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WITC-RICE LAKE
W I S C O N S I N I N D I A N H E A D T E C H N I C A L C O L L E G E
Budget2015-2016
Morrie Veilleux Chairperson
Chris Fitzgerald Vice Chairperson
Lorraine Laberee Secretary
James Beistle Treasurer
Brett Gerber Member
Troy Lambert Member
David Minor Member
Jean Serum Member
Eileen Yeakley Member
John Will President
Steve Decker Vice President of Finance & Business Services
Kristi Foust Procurement Manager
Anita Hacker District Controller
Wisconsin Indianhead Technical College District
Fiscal Year 2016 Budget
Members of the Board
Officials Issuing Document
Preparers of the Document
1
The award is valid for a period of one year only. We believe our current budget continues to conform to
programs requirements and we are submitting it to GFOA to determine its eligibility for another award.
The Government Finance Officers Association of the United State and Canada (GFOA) presented an award of
Distinguished Budget Presentation to the Wisconsin Indianhead Technical College District for its annual budget
for the fiscal year beginning July 1, 2014.
In order to receive this award, a government unit must publish a budget documents that meets program
criteria as a policy document, as an operations guide, as a financial plan, and as a communication device.
2
Description Page
Presenters of the budget 1
GFOA Distinguished Budget Award Certificate 2
Table of contents 3
A reader's guide to the budget document 6
Quick reference guide 9
Overview Section
Transmittal letter 12
Budget message 13
Notice of public hearing 22
Pro forma balance sheet as of June 30, 2015 24
Pro forma balance sheet as of June 30, 2016 25
2015/16 combining budget summary 26
Fiscal impact summary 27
Strategic plan 28
Impact on taxpayer 30
Policies 31
Wisconsin Technical College System map 34
Wisconsin Indianhead Technical College map 35
Board membership 36
WITC organization chart 37
District profile 38
2015/16 budgetary statements of resources, uses, and changes in fund balance
General fund 40
Special revenue fund ‐ Operating 41
Special revenue fund ‐ Non‐aidable 42
Capital projects fund 43
Debt service fund 44
Internal service fund 45
Enterprise fund 46
Combined budget summary 47
Change in fund balance 48
Reserve for operations fund balance 49
Position summary ‐ FTE basis 50
Position summary ‐ Board approved 51
Revenues 52
Budget process 63
Financial structure 64
Description of expenditure functions 66
Accounting structure 67
TABLE OF CONTENTS
3
Description Page
General Fund
Fund description and financial summary 70
Fund financial summary by function and class 71
President's division 72
Academic Affairs division 73
Continuing Education division 78
Technology Services division 82
Student Affairs division 84
Institutional Effectiveness Division 88
Human Resources Division 90
Business Services Division 92
Special Revenue Fund
Operating fund description and operating financial summary 96
Operating fund financial summary by function and revenue source 97
Projected grant awards 98
Non‐aidable budget summary 102
Student Clubs 103
Financial Aid 103
Capital Projects Fund
Fund description and financial summary 106
FY16 capital projects summary 111
Project sequencing summary 112
FY16 capital equipment and software summary 114
FY16 capital equipment and software detail listing 116
Debt Service FundFund description and financial summary 124
Legal debt margin 125
Schedule of long‐term debt as of June 30, 2015 126
Carryover resource needs 132
Proprietary Fund
Fund description 134
Internal service fund description and financial summary 134
Enterprise fund description and financial summary 135
Fiduciary FundOPEB Trust 138
TABLE OF CONTENTS
4
Description Page
Appendix
Program and certificate offerings 142
Program enrollment statistics 144
Program graduate follow‐up statistics 145
FTE analysis amongst districts 146
Cost per FTE analysis amongst districts 147
Headcount analysis amongst districts 148
Tax rate comparisons 149
Schedule of equalized valuations and budgetary needs 150
Schedule of equalized valuations, tax levies, and mill rates 151
Historical comparisons budget, equalized valuation, tax levy, and mill rates 152
Property tax revenues 153
Property tax levy per capita 154
Operational mill rate vs. levy cap 155
Operating revenues per capita 156
Operating expenditures per capita 157
OPEB assets to total unfunded liability 158
Operating surplus/deficit to operating revenues 159
Unreserved fund balance to operating expenditures 160
Liquidity 161
Principal Taxpayers 162
2014 equalized valuations for 2014/15 budget 163
Glossary 171
TABLE OF CONTENTS
5
Introduction
What is a budget?
Why prepare a budget?
A legally required financial planning tool: The budget is a financial planning tool. It is also a statutory requirement for the College. The budget must be adopted as a balanced budget and must be in place prior
to July 1 of each year. The budget is the legal authority to expend public monies and controls those
expenditures by limiting the amount of the appropriations at the fund and function level. The revenues of
the College are estimated along with available cash carry forwards to indicate funds available for use. The
staffs' requests for funds represent the expenditure side of the budget.
A link with the general public: The budget provides a unique opportunity to allow and encourage public review of the College's operations. The budget describes the activities of the College, the reason or cause
for those activities, future implications, and the direct relationship to the public.
Operations guide: The budget reflects the College's operation. Activities of each division have been planned, formalized, and are described in the following sections. This process will help to maintain an
understanding of various operations of the College and how they relate to each other and to the attainment
of the mission and vision of the College. In this effort, the budget addresses areas that may not be
traditional budget document topics (i.e. debt management, staffing levels, long‐range planning, and capital
improvement plans). An appendix section is added to provide additional information.
The budget process affords both an interesting and challenging opportunity to reassess plans and overall goals
and objectives in order to achieve the ends established by the WITC Board. It is through this effort that the
budget becomes an important policy document each year. In addition, the budget document communicates
important information about the resources available to WITC and the utilization of those resources by the
College. Much effort is expended to ensure the budget plan and strategic plan are aligned in order to achieve
the overall goals and objectives of the College.
A READER'S GUIDE TO THE BUDGET DOCUMENT
Policy document: The budget functions as a policy document in that the decisions made within the budget
will reflect the general principles or plans that guide the actions taken for the future. As a policy document,
the budget makes specific attempts to link desired goals and policy direction from the strategic plan to the
actual day‐to‐day activities of the College.
The budget reflects WITC's financial planning efforts and provides legal authority to obligate public funds.
Additionally, the budget informs the reader of significant policy direction and goals established by the College.
The budget serves four major functions:
The adopted budget document contains a wealth of information about many aspects of Wisconsin Indianhead
Technical College District (WITC) operations. To make this budget document easier to use and read, the
Reader's Guide and Quick Reference Guide have been developed. The transmittal letter and budget message
should assist the reader in understanding many of the key issues within this document.
6
How does the budget work?
Vice PresidentAcademic Affairs Bonny CopenhaverBusiness Services Steve DeckerContinuing Education Craig FowlerHuman Resources Cher VinkInstitutional Effectiveness Ellen Riely HauserStudent Affairs Steven BitzerTechnology Services Joseph Huftel
How is the budget structured?
General Fund: Most of the activities of the College are located in the general fund. In addition to financial
summaries, this section includes the strategic initiatives of the various divisions within the College.
Special Revenue Fund: This section contains information about two special revenue funds. The special
revenue ‐ operating fund is used to record and track grant and contract activity that the College is involved
in and includes information about the grants that WITC is expecting to receive next year. The special
revenue ‐ non‐aidable fund is used to record and track activity where WITC is either a trustee or fiscal agent
for funds of others.
The planning process, in many respects, is an ongoing, year‐round activity. The formal strategic planning
process begins in July with reviews and updates made to the existing strategic plan. Formal budget planning
begins in October and ends when the Board adopts the budget in June.
The President is accountable to the Board for administration of the College's budget and operation. To facilitate
implementation of the budget and related plans, the following seven Divisions are accountable to the President:
The budget, as adopted, constitutes the legal authority for expenditures. The College's budget is adopted at the
fund and function level so expenditures may not legally exceed appropriations at this level without Board
approval. During the year, Administration may request budget modification of the Board to reallocate funds
between functions and within a fund. If new revenue sources become available during the year, Administration
will request the Board to modify the budget. All unused appropriations lapse at year‐end. Unexpended
resources must be reappropriated in a subsequent year in order for them to be available for use.
The President's Cabinet is comprised of the Divisional Vice Presidents and supported by the Executive Assistant
to the President and Board. Administrative decisions regarding significant budget or policy revisions are
reviewed by the President's Cabinet and are approved or, when appropriate, forwarded to the Board with a
recommendation.
The budget is managed and monitored by a reporting system consisting of reports that are available to staff,
which compare actual expenditures and revenues with the budget. Reports are updated bi‐weekly and a
monthly budget status summary is provided for the Board's review.
Overview section: This section contains a transmittal letter and budget message that gives the reader a
broad picture of what is happening at the College, where the College is going, and what its intentions are.
This section includes information about how the College is structured and information about the College in
relationship to the community and other technical colleges.
Division
The budget document is divided into eight sections. These sections focus on the following information:
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Capital Projects Fund: This section provides the reader with information about the capital equipment and
capital projects portion of the budget
Debt Service Fund: This section provides the reader with information about the amount of debt the
College has outstanding as well as information about its plans to borrow future debt.
Proprietary Fund: This section contains information about the various proprietary funds the College
operates. The enterprise funds include such activities as the bookstore and conference centers. The
internal service fund contains information about our self‐insurance for dental coverage.
Fiduciary Fund: This section contains information about the OPEB (other post‐employment benefits) Trust
that WITC has established to fund post‐employment benefits for staff and retirees.
Appendix: This section includes statistical information about the College and the community. It also
contains a glossary of terms and acronyms used within the budget document.
8
To answer these questions Refer to Page
How can the reader easily locate information? Table of Contents 3
What are the major policy issues in the budget? Budget Message 13Policies 31
What are WITC's major expenditures? Combining Budget Summary 26Combined Budget Summary 47
What are WITC's major revenue sources? Combining Budget Summary 26Combined Budget Summary 47Revenue Analysis 52
How will the homeowner be impacted? Impact of Taxpayers 30
What is WITC's vision and mission? Strategic Plan 28
How is WITC organized? Organizational Chart 37
What is the population of the district? WITC map 35
How many staff does WITC employ? Position Summary ‐ FTE basis 50Position Summary ‐ Board approved 51
What is the budget development process? Budget Process 63
Has the tax rate increased over time? Schedule of Tax Levies & Mill Rates 55
What has been the enrollment history? Program Enrollment Statistics 144
What programs does WITC offer? Degree/Diploma Offerings 142
What if the reader doesn't understand a term? Glossary 171
Does WITC have a website? http://www.witc.edu
For additional information regarding this document or College operations, please contact
Steve Decker, Vice President of Finance & Business Services or Anita Hacker, District Controller
at (715)468‐2815.
QUICK REFERENCE GUIDE
The following information should assist the reader in answering some of the more commonly asked questions
about the Wisconsin Indianhead Technical College budget:
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WITC ADMINISTRATIVE OFFICE
Overview
W I S C O N S I N I N D I A N H E A D T E C H N I C A L C O L L E G E
Administrative OfficeJohn WillPresident
AshlandNewRichmondRiceLakeSuperiorHaywardLadysmith
June 8, 2015
Dear Citizen:
Sincerely,
John Will Morrie VeilleuxPresident Board Chair
Thank you for taking an interest in Wisconsin Indianhead Technical College (WITC). The following pages will
provide you with key information about WITC’s budget as well as other important financial data. This document
is also intended to help you better understand WITC’s general operations. You’ll find this kind information by
taking note of the sections related to broad topics like the strategic planning process, WITC policies, and
enrollment trends.
The American Association of Community Colleges recently published a report documenting a national trend of
declining enrollment in two year institutions over the past several years. This is consistent with WITC’s
enrollment pattern, and it is in large part explained by an improving economy. As more jobs become available,
potential students need to sacrifice more in terms of lost wages in order to access college. While the long run
benefits of college are well‐documented, a good economy presents short run employment opportunities that
help shape a potential students’ decisions towards finding a job.
As an improving economy continues to ratchet up the need for a skilled workforce, WITC will continue to work
towards making its services available to as many people as possible. The value of WITC’s brand of education is
demonstrated in many ways, and our hope is that this document helps you understand not only how the college
works, but why it is such a key regional resource.
The creation of more jobs is undoubtedly good news for many, but feedback from area employers tells us that
our region continues to face shortages of skilled employees in a variety of fields. Increasing the general skill level
of our population is important not only because it improves the earning potential of our residents, but because it
helps businesses provide stability and opportunities for growth in our regional economy. An appropriately skilled
workforce is necessary for our local businesses to compete.
In addition, a skilled workforce benefits all of the region’s residents through its influence on the amount of and
quality of goods and services that can be provided. For example, WITC helps ensure that competent nurses, law
enforcement officers, emergency medical technicians, farmers, child care providers, mechanics, accountants and
a myriad of other skilled people are available to meet our collective day to day needs.
12
AshlandNewRichmondRiceLakeSuperiorHaywardLadysmith
June 8, 2015
To the WITC Board:
Challenges
WITC faced a number of challenges as it prepared this budget document. Some of the challenges were the following:
We submit this fiscal year 2015‐2016 budget to you for your adoption. This budget was prepared using Wisconsin
Indianhead Technical College's (WITC) annual budgetary process and the 2015‐2018 strategic planning process. These
processes are predicated on informed decision‐making which fosters educational and fiscal accountability. WITC's
definition of accountability is the stewardship responsibility it has to stakeholders to explain and clearly report its
planned usage of resources and the results of those efforts to achieve organizational objectives. WITC focuses on
maintaining the integrity of its educational programs and on student learning.
The administration of WITC is responsible for the preparation and presentation of the annual budget document. This
budget document has been prepared in accordance with the Wisconsin Technical College System's (WTCS) Financial
Accounting Manual guidelines, sound budgeting practices, and the Board's budget guidelines.
National economy: Mark Zandi, Chief economist for forecaster Moody's Analytics stated the following in his recent
U.S. Macro Outlook:
Negative fallout from the decline in oil prices has also hit the economy hard and quickly. Energy‐related investment
and jobs are in free fall, shaving an additional 0.75 percentage point from the annualized GDP in the quarter. More
cutbacks are in train, but will soon begin to fade, and the benefit to consumers from the lower oil prices should
become evident.
The principal threat to this optimism is the consequence of the surging value of the U.S. dollar. The dollar is up
strongly against most currencies, and this will weigh heavily on growth. How heavily depends on how high the dollar
goes. And with the Federal Reserve set to raise interest rates and most other central banks still easing monetary
policy, the dollar could very well appreciate more."
These temporary weights on the economy total a substantial 1.5 percentage points of GDP growth. Given that the
economy is expected to expand by about that pace in the first quarter, underlying growth is thus closer to 3%. This is
about the growth rate expected for the year.
"While discomforting, the slowdown should prove temporary. Unseasonably bad winter weather took a sizable bite
our of growth, subtracting as much as 0.5 percentage point from real GDP in the quarter. The now‐settled strike at
West Coast ports cost the economy an additional 0.25 percentage point.
13
Other indicators that help illustrate the state of Wisconsin's economy include the following:
State economy: The economy in Wisconsin has shown improvements in recovering from the economic downturn.
Wisconsin's Department of Workforce Development Secretary Reggie Newson issued the following statement on the
preliminary Current Employment Statistics (CES) totals for April, 2015:
• Current Employment Statistics (CES): compiled from a monthly survey sent to about 5,500 employers (3.5
percent of Wisconsin employers). CES data has been shown to be subject to substantial revision.
• Local Area Unemployment Statistics (LAUS): compiled from a monthly survey of 985 households and
unemployment insurance claims. Measures the labor force, employment, unemployment, and the unemployment
rate.
United States job growth remained on a positive track as the Current Employment Statistics (CES) published in April
2015, "Nonfarm payroll employment in the United States continued to grow in 2014. The economy added a total of 3.1
million jobs—the largest annual gain since 1999 and an average monthly employment increase of 260,000. Marking a
milestone in 2014, both total private and total nonfarm employment recovered from the severe effects of the most
recent (2007–2009) recession."
Employment opportunities for WITCs graduates appear promising as The Economics Daily (TED) report as published on
May 12, 2015 by the Bureau of Labor Statistics stated, "The unemployment rate in April 2015 was 5.4 percent. That was
essentially unchanged from March but down from 6.2 percent in April 2014. For people age 25 and older with a
bachelor's degree or more education, the unemployment rate was 2.7 percent in April 2015, down from 3.3 percent a
year earlier. For people with some college or an associate degree, the unemployment rate was 4.7 percent in April
2015, down from 5.6 percent the previous year."
"Wisconsin's preliminary March unemployment rate of 4.6 percent is the lowest rate since June 2008 remains well
below the national unemployment rate. In addition, the statistically significant year‐over‐year job increases across
multiple sectors are positive economic indicators that we are on a long‐term path to advance a Wisconsin that
supports greater freedom and prosperity."
The U.S. Bureau of Labor Statistics (BLS) uses three data sets to measure employment and unemployment:
• Quarterly Census of Employment and Wages (QCEW): compiled on a quarterly basis from Unemployment
Insurance records from some 96 percent of Wisconsin business establishments. Considered by most economists to
be the most accurate measure of jobs, the QCEW includes data from almost all employers in Wisconsin.
Further evidence of a slowing of the economy in the first quarter was a report published by the Bureau of Economic
Analysis on Wednesday, April 29, 2015.
• Average Initial Unemployment Insurance (UI) claims for the first 14 weeks of 2015 dropped to the lowest point
since 1995, and the annual average weekly continued UI claims are at their lowest levels since 2000.
• Department of Financial Institutions new business formation: The number of new business entities formed in
Wisconsin in the first three months of 2015 grew by 5.3 percent compared to same period in 2014. As of March 31,
2015, new business filings totaled 10,985, compared to 10,435 in same period in 2014.
• The Manpower Employment Outlook Survey gives Wisconsin the 3rd best outlook in the US for the next quarter.
The Wisconsin Economic Outlook May 2015 publication stated, "The Wisconsin jobs recovery continued in
2014 and the forecast calls for this trend to continue. The Current Employment Statistics (CES) data shows that total
employment increased 1.3% in 2014 following the nationwide strong growth of the labor markets.
"Real gross domestic product (GDP) increased 0.2 percent in the first quarter of 2015, according to the “advance”
estimate released by the Bureau of Economic Analysis. In the fourth quarter of 2014, real GDP increased 2.2 percent.
In the first quarter, the dollar strengthened against major currencies, imports and exports were delayed because of
labor disputes in key ports, energy prices declined, and several regions experienced severe weather." However, it
appears this may be a temporary slowing as BEA also reported, "Real disposable personal income (DPI)—personal
income adjusted for inflation and taxes—increased 6.2 percent in the first quarter, compared with 3.6 percent in the
fourth quarter of 2014. Personal saving as a percentage of current‐dollar DPI was 5.5 percent, compared with 4.6
percent."
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02/03 21,118,511,675
03/04 23,718,071,144 12.31%04/05 26,345,697,054 11.08%05/06 29,166,952,991 10.71%06/07 32,269,753,312 10.64%07/08 34,103,143,128 5.68%08/09 34,884,947,582 2.29%09/10 34,173,559,569 ‐2.04%10/11 32,487,261,673 ‐4.93%11/12 31,520,063,785 ‐2.98%12/13 30,073,355,967 ‐4.59%13/14 30,160,194,532 0.29%14/15 30,847,020,106 2.28%15/16 31,309,725,408 1.50%
2013 ‐ 2014 2014 ‐ 2015 2015 ‐ 2016Description Actual Actual EstimateOperational mill rate 1.04682$ 0.15750$ 0.17055$ Debt service mill rate 0.20619 0.20462 0.20664 Total mill rate 1.25301$ 0.36212$ 0.37719$
Based on the conditions of the local economy, a 1.5% increase in property valuations as related to net new
construction is projected for FY16. The average increase in valuations over the five years prior to the implementation of
the property tax relief aid has been 4.75 percent, while the average increase mill rate increased 1.73 percent.
Over 400,000 taxpayers enroll in a technical college annually, making it the state's largest higher education system.
Approximately 95 percent of the graduates of WITC are employed within six months of graduation. Many employers
are looking to the technical colleges to meet their needs for skilled workers, and the technical colleges are eager to
assist them.
Local economy and impact on WITC: The economy within the WITC district was not impacted as significantly as other
parts of the country. The district saw only slight increases in property values in both the current and prior tax years
and projects a modest increase in FY16 due to net new construction within the district.
Below is a chart showing the historical change in equalized valuation for the WITC district with a projection for FY16.
The chart shows the slow recovery of the values of real estate in recent years.
In March 2014, the Wisconsin State Legislature approved a major change to the funding structure of the Wisconsin
Technical College System. The special bill replaced $406 million of operational tax levy with state property tax relief
aid dollars. This impact of shift from taxes to state funding reduced WITC's mill rate by 71.1% between FY 14 and FY15.
Change in Equalized Valuation
The forecast expects even stronger labor markets in 2015. Wisconsin employment will grow 1.5% in 2015, while the
national employment increases 2.3%. The forecast for Wisconsin and U.S. employment calls for an improvement of the
labor markets in 2015. Low oil prices, improved consumer sentiment and consumer spending, and a recovering housing
sector give steam to this economic expansion."
‐10.00%
‐5.00%
0.00%
5.00%
10.00%
15.00%
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16
Equalized Valuation Changes
15
Fiscal Year and Value of 2013 ‐ 2014 2014 ‐ 2015 2015 ‐ 2016Valuation Change Home Actual Actual Projected2013/2014 ‐ base year 100,000$ 125.30$ 2014/2015 ‐ 2.28% increase 102,277$ 37.04$ 2015/2016 ‐ 1.50% increase 103,811$ 39.16$
Fiscal Year Non‐Credit Credit Total College FTE06/07 339.01 2,516.07 2,855.08 07/08 314.16 2,608.35 2,922.51 08/09 308.96 2,623.31 2,932.27 09/10 334.13 2,813.64 3,147.77 10/11 299.69 2,679.00 2,978.69 11/12 255.58 2,518.79 2,774.37 12/13 234.50 2,507.51 2,742.01 13/14 219.32 2,358.32 2,577.64
14/15 estimate 216.07 2,063.93 2,280.00 15/16 projected 230.29 2,199.71 2,430.00
Due to the projected increase in property values, a house that was valued at $100,000 in FY13 is projected to be worth
$103,811 in FY16.
Resignations and Retirements: WITC currently has seventeen full‐time position vacancies due to retirements and
resignations effective prior to or as of June 30, 2015. Of the seventeen positions, two will not be replaced, one will be
replaced with part‐time staffing and the remaining fourteen will be replaced in various capacities as candidates are
reviewed and selected.
Due to the implementation of the property tax relief aid in FY15, the district taxpayers are projected to pay 68.75
percent less in FY16 as they did in FY14.
Investments: By statute, WITC has limited investment opportunities. Current money‐market accounts and certificates
of deposit have not experienced losses of any principal during FY15; however, earnings were substantially lower than
historical averages, and WITC projects that returns will continue to be lower until financial markets rebound.
Taxes to be Paid
WITC FTE Trends 2005 ‐ 2015
Below is a graphical representation of FTE trends utilizing projected FY15 data as of April 2015 for WITC.
Student FTE growth: As a result of the economic downturn, WITC experienced a spike in FTE growth in FY10 with an
overall increase of 6.6 percent over FY09. Recently, these record high student enrollments have trended downward
statewide with estimated decreases ranging from 1 percent increase to a 5 percent decrease among WTCS Districts.
Insurance: Effective January 1, 2015, WITC continued with fully‐insured medical benefits. Employees were offered
three health plans including a traditional 80/20 plan as well as two high deductible plans that are eligible for Health
Savings Accounts (HSA). Based on claims history, the FY16 budget assumes a 9 percent increase in health insurance
cost.
‐ 300 600 900
1,200 1,500 1,800 2,100 2,400 2,700 3,000
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15estimate
15/16projected
Student FTEs
Non‐Credit Credit Total College FTE
16
Programming Initiatives
Budget development key factors
E‐Connect ‐ Child Care Services Program: E‐Connect ‐ Child Care Services is an innovative one‐year technical diploma
that incorporates the first year of the Early Childhood Education associate degree with Wisconsin Professional
Preschool Credential coursework. Graduates of this program will be recognized as Wisconsin Registry Career Ladder ‐
Career Level 11. Coursework is available in both online and in‐person formats in order to accommodate a variety of life
schedules and individual learning styles.
Advancing Careers and Training for Healthcare (ACT for Healthcare): A collaboration of all 16 colleges in the
Wisconsin Technical College System (WTCS), industry partners, and workforce development systems to develop,
expand, and enhance healthcare training programs. Using innovative training methods aligned with industry needs, the
project will create educational pathways and improve employment outcomes for eligible workers, veterans, and other
adults in the high‐demand field of healthcare.
FTE and Tuition expectations: WITC estimates the amount of tuition to be received based upon projected enrollments,
an estimated amount to receive credit and the increase to tuition rates. The tuition rates per credit for associate
degree, technical, and vocational adult programs are set by the Wisconsin Technical College System (WTCS) Board and
cannot be changed by WITC. The WTCS Board will approve the tuition rates in May 2015. Tuition rates will increase 2
percent for FY16. WITC has estimated a 6 percent increase in FTEs for FY16 from the current FY15 projection.
A balanced budget is being submitted to the WITC Board in accordance with state guidelines. Below are some of the key
factors impacting the budget development:
Some of the significant program initiatives planned for FY16 are:
Criminal Justice Studies: Criminal justice careers demand more knowledge, ethics, communication skills and
technology than ever before. Consider work as a juvenile detention officer, dispatcher or security; or apply this degree
to more education for a career as a police officer, federal agent, public defense lawyer, probation/parole agent, or
other position.
International Networks Transforming Effective & Rigorous Facilitation of Assessment, Collaboration & Education
(INTERFACE): As with Making the Future, this project brings together state‐wide educational systems, with an
emphasis on development, improvement, and expansion of adult educational training pathways to careers in
information technology‐related occupations throughout Wisconsin. The overall intention of the grant is to address the
need for core computer skill competencies that are imperative to the success of individuals entering post‐secondary
education.
Gerontology‐Aging Services Professional: The Gerontology‐Aging Services Professional program is designed to meet
the emerging and rapidly growing demand for service providers needed to work with the aging population. Students
will acquire comprehensive and interdisciplinary training to prepare them to work with older adults in a variety of
positions and diverse settings. This innovative and flexible program blends online and in‐person experiential learning
with community‐based fieldwork experience and is designed to fit into busy life schedules. Students can choose part‐
time or full‐time program options and mix and match coursework. It is ideal for people entering the job market or
choosing to enhance their current careers in service delivery or leadership roles within the gerontology field.
Making the Future ‐ The Wisconsin Strategy: The project brings together state‐wide educational systems, industry
groups, workforce development boards, and local/regional businesses in order to develop, improve, and expand adult
educational training pathways to careers in advanced manufacturing throughout Wisconsin. The overall intention of
the grant is to address the need for skilled workers by Wisconsin manufacturing companies as they return to the hiring
of local workers instead of outsourcing to foreign labor markets.
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FY15 FY16$ 1,567,400 $ 1,587,300 418,588 849,833
Total budgeted state aids $ 1,985,988 $ 2,437,133
State Aid Budget Calculation
Staffing and fringe benefits: WITC's staffing and fringe benefit costs are 82.3 percent of the FY16 operating budget.
The FY16 operational budget assumes position and staffing levels to remain constant. In addition, WITC's health
insurance contract for fully‐insured medical benefits expired on December 31, 2014. WITC went for bid to renew this
contract, and based on claims history, the FY16 budget assumes a 9 percent increase in health insurance cost.
State aids: The amount of aid is distributed to the sixteen technical colleges based on a complicated expenditure‐
driven formula equalized for tax‐levying ability. The formula takes into consideration student full‐time equivalent (FTE)
enrollments, aidable operational costs, an equalized valuation index, and a sum certain allocation at the state level.
WITC's declining FTE and total expenditures resulted in a 13 percent reduction in state aid funding; however, with the
addition of outcome based funding, WITC is planning for a 19 percent increase in total FY16 state aid over FY15.
State aidsOutcome based funding
Outcome based funding is based on criteria in the areas of job placement, high demand fields, industry validated
curriculum, Adult Basic Education (ABE) transition and success, dual enrollment, workforce training, collaboration and
special populations.
Grant funding: WITC has experienced a shift in program funding through grants. As shown below, prior years were
funded primarily through State of Wisconsin General Purpose Revenue (GPR) grants. Beginning in fiscal year 2014, the
Wisconsin Technical College System began a collaborative effort to obtain grant funding from the Department of Labor
, Employment & Training Administration Trade Adjustment Assistance Community College Career & Training (TAACCCT).
Since that time, WITC has been awarded three multi‐year grants, all of which are active in FY16.
Divisional discretionary expenditures: Districtwide discretionary divisional budget expenditures (i.e. part‐time wages,
travel, supplies, and other expenditures) were held at FY14 spending levels.
‐
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 est 2015/16 proj
Budgeted Grant Funding
AEFL Grants VTEA Grants GPR Grants Other
18
Strategic planning goals
WITC will implement 2015‐2018 strategic plan. Strategic Planning sessions began in the fall of 2013 with the
development of themes that were tied directly to the Academic Quality Improvement Program (AQIP). Listening sessions
and steering committees have compiled data in an effort to develop the 2015‐2018 Strategic Plan. The 2015‐2018
Strategic Plan consists of the following four goals:
Other post‐employment benefits: WITC's liability for post‐employment benefits was $11,138,380 based on its most
recent actuarial study. The trust pays the retiree costs when they come due. The estimated trust balance as of June
30, 2015 is $5,594,755 leaving an unfunded liability of $5,543,625. For the preparation of the FY16 budget WITC will
fund $650,000 out of the general fund, which is estimated to decrease the unfunded liability by 5.8 percent.
Operational costs: Districtwide operational costs (i.e. utilities, insurance, bank fees, and facility rentals) are projected
to increase 16.4 percent from the FY15 budget. This increase is primarily a result of increased student debt write‐offs,
enterprise activity funding and increasing utility costs.
Capital budget: WITC has budgeted $7,870,000 for capital projects. Major projects associated with these budget
dollars include non‐zoned remodeling projects, paving and sealcoating projects as well as zoned remodels at all of the
campuses. A total of $4,564,625 was included in the budget for other capital equipment and technology purchases for
a total capital budget of $12,434,625.
Debt service: WITC plans to borrow $11,440,000 in general obligation promissory notes to fund the majority of its
capital expenditures.
Create and strengthen partnerships that benefit stakeholders: WITC shares expertise among faculty, departments,
colleges, K‐12 districts, and local business and industry to provide a variety of learning and enrichment opportunities
that meet the needs of students, employers and community members.
Foster a learning and working environment that nurtures trust, respect, and professional growth: WITC develops
systems that attract and retain highly skilled, quality staff capable of responding to the changing needs of students,
staff and the community by fostering an environment that nurtures trust, respect and professional growth.
Demonstrate effective leadership through collaboration with clear and consistent communication: WITC is
committed to continually improving their employees effective leadership through collaboration and communication.
Provide Support and opportunities for student learning and success: WITC attracts and retains students with a range
of talents and needs by offering services and educational opportunities focused on student learning.
19
Academic Quality Improvement Program (AQIP)
Acknowledgements
Respectfully submitted,
John Will Steve DeckerPresident Vice President of Finance & Business Services
As part of its accreditation process through the Higher Learning Commission (HLC), WITC adheres to the AQIP pathway
that follows the principles of continuous quality improvement. As an AQIP institution, WITC demonstrates how it meets
accreditation standards and expectations through a sequence of events that are aligned and integrated with the College’s
strategic planning processes including strategy forums, systems portfolios and appraisals, action projects, and quality
checkup visits. Under the leadership of the Institutional Effectiveness Division, the Quality Improvement Steering
Committee oversees all Collegewide accreditation activities. An on‐site Quality Checkup visit was conducted by HLC In
October 2013. The checkup visit included review of the following:
The preparation of this report was accomplished through the cooperative efforts of all divisions at WITC. We express our
appreciation to these staff for their many long hours in the preparation of this report. In addition, we convey our
appreciation to the WITC Board for their interest and support in planning and conducting the financial operations of
WITC in a responsible and progressive manner.
• Institutional Status (including multiple campuses and distance education)• Systems Portfolio and Appraisal Follow‐up• Criteria for Accreditation Verification• Action Projects Review• Organizational Quality Commitment• Federal Compliance Review (including Title IV)
Based upon that visit and the rest of the College’s AQIP history, WITC received a recommendation for full reaffirmation of
accreditation through 2021.
20
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21
Total %Fiscal Year Operational (3) Debt Service Mill Rate Inc/(Dec)
2011/2012 0.99232 0.18779 1.18011 3.52%2012/2013 1.04005 0.20174 1.24179 5.23%2013/2014 1.04682 0.20619 1.25301 0.90%2014/2015 0.15750 0.20462 0.36212 ‐71.10%2015/2016 (2) 0.17055 0.20664 0.37719 4.16%
Percent Property Percent Tax on aFiscal Year Inc/(Dec) Tax Levy Inc/(Dec) $100,000 House
2011/2012 ‐6.40% 37,197,012$ 0.44% 118.012012/2013 ‐3.30% 37,344,989$ 0.40% 124.182013/2014 2.80% 37,791,079$ 1.20% 125.302014/2015 ‐0.60% 11,170,554$ ‐70.44% 36.212015/2016 4.70% 11,809,677$ 5.72% 37.72
Special SpecialRevenue ‐ Revenue ‐ Capital DebtOperational Non‐aidable Projects Service Proprietary
Fund Fund Fund Fund Funds Total
TaxLevy 587,477$ ‐$ ‐$ 6,469,818$ ‐$ 11,809,677$
Other BudgetedRevenues 2,343,217 13,081,394 244,635 105,000 3,250,000 58,390,753
TotalRevenues 2,930,694 13,081,394 244,635 6,574,818 3,250,000 70,200,430
BudgetedExpenditures 2,930,694 13,081,394 12,434,625 6,450,889 3,190,000 82,206,491
Excess RevenueOver Expenditures ‐ ‐ (12,189,990) 123,929 60,000 (12,006,061)
OperatingTransfers (61,800) ‐ 61,800 ‐ ‐ ‐
ProceedsFrom Debt ‐ ‐ 11,440,000 ‐ ‐ 11,440,000
Est FundBalance 7/1/15 558,284 691,630 706,931 6,489,221 307,998 23,985,617
Est FundBalance 6/30/16 496,484$ 691,630$ 18,741$ 6,613,150$ 367,998$ 23,419,556$
(1) Tid out, computers out.(2) Equalized valuation is projected to remain flat in fiscal year 2016 with an additional $462,705,302 in net new construction(3) The operational mill rate may not exceed 1.50000 per S.38.16 of the Wisconsin Statues(4) Fiscal years 2012‐2014 represent actual amounts, 2015 is estimated, and 2016 is the proposed budget
31,309,725,408$
78,995,942$
BUDGET/FUND BALANCE SUMMARY ‐ ALL FUNDS
TotalExpenditures (4)
79,487,169$ 76,840,243$
78,519,046$ 82,206,491$
15,231,553
15,231,553$
44,118,889
‐
‐
‐
4,752,382$
39,366,507
44,118,889
FundGeneral
30,847,020,106$
31,520,063,785$ 30,073,355,967$ 30,160,194,532$
Wisconsin Indianhead Technical CollegeNotice of Public Hearing
Mill Rates
PROPERTY TAX AND EXPENDITURE HISTORY
Fiscal year July 1, 2015 ‐ June 30, 2016
A public hearing on the proposed 2015‐16 budget for the Wisconsin Indianhead Technical College District will be held on June 8, 2015, at 8:30 a.m. at the
WITC's Shell Lake Administrative Building, 505 Pine Ridge Drive, Shell Lake WI, 54871. The detailed budget is available for public inspection at the WITC
Administrative Office, Shell Lake, Wisconsin or by contacting Steve Decker at (715) 468‐2815.
EqualizedValuation (1)
22
2013‐14 2014‐15 2014‐15 2015‐16Actual (1) Budget Estimate (2) Budget
REVENUESLocal government 30,760,218$ 4,273,807$ 4,318,240$ 4,752,382$ State funds 1,990,088 29,297,009 28,859,304 29,545,869 Program fees 8,447,560 8,160,690 7,690,483 8,171,996 Material fees 586,779 609,121 560,059 495,844 Other student fees 1,013,698 759,928 816,495 782,798 Institutional 337,314 375,000 242,193 350,000 Federal funds 25,300 20,000 9,698 20,000 Total revenues 43,160,957$ 43,495,555$ 42,496,472$ 44,118,889$
EXPENDITURESInstruction 24,462,502$ 25,627,633$ 25,415,659$ 25,754,734$ Instructional resources 1,412,759 1,491,994 1,454,322 1,446,601 Student services 4,690,525 4,786,877 4,621,118 4,944,143 General institutional 8,570,993 8,274,980 7,653,299 8,578,997 Physical plant 3,372,374 3,314,071 3,278,659 3,394,414 Auxiliary services ‐ ‐ ‐ ‐ Total expenditures 42,509,153$ 43,495,555$ 42,423,057$ 44,118,889$
Net Revenue/(Expenditures) 651,804$ ‐$ 73,415$ ‐$
OTHER SOURCES/(USES)Operating Transfer In/(Out) ‐ ‐ ‐ ‐ Total resources/(uses) 651,804$ ‐$ 73,415$ ‐$
TRANSFERS TO/(FROM) FUND BALANCEReserve for operations (36,755)$ ‐$ (2,521,515)$ 423,958$ Reserve for post‐retirement benefits ‐ ‐ 2,500,000 ‐ Designated for state aid fluctuations (1,718) ‐ (52,916) 24,886 Designated for subsequent years (2,576) ‐ (79,380) 37,329 Designated for subsequent year 692,853 ‐ 227,225 (486,173)
Total transfersto/(from) fund balance 651,804$ ‐$ 73,415$ ‐$
Beginning Fund Balance 14,506,334$ 14,660,209$ 15,158,138$ 15,231,553$ Ending Fund Balance 15,158,138$ 14,660,209$ 15,231,553$ 15,231,553$
%Change
EXPENDITURES BY FUNDGeneral Fund 42,509,153$ 43,495,555$ 42,423,057$ 44,118,889$ 1.43%Special Revenue/Operational Fund 4,041,218 2,154,781 2,936,862 2,930,694 36.01%Special Revenue/Non‐aidable Fund 12,722,816 15,030,000 13,682,181 13,081,394 ‐12.97%Capital Projects Fund 10,755,928 10,193,458 10,295,138 12,434,625 21.99%Debt Service Fund 6,109,350 6,343,769 6,413,156 6,450,889 1.69%Internal Service Fund 333,817 325,000 322,598 340,000 4.62%Enterprise Fund 2,523,660 3,000,000 2,446,054 2,850,000 ‐5.00%TOTAL EXPENDITURES BY FUND 78,995,942$ 80,542,563$ 78,519,046$ 82,206,491$ 2.07%
REVENUES BY FUNDGeneral Fund 43,160,957$ 43,495,555$ 42,496,472$ 44,118,889$ 1.43%Special Revenue/Operational Fund 4,104,830 2,154,781 2,953,874 2,930,694 36.01%Special Revenue/Non‐aidable Fund 12,824,849 15,030,000 13,741,447 13,081,394 ‐12.97%Capital Projects Fund 295,237 98,200 201,448 244,635 149.12%Debt Service Fund 6,595,824 6,525,718 6,604,767 6,574,818 0.75%Internal Service Fund 405,080 384,000 397,719 400,000 4.17%Enterprise Fund 2,398,739 3,000,000 2,403,573 2,850,000 ‐5.00%TOTAL REVENUES BY FUND 69,785,516$ 70,688,254$ 68,799,300$ 70,200,430$ ‐0.69%
(1) Actual is presented on a budgetary basis(2) Estimate is based upon nine months of actual and three month of estimate
Notice of Public Hearing
Fiscal year July 1, 2015 ‐ June 30, 2016
Budget Summary ‐ General Fund
23
Fiduciary Total
Special Special
Revenue Capital Debt Enterprise Internal Revenue Fixed Long‐Term Memorandum
General Operating Projects Service Fund Service Non‐aidable Asset Debt Only
ASSETS
Cash &
investments 15,521,107$ 447,595$ 5,374,851$ 6,538,748$ ‐$ 360,903$ 617,751$ ‐$ ‐$ 28,860,955$
Receivables
Property Tax 4,161,824 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,161,824
Accounts 1,200,026 110,689 ‐ ‐ 8,361 ‐ 73,879 ‐ ‐ 1,392,955
Inventory ‐ ‐ ‐ ‐ 369,276 ‐ ‐ ‐ ‐ 369,276
Amount available
in Debt Service Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6,538,748 6,538,748
Amount to be Provided
for Long‐Term Debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 37,027,675 37,027,675
Fixed Assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ 74,890,221 ‐ 74,890,221
Total Assets 20,882,957$ 558,284$ 5,374,851$ 6,538,748$ 377,637$ 360,903$ 691,630$ 74,890,221$ 43,566,423$ 153,241,656$
LIABILITIES
Accounts
Payable 348,602$ ‐$ 4,667,920$ ‐$ 367,442$ 58,800$ ‐$ ‐$ ‐$ 5,442,764$
Employee
Related Payables 1,560,674 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,560,674
Deferred
Revenues 3,742,127 ‐ ‐ ‐ 4,300 ‐ ‐ ‐ ‐ 3,746,427
General
Long‐Term Debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 43,566,423 43,566,423
Total Liabilities 5,651,403 ‐ 4,667,920 ‐ 371,742 58,800 ‐ ‐ 43,566,423 54,316,288
FUND EQUITY
Investments in
fixed assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ 74,890,221 ‐ 74,890,221
Retained earnings ‐ ‐ ‐ ‐ 5,895 ‐ ‐ ‐ ‐ 5,895
Fund Balance:
Reserve for post‐
employment benefits 2,500,000 2,500,000
Reserve for
capital projects ‐ ‐ 706,931 ‐ ‐ ‐ ‐ ‐ ‐ 706,931
Reserve for
self insurance ‐ ‐ ‐ ‐ ‐ 302,103 ‐ ‐ ‐ 302,103
Reserve for
student organizations ‐ ‐ ‐ ‐ ‐ ‐ 540,569 ‐ ‐ 540,569
Reserve for student
financial assistance ‐ ‐ ‐ ‐ ‐ ‐ 151,061 ‐ ‐ 151,061
Reserve for
debt service ‐ ‐ ‐ 6,538,748 ‐ ‐ ‐ ‐ ‐ 6,538,748
Unreserved:
Designated for
operations 8,105,764 558,284 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8,664,048
Designated for
state aid fluctuations 229,461 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 229,461
Designated for
subsequent year 4,052,137 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,052,137
Designated for
subsequent years 344,192 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 344,192
Total Fund Equity 15,231,554 558,284 706,931 6,538,748 5,895 302,103 691,630 74,890,221 ‐ 98,925,366
Total Liabilities &
Fund Equity 20,882,957$ 558,284$ 5,374,851$ 6,538,748$ 377,637$ 360,903$ 691,630$ 74,890,221$ 43,566,423$ 153,241,654$
PRO FORMA BALANCEAs of June 30, 2015
Governmental Funds Proprietary Funds Account Groups
24
Fiduciary Total
Special Special
Revenue Capital Debt Enterprise Internal Revenue Fixed Long‐Term Memorandum
General Operating Projects Service Fund Service Non‐aidable Asset Debt Only
ASSETS
Cash &
investments 15,796,106$ 395,795$ 3,186,661$ 6,613,150$ ‐$ 429,828$ 647,751$ ‐$ ‐$ 27,069,291$
Receivables
Property Tax 4,161,824 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,161,824
Accounts 1,100,026 100,689 ‐ ‐ 9,361 ‐ 83,879 ‐ ‐ 1,293,955
Inventory ‐ ‐ ‐ ‐ 319,276 ‐ ‐ ‐ ‐ 319,276
Amount available
in Debt Service Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6,613,150 6,613,150
Amount to be Provided
for Long‐Term Debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 48,393,273 48,393,273
Fixed Assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ 82,390,221 ‐ 82,390,221
Total Assets 21,057,956$ 496,484$ 3,186,661$ 6,613,150$ 328,637$ 429,828$ 731,630$ 82,390,221$ 55,006,423$ 170,240,992$
LIABILITIES
Accounts
Payable 373,602$ ‐$ 3,167,920$ ‐$ 322,742$ 67,725$ ‐$ ‐$ ‐$ 3,931,989$
Employee
Related Payables 1,610,674 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,610,674
Deferred
Revenues 3,842,127 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,842,127
General
Long‐Term Debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 55,006,423 55,006,423
Total Liabilities 5,826,403 ‐ 3,167,920 ‐ 322,742 67,725 ‐ ‐ 55,006,423 64,391,213
FUND EQUITY
Investments in
fixed assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ 82,390,221 ‐ 82,390,221
Retained earnings ‐ ‐ ‐ ‐ 5,895 ‐ ‐ ‐ ‐ 5,895
Fund Balance:
Reserve for post‐
employment benefits 2,500,000 2,500,000
Reserve for
capital projects ‐ ‐ 18,741 ‐ ‐ ‐ ‐ ‐ ‐ 18,741
Reserve for
self insurance ‐ ‐ ‐ ‐ ‐ 362,103 ‐ ‐ ‐ 362,103
Reserve for
student organizations ‐ ‐ ‐ ‐ ‐ ‐ 610,569 ‐ ‐ 610,569
Reserve for student
financial assistance ‐ ‐ ‐ ‐ ‐ ‐ 121,061 ‐ ‐ 121,061
Reserve for
debt service ‐ ‐ ‐ 6,613,150 ‐ ‐ ‐ ‐ ‐ 6,613,150
Unreserved:
Designated for
operations 8,529,722 496,484 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 9,026,206
Designated for
state aid fluctuations 254,347 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 254,347
Designated for
subsequent year 3,565,964 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,565,964
Designated for
subsequent years 381,521 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 381,521
Total Fund Equity 15,231,554 496,484 18,741 6,613,150 5,895 362,103 731,630 82,390,221 ‐ 105,849,778
Total Liabilities &
Fund Equity 21,057,957$ 496,484$ 3,186,661$ 6,613,150$ 328,637$ 429,828$ 731,630$ 82,390,221$ 55,006,423$ 170,240,991$
PRO FORMA BALANCEAs of June 30, 2016
Governmental Funds Proprietary Funds Account Groups
25
Combined
Capital Debt Internal
General Operating Non‐aidable Projects Service Service Enterprise Total
REVENUES
Local government 4,752,382$ 587,477$ ‐$ ‐$ 6,469,818$ ‐$ ‐$ 11,809,677$
State funds 29,545,869 198,404 ‐ 10,935 ‐ ‐ ‐ 29,755,208
Program fees 8,171,996 20,000 ‐ ‐ ‐ ‐ ‐ 8,191,996
Material fees 495,844 10,000 ‐ ‐ ‐ ‐ ‐ 505,844
Other student fees 782,798 ‐ 290,000 ‐ ‐ ‐ ‐ 1,072,798
Institutional 350,000 982,631 287,622 99,500 105,000 400,000 2,850,000 5,074,753
Federal funds 20,000 1,132,182 12,503,772 134,200 ‐ ‐ ‐ 13,790,154
Total revenues 44,118,889 2,930,694 13,081,394 244,635 6,574,818 400,000 2,850,000 70,200,430
EXPENDITURES
Instruction 25,754,734 2,425,987 159,600 1,666,838 ‐ ‐ ‐ 30,007,159
Instructional resources 1,446,601 ‐ ‐ 519,450 ‐ ‐ ‐ 1,966,051
Student services 4,944,143 494,707 12,921,794 9,790 ‐ ‐ ‐ 18,370,434
General institutional 8,578,997 5,000 ‐ 1,101,010 ‐ ‐ ‐ 9,685,007
Physical plant 3,394,414 5,000 ‐ 9,137,537 6,450,889 ‐ ‐ 18,987,840
Auxiliary services ‐ ‐ ‐ ‐ ‐ 340,000 2,850,000 3,190,000
Total expenditures 44,118,889 2,930,694 13,081,394 12,434,625 6,450,889 340,000 2,850,000 82,206,491
Net revenue/(expenditure) ‐ ‐ ‐ (12,189,990) 123,929 60,000 ‐ (12,006,061)
OTHER SOURCES/(USES)
Operating transfer in/(out) ‐ (61,800) ‐ 61,800 ‐ ‐ ‐ ‐
Proceeds from debt ‐ ‐ ‐ 11,440,000 ‐ ‐ ‐ 11,440,000
Total other sources/(uses) ‐ (61,800) ‐ 11,501,800 ‐ ‐ ‐ 11,440,000
TRANSFERS TO/(FROM) FUND BALANCE
Reserve for prepaids & inventories ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reserve for operations 423,958 ‐ ‐ ‐ ‐ ‐ ‐ 423,958
Reserve for post‐employment benefits ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reserve for capital outlays ‐ ‐ ‐ (688,190) ‐ ‐ ‐ (688,190)
Reserve for debt service ‐ ‐ ‐ ‐ 123,929 ‐ ‐ 123,929
Reserve for financial aid ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reserve for student organizations ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reserve for self insurance ‐ ‐ ‐ ‐ ‐ 60,000 ‐ 60,000
Retained earnings ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Designated for state aid fluctuations 24,886 ‐ ‐ ‐ ‐ ‐ ‐ 24,886
Designated for subsequent years 37,329 ‐ ‐ ‐ ‐ ‐ ‐ 37,329
Designated for subsequent year (486,173) (61,800) ‐ ‐ ‐ ‐ ‐ (547,973)
Total transfers ‐ (61,800) ‐ (688,190) 123,929 60,000 ‐ (566,061)
Beginning fund balance 15,231,553 558,284 691,630 706,931 6,489,221 302,103 5,895 23,985,617
Ending fund balance 15,231,553$ 496,484$ 691,630$ 18,741$ 6,613,150$ 362,103$ 5,895$ 23,419,556$
Special Revenue
COMBINING BUDGET SUMMARYFiscal year July 1, 2015 ‐ June 30, 2016
Governmental Funds Proprietary Funds
Operating Funds
26
General Fund
Special revenue fund
Capital projects fund
Debt service fund
Proprietary fund
Effective January 2012, WITC implemented fully‐insured health insurance plans; however, the self‐insured
dental insurance plan remains in effect for the FY16 budget. The internal service fund includes $400,000 of
revenue and $340,000 of expenditures as a result of projected insurance activity.
The capital projects fund includes $12.4 million in expenditures of which $11.4 million will be funded through
general obligation promissory notes as well as $0.24 million in projected revenues, $61,800 from sources from
other funds, and $0.69 million of capital reserves. Over the next four years, WITC anticipates it will need to
issue an average of $6.6 million annually in debt to fund construction projects included in its master facility
plan as well as other capital requirements as identified through program improvements and/or technological
advances.
The debt service fund includes $6.57 million in revenues and $6.45 million in expenditures. Debt repayment
schedules have been established in such a way to allow a steady tax levy base for this fund. Debt is utilized to
finance capital expenditures so the cost of long‐term assets are repaid over the assets' expected useful life.
FISCAL IMPACT SUMMARY
The general fund includes $44.2 million in revenues and $44.2 million in expenditures. This budget was
developed using a zero‐based budgeting approach. The College has budgeted $650,000 to fund the annual
required contribution for its post‐employment benefit liability. Salaries and benefits comprise 82.3 percent of
the expenditures in this budget, with local property taxes representing 10.8 percent of revenues, and state
aids including the property tax relief aid which was implemented in FY15 represent 70.0 percent of revenues.
The special revenue ‐ operational fund includes $2.93 million in anticipated revenues and $2.93 million in
expenditures. This budget was built based upon anticipated external federal and state grants to be received in
FY16. The tax levy is used to cover the match portion of these grants. In addition, the revenue and expense
for customized business and industry training is recorded in this fund.
The proprietary (enterprise) fund includes $2.85 million of revenues and $2.85 million in expenditures. This
fund is used to account for business type activities such as the campus bookstores and conference centers.
The total operating revenue in this fund is expected to cover costs.
The special revenue ‐ non‐aidable fund includes $13.1 million in revenues and $13.1 million of expenditures.
The majority of these funds are state and federal financial aid to be disbursed to students to pay for their
tuition and fees. This fund is also used to account for the assets held in trust by WITC as a fiscal agent for
student club funds.
27
Vision ‐ An Innovative Journey
Mission ‐ Learning First
Strategic Goals
Foster a learning and working environment that nurtures trust, respect, and professional growth: Specific objectives identified in the 2015‐2018 Strategic Plan are as follows:
STRATEGIC PLAN
Wisconsin Indianhead Technical College believes education is a lifelong journey of learning and discovery. We
embrace innovative theories, techniques, and technologies to ensure success in a changing world.
At Wisconsin Indianhead Technical College, learning is our passion. As Northwest Wisconsin's leader in
technical education, WITC creates dynamic opportunities for career preparation and personal effectiveness.
We are committed to making each and every experience with us meaningful and professional.
Provide Support and opportunities for student learning and success: To reach this goal, each division within WITC developed objectives as identified in the 2015‐2018 Strategic Plan document focusing on ways to
provide support and opportunities for student learning and success as follows:
* Develop a systematic approach that will raise students' level of essential skills for success
in both employment and real life.
* Develop strategies for responsive scheduling and teaching methods.
* Analyze programming needs and opportunities.
* Plan and improve facilities and technology to support the learning environment
Create and strengthen partnerships that benefit stakeholders: In an effort to identify areas of opportunity, the following objectives were identified in the 2015‐2018 Strategic Plan as a means of creating
and strengthening partnerships that benefit our stakeholders:
* Develop a new approach to provide internship opportunities with assistance of our Business &
Industry partners.
* Collaborate with our K‐12 districts to develop a comprehensive approach to increase and promote
opportunities to high school students to enroll at WITC.
* Create networking, relationships and connections within our communities and stakeholders.
* Effectively predict the technical and soft skills needed of employers and train faculty and staff
accordingly so that program modifications can be made in a timely and efficient manner.
* Determine areas for faculty development relative to use of best institutional practices.
* Emphasize and provide opportunities and resources for support and technical staff learning and
professional development that helps the College achieve its strategic goals and objectives.
* Continue to develop manager and supervisor leadership skills.
* Enhance strategies to recruit and retain positively engaged and responsive employees.
Demonstrate effective leadership through collaboration with clear and consistent communication: As a means of continually improving this goal, the following objectives were identified in the 2015‐2018
Strategic Plan:
* Improve internal communication and decision‐making.
* Enhance external communication.
* Showcase facilities.
28
2015‐2018 Strategic Plan Metrics
Enrollments ‐ 2,700 FTE Employee Satisfaction ‐ 4.0 (Satisfied)
Enrollment ‐ 25,000 Unduplicated Headcount Employer Satisfaction ‐ 97%
Cost per FTE ‐ Less than 115% of WTCS Cohort Average Student Satisfaction ‐ 6.0 (Satisfied)
Strategic Planning Process
Values
Integrity: We value honesty, accountability, and diversity in an open and ethical environment.
Collaboration: We value partnerships that enhance learning, promote economic development, and
improve quality of life.
Empowerment: We value an engaging and supportive environment that inspires learners to achieve their
personal and professional goals.
Excellence: We value high quality training, professional development, and a customer service in a dynamic
learning environment.
Innovation: We value flexible delivery options and embrace the latest theories and technologies to meet
individual learners' needs.
Strategic planning metrics are and essential tool for measuring the success of Wisconsin Indianhead Technical
College. The 2015‐2018 Strategic Plan includes the following metrics:
29
How does the budget impact the taxpayer?
Homeowners saveYear Tax06/07 97.85$ 07/08 97.11$ 08/09 99.49$ 09/10 105.57$ 10/11 114.00$ 11/12 118.01$ 12/13 124.18$ 13/14 125.30$ 14/15 36.21$ 15/16 37.72$
Tax on a $100,000 House
IMPACT ON TAXPAYER
WITC is considered a special district by the state of Wisconsin. As a result, it has authority to levy taxes to
cover the services it provides. Annually WITC is required to adopt a balanced budget. During the budget
process, the College determines the amount of tax levy required to implement its plans and maintain a
balanced budget. In October of each year the Board approves the amount of tax levy to be assessed against
each municipality within the district. Balancing the levy's impact on taxpayers and its impact on the services
provided by WITC are important considerations.
By state statute, WITC cannot assess more than $1.50 per $1,000 of equalized valuation for operational costs
to the municipalities. There is no limit on the amount that can be assessed for debt service; however, state
statutes limit how much debt the College can issue without a referendum. In this way, the statutes place
controls on a technical college's operational and debt levies.
WITC apportions its levy to the municipalities based on equalized valuation as determined by the State of
Wisconsin Department of Revenue. WITC invoices the municipalities based upon mill rates. A mill rate is the
amount of taxes billed per $1,000 of valuation. The tax rates shown within this document are based upon
equalized valuations that are billed to the municipalities, not on assessed valuations billed to the taxpayer.
The municipalities, in turn, bill the taxpayers of those municipalities based upon assessed valuation;
therefore, the mill rate assessed by one municipality for taxes from WITC can be different than the mill rate
billed by another municipality. These rates may be higher or lower than the mill rates billed to the
municipalities by WITC based upon equalized valuation.
In March 2014, the legislature approved the property tax relief aid
which removed $406 million of funding for the technical colleges off
property taxes and replaced it with state funding. This change in
funding directly impacted the WITC‐district homeowners by
effectively lowering their property tax liability by nearly seventy
percent. The FY16 WITC budget has estimated the amount the
municipalities within the district will be bill is $0.17 for operations
and $0.21 for debt service for a total of $0.38 per $1,000 of
equalized valuation. The chart and graphical representation of the
historical taxes on a $100,000 house are shown here.
‐
50
100
150
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16
30
Fiscal policies
Debt management
Long‐term liabilities
Internal control
Accounting systems
POLICIES
A number of policies provide the context for planning and developing the budget in any given year. Fiscal
policies address the acquisition and general allocation of resources. These include cash management, reserves,
debt service, etc. They address the key issues and concerns that frame the task at hand ‐ preparing a balanced
budget that effectively achieves the College's priorities within the context of the current and expected
economic and political realities. In addition, they ensure that proper budget controls are in place.
The WITC Board has taxing powers and may incur long‐term debt obligations. By law, WITC cannot have
bonded indebtedness greater than 2 percent of equalized valuation and aggregate indebtedness greater than 5
percent of equalized valuation. WITC structures its debt with the goal of maintaining a stable tax levy in the
debt service fund. Debt is repaid over a three to ten year period or less for any bond issue that is not part of a
referendum. Referendum bond issues may be paid off over a ten to twenty year period, depending on the size
of the referendum. WITC annually borrows funds to pay for new construction, land improvements, building
improvements, site improvements, and capital equipment. These costs are budgeted in the capital projects
fund. WITC does not borrow funds for cash flow purposes.
Responsible financial management means looking beyond the next fiscal year to potential liabilities that can
impact WITC in the future. Post‐employment sick pay and other post‐employment benefits (OBEB) are
long‐term costs that must be addressed. It is essential to plan for such potential liabilities early and allocate
resources accordingly to ensure that current budgetary policies and actions do not lead to unexpected financial
burdens that could require drastic remedies in the future. As a result, WITC has chosen to fund the Annual
Required Contribution for post‐employment benefits using the allowable amortization period of 13 years. WITC
has an actuarial calculation of the liability related to postemployment benefits so that it fully understands the
future financial impact of this benefit. In fiscal year 2008 WITC created an irrevocable OPEB trust for its
post‐employment benefits and has started to fund the trust in order to reduce and eventually eliminate this
liability.
In developing and modifying WITC's accounting system, consideration is given to the adequacy of internal
controls. Internal accounting controls are designed to provide reasonable, but not absolute, assurance
regarding the safeguarding of assets against loss from unauthorized use or disposition and the reliability of
financial records for preparing financial statements and maintaining accountability for assets.
WITC is committed to the development of good management systems and controls. Significant efforts are
made to employ qualified personnel; likewise, systems are conscientiously developed within which WITC
employees can function effectively and which provide appropriate levels of supervision, internal controls, and
segregation of job duties.
31
Cash management
Revenue estimates
Balanced budget
Total Revenues 70,200,430 Proceeds from Debt 11,440,000 Use of Fund Balance 566,061 Total Sources of Funds 82,206,491 Total Expenditures 82,206,491 Variance ‐
Maintenance of fund balance
Contingencies
Risk management
WITC has adopted an investment policy, which restricts investments to time deposits that mature in not more
than one year, US treasury obligations, repurchase agreements, US instrumentalities, and other high‐grade
securities that comply with Wisconsin statute 66.0603. WITC structures its investments to ensure sufficient
funds are available to meet all obligations when due and to provide for safety, liquidity, return, and
diversification ‐ in that order.
In order to maintain good fiscal integrity, WITC uses conservative estimates when forecasting revenues so that
expected actual revenues equal or exceed the budgeted revenues.
State statutes require the College to prepare an annual
budget. The WITC Board controls the budget primarily by
controlling the change in the tax levy. Administration must
present a balanced budget to the Board that meets the
budget guidelines as established by the Board. The budget is
balanced when revenues plus other sources is equal to
expenditures plus other uses.
Balanced Budget
State statutes prohibit the technical colleges from maintaining any unreserved and undesignated fund
balances. WITC maintains fund balance reserves for prepaid expenditures and inventories, operations, capital
projects, debt service, student organizations, student financial assistance, and funds designated for subsequent
years. WITC does not utilize fund balance to fund ongoing operations. Any use of fund balance is for a one‐time
only expenditures or emergencies. For proprietary funds whose reserves have exceeded planned levels, the
College may implement a planned drawdown of these funds. A historical representation fund balance
maintenance can be found on page 49 of this document.
Proceeds from issuance of general obligation promissory notes are not always spent in the year the funds are
received, resulting in the reappropriation some of these funds in future years.
The College maintains a Designated for Operations account in its fund balance in the general fund that can be
accessed for emergencies and to help with cash flow in order to avoid short‐term borrowing. A similar account
is maintained in the special revenue ‐ operating fund to be used for additional match for grants if the budgeted
levy for the year is insufficient for new grants that may be available during the year.
WITC maintains a risk management program that includes a risk manager, a safety coordinator, a
comprehensive insurance program designated to meet WITC's needs, active security and safety committees
oriented to the identification and avoidance of risk, regular meetings with employees covering risk
management, and an independent risk management and insurance consulting firm retained to assist in WITC's
risk management program.
32
Bond rating
Independent audit
Planning processes
Strategic planning
Other planning and quality improvement processesIn addition to Strategic and Technology Plans, WITC also utilizes other planning processes which include:
Planned satisfaction, engagement, and benchmarking studies including the Community College Survey of
Student Engagement (CCSSE), the Noel‐Levitz Student Satisfaction Inventory (SSI), the College Employee
Satisfaction Survey (CESS), and the National Community College Benchmarking Project (NCCBP). These
studies help WITC to analyze of data both over time as well as to benchmark against like institutions both
statewide and nationally. Based upon this analysis, action plans are developed and built into operational and
strategic planning.
Academic Program Review is a cyclic process where each WITC credit program undergoes a detailed analysis
of its operations and outcomes including a self‐study that covers data trends and WTCS benchmarks,
curriculum, assessment of student learning, advisory committees, equipment, facilities, staff knowledge and
development, and cross‐college collaboration. Each review culminates in a two‐year improvement plan that
feeds into the related planning processes.
Annual follow‐up studies, including 6‐month graduates, withdrawals, and employers, allow WITC to monitor
changes in the labor market. In addition, longitudinal follow‐up studies allow WITC to determine the long‐
term benefit of occupational education and to determine what changes may or may not need to be made to
curriculum and program offerings.
A Comprehensive Facility Plan which addresses programmatic and support service facility needs. The
instructional program needs are a significant driver of a facility use plan. These two plans need to be aligned
at all times. The Comprehensive Facility Plan also needs to align and be integrated into the budget process to
allow resources to be available when needed. This plan is used to develop the ten year project sequencing
summary as presented on page 113.
In order to have a clear focus and direction, strategic planning is a necessity. The strategic planning process
needs to be fully integrated with other planning processes such as budgeting, resource allocation, capital
improvement and program planning.
WITC hires a certified public accounting firm to conduct an independent audit of its accounting records in
compliance with generally accepted accounting and auditing standards and in compliance with the Single Audit
Act requirements. WITC board policy and state law require an annual audit of the financial statements of WITC
by an independent certified public accountant. WITC does not maintain an internal audit staff; however,
internal audit and operation review services are purchased on an as‐needed basis from an independent
auditor.
WITC is determined to maintain fiscal integrity and maximize its bond rating. The current Moody's bond rating
is Aaa which is the highest rating available.
WITC integrates a number of planning processes into its daily activities. These processes are also integrated
into the resource allocation process, which include financial, human, and capital needs.
33
WITC is one of sixteen technical colleges in Wisconsin and the largest
district in area.
WTCS Map
34
District Map
35
BOARD MEMBERSHIP
Board members provide a critical perspective on WITC’s operations. The membership consists of two employers,
two employees, three additional members, one public school administrator, and one elected official. Board
members are appointed by an Appointment Committee consisting of the chair of each of the 11 counties in the
district. Members of the board serve three‐year terms. Regular board meetings are held on the third Monday of
each month with the annual board meeting being held on the second Monday of July. All meetings are open to
the public. If necessary, periodic meetings are scheduled at other times. Board members receive no
compensation for their services, but are reimbursed for actual and necessary expenses in the performance of
their duties.
Jean Serum is a school district administrator member of the board with district wide representation. Jean
has been a board member since 2010.
Morrie Veilleux is the employer member of the board representing St. Croix County. Morrie was a board
member in 1997‐2000; and returned to the board in 2010.
Eileen Yeakley is an employee member of the board representing Barron County. Eileen has been a board
member since 2011.
James Beistle is an additional member of the board representing Burnett and Polk Counties. James has
been a board member since 1999.
Chris Fitzgerald is the elected official member of the board with district wide representation. Chris has
been a board member since 2011.
Brett Gerber is an employer member of the board representing Rusk, Sawyer and Washburn Counties.
Brett has been a board member since 2013.
Lorraine Laberee is an additional member of the board representing Ashland, Bayfield, and Iron Counties.
Lorraine has been a board member since 1986.
Troy Lambert is an employee member of the board representing Douglas County. Troy has been a board
member since 2014.
David Minor is an additional member of the board with district wide representation. David has been a
board member since 2010.
36
Vice President,
Student Affairs
&
Ashland Campus
Administration
Vice President,
Technology Services
&
New Richmond
Campus
Administration
Vice President,
Continuing
Education/
Executive Director,
Foundation &
Rice Lake Campus
Administration
Vice President,
Academic Affairs &
Superior Campus
Administration
Wisconsin Indianhead Technical College Organization Chart
Academic Affairs
Administration
Continuing
Education
Business & Industry
Contracts
Public Safety
Instruction
Information
Technology
Web
Portal
Agricultural
Instruction
Business Instruction
Applied Arts
Instruction
Consumer Education
Instruction
Industry/Trade
Instruction
Health Occupations
Instruction
Technical Occupation
Instruction
General Education
Instruction
Student
Services
Financial
Aid
Records &
Registration
Marketing
Benefits &
Compensation
Recruitment,
Retention &
Certification
Financial
Accounting Services
Procurement
Services
Quality Improvement
Coordinator
WILM
Administration
Distance
Learning
Library Resource
Center (LRC)
Board of Trustees
PresidentExecutive
Operations
Vice President,
Finance & Business
Services/Chief
Financial Officer
Vice President,
Human Resources,
Risk Management &
Shell Lake Office
Administration
Vice President,
Institutional
Effectiveness &
Accreditation Liaison
Officer
Resource
Development
WITC
Foundation
Research &
Data Coordinator
Student
Financial
Services
Professional
Development
Risk Management
Safety & Security
37
Taxing district
Our students
White 94%
Male 46%
Female 54% Native American 3%
Other 3%
DISTRICT PROFILE
The Wisconsin Indianhead Technical College District (WITC) is the largest district in the State by area. The
District encompasses all or part of Ashland, Barron, Bayfield, Burnett, Douglas, Iron, Polk, Rusk, St. Croix,
Sawyer, and Washburn counties, which comprises approximately 20 percent of the area in the State. The
District's boundaries are coterminous with those of its member school districts. The estimated current
population of the District is 315,152.
The District was formed in July 1972 by combining the eight‐county District 17 and the three‐county District 18.
Wisconsin vocational, technical and adult educational districts were created under Chapter 292, Wisconsin Laws
of 1965. Under the 1993 Wisconsin Act 399, the name of the State Board of Vocational, Technical and Adult
Education was changed to the Wisconsin Technical College System Board. Accordingly, after July 21, 1994, the
District which had formerly been named Wisconsin Indianhead Vocational, Technical and Adult Education
District, became officially known as the Wisconsin Indianhead Technical College District.
Our program students range in age from 14 to 77 with the average age being 28 years old. Students have wide‐
ranging socio‐economic backgrounds. Following graduation, 76 percent of graduates reside and work in
Wisconsin with 64 percent working within the district boundaries. Ninety‐five percent are employed within six
months of graduation and 78 percent of these graduates are employed in a career that is related to their WITC
training. The average starting salary for a WITC graduate in 2014 was $35,795. Several programs have starting
salaries over $40,000. Ninety‐eight percent of graduates indicate they are satisfied or very satisfied with their
WITC experience and would recommend WITC to a friend or family member.
The majority of WITC's students do not have plans to receive a degree and utilize WITC's services to enhance
personal or professional skills. Annually nearly 20,000 citizens take advantage of educational opportunities
offered by WITC. While approximately 5,900 unduplicated students enrolled in credit programming in fiscal year
2015, over 14,000 unduplicated students enrolled in non‐credit offerings of the District during that period.
Gender Ethnicity
White94%
Native American
3%
Other 3%
Male46%
Female54%
38
Our campuses
The WITC‐New Richmond Campus was completed in 1976 and currently consists of a 136,454 square foot
facility, situated on a 38‐acre site. It is located in St. Croix County, the most heavily populated portion of the
District. In 1987, the District constructed a 10,700 square‐foot addition to this campus. New Richmond's capital
campaign contributed $470,000 in private donations to the project. In 1995, an 8,639 square‐foot addition to
the technical and industrial wing was constructed, partially paid from a $200,000 capital campaign. A 5,611
square‐foot Technology Center was added in 2001 and a 5,072 square‐foot Administration and Continuing
Education addition was completed in 2002. In 2010, an addition of 7,500 square feet was completed in the
Trade and Technical Wing. The most recent addition to the campus was a 8,000 square foot expansion of
faculty offices and general classrooms was completed.
The WITC‐Rice Lake Campus is located adjacent to the University of Wisconsin ‐ Barron County Center and
consists of two buildings totaling 157,579 square feet on a 52‐acre site. Approximately 15,371 square feet of
additional space was added in 1990 to the original 1976 structures. This included 8,604 square feet for a
television studio, lab and storage space that links two campus halls and 6,767 square feet of remodeled space
for faculty and supervisor relocation. A conference center was added In 1992 which totaled 8,104 square feet.
Rice Lake's capital campaign contributed $191,000 in private donations to the project. In 1997, a masonry lab
and cold storage totaling 4,776 square feet were added. In 2003, a Telecommunication Center was added
totaling 16,870 square feet. The 9,702 square foot Allied Health Wing addition was completed during 2011
which enabled the College to relocate students back to campus from leased instructional space from Marshfield
Clinic.
The WITC‐Superior Campus, with 121,179 square feet of facilities, is located adjacent to the campus of the
University of Wisconsin ‐ Superior on an 8.6‐acre site. The original three‐story, 99,339 square‐foot building was
constructed in 1978. A 3,500 square‐foot Energy Lab was constructed in 1980. A 9,896 square‐foot conference
center and second story infill were added in 1992. In 1998, a 2,610 square‐foot cold storage addition was added
and in 2006, a 6,633 square‐foot Flexible Trade and Technology Lab was added.
The WITC‐Ashland Campus consists of a 74,799 square‐foot building on a 30‐acre site. The original building was
constructed in the late 1960's and has had several additions since. The Marine Lab addition was constructed in
1995. A 5,123 square‐foot Technology Center was added in 2000. In 2013 a 634 square foot cold storage
addition was built to serve the material storage needs of the machine tool program.
The Administrative Office for WITC is located in the City of Shell Lake, which is centrally located within the
District. The District operates four campuses located in the cities of Ashland, New Richmond, Rice Lake, and
Superior, two Outreach Center locations (Hayward and Ladysmith), and a Learning Center in Spooner. In
addition, WITC offers classes at many other locations on a temporary basis. During the late 1970's, the District
undertook an extensive building program on the four campuses, financed by the issuance of debt and annual
capital improvement levies. Facility improvements have been made on a regular basis since that time to meet
the changing needs of vocational and technical education. The administrative building consists of 25,873 square
feet on a three‐acre site.
39
2014/15 2014/152013/14 Adopted Modified 2014/15 2015/16Actual* Budget Budget Estimate** Budget
REVENUESLocal government 30,760,218$ 4,273,807$ 4,273,807$ 4,318,240$ 4,752,382$ State funds 1,990,088 29,297,009 29,297,009 28,859,304 29,545,869 Program fees 8,447,560 8,160,690 8,160,690 7,690,483 8,171,996 Material fees 586,779 609,121 609,121 560,059 495,844 Other student fees 1,013,698 759,928 759,928 816,495 782,798 Institutional 337,314 375,000 375,000 242,193 350,000 Federal funds 25,300 20,000 20,000 9,698 20,000 Total revenues 43,160,957$ 43,495,555$ 43,495,555$ 42,496,472$ 44,118,889$
EXPENDITURESInstruction 24,462,502$ 25,627,633$ 25,627,633$ 25,415,659$ 25,754,734$ Instructional resources 1,412,759 1,491,994 1,491,994 1,454,322 1,446,601 Student services 4,690,525 4,786,877 4,786,877 4,621,118 4,944,143 General institutional 8,570,993 8,274,980 8,274,980 7,653,299 8,578,997 Physical plant 3,372,374 3,314,071 3,314,071 3,278,659 3,394,414 Auxiliary services ‐ ‐ ‐ ‐ ‐ Total expenditures 42,509,153$ 43,495,555$ 43,495,555$ 42,423,057$ 44,118,889$
Net revenue/(expenditure) 651,804$ ‐$ ‐$ 73,415$ ‐$
OTHER SOURCES/(USES)Operating transfer in/(out) ‐$ ‐$ ‐$ ‐$ ‐$ Proceeds from debt ‐ ‐ ‐ ‐ ‐ Total other sources/(uses) ‐$ ‐$ ‐$ ‐$ ‐$
TRANSFERS TO/(FROM) FUND BALANCEReserve for operations (36,755)$ (73,415)$ ‐$ (2,521,515)$ 423,958$ Reserve for post‐employment benefits ‐ ‐ ‐ 2,500,000 ‐ Designated for state aid fluctuations (1,718) ‐ ‐ (52,916) 24,886 Designated for subsequent years (2,576) ‐ ‐ (79,380) 37,329 Designated for subsequent year 692,853 ‐ ‐ 227,225 (486,173) Total transfers to/(from) fund balance 651,804$ (73,415)$ ‐$ 73,415$ ‐$
Beginning fund balance 14,506,334$ 14,660,209$ 14,660,209$ 15,158,138$ 15,231,553$ Ending fund balance 15,158,138$ 14,586,794$ 14,660,209$ 15,231,553$ 15,231,553$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
GENERAL FUND2015‐16 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
40
2014/15 2014/152013/14 Adopted Modified 2014/15 2015/16Actual* Budget Budget Estimate** Budget
REVENUESLocal government 801,747$ 587,477$ 587,477$ 587,477$ 587,477$ State funds 833,782 372,587 372,587 369,568 198,404 Program fees 23,909 25,000 25,000 21,566 20,000 Material fees 53,650 20,000 20,000 8,155 10,000 Other student fees ‐ ‐ ‐ ‐ ‐ Institutional 1,656,099 261,200 1,036,200 1,011,706 982,631 Federal funds 735,643 888,517 963,517 955,402 1,132,182 Total revenues 4,104,830$ 2,154,781$ 3,004,781$ 2,953,874$ 2,930,694$
EXPENDITURESInstruction 3,560,628$ 1,648,833$ 2,543,833$ 2,498,309$ 2,425,987$ Instructional resources ‐ 15,000 ‐ ‐ ‐ Student services 480,590 460,948 460,948 438,553 494,707 General institutional ‐ 15,000 ‐ ‐ 5,000 Physical plant ‐ 15,000 ‐ ‐ 5,000 Auxiliary services ‐ ‐ ‐ ‐ ‐ Total expenditures 4,041,218$ 2,154,781$ 3,004,781$ 2,936,862$ 2,930,694$
Net revenue/(expenditure) 63,612$ ‐$ ‐$ 17,012$ ‐$
OTHER SOURCES/(USES)Operating transfer in/(out) (58,568)$ (40,000)$ (40,000)$ (37,686)$ (61,800)$ Proceeds from debt ‐ ‐ ‐ ‐ ‐ Total other sources/(uses) (58,568.0)$ (40,000)$ (40,000.0)$ (37,686.0)$ (61,800)$
TRANSFERS TO/(FROM) FUND BALANCEReserve for operations 5,044$ (40,000)$ (40,000)$ (20,674)$ (61,800)$ Designated for state aid fluctuations ‐ ‐ ‐ ‐ ‐ Designated for subsequent years ‐ ‐ ‐ ‐ ‐ Designated for subsequent year ‐ ‐ ‐ ‐ ‐ Total transfers to/(from) fund balance 5,044$ (40,000)$ (40,000)$ (20,674)$ (61,800)$
Beginning fund balance 573,914$ 688,889$ 688,889$ 578,958$ 558,284$ Ending fund balance 578,958$ 648,889$ 648,889$ 558,284$ 496,484$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
SPECIAL REVENUE FUND ‐ OPERATING2015‐16 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
41
2014/15 2014/152013/14 Adopted Modified 2014/15 2015/16Actual* Budget Budget Estimate** Budget
REVENUESLocal government ‐$ ‐$ ‐$ ‐$ ‐$ State funds ‐ ‐ ‐ ‐ ‐ Program fees ‐ ‐ ‐ ‐ ‐ Material fees ‐ ‐ ‐ ‐ ‐ Other student fees 351,474 365,000 365,000 317,718 290,000 Institutional 364,167 415,000 415,000 420,037 287,622 Federal funds 12,109,208 14,250,000 14,250,000 13,003,692 12,503,772 Total revenues 12,824,849$ 15,030,000$ 15,030,000$ 13,741,447$ 13,081,394$
EXPENDITURESInstruction 133,908$ 380,000$ 380,000$ 140,836$ 159,600$ Instructional resources ‐ ‐ ‐ ‐ ‐ Student services 12,588,908 14,650,000 14,650,000 13,541,345 12,921,794 General institutional ‐ ‐ ‐ ‐ ‐ Physical plant ‐ ‐ ‐ ‐ ‐ Auxiliary services ‐ ‐ ‐ ‐ ‐ Total expenditures 12,722,816$ 15,030,000$ 15,030,000$ 13,682,181$ 13,081,394$
Net revenue/(expenditure) 102,033$ ‐$ ‐$ 59,266$ ‐$
OTHER SOURCES/(USES)Operating transfer in/(out) ‐$ ‐$ ‐$ ‐$ ‐$ Proceeds from debt ‐ ‐ ‐ ‐ ‐ Total other sources/(uses) ‐$ ‐$ ‐$ ‐$ ‐$
TRANSFERS TO/(FROM) FUND BALANCEReserve for financial aid 102,033$ ‐$ ‐$ 59,266$ ‐$ Reserve for student organizations ‐ ‐ ‐ ‐ ‐ Total transfers to/(from) fund balance 102,033$ ‐$ ‐$ 59,266$ ‐$
Beginning fund balance 530,331$ 574,652$ 574,652$ 632,364$ 691,630$ Ending fund balance 632,364$ 574,652$ 574,652$ 691,630$ 691,630$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
SPECIAL REVENUE FUND ‐ NON‐AIDABLE2015‐16 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
42
2014/15 2014/152013/14 Adopted Modified 2014/15 2015/16Actual* Budget Budget Estimate** Budget
REVENUESLocal government ‐$ ‐$ ‐$ ‐$ ‐$ State funds 170,315 ‐ ‐ ‐ 10,935 Program fees ‐ ‐ ‐ ‐ ‐ Material fees ‐ ‐ ‐ ‐ ‐ Other student fees ‐ ‐ ‐ ‐ ‐ Institutional 81,991 55,000 55,000 41,852 99,500 Federal funds 42,931 43,200 43,200 159,596 134,200 Total revenues 295,237$ 98,200$ 98,200$ 201,448$ 244,635$
EXPENDITURESInstruction 2,188,876$ 1,608,245$ 1,608,245$ 1,603,157$ 1,666,838$ Instructional resources 462,502 422,312 422,312 342,778 519,450 Student services 106,408 195,796 195,796 180,143 9,790 General institutional 519,997 475,965 475,965 681,376 1,101,010 Physical plant 7,478,145 7,491,140 7,491,140 7,487,684 9,137,537 Auxiliary services ‐ ‐ ‐ ‐ Total expenditures 10,755,928$ 10,193,458$ 10,193,458$ 10,295,138$ 12,434,625$
Net revenue/(expenditure) (10,460,691)$ (10,095,258)$ (10,095,258)$ (10,093,690)$ (12,189,990)$
OTHER SOURCES/(USES)Operating transfer in/(out) 103,163$ 40,000$ 40,000$ 37,686$ 61,800$ Proceeds from debt 9,775,000 9,900,000 9,900,000 9,900,000 11,440,000 Total other sources/(uses) 9,878,163$ 9,940,000$ 9,940,000$ 9,937,686$ 11,501,800$
TRANSFERS TO/(FROM) FUND BALANCEReserve for operations ‐$ ‐$ ‐$ ‐$ ‐$ Reserve for capital projects (582,528) (155,258) (155,258) (156,004) (688,190) Total transfers to/(from) fund balance (582,528)$ (155,258)$ (155,258)$ (156,004)$ (688,190)$
Beginning fund balance 1,445,463$ 1,136,056$ 1,136,056$ 862,935$ 706,931$ Ending fund balance 862,935$ 980,798$ 980,798$ 706,931$ 18,741$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
CAPITAL PROJECTS FUND2015‐16 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
43
2014/15 2014/152013/14 Adopted Modified 2014/15 2015/16Actual* Budget Budget Estimate** Budget
REVENUESLocal government 6,218,737$ 6,312,018$ 6,312,018$ 6,312,018$ 6,469,818$ State funds ‐ ‐ ‐ ‐ ‐ Program fees ‐ ‐ ‐ ‐ ‐ Material fees ‐ ‐ ‐ ‐ ‐ Other student fees ‐ ‐ ‐ ‐ ‐ Institutional 377,087 213,700 213,700 292,749 105,000 Federal funds ‐ ‐ ‐ ‐ ‐ Total revenues 6,595,824$ 6,525,718$ 6,525,718$ 6,604,767$ 6,574,818$
EXPENDITURESInstruction ‐$ ‐$ ‐$ ‐$ ‐$ Instructional resources ‐ ‐ ‐ ‐ ‐ Student services ‐ ‐ ‐ ‐ ‐ General institutional ‐ ‐ ‐ ‐ ‐ Physical plant 6,109,350 6,343,769 6,343,769 6,413,156 6,450,889 Auxiliary services ‐ ‐ ‐ ‐ ‐ Total expenditures 6,109,350$ 6,343,769$ 6,343,769$ 6,413,156$ 6,450,889$
Net revenue/(expenditure) 486,474$ 181,949$ 181,949$ 191,611$ 123,929$
OTHER SOURCES/(USES)Operating transfer in/(out) ‐$ ‐$ ‐$ ‐$ ‐$ Proceeds from debt ‐ ‐ ‐ ‐ ‐ Total other sources/(uses) ‐$ ‐$ ‐$ ‐$ ‐$
TRANSFERS TO/(FROM) FUND BALANCEReserve for operations ‐$ ‐$ ‐$ ‐$ ‐$ Reserve for debt service 486,474 181,949 181,949 191,611 123,929 Total transfers to/(from) fund balance 486,474$ 181,949$ 181,949$ 191,611$ 123,929$
Beginning fund balance 5,811,136$ 6,356,799$ 6,356,799$ 6,297,610$ 6,489,221$ Ending fund balance 6,297,610$ 6,538,748$ 6,538,748$ 6,489,221$ 6,613,150$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
DEBT SERVICE FUND2015‐16 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
44
2014/15 2014/152013/14 Adopted Modified 2014/15 2015/16Actual* Budget Budget Estimate** Budget
REVENUESLocal government ‐$ ‐$ ‐$ ‐$ ‐$ State funds ‐ ‐ ‐ ‐ ‐ Program fees ‐ ‐ ‐ ‐ ‐ Material fees ‐ ‐ ‐ ‐ ‐ Other student fees ‐ ‐ ‐ ‐ ‐ Institutional 405,080 384,000 384,000 397,719 400,000 Federal funds ‐ ‐ ‐ ‐ ‐ Total revenues 405,080$ 384,000$ 384,000$ 397,719$ 400,000$
EXPENDITURESInstruction ‐$ ‐$ ‐$ ‐$ ‐$ Instructional resources ‐ ‐ ‐ ‐ ‐ Student services ‐ ‐ ‐ ‐ ‐ General institutional ‐ ‐ ‐ ‐ ‐ Physical plant ‐ ‐ ‐ ‐ ‐ Auxiliary services 333,817 325,000 325,000 322,598 340,000 Total expenditures 333,817$ 325,000$ 325,000$ 322,598$ 340,000$
Net revenue/(expenditure) 71,263$ 59,000$ 59,000$ 75,121$ 60,000$
OTHER SOURCES/(USES)Operating transfer in/(out) ‐$ ‐$ ‐$ ‐$ ‐$ Proceeds from debt ‐ ‐ ‐ ‐ ‐ Total other sources/(uses) ‐$ ‐$ ‐$ ‐$ ‐$
TRANSFERS TO/(FROM) FUND BALANCEReserve for operations ‐$ ‐$ ‐$ ‐$ ‐$ Reserve for self insurance 71,263 59,000 59,000 75,121 60,000 Total transfers to/(from) fund balance 71,263$ 59,000$ 59,000$ 75,121$ 60,000$
Beginning fund balance 155,719$ 249,719$ 249,719$ 226,982$ 302,103$ Ending fund balance 226,982$ 308,719$ 308,719$ 302,103$ 362,103$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
INTERNAL SERVICE FUND2015‐16 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
45
2014/15 2014/152013/14 Adopted Modified 2014/15 2015/16Actual* Budget Budget Estimate** Budget
REVENUESLocal government ‐$ ‐$ ‐$ ‐$ ‐$ State funds ‐ ‐ ‐ ‐ ‐ Program fees ‐ ‐ ‐ ‐ ‐ Material fees ‐ ‐ ‐ ‐ ‐ Other student fees 16 ‐ ‐ ‐ ‐ Institutional 2,398,723 3,000,000 3,000,000 2,403,573 2,850,000 Federal funds ‐ ‐ ‐ ‐ ‐ Total revenues 2,398,739$ 3,000,000$ 3,000,000$ 2,403,573$ 2,850,000$
EXPENDITURESInstruction ‐$ ‐$ ‐$ ‐$ ‐$ Instructional resources ‐ ‐ ‐ ‐ ‐ Student services ‐ ‐ ‐ ‐ ‐ General institutional ‐ ‐ ‐ ‐ ‐ Physical plant ‐ ‐ ‐ ‐ ‐ Auxiliary services 2,523,660 3,000,000 3,000,000 2,446,054 2,850,000 Total expenditures 2,523,660$ 3,000,000$ 3,000,000$ 2,446,054$ 2,850,000$
Net revenue/(expenditure) (124,921)$ ‐$ ‐$ (42,481)$ ‐$
OTHER SOURCES/(USES)Operating transfer in/(out) (44,595)$ ‐$ ‐$ ‐$ ‐$ Proceeds from debt ‐ ‐ ‐ ‐ ‐ Total other sources/(uses) (44,595)$ ‐$ ‐$ ‐$ ‐$
TRANSFERS TO/(FROM) FUND BALANCEReserve for operations ‐$ ‐$ ‐$ ‐$ ‐$ Retained earnings (169,516) ‐ ‐ (42,481) ‐ Total transfers to/(from) fund balance (169,516)$ ‐$ ‐$ (42,481)$ ‐$
Beginning fund balance 217,892$ 120,713$ 120,713$ 48,376$ 5,895$ Ending fund balance 48,376$ 120,713$ 120,713$ 5,895$ 5,895$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
ENTERPRISE FUND2015‐16 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
46
2014/15 2014/152013/14 Adopted Modified 2014/15 2015/16Actual* Budget Budget Estimate** Budget
REVENUESLocal government 37,780,702$ 11,173,302$ 11,173,302$ 11,217,735$ 11,809,677$ State funds 2,994,185 29,669,596 29,669,596 29,228,872 29,755,208 Program fees 8,471,469 8,185,690 8,185,690 7,712,049 8,191,996 Material fees 640,429 629,121 629,121 568,214 505,844 Other student fees 1,365,188 1,124,928 1,124,928 1,134,213 1,072,798 Institutional 5,620,461 4,703,900 5,478,900 4,809,829 5,074,753 Federal funds 12,913,082 15,201,717 15,276,717 14,128,388 13,790,154 Total revenues 69,785,516$ 70,688,254$ 71,538,254$ 68,799,300$ 70,200,430$
EXPENDITURESInstruction 30,345,914$ 29,264,711$ 30,159,711$ 29,657,961$ 30,007,159$ Instructional resources 1,875,261 1,929,306 1,914,306 1,797,100 1,966,051 Student services 17,866,431 20,093,621 20,093,621 18,781,159 18,370,434 General institutional 9,090,990 8,765,945 8,750,945 8,334,675 9,685,007 Physical plant 16,959,869 17,163,980 17,148,980 17,179,499 18,987,840 Auxiliary services 2,857,477 3,325,000 3,325,000 2,768,652 3,190,000 Total expenditures 78,995,942$ 80,542,563$ 81,392,563$ 78,519,046$ 82,206,491$
Net revenue/(expenditure) (9,210,426)$ (9,854,309)$ (9,854,309)$ (9,719,746)$ (12,006,061)$
OTHER SOURCES/(USES)Operating transfer in/(out) ‐$ ‐$ ‐$ ‐$ ‐$ Proceeds from debt 9,775,000 9,900,000 9,900,000 9,900,000 11,440,000 Total other sources/(uses) 9,775,000$ 9,900,000$ 9,900,000$ 9,900,000$ 11,440,000$
TRANSFERS TO/(FROM) FUND BALANCEReserve for prepaids & inventories ‐$ ‐$ ‐$ ‐$ ‐$ Reserve for operations (31,711) (113,415) (40,000) (2,542,189) 362,158 Reserve for post‐employment benefits ‐ ‐ ‐ 2,500,000 ‐ Reserve for capital outlays (582,528) (155,258) (155,258) (156,004) (688,190) Reserve for debt service 486,474 181,949 181,949 191,611 123,929 Reserve for financial aid 102,033 ‐ ‐ 59,266 ‐ Reserve for student organizations ‐ ‐ ‐ ‐ ‐ Reserve for self insurance 71,263 59,000 59,000 75,121 60,000 Retained earnings (169,516) ‐ ‐ (42,481) ‐ Designated for state aid fluctuations (1,718) ‐ ‐ (52,916) 24,886 Designated for subsequent years (2,576) ‐ ‐ (79,380) 37,329 Designated for subsequent year 692,853 ‐ ‐ 227,225 (486,173) Total transfers to/(from) fund balance 564,574$ (27,724)$ 45,691$ 180,254$ (566,061)$
Beginning fund balance 23,240,789$ 23,787,037$ 23,787,037$ 23,805,363$ 23,985,617$ Ending fund balance 23,805,363$ 23,759,313$ 23,832,728$ 23,985,617$ 23,419,556$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
COMBINED BUDGET SUMMARY2015‐16 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
47
Special Special
Revenue Revenue Capital Debt Internal
General Fund ‐ Fund ‐ Projects Service Service Enterprise
Fund Operating Non‐aidable Fund Fund Fund Fund Total
Beginning Balance
(July 1, 2014) 15,158,138$ 578,958$ 632,364$ 862,935$ 6,297,610$ 226,982$ 48,376$ 23,805,363$
Add
revenue 42,496,472 2,953,874 13,741,447 201,448 6,604,767 397,719 2,403,573 68,799,300
Subtract
expenditures 42,423,057 2,936,862 13,682,181 10,295,138 6,413,156 322,598 2,446,054 78,519,046
Adjusted
balance 73,415 17,012 59,266 (10,093,690) 191,611 75,121 (42,481) (9,719,746)
Transfers
in/(out) ‐ (37,686) ‐ 37,686 ‐ ‐ ‐ ‐
Debt
Proceeds ‐ ‐ ‐ 9,900,000 ‐ ‐ ‐ 9,900,000
Beginning Balance
(July 1, 2015) 15,231,553$ 558,284$ 691,630$ 706,931$ 6,489,221$ 302,103$ 5,895$ 23,985,617$ Add
revenue 44,118,889 2,930,694 13,081,394 244,635 6,574,818 400,000 2,850,000 70,200,430 Subtract
expenditures 44,118,889 2,930,694 13,081,394 12,434,625 6,450,889 340,000 2,850,000 82,206,491
Adjusted
balance ‐ ‐ ‐ (12,189,990) 123,929 60,000 ‐ (12,006,061) Transfers
in/(out) ‐ (61,800) ‐ 61,800 ‐ ‐ ‐ ‐ Debt
Proceeds ‐ ‐ ‐ 11,440,000 ‐ ‐ ‐ 11,440,000
Ending Balance
(June 30, 2015) 15,231,553$ 496,484$ 691,630$ 18,741$ 6,613,150$ 362,103$ 5,895$ 23,419,556$
** Estimate is based upon 9 months of actual and 3 months of estimates
CHANGE IN FUND BALANCE
48
10% of Reserve for Reserve for Reserve for DesignatedProperty Next Year Total State Aid Subsequent Subsequent for Designated
Tax Operational Fund Fluctuation Years Year Post‐Retirement for PercentageFiscal Year Receivable Budget Total Balance (1) (2) (3) Benefits Operations of Total2015‐16 proj 4,161,824$ 4,411,889$ 8,573,713$ 15,231,553$ 254,347$ 381,521$ 3,565,964 2,500,000$ 8,529,722$ 99.5%
2014‐15 est 4,161,824 4,411,889 8,573,713 15,231,553 229,461 344,192 4,052,137 2,500,000 8,105,764 94.5%
2013‐14 14,142,826 4,349,556 18,492,382 15,158,138 282,377 423,571 3,824,912 ‐ 10,627,278 57.5%
2012‐13 8,478,810 4,360,150 12,838,960 14,506,334 284,095 426,147 3,132,059 ‐ 10,664,033 83.1%
2011‐12 8,894,143 4,292,601 13,186,744 14,257,097 290,000 436,000 2,963,097 ‐ 10,568,000 80.1%
2010‐11 9,844,166 4,345,823 14,189,989 13,962,532 306,020 459,030 2,293,546 ‐ 10,903,936 76.8%
2009‐10 9,753,137 4,430,459 14,183,596 13,790,979 ‐ ‐ ‐ ‐ 13,790,979 97.2%
2008‐09 9,350,358 4,244,526 13,594,884 12,872,855 275,529 594,000 ‐ ‐ 12,003,326 88.3%
2007‐08 8,437,706 4,074,784 12,512,490 12,453,394 275,529 594,000 ‐ ‐ 11,583,865 92.6%
2006‐07 7,981,685 3,864,666 11,846,351 12,301,959 275,529 594,000 ‐ ‐ 11,432,430 96.5%
2005‐06 7,238,966 3,712,465 10,951,431 10,788,966 275,529 ‐ ‐ ‐ 10,513,437 96.0%
2004‐05 6,768,628 3,563,059 10,331,687 11,373,257 275,529 ‐ ‐ ‐ 11,097,728 107.4%
2003‐04 6,354,486 3,350,325 9,704,811 9,744,591 275,529 ‐ ‐ ‐ 9,469,062 97.6%
2002‐03 6,050,366 3,185,454 9,235,820 9,492,229 275,529 ‐ ‐ ‐ 9,216,700 99.8%
2001‐02 5,725,947 3,016,806 8,742,753 8,453,550 275,529 ‐ ‐ ‐ 8,178,021 93.5%
2000‐01 5,426,375 2,891,540 8,317,915 7,904,199 275,529 ‐ ‐ ‐ 7,628,670 91.7%
1999‐00 5,035,500 2,695,450 7,730,950 7,759,229 275,529 ‐ ‐ ‐ 7,483,700 96.8%
1998‐99 4,587,747 2,545,057 7,132,804 6,966,385 275,529 ‐ ‐ ‐ 6,690,856 93.8%
1997‐98 4,454,858 2,374,853 6,829,711 6,454,066 275,529 ‐ ‐ ‐ 6,178,537 90.5%
1996‐97 4,363,560 2,228,891 6,592,451 6,235,390 275,529 ‐ ‐ ‐ 5,959,861 90.4%
1995‐96 4,003,937 2,115,906 6,119,843 5,461,127 275,529 ‐ ‐ ‐ 5,185,598 84.7%
1994‐95 3,855,597 2,057,976 5,913,573 5,479,851 275,529 ‐ ‐ ‐ 5,204,322 88.0%
1993‐94 4,214,984 1,956,604 6,171,588 5,548,826 275,529 ‐ ‐ ‐ 5,273,297 85.4%
(3) The reserve for subsequent year is the fund balance not reserved or designated in the classifications above. This designation may only be
used in the General Fund and Special Revenue Funds.
RESERVE FOR OPERATIONS FUND BALANCE
(1) The reserve for state aid fluctuations may not exceed 10% of the district's budget total state aids in the district's current adopted
budget. This designation may only be used in the General Fund.
WITC District Board Policy IV.C states, "The President may not cause or allow the development of fiscal jeopardy or a material deviation from the board‐approved budget. It is a
material deviation to: (7) Fail to maintain adequate reserves sufficient to provide for sufficient cash flow to eliminate the need for short term borrowing without board approval;
therefore, the unrestricted fund balance should not exceed the uncollected property taxes at year‐end plus 10 percent of next year's operating budget."
The calculations below support the adherence to the District Board policy stated above:
(2) The reserve for subsequent years is the fund balance set aside to fund operations subsequent to the forthcoming budget year.
An amount equal to 5% of the state aids in the district's current adopted budget must be designated for subsequent year before
the classification may be used. This classification may not exceed 15% of the state aids in the district's current adopted budget
and may only be used in the General Fund.
49
Special Special2012‐13 2013‐14 2014‐15 Revenue Revenue Proprietary Total
Position Type Actual Actual Budget General Operating Non‐Operating Fund Budget
AdministratorAdministrator 75.6 73.7 76.6 74.9 ‐ 1.1 0.7 76.6
Total Administrators 75.6 73.7 76.6 74.9 ‐ 1.1 0.7 76.6
FacultyInstructors 197.8 202.8 198.8 188.7 11.1 ‐ ‐ 199.8
Total faculty 197.8 202.8 198.8 188.7 11.1 ‐ ‐ 199.8
SpecialistsCounselors 9.9 10.0 9.9 3.3 6.6 ‐ ‐ 9.9 Librarian ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Instructional specialist ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total specialists 9.9 10.0 9.9 3.3 6.6 ‐ ‐ 9.9
Other staffProfessional non‐faculty 29.1 29.1 29.1 27.0 1.1 ‐ ‐ 28.1 Clerical/secretarial 74.3 69.7 74.3 74.3 ‐ ‐ ‐ 74.3 Technical/paraprofessional 74.9 75.7 74.8 58.5 2.9 3.7 7.4 72.5 Service/maintenance 25.6 25.7 25.6 24.6 ‐ ‐ 24.6
Total other staff 203.9 200.2 203.8 184.4 4.0 3.7 7.4 199.5
Total positions 487.2 486.7 489.1 451.2 21.7 4.7 8.1 485.8
POSITION SUMMARYFTE Basis
2015/16 Budget
The numbers above include full equivalency of full‐time and part‐time staff. Excluded are students classified as staff on the Work Study program.
50
2009‐10 2010‐11 2011‐12 2012‐13 2013‐14 2014‐15 2013‐14 2015‐16Position Type Actual Actual Actual Actual Actual Budget Changes* Budget
1.0 1.0 1.0 1.0 1.0 1.0 ‐ 1.0
85.0 89.0 89.0 87.0 88.0 89.0 2.0 91.0
152.0 153.0 149.0 152.0 152.0 151.0 1.0 152.0
18.0 21.0 21.0 22.0 22.0 23.0 (1.0) 22.0
123.0 130.0 129.0 130.0 129.0 128.0 (4.0) 124.0
20.5 21.0 22.0 23.0 23.0 23.0 (1.0) 22.0
Total positions 399.5 415.0 411.0 415.0 415.0 415.0 (3.0) 412.0
Management ManagementEMS Paramedic Teaching Specialist Curriculum Specialist Academic Dean of Nursing Career Advising Specialist
Divisional Dean of NursingCareer Pathways Coordinator
Instruction ‐ Professional/Instructional Instruction ‐ Professional/InstructionalAviation Composite Instructor Welding Instructor
Dental Assistant Instructor
Professional/Support Services Professional/Support ServicesCurriculum Specialist
Office & Technical Support Office & Technical SupportStudent Services Assistant ‐ SuperiorBookstore Technician ‐ SuperiorContinuing Education Assistant ‐ SuperiorHuman Resources Technician
Custodial CustodialCustodian ‐ New Richmond Custodian ‐ New RichmondCustodian ‐ New Richmond
Resignations/Terminations Additions
Custodial
POSITION SUMMARYBoard Approved
Instruction ‐
Professional/Instructional
Professional/Support Services
Office & Technical Support
President
Management
51
Property taxes
Taxes 11,217,735 16% Taxes 11,809,677 17%State 29,228,872 42% State 29,755,208 42%
Student Fees 9,414,476 14% Student Fees 9,770,638 14%Institutional 4,809,829 7% Institutional 5,074,753 7%
Federal 14,128,388 21% Federal 13,790,154 20%
WITC's major revenue source was local property taxes as shown on the pie charts below.
REVENUES
WITC has a diversified funding base composed of property taxes, state aid, student fees, federal and state
grants, and institutionally generated revenues. This diversity of available resources and sound fiscal
management will continue to provide the ability to fulfill WITC's mission now and in the future without
significant changes in the level of services provided.
Taxes16%
State42%
Student Fees14%
Institutional7%
Federal21%
2014/15 Estimated
Taxes17%
State42%
Student Fees14%
Institutional7%
Federal20%
2015/16Budgeted
* All Funds
* All Funds
52
$ 31,572,342 $ 4,858,536 $ 5,339,859 6,218,737 6,312,018 6,469,818 37,791,079 11,170,554 11,809,677 ‐ 27,002,399 27,002,399 44,175 12,563 12,752 $ 37,835,254 $ 38,185,516 $ 38,824,828
1.04682 0.15750 0.17055 0.20619 0.20462 0.15612 $ 1.25301 $ 0.36212 $ 0.37719
$ 125.30 $ 36.21 $ 37.72
Taxing district
Total levyProperty tax relief aid
FY16 Funding
Methodology
State of Wisconsin Property Tax Relief Aid Change in Methodology
DescriptionOperational levyDebt service levy
State aid in lieu of computer taxesTotal
Operational mill rateDebt service mill rateTotal mill rate
Impact to homeowner
The WITC Board controls the budget by controlling the rate of change of the tax levy. By state statute, the
operational mill rate cannot be greater than $1.50 per $1,000 of equalized valuation. There is no limit for the
debt service mill rate. For the fiscal year 2016 budget, the budgeted tax levy increase is 5.72 percent. The
following chart shows the percentage change in property tax levy increases over the past ten years.
Annually, in October, the property tax levy is billed to municipalities within the WITC district boundaries based
on the equalized value of taxable property, excluding tax incremental financing districts. The local
municipalities act as assessors and collection agencies. All delinquencies are assumed by the respective
counties, thus WITC will receive the full amount of its levy.
The property tax relief aid payment will be made in February of each fiscal year, which will result in more cash
flow during the fiscal year and less outstanding receivable at year end since the last levy payments are not
received until August following the June 30th fiscal year end.
This chart below shows the funding shift in dollars for the implementation of the State of Wisconsin Property
Tax Relief Aid representing the FY14 actual, the FY15 estimated and the FY16 budgeted fiscal information.
FY14 Funding
Methodology
FY15 Funding
Methodology
The WTCS state office has calculated each college's portion of the $406 million to be received using valuation
information received from the Department of Revenue. The allocation amount calculated for WITC is
$27,002,399 and will remain constant for current and future periods.
As part of Wisconsin’s FY 14/FY 15 State Biennium Budget, the legislature included a cap on the operational
portion of the levy amount. This portion of the levy may not increase more than the percent of net new
construction for the year, which is not known until October of the budget year. If a college does not utilize all
of this levy authority in one year, it may use up to one‐half of one percent the following year. In the event the
legislature would decrease the $406 million, colleges are allowed to increase their operational levy amount by
the amount of the state reduction. No cap exists on the debt service portion of the levy amount.
53
Year Increase05/06 4.93%06/07 4.93%07/08 4.89%08/09 4.80%09/10 3.80%10/11 2.80%11/12 0.44%12/13 0.40%13/14 1.20%14/15 ‐70.44%15/16 5.72%
02/03 21,118,511,675 ‐ 03/04 23,718,071,144 12.31%04/05 26,345,697,054 11.08%05/06 29,166,952,991 10.71%06/07 32,269,753,312 10.64%07/08 34,103,143,128 5.68%08/09 34,884,947,582 2.29%09/10 34,173,559,569 ‐2.04%10/11 32,487,261,673 ‐4.93%11/12 31,520,063,785 ‐2.98%12/13 30,073,355,967 ‐4.59%13/14 30,160,194,532 0.29%14/15 30,847,020,106 2.28%15/16 31,309,725,408 1.50%
The mill rate is a factor of the tax levy amount divided by the equalized valuation (divided by $1,000). The mill
rate, as stated, equals the amount of taxes paid per $1,000 of equalized valuation. For consistency purposes,
the State of Wisconsin Department of Revenue requires all technical colleges within Wisconsin to bill
municipalities for their share of the tax levy assessed by the technical colleges on the basis of equalized
valuation. The municipalities, in turn, bill their constituents on the basis of assessed valuation.
Due to the high demand for recreational and residential real estate in the WITC district, the equalized
valuation traditionally has outpaced the state average until the economic downturn. The equalized valuation
increased .29 percent in budget year 2013‐14 and 2.28 percent in budget year 2014‐15. The trend in declining
property values appears to have subsided. The minimal increase estimated for FY16 is attributable to a rate
equal to the estimated net new construction.
The following chart shows the change in equalized valuation changes over the past ten years.
4.93% 4.93% 4.89% 4.80% 3.80% 2.80% 0.44% 0.40% 1.20%
‐70.44%
5.72%
‐75.00%
‐50.00%
‐25.00%
0.00%
25.00%
05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16
% Chan
geProperty Tax Levy Changes
10.64%
5.68%
2.29%
‐2.04%
‐4.93%
‐2.98%
‐4.59%
0.29%
2.28%1.50%
‐6.00%
0.00%
6.00%
12.00%
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16
% Chan
ge
Change in Equalized Valuation
54
Operational Debt Service TotalYear Mill Rate Mill Rate Mill Rate06/07 0.82343$ 0.15503$ 0.97846$ 07/08 0.81540$ 0.15573$ 0.97113$ 08/09 0.83882$ 0.15612$ 0.99494$ 09/10 0.88939$ 0.16628$ 1.05567$ 10/11 0.96278$ 0.17724$ 1.14002$ 11/12 0.99232$ 0.18779$ 1.18011$ 12/13 1.04005$ 0.20174$ 1.24179$ 13/14 1.04682$ 0.20619$ 1.25301$ 14/15 0.15750$ 0.20462$ 0.36212$ 15/16 0.17055$ 0.20664$ 0.37719$
The debt service mill rate can only be
used to cover that portion of the tax levy
assessed that relates to the general
obligation promissory notes the college
issues to cover its capital equipment and
capital project needs. There is no cap on
the debt service mill rate; however, there
are state statutes limiting the amount of
building construction a college can do
without a referendum.
The following graph depicts the impact of the mill rate on the property owner based on a $100,000 home for
each of the budget years shown.
The operational mill rate covers the balance of the tax levy assessed. By state statute the operational mill
rate may not exceed $1.50 or increase more than the percent of net new construction each year plus 0.5
percent carryover of unused taxing authority from the prior year. The percent of net new construction
growth will not be received from the Department of Revenue until October 2015.
The technical colleges have two components to their mill rate: operational mill rate and debt service mill rate.
$0.00
$0.50
$1.00
$1.50
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16
Mill Rates
Operational Debt Service Total
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
$1.40
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16
Tax Impact to Property Owner
55
Property Tax Analysis
Proposed Tax 11,809,677$ Present Tax 11,170,554 Dollar Increase/(Decrease) 639,123$ Percent Increase/(Decrease) 5.72%
Operations 0.15750 Debt Service 0.20462 Total 0.36212
Present Tax Base Less Computers 30,847,020,106$ New Tax Base Less Computers* 31,309,725,408$ Percent Increase/(Decrease) 1.50%
Operations 0.17055 Debt Service 0.20664 Total 0.37719
Proposed2011/12 2012/13 2013/14 2014/15 2015/16
EqualizedValuation 31,520,063,785$ 30,073,355,967$ 30,160,194,532$ 30,847,020,106$ 31,309,725,408$
PropertyTax 37,197,012$ 37,344,989$ 37,791,079$ 11,170,554$ 11,809,677$
ComputerTax Credit 35,510$ 40,851$ 44,175$ 12,563$ 12,752$
Mill RatesOperations 0.99232 1.04005 1.04682 0.15750 0.17055 Debt Service 0.18779 0.20174 0.20619 0.20462 0.20664
1.18011 1.24179 1.25301 0.36212 0.37719
* Includes estimated net new construction increase
WITC is projecting a 1.5 percent increase in equalized valuation for the FY15 budget. An analysis of this estimation is as follows:
Actual
Property Tax
Present Mill Rate
Tax Base
Projected Mill Rate(property tax divided by equalized valuation)
(property tax divided by equalized valuation)
56
State funds
Grant funding
General state aids funding
% Aids toAidable State Aids (in Net Aidable
Year Costs06/07 2,855 $ 2,970 9.108%07/08 2,923 $ 2,912 8.580%08/09 2,932 $ 2,918 8.580%09/10 3,148 $ 2,844 7.739%10/11 2,979 $ 2,752 7.242%11/12 2,774 $ 1,863 5.030%12/13 2,742 $ 1,959 5.288%13/14 2,578 1,808$ 4.749%14/15 (est) 2,280 2,135$ 5.510%15/16 (proj) 2,430 2,437$ 6.361%
WITC receives state funds from four different sources: general state aids, state aids in lieu of computer taxes,
property tax relief aid, and grants. Grant funding may be awarded in the special revenue and the capital projects
funds.
The sixteen technical colleges in Wisconsin receive
funding from the state called general state aids to be
used to offset the operational costs for the colleges.
This is a segment of general purpose revenue (GPR).
Since FY00/FY01, a total of $118,415,000 had been
available annually for the technical college system as a
whole. The FY10/FY11 State Biennium Budget
increased the amount for state aids to $119,335,600
annually. The FY12/FY13 State Biennium Budget
decreased the amount to $83,534,900 annually. The
FY14/FY15 State Biennium Budget increased the
amount to $88,534,900 initially with a percentage of
the total subsequently applied to outcome‐based
funding. The total aid available for allocation for FY15
was $79,681,400 and for FY16 will be $70,827,900.
The amounts budgeted for grants are based on proposals submitted to the various state, federal and private
funding sources. These amounts may fluctuate significantly between years. During the year, WITC may be
required to amend its budget if the fluctuation is different than what was budgeted during the budgeting
process. These grants are budgeted in one of the two special revenue funds, depending or whether on not WITC
actively manages and oversees the grant or it is only acting as a fiscal agent or trustee of the funds. WITC acts as a
trustee for state financial aid funds such as Student Employment Opportunity Grant (SEOG) and Wisconsin Higher
Education Grant (WHEG). These are recorded in the special revenue ‐ non‐aidable fund.
The amount of aid is distributed to the sixteen technical colleges based on a complicated expenditure‐driven
formula equalized for tax‐levying ability. The formula takes into consideration student full‐time equivalent (FTE)
enrollments, aidable operational costs, an equalized valuation index, and a sum certain allocation at the state
level. It is difficult to predict exactly what each college will receive annually in state aids. General state aid as a
percentage of WITC's revenues has steadily declined over the previous ten years as the district's equalized value
has grown at an above average pace.
57
Outcome‐based funding
FY15 FY16$ 1,567,400 $ 1,587,300 418,588 849,833
Total $ 1,985,988 $ 2,437,133
State aids in lieu of computer taxes
Year Property Computers
06/07 10.64% 26.57%
07/08 5.68% ‐13.38%
08/09 2.29% ‐5.26%
09/10 ‐2.04% ‐0.60%
10/11 ‐4.93% ‐21.73%
11/12 ‐2.98% ‐7.08%
12/13 ‐4.59% 15.04%
13/14 0.29% 8.14%
14/15 2.28% ‐71.56%
15/16 est 1.50% 1.50%
Performance‐based funding
Equalized Valuation
Percent Change
Effective in FY15, ten percent of additional annual state aids (approximately $8.85 million) will be allocated based
on a outcome‐based funding model. The total aid available for allocation for FY15 was $79,681,400 and for FY16
will be $70,827,900.
In FY00 the state removed the value of personal computers from the
property tax assessment and provided a state aid payment in lieu of
computer taxes to all governmental entities. This table shows the
volatility in the change between years of the value of personal
computers within the district. Due to this volatility, it is hard to
determine what the change will be at the time the budget is
developed thus the amount of revenue to be received since the
information is not known until October 2014.
In order to determine the amount of state aids in lieu of computer
taxes that WITC will receive, total need must be known. The total
need is the sum of property tax levy, property tax relief aid, and state
aids in lieu of computer taxes. In order to calculate state aids in lieu
of computer taxes, the following formula is used:
Conservative BudgetingState Aids
Outcome‐based funding will be based on criteria in the areas of job placement, high demand fields, industry
validated curriculum, adult basic education (ABE) transition and success, dual enrollment, workforce training,
collaboration and special populations.
0
500
1,000
1,500
2,000
2,500
3,000
3,500
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15(est)
15/16(proj)
FTE's vs. State Aid
Aidable FTE's State Aids (in 000's)
58
Total needEqualized valuation estimate
Value of computers estimateDivided by total valueTotal mill rateTimes the value of computers
Estimated state aids in lieu of computer taxes
Total needLess estimated state aids in lieu of computer taxesTotal property tax levy to be billed to municipalities
05/06 47,295 06/07 59,859 07/08 51,850 08/09 49,121 09/10 48,826 10/11 38,216 11/12 35,510 12/13 40,851 13/14 44,175 14/15 12,563 15/16 12,752
Student fees
$11,822,429
The following chart shows the history of state aids in lieu of computer taxes for a ten year period, including the
2015‐16 estimated amount.
Fees are collected from students for tuition, materials, and various miscellaneous purposes. Program fees consist
of tuition paid for students taking classes. These fees may be paid by the student, a relative, an employer,
financial aid, a grant, or some other source. State statutes require that the technical colleges may not waive
tuition fees unless specifically stated in a state statute (e.g. a grant covers the cost of a course and thus tuition
may not be charged to the student). If a student drops a course within a certain timeframe, a credit of 60
percent, 80 percent, or 100 percent of the tuition and fees is given.
WITC estimates the amount of tuition to be received based upon projected enrollments, an estimated amount to
be credited, and the increase to tuition rates. The tuition rates per credit for associate degree, technical, and
vocational adult programs are set by the Wisconsin Technical College System (WTCS) Board and cannot be
changed by WITC. The WTCS Board approves the tuition rates in March of each year. Tuition rates will increase 2
percent for FY16.
Material fees are rates charged to cover the cost of supplies used by the students in the classroom (e.g., welding
rods for a welding class). These rates are set by the WTCS Board using information provided by all sixteen
districts. The rate for fiscal year 2016 is $4.50 per credit for state category 00 and category 02‐20 will be based on
$3.50 intervals between categories.
$11,809,67712,752
$11,822,429$31,309,725,408
$31,343,532,9080.0003772 33,807,500
$12,752
33,807,500
‐
10,000
20,000
30,000
40,000
50,000
60,000
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16
State Aids in Lieu of Computer Taxes
59
Institutional revenues
Investment earnings
03/04 183,679 04/05 260,629
trial balance accounts 4661 + 4664 (not OPEB) 05/06 648,669 06/07 833,645 07/08 483,210 08/09 176,970 09/10 128,625 10/11 271,215 11/12 202,708 12/13 127,044 13/14 396,743 14/15 est 347,348 15/16 proj 382,082
Customized instruction and technical assistance
Miscellaneous student fees include such fees as out‐of‐state tuition rates and group dynamic course fees rates,
which are set by the WITC Board, as well as non‐credit community service tuition rates, testing, application and
graduation fees, which are set by the college. The College sets the fees it controls based on a combination of
costs and market conditions. The state allows the College to only recover its costs for services. The revenue
budgets for these fees are based on projected activities.
Students taking credit courses also get charged a student activity fee unless their class has been exempted from
the fee. These fees are recorded in the special revenue ‐ non‐aidable fund and are used by student government
to provide services to the students. The fee is approximately 6.6 percent of the tuition rate. WITC acts as a
trustee of these funds on behalf of the students. Since tuition rates increased for FY16, these fees increased from
$8.30 per credit to $8.73 per credit.
WITC has a number of revenue sources that are classified as institutional revenue. Some of the major categories
of institutional revenues are investment earnings, sales of goods and services from enterprise activities, revenue
generated from contracts with business and industry for customized instruction and technical assistance, and
revenues from high schools for instructional services.
WITC records most of its cash receipts in the general fund. Proceeds from issuing general obligation promissory
notes are recorded in the capital project fund. Cash received for tax levy payments relating to debt service are
recorded in the debt service fund. WITC receives earnings on these cash and cash equivalent investments. WITC's
investment earnings have stabilized as interest rates have remained stable.
Wisconsin state statute 38.14 allows the technical colleges to contract with business and industry to provide
customized training to meet their educational needs (e.g., a new business needs help training its accounting
staff). Normal tuition and fees are not charged for this type of activity. Instead, there are other formulas used to
set the contract price that takes into consideration the direct and indirect costs of providing the services. The cost
of these contracts needs to be at least as much as normal tuition and fees.
‐
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 est 15/16proj
Investment Earnings(including bond premiums)
60
Sales of goods and services
Enterprise Internal
Enterprise Service
Year Sales Sales
06/07 2,185,605 5,289,164
07/08 2,315,089 5,359,141
08/09 2,532,444 5,818,332
09/10 2,670,324 5,985,984
10/11 2,630,267 6,401,879
11/12 2,683,844 4,120,547
12/13 2,891,876 417,067
13/14 2,398,723 405,080
14/15 (est) 2,403,573 397,719
15/16 (proj) 2,850,000 400,000
WITC operates a number of enterprise activities. These enterprise
activities are managed like a private business and sell goods and
services to students and to the public. The main enterprise activities
are the bookstores and conference centers. The goal of these
enterprise activities is to at least break even.
WITC was self‐insured for health and dental care costs until
December 31, 2011 and will continue to be self‐insured for dental
care costs in FY16. Revenues from the collection of premiums are
recorded in an internal service fund. A reserved fund balance utilizes
a stop loss reinsurance policy in order to proactively limit its exposure
to dramatic premium increases due to catastrophic high‐cost claims.
In effect, the internal insurance fund's primary revenue is insurance
premiums paid by the general fund.
Wisconsin state statutes 38.14 and 118.15 requires the technical colleges to provide certain types of services to
high school students whereby the high school student, while still attending high school, can also receive technical
college credit for the same class. When high school students meet the criteria for this statute, WITC bills the high
school for the cost of the service based on the funding rates allowed. The student does not pay tuition and fees
for this service.
The majority of the 38.14 and 118.15 contract activity takes place in the special revenue ‐ operational fund. The
budget year 2015‐16 budget has been built using an estimate based upon projected sales volume and contract
rate pricing per WITC policy.
In addition to providing customized instruction to business and industry, state statute 38.24 allows WITC to
provide seminars and workshops if they meet certain criteria. In some instances, WITC is allowed to charge a
market rate for these services.
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15(est)
15/16(proj)
Sales Revenue
Enterprise Sales Internal Service Sales
61
Federal FundsWITC receives federal grants for specific projects and student financial aid. Most federal grants are recorded in
the special revenue ‐ operational fund. These grants may include Perkins, Vocational Adult Education,
Department of Labor, and Workforce Investment Act funds. For those grants where WITC acts as a trustee, these
grants are recorded in the special revenue ‐ non‐aidable fund. WITC acts as a trustee for financial aid programs
such as Pell, Stafford, and College Work Study.
Federal funding levels may fluctuate greatly form year to year based upon the availability of federal funds and the
amount projected to be awarded to WITC. The budget is based upon known information during the budget
process. Any deviations from this information may result in a budget amendment being taken to the Board to
modify the budget.
62
Month ActivitiesOctober Budget templates disseminated to divisions
Budget instructions disseminated to divisionsFacility impact request templates disseminated to divisions
December Departmental budget meetings heldStaff begins developing their budgets
January New position requests receivedGrant budgets developedSalary and benefit budgets calculatedCapital requests reviewed and prioritized at the departmental level
February Divisional budget meetings held with the Vice President of FinanceCapital requests reviewed with the Vice President of FinanceRevenue budgets calculatedGrant budgets reviewed
March New position requests approvedSalary and benefit budgets reviewedCapital requests finalized
April Staff completes and submit budget templates to President's CabinetCapital facility projects sequencedRevenue budgets finalizedGrant budgets finalizedComprehensive facility plan reviewed
May Preliminary budget information presented to WITC StaffPreliminary budget document presented to the WITC BoardPubic hearing notice publishedComprehensive facility plan updated
June Public hearing heldWITC Board adopts the budgetBudget submitted to the state
October WITC Board approves the tax levy bills and mill ratesCertified tax bills disseminated to municipalities
BUDGET PROCESS
Throughout this process, Administration updates the Board on its progress with respect to the budget. Initial
forecasts of this budget were provided to the Board in the fall of 2014. On June 8, 2015, at its regular meeting,
the Board adopted the budget for the purpose of publication.
The Board conducts a budget hearing at its regular meeting in June. Following the budget hearing, the Board
considers the budget for final adoption. The information contained in this document was prepared as a result of
the budgeting process and is intended to provide the reader with an understanding of WITC's budget and
operation.
For more information relating to the budget document, please contact Steve Decker at (715) 468‐2815 or
WITC's Administrative Office, 505 Pine Ridge Drive, Shell Lake, WI 54871.
The formal budget development process begins in November. The President and Administration forecast
expected revenues and expenditures based on a status quo operation with historical trend increases or
decreases. President's Cabinet then organize requests and modifications and reviews them in March. President's
Cabinet assesses opportunities and challenges and prioritizes them according to the strategic plan. Prioritization
occurs until May, when the Board is presented with a preliminary budget recommendation and the notice for
the budget hearing is published.
63
Governmental Funds
Enterprise
Conference
Centers
Internal
ServiceGeneral
Non‐aidable
Special
Revenue
Capital
Projects
Debt
Service
BookstoresProgram Retail
Operations
The accounts of WITC are organized on the basis of funds and account groups, each of which is considered a
separate accounting entity. The operations of each fund are accounted for with a separate set of self‐balancing
accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures. WITC's resources are
allocated to and accounted for in individual funds, based upon the purpose for which they are to be spent and
the means by which spending activities are controlled. In this budget document the various funds are grouped
into generic fund types and three broad fund categories as follows:
Most functions of WITC are financed through Governmental Funds. The acquisitions, uses and balances of WITC's
expendable financial resources and related liabilities, except those accounted for in proprietary funds, are
accounted through governmental funds. The measurement focus is based upon the determination of changes in
financial position rather than upon determination of net income. WITC maintains the following governmental
funds:
General fund: The general fund is the principal operating fund and accounts for all financial activities not
required to be accounted for in another fund.
Financial
Aid
Student
Clubs
NWECS
Consortium
OPEB Trust
Operating
FINANCIAL STRUCTURE
The WITC Board is the governing authority of this reporting entity. WITC Board members are appointed by the
WITC Board Appointment Committee comprised of the elected County Board Chairs (or their designees) of the
eleven counties WITC serves. As the College's governing authority, The WITC Board powers include authority to:
* Establish a budget.
* Borrow money and levy taxes.
* Execute contracts, exercise control over facilities and properties, determine the outcome or
disposition of matters affecting the receipt of services being provided, and approve the hiring or
retention of key management personnel who implement board policies and directives.
WITC Fund Structure
FiduciaryProprietaryGovernmental
64
Proprietary funds
Fiduciary fund
OPEB Trust: The OPEB Trust fund is a fund created to track the activities of the irrevocable trust established
by WITC. This trust was established to hold assets that will fund the post‐employment benefits earned by
current and former WITC staff until the benefit is paid out on behalf of the retiree.
Fiduciary funds are used to report assets held in an irrevocable trust on behalf of others and which, therefore,
cannot be used to support WITC's own programs. The fiduciary fund is not included in the college's adopted
budget. Budgetary information is provided for information purposes only:
Enterprise funds: The enterprise fund is used to record revenues and expenses related to rendering
services to students, faculty, staff, and community. These funds are intended to be self‐supporting and are
operated in a manner similar to private business where the intent is that all costs of providing goods and
services to students and other aforementioned parties is recovered primarily through user charges. These
services complement the educational and general objectives of WITC.
Debt service fund: The debt service fund is used to account for the accumulation of resources for and
payment of general long‐term debt principal, interest, and related costs.
Proprietary funds are used to account for ongoing activities that are similar to those often found in the private
sector. The measurement focus is based upon the determination of income. These funds are maintained on the
accrual basis of accounting.
Internal service fund: The internal service fund is used to account for the financing and related financial
activities of goods and services provided by one department of the college to another department of the
college or to other governmental units on a cost‐reimbursement basis. WITC utilizes an internal service
fund to track the activities of its self‐insurance for dental employee benefits.
Capital Projects fund: The capital projects fund accounts for financial resources used for the acquisition or
construction of capital assets and remodeling other than those financed by enterprise funds.
Special revenue fund: The special revenue fund is used to account for the proceeds and related financial
activities of specific revenue sources that are legally restricted to expenditures for specific purposes or
where WITC acts as a trustee or fiscal agent for the funds of others.
Operational: The special revenue ‐ operational fund is used to account for the proceeds and related
financial activities of specific revenue sources that are legally restricted to expenditures for specified
purposes and which are within the mission of WITC. The majority of activities in this fund are related to
federal, state and local grants.
Non‐aidable: The special revenue ‐ non‐aidable fund is used to account for assets held in trust by WITC
in a trustee capacity, primarily for student activities and financial aid. No budgets are included for those
activities where WITC acts as a fiscal agent only. Agency funds are custodial in nature and do not involve
measurement of the results of operations.
65
Instruction
Instructional resources
Student services
General institutional
Physical plant
Auxiliary services
This function includes commercial‐type activities such as the bookstores and conference centers.
DESCRIPTION OF EXPENDITURE FUNCTIONS
This function includes teaching, academic administration and related clerical support, and other activities
related directly to the teaching of students, such as aiding the students in the educational programs and
coordination and improvement of teaching.
This function includes all learning resource activities such as library and audio‐visual aids center, learning
resource center, instructional media center, instructional resources administration, and related clerical support.
This function includes those non‐instructional services provided for the student body such as student
recruitment, student services administration and related clerical support. This includes the areas of admissions,
registration, counseling (including testing and evaluation), health services, financial aids, placement and follow
up.
This function includes costs related to general administrative functions, including the board, the office of the
president, business services, human resources, administrative services, technology services and general clerical
support serving all functions of WITC. Administrators of specific functions are not recorded under this function.
This function also includes all services benefiting the entire college, exclusive of those chargeable directly to
other functional categories. Examples of this type of expenditures are legal fees, external audit fees, general
liability insurance, and public information. General personnel, employment relations, and affirmative action
programs are included in this function.
This function includes all services required for the operation and maintenance of the physical facilities. Principal
and interest on long‐term debt obligations are included under this function as are general utilities such as heat,
light and power.
66
Basis of accounting
ACCOUNTING STRUCTURE
Basis of accounting refers to when revenues and expenditures or expenses are recognized in the accounts and
reported in the financial statements. Basis of accounting relates to the timing of the measurement made,
regardless of the measurement focus applied.
The financial statements are prepared on an accrual basis, whereby all revenues are recognized when earned
and all expenses are recorded as liabilities when incurred. This basis of accounting requires depreciation
expense be recorded for all capitalized fixed assets to spread the cost of those assets to the estimated period
benefiting from them. Principal still owing on long‐term debt is recorded as a liability.
In December 1998 the Governmental Accounting Standards Board (GASB) released Statement No. 33,
"Accounting and Financial Reporting for Non‐Exchange Transactions," which revised reporting requirements for
property tax revenue. In June 1999, GASB approved Statement No. 34, "Basic Financial Statements and
Management's Discussion and Analysis for Public Colleges and Universities," which changed the financial
statement presentation requirements for the college. The change in financial statement presentation provides a
comprehensive one‐page look at the total college and requires capitalization of assets and the recording of
depreciation.
The significant changes in these financial statements included the recording and depreciation of capital assets,
the elimination of internal revenue and expense charges, the removal of capital‐related items from revenues
and expenditures, the reporting of summer school revenues and expenses on a pro rata basis between fiscal
years rather than in one fiscal year, the recording of all revenues and expenditures on an accrual basis rather
than a modified accrual basis, the recognition of accrued interest on outstanding debt, and the elimination of
the two account groups.
In March 2012, the GASB issued Statement No. 65, Items Previously Reported as Assets and Liabilities.
Statement No. 65 clarifies the appropriate reporting of deferred outflows of resources and deferred inflows of
resources to ensure consistency in financial reporting. GASB Concepts Statement No. 4 (CON 4), Elements of
Financial Statements, specifies that recognition of deferred outflows and deferred inflows should be limited to
those instances specifically identified in authoritative GASB pronouncements. Consequently, guidance was
needed to determine which balances being reported as assets and liabilities should actually be reported as
deferred outflows of resources or deferred inflows of resources, according to the definitions in CON 4. Based on
those definitions, Statement No. 65 reclassifies certain items currently being reported as assets and liabilities as
deferred outflows of resources and deferred inflows of resources. The District adopted this guidance as of July
1, 2013 and it had no effect on the District's net position as previously reported.
In June 2012, the GASB issued Statement No. 68, Accounting and Financial Reporting for Pensions—an
amendment of GASB Statement No. 27, which will be effective for years beginning after June 15, 2014.
Statement No. 68 establishes new requirements for governments to report a “net pension liability” for the
unfunded portion of its pension plan. Governments that maintain their own pension plans (either single‐
employer or agent multiple‐employer) will report a liability for the difference between the total pension liability
and the amount held in a pension trust fund. Governments that participate in a cost sharing plan will report a
liability for their “proportionate share” of the net pension liability of the entire system. Statement No. 68 also
requires more extensive note disclosures and required supplementary information, including 10 years of
historical information. The methods used to determine the discount rate (the assumed rate of return on plan
assets held in trust) are mandated and must be disclosed, along with what the impact would be on the net
pension liability if that rate changed by 1% in either direction.
67
Basis of budgeting
WITC presents its GAAP based financial statements at year‐end, as well as the budgetary basis financial
statements. Schedules in this document have been prepared using the budgetary basis only.
* WITC records purchases of capital assets as an expenditure on a budgetary basis. Under
the accounting basis, these costs would be recorded as an asset and depreciation expense
would be recorded.* WITC records the principal and interest payment on debt as an expenditure on a budgetary
basis for the year in which it is paid. Under the accounting basis, the principal portion is
recorded as a liability and the interest portion is recorded as an expense in the year it is due.* WITC records some of its revenues under the accrual basis and some under the modified
accrual basis under the budgetary basis. Under the accounting basis, all revenues are recorded
under the accrual basis.
The governmental funds are accounted for on a modified accrual basis. Under the modified accrual basis of
accounting, transactions are recorded in the following manner:
The proprietary funds are accounted for on an accrual basis, whereby revenues are recognized when
measurable and earned and expenses are recorded as liabilities when incurred and, where applicable,
depreciation expenses are also included.
* Revenues are recognized when they become both measurable and available (susceptible to
accrual). All revenues are considered susceptible to accrual except summer school tuition and fees.
* Expenditures are recognized when the liability is incurred, except for interest and principal
on general long‐term obligation debt, which are recognized as expenditures when due.
Expenditures for claims and judgments are recognized when it becomes probable that an asset
has been impaired or a liability has been incurred.* Expenditures for compensated absences, including vacation and sick leave, are recognized when
the liability is incurred for past services of an employee that vest and accumulate.
* Fixed assets are recorded as capital outlays at the time of purchase.
* Proceeds of long‐term obligations are treated as financing source when received.
Under these regulations, WITC prepares its financial statements using the business‐type activities model,
whereby the financial statements will be presented in a manner similar to private industry.
WITC adopts an annual operating budget, which is prepared on substantially the same basis as the
financial statements, which are prepared in accordance with generally accepted accounting principles
(GAAP), with the following exceptions:
* WITC uses encumbrance accounting in its budgetary basis. Encumbrances are not included
in the accounting basis.
Other new disclosure requirements include details of the changes in the components of the net pension liability,
comparisons of actual employer contributions to actuarially determined contributions, and ratios to put the net
pension liability in context. For single‐employer and agent multiple‐employer plans, the information for these
statements will come from the annual actuarial valuation. For cost sharing plans, this information will be
derived from the financial reports of the plan itself, multiplied by the government’s proportionate share of plan.
Statement No. 68 is only applicable to pension plans. However, the GASB intends to issue a similar standard for
other postemployment benefits effective two years later than this standard.
68
WITC-ASHLAND
General Fund
W I S C O N S I N I N D I A N H E A D T E C H N I C A L C O L L E G E
2013/14 2015/16Actual Adopted Modified Budget
Local government 30,760,218$ 4,273,807$ 4,273,807$ 4,752,382$ 478,575$ 11.20%State aids 1,990,088 29,297,009 29,297,009 29,545,869 248,860 0.85%Program fees 8,447,560 8,160,690 8,160,690 8,171,996 11,306 0.14%Material fees 586,779 609,121 609,121 495,844 (113,277) ‐18.60%Other student fees 1,013,698 759,928 759,928 782,798 22,870 3.01%Institutional 337,314 375,000 375,000 350,000 (25,000) ‐6.67%Federal 25,300 20,000 20,000 20,000 ‐ 0.00%
Total revenue 43,160,957$ 43,495,555$ 43,495,555$ 44,118,889$ 623,334$ 1.43%
Instruction 24,462,502$ 25,627,633$ 25,627,633$ 25,754,734$ 127,101$ 0.50%Instructional resources 1,412,759 1,491,994 1,491,994 1,446,601 (45,393) ‐3.04%Student services 4,690,525 4,786,877 4,786,877 4,944,143 157,266 3.29%General institutional 8,570,993 8,274,980 8,274,980 8,578,997 304,017 3.67%Physical plant 3,372,374 3,314,071 3,314,071 3,394,414 80,343 2.42%
Total expenditures 42,509,153$ 43,495,555$ 43,495,555$ 44,118,889$ 623,334$ 1.43%
2014/15 Modified Budget
WITC utilizes a data‐driven decision making approach in the development of the budget which included numerous guiding
principles such as the use of conservative estimates and assumptions in an effort to maintain current levels program offerings
and services to our stakeholders. Since 82.3% of WITC's expenditures are in the form of salaries and wages, estimates also
attempted to minimize staff reductions, maintain a competitive employee benefits package, as well as, investigate alternative
operating procedures in an attempt to identify efficiencies.
As shown above, the property tax relief aid shifted $27 million of local government revenue to the state aid category. State aids
are expected to increase with the continuation of outcomes based funding and although an increase in tuition was approved for
FY16 by the state, WITC is experiencing lower FTE's which will result in an overall decrease in tuition and fee revenues.
Divisional expenditures mirror FY14 spending levels. Staffing and fringe benefit costs were reduced by two positions and
anticipated a 12% increase in health insurance costs. Divisional discretionary budgets were budgeted at FY14 spending levels.
District‐wide operational costs and facility rentals are project to have a nearly 17 percent increase. This increase is primarily a
result of increased student debt write‐offs, enterprise activity funding and increasing utility costs.
GENERAL FUNDThe general fund is the principal operating fund and accounts for all financial activities not required to be accounted for in
another fund.
General Fund
Budget Summary
Change from2014/15 Budget
70
Financial summary by function and class
CurrentFunction Salaries Benefits Expense Total
Instruction 17,665,657$ 6,171,062$ 1,918,015$ 25,754,734$
Instructional resources 668,180 321,012 457,409 1,446,601$
Student services 3,066,811 1,400,297 477,035 4,944,143$
General institutional 3,357,844 1,870,784 3,350,369 8,578,997$
Physical plant 1,196,632 579,836 1,617,946 3,394,414$
Total 25,955,124$ 10,342,991$ 7,820,774$ 44,118,889$
In addition, WITC looks at expenditures in the general fund in the following class categories:
* Salaries
* Fringe benefits
* Current expenses
The following write‐ups describe activities, goals, and achievements of the various divisional units at WITC. Each section includes
the following:
* Financial summary
* Purpose and focus statements
* Divisional activities
* Organizational chart
* Strategic action plan linked to the college's strategic goals
* Activities and performance measures
The following table displays the FY16 general fund budget by function and class categories:
By statute, the WITC Board controls the budget at the fund and function level. The expenditures for the general fund are :
* Instruction
* Instructional resources
* Student services
* General institutional
* Physical plant
71
Total expenditures
Purpose
Activities
Actual Adopted Modified Budget 2014/15 Modified Budget
PRESIDENT'S DIVISION
2013/14 2014/15 Budget 2015/16 Change from
37,031
1.28%Benefits 107,956 74,960 74,960 78,361 3,401 4.54%Salaries 273,015$ 235,267$ 235,267$ 238,289$ 3,022$
The President's Division services the WITC community by providing leadership and creating a district climate that is essential for
continuous improvement, informed decision‐making and future advancement; using resources effectively to promptly meet our
customer service area's needs; supporting the learning process through development and coordination of information ,
academic, and communication technologies; and maintaining a district climate that values the input of students and staff in
meeting the college's mission and Board's end statements.
President
Vice President,
Student Affairs &
Ashland Campus
Administration
Vice President,
Institutional
Effectiveness &
Accreditation
Liaison Officer
43.48%
479,190$ 395,396$ 395,396$ 438,850$ 43,454$ 10.99%
Operating expenditures 98,219 85,169 85,169 122,200
Executive
Operations
Vice President,
Academic Affairs
& Superior
Campus
Administration
Vice President,
Finance &
Business
Services/Chief
Financial Officer
Vice President,
Human
Resources, Risk
Management
& Shell Lake
Office
Administration
The President's Office provides support for the WITC Board, overall College leadership, education programming, legislative
activities, and revenue development.
Vice President,
Technology
Services & New
Richmond
Campus
Administration
Vice President,
Continuing
Education /
Executive
Director,
Foundation &
Rice Lake
Campus
Administration
72
Total expenditures
Purpose
Focus
Supervision &
Leadership
Development
College
Success
Computer
Hardware
Technology
Automotive
Technology
Manufacturing
Technology
Dental Assistant
Medical
Assistant /
Support
Business
Management
Marketing
Office Systems
Technology
Human Resource
Management
Social
Science
Occupational
Therapy
Nursing &
Nursing
Assistant
ACADEMIC AFFAIRS DIVISION
Vice President,
Academic Affairs &
Superior Campus Administration
Academic Dean,
General
Education
Instruction
Academic Dean,
Business
Instruction
Academic Dean,
Consumer
Education
Instruction
Academic Dean,
Health
Occupations
Instruction
20,680,263$
2015/16Budget
Change from
1.07%2.78%1.19%
1.50%
151,560$ 139,706 14,800
306,066$
1,187,733
19,528,161$
2014/15 Modified Budget2014/15 Budget
Modified
Administrative &
Campus Facilities
5,158,556 1,260,848
Adopted
Academic Dean,
Industry &
Technology
Instruction
14,109,299$ 5,018,850 1,246,048
20,374,197$
The Academic Affairs Division is focused on student‐learning centeredness by providing accessible career and technical
education to strengthen our community through life‐long learning.
Operating expendituresBenefitsSalaries 13,576,635$
4,763,793
20,374,197$
The Academic Affairs Division is a leader in workforce development by providing a learning and teaching environment that
provides learners with the opportunity to be successful within the regional and global economy.
2013/14Actual
14,109,299$ 5,018,850 1,246,048
Basic
Education
Mathematics
Natural
Science
Early
Childhood
Cosmetology
Human Services
Academic Affairs
Administration
Superior Campus
Maintenance
Information
Technology
Agricultural
Technology
Composite
Technology
Communication
Skills
Medical
Terminology /
Record
Accounting
14,260,859$
73
Activities
2012‐2015 Strategic action plan statusGoal 1: Student Learning
Academic Affairs is responsible for providing for credit educational services to its customers. Educational activities include
associate of applied science degrees, technical diploma programs, advanced technical certificates, apprenticeship education,
technical studies journey worker, basic education, adult high school, English as a second language (ESL), school to work,
youth apprenticeship, and distance learning ‐ shared programming, telecourses, and online.
The Industry and Technology Division offers for credit educational services in the fields of information technology,
automotive technology, manufacturing technology, renewable energy, and agricultural technology
The General Education Division prepares a culturally diverse population with basic education skills that will enable
individuals to successfully identify, enter, and succeed in occupational programs, to be successful lifelong learners, to be
productive members of the workforce, and to become contributing members to the community.
The Business Division through a learner‐centered focus, provides for credit educational services in the fields of business
administration, accounting, business management, information technology, office systems technology, global business,
marketing, and supervision/leadership development.
The Consumer Education Division offers for credit educational services in the fields of early childhood education,
cosmetology, and human services.
The Health Occupations Division offers for credit educational services in the fields of nursing, nursing assistant, dental
hygiene, health information technology, health office operations, medical records, and occupational therapy.
Action Description Outcome StatusImprove assessment communication across the
institution
Faculty and staff have become more familiar with
assessment, assessment results are being used to
improve student learning, documentation of
assessment results are available collegewide
On Schedule
for June 2015
Completion
Objective 2: Student Learning Assessment
Objective 1: Online Learning
Clarify program outcome assessment Documented appropriate program level assessment
methods and analysis of discussion of results and
used results to improve student
learning at the program level.
On Schedule
for June 2015
Completion
Outcome StatusDevelop processes and procedures that enhance
and improve online learning including a list of
acronyms
Processes and procedures are developed to enhance
and improve online learning
On Schedule
for June 2015
Completion
Action Description
Improve the working efficiency of the Assessment
Team
Engage committee members as determined by
survey results from survey of engagement; have the
committee function more efficiently and effectively;
ensure WITC assessment is integrated into
accreditation and institutional effectiveness
activities
Moved to
2015‐2018
Strategic Plan
Develop a 3‐5 year professional development plan
related to student learning
Professional development will be formally
documented; faculty, deans, and staff will have
knowledge of WITC assessment practices.
Moved to
2015‐2018
Strategic Plan
74
Action Description Outcome StatusReview and define academic placement Enhance and validate entrance requirements at the
program level
Goal 1: Student Learning (continued)
Enhance assessment, data collection and storage Collection has begun; processes are started; data is
collected and stored in an organized and consistent
location; data is consistently analyzed with feedback
returned to appropriate faculty and dean
Moved to
2015‐2018
Strategic Plan
Clarify course level assessment expectations Documented the appropriate course level
assessment methods, appropriate analysis and
discussion of results and the results used to improve
student learning in the classroom
Completed
prior to
June 2015
Objective 3: Program Viability
Action Description Outcome StatusExpand and enhance program viability Developed a process to integrate program viability
improvement plan into the strategic plan
Completed
prior to
June 2015
Objective 4: Student Learning Environment
Action Description Outcome Status
Objective 2: Student Learning Assessment (continued)
Action Description Outcome Status
Improve student learning environment
classroom/facilities
Develop learning environments that will meet the
needs of students
Completed
prior to
June 2015
Objective 5: Academic Placement
Moved to
2015‐2018
Strategic Plan
Objective 6: International Education
Action Description Outcome Status
Objective 7: Academic Support
Action Description Outcome Status
Enhance, expand and diversify International
Education opportunities for students
Increased International Education experiences for
both students and staff through the development of
the International Travel Plan
Completed
prior to
June 2015
Expand and enhance academic support specific to
the Learning Commons and tutoring
Create structures and frameworks that support and
enhance learning opportunities and student success
Moved to
2015‐2018
Strategic Plan
Action Description Outcome StatusImplement and market a career pathway model that
allows learners of all abilities to achieve credentials
and meaningful employment, ensure alignment with
state
Secured funding and created two career pathways
within the Health Services division as well as three
programs with embedded diplomas. Additionally,
designed and implemented a process to increase
transitions by 25%.
On Schedule
for June 2015
Completion
Objective 8: Accelerating Opportunities
Objective 9: Academic Advising
Action Description Outcome StatusExpand academic advising model Develop a high functioning academic advising model
that meets student needs
Behind
Schedule
75
Goal 3: Staff Support & Development
Goal 4: Effective Leadership through Communication
Objective 1: High School Educational Offerings
Action Description Outcome StatusIncrease and implement collaborative educational
offerings in the high schools
The college increased, expanded and enhanced
collaborative educational offerings
Completed
prior to
June 2015
Objective 2: Adjunct Faculty Experiences
Action Description Outcome StatusEnhance adjunct faculty experiences at WITC Expand and enhance adjunct faculty experiences at
WITC
Moved to
2015‐2018
Strategic Plan
Goal 1: Student Learning (continued)Objective 10: Benchmarking Measures
Action Description Outcome StatusEstablish Academic Affairs benchmarking measure
completion
Established an Academic Affairs dashboard On Schedule
for June 2015
Completion
Objective 11: Programming Design & Mix
Action Description Outcome StatusExpand and enhance programming design and mix Developed processes and procedures to expand
programs for WITC
On Schedule
for June 2015
Completion
Objective 1: Articulation Agreements
Action Description Outcome StatusExpand articulation agreements with other
institutions of higher learning
Documented and expanded articulation agreements
for institutions of higher education
On Schedule
for June 2015
Completion
Goal 2: Partnerships
Expand and improve business processes in the area
of Academic Affairs
Enhanced the areas of scheduling, location codes,
transcripts, graduation audit, WIDS to Web,
Blackboard V 9, online registration, handbook,
policies and procedures
Completed
prior to
June 2015
Objective 1: Facility Planning
Action Description Outcome StatusIntegrate a communication process across
divisions/units for facility planning needs in
educational offerings
Enhance leadership throughout the division Completed
prior to
June 2015
Objective 1: Business Processes
Action Description Outcome Status
Goal 5: Continuous Improvement
76
StatisticCredit student FTE's ***Credit course sections offered (classes)Enrolled studentsCost per FTE ***Average class size ‐ creditOnline Classes Enrolled studentsHybrid (Web‐Enhanced) Classes Enrolled studentsInstructional television Classes Enrolled students118.15 contracts Number of high schools Number of high school studentsYouth apprenticeship Number of programs Number of students enrolledArticulated credit agreements Number of courses Number of students (duplicated) Number of students (unduplicated)
* FY15 estimates represent a 4‐year historical average** FY16 projections are based upon the historical average plus budgeted FTE change.*** FY15 and FY16 amounts are calculated versus historical average
15
28 30 31 29
58 83 145 85 9321 21 8 10
967 1,004 977 974 984 2,928 2,831 2,628 2,988 3,018
2,393 2,241 2,190 2,212 322 345 336 333 336
2,229
891 1,156 1,105 907 1,025
110 140 322 109 1721,522 1,800 1,656 1,528 1,643
$16,216 $16,034 $18,060 $20,555 $20,0579.5 10.0 10.1 9.7 10.0
3,4977,547
3,2947,346
3,0557,005
3,4557,646
3,489 7,722
Actual Actual Actual Estimate* Projected**2,519 2,508 2,358 2,064 2,200
Activities and performance measures2011/12 2012/13 2013/14 2014/15 2015/16
828 820799849797301 330 324 297 300
291515121517
77
Total expenditures
Purpose
Focus
ActivitiesAs a premier resource for life‐long learning, Continuing Education offers professional development courses, seminars, and
conferences designed to either assist with future employment or upgrade individuals in their current occupations. Many
personal enrichment classes are also offered to the citizens throughout our 11‐county service area.
Contract training is an avenue WITC can offer customized professional training to our business and industry partners
throughout the district. The training can take place on site, or on campus.
Continuing
Education
Business &
Industry
Contracts
OperationsResource
Development
Administrative &
Campus Facilities
Continuing
Education
Administration
Rice Lake
Campus
Maintenance
Director of
Resource
Development
Dean of
Continuing
Education
Dean of
Continuing
Education
Dean of
Continuing
Education
‐2.49%
Operating expenditures 815,382 706,892 706,892 761,119 54,227
The Continuing Education Division is responsible for economic development and customized training for our district’s
businesses and industry partners. In addition, this division is also responsible for programming for Emergency Medical
Services, Public Safety, and Traffic Safety as well as licensing, certification courses, and other professional development
training.
The Continuing Education Division is responsible for the economic development, customized training, professional development
programming for our business and industry partners. In addition the division is also responsible for programming for Emergency
Medical Services, Public Safety, Traffic Safety, as well as licensing, certification courses, and other professional development
training. The division also offers a multitude of personal enrichment courses throughout the entire district. The Resource
Development department and the college’s Foundation are also a part of the Continuing Education Division.
Vice President,
Continuing Education / Executive Director,
Foundation & Rice Lake Campus Administration
WITC
Foundation
7.67%
5,687,507$ 6,496,138$ 6,496,138$ 6,334,402$ (161,736)$
‐4.29%Benefits 1,059,258 1,439,636 1,439,636 1,410,398 (29,238) ‐2.03%Salaries 3,812,866$ 4,349,610$ 4,349,610$ 4,162,885$ (186,725)$
CONTINUING EDUCATION DIVISION
2013/14 2014/15 Budget 2015/16 Change fromActual Adopted Modified Budget 2014/15 Modified Budget
78
2012‐2015 Strategic action plan statusGoal 1: Student Learning
The College’s Foundation Office provides support to students in the form of scholarships, grants, and emergency assistance.
The office also provides support for staff and to the college through funding training opportunities, staff‐named retirement
scholarships, and is responsible for managing all donations to the college.
The Public Safety department provides quality educational opportunities that allow students the ability to achieve their
career goals and to meet the demanding challenges in the fields of Criminal Justice, Emergency Services, and Fire and Rescue.
The Public Safety Division prepares students to be excellent employees for criminal justice agencies, fire departments, EMS
services and healthcare facilities throughout the region through associate degrees, technical diplomas, certification and
licensure courses, and continuing education offerings.
The Resource Development Office provides support to the WITC community through development of externally funded
grants, pre‐ and post‐grant award administration, identification of funding sources, approval and submission of all grant
applications including electronic submissions, grant administration services including policy and procedure review, federal
and state compliance monitor, subgrant approval and audits, staff training and project performance reporting, and grant
budget development support.
Objective 1: Student Support Opportunities
Action Description Outcome StatusExpand and enhance continuing education
programming opportunities
Implemented the 8‐stage new programming
initiative model, including online continuing
education offerings through collaboration with
academic Deans, instructors, and advisory
committees to identify opportunities for students,
graduates, and targeted industries
On Schedule
for June 2015
Completion
Expand and enhance customized training
opportunities
Created and implemented an effective evaluation
tool for customized training customers
Completed
prior to
June 2015
Expand and enhance customized training
opportunities
Schedule and offer Critical Core skills to
regional business and industry
Moved to
2015‐2018
Strategic Plan
Solicit student input for food items and healthier
food choices offered on campus
Student input was incorporated in the HUB at the
Rice Lake Campus
Completed
prior to
June 2015
Objective 2: Outreach Center Opportunities
Action Description Outcome StatusDevelop strategy to utilize outreach centers as a
“starting point” for students seeking degree
programs
Offered support services, remedial opportunities and
a wide variety of general education courses by
maximizing existing resources and technology
Moved to
2015‐2018
Strategic Plan
Goal 2: PartnershipsObjective 1: Partnership Opportunities
Action Description Outcome StatusExpand and enhance ties to K12 partners Identify K‐12 partnerships, particularly in the
northern regions (Community Supervisor model)
Completed
prior to
June 2015
Expand and enhance ties to business and industry
with special emphasis in health care
Created and implemented a needs assessment tool
for business and industry customers and utilized
data to determine training opportunities
Completed
prior to
June 2015
79
Outcome StatusOffer assistance to provide internships with local
businesses
Additional partners are being identified Moved to
2015‐2018
Strategic Plan
Goal 3: Staff Support & Development
Goal 4: Effective Leadership through Communication
Goal 2: Partnerships (continued)Objective 1: Partnership Opportunities (continued)
Action Description
Expand and validate existing Alumni database in an
effort to develop a district donor database
Existing database was updated and expanded use
was implemented
Completed
prior to
June 2015
Integrate grant writing process into strategic and
operational planning
Increased communication throughout the grants
channel
On Schedule
for June 2015
Completion
Objective 1: Professional Growth Opportunities
Action Description Outcome StatusImprove divisional communications through
evaluation and feedback and increased knowledge in
critical areas
All managers are part of an annual 360 Evaluation
and have their own results to review resulting in
increased leadership effectiveness
Completed
prior to
June 2015
Evaluate current EMS structure A realignment of areas based on workload On Schedule
for June 2015
Completion
Objective 1: Communication Methods
Action Description Outcome StatusPartner with other postsecondary institutions based
on needs assessment
Viable partnerships identified On Schedule
for June 2015
Completion
Strengthen partnership with Student Affairs for
enhancing consistent communications
Areas of improvement/collaboration identified and
implemented
Completed
prior to
June 2015
Continue streamlining operations and programming
for best utilization of limited resources
Areas of improvement/collaboration identified and
implemented
On Schedule
for June 2015
Completion
Implement activities centered around Strengths
Based Leadership development
All staff completed Strengths Based assessments Completed
prior to
June 2015
Improve communication with adjunct instructors New avenues for better communication were
implemented
Completed
prior to
June 2015
80
StatisticBusiness and industry contracts Number of contracts Number of students served Contract FTE basisGrant development Number of students served Number of applications*** Number approved*** Amount requested*** Amount approved*** Percent approvedCommunity service tuition rate Non‐credit student FTE's Non‐credit course sections offered (classes) Non‐credit enrolled students Average class size ‐ non‐credit38.14 Contract revenue Customized Instruction Technical Assistance
* FY15 estimates represent a 4‐year historical average** FY16 projections are based upon the historical average plus budgeted FTE change.*** FY15 and FY16 amounts are calculated versus historical average
57.53 42.59 67.96 58.69
201 205 220 207 210
57.26
2,553
15
90% 96% 96% 89% 94%$1,786,082 $1,854,227 $1,918,561 $2,096,156 $2,084,366
256 235 219 216 230$170.00
28 26 24 17
$45,872 $73,207 $58,596 $56,815$47,335$925,648 $885,034 $826,922 $841,892 $878,573
2,242 2,024 2,252 2,205
2,678 2,524
10.0 10.2 10.2 10.2 10.216,158 15,197
$160.00 $165.00
2,326 2,585
$170.00$160.00
31 27 25 19 16
2013/14 2014/15 2015/16
Actual Actual Actual Estimate* Projected**
4,897 3,941 5,756 4,725 4,878
2,216
15,053 15,943 15,744
$2,791,411 $1,841,994 $2,167,838 $2,660,324 $2,440,103
Activities and performance measures2011/2012 2012/13
Goal 5: Continuous ImprovementObjective 1: Accountability
Action Description Outcome StatusCollaborate with Institutional Effectiveness
and Business Services to obtain data
A better “business” model developed to assess
effectiveness
Completed
prior to
June 2015
Continue to evaluate programming and staff to
allocate resources effectively
More effective operations within the division On Schedule
for June 2015
Completion
Implement online scholarship application and award
software as a way of being more efficient
Scholarship software in place Completed
prior to
June 2015
Complete an annual review of metrics, including
current benchmarks and potential for additional
measurements
Annual review completed Completed
prior to
June 2015
Explore what continuing education classes can be
offered online
Market plan that included online courses developed Completed
prior to
June 2015
Consider outsourcing opportunities Review of business practices Completed
prior to
June 2015
81
Total expenditures
Purpose
Focus
Activities
Information Technology provides Collegewide support and consulting for administrative and instructional applications,
telecommunication and voicemail administration, database administration, information systems development, WITC and
WILM PeopleSoft Consortium, student computing, WITC reporting coordination, help desk support, computer equipment and
maintenance, and software license agreements monitoring.
Distance
Learning
Director of Video
Networking
WILM
Administration
The Technology Services Division provides support to the instructional staff and students through support of Blackboard,
distance learning, media services, campus computer labs, the Library, and other new initiatives being implemented and
explored for academic technical support.
TECHNOLOGY SERVICES DIVISION
Vice President,
Technology Services &
New Richmond Campus Administration
Web Portal
Senior Director,
Information
Technology
Technology Services provides the instructional and administrative computing and related technology support along with the
support of the administrative systems and telecommunications. In addition, this division includes the Learning Resource
Center which facilitates intellectual, physical and electronic access to information, ideas and services for a diverse population
with ever‐changing needs.
The Technology Services Division operates under the belief that technology is a fact of life and a basic skill that students and
staff must master in order to success in the rapidly changing global marketplace.
Information
Technology
‐3.72%
4,086,095$ 4,270,963$ 4,270,963$ 4,249,331$ (21,632)$ ‐0.51%
Operating expenditures 1,120,277 1,194,919$ 1,194,919 1,150,409 (44,510)
Learning
Resource Center
Administrative &
Campus Facilities
Information
Technology
Administration
Director of
Learning
Resources
New Richmond
Campus
Maintenance
‐0.74%Benefits 891,236 928,561$ 928,561 967,349 38,788
2013/14 2014/15 Budget 2015/16 Change fromActual Adopted Modified Budget 2014/15 Modified Budget
4.18%Salaries 2,074,582$ 2,147,483$ 2,147,483$ 2,131,573$ (15,910)$
82
2012‐2015 Strategic action plan status
StatisticAverage weekly media tech support requestsMedia equipment checkoutsMedia production itemsLibrary Total books in collection Average monthly gate count eBook collections Magazine collectionsStudent room reservationsLaptops usedDatabases offeredInstant messaging questionsInstructional sessions Number of sessionsAverage weekly reference/computer assistance
* FY15 estimates represent a 4‐year historical average** FY16 projections are based upon the historical average plus budgeted FTE change.
35494 457 302 305
263 308 297 1,337 1,201 2,046 1,528 1,543
752 760 729 750
306 300
26,465
50 79 75 64 68 680 698 710 696 703
730
25,258 26,899 26,302 26,493
15,086 15,617 22,048 15,778 17,304
360 280 330
63 68 70 74 69 2,521 3,195 3,790 3,004 3,159
69 86 84 76 80
The Learning Resource Center acquires resources which support programs and courses, offers Library orientation and
instructional workshops, subscribes to the interlibrary loan (ILL) services and referral to outside resources, and partners with
WISPALS Library Consortium members for resource sharing, database access, cost sharing, and shared automation.
38,583 22,677 35,324 35,677
Activities and performance measures2011/2012 2012/13 2013/14 2014/15 2015/16
44,712
Actual Actual Actual Estimate* Projected**
314 353
Distance Learning provides support for distance learners to access excellent and innovative instructional and delivery
systems including formats that combine distance education and classroom instruction, online, and ITV environments.
Goal 1: Student Learning
Develop the SharePoint intranet portal (The
Connection)
End users experience more intuitive and seamless
collaboration and document sharing.
On Schedule
for June 2015
Completion
Implement the WILM Operations Team An administrative process is in place that fosters
closer collaboration between WILM partners
Completed
prior to
June 2015
Develop the WILM Strategic Plan A strategic plan is adopted to guide the WILM
Consortium
Completed
prior to
June 2015
Objective 1: WILM Collaboration
Action Description Outcome Status
Objective 1: Technology Access
Action Description Outcome StatusIncrease hardware and software checkout
availability for students to complete
assignments
Research feasibility of virtual desktop environment
on and off campus and the feasibility of lending
laptops and/or tablets for mobile access to LRC's
electronic collections
On Schedule
for June 2015
Completion
Objective 1: The Connection
Action Description Outcome Status
Goal 4: Effective Leadership through Communication
83
Total expenditures
Purpose
Focus
Activities
STUDENT AFFAIRS DIVISION
The Student Affairs Division provides recruitment, admissions, assessment, career development, job search, registration,
student records management, financial aid, counseling and retention, student advising, student life and development, and
bookstore operations management. Other services and activities include student government, student activities and
organizations, student orientation, leadership development, and student conduct.
Operating expenditures 933,475 939,135 939,135 927,664 (11,471)
Rice Lake
Campus Dean of
Students
Ashland Campus
Maintenance
New Richmond
Campus Dean of
Students
Student Affairs
AdministrationRegistrar
Ashland Campus
Dean of Students
The Student Affairs Division provides leadership and progressive direction to advance college and student success.
The Student Affairs Division provides services to students related to recruitment, admission, enrollment, financing, billing,
retention, student life, graduation, and employment assistance.
Vice President,
Student Affairs &
Ashland Campus Administration
Student ServicesFinancial
Aid
Records &
RegistrationMarketing
Administrative &
Campus Facilities
Superior Campus
Dean of Students
Director of
Marketing &
Recruitment
Director,
Financial Aid
Benefits 1,490,065 1,559,025 1,559,025 1,647,747 88,722 5.69%Salaries 3,637,605$ 3,550,403$ 3,550,403$ 3,539,390$ (11,013)$
2013/14 2014/15 Budget 2015/16 Change fromActual Adopted Modified Budget 2014/15 Modified Budget
‐0.31%
‐1.22%
6,061,144$ 6,048,563$ 6,048,563$ 6,114,801$ 66,238$ 1.10%
Director of
Enrollment
84
2012‐2015 Strategic action plan status
Improve efficiencies and effectiveness of student
services operations in the area of Financial Aid
Financial aid information and support are now more
readily available to students
Completed
prior to
June 2015
Improve efficiencies and effectiveness of student
services operations in the area of Student Life
Implemented collegewide initiatives thereby
developing common threshold for expectation,
topics and themes including CAB ideas
Completed
prior to
June 2015
Improve efficiencies and effectiveness of student
services operations in the area of Registrar
Identified job tasks that were decentralized and
therefore delegated or made more efficient through
increased use of technology
Completed
prior to
June 2015
Improve efficiencies and effectiveness of student
services operations in the area of recruitment
Identified and implemented productivity
measurements for Career Specialists and
Marketing/Promotion representatives
Completed
prior to
June 2015
Objective 1: Student Preparedness
Action Description Outcome StatusImplement new communication strategies during
the admissions process
Implemented targeted communication strategies
and additional communication methods for students
including online chat and checklists
Completed
prior to
June 2015
Improve student orientation Create program and college orientation processes
that supports student success, maximizes
enrollment, clearly identifies roles and
responsibilities, and maintains an appropriate level
of consistency across the college
Moved to
2015‐2018
Strategic Plan
The Marketing Department provides marketing, public relations, advertising, and communication services designed to
promote and foster a positive image and communicate effectively to WITC's internal and external stakeholders.
Goal 1: Student Learning
Objective 2: Academic Support
Action Description Outcome StatusImprove services for students with disabilities Improved disability services through website,
procedures and handbook updates
Completed
prior to
June 2015
Objective 1: Staff Development
Action Description Outcome Status
Goal 3: Staff Support & Development
Implement systematic training for student services
employees
Continue and improve upon excellent customer
service within student services
Moved to
2015‐2018
Strategic Plan
Objective 1: Organizational Effectiveness
Action Description Outcome StatusImprove efficiencies and effectiveness of student
services operations in the area of counseling services
Developed “collegewide services” using technology
to communicate with students, allocation of
collegewide work, and coordinated efforts to meet
demand for services collegewide.
Completed
prior to
June 2015
Goal 4: Effective Leadership through Communication
85
StatisticFinancial Aid Number of students applying Total aid disbursed *** Student loan default rate *** Number receiving Pell grants Total Pell grants disbursed Number receiving student loans Total student loans disbursedAdmissions Number of applicants admitted Number of new admissions registered
* FY15 estimates represent a 4‐year historical average** FY16 projections are based upon the historical average plus budgeted FTE change.*** FY15 and FY16 amounts are calculated versus historical average
2,005 1,790
3,273 2,961 2,395
10.5% 11.5% 16.8% 17.0% 18.0%1,938 1,971 1,738 1,890 1,832
3,965 4,126 3,828 3,985
2,355 2,294 2,031 2,316 2,272
$6,356,187 $6,428,298 $5,696,545 $6,130,644 $5,617,915
$7,323,381 $6,941,900 $6,148,656 $6,410,778 $5,965,731
2,751 2,873
3,946$14,755,674 $14,685,963 $13,129,278 $14,003,692 $13,503,772
Actual Actual Actual Estimate* Projected**
2014/15 2015/16
Goal 4: Effective Leadership through Communication (continued)Objective 1: Organizational Effectiveness (continued)
Action Description Outcome Status
Objective 1: Improve Decision Making
Establishment of a collaborative Admissions and
Enrollment Team
Team focus will be on continuous, student‐focused,
improvement for admissions and enrollment that
maximizes course capacity
Moved to
2015‐2018
Strategic Plan
Define and communicate specific roles of site
supervisors and direct supervisors within Student
Affairs
2,005 1,995 1,763
Objective 2: Market Strategies
Action Description Outcome Status
Improve advertising effectiveness and efficiency Entered into an agreement with a media buyer if
feasibility study suggest
Completed
prior to
June 2015
Goal 5: Continuous Improvement
Action Description Outcome Status
Develop marketing plans utilizing feedback from
Strategic Planning Forums
Implemented marketing plans based stakeholder
feedback
Completed
prior to
June 2015
Improve bookstore profitability Create, distribute and discuss quarterly reports to
track bookstore sales by product group
On Schedule
for June 2015
Completion
Activities and performance measures2011/2012 2012/13 2013/14
Developed and implemented balance between one‐
college concept and campus cohesiveness within
student services
Completed
prior to
June 2015
Develop social media plan Analyze current and desired social media strategies
and identified best practices from other
colleges/industries
Completed
prior to
June 2015
86
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87
Total expenditures
Purpose
Focus
ActivitiesResearch and Data coordinates and is responsible for College research to include the administration and reporting of items
including the Graduate and Employer surveys, the Federal IPEDS report as well as numerous external data requests
Institutional Effectiveness provides leadership and coordination in measuring College success using a systematic, data‐driven,
continuous‐improvement model that documents the comparison of institutional performance to institutional purpose.
Quality Improvement coordinates the College accreditation activities, strategic planning processes and academic program
and administrative reviews as well as the College's digital imaging process
Vice President
Institutional Effectiveness & Accreditation
Liaison Officer
Research &
Planning
Research & Data
Coordinator
Quality Improvement
Coordinator
The Office of Institutional Effectiveness oversees College accreditation, research and surveys, data reporting, academic
program and administrative unit reviews, program viability, divisional and collegewide metrics, and strategic planning.
46.56%
475,423$ 540,421$ 540,421$ 592,087$ 51,666$ 9.56%
Operating expenditures 36,982 37,375 37,375 54,775 17,400
2.08%Benefits 128,215 153,913 153,913 180,932 27,019 17.55%Salaries 310,227$ 349,133$ 349,133$ 356,380$ 7,247$
INSTITUTIONAL EFFECTIVENESS DIVISION
2013/14 2014/15 Budget 2015/16 Change fromActual Adopted Modified Budget 2014/15 Modified Budget
88
2012‐2015 Strategic action plan status
Statistic
Graduate follow up
Target response rate
Response rate
Graduate Satisfaction
Satisfied with training
Would recommend WITC to a friend
Student employment
Employment within six month of graduation
Average annual salary
Employed within WITC training field
Employed within Wisconsin
Employed within WITC district
Student graduates
Associate degree
Technical diploma
Apprentice diploma
WITC certificates
18
85
22 12
97%
97%
97%
98%
1,858
11 16
203 113 99 125
80% 80% 80%
430
1,644
464 481 423 450
1,249 1,252 1,102 1,312
69% 65% 65% 65%
1,938
97%
97%
97%
97%
95%
85% 85% 85% 85%
85% 84% 85% 85%
85%
85%
92% 91% 91% 91%
98%
97%
Activities and performance measures2013/142011/2012 2012/13 2014/15 2015/16
ActualActual Actual Estimate Projected
1,635
64%
2,177 1,902
35,072 36,303 36,89133,800
73% 73% 74% 74%
81%
35,795
78%
76%
Develop a college‐wide comprehensive professional
development strategy
Utilize Faculty Technology Grant funding to train
faculty
Develop and administer a needs assessment as a
means of drafting an outline summary to include key
training areas whereby individual professional
development :plans' for each of the key training are
based on feedback and needs assessment
On Schedule
for June 2015
Completion
Continue to align site safety protocols and standards Approval of the Business Continuity Plan On Schedule
for June 2015
Completion
Action Description Outcome Status
Objective 2: Marketing Strategies
Goal 3: Staff Support & DevelopmentObjective 1: Staff Satisfaction
Action Description Outcome StatusInstitute a collegewide employee quality survey to
measure internal customer service satisfaction
Developed a survey instrument with a cyclical
schedule for implementation
On Schedule
for June 2015
Completion
Goal 4: Effective Leadership through CommunicationObjective 1: Organizational Effectiveness
89
Total expenditures
Purpose
Focus
Activities
(42,737)$
The Human Resources Division purpose is to recruit, develop and retain skilled and talented employees dedicated to meeting
the needs of the students and communities we serve.
Human Resources division oversees College compensation and benefits administration, legal and regulatory compliance,
employee relations, organizational development, staffing, recruitment, retention, performance management, certification,
credentialing and professional development.
55.08%
919,422$ 981,575$ 981,575$ 994,253$ 12,678$ 1.29%
Operating expenditures 274,085 199,500 199,500 309,390 109,890
HUMAN RESOURCES DIVISION
2013/14 2014/15 Budget 2015/16 Change fromActual Adopted Modified Budget 2014/15 Modified Budget
‐7.60%Benefits 169,681 220,014 220,014 165,539 (54,475) ‐24.76%Salaries 475,657$ 562,061$ 562,061$ 519,324$
Employee Benefits coordinates and is responsible for College payroll processing, benefits plans administration, benefit
surveys, unemployment, COBRA, employee recognition programs and leave of absences
Vice President
Human Resources,
Risk Management &
Shell Lake Office Administration
Recruitment,
Retention &
Certification
Employee
Benefits
Risk
Management
Safety &
Security
Human
Resources
Managers
Specialist/
Analyst
Human
Resources
Credentials
Recruitment, Retention & Certification coordinates staffing requests, recruitment, job descriptions and organizational
charts, as well as processes relating to hiring and employee recognition programs
Risk Management coordinates employee workers' compensation, accident reporting and investigation, safety planning and
emergency procedures as well as the chairing the collegewide safety committee
90
Strategic action plan
Statistic
WTCS Certification
Required certified staff actually certified
Audit Exceptions
Workers' Compensation
Cases with lost time
Number of days lost
Return to work with restriction
Training & Development
Inservice satisfaction
Unduplicated inservice attendance
Unduplicated academic day attendance
Employment
Employee satisfaction (scale 1‐5)
Selection committee satisfaction (scale 1‐5)
Discrimination/Harassment findings
130
n/a n/a 5
* 3.85 *
5 5
84.2%84.2%81.9%80.1%90.7%
Continue to align site safety protocols and standards Consistent collegewide reaction to incidents;
consistent standards for safety and emergencies
Moved to
2015‐2018
Strategic Plan
100.0%100.0%99.8%99.6%99.4%
1 1
0 4 60 5 5
0 0
1
Objective 2: Employee Recognition
Objective 3: College Safety
2014/15 2015/16
Estimate Projected
Activities and performance measures2011/2012 2012/13 2013/14
Actual Actual Actual
1
Objective 1: Comprehensive Professional Development
Action Description Outcome StatusResearch and analyze a comprehensive Collegewide
professional development plan
Employee satisfaction surveys, training and
development data including mentor programs from
WTCS
Completed
prior to
June 2015
6 2
100.0%100.0%100.0%
392392400385392
100.0% 100.0%
* 4.00
0 0
Goal 3: Staff Support & Development
1110
113
Develop a Collegewide comprehensive professional
development plan
Employee satisfaction surveys including needs
assessments and supervisor feedback
On Schedule
for June 2015
Completion
Implement a Collegewide comprehensive
professional development plan
Development of communication plans and training
videos to ensure employee understanding of the
professional development plan and objective
On Schedule
for June 2015
Completion
Action Description Outcome Status
Action Description Outcome StatusDevelop and implement a Collegewide Employee
Recognition Program
An Effective Collegewide Employee Recognition
Program is in place
Completed
prior to
June 2015
91
Total expenditures
Purpose
Focus
Activities
Vice President
Finance & Business Service/
Chief Financial Officer
Financial
Accounting
Services
Student
Financial
Services
Student
Financial
Services
District
Controller
Procurement
Manager
Student Financial Services strives to actively serve the college community by partnering with Academic and Student Affairs in
providing high‐quality, compassionate, and comprehensive service to students and academic units as well as ensuring that all
interaction related to students and the activity on the student accounts complies with Federal, State, and Wisconsin
Technical College System Board regulations.
BUSINESS SERVICES DIVISION
Salaries903,121 903,121 734,110 (169,011)
The Business Services Division is responsible for all financial aspects of WITC from all sources including the College budget,
audited financial statements and other external sources
17.08%
5,272,212$
2,762,443
4,388,302$ 4,388,302$ 4,714,902$ 326,600$ 7.44%
‐18.71%
The Business Services Division strives to communicate timely and accurate financial data efficiently through technology to
support the implementation of collegewide directives.
Finance Accounting Services is responsible for all financial activities and related records of the college, including accounts
payable, payroll, grant and financial aid management and billing, budgeting, cash management, debt management,
accounting, internal controls, auditing, accounts receivable and collections, capital asset tracking and monitoring, and
procurement. This department is responsible for district‐wide facility planning, budgeting, and construction oversight.
Additionally, it provides accounting services to the WITC Foundation.
2013/14 2014/15 Budget 2015/16 Change fromActual Adopted Modified Budget 2014/15 Modified Budget
754,388$ 722,738$ 722,738$ 746,423$ 23,685$
2,917,751 Operating expenditures
3.28%Benefits 1,600,073
471,926 2,762,443 3,234,369
92
Strategic action plan
Statistic
Moody's bond rating
Unqualified audit opinion
GFOA budget award received
% tuition and fees written off
Investment earnings
Revenue per capita
External funding to operating revenues
Tax levy to operating revenues
Mill rate to levy cap
Operating expenditures per capita
Operating surplus
Fund balance to operating expenditures
Liquidity
Direct debt to valuations
Legal debt limit
Percent of OPEB liability funded
5.00% 5.00% 5.00% 5.00% 5.00%
29.68% 37.77% 48.15% 59.24% 59.47%
2.88%
0.07% 0.09% 0.10% 0.12% 0.12%
4.94% 5.11% 4.67% 67.93% 67.01%
73.48% 72.39% 73.15% 11.43% 12.10%
10.50% 11.37%
$134.69 $136.04 $135.34 $132.74 $137.82
1.19%
66.15% 69.34% 69.79%
Goal 4: Effective Leadership through CommunicationObjective 1: Internal Communication
Action Description Outcome StatusImprove internal Business Office fiscal reporting
mechanisms
Improve the ability of managers to effectively and
efficiently manage college resources through
improved reporting in the budgeting, recording and
monitoring cycles.
On Schedule
for June 2015
Completion
Goal 5: Continuous ImprovementObjective 1: Technology
Objective 2: Sustainability
Action Description Outcome Status
$108,210 $120,752
0.69% 1.27% 1.51% 0.17% 0.00%
25.00% 25.00% 25.00% 19.11% 19.33%
2015/16
Projected
1.31% 1.95% 2.68%
Actual
Activities and performance measures2013/142011/2012 2012/13 2014/15
Actual Actual Estimate
0.27% 0.87% 1.17% 0.99%
Develop and implement a plan to advance
collegewide sustainability
Continuing efforts are being taken to incorporate
systems thinking and sustainability into all programs
where appropriate
Moved to
2015‐2018
Strategic Plan
Action Description Outcome StatusImprove internal Business Office fiscal reporting
mechanisms
Improved operating procedures Completed
prior to
June 2015
Implement collegewide comprehensive records
retention policy and procedures
Improved management of College records Completed
prior to
June 2015
$139,679
$135.63 $137.79 $137.41 $139.36 $141.62
1.01%
Yes
Aaa Aaa Aaa Aaa Aaa
No Yes Yes Yes Yes
Yes Yes Yes Yes
$202,708 $127,044
93
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94
WITC-NEW RICHMOND
Special Revenue Fund
W I S C O N S I N I N D I A N H E A D T E C H N I C A L C O L L E G E
2013/14 2015/16Actual Adopted Modified Budget
Local government 801,747$ 587,477$ 587,477$ 587,477$ ‐$ 0.00%State aids 833,782 372,587 372,587 198,404 (174,183) ‐46.75%Program Fees 23,909 25,000 25,000 20,000 (5,000) ‐20.00%Material Fees 53,650 20,000 20,000 10,000 (10,000) ‐50.00%Other student fees ‐ ‐ ‐ ‐ ‐ 0.00%Institutional 1,656,099 261,200 1,036,200 982,631 (53,569) ‐5.17%Federal 735,643 888,517 963,517 1,132,182 168,665 17.51%
Total revenue 4,104,830$ 2,154,781$ 3,004,781$ 2,930,694$ (74,087)$ ‐2.47%
Instruction 3,560,628$ 1,648,833$ 2,543,833$ 2,425,987$ (117,846)$ ‐4.63%Instructional resources ‐ 15,000 ‐ ‐ ‐ 0.00%Student services 480,590 460,948 460,948 494,707 33,759 7.32%General institutional ‐ 15,000 ‐ 5,000 5,000 0.00%Physical plant ‐ 15,000 ‐ 5,000 5,000 0.00%
Total expenditures 4,041,218$ 2,154,781$ 3,004,781$ 2,930,694$ (74,087)$ ‐2.47%
SPECIAL REVENUE FUND
The special revenue fund is used to account for the proceeds and related financial activities of specific revenue sources that are
legally restricted to expenditures for specified purposes or where WITC acts as a trustee or fiscal agent for the funds of others.
The fund is divided into operating and non‐aidable funds. The majority of the operating fund is the result of federal and state
grants as well as contract revenue. Non‐aidable funds includes funds whereby WITC acts in a trustee capacity such as student
financial aid. Additionally, non‐aidable funds include student clubs whereby WITC acts as a fiscal agent only. No budgets are
included for activities where WITC acts as a fiscal agent only such as in the case of the NWECS Consortium.
Special Revenue Fund ‐ Operating
Budget Summary
Change from2014/15 Budget2014/15 Modified Budget
The special revenue ‐ operating fund is used to account for the proceeds and related activities of specific revenue sources that
are legally restricted to expenditures for specified purposes, mainly grants and contracted services.
When preparing this fund, submissions of proposed budgets based on projected grant awards are used. The financial summary
shown in this section identifies the projected grants to be received. When budgeting the expenditure side of the grants, project
numbers are used so as to easily segregate and report expenditures applicable to grant funding received.
Contracted services are also included in the financial summary shown. Contracted service revenues and expenditures are
estimated utilizing historical data and market research of services currently in demand within the district. Revenues and
expenditures are again assigned a project number as a means to analyze earnings and potential cost savings associated with the
services.
96
Financial summary by function and revenue source
FederalFederal Federal State DOL, DWD Other
Function AEFL Grants VTEA Grants GPR Grants DPI Grants Revenues Total
Local government 134,700 445,100 7,677 ‐ ‐ 587,477$
State aids ‐ ‐ 136,004 62,400 ‐ 198,404$
Program Fees ‐ ‐ ‐ ‐ 20,000 20,000$
Material Fees ‐ ‐ ‐ ‐ 10,000 10,000$
Institutional ‐ ‐ ‐ 507,631 475,000 982,631$
Federal 163,956 353,847 ‐ 614,379 ‐ 1,132,182$
Total 298,656$ 798,947$ 143,681$ 1,184,410$ 505,000$ 2,930,694$
* Federal Adult Education & Family Literacy (AEFL) Grants
* Federal Perkins Vocational & Technical Education Act (VTEA) Grants
* State General Purpose Revenue (GPR) Grants
* Federal Department of Labor (DOL), Department of Workforce Development (DWD) and
Department of Public Instruction (DPI)
* Other Revenues
The following table displays the FY16 special revenue ‐ operating budget by function and source categories:
In addition, WITC looks at revenues in this fund in the following revenue sources:
By statute, the WITC Board controls the budget at the fund and function level. The revenues for the special revenue ‐ operating
fund are :
* Local government
* State aids
* Institutional
* Federal
97
Projected grant awards
Students Grant District ProjectedAppropriations # Served Award Portion Activity
17‐130‐146‐126 300 155,901$ 134,700$ 290,601$
17‐132‐146‐166 35 8,055 ‐ 8,055
17‐191‐124‐166 1,200 92,264 30,755 123,019
WITC has applied for and received preliminary grant awards for the following program related grants for FY16:
Grant Title
Adult Education and Family Literacy (AEFL) Grants
Basic Skills Education
ABE Comprehensive
Wisconsin Indianhead Technical College (WITC) proposes to continue providing a comprehensive adult basic education program
through the college’s four campuses and outreach sites to include two American Indian reservations and the Barron Opportunity
Center (ELL). An estimated 300 adults with low literacy skills will increase literacy levels and acquire skills needed for
employment, self‐sufficiency, and achievement of goals identified in their Personal Education Plans. Project activities are
designed to assist participants in achieving AEFL Core Outcome Measures related to educational gains, employment, receipt of a
secondary school diploma, and placement in postsecondary education or training. Instructional programming will include
multiple assessment strategies, family and financial literacy components, utilization of technology, and collaboration with Job
Centers and local literacy volunteer programs.
Wisconsin Indianhead Technical College (WITC) proposes the WITC Success Strategies grant to address needs for four distinct
student groups at the college. This funding will support the following four strategies:
1) First‐time, full‐time program students who have risk‐factors that may inhibit program graduation/retention,
2) Tracking of students receiving WITC Foundation and grant‐supported emergency funding for transportation and other WITC
Foundation emergency student assistance funding to evaluate retention/graduation for student recipients,
3) Piloting a holistic academic advising model for a large WITC program (Associate Degree Nursing) to learn best practices of this
model.
4) Improve transitioning of students requiring accommodations to build success at two of the four campuses of WITC.
WITC Success Strategies
English Language Learners
and Civic Education
This project will partially fund Wisconsin Indianhead Technical College’s English Language Learning (ELL) programming at the
Barron International Center. Individuals will participate in ELL experience‐based civics literacy coursework that is designed to
enhance awareness and develop skills needed to succeed in this culture. At least 54 percent (or more according to official
Wisconsin AEFL targets) of participants whose goal it is to improve their academic abilities will acquire the basic skills needed to
complete a National Reporting System (NRS) level.
This project has been helpful in bridging the cultural gap and hopes to continue to do so through experiential learning in the
classroom and community that is based on the state developed ELL Civics curriculum. Activities include community‐based
experiential field trips and presentations by local speakers that are designed to improve outcomes related to AEFL Core
Indicators of Performance for ELL students.
General Purpose Revenue (GPR) Grants
98
Students Grant District ProjectedAppropriations # Served Award Portion Activity
17‐182‐124‐156 300 54,675 ‐ 54,675
17‐166‐150‐215 2,000 49,802 ‐ 49,802
17‐141‐150‐236 700 228,034$ 445,100$ 673,134$
17‐145‐150‐266 60 15,202 ‐ 15,202
Faculty Development
in Technology
This project will improve student retention at Wisconsin Indianhead Technical College (WITC) by proactively identifying and
providing support services to at‐risk students. This project utilizes a systematic process for identifying at‐risk students that
includes a required admissions interview with a counselor, early alert process with faculty, and a one‐stop student services
center where students have convenient access to a variety of support services. Specific support services that will be provided
include academic and career counseling, peer mentoring, case management and coordination of accommodations, academic
support services to include study and success skills, and individual and group tutoring. The criteria that will be used to identify at‐
risk students will include prior, current, and anticipated future performance.
Assuring Access and Participation ‐
NTO Training & Employment
This project will continue to increase enrollment and retention in non‐traditional occupational programs at Wisconsin Indianhead
Technical College (WITC), thereby meeting or exceeding Perkins core indicator targets for the college. NTO student enrollment
and success met and exceeded the 5P1 performance indicator for 2013‐14. However, we did not meet the 5P2 performance
indictor by .88%. This project will continue to provide NTO career guidance and counseling for 30 students and coordinate
support services opportunities for 30 NTO students. In addition, to improve student retention and placement rates, WITC will
make a planned effort to promote peer tutoring and develop a more consistent peer mentoring/networking program that
provides an opportunity for NTO students to network with one another. Coincidentally, establishing a peer mentoring/
networking program for NTO students was identified as a resource that would benefit NTO students as reported in a survey
completed by NTO students in January 2011.
To improve the consistency, availability, and cost effectiveness of orientation activities, WITC will create an online to orient all
new staff to the college; develop an online course in Blackboard to orient new faculty and introduce them to key FQAS
outcomes; define mentoring activities to orient new faculty and expand upon key FQAS outcomes; and purchase, implement,
and train on software to track and support completion of FQAS and other outcomes for all staff.
Perkins Vocational & Technical Education (VTEA) Grants
Grant Title
General Purpose Revenue (GPR) Grants (continued)
Career Prep
This project will improve student retention at Wisconsin Indianhead Technical College (WITC) by proactively identifying and
providing support services to at‐risk students. This project utilizes a systematic process for identifying at‐risk students that
includes a required admissions interview with a counselor, early alert process with faculty, and a one‐stop student services
center where students have convenient access to a variety of support services. Specific support services that will be provided
include academic and career counseling, peer mentoring, case management and coordination of accommodations, academic
support services to include study and success skills, and individual and group tutoring. The criteria that will be used to identify at‐
risk students will include prior, current, and anticipated future performance.
Achieving Student Success
99
Projected grant awards ‐ continuedStudents Grant District Projected
Appropriations # Served Award Portion Activity
17‐142‐150‐256 160 60,809 ‐ 60,809
17‐702 36 411,206 ‐ 411,206
17‐710 16 96,631 ‐ 96,631
17‐711 96 55,000 ‐ 55,000
Grant Title
Perkins Vocational & Technical Education (VTEA) Grants ‐ continued
Nursing Assistant Summer Career
Camp
Wisconsin Department of Workforce Development Grants
Wisconsin Indianhead Technical College (WITC) proposes a Strengthening Career and Technical Education grant to continue to
improve the 10‐102‐3 Business Management for a second year and to develop strategies to improve the 10‐101‐1 Accounting
and 10‐514‐1 Occupational Therapy Assistant programs.
The Business Management program has just begun to implement strategies this academic year to address its Perkins indicator
deficits in all areas. Of note, while the impact of the current improvement plan has not yet been measured, the most current
Perkins Indicators show some improvement in all areas and continuing annual improvement in the program’s graduation rate
(2P1) that has trended up over the past four years. The program’s 4P1 measure, for a second year, exceeds the FAUPL
benchmark.
The Accounting program will focus on strengthening technical course completion (1P1) measures, which have remained flat and
underperforming for the past four reporting years. Accounting students, however, have strong General Studies course
completion rates, exceeding the FAUPL in all measured years. The strong employment measure (4P1= 94.44%) for the
Accounting program graduates is an incentive for students to persist in the program.
Finally, the Occupational Therapy Assistant program will address the need to improve technical course completion and resulting
too‐low program graduation measure through a variety of strategies that will improve academic and support services available
for this student group.
Blueprint for Prosperity
(Wait List) Grant
This two‐year grant provides additional classroom lab and instruction, supplies and equipment during late afternoon and early
evening for the WITC welding full technical diploma or option for up to 5 embedded, short term technical diplomas as taught at
the Rice Lake and New Richmond campuses.
Blueprint for Prosperity
High School Pupil
Workforce Training Programs
Industry demand for entry level welders remains high in St. Croix and Polk counties. This grant partners WITC New Richmond
campus and seven K‐12 school districts in Polk and St. Croix counties to offer 16 high school senior (grade 12) students the
opportunity to begin a Career Pathway in welding. Students will earn dual high school and college credit, as well as complete two
WTCS approved embedded short‐term technical diplomas for Gas Metal Arc Welding and Shielded Metal Arc Welding. With
further training, these “stackable” credentials can lead to the student earning their full, one ‐year technical diploma in Welding
from WITC. New Richmond High School will host the two‐semester program and the curriculum will be team taught by WITC
instructors and the New Richmond High School technical education teacher.
Department of Public Instruction
This two‐year grant provides instruction, supplies and equipment for three 3‐week nursing assistant camps at five locations in
July 2015, August 2015 and June 2016..
Improvement of Graduation &
Retention Rates
100
Students Grant District ProjectedAppropriations # Served Award Portion Activity
17‐712‐900‐016 118 274,680 ‐ 274,680
17‐714‐930‐016 60 224,374 ‐ 224,374
17‐716‐904‐016 50 276,698 ‐ 276,698
17‐717‐904‐016 0 81,035 ‐ 81,035
Total 5,131 2,084,366$ 610,555$ 2,694,921$
Advancing Careers and Training
for Healthcare:
(ACT for Healthcare)
Career Pathways Coordinator
The Career Pathways Coordinator position was built into the TAACCCT 4 grant for each of the 16 Wisconsin technical colleges.
The funding for this position was originally combined with the funding for the new Gerontology programing; however, the
Department of Labor has requested that the funding now be separated.
This three‐year project is similar to the Making the Future (TAACCCT 2) grant in that the main goals of the project are to increase
the attainment of degrees, certifications, certificates, diplomas, and industry‐recognized credentials that match the skills needed
by employers. WITC will be focusing on the Information Technology field and will receive $680,028 in grant funds over three
years to directly support the instruction, supplies and equipment needs of the program.
The goal of this multi‐year project is to develop, improve, and expand adult educational training pathways to careers in
advanced manufacturing through statewide collaboration and cooperation. WITC received a total of $682,649 in grant funds
over four fiscal years to directly support the welding instruction and career pathways
WITC is in the final year of this grant which was awarded through the US Department of Labor, Employment & Training
Administration Trade Adjustment Assistance Community College Career & Training (TAACCCT). October 1, 2015 through March
31, 2016, represents the final term of the grant funding.
INTERFACE: International
Networks Transforming Effective
& Rigorous Facilitation of
Assessment, Collaboration &
Education
Grant Title
Department of Labor
Advancing Careers and Training
for Healthcare:
(ACT for Healthcare)
Gerontology Program
This three‐year project is modeled similar to the Making the Future (TAACCCT 2) grant in that the main goals of the project are to
increase the attainment of degrees, certifications, certificates, diplomas, and industry‐recognized credentials that match the
skills needed by employers. WITC will focus on the newly created Gerontology ‐ Aging Services Professional Program field and
will receive $800,044 in grant funds over three years to directly support the instruction, supplies and equipment needs of the
program.
Making the Future:
The Wisconsin Strategy
101
2013/14 2015/16Actual Adopted Modified Budget
Other student fees 351,474$ 365,000$ 365,000$ 290,000$ (75,000)$ ‐20.55%Institutional 364,167 415,000 415,000 287,622 (127,378) ‐30.69%Federal funds 12,109,208 14,250,000 14,250,000 12,503,772 (1,746,228) ‐12.25%
Total revenue 12,824,849$ 15,030,000$ 15,030,000$ 13,081,394$ (1,948,606)$ ‐12.96%
Instruction 133,908$ 380,000$ 380,000$ 159,600$ (220,400)$ ‐12.95%Student services 12,588,908 14,650,000 14,650,000 12,921,794 (1,728,206) ‐8.75%
Total expenditures 12,722,816$ 15,030,000$ 15,030,000$ 13,081,394$ (1,948,606)$ ‐12.96%
WITC acts as a trustee for student clubs and some financial aid programs. These are included as part of the adopted budget.
Special Revenue Fund ‐ Non‐aidable
Budget Summary
Change from2014/15 Modified Budget
The special revenue ‐ non‐aidable fund is used to account for assets held in by WITC in a trustee capacity or as an agent for
individuals, private organizations, other governmental units and/or other funds.
2014/15 Budget
102
2013/14 2015/16Actual Adopted Modified Budget
Other student fees 351,474$ 305,000$ 305,000$ 290,000$ (15,000)$ ‐4.92%Institutional 364,167 415,000 415,000 237,622 (177,378) ‐42.74%Federal funds ‐ ‐ ‐ ‐ ‐ 0.00%
Total revenue 715,641$ 720,000$ 720,000$ 527,622$ (192,378)$ ‐26.72%
Instruction 133,908$ 380,000$ 380,000$ 159,600$ (220,400)$ ‐12.95%Student services 478,392 340,000 340,000 368,022 28,022 ‐8.75%
Total expenditures 612,300$ 720,000$ 720,000$ 527,622$ (192,378)$ ‐26.72%
2013/14 2015/16Actual Adopted Modified Budget
Institutional ‐$ 60,000$ 60,000$ 50,000$ (10,000)$ ‐16.67%Federal funds 12,109,208 14,250,000 14,250,000 12,503,772 (1,746,228) ‐12.25%
Total revenue 12,109,208$ 14,310,000$ 14,310,000$ 12,553,772$ (1,756,228)$ ‐12.27%
Student services 12,110,516$ 14,310,000$ 14,310,000$ 12,553,772$ (1,756,228)$ ‐8.75%
Total expenditures 12,110,516$ 14,310,000$ 14,310,000$ 12,553,772$ (1,756,228)$ ‐12.27%
WITC is a trustee for some financial aid programs such as SEOG, WHEG, Pell, Federal College Work Study and Direct Loans.
2014/15 Modified Budget
When students register for credit classes, they are charged an activity fee per credit. The activity fee is equal to 6.5% of the
tuition rate rounded to the nearest quarter. This activity fee is collected on behalf of the Student Senate. The fees are placed
into this funds for Student Senate use with the approval of college management. With the assistance and guidance of staff,
Student Senate determines how they would like to spend these funds to improve student life on campus. WITC acts as the
trustee of these funds.
Financial Aid
Budget Summary
Change from
Student Senate and Other Agency Funds
Budget Summary
Change from
2014/15 Budget
2014/15 Modified Budget2014/15 Budget
103
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104
WITC-SUPERIOR
W I S C O N S I N I N D I A N H E A D T E C H N I C A L C O L L E G E
Capital Projects Fund
2013/14 2015/16Actual Adopted Modified Budget
State aids 170,315$ ‐$ ‐$ 10,935$ 10,935$ 0.00%Institutional 81,991 55,000 55,000 99,500 44,500 80.91%Federal 42,931 43,200 43,200 134,200 91,000 210.65%
Total revenue 295,237$ 98,200$ 98,200$ 244,635$ 146,435$ 149.12%
Instruction 2,188,876$ 1,608,245$ 1,608,245$ 1,666,838$ 58,593$ 3.64%Instructional resources 462,502 422,312 422,312 519,450 97,138 23.00%Student services 106,408 195,796 195,796 9,790 (186,006) ‐95.00%General institutional 519,997 475,965 475,965 1,101,010 625,045 131.32%Physical plant 7,478,145 7,491,140 7,491,140 9,137,537 1,646,397 21.98%
Total expenditures 10,755,928$ 10,193,458$ 10,193,458$ 12,434,625$ 2,241,167$ 21.99%
2014/15 Modified Budget
WITC issued $9,990,000 in general obligation promissory notes to offset FY15 capital costs. For FY16, WITC plans to issue
$11,440,000 of general obligation promissory notes.
In FY16 the College plans to use $688,190 of its fund balance to cover the balance of the capital expenditures. This is a pre‐
planned use of fund balance for this purpose.
CAPITAL PROJECTS FUNDThe capital projects fund accounts for financial resources used for the acquisition or construction of capital assets and
remodeling.
Capital Projects Fund
Budget Summary
Change from
WITC has two components that make up its capital projects fund. The Facility/Site Development project budget includes new
construction, building remodeling and site improvements. The Equipment/Software budget represents acquisitions toward
technological advancement and resources.
2014/15 Budget
106
Definitions
Statutory limitations
Capital budgeting ‐ planning policy
The Wisconsin Technical College System (WTCS) Board has defined these terms.
New construction, building additions, and land purchases are limited to no more than $1,500,000 every two years without
passing a referendum. New construction, building additions, and land purchases also require approval by the WITC Board. Debt
issues for site improvements are limited to $1,500,000 per issue unless approved through referendum. Debt issues for new
construction, land purchases, and building additions or improvements are limited to $1,500,000 per issue unless approved
through referendum.
WITC has a capital planning process that consists of a Comprehensive Facility Plan, equipment replacement schedules, and
identification of new capital equipment needs in future years. These plans are reviewed and updated annually. These plans are
reviewed concurrently with the strategic plan, budgeting process, and academic programming plan to ensure alignment of all
plans and processes. Based upon information contained in these schedules, the College is able to project what funding will be
needed in future years to maintain and/or improve its programs and services.
WITC is a heavy user of technology in the classroom as well as in the office. Technology is changing at a rapid rate. In order to
stay current, a sizable portion of capital equipment dollars each year is designated toward technology purchases.
Capital equipment is defined as furniture or equipment with a value of $5,000 or more and a useful life of two years or more in
order to be considered a capital assets and capitalized in the accounting records of WITC.
For borrowing purposes, capital equipment is defined by statute as furniture or equipment with a value of $500 or more and a
useful life of two years or more. All capital equipment to be covered through funds issued with general obligation promissory
notes will be budged in the capital projects fund. Those items costing less than $5,000 will be recorded as an expense rather
than a capital asset at year end. Any items not meeting the above definition are charged to an operational fund (i.e. general
fund or special revenue fund) as an operating expenditure.
Capital projects consist of the following activities:
New construction is defined as the adding of additional square footage to an existing building or constructing a new
building.
Land purchases are defined as the purchase of additional acreage as to be owned and/or developed by the college.
Building improvements are defined as infrastructure improvements which are used to extend the useful life of a building
and retrofitting improvements which extend the useful life of a room.
Site improvements are defined as improvements made to land (i.e. roads, sidewalks, and underground piping) to extend
the useful life of the asset.
107
2016 2017 2018 2019 2020New construction 0.530 ‐ ‐ ‐ ‐
5.295 2.550 1.500 4.975 1.450 Site improvements 1.795 0.875 1.150 0.050 ‐ Equipment purchases 3.570 2.900 3.250 3.400 3.000 Other capital projects 0.280 0.280 0.380 0.355 0.330 Total 11.470 6.605 6.280 8.780 4.780
2016 2017 2018 2019 2020 11.440 6.575 6.250 8.750 4.750 0.015 0.015 0.015 0.015 0.015
Other revenues 0.015 0.015 0.015 0.015 0.015 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total 11.470 6.605 6.280 8.780 4.780
Funding of capital projects and equipment
Operating impacts
The following schedules detail resources, equipment and project expenditures as associated with the capital project fund FY16
budget.
New construction ‐ New construction will always result in an impact to operational costs; however, sometimes these costs are
minimized at the time of construction due to various situations.
Building and site improvements ‐ Operating impacts are generally minimal. WITC tries to maintain its facilities and land in
good shape in order to keep repairs at a minimum. These improvements may result in a reduction of repair and maintenance
costs and/or energy savings.
Below is a schedule of planned capital projects and the year of planned implementation. All amounts are in millions.
Remodeling
Funding (in millions) for these projected expenditures is expected to come from the following sources:
Interest earningsGeneral obligation
External funding/grantsUse of fund balance
Not included in the above schedules for future years are capital purchases relating to any federal or state grants, which may be
received in a particular fiscal year. These are generally small in nature and are usually for some equipment (i.e. computers) to
start up or expand an academic program.
WITC issues general obligation promissory notes to provide funds for capital equipment and capital projects. The proceeds to
these notes are recorded in the Capital Projects Fund and the payment of the principal and interest is recorded in the Debt
Service Funds. WITC may also receive grant funds to cover the cost of some capital equipment items. These funds are recorded
in this fund. Any interest earned from the proceeds of the debt issuance is also recorded in this fund.
Capital equipment and technology ‐ Operating impacts are generally minimal. Operating impacts may consist of
maintenance agreements, utility costs, supplies, fuel, etc. Many of the capital equipment purchases are replacements and the
operating costs are already built into the base of the budget so new additional funds are not necessary.
On an annual basis, WITC will determine whether or not any fund balance may be available to offset some of the capital
expenditures for the budget year. If funds are not available, the amount of debt to be issued is reduced accordingly.
108
Project Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Ashland Zone 3 Remodel Project
New Richmond Zone 2 Remodel Project
New Richmond Zone 3 Remodel Project
Rice Lake New Addition
Rice Lake EMS Education Site Improvement
Rice Lake Zone 2B Remodel Project
Rice Lake Campus Site Improvements
Rice Lake Paving Replacement
Rice Lake Roofing Project
Superior Roofing Projects
Superior Remodel Project
Shell Lake Paving Replacement
The following calendar outlines capital projects planned in FY16 with detailed expenditures listed on the following page:
Fiscal Year 2016 Capital Projects Timeline
Start of planning
State‐board approval
Construction phase
109
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110
Resources:1. Debt Issue 7,870,000$ Total Resources: 7,870,000$
Project Listing: Project #
AshlandZone 3 Remodel Project 716957 655,000$
Total Ashland: 655,000$
New RichmondZone 2 Remodel Project 716966 500,000 Zone 3 Remodel Project 716966 1,020,000$
Total New Richmond: 1,520,000$
Rice LakeNew Addition 716977 360,000$ EMS Education Site Improvement 716978 170,000 Zone 2B Remodel Project 716979 1,500,000 Campus Site Improvements 716970 245,000 Paving Replacement 716971 585,000 Roofing Project 716972 60,000
Total Rice Lake: 2,920,000$
SuperiorRoofing Projects 716988 580,000 Remodel Project 716989 1,500,000
Total Superior: 2,080,000$
Shell LakePaving Replacement 716990 325,000$
Total Shell Lake: 325,000$
Other RemodelingRenewable Energy Capital Work 716836 5,000$ Design Fees 716994 5,000 Architect Fees 716995 120,000 Mechanical Roofing Security 716996 60,000 Minor Remodeling (1) 716998 60,000 Campus Simulation Remodeling 716999 120,000
Total Other Remodeling: 370,000$
Total Projects: 7,870,000$
Net Change in Fund Balance: ‐$
Estimated Beginning Fund Balance: 5,500$ Estimated Ending Fund Balance: 5,500$
Remodeling/Site Development Project Listing
(1) Limited to $100,000 per campus without state approval per TCS 5.09(1).
111
Campus/Zone/Project Area Zone Budgets
AshlandBuilding ZonesZone 3 $557,612 $655,194Zone 4 $131,321 $168,091Zone 5 $196,758 $251,850
Roofing ZonesR.1 500 $5,200 $6,656R.2 7600 $79,040 $101,171R.3 2500 $26,000 $33,280R.4 4000 $41,600 $59,072R.6 22600 $235,040 $300,851R.7 47000 $488,800 $625,664R.8 1500 $15,600 $19,968R.10 9000 $93,600 $119,808
Paving Zones ‐ SealcoatDrive 36300 $7,260 $9,293P.1 69000 $13,800 $17,664P.2 13000 $2,600 $3,328P.3 46000 $9,200 $11,776P.4 35500 $7,100 $9,088
Non‐Zoned ProjectsFencing $15,000Retaining Wall $40,000Sidewalks to Bus Stop $10,000New Sign $50,000Student Services Desk $5,000Testing Room Noise $5,000Simulation Man Remodel $25,000 $29,375Learning Commons $500,000 $640,000Transformer Replacement $20,000
Campus Subtotal $2,580,530 $684,569 $0 $0 $2,318,488 $0 $0 $0 $59,072
New RichmondBuilding ZonesZone 2 $406,016 $477,069Zone 3 $903,755 $1,061,912Zone 4 $336,501 $442,499
Roofing ZonesR.6 260 $2,704 $3,840R.7 450 $4,680 $6,646R.9 4550 $47,320 $63,882R.10 5575 $57,980 $78,273R.11 21750 $226,200 $273,702
Paving Zones ‐ ReplaceDrive 33050 $187,200 $233,064P.2 25850 $122,800 $152,886P.4 115330 $461,320 $574,343P.5 74170 $296,680
Paving Zones ‐ SealcoatDrive 33050 $6,610 $9,155P.1 29075 $5,815 $7,240 $8,257P.2 25850 $5,170 $7,160P.3 44930 $8,986 $11,188 $12,760P.4 115330 $23,066 $31,946P.5
Non‐Zoned ProjectsSimulation Man Remodel $25,000 $29,375Second Floor Addition $1,500,000 $2,025,000
Campus Subtotal $4,627,803 $1,568,356 $273,702 $978,721 $0 $442,499 $2,167,155 $48,262 $31,503
Rice LakeBuilding ZonesZone 2A (Automotive) $612,526 $741,157Zone 2B (Welding & Machine Tool) $1,276,596 $1,500,000Zone 4 $1,601,785 $2,050,284
Roofing ZonesR.1 177 $1,841R.2 10500 $109,200R.3 2600 $27,040R.4 16000 $166,400 $218,816R.5 1400 $0 $60,000R.6 $81,980R.7 5400 $56,160 $73,850R.8 125 $1,300R.9 173 $1,799 $2,366R.10 2500 $26,000R.11 11400 $118,560 $164,206R.12 10000 $104,000 $133,120R.13 13000 $135,200 $173,056R.14 800 $8,320 $10,650R.15 18500 $192,400 $246,272R.16 4301 $44,730 $57,255R.17 1800 $18,720 $23,962R.18 (skylights) 128
Paving Zones ‐ ReplaceDrive 10400 $44,000 $51,700P.1A (north) 85900 $343,600
2017 2023
Fiscal Year 2016 Project Sequencing Summary
2018 2019 2020 2021 2022Year 2016
112
Campus/Zone/Project Area Zone Budgets
2017 2023
Fiscal Year 2016 Project Sequencing Summary
2018 2019 2020 2021 2022Year 2016
P.1B (south) 113110 $452,440 $531,617P.2 55500 $222,000 $268,620P.3 20300 $81,200 $101,094P.4 75500 $302,000 $365,420P.5 7000 $28,000 $33,880
Paving Zones ‐ SealcoatDrive 10400 $2,080 $2,881P.1A (north) 85900 $17,180 $21,389 $23,794P.1B (south) 113110 $22,622 $31,331P.2 55500 $11,100 $15,374P.3 20300 $4,060 $5,623P.4 75500 $15,100 $20,914P.5 7000 $1,400 $1,939
Non‐Zoned ProjectsNew Addition $326,929 $361,257Emergency Education Site Work $155,250 $171,551South Street Improvements $150,000 $160,500Simulation Man Remodel $25,000 $29,375Conference Center Entrance $84,000 $84,000Transformer Replacement $20,000 $22,800Condensor Replacement $150,000 $150,000
Campus Subtotal $7,042,518 $3,100,000 $1,409,077 $145,283 $2,694,598 $295,032 $0 $266,061 $0
Shell LakeRoofing ZonesR.1B 1136 $15,939 $18,728R.2 3500 $36,400 $49,140R.3 2200 $30,870 $36,272R.4 1500 $15,600R.5 3900 $40,560
Paving Zones ‐ ReplaceDrive 3660 $18,656 $21,921P.1 9270 $47,252 $55,521P.2 32150 $163,879 $192,558
Paving Zones ‐ SealcoatDrive 3660 $732 $988P.1 9270 $1,854 $2,503P.2 32150 $6,430 $8,681
Non‐Zoned ProjectsFurnace Replacement (4) $249,529 $336,864Transformer Replacement $20,000 $22,100
Campus Subtotal $378,172 $325,000 $22,100 $0 $0 $0 $398,176 $0 $0
SuperiorBuilding ZonesRefresh ‐ Finishes $1,500,000 $1,500,000Refresh ‐ Finishes $1,500,000 $1,500,000Refresh ‐ Finishes $1,500,000 $1,500,000
Roofing ZonesR.6 2300 $18,400R.7 10000 $104,000 $122,200R.8 321 $3,338 $3,923R.9 1000 $10,400 $12,220R.10 27500 $286,000 $336,050R.11 800 $8,320 $9,776R.12 3600 $37,440 $43,992R.13 3600 $37,440R.14 2500 $26,000R.15 3900 $40,560 $47,658
Paving Zones ‐ ReplaceP.3 37000 $148,000 $179,080
Paving Zones ‐ SealcoatDrive 8800 $1,760 $2,253P.1 13300 $2,660 $3,405P.2 49000 $9,800 $12,544P.3 37000 $7,400 $10,249P.4 101000 $20,200 $25,856
Non‐Zoned ProjectsSimulation Man Remodel $25,000 $29,375HVAC Lab ‐ Single Plenum Exhaust System $31,250 $35,625Room 128 ‐ Mech. Upgrades ‐ Computer Lab $35,000 $36,225Simulation Man Remodel $35,625 $44,353Conference Center AHU/CU $150,000 $197,250Domestic Water Piping $300,000 $394,500Transformer Replacement $20,000 $21,400
Campus Subtotal $5,858,593 $2,126,594 $1,750,930 $1,500,000 $44,058 $636,103 $0 $10,249 $0
All Campus Subtotal $20,487,617 $7,804,518 $3,455,809 $2,624,004 $5,057,144 $1,373,635 $2,565,331 $324,572 $90,575
Escalation Year Multiplier 1 5 6 7 8 9 10 11 12Escalation Factor percent 3.50%
Total Year Cost $7,804,518 $3,455,809 $2,624,004 $5,057,144 $1,373,635 $2,565,331 $324,572 $90,575
113
Resources:Debt Issue 3,570,000$ Resale of equipment 15,000 Interest Income 7,500 WTCS Grants 10,935 Other Grants (DWD Welding Wait List) 77,000 Other Grants (DOL ACT for Healthcare) 133,000 Other Grants (DOL ACT 2 Career Pathways) 1,200 Other Sources (Drivers Education) 61,800 Total Resources: 3,876,435$
ProjectsEquipment / Furniture Related to Ashland Remodel 150,000$ Equipment / Furniture Related to New Richmond Remodel 250,000 Rice Lake Condenser replacement 150,000 Equipment / Furniture Related to Rice Lake Remodel 250,000 Equipment / Furniture Related to Superior Remodel 250,000 Superior Transformer replacement 20,000 PeopleSoft and WILM Capital Expenditures 200,000
Total Projects: 1,270,000$
Academic AffairsFamily & Consumer Services Division 19,744$ Service & Health Division 39,988 Nursing Division 160,664 Industry & Technology Division 891,241 General Studies Division 32,627 Career Pathways Grants 12,135 Superior Campus Administration 57,410 Superior Campus Physical Plant 38,000
Total Academic Affairs / Superior Campus: 1,251,809$
Continuing EducationFire Technology Department 56,700$ Police Science 70,800 Emergency Medical Services Department 39,350 Rice Lake Campus Administration 71,000 Continuing Education Davison 61,800 Rice Lake Campus Physical Plant 35,900
Total Continuing Education / Rice Lake Campus: 335,550$
Human ResourcesHuman Resources Division 5,000$ Shell Lake Campus Physical Plant (Carryover) 51,650
Total Human Resources / Shell Lake Campus: 56,650$
Student AffairsStudent Affairs Davison 9,790$ Ashland Campus Administration 14,910 Ashland Campus Physical Plant 31,187
Total Student Affairs / Ashland Campus: 55,887$
Equipment/Software Summary
114
Technology ServicesCollegewide Computer Replacements 311,000$ New College Initiatives 311,000 Library Resource Center Division 70,350 Instructional Technology Division 82,000 Distance Learning Support Division 41,100 Instructional Technology Division 595,560 New Richmond Campus Administration 18,744 New Richmond Campus Physical Plant 58,450
Total Instructional Technology / New Richmond Campus: 1,488,204$
Administrative ServicesBusiness Services Division 4,450$ Collegewide Projects:Mechanical Safety & Security 34,000 District Facility Requests 68,075
Total Administrative Services / Shell Lake Office: 106,525$
Total Equipment/Software: 4,564,625$
Net Change in Fund Balance (688,190)$
Estimated Beginning Fund Balance: 701,431$ Estimated Ending Fund Balance: 13,241$
Equipment/Software Summary
115
Fiscal Year 2016 Capital Equipment Detail Listing
Division Ref# Room Description Unit Cost Qty Total Cost
Facility
Dollar
Impact
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Ag Mechanics Division
AA AGNR01 600 Exhaust Reels and Electrical Drops 4,600.00 4 18,400.00 36,600.00
AA AGNR02 600 Forklift and Attachments 29,000.00 1 29,000.00
AA AGNR03 600 6000 LB Floor Crane with Attachments 9,000.00 2 18,000.00
AA AGNR04 603 Office Chair 600.00 3 1,800.00
Budget Code: 584X‐3000‐07000‐1727 / Budget Supervisor: Nancy Cerritos 67,200.00$ 36,600.00$
Major Equipment ‐ Instructional ‐ Industrial Division ‐ IT Network Specialist
AA NSAS01 230 IBM 800GB 2.5 in HS SATA MLC Enterprise Value SSD 1,908.00 12 22,896.00
AA NSAS02 230 Voice Teacher Station Bundle. Includes VOIP server, switches and cards 6,095.00 1 6,095.00
AA NSNR01 216 Virtual Wireless Controller ‐ 15 AP License 1,500.00 1 1,500.00
AA NSNR02 216 Windows Tablets for Classroom Usage 2,200.00 2 4,400.00
AA NSRL01 153 4 Post Server Rack 153 900.00 1 900.00
AA NSRL02 153 Power Drop 500.00 1 500.00
AA NSRL03 153 Network Ports 800.00 1 800.00
AA NSRL04 153 3‐Yr Maintenance on c3650 Switch 1,350.00 1 1,350.00
AA NSRL05 153 Dual Ban AC NIC Cards 2,530.00 1 2,530.00
AA NSRL06 153 4)10GbaseT Cards/Moduals/SPF+ 2,600.00 1 2,600.00
AA NSRL07 153 ids/ips Server 1,500.00 1 1,500.00
AA NSRL08 153 IP KVM 800.00 1 800.00
AA NSRL09 153 NAS 8TB e‐sata/usb3 1,500.00 1 1,500.00
AA NSRL10 153 2960 Switches (7) Rm 157 4,200.00 1 4,200.00
AA NSRL11 153 Network Tap 850.00 1 850.00
AA NSRL12 153 Network Software 3,600.00 1 3,600.00
AA NSRL13 153 CISCO Prime Wireless License 1,500.00 1 1,500.00
Budget Code: 584X‐3000‐15000‐17XX / Budget Supervisor: Nancy Cerritos 57,521.00$ ‐$
Major Equipment ‐ Instructional ‐ Industrial Division ‐ IT Web Development
AA WDRL01 151 Relay Racks and Cabling Components 2,000.00 1 2,000.00
AA WDRL02 151 CISCO Switch 3650 with 10GigModule and Service Agreement 4,500.00 1 4,500.00
AA WDRL03 151 Solid State Drives 800.00 7 5,600.00
AA WDRL04 151 CISCO 24‐Port 2960 Switches 700.00 6 4,200.00
AA WDRL05 157B Facility Request Only‐Additional Power Circuit to support UPS and addition equip ‐ 1 ‐ 1,500.00
Budget Code: 5843‐3000‐15200‐1742 / Budget Supervisor: Nancy Cerritos 16,300.00$ 1,500.00$
Major Equipment ‐ Instructional ‐ Family & Consumer Services Division ‐ Early Childhood Education
AA ECENR1 160 Logitech ConferenceCam CC3000e 1,000.00 1 1,000.00
AA ECERL1 203 PC for ECE Classroom/Lab 1,000.00 1 1,000.00 1,075.00
AA COSSP01 113 GBC Pinnacle 27 EZ Load 27" Roll Laminator 1,650.00 1 1,650.00
AA ECESP1 112 Logitech ConferenceCam CC3000e 1,000.00 1 1,000.00
Budget Code: 5843‐3000‐30700‐17XX / Budget Supervisor: Laura Wassenaar 4,650.00$ 1,075.00$
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Automobile (Mechanical)
AA AMRL01 187 TDM99117TD88A Tap and Die Set 518.00 1 518.00
AA AMRL02 187 EESC32ON14INOB Solus Edge 200BDII 3,655.00 1 3,655.00
AA AMRL03 187 NLE7917140 Transmission Jack 1,040.00 1 1,040.00
AA AMRL04 187 ROB34788H A/C Refrigerant Recovery and Recycling Unit 4,080.00 1 4,080.00
AA AMRL05 187 PWS4111RCTXBK Tool Roller Cabinet 999.00 1 999.00
AA AMSP01 117 Mac Tool Kit 2,500.00 1 2,500.00
AA AMSP02 117 Parts Washer 1,430.00 1 1,430.00
AA AMSP03 117 Smoke Pro 2,800.00 2 5,600.00
AA AMSP04 117 Engine Stands 5,300.00 3 15,900.00
AA AMSP05 117 VERUS Ignition Leads 1,455.00 1 1,455.00
AA AMSP06 117 GM MDI 1,600.00 1 1,600.00
AA AMSP07 117 Battery Chargers 1,350.00 2 2,700.00
AA AMSP08 117 Gas Caddy 600.00 1 600.00
Budget Code: 584X‐3000‐40400‐17XX / Budget Supervisor: Randy Deli 42,077.00$ ‐$
116
Fiscal Year 2016 Capital Equipment Detail Listing
Division Ref# Room Description Unit Cost Qty Total Cost
Facility
Dollar
Impact
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Auto Body (Chassis & Finish)
AA ABRL01 185 Nitrogen Plastic Welder 3,225.00 1 3,225.00
AA ABRL02 185 Diagnostic Battery Tester and Charger Package 2,754.00 1 2,754.00
AA ABRL03 185 Mini Ductor II Kit w/2 Coil Set 675.00 1 675.00
Budget Code: 5843‐3000‐40500‐1742 / Budget Supervisor: Randy Deli 6,654.00$ ‐$
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Carpentry
AA CPRL01 169 Facility Request Only ‐ Extension of existing dust collection system ‐ 1 ‐ 7,000.00
AA CPRL02 169 Facility Request Only ‐ Move work table electrical and air drops ‐ 1 ‐ 1,000.00
AA CPRL03 167 Pump Jacks 13,550.00 1 13,550.00 ‐
Budget Code: 584X‐3000‐41000‐1742 / Budget Supervisor: Karen Hoglund 13,550.00$ 8,000.00$
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Machine Shop
AA MSAS01 Vertical Band Saw 8,995.00 1 8,995.00
AA MSNR01 201 CNC Milling Machine Replacement of Fadal VMC 20 78,000.00 1 78,000.00
AA MSNR02 232 Herman Schmidt Precision Vise with Case 1,100.00 3 3,300.00
AA MSNR03 232 CNC Milling Machine Replacement of Fadal VMC 15 78,000.00 1 78,000.00
AA MSNR04 203 Facility Request Only ‐ Install water separator on main air line entering Room 203 ‐ 1 ‐ 2,000.00
AA MSSP01 119 Mill Tool Holder Set 8,000.00 1 8,000.00
AA MSSP02 119 CNC Machining Center with Fanuc Control & Probing Systems for CNC Machine C 67,500.00 1 67,500.00 500.00
AA MSSP03 119 Modular Tooling Storage Cabinet 4,500.00 1 4,500.00
Budget Code: 584X‐3000‐42000‐17XX / Budget Supervisor: Karen Hoglund 248,295.00$ 2,500.00$
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Welding
AA WASH01 AHS Metal Working Shear 50,000.00 1 50,000.00
AA WASH02 AHS Layout Table 8,500.00 1 8,500.00
AA WASH03 AHS TIG Welder 5,300.00 1 5,300.00
AA WNR01 AHS Steel Plate Roller 18,000.00 1 18,000.00 500.00
AA WNR03 AHS Sheet Metal Brake 1,900.00 1 1,900.00
AA WNR02 235 12 Smoke Extractors for Weld Booths 1,000.00 12 12,000.00 5,000.00
AA WNR04 235 Heavy duty multi‐process welder 5,800.00 6 34,800.00
AA WNR05 235 Iron Worker 17,750.00 1 17,750.00
AA WNR06 235 TIG Welder 5,500.00 1 5,500.00 ‐
AA WSUP01 118 Pipe Beveller 8,000.00 1 8,000.00
AA WSUP02 118 Platen Table 16,000.00 1 16,000.00
AA WSUP03 118 Weld Symbols and Blueprint Reading Software 5,000.00 1 5,000.00
AA WSUP04 118 Aluminum Wire Feed Package 8,000.00 1 8,000.00
Budget Code: 584X‐3000‐44200‐17XX / Budget Supervisor: Karen Hoglund 190,750.00$ 5,500.00$
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Welding Wait List Grant
AA WLG01 188 Welding Camera 17,000.00 1 17,000.00
AA WLG02 188 Pipe Bender 10,000.00 1 10,000.00
AA WLGNR16 Welding Equipment 25,000.00 1 25,000.00
AA WLGRL16 188 Welding Equipment 25,000.00 1 25,000.00
Budget Code: 5841‐3001‐44200‐1701‐716702 / Budget Supervisor: Karen Hoglund 77,000.00$ ‐$
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Telephone Maintenance
AA TNRL01 133 Home Termination Units & Module Kits 589.00 10 5,890.00
AA TNRL02 133 Network Infrastructure Certifiers 564.00 2 1,128.00
AA TNRL03 133 Fiber Optic Fusions & Mechanical Splice Kits 579.00 4 2,316.00
Budget Code: 5843‐3000‐45100‐1742 / Budget Supervisor: Nancy Cerritos 9,334.00$ ‐$
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Packaging Serviceman
AA PKGS01 231 Beckhoff Motion Control Trainer to align with Bosch Packaging Machine Manufac 9,950.00 1 9,950.00
AA PKGS02 231 Motion Control Kits used for PLC and Servo Training 10,000.00 3 30,000.00
AA PKGS03 231 FluidSim by Festo Software 2,000.00 1 2,000.00
Budget Code: 584X‐3000‐45400‐1727 / Budget Supervisor: Nancy Cerritos 41,950.00$ ‐$
117
Fiscal Year 2016 Capital Equipment Detail Listing
Division Ref# Room Description Unit Cost Qty Total Cost
Facility
Dollar
Impact
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Motorcycle, Marine and Outdoor Power Products Technician
AA MMOP01 234 Consular DC Circuit Trainers 1,885.00 7 13,195.00
AA MMOP02 234 Trainer Storage Security Cabinet 1,295.00 1 1,295.00
AA MMOP03 Marine Software 3,700.00 1 3,700.00
Budget Code: 5843‐3000‐46100‐1727 / Budget Supervisor: Nancy Cerritos 18,190.00$ ‐$
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Industrial Equipment Mechanic
AA IEM02 142 Portable AC/DC Electrical Learning System 20,000.00 1 20,000.00
Budget Code: 5841‐3000‐46200‐1751 / Budget Supervisor: Nancy Cerritos 20,000.00$ ‐$
Major Equipment ‐ Instructional ‐ Family & Consumer Services Division ‐ Cosmetology
AA COSRL01 184C EMBRACE Pedicure Chair (no plumbing) 2,275.00 2 4,550.00 2,000.00
AA COSRL02 182‐184 AMBER All Purpose Salon Chairs ‐ WV‐64‐AR 659.00 1 659.00
AA COSSP02 320 AMBER All Purpose Salon Chairs ‐ WV‐64‐AR 659.00 15 9,885.00
Budget Code: 5843‐3000‐50200‐17XX / Budget Supervisor: Laura Wassenaar 15,094.00$ 2,000.00$
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ Fire Technology
CE FTAS01 Rescue Saw Package (1Chain/1Rotary/Case/Supplies) 6,500.00 1 6,500.00
CE FTAS02 Scene Illumination Pkg (4Lights/Junction Box/Cord Reel) 5,900.00 1 5,900.00
CE FTAS03 Mobile Projector 700.00 2 1,400.00
CE FTNR01 Trailer‐22' Cargo w/E‐Channel & Shelves (Replacement Plan) 12,000.00 1 12,000.00
CE FTNR02 Rescue Saw Package (1Chain/1Rotary/Case/Supplies) 6,500.00 1 6,500.00
CE FTNR03 Structural Firefighting PPE‐Turnout Gear (Replacement Plan) 2,000.00 8 16,000.00
CE FTNR04 Mobile Projector 700.00 2 1,400.00
CE FTNR05 Structural Firefighting Boots Package 4,500.00 1 4,500.00
CE FTNR06 Structural Firefighting Helmet Package 2,500.00 1 2,500.00
Budget Code: 584X‐3000‐50300‐17XX / Budget Supervisor: Susan Lockwood 56,700.00$ ‐$
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ Police Science Technology
CE PST01 Squad Cars (or One New Car) 20,000.00 1 20,000.00
CE PST02 Rifles 1,500.00 4 6,000.00
CE PST03 Radar 3,000.00 1 3,000.00
CE CJS01 Laptops 1,000.00 12 12,000.00
CE CJS02 Printers 1,600.00 2 3,200.00
CE CJS03 Docking Systems for Squad Electronics 560.00 10 5,600.00
CE CJS04 Rifles 1,200.00 2 2,400.00
CE CJS05 Moving Radar Units 3,000.00 3 9,000.00
CE CJS06 Strikeman Instructor Training Suits 1,500.00 2 3,000.00
CE CJS07 Squad Video Camera Systems 3,300.00 2 6,600.00
Budget Code: 584X‐3000‐50400‐1742 / Budget Supervisor: Susan Lockwood 70,800.00$ ‐$
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ Dental Assistant
AA DENT01 150 Vacuum Former 700.00 1 700.00
AA DENT02 150 Dental Simulation Manikin 10,930.00 1 10,930.00
AA DENT03 150 Lab Hand Piece 888.00 1 888.00
Budget Code: 584X‐3000‐50800‐1742 / Budget Supervisor: Kate Siegler 12,518.00$ ‐$
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ Medical Assistant
AA MAAS01 311 Vision Screening Machine 2,670.00 1 2,670.00
AA MANR01 140 Urine Machine 3,000.00 1 3,000.00
AA MARL01 251 Holter Monitor 1,260.00 1 1,260.00
AA MARL02 251 12 Lead EKG machine 3,070.00 1 3,070.00
AA MARL03 251 Spirometer with Printer 1,510.00 1 1,510.00
AA MASP01 202 Hemacue 500.00 1 500.00
AA MASP02 202 12 Lead EKG machine 3,070.00 1 3,070.00
AA MASP03 202 Holter Monitor 1,260.00 1 1,260.00
AA MASP04 202 Phlebotomy Arm 600.00 1 600.00
Budget Code: 5843‐3000‐50900‐17XX / Budget Supervisor: Kate Siegler 16,940.00$ ‐$
118
Fiscal Year 2016 Capital Equipment Detail Listing
Division Ref# Room Description Unit Cost Qty Total Cost
Facility
Dollar
Impact
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ Occupational Therapy Assistant
AA OTAAS1 312 Projector and Screen 1,500.00 1 1,500.00
AA OTAAS2 312 Cognitive Performance Test 510.00 1 510.00
AA OTAAS3 312 iPads 500.00 5 2,500.00
AA OTANR1 153 Cognitive Performance Test 510.00 1 510.00
AA OTANR2 153 iPads 500.00 5 2,500.00
AA OTARL1 152 Cognitive Performance Test 510.00 1 510.00
AA OTARL2 152 iPads 500.00 5 2,500.00
Budget Code: 5843‐3000‐50900‐17XX / Budget Supervisor: Kate Siegler 10,530.00$ ‐$
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ Emergency Medical Services
CE EMSAS1 Simulation Manikin 5,500.00 1 5,500.00
CE EMSAS2 4 Packs of Annies 850.00 1 850.00
CE EMSNR1 Simulation Manikin 5,500.00 1 5,500.00
CE EMSNR2 Skill Reporting Software 1,100.00 1 1,100.00
CE EMSNR3 Resusci Anne QCPRAED 3,000.00 1 3,000.00
CE EMSRL1 End Tital CO2/PULSE OX 3,000.00 1 3,000.00
CE EMSRL2 King Vision (mini glide scope) 1,500.00 1 1,500.00
CE EMSRL3 Newborn Manikin 700.00 1 700.00
CE EMSRL4 Portable Ventilator 6,000.00 1 6,000.00
CE EMSSP1 134 Ambulance Smiulator 9,200.00 1 9,200.00 9,400.00
CE EMSSP2 End Tital CO2/PULSE OX 3,000.00 1 3,000.00
Budget Code: 584X‐3000‐53100‐17XX / Budget Supervisor: Susan Lockwood 39,350.00$ 9,400.00$
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ Nursing
AA NURS01 114 Semour II Wound Care Model 538.00 4 2,152.00
AA NURS02 114 Life/Form Keri Complete Nursing Manikin 1,675.00 4 6,700.00
AA NURS03 114 Baxter 6201 Volumetric Infusion Pump 654.00 8 5,232.00
AA NURS04 114 Sim‐Aire Headwall 3,395.00 4 13,580.00
Budget Code: 5843‐3000‐54300‐1751 / Budget Supervisor: Chaudette Miller 27,664.00$ ‐$
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ TAACCCT4 Grant
CE TAA1 Low fidelity simulation models 16,750.00 4 67,000.00
CE TAA2 Privacy partition w/one‐way mirror 5,000.00 4 20,000.00
CE TAA3 Electronic medication cart 6,500.00 4 26,000.00
CE TAA4 Laptops for electronic medication cart 1,000.00 4 4,000.00
CE TAA5 Speaker system 500.00 4 2,000.00
CE TAA6 Electric hospital beds 1,000.00 4 4,000.00
CE TAA7 Video recording system 1,000.00 4 4,000.00
CE TAA8 Wall mount equipment 1,500.00 4 6,000.00
Budget Code: 584X‐3001‐54400‐1701‐716716 / Budget Supervisor: Chaudette Miller 133,000.00$ ‐$
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Air Conditioning & Refrigeration
AA HVAC01 127,129,131 NC3HVAC Certification ‐ Building Performance Modules (Instructor) 8,564.00 1 8,564.00
AA HVAC02 127,129,131 NC3HVAC Certification ‐ Building Performance Modules (Students) 10,096.00 2 20,192.00
AA HVAC03 127,129,131 American Standard High Efficiency Gas Furnace 90% 1,170.00 3 3,510.00
AA HVAC04 127,129,131 American Standard High Efficiency A/C Condensers 2 Ton R410A 1,386.00 3 4,158.00
AA HVAC05 127,129,131 NC3 HVAC Certification Building Performance Modules (Student) 10,096.00 1 10,096.00
Budget Code: 584X‐3000‐60100‐1751 / Budget Supervisor: Karen Hoglund 46,520.00$ ‐$
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Composite Technology
AA COMP01 142 Denver Diamond Band Saw, Model GS‐100 3,300.00 1 3,300.00
AA COMP02 142 Wenonah Argosy Canoe for Tool and Project 2,000.00 1 2,000.00
AA COMP03 142 Hydraulic Press, 10 Tons 2,900.00 1 2,900.00
Budget Code: 5843‐3000‐63000‐1751 / Budget Supervisor: Randy Deli 8,200.00$ ‐$
119
Fiscal Year 2016 Capital Equipment Detail Listing
Division Ref# Room Description Unit Cost Qty Total Cost
Facility
Dollar
Impact
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Computer Hardware Technology
AA CHT01 209 ControlLogix ASI Interface Card 1,900.00 1 1,900.00
AA CHT02 209 475 Field Communicator with HART 6,000.00 1 6,000.00
AA CHT03 209 MicroLogix Trainers 800.00 8 6,400.00
AA CHT04 209 Rosemount Temperature Transmitter 800.00 7 5,600.00
AA CHT05 209 Rosemount Pressure Transmitter 800.00 7 5,600.00
AA CHT06 209 Conveyor with 3 Phase 208 Motor 550.00 4 2,200.00
Budget Code: 584X‐3000‐63100‐1727 / Budget Supervisor: Nancy Cerritos 27,700.00$ ‐$
Major Equipment ‐ Instructional ‐ General Education Division ‐ General Studies
AA SFRC06 225 SSC furniture (Facility Impact #SFRC06) 32,627.00 1 32,627.00
Budget Code: 5843‐3000‐80000‐1703 / Budget Supervisor: Barb Lundberg 32,627.00$ ‐$
Major Equipment ‐ Campus Administration / Ashland Campus
HR Administrative Office Furniture 2,582.50 20 51,650.00
Budget Code: 5843‐3000‐91902‐1703 / Budget Supervisor: Steve Bitzer 51,650.00$ ‐$
Major Equipment ‐ Campus Administration / Ashland Campus
SA Board Room Furniture 4,970.00 3 14,910.00
Budget Code: 5843‐3000‐91902‐1703 / Budget Supervisor: Steve Bitzer 14,910.00$ ‐$
Major Equipment ‐ Campus Administration / New Richmond Campus
TS CAMPNR1 Conf Center Media Carts ‐ Replacement 1,500.00 2 3,000.00
TS CAMPNR2 Conf Center Sound System 15,744.00 1 15,744.00
Budget Code: 584X‐3000‐91902‐1727 / Budget Supervisor: Joe Huftel 18,744.00$ ‐$
Major Equipment ‐ Campus Administration / Rice Lake Campus
CE CAMPRL1 Conf Center 70" Pro Sumer LED TV with mount 3,000.00 2 6,000.00 1,500.00
CE CAMPRL2 Conf Center Tables and Chairs 1,000.00 65 65,000.00
Budget Code: 5843‐3000‐91902‐1742 / Budget Supervisor: Craig Fowler 71,000.00$ 1,500.00$
Major Equipment ‐ Campus Administration / Superior Campus
AA CAMPSP1 107C/108C Amplivox Presidential Plus Lecterns 1,204.98 2 2,410.00 ‐
AA CAMPSP2 Conf Center Conference Center Wall Partition 55,000.00 1 55,000.00
Budget Code: 584X‐3000‐91902‐1751 / Budget Supervisor: Bonny Copenhaver 57,410.00$ ‐$
Major Equipment ‐ Grant Funded ‐ Faculty Development in Technology Grant
CE GR182 Professional Development Software 10,935.00 1 10,935.00
Budget Code: 5843‐3001‐91912‐1701‐716182 / Budget Supervisor: MaryAnn Pebler 10,935.00$
Major Equipment ‐ Grant Funded ‐ ACT2 Career Pathways Grant
CE TAA9 Laptop 1,200.00 1 1,200.00
Budget Code: 5843‐3001‐91912‐1701‐716717 / Budget Supervisor: MaryAnn Pebler 1,200.00$
Major Equipment ‐ Continuing Education Division
CE DRNR1 Drivers Education Car 20,000.00 2 40,000.00
CE DRNR2 Drivers Education Instructor Brake 600.00 2 1,200.00
CE DRRL1 Drivers Education Car (Potential of New School) 20,000.00 1 20,000.00
CE DRRL2 Drivers Education Instructor Brake 600.00 1 600.00
Budget Code: 584X‐3000‐91915‐17XX / Budget Supervisor: Craig Fowler 61,800.00$ ‐$
120
Fiscal Year 2016 Capital Equipment Detail Listing
Division Ref# Room Description Unit Cost Qty Total Cost
Facility
Dollar
Impact
Major Equipment ‐ Instructional Technology ‐ Library Resource Center
TS LRCAS1 LRC Projectors 1,300.00 3 3,900.00
TS LRCAS2 LRC Digital Video Camera 750.00 1 750.00
TS LRCNR1 LRC Projectors 1,300.00 5 6,500.00
TS LRCNR2 LRC Document Cameras 1,500.00 3 4,500.00
TS LRCNR3 LRC Wireless Mic System (receiver and mic) 600.00 2 1,200.00
TS LRCRL1 LRC Projectors 1,300.00 10 13,000.00
TS LRCRL2 LRC Document Cameras 1,500.00 6 9,000.00
TS LRCRL3 LRC Digital Video Camera 750.00 1 750.00
TS LRCSP1 LRC Projectors 1,300.00 5 6,500.00
TS LRCSP3 LRC ETC Furniture (computer desk & chairs) 23,500.00 1 23,500.00
TS LRCSP2 LRC Digital Video Camera 750.00 1 750.00
Budget Code: 5843‐3000‐92100‐17XX / Budget Supervisor: Scott Vrieze 70,350.00$ ‐$
Major Equipment ‐ Technology Services Division ‐ Instructional Data Processing
TS IDP2016 Collegewide Instructional Computers 1,000.00 176 176,000.00
TS BLCKBRD Blackboard Collaborate Video Integration(WTCS joint purchase) 27,000.00 1 27,000.00
TS WIDS WIDS Upgrade 25,000.00 1 25,000.00
TS WIDS WIDS Upgrade 30,000.00 1 30,000.00
TS VIRTUAL Virtual Classroom (Rice Lake & Superior) Hardware 150,000.00 1 150,000.00
Budget Code: 5842‐3000‐92300‐1701 / Budget Supervisor: Jim Dahlberg 408,000.00$ ‐$
Major Equipment ‐ Instructional Technology ‐ Distance Learning Support
TS Cart Replacement for Ash 6 & Ash 7 HD video cart W/ 55" monitors 10,000.00 2 20,000.00
TS A & B Replacement for SL 1 & SL 5 HD video carts W/ 55'' monitors 10,000.00 2 20,000.00
TS VP office Replacement monitor 55" 1,100.00 1 1,100.00
Budget Code: 584X‐3000‐92400‐17XX / Budget Supervisor: Wayne Erdman 41,100.00$ ‐$
Major Equipment ‐ Technology Services Division ‐ Guidance Counseling
SA Student Services Waiting Area 2,640.00 1 2,640.00
Budget Code: 5842‐3000‐93300‐1703 / Budget Supervisor: Steve Bitzer 2,640.00$ ‐$
Major Equipment ‐ Student Services Division ‐ Financial Aid
SA FA01 ImageNow Scanner 2,500.00 1 2,500.00
Budget Code: 5843‐3000‐93500‐1727 / Budget Supervisor: Terry Klein 2,500.00$ ‐$
Major Equipment ‐ Student Services Division ‐ Other Student Services
SA SSASH1 Scanner and iNow License for Transcripts 3,200.00 1 3,200.00
SA SSANR1 Digital SLR Camera ‐ Canon EOS Rebil T5i 850.00 1 850.00
SA SSA2016 Convert existing UMAX Powerlook 2100XI Scanner from SCSI to USB Connection 600.00 1 600.00
Budget Code: 5843‐3000‐93800‐17XX / Budget Supervisor: Steve Bitzer 4,650.00$ ‐$
Major Equipment ‐ Business Services Division
BS DUP01 Dup Room Document Folder 3,000.00 1 3,000.00
BS SLBO01 Busi Office Criss‐cross Shredder 750.00 1 750.00
BS SLBO02 Busi Office Chair 700.00 1 700.00
Budget Code: 5843‐3000‐95300‐1701 / Budget Supervisor: Steve Decker 4,450.00$ ‐$
121
Fiscal Year 2016 Capital Equipment Detail Listing
Division Ref# Room Description Unit Cost Qty Total Cost
Facility
Dollar
Impact
Major Equipment ‐ Technology Services Division
TS ADMIN16 Collegewide Administrative Computers 1,000.00 135 135,000.00
TS DATACTR Move Shell Lake Data Center to CVTC (Hardware) 36,000.00 1 36,000.00
TS CRM Customer Relation Management (CRM) System 100,000.00 1 100,000.00
TS SHPT Sharepoint Workflow and Forms Consulting 25,000.00 1 25,000.00
TS SERVERS Replace Virtual Servers (5 yr replacement) 13,000.00 2 26,000.00
TS IDPRINT Replace ID printer 3,880.00 1 3,880.00
TS STORAGE NetApp Disk Storage(Bb, Foundation, R25, SL Share) 33,000.00 1 33,000.00
TS SWITCH Replace Collegewide Switches to support 1GB 260,000.00 1 260,000.00
TS BKSTR Replace Bookstore Computers 1,200.00 7 8,400.00
TS PRINTERS Collegewide Printer Replacement 75,000.00 1 75,000.00
TS WEB Development of new WITC website (consulting) 100,000.00 1 100,000.00
TS BUDGET Implementation of budgeting software 30,000.00 1 30,000.00
TS INOWLIC ImageNow Licenses (10 Client + 10 WebNow and Maint) 59,280.00 1 59,280.00
Budget Code: 584X‐3000‐96100‐17XX / Budget Supervisor: Jim Dahlberg 891,560.00$ ‐$
Major Equipment ‐ Human Resources Division
HR SLHR01 HR ImageNow Scanner 2,500.00 2 5,000.00
Budget Code: 5843‐3000‐96400‐1701 / Budget Supervisor: Cher Vink 5,000.00$ ‐$
Major Equipment ‐ Student Affairs Division ‐ Physical Plant (Ashland Campus)
SA PPASH1 Used Scissorlift 8,500.00 1 8,500.00
SA PPASH2 Air Compressor 4,000.00 1 4,000.00
SA PPASH3 Vacuum Cleaner 687.00 1 687.00
SA PPASH4 UTV w/Plow 18,000.00 1 18,000.00
Budget Code: 584X‐3000‐97800‐1703 / Budget Supervisor: Steve Bitzer 31,187.00$ ‐$
Major Equipment ‐ Instructional Technology Division ‐ Physical Plant (New Richmond Campus)
TS PPNR1 Carpet Extractor ‐ Replacement 8,000.00 1 8,000.00
TS PPNR2 Burnisher ‐ Replacement 3,200.00 1 3,200.00
TS PPNR3 Kitchen Reach‐in Sandwich Cooler 8,000.00 1 8,000.00
TS PPNR3 Kitchen Fryer 750.00 1 750.00
TS PPNR4 504‐505 Room Dividers ‐ Replacement for Conference Center 30,000.00 1 30,000.00
TS PPNR5 504‐505 Wiring ground outlets for Conference Center 7,500.00 1 7,500.00
TS PPNR6 Vacuums ‐ Replacements 1,000.00 1 1,000.00
Budget Code: 584X‐3000‐97800‐1727 / Budget Supervisor: Joe Huftel 58,450.00$ ‐$
Major Equipment ‐ Continuing Education Division ‐ Physical Plant (Rice Lake Campus)
CE PPRL1 IP phone replacement 700.00 7 4,900.00
CE PPRL2 Salt Spreader/Hopper 1,500.00 1 1,500.00
CE PPRL3 Lawn Mower/Sweeper/Salter 25,000.00 1 25,000.00
CE PPRL4 Message Center Plasma Monitors (45" to 52") 1,500.00 3 4,500.00
Budget Code: 584X‐3000‐97800‐1742 / Budget Supervisor: Craig Fowler 35,900.00$ ‐$
Major Equipment ‐ Academic Affairs Division ‐ Physical Plant (Superior Campus)
AA PPSUP1 Truck 33,000.00 1 33,000.00
AA PPSUP2 Maintenance Tools and Toolbox 5,000.00 1 5,000.00
Budget Code: 5841‐3000‐97800‐1751 / Budget Supervisor: Bonny Copenhaver 38,000.00$ ‐$
122
WITC-RICE LAKE
Debt Service Fund
W I S C O N S I N I N D I A N H E A D T E C H N I C A L C O L L E G E
2013/14 2015/16Actual Adopted Modified Budget
Local government 6,218,737$ 6,312,018$ 6,312,018$ 6,469,818$ 157,800$ 2.50%Institutional 377,087 213,700 213,700 105,000 (108,700) ‐50.87%
Total revenue 6,595,824$ 6,525,718$ 6,525,718$ 6,574,818$ 49,100$ 0.75%
Physical plant 6,109,350$ 6,343,769$ 6,343,769$ 6,450,889$ 107,120$ 1.69%
Total expenditures 6,109,350$ 6,343,769$ 6,343,769$ 6,450,889$ 107,120$ 1.69%
Debt Service Policy
What is considered a capital purchase?
2014/15 Modified Budget
WITC issues general obligation promissory notes to pay for capital projects (new construction, remodeling, and site
improvements) and capital equipment purchases only. WITC structures its debt to maintain a stable tax levy within the debt
service fund. WITC looks to repay its debt within three to seven years for capital equipment borrowings and five to ten years for
capital projects borrowings.
For the purpose of issuing general obligation promissory notes, equipment with a value of $500 and a useful life of two years or
more is considered capital. This standard has been set by Wisconsin administrative code and statute. For purposes of capital
asset tracking and capitalization for accounting purposes, a capitalization threshold of $5,000 has been established for
equipment, $100,000 for internally‐generated software, and $15,000 for capital projects. The Wisconsin Technical College
System has set these capitalization levels.
All equipment and capital projects costing $500 or more with a useful life of two years or more is to be budgeted in the capital
projects funds since debt is issued to cover the cost. Only those items meeting the accounting capitalization threshold will be
capitalized and recorded as a capital asset and depreciated in the annual audited financial statements as required by GASB 34
and GASB 35 accounting regulations.
WITC has scheduled its debt service repayments in order to keep a stable tax levy in the debt service fund. Based on WITC's
current debt levels, its planned future borrowings , and the amount of sinking funds currently available, WITC will increase the
amount of property tax levy needed to repay its debt by 2.5% for FY16. Based on its current borrowing plan, the debt service
levy is projected to increase annually at a rate of 2‐5% over the next few years.
DEBT SERVICE FUNDThe debt service fund is used to account for the accumulation of resources for, and payment of, general long‐term debt principal,
interest and related costs.
Debt Service Fund
Budget Summary
Change from2014/15 Budget
124
Restrictions on borrowing and capital projects
Legal debt margin
FY15 Equalized Valuation
Projected Change in Valuation 101.5%FY15 Projected Equalized ValuationDebt Limit Percentage 5%Debt LimitGross Indebtedness Applicable to Debt Limit 42,980,000$ Less Projected Assets Available 6,056,246 Total Amount of Debt Applicable to Debt Limit 36,923,754
Legal Debt Margin
FY16 Projected Equalized ValuationDebt Limit Percentage 2%Debt LimitGross Indebtedness Applicable to Debt Limit $0Less Projected Assets Available 0 Total Amount of Debt Applicable to Debt Limit 0 Legal Debt Margin
Current year debt status
31,309,725,408
For each general obligation bond or promissory note issued without a referendum, WITC cannot: (1) issue more than
$1,500,000 per issuance for building improvements, new construction, or land purchases; (2) issue more than $1,500,000 per
issuance for site improvements; (3) issue more than $1,500,000 in general obligation bonds or promissory notes for new
construction or land purchases within a two‐year period.
The Wisconsin Technical College System Board must approve all construction projects and major building remodeling projects
prior to any issuance of general obligation bonds or promissory notes, regardless of a referendum.
There is no limit on the amount of capital equipment that can be included in a borrowing.
As a result of the above limitations, it is generally necessary for WITC to have multiple debt issues in a fiscal year.
Per Wisconsin state statute 67.03(1), WITC's aggregate indebtedness may not exceed 5% of the equalized value of the taxable
property located in WITC's taxing district and its bonded indebtedness may not exceed 2% of the equalized valuation. The
maximum indebtedness of WITC for FY16 will be $42,820,000 compared to the 5% limit, based on a (2%) reduction in equalized
valuation, of approximately $1,528,722,517. WITC is currently utilizing 2.8% of its maximum total indebtedness potential. WITC
does not have any bonded debt outstanding.
Below is the calculation for the legal debt limit the College must comply with for FY16. Gross total debt includes general
obligation promissory notes and bonds, which are included in WITC's general obligation indebtedness.
$ 30,847,020,106
WITC borrowed $9,990,000 in general obligation promissory notes to pay for capital projects and capital equipment in FY15.
These capital projects are part of the college's Comprehensive Facility Plan.
1,565,486,270
$ 1,528,562,517
Additionally, total bonded debt, which is a component of general obligation debt, may not exceed 2% of equalized valuation.
For FY16, the computation of legal debt margin is as follows:
$ 31,309,725,408
626,194,508
$ 626,194,508
125
Budget year debt planning
Long‐term debt planning
2015/16 11,440,000 2016/17 6,575,000 2017/18 6,250,000 2018/19 8,750,000 2019/20 4,750,000 Total 37,765,000$
Long‐term debt schedules as of June 30, 2015
$2,500,000 GENERAL OBLIGATION SERIES 2010A, US BANK CORPORATE TRUST SERVICESDate of issuance: July 1, 2010 / Date of maturity: October 1, 2018Purpose: FY11 construction, building remodeling & improvements and capital equipmentPayee: Bankers Bank (2.2822166%)
Principal Interest Total2015/16 405,000 37,976 442,976 2016/17 435,000 28,931 463,931 2017/18 450,000 18,413 468,413 2018/19 465,000 6,394 471,394
1,755,000$ 91,714$ 1,846,714$
$3,350,000 GENERAL OBLIGATION SERIES 2011A, US BANK CORPORATE TRUST SERVICESDate of issuance: April 7, 2011 / Date of maturity: October 1, 2017Purpose: FY11 construction, building remodeling & improvements and capital equipmentPayee: Bankers Bank (1.4458734%)
Principal Interest Total2015/16 375,000 10,688 385,688 2016/17 375,000 3,750 378,750
750,000$ 14,438$ 764,438$
WITC plans on borrowing $11,440,000 in general obligation promissory notes to pay for capital projects and capital
equipment in FY16. These capital projects are part of the college's Comprehensive Facility Plan.
The debt repayment schedules will be structured such that it will fit into the existing debt structure in order to keep a
stable rate in the property tax levy requirements for the debt service fund.
WITC anticipates the need to issue the following amounts of general obligation promissory notes over the next five
years
126
$2,450,000 GENERAL OBLIGATION SERIES 2011B, US BANK CORPORATE TRUST SERVICESDate of issuance: May 5, 2011 / Date of maturity: October 1, 2020Purpose: FY11 construction, building remodeling & improvements and capital equipmentPayee: Piper Jaffray (2.1241154%)
Principal Interest Total2015/16 350,000 61,400 411,400 2016/17 460,000 45,200 505,200 2017/18 300,000 30,000 330,000 2018/19 300,000 18,000 318,000 2019/20 300,000 6,000 306,000
1,710,000$ 160,600$ 1,870,600$
$3,900,000 GENERAL OBLIGATION SERIES 2011C, US BANK CORPORATE TRUST SERVICESDate of issuance: December 14, 2011 / Date of maturity: October 1, 2016Purpose: FY12 construction, building remodeling & improvements and capital equipmentPayee: Bankers Bank (0.8994525%)
Principal Interest Total2015/16 450,000 10,875 460,875 2016/17 500,000 3,750 503,750
950,000$ 14,625$ 964,625$
$3,000,000 GENERAL OBLIGATION SERIES 2012A, US BANK CORPORATE TRUST SERVICESDate of issuance: May 15, 2012 / Date of maturity: October 1, 2018Purpose: FY12 construction, building remodeling & improvements and capital equipmentPayee: Robert W. Baird & Company, Inc. (1.0430387%)
Principal Interest Total2015/16 600,000 30,000 630,000 2016/17 500,000 19,000 519,000 2017/18 400,000 10,000 410,000 2018/19 300,000 3,000 303,000
1,800,000$ 62,000$ 1,862,000$
$4,980,000 GENERAL OBLIGATION SERIES 2012B, US BANK CORPORATE TRUST SERVICESDate of issuance: Fall, 2012 / Date of maturity: October 1, 2017Purpose: FY13 construction, building remodeling & improvements and capital equipmentPayee: Raymond James & Associates (0.5931%)
Principal Interest Total2015/16 1,700,000 24,950 1,724,950 2016/17 500,000 13,325 513,325 2017/18 680,000 5,100 685,100
2,880,000$ 43,375$ 2,923,375$
127
$2,020,000 GENERAL OBLIGATION SERIES 2013A, US BANK CORPORATE TRUST SERVICESDate of issuance: Spring, 2013 / Date of maturity: October 1, 2018Purpose: FY13 construction, building remodeling & improvements and capital equipmentPayee: Raymond James & Associates (0.725330%)
Principal Interest Total2015/16 300,000 18,700 318,700 2016/17 320,000 15,600 335,600 2017/18 800,000 10,000 810,000 2018/19 600,000 3,000 603,000
2,020,000$ 47,300$ 2,067,300$
$5,825,000 GENERAL OBLIGATION SERIES 2013B, US BANK CORPORATE TRUST SERVICESDate of issuance: Fall, 2013 / Date of maturity: October 1, 2019Purpose: FY14 construction, building remodeling & improvements and capital equipmentPayee: Robert W. Baird & Company, Inc. (1.191903%)
Principal Interest Total2015/16 750,000 119,000 869,000 2016/17 1,000,000 96,500 1,096,500 2017/18 1,000,000 71,500 1,071,500 2018/19 1,000,000 51,500 1,051,500 2019/20 2,075,000 20,750 2,095,750
5,825,000$ 359,250$ 6,184,250$
$3,950,000 GENERAL OBLIGATION SERIES 2014A, US BANK CORPORATE TRUST SERVICESDate of issuance: Spring, 2014 / Date of maturity: October 1, 2020Purpose: FY14 construction, building remodeling and site improvementsPayee: BOSC, Inc. (1.225187%)
Principal Interest Total2015/16 450,000 65,000 515,000 2016/17 550,000 60,000 610,000 2017/18 350,000 54,625 404,625 2018/19 475,000 47,250 522,250 2019/20 950,000 33,000 983,000 2020/21 1,175,000 11,750 1,186,750
3,950,000$ 271,625$ 4,221,625$
$5,225,000 GENERAL OBLIGATION SERIES 2014B, US BANK CORPORATE TRUST SERVICESDate of issuance: Fall, 2014 / Date of maturity: October 1, 2020Purpose: FY15 construction, building remodeling & improvements and capital equipmentPayee: BOSC, Inc. (1.1245239%)
Principal Interest Total2015/16 390,000 92,400 482,400 2016/17 625,000 87,325 712,325 2017/18 1,020,000 74,000 1,094,000 2018/19 1,040,000 53,400 1,093,400 2019/20 1,065,000 32,350 1,097,350 2020/21 1,085,000 10,850 1,095,850
5,225,000$ 350,325$ 5,575,325$
128
$1,500,000 GENERAL OBLIGATION SERIES 2015A, US BANK CORPORATE TRUST SERVICESDate of issuance: Spring, 2015 / Date of maturity: October 1, 2021Purpose: FY15 building remodelingPayee: BOSC, Inc. (1.2804199%)
Principal Interest Total2015/16 ‐ 26,823 26,823 2016/17 200,000 24,750 224,750 2017/18 225,000 22,625 247,625 2018/19 245,000 19,050 264,050 2019/20 250,000 14,100 264,100 2020/21 280,000 8,800 288,800 2021/22 300,000 3,000 303,000
1,500,000$ 119,148$ 1,619,148$
$2,025,000 GENERAL OBLIGATION SERIES 2015B, US BANK CORPORATE TRUST SERVICESDate of issuance: Spring, 2015 / Date of maturity: October 1, 2021Purpose: FY15 building remodeling & improvementsPayee: UMB Bank, N.A. ($1.169340%)
Principal Interest Total2015/16 ‐ 28,305 28,305 2016/17 300,000 30,043 330,043 2017/18 330,000 26,181 356,181 2018/19 340,000 21,568 361,568 2019/20 345,000 16,172 361,172 2020/21 350,000 10,263 360,263 2021/22 360,000 3,600 363,600
2,025,000$ 136,130$ 2,161,130$
$1,150,000 GENERAL OBLIGATION SERIES 2015C, US BANK CORPORATE TRUST SERVICESDate of issuance: Spring, 2015 / Date of maturity: October 1, 2021Purpose: FY15 building remodeling & improvementsPayee: Bankers Bank (1.349000%)
Principal Interest Total2015/16 ‐ 12,018 12,018 2016/17 ‐ 15,128 15,128 2017/18 ‐ 15,128 15,128 2018/19 280,000 13,588 293,588 2019/20 285,000 10,266 295,266 2020/21 290,000 6,455 296,455 2021/22 295,000 2,213 297,213
1,150,000$ 74,796$ 1,224,796$
129
Projected 2015/16 general obligation promissory notes to be issued
$5,160,000 GENERAL OBLIGATION SERIES 2015D, US BANK CORPORATE TRUST SERVICESDate of issuance: Fall, 2015 / Date of maturity: October 1, 2021Purpose: FY16 construction, building remodeling & improvements and capital equipmentPayee: TBD
Principal Interest Total2015/16 ‐ 42,140 42,140 2016/17 100,000 92,740 192,740 2017/18 425,000 96,950 521,950 2018/19 1,100,000 81,700 1,181,700 2019/20 1,025,000 60,450 1,085,450 2020/21 1,245,000 37,750 1,282,750 2021/22 1,265,000 12,650 1,277,650
5,160,000$ 424,380$ 5,584,380$
$1,900,000 GENERAL OBLIGATION SERIES 2016A, US BANK CORPORATE TRUST SERVICESDate of issuance: Spring, 2016 / Date of maturity: October 1, 2022Purpose: FY16 construction, building remodeling & improvementsPayee: TBD
Principal Interest Total2015/16 ‐ ‐ ‐ 2016/17 ‐ 39,794 39,794 2017/18 ‐ 38,000 38,000 2018/19 ‐ 38,000 38,000 2019/20 ‐ 38,000 38,000 2020/21 620,000 31,800 651,800 2021/22 635,000 19,250 654,250 2022/23 645,000 6,450 651,450
1,900,000$ 211,294$ 2,111,294$
$2,350,000 GENERAL OBLIGATION SERIES 2016B, US BANK CORPORATE TRUST SERVICESDate of issuance: Spring, 2016 / Date of maturity: October 1, 2022Purpose: FY16 building remodeling & improvementsPayee: TBD
Principal Interest Total2015/16 ‐ ‐ ‐ 2016/17 ‐ 42,039 42,039 2017/18 ‐ 47,000 47,000 2018/19 ‐ 47,000 47,000 2019/20 ‐ 47,000 47,000 2020/21 765,000 39,350 804,350 2021/22 785,000 23,850 808,850 2022/23 800,000 8,000 808,000
2,350,000$ 254,239$ 2,604,239$
130
$2,030,000 GENERAL OBLIGATION SERIES 2016B, US BANK CORPORATE TRUST SERVICESDate of issuance: Spring, 2016 / Date of maturity: October 1, 2022Purpose: FY16 building remodeling & improvementsPayee: TBD
Principal Interest Total2015/16 ‐ ‐ ‐ 2016/17 ‐ 33,269 33,269 2017/18 ‐ 40,600 40,600 2018/19 ‐ 40,600 40,600 2019/20 ‐ 40,600 40,600 2020/21 665,000 33,950 698,950 2021/22 675,000 20,550 695,550 2022/23 690,000 6,900 696,900
2,030,000$ 216,469$ 2,246,469$
Combined schedule of long‐term general obligation promissory debt
Principal Interest Total2014/15 ‐ ‐ ‐ 2015/16 5,770,000 580,274 6,350,274 2016/17 5,865,000 651,144 6,516,144 2017/18 5,980,000 560,121 6,540,121 2018/19 6,145,000 444,050 6,589,050 2019/20 6,295,000 318,688 6,613,688 2020/21 6,475,000 190,968 6,665,968 2021/22 4,315,000 85,113 4,400,113 2022/23 2,135,000 21,350 2,156,350
42,980,000$ 2,851,707$ 45,831,707$
The debt service budget for FY16 includes $136,500 for agent, legal and other fees associated with the issuance of
$11,440,000 in general obligation promissory notes.
131
Carryover resource needs
Principal Interest TotalSERIES 2010A 405,000 21,064 426,064 SERIES 2011A 375,000 6,938 381,938 SERIES 2011B 350,000 34,200 384,200 SERIES 2011C 450,000 7,125 457,125 SERIES 2012A 600,000 18,000 618,000 SERIES 2012B 1,700,000 16,725 1,716,725 SERIES 2013A 300,000 10,100 310,100 SERIES 2013B 750,000 63,250 813,250 SERIES 2014A 450,000 33,625 483,625 SERIES 2014B 390,000 47,175 437,175 SERIES 2015A ‐ 13,948 13,948 SERIES 2015B ‐ 12,383 12,383 SERIES 2015C ‐ 4,454 4,454
5,770,000$ 288,986$ 6,058,986$
Principal Interest TotalSERIES 2010A 435,000 16,913 451,913 SERIES 2011A 375,000 3,750 378,750 SERIES 2011B 460,000 27,200 487,200 SERIES 2011C 500,000 3,750 503,750 SERIES 2012A 500,000 12,000 512,000 SERIES 2012B 500,000 8,225 508,225 SERIES 2013A 320,000 8,600 328,600 SERIES 2013B 1,000,000 55,750 1,055,750 SERIES 2014A 550,000 31,375 581,375 SERIES 2014B 625,000 45,225 670,225 SERIES 2015A 200,000 12,875 212,875 SERIES 2015B 300,000 15,922 315,922 SERIES 2015C ‐ 7,564 7,564 SERIES 2015D ‐ 42,140 42,140 SERIES 2016A ‐ 20,794 20,794 SERIES 2016B ‐ 18,539 18,539 SERIES 2016C ‐ 12,969 12,969
5,765,000$ 343,590$ 6,108,590$
The June 30, 2015, estimated debt service fund balance of $6,489,221 less the total of October 2015 payments noted
above leaves $430,235 available in the debt service fund balance for future payments.
The following scheduled payments will be payable October 2016
The June 30, 2016, estimated debt service fund balance of $6,613,150 less the total of October 2016 payments noted
above leaves $504,560 available in the debt service fund balance for future payments.
The following scheduled payments will be payable October 2015.
132
WITC-SUPERIOR
Proprietary Fund
W I S C O N S I N I N D I A N H E A D T E C H N I C A L C O L L E G E
Internal service fund
2013/14 2015/16Actual Adopted Modified Budget
Institutional 405,080$ 384,000$ 384,000$ 400,000$ 16,000$ 4.17%
Total revenue 405,080$ 384,000$ 384,000$ 400,000$ 16,000$ 4.17%
Auxiliary services 333,817$ 325,000$ 325,000$ 340,000$ 15,000$ 4.62%
Total expenditures 333,817$ 325,000$ 325,000$ 340,000$ 15,000$ 4.62%
PROPRIETARY FUND
Proprietary funds are used to account for ongoing activities, which are similar to those often found in the private sector. The
measurement focus is based upon the determination of income. These funds are maintained on the accrual basis of accounting.
Budget Summary
Change from2014/15 Modified Budget
Two types of proprietary funds exist, the internal service fund and the enterprise fund.
The internal service fund is used to account for the financing and related financial activities of goods and services provided by
one department of the college to other departments of the college or to other governmental units on a cost‐reimbursement
basis. WITC is self‐insured for dental insurance coverage. As a result, it utilizes an internal service fund to track these activities.
Internal Service Fund
2014/15 Budget
Effective January 1, 2012, WITC changed from self‐insured health insurance coverage to fully‐insured. As a result of that change,
the FY16 budget accounts only for the remaining self‐insured dental insurance coverage.
134
Enterprise funds
2013/14 2015/16Actual Adopted Modified Budget
Institutional 2,398,723$ 3,000,000$ 3,000,000$ 2,850,000$ (150,000)$ ‐5.00%
Total revenue 2,398,723$ 3,000,000$ 3,000,000$ 2,850,000$ (150,000)$ ‐5.00%
Auxiliary services 2,523,660$ 3,000,000$ 3,000,000$ 2,850,000$ (150,000)$ ‐5.00%
Total expenditures 2,523,660$ 3,000,000$ 3,000,000$ 2,850,000$ (150,000)$ ‐5.00%
FundAuto Repair & Servicing $ 73,400 Bookstores 523,400
Ashland Campus (9,300) New Richmond Campus 293,400 Rice Lake Campus 406,900 Superior Campus (167,600)
Conference centers 18,800 Shell Lake Administrative Office 6,800 Ashland Campus 1,500 New Richmond Campus (2,900) Rice Lake Campus 7,600 Superior Campus 5,800
Cosmetology 58,500 Rice Lake Campus 58,300 Superior Campus 200
Food Service (687,100) Ashland Campus (475,400) Rice Lake Campus (272,000) Cafeteria 60,300
Other 18,895 Total 5,895$
Estimated June 30, 2015
Retained Earnings
2014/15 Modified Budget
The enterprise fund budget is built on projected activity levels. WITC has various operations in the enterprise fund which include
the following:
Change from2014/15 Budget
The enterprise funds are used to record revenues and expenses related to rendering services to students, faculty, staff, and the
community. These funds are intended to be self‐supporting and are operated in a manner similar to private business where the
intent is that all costs of providing goods and services to students and other aforementioned parties is recovered, primarily
through user charges. These services compliment the educational and general objectives of WITC.
Enterprise Fund
Budget Summary
135
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136
WITC-ASHLAND
Fiduciary Fund
W I S C O N S I N I N D I A N H E A D T E C H N I C A L C O L L E G E
OPEB Trust Fund
2013/14 2015/16Actual Adopted Modified Budget
Institutional 1,765,239$ 950,000$ 950,000$ 650,000$ (300,000)$ ‐31.58%
Total revenue 1,765,239$ 950,000$ 950,000$ 650,000$ (300,000)$ ‐31.58%
Operating Costs 608,512$ 780,000$ 780,000$ 624,310$ (155,690)$ ‐19.96%
Total expenditures 608,512$ 780,000$ 780,000$ 624,310$ (155,690)$ ‐19.96%
2014/15 Budget
FIDUCIARY FUNDThe fiduciary fund is used to report assets held in a trustee or agency capacity for others, which, therefore, cannot be used so
support WITC's own programs.
The OPEB Trust Fund is used to record the transactions of the OPEB Trust that was established for post‐employment benefits
assets. WITC has placed assets into this irrevocable trust to be used for the purpose of post‐employment benefits for employees
and retirees who have earned those benefits and will receive the benefits in a future year. A budget is not required for this trust;
however, for internal purposes, WITC has created a budget, but it is not part of the legally adopted budget for WITC.
OPEB Trust
Budget Summary
Change from2014/15 Modified Budget
This budget is provided for informational purposes only.
The state does not require this fund to be part of the college's adopted budget.
During FY08, WITC created an irrevocable OPEB (Other Post‐Employment Benefits) Trust in order to begin funding its post‐
employment benefits. In FY08, WITC implemented GASB 43/45, which required governmental entities to recognized this liability.
The only way to reduce the liability is to either pay the benefit out on behalf of retirees or place assets into an OPEB Trust.
WITC began funding the trust in FY08 by placing $1.25 million dollars into the trust.
Beginning in FY08, WITC placed, and will continue to place, an amount at least equal to the annual required contribution (ARC)
into the trust. The trust will pay the insurance costs for retirees when they become due. It is anticipated that the planned assets
for the trust as of June 30, 2015, will be approximately $5.6 million.
138
Other Post‐Employment Benefit Liability Status
UnfundedActuarial ActuarialAccrued Plan AccruedLiability Assets Liability
6,448,265 1,250,388 5,197,877 11,623,721 1,267,476 10,356,245 11,623,721 1,593,016 10,030,705 9,234,456 2,313,251 6,921,205 9,234,456 2,741,133 6,493,323 11,138,380 4,206,734 6,931,646 11,138,380 5,363,461 5,774,919 11,138,380 6,598,755 4,539,625 11,138,380 6,624,445 4,513,935
2011/122012/132013/14
2015/16 (proj)2014/15 (est)
On January 1, 2012, WITC switched to fully‐insured health insurance plans. As a result, the retiree health insurance
premium costs decreased substantially resulting in a positive impacted on the results of the actuarial study which was
completed on June 30, 2012.
WITC has been very proactive in funding its liabilities. Below is information about WITC's post‐employment benefits liability and
how quickly it is being funded.
FiscalYear2007/082008/092009/102010/11
‐
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15(est)
2015/16(proj)
OPEB Trust
Actuarial Liability Plan Assets Unfunded Liability
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140
WITC-NEW RICHMOND
Appendix
W I S C O N S I N I N D I A N H E A D T E C H N I C A L C O L L E G E
ProgramsAshland
Campus
New
Richmond
Campus
Rice
Lake
Campus
Superior
Campus Online
Accounting x x x x xAccounting Assistant x x x xAdministrative Professional x x xAgricultural Power and Equipment Technician xArchitectural Commercial Design x xAuto Collision Repair and Refinish Technician xAutomated Packaging Systems Technician xAutomotive Maintenance Technician x xBroadband Technologies xBusiness Management x x x xCNC Machine Tool Operation xComposite Technology xCosmetology x xCriminal Justice ‐ Corrections x xCriminal Justice ‐ Law Enforcement xCriminal Justice ‐ Law Enforcement Academy (*) xCriminal Justice Studies x x x xDairy Herd Management xDental Assistant xDietary Manager (*) x x x xEarly Childhood Education (E‐CHiLD online) x x x x xE‐Connect ‐ Child Care Services x x x x xEmergency Medical Technician ‐ Basic (*) x x x xEmergency Medical Technician ‐ Advanced x xEmergency Medical Technician ‐ Paramedic x x x xFarm Business and Production Management (*) x x xFinance x x x xGerontology ‐ Aging Services Professional x x x xHealth Information Technology (*) x x x xHeating, Ventilation, and Air Conditioning/Refrigeration (HVAC/R) xHuman Resource Management x x x xHuman Services Associate x xIndividualized Technical Studies x x x xIndustrial Automation, Controls, and Networking xIndustrial Maintenance Technician xInformation Technology ‐ Network Specialist x x x xInformation Technology ‐ Systems Administration Specialist x x x xInformation Technology ‐ Web & Software Designer x xMachine Tool Operation xMachine Tool Technician xMachine Tooling Technics xMarine Repair Technician xMarketing xMedical Administrative Specialist x xMedical Assistant x x x xMedical Coding Specialist x x x xMedical Office Specialist x x x xMotorcycle, Marine, and Outdoor Power Products Technician xNursing Assistant (*) x x x xNursing ‐ Associate Degree x x x xOccupational Therapy Assistant x x xOffice Support Specialist x x x xParamedic Technician x x x xResidential Construction and Cabinetmaking xSupervisory Management x x x xTechnical Studies ‐ Journeyworker x x x xTelecommunication Technologies xWelding x x x x
Select certificate courses are offered at the WITC‐Hayward and WITC‐Ladysmith outreach centers.
PROGRAMS AND CERTIFICATESOur offerings cover a wide spectrum in post‐secondary education from adult basic education to associate degree programs and
many areas in between. All programs with the exception of those noted (*) are financial aid eligible.
142
CertificatesAshland
Campus
New
Richmond
Campus
Rice
Lake
Campus
Superior
Campus Online
Advanced Marine Repair Technician xBusiness Administration Specialist x x xBusiness Graphics x x x xC# Programming x xComputer Numerical Control (CNC) Machining xComputerized Accounting x x x x xCosmetology Instructor x xCosmetology Manager x x x xCustomer Service x x x xEthical Leadership xGeneral Studies x x x xIndustrial Controls and Automation xJava Developer x xMarketing Specialist xMarketing/Desktop Publishing Specialist xMedical Transcription x x x xMicrosoft Office x x x xNetworking Professional x x x xPersonal Care Worker x x x xPersonal Income Tax Specialist xProfessional Credential for Child Care Administrators x x x xProfessional Credential for Infants/Toddlers xProfessional Credential for Preschool Teachers x x x xSafety Management xSupervisory Leadership x x x xSupervisory Management Lean Quality x x x xSustainable Design xWeb Developer (eDeveloper) x x
General Studies is central to all programs. GED/HSED and Basic Education offerings are available at all locations.
143
Associate Technical Vocational Non‐Post‐ CommunityYear Degree Diploma Adult Secondary Service Total06/07 4,180 2,226 20,078 1,910 494 26,603 07/08 4,401 2,298 17,945 1,895 516 24,988 08/09 4,533 2,483 18,578 1,538 592 25,868 09/10 4,728 2,598 18,341 1,680 642 25,949 10/11 4,612 2,271 14,918 1,453 3,132 24,138 11/12 4,584 2,161 13,587 1,376 2,983 22,822 12/13 4,665 1,844 12,159 1,316 2,681 20,799 13/14 4,202 1,872 11,905 1,242 2,243 20,029 14/15 3,492 1,755 12,064 1,224 2,041 18,853
Year Total06/07 1,718 631 335 167 4 2,855 07/08 1,802 656 310 151 4 2,923 08/09 1,814 687 304 122 5 2,932 09/10 1,943 750 329 121 5 3,148 10/11 1,858 720 254 101 46 2,979 11/12 1,740 677 256 53 49 2,774 12/13 1,761 652 200 94 34 2,742 13/14 1,584 685 187 89 32 2,578 14/15 1,388 583 191 90 29 2,280
PROGRAM ENROLLMENT STATISTICS
Students Served
FY15 include projected data.
Full‐time Equivalent Students
A full‐time equivalent (FTE) is equal to 30 student credits. FY15 include projected data
Associate
Degree
Technical
Diploma
Vocational
Adult
Non‐Post‐
Secondary
Community
Service
‐
500
1,000
1,500
2,000
2,500
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15
Full‐time Equivalent Students
Associate Degree Technical Diploma Vocational Adult
Non‐Post‐Secondary Community Service
144
PercentYear Number Number Employed Average Percentof of of In Related Annual EmployedGraduation Graduates Respondents Occupations Salary In District01/02 1,118 773 75% 27,469$ 65%02/03 1,533 1,234 77% 26,535$ 72%03/04 1,469 1,219 76% 26,932$ 65%04/05 1,482 1,284 74% 28,252$ 67%05/06 1,553 1,353 75% 28,851$ 64%06/07 1,629 1,397 74% 30,507$ 68%07/08 1,697 1,427 75% 30,171$ 66%08/09 1,732 1,490 69% 30,517$ 72%09/10 1,665 1,401 75% 30,198$ 72%10/11 1,696 1,444 72% 33,670$ 67%11/12 1,625 1,382 73% 33,800$ 68%12/13 1,560 1,307 73% 35,072$ 64%13/14 1,445 1,224 78% 35,795$ 62%
5%74%21%
PROGRAM GRADUATE FOLLOW‐UP STATISTICS
Statistics are based on a survey of WITC's graduates conducted approximately six months after graduation;
therefore, FY15 statistics are not available. Statistics include graduates of WITC's post‐secondary, vocational,
and technical programs. This data does not reflect the activities of students who complete only portions of
their program.
2013/2014 Job Placement
5% Seeking Employment
78% Employed Related
22% Employed Unrelated
95%Employed
145
Percent PercentChange Change
from fromCollege 2009/10 2010/11 2011/12 2012/13 2013/14 2012/13 2009/10Blackhawk 2,915.35 2,830.27 2,564.46 2,289.20 1,960.30 (14.37%) (32.76%)Chippewa Valley 4,575.04 4,727.51 4,426.40 4,247.80 4,148.18 (2.35%) (9.33%)Fox Valley 7,413.27 7,822.69 7,500.91 7,287.70 6,986.10 (4.14%) (5.76%)Gateway 5,984.76 6,381.68 6,217.11 5,812.80 5,418.53 (6.78%) (9.46%)Lakeshore 2,660.07 2,516.43 2,252.51 2,141.00 2,008.27 (6.20%) (24.50%)Madison Area 10,811.65 11,049.57 10,671.79 10,444.80 10,081.25 (3.48%) (6.76%)Mid‐State 2,564.26 2,574.63 2,340.82 2,130.50 2,073.10 (2.69%) (19.15%)Milwaukee Area 14,618.41 14,543.02 13,989.96 13,155.60 12,417.00 (5.61%) (15.06%)Moraine Park 3,647.67 3,526.44 3,138.06 3,041.10 2,983.30 (1.90%) (18.21%)Nicolet 1,210.90 1,231.45 1,135.59 1,068.80 1,049.81 (1.78%) (13.30%)North Central 3,691.89 3,843.01 3,739.35 3,760.80 3,697.78 (1.68%) 0.16%Northeast 7,453.10 7,560.90 7,354.56 7,134.10 6,967.34 (2.34%) (6.52%)Southwest 1,739.60 1,767.54 1,643.80 1,637.50 1,654.12 1.01% (4.91%)Waukesha Area 4,832.39 4,892.24 4,624.98 4,574.60 4,330.02 (5.35%) (10.40%)Western 4,136.59 4,120.67 3,854.28 3,710.30 3,288.57 (11.37%) (20.50%)Wisconsin Indianhead 3,148.38 2,978.01 2,773.68 2,741.40 2,577.60 (5.98%) (18.13%)Statewide Average 5,087.71 5,147.88 4,889.27 4,698.63 4,477.58 (4.70%) (11.99%)
FTE ANALYSIS AMONGST COLLEGES
FTE Between Colleges
‐
2,000.00
4,000.00
6,000.00
8,000.00
10,000.00
12,000.00
14,000.00
16,000.00
2009/10 2010/11 2011/12 2012/13 2013/14
Blackhawk Chippewa Valley Fox Valley Gateway
Lakeshore Madison Area Mid‐State Milwaukee Area
Moraine Park Nicolet North Central Northeast
Southwest Waukesha Area Western Wisconsin Indianhead
Statewide Average
146
Percent PercentChange Change
from fromCollege 2009/10 2010/11 2011/12 2012/13 2013/14 2012/13 2009/10Blackhawk $10,299 $11,211 $11,745 $13,300 $15,563 17.01% 51.11%Chippewa Valley $11,011 $11,368 $12,471 $13,065 $13,595 4.06% 23.47%Fox Valley $13,525 $13,599 $13,885 $14,816 $15,757 6.35% 16.51%Gateway $12,716 $12,824 $13,398 $13,534 $14,981 10.69% 17.81%Lakeshore $11,640 $12,687 $13,859 $14,599 $15,748 7.87% 35.29%Madison Area $13,277 $13,723 $13,721 $14,907 $15,451 3.65% 16.37%Mid‐State $11,084 $11,563 $12,302 $13,111 $13,503 2.98% 21.82%Milwaukee Area $12,923 $13,134 $13,126 $14,080 $15,483 9.96% 19.81%Moraine Park $13,058 $13,890 $14,741 $15,721 $16,408 4.37% 25.66%Nicolet $19,060 $18,820 $19,457 $19,332 $20,566 6.38% 7.90%North Central $11,573 $11,529 $11,718 $11,608 $12,577 8.35% 8.68%Northeast $11,134 $11,743 $11,576 $11,952 $12,722 6.44% 14.26%Southwest $12,352 $12,286 $12,737 $13,924 $13,569 (2.55%) 9.85%Waukesha Area $14,851 $14,550 $15,047 $15,667 $16,940 8.13% 14.07%Western $11,248 $11,786 $12,032 $12,751 $14,746 15.65% 31.10%Wisconsin Indianhead $14,331 $15,723 $16,216 $16,034 $18,060 12.63% 26.02%Statewide Average $12,652 $13,010 $13,320 $14,005 $15,107 7.87% 19.41%
COST PER FTE ANALYSIS AMONGST COLLEGES
NOTE: Cost per FTE is a function of aidable operational costs (from General Fund and Special Revenue Fund ‐ Operating only)
divided by aidable FTE's
Cost per FTE Between Colleges
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
$22,000
2009/10 2010/11 2011/12 2012/13 2013/14
Blackhawk Chippewa Valley Fox Valley Gateway
Lakeshore Madison Area Mid‐State Milwaukee Area
Moraine Park Nicolet North Central Northeast
Southwest Waukesha Area Western Wisconsin Indianhead
Statewide Average
147
Percent PercentChange Change
from fromCollege 2009/10 2010/11 2011/12 2012/13 2013/14 2012/13 2009/10Blackhawk 12,234 11,906 11,126 8,857 8,469 (4.38%) (30.77%)Chippewa Valley 17,711 15,063 15,709 14,639 14,415 (1.53%) (18.61%)Fox Valley 46,897 52,763 51,097 46,002 44,437 (3.40%) (5.25%)Gateway 24,322 23,756 22,689 21,130 20,142 (4.68%) (17.19%)Lakeshore 13,957 12,886 13,495 12,675 13,031 2.81% (6.63%)Madison Area 40,382 39,716 39,222 37,771 36,714 (2.80%) (9.08%)Mid‐State 8,968 8,531 8,488 7,688 7,457 (3.00%) (16.85%)Milwaukee Area 47,270 44,306 41,601 40,280 38,049 (5.54%) (19.51%)Moraine Park 18,784 18,712 17,279 16,223 16,232 0.06% (13.59%)Nicolet 9,494 8,765 7,479 7,098 7,085 (0.18%) (25.37%)Northcentral 20,176 19,066 17,969 18,776 17,092 (8.97%) (15.29%)Northeast 41,608 40,400 43,890 41,582 37,943 (8.75%) (8.81%)Southwest 11,483 10,516 11,195 10,952 10,614 (3.09%) (7.57%)Waukesha Area 25,776 23,944 23,491 23,432 22,756 (2.88%) (11.72%)Western 17,581 16,843 15,916 14,109 11,857 (15.96%) (32.56%)Wisconsin Indianhead 25,363 23,415 21,973 20,588 20,251 (1.64%) (20.16%)Statewide Average 23,875 23,162 22,664 21,363 20,409 (4.46%) (14.52%)
HEAD COUNT ANALYSIS AMONGST COLLEGES
Head Count Between Colleges
Source: WTCS Client Reporting CLI572B (VE215512) Headcount by Aid Category and District
‐
10,000
20,000
30,000
40,000
50,000
60,000
2009/10 2010/11 2011/12 2012/13
Blackhawk Chippewa Valley Fox Valley Gateway
Lakeshore Madison Area Mid‐State Milwaukee Area
Moraine Park Nicolet Northcentral Northeast
Southwest Waukesha Area Western Wisconsin Indianhead
Statewide Average
148
Operating Debt Total Operating Debt TotalMill Mill Mill Mill Mill Mill
College Rate* Rate Rate Rank Rate* Rate Rate RankBlackhawk 0.56580 0.54546 1.11126 11 1.48479 0.44003 1.92482 11 Chippewa Valley 0.57256 0.32488 0.89744 9 1.47088 0.26539 1.73627 9 Fox Valley 0.62393 0.50004 1.12397 12 1.50292 0.47055 1.97347 12 Gateway 0.51335 0.25696 0.77031 5 1.39289 0.24182 1.63471 5 Lakeshore 0.44861 0.33060 0.77921 6 1.32014 0.31744 1.63758 6 Madison Area 0.50028 0.43346 0.93374 10 1.39401 0.44698 1.84099 10 Mid‐State 0.49750 0.33605 0.83355 8 1.39599 0.33249 1.72848 8 Milwaukee Area 0.63875 0.63152 1.27027 15 1.50000 0.59270 2.09270 14 Moraine Park 0.42112 0.25356 0.67468 4 1.30990 0.25907 1.56897 4 Nicolet 0.20870 0.16528 0.37398 2 1.09639 0.16817 1.26456 2 North Central 0.62683 0.59124 1.21807 13 1.51035 0.57468 2.08503 13 Northeast 0.36176 0.42333 0.78509 7 1.23309 0.42694 1.66003 7 Southwest 0.61744 0.63559 1.25303 14 1.52915 0.63447 2.16362 15 Waukesha Area 0.21102 0.17809 0.38911 3 1.13410 0.18530 1.31940 3 Western 0.60284 0.98993 1.59277 16 1.50289 0.97988 2.48277 16 Wisconsin Indianhead 0.15750 0.20462 0.36212 1 1.04682 0.20619 1.25301 1 Statewide Average 0.46490 0.41280 0.87770 1.33598 0.38677 1.72275
Tax Rates by College
Tax rates have increased as a result of property value declines.
TAX RATE COMPARISONS
* Operating mill rates are limited to $1.50 per $1,000 of equalized valuation.
2014/15 Tax Rates 2013/14 Tax Rates
$0.00
$0.50
$1.00
$1.50
$2.00
$2.50
$3.00
2014/15 2013/14
149
StatePersonal Total Debt Aids in
Equalized Computer Equalized Operational Service Lieu of TotalYear Valuation Value Valuation Tax Levy Tax Levy Taxes Needs
06/07 $32,269,753,312 $61,176,600 $32,330,929,912 $26,571,724 $5,002,792 $60,228 $31,634,744
07/08 $34,103,143,128 $53,391,300 $34,156,534,428 $27,807,693 $5,310,817 $68,214 $33,186,724
08/09 $34,884,947,582 $49,371,600 $34,934,319,182 $29,261,843 $5,446,355 $76,957 $34,785,155
09/10 $34,173,559,569 $46,251,600 $34,219,811,169 $30,344,642 $5,682,467 $93,382 $36,120,491
10/11 $32,487,261,673 $33,522,200 $32,520,783,873 $31,277,929 $5,757,939 $93,129 $37,128,997
11/12 $31,520,063,785 $30,090,442 $31,550,154,227 $31,277,929 $5,919,083 $100,735 $37,297,747
12/13 $30,073,355,967 $32,896,480 $30,106,252,447 $31,277,929 $6,067,060 $101,092 $37,446,081
13/14 $30,160,194,532 $35,255,200 $30,195,449,732 $31,572,342 $6,218,737 $101,174 $37,892,253
14/15 $30,847,020,106 $34,693,900 $30,881,714,006 $4,858,536 $6,312,018 $42,600 $11,213,154
15/16 proj $31,309,725,408 $35,214,000 $31,344,939,408 $5,339,859 $6,469,818 $43,200 $11,852,877
SCHEDULE OF EQUALIZED VALUATIONS
AND BUDGETARY NEEDS
Tax Levy Needs
Beginning 2014/15 $27 million of WITC's operational levy is offset with property tax state aid relief
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 proj
Operational Tax Levy Debt Service Levy State Aids in Lieu of Taxes
150
DebtEqualized Debt Debt
Year Valuation Operational Service Operational Service Total
06/07 $32,269,753,312 $26,571,724 $5,002,792 $0.82343 $0.15503 $0.97846
07/08 $34,103,143,128 $27,807,693 $5,310,817 $0.81540 $0.15573 $0.97113
08/09 $34,884,947,582 $29,261,843 $5,446,355 $0.83882 $0.15612 $0.99494
09/10 $34,173,559,569 $30,344,642 $5,682,467 $0.88939 $0.16628 $1.05567
10/11 $32,487,261,673 $31,277,929 $5,757,939 $0.96278 $0.17724 $1.14002
11/12 $31,520,063,785 $31,277,929 $5,919,083 $0.99232 $0.18779 $1.18011
12/13 $30,073,355,967 $31,277,929 $6,067,060 $1.04005 $0.20174 $1.24179
13/14 $30,160,194,532 $31,572,342 $6,218,737 $1.04682 $0.20619 $1.25301
14/15 $30,847,020,106 $4,858,536 $6,312,018 $0.15750 $0.20462 $0.36212
15/16 proj $31,309,725,408 $5,339,859 $6,469,818 $0.17055 $0.20664 $0.37719
SCHEDULE OF EQUALIZED VALUATIONS,
TAX LEVIES, AND MILL RATES
Tax Levies
Mill Rates
Beginning 2014/15 $27 million of WITC's operational levy is offset with property tax state aid relief
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
$1.40
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 proj
Operational Debt Service
151
Mill RateYear Amount % Change Amount % Change Amount % Change Total
06/07 $60,772,495 0.6% $32,330,929,912 10.7% $31,574,516 4.9% $0.97846
07/08 $62,757,232 3.3% $34,156,534,428 5.6% $33,118,510 4.9% $0.97113
08/09 $68,412,605 9.0% $34,934,319,182 2.3% $34,708,198 4.8% $0.99494
09/10 $73,830,805 7.9% $34,219,811,169 (2.0%) $36,027,109 3.8% $1.05567
10/11 $84,958,301 15.1% $32,520,783,873 (5.0%) $37,035,868 2.8% $1.14002
11/12 $79,487,169 (6.4%) $31,550,154,227 (3.0%) $37,197,012 0.4% $1.18011
12/13 $76,840,243 (3.3%) $30,106,252,447 (4.6%) $37,344,989 0.4% $1.24179
13/14 $78,995,942 2.8% $30,195,449,732 0.3% $37,791,079 1.2% $1.25301
14/15 $78,519,046 (0.6%) $30,881,714,006 2.3% $11,170,554 (70.4%) $0.36212
15/16 proj $82,206,491 4.7% $31,344,939,408 1.5% $11,809,677 5.7% $0.37719
HISTORICAL COMPARISONS
BUDGET, EQUALIZED VALUATION,
TAX LEVY, AND MILL RATES
Change Over Time
Total Expenditures Budget Equalized Valuation Tax Levy
Beginning 2014/15 $27 million of WITC's operational levy is offset with property tax state aid relief
(75.0%)
(65.0%)
(55.0%)
(45.0%)
(35.0%)
(25.0%)
(15.0%)
(5.0%)
5.0%
15.0%
25.0%
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 proj
Expenditures Equalized Valuation Tax Levy
152
Property Tax Consumer Property TaxRevenues ‐ Percentage Price Revenues ‐ Percentage
Year Current Dollars Change Index Base Dollars Change
06/07 $31,574,516 4.9% 198.1 $15,936,825 2.2%
07/08 $33,118,510 4.9% 205.4 $16,125,323 1.2%
08/09 $34,708,198 4.8% 204.1 $17,008,487 5.5%
09/10 $36,027,109 3.8% 208.0 $17,316,896 1.8%
10/11 $37,035,868 2.8% 214.7 $17,246,601 (0.4%)
11/12 $37,197,012 0.4% 219.1 $16,977,185 (1.6%)
12/13 $37,344,989 0.4% 222.2 $16,809,195 (1.0%)
13/14 $37,791,079 1.2% 225.4 $16,764,369 (0.3%)
14/15 est $11,170,554 (70.4%) 223.6 $4,996,893 (70.2%)
15/16 proj $11,809,677 5.7% 225.2 $5,244,783 5.0%
Property Tax Revenues in Base Year Dollars
PROPERTY TAX REVENUESProperty tax revenue is an important focus for WITC officials and taxpayers. To get a better understanding of the change in tax
levy over time, tax levy can be looked at in relation to constant dollars. This analysis looks at tax levy in constant dollars using
1982‐84 as the base year (all urban consumers ‐ Midwest urban ‐ all items). The trend shows that the change between years in
constant dollars is less than the change in current dollars.
Beginning 2014/15 $27 million of WITC's operational levy is offset with property tax state aid relief
$15.94 $16.13 $17.01 $17.32 $17.25 $16.98 $16.81 $16.76
$5.00 $5.24
$0.00
$5.00
$10.00
$15.00
$20.00
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 est 15/16 proj
153
Property Tax ConsumerRevenues ‐ Price
Year Current Dollars Index Population Actual Dollars Constant Dollars
06/07 $31,574,516 198.1 313,290 $101 $51
07/08 $33,118,510 205.4 312,138 $106 $52
08/09 $34,708,198 204.1 313,090 $111 $54
09/10 $36,027,109 208.0 313,984 $115 $55
10/11 $37,035,868 214.7 313,494 $118 $55
11/12 $37,197,012 219.1 313,851 $119 $54
12/13 $37,344,989 222.2 313,555 $119 $54
13/14 $37,791,079 225.4 314,102 $120 $53
14/15 $11,170,554 223.6 319,603 $35 $16
15/16 proj $11,809,677 225.2 320,109 $37 $16
PROPERTY TAX LEVY PER CAPITAProperty taxes per capita reflect changes relative to changes in population. Property taxes are adjusted by the Consumer price
Index using 1982‐84 as the base year (all urban consumers ‐ Midwest urban ‐ all items) to reflect changes relative to the value of
the dollar.
Property Tax Levy Per Capita
Per Capita
Beginning 2014/15 $27 million of WITC's operational levy is offset with property tax state aid relief
$0
$20
$40
$60
$80
$100
$120
$140
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 proj
Actual Dollars per Capita Constant Dollars per Capita
154
WITC's OperationalOperational Mill Rate
Year Mill Rate Cap
06/07 $0.82343 $1.50000
07/08 $0.81540 $1.50000
08/09 $0.83882 $1.50000
09/10 $0.88939 $1.50000
10/11 $0.96278 $1.50000
11/12 $0.99232 $1.50000
12/13 $1.04005 $1.50000
13/14 $1.04682 $1.50000
14/15 $0.15750 $1.50000
15/16 proj $0.17055 $1.50000
OPERATIONAL MILL RATE VS. LEVY CAPWisconsin statues limit the technical colleges to $1.50 per thousand of equalized valuation for an
operational mill rate. This chart and graph show where WITC's operational mill rate is in relation to the
levy limit.
Operational Mill Rate vs. Levy Cap
Beginning 2014/15 '$27 million of WITC's operational levy is offset with property tax state aid relief
$0.82 $0.82 $0.84 $0.89 $0.96 $0.99 $1.04 $1.05
$0.16 $0.17
$0.00
$0.25
$0.50
$0.75
$1.00
$1.25
$1.50
$1.75
$2.00
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16proj
Operational Mill Rate Operational Levy Cap
155
ConsumerOperating Price
Year Revenues Index Population Actual Dollars Constant Dollars
06/07 $36,809,480 198.1 313,290 $117 $59
07/08 $38,754,230 205.4 312,138 $124 $60
08/09 $40,744,545 204.1 313,090 $130 $64
09/10 $42,882,006 208.0 313,984 $137 $66
10/11 $43,787,297 214.7 313,494 $140 $65
11/12 $42,567,848 219.1 313,851 $136 $62
12/13 $43,205,408 222.2 313,555 $138 $62
13/14 $43,160,957 225.4 314,102 $137 $61
14/15 est $42,496,472 223.6 319,603 $133 $59
15/16 proj $44,118,889 225.2 320,109 $138 $61
OPERATING REVENUES PER CAPITA
Operating revenues per capita reflect how much revenue is received per population to offset operational costs of WITC in the
General Fund. Operating revenues are adjusted by the Consumer Price Index using 1982‐84 as the base year (all urban
consumers ‐ Midwest urban ‐ all items) to reflect changes relative to the value of the dollar. This trend information needs to be
analyzed in conjunction with operating expenditures per capita before decisions can be made on the fiscal health of WITC.
Per Capita
Operating Revenues per Capita
$117 $124
$130 $137 $140 $136 $138 $137 $133
$138
$59 $60 $64 $66 $65 $62 $62 $61 $59 $61
$0
$50
$100
$150
$200
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 est 15/16 proj
Revenue per Capita ‐ Actual Dollars Revenue per Capita ‐ Constant Dollars
156
ConsumerOperating Price
Year Expenditures Index Population Actual Dollars Constant Dollars
06/07 $35,421,108 198.1 313,290 $113 $57
07/08 $38,646,662 205.4 312,138 $124 $60
08/09 $40,325,084 204.1 313,090 $129 $63
09/10 $41,963,882 208.0 313,984 $134 $64
10/11 $43,615,744 214.7 313,494 $139 $65
11/12 $42,273,283 219.1 313,851 $135 $61
12/13 $42,656,171 222.2 313,555 $136 $61
13/14 $42,509,153 225.4 314,102 $135 $60
14/15 est $42,423,057 223.6 319,603 $133 $59
15/16 proj $44,118,889 225.2 320,109 $138 $61
OPERATING EXPENDITURES PER CAPITA
Operating expenditures per capita reflect how much is spent per population for operational costs in the General Fund by WITC.
Operating revenues are adjusted by the Consumer Price Index using 1982‐84 as the base year (all urban consumers ‐ Midwest
urban ‐ all items) to reflect changes relative to the value of the dollar. This trend information needs to be analyzed in
conjunction with operating revenues per capita before decisions can be made on the fiscal health of WITC.
Per Capita
Operating Expenditures per Capita
$113
$124 $129
$134 $139 $135 $136 $135 $133
$138
$57 $60 $63 $64 $65 $61 $61 $60 $59 $61
$0
$50
$100
$150
$200
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 est 15/16 proj
Expenditures per Capita ‐ Actual Dollars Expenditures per Capita ‐ Constant Dollars
157
OPEB TotalTrust Unfunded Post‐Employment
Year Plan Assets Liability Benefit Liability
07/08 $1,250,388 $5,197,877 $6,448,265
08/09 $1,267,476 $10,356,245 $11,623,721
09/10 $1,593,016 $10,030,705 $11,623,721
10/11 $2,313,251 $6,921,205 $9,234,456
11/12 $2,741,133 $6,493,323 $9,234,456
12/13 $4,206,734 $6,931,646 $11,138,380
13/14 $5,363,461 $5,774,919 $11,138,380
14/15 est $6,598,755 $4,539,625 $11,138,380
15/16 proj $6,624,445 $4,513,935 $11,138,380
OPEB ASSETS TO TOTAL UNFUNDED LIABILITYThe Governmental Accounting Standards Board now requires governmental entities to recognize their post‐
employment benefit liability. WITC has begun placing funds into an irrevocable OPEB Trust in order to fund this
liability and reduce its liability. This graph shows the funding progress WITC has made.
Funding Ratio
10.90%13.70%
25.05%29.68%
37.77%
48.15%
59.24% 59.47%
0.00%
25.00%
50.00%
75.00%
100.00%
08/09 09/10 10/11 11/12 12/13 13/14 14/15 est 15/16 proj
158
OperatingSurplus/ Operating
Year Deficit Revenues
06/07 $1,388,372 $36,809,480
07/08 $107,568 $38,754,230
08/09 $419,461 $40,744,545
09/10 $918,124 $42,882,006
10/11 $171,553 $43,787,297
11/12 $294,565 $42,567,848
12/13 $549,237 $43,205,408
13/14 $651,804 $43,160,957
14/15 est $73,415 $42,496,472
15/16 proj $0 $44,118,889
OPERATING SURPLUS/DEFICIT TO OPERATING REVENUESThis indicator compares the net operating surplus or deficit at the end of the year in the General Fund to total
General Fund revenues. This is a measure the credit rating agencies use to determine the credit worthiness of the
college. When WITC has its funded balance for the General Fund where it desires it to be, the change between years
should be close to zero.
Surplus/Deficit
3.8%
0.3%
1.0%
2.1%
0.4%0.7%
1.3%1.5%
0.2% 0.0%
‐5.0%
‐4.0%
‐3.0%
‐2.0%
‐1.0%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 est 15/16proj
159
Unreserved OperatingYear Fund Balance Expenditures
06/07 $11,432,430 $35,421,108
07/08 $11,583,865 $38,646,662
08/09 $12,003,326 $40,325,084
09/10 $13,790,979 $41,963,882
10/11 $10,903,936 $43,615,744
11/12 $10,568,000 $42,273,283
12/13 $10,664,033 $42,656,171
13/14 $10,627,278 $42,509,153
14/15 est $8,105,764 $42,423,057
15/16 proj $8,529,722 $44,118,889
UNRESERVED FUND BALANCE TO OPERATING EXPENDITURES
This indicator compares the unreserved portion of fund balance to the total expenditures in the General Fund. This
analysis looks at the ratio based on actual expenditures as of June 30. WITC's policy is based on the next year's
budgeted expenditures. The unreserved portion of the WITC General Fund is the portion Designated for Operations.
This indicator measures WITC's ability to withstand financial emergencies and meets its cash flow needs. The
current goal is to have a balance equal to approximately 25% of operating costs.
Fund Balance to Operating Expenditures
32.28%
29.97% 29.77%
32.86%
25.00% 25.00% 25.00% 25.00%
19.11% 19.33%25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 est 15/16proj
160
Cash and TotalYear Investment Liabilities06/07 9,733,826 7,984,085 07/08 9,348,072 7,403,711 08/09 10,539,087 7,617,266 09/10 8,806,514 8,150,311 10/11 11,397,760 8,945,821 11/12 11,029,229 9,261,568 12/13 12,407,487 9,441,982 13/14 17,563,223 9,026,954 14/15 est 28,860,955 10,749,865 15/16 proj 27,069,291 9,384,790
06/07 1.22%07/08 1.26%08/09 1.38%09/10 1.08%12/13 1.31%13/14 1.95%14/15 est 2.68%15/16 proj 2.88%
LIQUIDITYThis indicator measures the ability to pay debts when they come due. This indicator compares total cash and
investments on a budgetary basis to total liabilities on a budgetary basis
WITC is maintaining stable cash reserves. Effective FY09 the college recorded major project expenditures in
the same fiscal year as the related debt was incurred.
The $27 million of Property Tax Relief Aid was received in February 2015 thereby proportionately reducing
property tax receivables at fiscal year end.
1.22% 1.26%1.38%
1.08%1.31%
1.95%
2.68%2.88%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
06/07 07/08 08/09 09/10 12/13 13/14 14/15 est 15/16 proj
Liquidity
161
2014Assessed
Taxpayer Type of Business Value
City of AshlandWal‐Mart Real Estate Business Trust Retail $11,690,879C.G. Bretting Manufacturing Company Manufacturing $4,709,131Super One Food Wholesale/Retail $3,646,096Goldin VacationLand, LLC Hospitality $3,445,402Rhinelander Real Estate, LLC Auto Dealership $3,336,936
City of HudsonHanely Road, LLC Distribution Center (Uline) $32,805,713General Motors Corp Distribution Center $16,046,606Hudson Memorial Hospital, Inc. Hospital $13,030,789Rock Street, LLC Warehousing $10,382,630Mills Properties, Inc. Retail (Fleet Farm) $8,466,177
City of New RichmondWal‐Mart Store, Inc. Retail $11,224,848Lakeside Foods Food Wholesale $4,558,722Federal Foam Technologies Manufacturing $4,026,702Pt Hog Properties II, LLC Manufacturing $3,674,973St. Croix Press, Inc. Manufacturing / Advertising $3,598,306
City of Rice LakeLakeview Medical Center, Inc. Health Care / Hospital $26,272,186Wal‐Mart Store, Inc. Retail $13,860,927Menards, Inc. Retail $9,318,466Rice Lake Cedar Mall, Inc. Retail $5,665,286Bear Paw Properties, LLC Manufacturing $5,622,124
City of SuperiorCalumet Superior, LLC Refinery $62,956,041C. Reiss Coal Company/Midwest Energy Manufacturing $47,526,133Dome Petroleum Corporation Manufacturing / Storage Tanks $26,680,165Amsoil, Inc Real Estate $17,198,806Wal‐Mart Stores, Inc. Retail $14,418,136
PRINCIPAL TAXPAYERS
162
October 2014Equalized Percent 2014/15Valuation Of Total Tax Levy
Ashland CountyTown of:
Agenda 40,263,000$ 0.1305247634% 14,580.34$ Ashland 37,725,100 0.1222973884% 13,661.30 Chippewa 47,356,000 0.1535188807% 17,148.91 Gingles 55,706,800 0.1805905394% 20,172.96 Gordon 60,090,900 0.1948029333% 21,760.57 Jacobs 38,122,300 0.1235850331% 13,805.13 La Pointe 282,782,700 0.9167261506% 102,403.39 Marengo 30,745,600 0.0996712159% 11,133.83 Morse 52,202,400 0.1692299607% 18,903.92 Peeksville 18,849,800 0.0611073612% 6,826.03 Sanborn 22,404,800 0.0726319752% 8,113.39 Shanagolden 20,963,900 0.0679608595% 7,591.60 White River 48,758,200 0.1580645386% 17,656.68
Village of:Butternut 10,622,100 0.0344347686% 3,846.55
City of:Ashland 368,065,000 1.1931946708% 133,286.46 Mellen 20,947,900 0.0679089907% 7,585.81
Barron CountyTown of:
Almena 140,287,000 0.4547829888% 50,801.78 Arland 49,380,100 0.1600806166% 17,881.89 Barron 45,566,100 0.1477163753% 16,500.74 Bear Lake 75,695,800 0.2453909640% 27,411.53 Cedar Lake 259,506,900 0.8412705639% 93,974.58 Chetek 244,055,100 0.7911788535% 88,379.06 Clinton 75,439,200 0.2445591170% 27,318.61 Crystal Lake 69,919,600 0.2266656544% 25,319.81 Cumberland 76,355,400 0.2475292581% 27,650.39 Dallas 37,322,900 0.1209935348% 13,515.65 Dovre 99,932,300 0.3239609520% 36,188.23 Doyle 46,271,400 0.1500028199% 16,756.15 Lakeland 131,591,900 0.4265951769% 47,653.04 Maple Grove 46,949,700 0.1522017357% 17,001.78 Maple Plain 169,869,800 0.5506846347% 61,514.52 Oak Grove 65,138,100 0.2111649676% 23,588.30 Prairie Farm 33,509,600 0.1086315627% 12,134.75 Prairie Lake 151,233,300 0.4902687504% 54,765.74 Rice Lake 213,051,300 0.6906706037% 77,151.73 Sioux Creek 44,057,400 0.1428254653% 15,954.40 Stanfold 51,430,900 0.1667289087% 18,624.54 Stanley 181,153,000 0.5872625601% 65,600.48 Sumner 59,833,400 0.1939681687% 21,667.32 Turtle Lake 48,286,100 0.1565340828% 17,485.72 Vance Creek 38,298,000 0.1241546181% 13,868.76
2014 EQUALIZED VALUATION FOR
2014/15 BUDGET
163
October 2014Equalized Percent 2014/15Valuation Of Total Tax Levy
2014 EQUALIZED VALUATION FOR
2014/15 BUDGET
Barron County (continued)Village of:
Almena 19,112,800$ 0.0619599557% 6,921.27$ Cameron 77,440,400 0.2510466156% 28,043.30 Dallas 11,841,700 0.0383884730% 4,288.21 Haugen 12,044,800 0.0390468835% 4,361.75 New Auburn 18,949,000 0.0614289482% 6,861.95 Prairie Farm 16,514,000 0.0535351549% 5,980.17 Turtle Lake 51,931,100 0.1683504592% 18,805.68
City of:Barron 123,751,700 0.4011787835% 44,813.89 Chetek 125,163,200 0.4057545901% 45,325.04 Cumberland 147,485,800 0.4781200890% 53,408.66 Rice Lake 602,049,600 1.9517269348% 218,018.71
Bayfield CountyTown of:
Barksdale 74,195,100 0.2405259884% 26,868.09 Barnes 306,991,300 0.9952056923% 111,169.99 Bayfield 173,539,700 0.5625817321% 62,843.50 Bayview 75,938,000 0.2461761290% 27,499.24 Bell 93,082,500 0.3017552414% 33,707.73 Cable 165,494,300 0.5365001204% 59,930.04 Clover 77,148,900 0.2501016297% 27,937.74 Delta 72,543,300 0.2351711762% 26,269.92 Drummond 190,509,900 0.6175957981% 68,988.87 Eileen 52,146,900 0.1690500406% 18,883.83 Grand View 138,932,400 0.4503916408% 50,311.24 Hughes 68,952,400 0.2235301814% 24,969.56 Iron River 182,383,500 0.5912516002% 66,046.08 Kelly 31,546,500 0.1022675769% 11,423.85 Keystone 27,020,100 0.0875938742% 9,784.72 Lincoln 35,547,400 0.1152377114% 12,872.69 Mason 20,349,500 0.0659690950% 7,369.11 Namakogon 251,398,000 0.8149830977% 91,038.13 Orienta 46,768,500 0.1516143207% 16,936.16 Oulu 30,581,900 0.0991405325% 11,074.55 Pilsen 15,990,200 0.0518370979% 5,790.49 Port Wing 48,259,900 0.1564491475% 17,476.24 Russell 34,709,800 0.1125223762% 12,569.37 Tripp 20,547,900 0.0666122690% 7,440.96 Washburn 51,984,100 0.1685222748% 18,824.87
Village of:Mason 1,612,500 0.0052274093% 583.93
City of:Bayfield 106,647,800 0.3457312883% 38,620.10 Washburn 104,335,400 0.3382349402% 37,782.72
164
October 2014Equalized Percent 2014/15Valuation Of Total Tax Levy
2014 EQUALIZED VALUATION FOR
2014/15 BUDGET
Burnett CountyTown of:
Anderson 31,043,900$ 0.1006382461% 11,241.85$ Blaine 37,405,000 0.1212596869% 13,545.38 Daniels 81,727,600 0.2649448787% 29,595.81 Dewey 48,619,100 0.1576136036% 17,606.31 Grantsburg 65,502,100 0.2123449843% 23,720.11 Jackson 246,723,700 0.7998299322% 89,345.43 La Follette 100,448,900 0.3256356681% 36,375.31 Lincoln 34,242,200 0.1110065085% 12,400.04 Meenon 131,550,800 0.4264619388% 47,638.16 Oakland 234,852,200 0.7613448534% 85,046.44 Roosevelt 25,956,900 0.0841471880% 9,399.71 Rusk 85,548,600 0.2773318126% 30,979.50 Sand Lake 92,101,400 0.2985747073% 33,352.45 Scott 229,864,000 0.7451740856% 83,240.07 Siren 149,179,100 0.4836094361% 54,021.85 Swiss 162,687,400 0.5274007001% 58,913.58 Trade Lake 116,232,000 0.3768013883% 42,090.80 Union 95,108,100 0.3083218401% 34,441.26 Webb Lake 213,243,300 0.6912930301% 77,221.26 West Marshland 27,421,800 0.0888961070% 9,930.19 Wood River 109,396,100 0.3546407388% 39,615.34
Village of:Grantsburg 52,393,200 0.1698484969% 18,973.02 Siren 61,972,000 0.2009010912% 22,441.76 Webster 32,511,100 0.1053946212% 11,773.16
Douglas CountyTown of:
Amnicon 70,611,800 0.2289096313% 25,570.47 Bennett 61,525,700 0.1994542740% 22,280.15 Brule 51,408,100 0.1666549956% 18,616.29 Cloverland 19,211,000 0.0622783009% 6,956.83 Dairyland 36,112,000 0.1170680340% 13,077.15 Gordon 101,191,400 0.3280427077% 36,644.19 Hawthorne 74,355,200 0.2410450012% 26,926.06 Highland 56,086,100 0.1818201557% 20,310.32 Lakeside 55,401,800 0.1796017891% 20,062.51 Maple 40,523,600 0.1313695775% 14,674.71 Oakland 80,283,000 0.2602617683% 29,072.68 Parkland 73,198,600 0.2372955305% 26,507.23 Solon Springs 123,462,900 0.4002425504% 44,709.31 Summit 82,375,700 0.2670458920% 29,830.51 Superior 175,483,700 0.5688837995% 63,547.47 Wascott 268,210,900 0.8694872279% 97,126.54
165
October 2014Equalized Percent 2014/15Valuation Of Total Tax Levy
2014 EQUALIZED VALUATION FOR
2014/15 BUDGET
Douglas CountyVillage of:
Lake Nebagamon 163,547,200$ 0.5301880034% 59,224.94$ Oliver 21,542,600 0.0698368916% 7,801.17 Poplar 39,369,800 0.1276291838% 14,256.89 Solon Springs 42,349,500 0.1372887879% 15,335.92 Superior 45,527,200 0.1475902692% 16,486.65
City of: 0.0000000000%Superior 1,605,757,700 5.2055520905% 581,489.01
Iron CountyTown of:
Anderson 18,322,800 0.0593989304% 6,635.19 Carey 20,837,200 0.0675501229% 7,545.72 Gurney 13,370,200 0.0433435708% 4,841.72 Kimball 44,758,100 0.1450969975% 16,208.14 Knight 23,533,200 0.0762900271% 8,522.02 Oma 110,087,600 0.3568824464% 39,865.75 Pence 17,075,400 0.0553551038% 6,183.47 Saxon 25,103,600 0.0813809565% 9,090.70
City of:Hurley 53,963,200 0.1749381296% 19,541.56 Montreal 28,133,300 0.0912026507% 10,187.84
Polk CountyTown of:
Alden 289,489,300 0.9384676348% 104,832.03 Apple River 129,725,000 0.4205430526% 46,976.99 Balsam Lake 258,594,300 0.8383120934% 93,644.11 Beaver 96,445,500 0.3126574290% 34,925.57 Black Brook 100,695,300 0.3264344486% 36,464.54 Bone Lake 97,029,300 0.3145499943% 35,136.98 Clam Falls 49,514,300 0.1605156668% 17,930.49 Clayton 66,787,900 0.2165132962% 24,185.73 Clear Lake 51,673,600 0.1675156946% 18,712.43 Eureka 118,615,400 0.3845279045% 42,953.90 Farmington 133,549,400 0.4329410087% 48,361.91 Garfield 180,619,200 0.5855320850% 65,407.18 Georgetown 282,849,300 0.9169420548% 102,427.51 Johnstown 103,425,700 0.3352858709% 37,453.29 Laketown 83,824,400 0.2717422938% 30,355.12 Lincoln 226,338,600 0.7337454290% 81,963.43 Lorain 25,360,900 0.0822150727% 9,183.88 Luck 62,706,200 0.2032812239% 22,707.64 McKinley 41,389,100 0.1341753591% 14,988.13 Milltown 216,138,800 0.7006796743% 78,269.80 Osceola 238,589,800 0.7734614208% 86,399.93 Saint Croix Falls 145,810,900 0.4726903912% 52,802.14
166
October 2014Equalized Percent 2014/15Valuation Of Total Tax Levy
2014 EQUALIZED VALUATION FOR
2014/15 BUDGET
Polk County (continued)Town of:
Sterling 56,291,000$ 0.1824844014% 20,384.52$ West Sweden 55,667,200 0.1804621640% 20,158.62
Village of:Balsam Lake 118,807,600 0.3851509792% 43,023.50 Centuria 25,468,800 0.0825648634% 9,222.95 Clayton 20,656,900 0.0669656256% 7,480.43 Clear Lake 45,223,500 0.1466057332% 16,376.67 Dresser 48,262,100 0.1564562795% 17,477.03 Frederic 51,068,100 0.1655527822% 18,493.16 Luck 63,970,100 0.2073785402% 23,165.33 Milltown 32,672,600 0.1059181726% 11,831.65 Osceola 133,937,500 0.4341991529% 48,502.45 Turtle Lake 21,896,200 0.0709831936% 7,929.22
City of:Amery 168,630,200 0.5466660942% 61,065.63 Saint Croix Falls 157,523,500 0.5106603473% 57,043.59
Rusk CountyTown of:
Atlanta 45,400,900 0.1471808293% 16,440.91 Big Bend 107,975,700 0.3500360801% 39,100.97 Big Falls 13,088,400 0.0424300304% 4,739.67 Cedar Rapids 3,732,900 0.0121013310% 1,351.79 Dewey 70,563,200 0.2287520796% 25,552.87 Flambeau 64,685,800 0.2096986995% 23,424.51 Grant 50,057,200 0.1622756423% 18,127.09 Grow 25,358,900 0.0822085891% 9,183.15 Hawkins 16,657,000 0.0539987329% 6,031.96 Hubbard 20,576,400 0.0667046604% 7,451.28 Lawrence 22,659,200 0.0734566902% 8,205.52 Marshall 27,409,100 0.0888549361% 9,925.59 Murry 23,364,000 0.0757415138% 8,460.75 Richland 19,868,300 0.0644091388% 7,194.86 Rusk 115,647,700 0.3749072021% 41,879.21 South Fork 11,784,500 0.0382030418% 4,267.49 Strickland 27,467,700 0.0890449058% 9,946.81 Stubbs 55,976,300 0.1814642056% 20,270.56 Thornapple 57,320,700 0.1858224872% 20,757.40 True 16,040,600 0.0520004848% 5,808.74 Washington 70,041,500 0.2270608304% 25,363.95 Wilkinson 7,712,700 0.0250030634% 2,792.98 Willard 65,063,200 0.2109221564% 23,561.17 Wilson 9,858,400 0.0319590027% 3,570.00
167
October 2014Equalized Percent 2014/15Valuation Of Total Tax Levy
2014 EQUALIZED VALUATION FOR
2014/15 BUDGET
Rusk CountyVillage of:
Bruce 24,493,100$ 0.0794018350% 8,869.62$ Conrath 3,219,100 0.0104356920% 1,165.72 Glen Flora 3,128,400 0.0101416603% 1,132.88 Hawkins 12,003,400 0.0389126728% 4,346.76 Ingram 1,818,700 0.0058958693% 658.60 Sheldon 10,410,200 0.0337478303% 3,769.82 Tony 4,642,200 0.0150491036% 1,681.07 Weyerhaeuser 8,701,900 0.0282098562% 3,151.20
City of:Ladysmith 146,981,900 0.4764865439% 53,226.19
Saint Croix CountyTown of:
Baldwin 66,681,200 0.2161673957% 24,147.10 Cady 15,186,186 0.0492306419% 5,499.34 Cylon 45,644,700 0.1479711811% 16,529.20 Eau Galle 74,223,147 0.2406169113% 26,878.24 Emerald 47,690,900 0.1546045609% 17,270.19 Erin Prairie 55,283,600 0.1792186079% 20,019.71 Forest 38,760,300 0.1256533042% 14,036.17 Glenwood 49,217,300 0.1595528509% 17,822.94 Hammond 165,236,800 0.5356653558% 59,836.79 Hudson 867,384,000 2.8118891129% 314,103.59 Kinnickinnic 13,580,194 0.0440243302% 4,917.76 Pleasant Valley 28,652,806 0.0928867874% 10,375.97 Richmond 266,403,600 0.8636283151% 96,472.07 Rush River 40,212,763 0.1303619049% 14,562.15 Saint Joseph 428,056,900 1.3876766655% 155,011.17 Somerset 335,534,800 1.0877381311% 121,506.38 Springfield 56,474,291 0.1830785950% 20,450.89 Stanton 56,018,200 0.1816000372% 20,285.73 Star Prairie 261,750,100 0.8485425792% 94,786.91 Troy 308,729,726 1.0008413290% 111,799.52 Warren 140,910,000 0.4568026329% 51,027.38
Village of:Baldwin 227,376,800 0.7371110701% 82,339.39 Deer Park 10,935,500 0.0354507501% 3,960.05 Hammond 85,398,800 0.2768461904% 30,925.25 North Hudson 341,577,200 1.1073264089% 123,694.49 Roberts 98,052,800 0.3178679810% 35,507.61 Somerset 156,703,200 0.5080010953% 56,746.54 Star Prairie 32,171,000 0.1042920836% 11,650.00 Wilson 263,393 0.0008538685% 95.38 Woodville 57,237,000 0.1855511482% 20,727.09
168
October 2014Equalized Percent 2014/15Valuation Of Total Tax Levy
2014 EQUALIZED VALUATION FOR
2014/15 BUDGET
Saint Croix CountyCity of:
Glenwood City 50,879,900$ 0.1649426746% 18,425.01$ Hudson 1,587,551,300 5.1465305062% 574,895.97 New Richmond 540,113,700 1.7509428727% 195,590.02
Sawyer CountyTown of:
Bass Lake 464,195,200 1.5048299590% 168,097.84 Couderay 28,575,400 0.0926358524% 10,347.94 Draper 44,189,500 0.1432537076% 16,002.23 Edgewater 165,219,400 0.5356089484% 59,830.49 Hayward 537,151,200 1.7413390277% 194,517.22 Hunter 200,894,900 0.6512619349% 72,749.57 Lenroot 248,866,900 0.8067777670% 90,121.55 Meadowbrook 19,897,300 0.0645031511% 7,205.36 Meteor 23,810,400 0.0771886552% 8,622.40 Ojibwa 51,242,100 0.1661168561% 18,556.17 Radisson 60,190,500 0.1951258170% 21,796.63 Round Lake 366,993,000 1.1897194567% 132,898.25 Sand Lake 377,515,500 1.2238313416% 136,708.74 Spider Lake 296,955,100 0.9626702968% 107,535.61 Weirgor 40,480,900 0.1312311525% 14,659.25 Winter 207,301,900 0.6720321745% 75,069.72
Village of:Couderay 3,198,800 0.0103698833% 1,158.37 Exeland 7,015,300 0.0227422292% 2,540.43 Radisson 7,212,400 0.0233811888% 2,611.81 Winter 12,627,900 0.0409371795% 4,572.91
City of:Hayward 227,716,100 0.7382110143% 82,462.26
Washburn CountyTown of:
Barronett 33,853,200 0.1097454467% 12,259.17 Bashaw 74,057,600 0.2400802403% 26,818.29 Bass Lake 61,889,000 0.2006320215% 22,411.71 Beaver Brook 53,843,000 0.1745484647% 19,498.03 Birchwood 212,235,300 0.6880252915% 76,856.24 Brooklyn 38,138,000 0.1236359294% 13,810.82 Casey 157,441,500 0.5103945193% 57,013.90 Chicog 107,650,800 0.3489828179% 38,983.31 Crystal 39,993,400 0.1296507730% 14,482.71 Evergreen 93,159,600 0.3020051846% 33,735.65 Frog Creek 14,778,700 0.0479096520% 5,351.77 Gull Lake 35,787,800 0.1160170411% 12,959.75 Long Lake 197,909,600 0.6415841768% 71,668.51 Madge 131,446,200 0.4261228461% 47,600.28
169
October 2014Equalized Percent 2014/15Valuation Of Total Tax Levy
2014 EQUALIZED VALUATION FOR
2014/15 BUDGET
Washburn County (continued)Town of:
Minong 349,621,400$ 1.1334041304% 126,607.52$ Sarona 66,659,200 0.2160960760% 24,139.13 Spooner 89,823,100 0.2911889048% 32,527.41 Springbrook 33,643,300 0.1090649920% 12,183.16 Stinnett 15,923,900 0.0516221662% 5,766.48 Stone Lake 65,472,900 0.2122503236% 23,709.54 Trego 122,210,100 0.3961812181% 44,255.64
Village of:Birchwood 27,994,300 0.0907520399% 10,137.51 Minong 30,856,300 0.1000300836% 11,173.91
City of:Spooner 118,505,800 0.3841726027% 42,914.21 Shell Lake 146,394,400 0.4745819839% 53,013.44
Total 30,847,020,106$ 100.0000000000% 11,170,554$
170
AODA: Alcohol and other drug abuse
Appropriations: An authorization, granted by a legislative body (i.e. WITC Board), to make
expenditures and to incur obligations for specified purposes. WITC controls expenditures at the
functional level within a fund.
AQIP: Academic Quality Improvement Project
Articulation agreement: An agreement between WITC and a four‐year college or university that
identifies the credit transferability rules between the two institutions.
Auxiliary services: The expenditure function used to record costs for all activities of a commercial
enterprise or of a proprietary nature such as campus bookstores and conference centers operations.
AV: Audio visual
Balance sheet: A statement that discloses the assets, liabilities, reserves, and equities of a fund or
account group at a specific date to exhibit financial position.
Benefits: Compensation in addition to regular salary or wages provided to an employee. This includes
health insurance, life insurance, dental insurance, Social Security, Wisconsin Retirement System
pension plan, 403(b) pension plan, and disability insurance.
Bond: A written promise to pay a specified sum of money, called the face value or principal amount,
at a specified date or dates in the future, called the maturity date(s), together with periodic interest
at a specified rate.
ADA: Americans with Disability Act
AEFL: Adult Education/Family Literacy Act
Agency fund: An agency fund is used to record resources received, held and disbursed as custodial or
fiscal agent for others rather than as an owner. Revenues and expenditures of agency funds are not
institutional revenues and expenditures and should be reported separately.
Accuplacer: Accuplacer is an assessment tool used by the Admission’s Department to help assess
whether the student needs any remedial training before taking program courses.
Assets: Property and resources owned or held that have monetary value.
GLOSSARY
118.15 contracts: Wisconsin state statute 118.15 allows the College to contract with district high
schools to provide classes for at risk children as defined by statue 118.153(1)(a) that will lead toward
high school graduation.
38.14 contracts: Wisconsin state statute 38.14 allows the College to contract with business and
industry to provide customized training to meet the company’s training needs.
ABE: Adult Basic Education
ACT: American College Testing
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COMPASS: COMPASS is an assessment tool used by the Admission’s Department to help assess
whether the student needs any remedial training before taking program courses.
Contingency funds: Assets or other resources set aside to provide for unforeseen expenditures or for
anticipated expenditures of uncertain amounts.
College: Wisconsin Indianhead Technical College
Debt: An obligation resulting from borrowing money. Debts of school systems include bonds, time
warrants, notes, and floating debt.
Debt limit: The maximum amount of gross or net debt legally permitted.
Debt service: Expenditures for the retirement of debt as well as the interest payment on that debt.
Deficiency: A general term indicating the amount by which actual levels of activities fall short of
budget or expectation. The term should not be used without qualification.
Deficit: The excess of expenditures/uses over revenues/resources.
DOA: Wisconsin Department of Administration
Designated for subsequent year(s): A portion of this year’s unreserved fund balance to provide for
the excess of expenditure and other financial uses over revenues and other financial sources
budgeted in the next year(s).
District: Wisconsin Indianhead Technical College
DMI: Districts Mutual Insurance – This is the insurance company formed by the 16 technical colleges
in order to reduce overall property and casualty insurance costs for the colleges.
DWD: Department of Workforce Development
Bond rating: A level of risk assigned to general obligation promissory notes assessed by Moody’s
Investor Service or one of the other rating agencies. The higher the rating, the less risky the notes
are. WITC has a Aaa bond rating from Moody’s Investor Service, which represents the lowest risk it is
possible to obtain. The higher the rating, the lower the risk, the lower the interest rate charged on
bonds or notes issued.
Bonded debt: The portion of outstanding indebtedness that includes general obligation bonds that
are backed by approved, irrevocable future tax levies for debt service. General obligation promissory
notes are not included in the calculation of bonded debt.
Budget: A plan of financial operation embodying an estimate of proposed expenditures for a given
period and the proposed means of financing them.
Budgetary control: The control or management of a governmental unit in accordance with an
approved budget for the purpose of keeping expenditures within the limitations of authorization.
WITC controls at the function level within a fund.
DOL: Department of Labor
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EMT: Emergency Medical Technician
ELL: English Language Learner
EMS: Emergency Medical Services
Fund balance: The excess of assets over liabilities. They may be:
Reserved: A portion of fund balance that is not available for other expenditures and is legally
segregated for a specific future use.
Unreserved:
Designated: A portion of fund balance established to indicate tentative plans for financial
resource utilization in a future period. Such plans are subject to change and may never be
legally authorized or result in expenditures such as designation for operations and for
subsequently budgeted expenditures.
Undesignated: The remainder of fund balance that is neither reserved nor designated. By
statute, WITC cannot have any unreserved and undesignated reserves.
Encumbrances: Obligations in the form of purchase orders, contracts, or salary commitments that is
chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to
be encumbrances when paid or when an actual liability is established.
Equalized valuation: The full value of the taxable property in a district as determined by the
Wisconsin Department of Revenue. Full value less the value of tax incremental financing districts (TIF)
is used for allocation of tax levy to municipalities in a taxing district.
Equity: The excess of assets over liabilities generally referred to as fund balance.
ESL: English as a Second Language
FAFSA: Free application for federal student aid
Financial Accounting Manual (FAM): Accounting regulations that technical colleges within Wisconsin
must follow.
Fiscal year: A twelve‐month period to which the annual operating budget applies and at the end of
which a governmental unit determines its financial position and the results of its operations. WITC
uses a July 1 to June 30 fiscal year.
FTE: Full‐Time Equivalent
Function: A group of related activities aimed at accomplishing a major service or activity for which a
governmental unit is responsible, such as instruction or student services.
Fund: An independent fiscal and accounting entity with a self‐balancing set of accounts, including
assets, liabilities, and fund balances, which are segregated for the purpose of carrying on specific
activities or attaining certain objectives in accordance with special regulations, restrictions, or
limitations.
GAAP: Generally Accepted Accounting Principles
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HSED: High School Equivalency Degree
GASB: Governmental Accounting Standards Board
GED: General Education Diploma
GPR: General Purpose Revenues
HEAB: Higher Education Accreditation Board
HLC: Higher Learning Commission of North Central Accreditation
Obligations: Amounts which a governmental unit may be required to legally meet out of its
resources, including both liabilities and unliquidated encumbrances.
NWECS Consortium: Northern Wisconsin Education Communication Systems ‐ A consortium of
educational institutions that provide delivery of distance learning opportunities and services to the
community.
HVAC: Heating, ventilation and air conditioning
ITV: Interactive television
K‐12: Kindergarten through twelfth grade
Levy: The total amount of taxes or special assessments imposed by a governmental unit.
Operating budget: Plans of current expenditures and the proposed means of financing them. The
annual operating budget is the primary means by which most of the financing, acquisition, spending,
and service delivery activities of a government are controlled. State laws generally require annual
operating budgets. Even when not required by law, annual operating budgets are essential for sound
financial management and should be adopted by every government.
Operating transfers: All interfund (between fund) transfers other than residual equity transfers (e.g.
legally authorized transfers from a fund receiving revenue to the fund through which the resources
are to be expended).
Other financing sources: Funds received from general long‐term debt proceeds, transfers in, and
reserves reappropriated from fund balance. Such amounts are classified separately from revenues.
Other financing uses: Funds used for operating transfers out. Such amounts are classified separately
from expenditures.
Overlapping debt: The proportionate share of the debts of local governments located wholly or in
part within the limits of the reporting government, which must be borne by property within each
government.
Mill rate: Tax rate (taxation) in mills ($.001) per dollar of valuation. Mill rates are usually expressed in
mills per $1,000 of valuation. WITC has two components to its mill rate—operation and debt service.
By statute, the operational component cannot exceed $1.50 per $1,000 of valuation.
Liabilities: Debt or other legal obligations arising out of transactions for goods or services received in
the past, which are owed but not necessarily due.
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TABE: Tests of Adult Basic Education
Tax incremental financing district (TIF): Property within a municipality whose incremental growth in
equalized valuation is excluded from the equalized valuation calculation when determining the
amount of taxes to assess a municipality. Special statutes govern the creation of TIF districts.
Tax rate: The amount of tax stated in terms of the unit of the tax base (mill rates).
Tax rate limit: The maximum rate at which a governmental unit may levy a tax.
State aid: Funds made available by the legislature for distribution to each technical college based on
a prescribed formula of distribution to offset some of the College’s operational expenses.
Statements: Presentation of financial data that shows the financial position and the results of
financial operations of a fund, a group of accounts, or an entire entity for a particular accounting
period.
Statute: A written law enacted by a duly organized and constituted legislative body.
WISPALS: Wisconsin Project for Automated Libraries
WTCS: Wisconsin Technical College System
TBD: To Be Determined
WITC: Wisconsin Indianhead Technical College, Wisconsin Indianhead Technical College District
Taxes: Compulsory charges levied by a governmental unit for the purpose of financing services
performed for the common benefit.
WRS: Wisconsin Retirement System pension system
Special populations: Includes the following customer base: academically disadvantaged,
economically disadvantaged, single parents, displaced homemakers, students with disabilities,
limited English proficient, and non‐traditional students.
PeopleSoft: The College’s integrated information system.
Portal: A web‐based information interface that provides secure and customizable access based on a
user’s identity.
Pro forma balance sheet: A statement that projects the College’s balance sheet for a future period.
Reserve: An account used to earmark a specific portion of fund balance to indicate that it is not
available for other expenditures, but is designated for a specific purpose.
Retained earnings: An equity account reflecting the accumulated earnings of a proprietary
(enterprise) fund.
Property tax relief aid: State funding plan which removes $406 million of revenues for the technical
colleges from property taxes and replaces those revenues with state funding.
Performance‐based funding formula: Ten percent of general state aid (approximately $8.9 million)
distributed to the technical colleges based on a performance criteria plan. The proportion will
increase by 10 percent in each of the two following fiscal years, 2015‐16 and 2016‐17.
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