUES Funds obtained from tax levies approved by the Board of Regents and assessed against property valuations certified by the appraisal district. Tax revenues collected for voter approved bond obligations are not budgeted in the operating fund. STATE APPROPRIATIONS Funds received from the State based which are based upon contact hour generation. STUDENT TUITION AND FEES The student tuition and fees category includes all student tuition and student fees assessed against students for educational and general purposes. Tuition is the amount per credit hour times the number of credit hours charged a student for taking a course at the college. Fees include laboratory fees, application fees, transcript fees, and similar charges not covered by tuition. SALARIES
(See OBJECT)
STUDENT SERVICES
(See PROGRAM)
STUDENT TUITION AND FEES
(See REVENUES)
UTILITIES AND TELEPHONE
(See OPERATIONS AND MAINTENANCE SERVICES)
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ACRONYMS DMC FASB FTE GAAP GASB GFOA NACUBO NCGA THECB
Del Mar College Financial Accounting Standards Board Full-time Equivalent Generally Accepted Accounting Principles Government Accounting Standards Board Government Finance Officers Association National Association of College and University Business Officers National Council on Governmental Accounting Texas Higher Education Coordinating Board
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101 Baldwin Blvd. Corpus Christi, TX 78404-3897 www.delmar.edu Del Mar College is an Equal Opportunity/Affirmative Action Employer and Educational Institution. The College takes affirmative action to endeavor that no person shall be denied the benefits of equal employment or be subjected to discrimination in employment or educational programs and activities of Del Mar College on the basis of race, color, sex, age, national origin, religion, disability, or any other constitutionally or statutorily impermissible reason. Š 2011 Del Mar College. All rights reserved.