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NTCC Budget 2010-11

Staff Overview of the Operational Budget for 2010-11 - President's Forum, Sept, '10

Brad Johnson

on 9 September 2010

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Transcript of NTCC Budget 2010-11

Northeast Texas Community College
FY 2011 Budget Overview Budget Preparation Process FY11 Priorities Planning Assumptions Fiscal Outlook Fund Balance
FY 2009: $790,000
FY 2010: $1,153,000
FY 2011: $1,500,000
State Funding
Projected -28% in last two years
Enrollment Plans
Seeking to stabilize recent growth State Revenue
New Positions FY2011 Projects Ag Complex
Fitness Center
Student Housing
Incentive Accounts
Regional Training Academy College is a "Business?" Prior: Gov't as Master
Today: Student as Master Final Needs List Official Budget -5% state reduction
-3% enrollment
+ soccer enrollment
+$500 pp
+ step (1%)
+ 1% raise
+ 4 FT faculty Wisdom would call for us to conduct those aspects of college function that surround the educational endeavor in a business-like manner; and the educational endeavor itself as a high calling. A Transcendent Calling Wrapped in a Business Shell?
Our budget (and continued employment) depend on:
A choice by individual students between many realistic options; a choice they must pay for
A vote of our local communities
Our true success (and ultimately the survival of higher education) depends on:
Our ability to bring “civilization” to untrained minds
Our ability to convince the community as a whole of the importance of such a calling
Adjust instructional resources to maintain quality in face of 20% growth
Ongoing funding of deferred maintenance plan
Bring infrastructure onboard to support niche programs [Student Housing, Ag Complex]
Increase Development Office activity
Initiate Incentive Accounts
Open Sustainable Agriculture and Environmental Sciences programs
Complete Phoenix project (1 yr concentrated action plan)
Take 2nd step toward more conservative budget planning (Last yr planned for flat enrollment; this year planned for 5% decrease)
Establish true reserve account
1. Preliminary Revenue Assumptions [Feb/Mar]
2. major operational targets (reserves, deferred maint. etc.) [Mar/Apr]
3. Initial current year budget #s + ft employee payroll [Apr/May]
4. Adjust to revenue estimates [May]
5. Compile list of "needs" [May/June]
6. Board Budget Workshop [June]
7. Adjust to certified tax $$ and Aug. enrollment #s [July/Aug]
8. Board passes tax rate and budget [Aug] Big Picture At risk - $400K/yr
Revenue from 10% growth - $600K
Bottom Line: Biggest financial risk is loss of enrollment.
Biggest "real" risks are to fail with our students and/or fail to adjust to the changing world Athletics Complete Separation from Institution's Budget
Funded by $$ from Athletes' tuition/fees
Responsible for all operational expenses
Responsible for all facility expenses
Responsible for cost of instruction (adjunct)
Splits leftover w/ institution; carry forward $$ to fund major projects
Performance Standards
Athletic GPA at, or above, NTCC average
Competitive teams (regular appearances in regional tournaments)
Model Students
Budget in the black

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