budget - wisconsin indianhead technical collegedistinguished budget presentation to the wisconsin...
TRANSCRIPT
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
Budget2016-2017
Chris Fitzgerald Chairperson
Troy Lambert Vice Chairperson
Brett Gerber Secretary
James Beistle Treasurer
Lorraine Laberee Member
David Minor Member
Agnes Ring Member
Josh Robinson Member
Eileen Yeakley Member
John Will President
Steve Decker Vice President of Business & Technology Services
Anita Hacker District Controller
Wisconsin Indianhead Technical College District
Fiscal Year 2017 Budget
Members of the Board
Officials Issuing Document
Preparer 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, 2015.
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, 2016 24
Pro forma balance sheet as of June 30, 2017 25
2016/17 combining budget summary 26
Fiscal impact summary 27
Strategic plan 28
Impact on taxpayer 36
Policies 37
Wisconsin Technical College System map 40
Wisconsin Indianhead Technical College map 41
Board membership 42
WITC organization chart 43
District profile 44
2016/17 budgetary statements of resources, uses, and changes in fund balance
General fund 46
Special revenue fund ‐ Operating 47
Special revenue fund ‐ Non‐aidable 48
Capital projects fund 49
Debt service fund 50
Internal service fund 51
Enterprise fund 52
Combined budget summary 53
Change in fund balance 54
Reserve for operations fund balance 55
Position summary ‐ FTE basis 56
Position summary ‐ Board approved 57
Revenues 58
Budget process 69
Financial structure 70
Description of expenditure functions 72
Accounting structure 73
TABLE OF CONTENTS
3
Description Page
General Fund
Fund description and financial summary 76
Fund financial summary by function and class 77
President's division 78
Academic Affairs division 81
Continuing Education division 87
Student Affairs division 92
Institutional Effectiveness Division 97
Human Resources Division 101
Business & Technology Services Division 106
Special Revenue Fund
Operating fund description and operating financial summary 114
Operating fund financial summary by function and revenue source 115
Projected grant awards 116
Non‐aidable budget summary 121
Student Clubs 122
Financial Aid 122
Capital Projects Fund
Fund description and financial summary 124
FY17 capital projects summary 129
Project sequencing summary 130
FY17 capital equipment and software summary 132
FY17 capital equipment and software detail listing 134
Debt Service FundFund description and financial summary 140
Legal debt margin 141
Schedule of long‐term debt as of June 30, 2016 142
Carryover resource needs 151
Proprietary Fund
Fund description 154
Internal service fund description and financial summary 154
Enterprise fund description and financial summary 155
Fiduciary FundOPEB Trust 158
TABLE OF CONTENTS
4
Description Page
Appendix
Program and certificate offerings 162
Program enrollment statistics 164
Program graduate follow‐up statistics 165
FTE analysis amongst districts 166
Cost per FTE analysis amongst districts 167
Headcount analysis amongst districts 168
Tax rate comparisons 169
Schedule of equalized valuations and budgetary needs 170
Schedule of equalized valuations, tax levies, and mill rates 171
Historical comparisons budget, equalized valuation, tax levy, and mill rates 172
Property tax revenues 173
Property tax levy per capita 174
Operational mill rate vs. levy cap 175
Operating revenues per capita 176
Operating expenditures per capita 177
OPEB assets to total unfunded liability 178
Operating surplus/deficit to operating revenues 179
Unreserved fund balance to operating expenditures 180
Liquidity 181
Principal Taxpayers 182
2015 equalized valuations for 2015/16 budget 183
Glossary 195
TABLE OF CONTENTS
5
Introduction
What is a budget?
Why prepare a budget?
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.
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.
6
How does the budget work?
Vice PresidentAcademic Affairs Bonny CopenhaverBusiness & Technology Services Steve DeckerContinuing Education Craig FowlerHuman Resources Cher VinkInstitutional Effectiveness Susan Yohnk LockwoodStudent Affairs Steven Bitzer
How is the budget structured?
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:
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.
7
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 37
What are WITC's major expenditures? Combining Budget Summary 26Combined Budget Summary 53
What are WITC's major revenue sources? Combining Budget Summary 26Combined Budget Summary 53Revenue Analysis 58
How will the homeowner be impacted? Impact of Taxpayers 36
What is WITC's vision and mission? Strategic Plan 28
How is WITC organized? Organizational Chart 43
What is the population of the district? WITC map 41
How many staff does WITC employ? Position Summary ‐ FTE basis 56Position Summary ‐ Board approved 57
What is the budget development process? Budget Process 69
Has the tax rate increased over time? Schedule of Tax Levies & Mill Rates 61
What has been the enrollment history? Program Enrollment Statistics 164
What programs does WITC offer? Degree/Diploma Offerings 162
What if the reader doesn't understand a term? Glossary 195
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 Business & Technology 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:
9
This page was intentionally left blank
10
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 20, 2016
Dear Citizen:
Sincerely,
John Will Chris FitzgeraldPresident 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 relevant financial data. This document is
also intended to help you better understand WITC’s general operations. You’ll find this kind of information by
taking note of the sections related to broad topics like the strategic planning process, WITC policies, and
enrollment trends.
The general employment outlook in our region continues to be positive. 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.
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.
To many stakeholders, it is counterintuitive for WITC’s enrollments to be trending down at a time when high
quality, skilled jobs are available. However, there is a well‐documented inverse relationship between our
enrollments and employment that mirrors national trends. When good jobs exist our residents often opt to work
rather than go to school, even if a better job awaits after furthering their education. We will continue to work to
communicate the many benefits of higher education to potential students, and will modify our programming to
accommodate the changing needs of those interested in coming to WITC and our local business needs.
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 workforce needs.
12
AshlandNewRichmondRiceLakeSuperiorHaywardLadysmith
June 20, 2016
To the WITC Board:
Challenges
We submit this fiscal year 2016‐2017 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: Erica L. Groshen, Commissioner of the Bureau of Labor Statistics issued the following statement on
May 6, 2016:
"Nonfarm payroll employment rose by 160,000 in April, and the unemployment rate was unchanged at 5.0 percent.
Job gains occurred in professional and business services, health care, and financial activities, while mining
employment continued to decline. Incorporating revisions for February and March, which reduced nonfarm payroll
employment by 19,000, monthly job gains have averaged 200,000 over the past 3 months. In the 12 months prior to
April, employment growth averaged 232,000 per month.
Employment in professional and business services rose by 65,000 in April, with a large job gain in management and
technical consulting services (+21,000). Professional and business services employment has risen by 611,000 over the
year.
Health care employment continued to grow, with an increase of 44,000 in April. Hospitals added 23,000 jobs over the
month, and ambulatory health care services added 19,000 jobs. Employment in health care increased by 502,000
over the year.
Financial activities employment rose by 20,000 in April. Credit intermediation and related activities added 8,000 jobs
over the month. Employment in financial activities increased by 160,000 over the year. Employment changed little in
retail trade (‐3,000). Monthly job growth averaged 53,000 over the prior 3 months.
Employment in construction was essentially unchanged in April (+1,000), after rising by 41,000 in March. The average
gain over the 2 months is in line with recent job growth in the industry. Manufacturing employment changed little in
April (+4,000), after losing 45,000 jobs over the prior 2 months. Mining employment continued to decline in April (‐
7,000). The industry has lost 191,000 jobs since a recent peak in September 2014. More than three‐fourths of the job
losses over this period have been in support activities for mining."
WITC faced a number of challenges as it prepared this budget document. Some of the challenges were the following:
13
Further employment data was released by the Bureau of Labor and Statistics on Tuesday, May 10, 2016 regarding job
openings and labor turnover as of March 2016..
"The number of job openings was little changed at 5.8 million on the last business day of March, the U.S. Bureau of
Labor Statistics reported today. Hires edged down to 5.3 million while separations were little changed at 5.0 million.
Within separations, the quits rate was 2.1 percent, and the layoffs and discharges rate was 1.2 percent. This release
includes estimates of the number and rate of job openings, hires, and separations for the nonfarm sector by industry
and by four geographic regions.
There were 1.7 million layoffs and discharges in March, little changed from February. The layoffs and discharges rate
was 1.2 percent. The number of layoffs and discharges was little changed over the month for total private and for
government. In March, layoffs and discharges rose in arts, entertainment, and recreation (+35,000) but fell in mining
and logging (‐6,000). The number of layoffs and discharges decreased in the South region.
In March, other separations was little changed for total nonfarm, total private, and government. The number of other
separations decreased in retail trade (‐22,000), nondurable goods manufacturing (‐7,000), and information (‐5,000).
In the regions, the number of other separations increased in the Northeast and Midwest but decreased in the West.
Large numbers of hires and separations occur every month throughout the business cycle. Net employment change
results from the relationship between hires and separations. When the number of hires exceeds the number of
separations, employment rises, even if the hires level is steady or declining. Conversely, when the number of hires is
less than the number of separations, employment declines, even if the hires level is steady or rising. Over the 12
months ending in March, hires totaled 62.4 million and separations totaled 59.6 million, yielding a net employment
gain of 2.8 million. These totals include workers who may have been hired and separated more than once during the
year."
Total separations includes quits, layoffs and discharges, and other separations. Total separations is referred to as
turnover. Quits are generally voluntary separations initiated by the employee. Therefore, the quits rate can serve as a
measure of workers’ willingness or ability to leave jobs. Layoffs and discharges are involuntary separations initiated
by the employer. Other separations includes separations due to retirement, death, and disability, as well as transfers
to other locations of the same firm.
There were 5.0 million total separations in March, little changed from February. The total separations rate in March
was 3.5 percent. The number of total separations was little changed for total private and for government. Total
separations decreased in finance and insurance (‐38,000). The number of total separations was down in the South
region.
Job openings were little changed at 5.8 million in March. The job openings rate was 3.9 percent. The number of job
openings was little changed in March for total private and edged up for government. Job openings increased in
professional and business services (+124,000), transportation, warehousing, and utilities (+35,000), and nondurable
goods manufacturing (+29,000). Job openings decreased in retail trade (‐80,000), educational services (‐36,000), and
wholesale trade (‐35,000). The number of job openings was little changed in all four regions.
The number of hires edged down to 5.3 million in March. The hires rate was 3.7 percent. The number of hires
decreased for total private (‐241,000) and was little changed for government. Hires rose in state and local
government education (+23,000), but fell in retail trade (‐85,000) and educational services (‐21,000). In the regions,
hires decreased in the West.
The number of quits was little changed in March at 3.0 million. The quits rate was 2.1 percent. Over the
month, the number of quits was little changed for total private and government. Quits increased in
construction (+50,000) and state and local government, excluding education (+9,000). Quits decreased
in finance and insurance (‐38,000) and arts, entertainment, and recreation (‐19,000). The number of quits
was little changed in all four regions.
14
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 31,605,894,273 2.46%16/17 31,921,953,216 1.00%
Change in Equalized Valuation
• Wisconsin was one of only 10 states with an annual average unemployment rate in 2015 lower than 2007,the year
that the Great Recession began.
• Year 2016 initial Unemployment Insurance claims are running at their lowest level since 1990.
"Today's report shows that Wisconsin's employment was higher than ever in March, our unemployment rate
dropped over the month while the national rate increased, and the state experienced the best 12 months of job
growth since 2004," Secretary Allen said. "Wisconsin unemployment rate in March dropped to 4.5% when the
national rate increased to 5%."
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.
Other indicators that help illustrate the state of Wisconsin's economy include the following:
State economy: The economy in Wisconsin had it's best 12‐month private sector job growth since 2004 as was stated
by the Department of Workforce Development Secretary Raymond Allen in his April 2016 memo regarding the first
quarter BLS data:
• 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.
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 FY17 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 FY17.
The chart shows the slow recovery of the values of real estate in recent years.
‐10.00%
‐5.00%
0.00%
5.00%
10.00%
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17
Equalized Valuation Changes
15
2013 ‐ 2014 2014 ‐ 2015 2015 ‐ 2016 2016 ‐ 2017Description Actual Actual Actual EstimateOperational mill rate 1.04682$ 0.15750$ 0.16299$ 0.17145$ Debt service mill rate 0.20619 0.20462 0.21066 0.21275 Total mill rate 1.25301$ 0.36212$ 0.37365$ 0.38420$
Fiscal Year and Value of 2013 ‐ 2014 2014 ‐ 2015 2015 ‐ 2016Valuation Change Home Actual Actual Projected2014/2015 ‐ base year 100,000$ 36.21$ 2015/2016 ‐ 2.46% increase 102,460$ 38.28$ 2016/2017 ‐ 1.00% increase 103,485$ 39.76$
Fiscal Year Non‐Credit Credit Total College FTE07/08 314.16 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 14/15 215.60 2,088.40 2,304.00
15/16 estimate 189.64 2,034.82 2,224.46 16/17 projected 196.03 2,104.43 2,300.46
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 FY17 budget assumes a 12 percent increase in health insurance
cost.
Due to the implementation of the property tax relief aid, the district taxpayers are projected to pay 69.33 percent less
in FY17 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 FY16; however, earnings were lower than historical
averages, and WITC projects that returns will continue to be lower until financial markets rebound.
Taxes to be Paid
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.
Based on the conditions of the local economy, a 1.0% increase in property valuations as related to net new
construction is projected for FY17. The average decrease in valuations over the five years prior to the implementation
of the property tax relief aid was 2.45 percent, while the average increase mill rate increased 4.75 percent.
Due to the projected increase in property values, a house that was valued at $100,000 in FY15 is projected to be worth
$103,485 in FY17.
WITC FTE Trends 2005 ‐ 2017
Student FTE growth: As a result of the economic downturn, WITC experienced a spike in FTE growth in FY10 with an
overall increase of 22.64 percent over FY11. Recently, these record high student enrollments have trended downward
statewide with estimated decreases averaging 4.95 percent among WTCS Districts. Below is a graphical representation
of FTE trends utilizing projected FY16 data as of April 2016 for WITC.
‐ 300 600 900
1,200 1,500 1,800 2,100 2,400 2,700 3,000
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16estimate
16/17projected
Student FTEs
Non‐Credit Credit Total College FTE
16
Programming Initiatives
Administrative Professional career pathway will include embedded technical diplomas in Office Technology Assistant
and Microsoft Office at the Ashland and Rice Lake at all campuses as well as online.
Gerontology ‐ Aging Services Professional career pathway will include embedded technical diplomas and certificates in
Community‐Based Residential Facility (CBRF) Caregiver, Healthcare & Service Provider and Dementia Care at all campus
locations.
Resignations and Retirements: WITC currently has twenty‐five full‐time position vacancies due to retirements and
resignations effective prior to or as of June 30, 2016. Of the twenty‐five positions, two will not be replaced, one will be
replaced with part‐time staffing and the remaining twenty‐two will be replaced in various capacities as candidates are
reviewed and selected.
Advancing Careers and Training for Healthcare (ACT for Healthcare) is 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.
The Liberal Arts ‐ Associate of Arts and Associate of Science programs allows students to take courses to meet the
general requirements of a four‐year degree, just like at a four‐year campus. Through inquiry, observation, and analysis,
students gain knowledge and skills in the arts and sciences, which enables them to broaden their perspectives, increase
problem solving skills, and express themselves effectively in both writing and speaking. Students take courses within a
core curriculum emphasizing the liberal arts and sciences.
WITC students participating in the Liberal Arts – Associate of Arts and Associate of Science programs are able to
transfer to public and private colleges and universities, both inside and outside of Wisconsin. Up to 72 credits may
transfer to any University of Wisconsin four‐year institution and satisfy university general education requirements
(additional courses may be needed for specific majors or licensure requirements). Completion of the full AA or AS
degree allows for maximum transfer.
The Liberal Arts ‐ Associate of Arts and Associate of Science programs are a special partnership with Nicolet College.
Students enrolled in these programs receive all the cost savings and the convenience of a complete liberal arts transfer
degree while taking their classes at a Wisconsin Indianhead Technical College campus, online, and/or via ITV. Financial
aid will be awarded through Nicolet College. The degree will also be awarded by Nicolet College.
Newly embedded diplomas and certificates within specific programs planned for FY17 are:
Medical Administrative Professional career pathway will include embedded technical diplomas in Healthcare
Receptionist and Medical Billing Specialist at all campus locations.
Residential Construction and Cabinetmaking will include an embedded technical diploma in Construction Essentials at
the Rice Lake campus location.
Automated Packaging Systems will include an embedded technical diploma in Mechatronics Basics as offered through
Continuing Education using a mobile lab.
Programs and training introduced in FY16 which will continue in FY17 include:
Laboratory Assistant will include a course and laboratory classes in Phlebotomy where learners perform routine
venipuncture, routine capillary puncture and special collection procedures.
17
Budget development key factors
State Aid Budget Calculation FY15 FY16 FY17State aids $ 1,693,100 $ 1,511,000 $ 1,370,000 Outcome based funding 418,588 849,833 1,275,033 Total budgeted state aids $ 2,111,688 $ 2,360,833 $ 2,645,033
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 9 percent reduction in state aid funding; however, with the
addition of outcome based funding, WITC is planning for a 12 percent increase in total FY17 state aid over FY16.
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 various federal
entities including the Department of Labor, Employment & Training Administration Trade Adjustment Assistance
Community College Career & Training (TAACCCT). Since that time, WITC has been awarded four multi‐year grants, of
which three are active in FY17.
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 2016. Tuition rates will increase
1.54 percent for FY17. WITC has estimated a 3.4 percent increase in FTEs for FY17 from the current FY16 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:
‐
500,000
1,000,000
1,500,000
2,000,000
2,500,000
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2016/16 2016/17 proj
Budgeted Grant Funding
AEFL Grants VTEA Grants GPR Grants Federal Grant
18
Strategic planning goals
Demonstrate effective leadership through collaboration with clear and consistent communication: WITC is
committed to continually improving their employees effective leadership through collaboration and communication.
WITC implemented its 2015‐2018 strategic plan in FY16. 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 $114,384,799 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, 2016 is $6,098,436 leaving an unfunded liability of $8,286,363. For the preparation of the FY17 budget WITC will
fund $650,000 out of the general fund, which is estimated to decrease the unfunded liability by 1.4 percent.
Staffing and fringe benefits: WITC's staffing and fringe benefit costs are 81.7 percent of the FY17 operating budget.
The FY17 operational budget assumes position and staffing levels to increase by three budgeted positions. WITC
renewed its contract for fully‐insured medical benefits effective January 1, 2016. Based on claims history, the FY17
budget assumes a 12 percent increase in health insurance cost.
Operational costs: Districtwide operational costs (i.e. utilities, insurance, bank fees, and facility rentals) are projected
to decrease 7.1 percent from the FY16 budget. This decrease is primarily a result of lower student debt write‐offs, bank
fees and workers' compensation insurance with utility costs held constant.
Capital budget: WITC has budgeted $4,030,000 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 $5,025,673 was included in the budget for other capital equipment and technology purchases for
a total capital budget of $9,055,673.
Debt service: WITC plans to borrow $8,345,000 in general obligation promissory notes to fund the majority of its
capital expenditures.
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.
Divisional discretionary expenditures: Districtwide discretionary divisional budget expenditures (i.e. part‐time wages,
travel, supplies, and other expenditures) were held at FY15 spending levels before adjustment for new initiatives.
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.
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.
19
Academic Quality Improvement Program (AQIP)
Acknowledgements
Respectfully submitted,
John Will Steve DeckerPresident Vice President of Business & Technology 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
This page was intentionally left blank
21
Total %Fiscal Year Operational (3) Debt Service Mill Rate Inc/(Dec)
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 0.16299 0.21066 0.37365 3.18%2016/2017 (2) 0.17145 0.21275 0.38420 2.82%
Percent Property Percent Tax on aFiscal Year Inc/(Dec) Tax Levy Inc/(Dec) $100,000 House
2012/2013 ‐3.30% 37,344,989$ 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% 37.372016/2017 (2) ‐3.60% 12,264,381$ 3.85% 38.42
Special SpecialRevenue ‐ Revenue ‐ Capital DebtOperational Non‐aidable Projects Service Proprietary
Fund Fund Fund Fund Funds Total
TaxLevy 587,477$ ‐$ ‐$ 6,791,444$ ‐$ 12,264,381$
Other BudgetedRevenues 2,881,875 11,859,097 740,453 156,000 3,260,000 58,622,491
TotalRevenues 3,469,352 11,859,097 740,453 6,947,444 3,260,000 70,886,872
BudgetedExpenditures 3,406,952 11,859,097 9,055,673 7,128,470 3,268,000 79,268,718
Excess RevenueOver Expenditures 62,400 ‐ (8,315,220) (181,026) (8,000) (8,381,846)
OperatingTransfers (62,400) ‐ 62,400 ‐ 60,000 ‐
ProceedsFrom Debt ‐ ‐ 8,345,000 ‐ ‐ 8,345,000
Est FundBalance 7/1/16 717,753 691,768 422,652 6,816,365 320,693 24,311,860
Est FundBalance 6/30/17 717,753$ 691,768$ 514,832$ 6,635,339$ 372,693$ 24,275,014$
(1) Tid out, computers out.(2) Equalized valuation is projected to remain flat in fiscal year 2016 with an additional $316,058,943 in net new construction(3) The operational mill rate may not exceed 1.50000 per S.38.16 of the Wisconsin Statues(4) Fiscal years 2014‐2015 represent actual amounts, 2016 is estimated, and 2017 is the proposed budget
30,073,355,967$ 30,160,194,532$
Wisconsin Indianhead Technical CollegeNotice of Public Hearing
Mill Rates
PROPERTY TAX AND EXPENDITURE HISTORY
Fiscal year July 1, 2016 ‐ June 30, 2017
A public hearing on the proposed 2016‐17 budget for the Wisconsin Indianhead Technical College District will be held on June 20, 2016, 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)
15,342,629
15,342,629$
44,550,526
60,000
(60,000)
‐
4,885,460$
39,725,066
44,610,526
FundGeneral
30,847,020,106$
76,840,243$
78,519,046$ 82,206,491$
31,605,894,273$
78,995,942$
BUDGET/FUND BALANCE SUMMARY ‐ ALL FUNDS
TotalExpenditures (4)
31,921,953,216$
79,268,718$
22
2014‐15 2015‐16 2015‐16 2016‐17Actual (1) Budget Estimate (2) Budget
REVENUESLocal government 4,319,417$ 4,563,922$ 4,575,686$ 4,885,460$ State funds 29,092,668 29,545,869 29,515,950 29,761,432 Program fees 7,516,606 8,171,996 7,452,683 8,162,100 Material fees 551,263 495,844 563,457 548,377 Other student fees 872,451 782,798 776,361 833,157 Institutional 396,877 350,000 376,129 400,000 Federal funds 22,991 20,000 23,849 20,000 Total revenues 42,772,273$ 43,930,429$ 43,284,115$ 44,610,526$
EXPENDITURESInstruction 24,796,958$ 25,566,274$ 25,494,823$ 26,213,056$ Instructional resources 1,347,938 1,446,601 1,435,969 1,614,092 Student services 4,637,124 4,864,143 4,752,965 4,782,206 General institutional 8,515,082 8,578,997 8,177,621 8,518,141 Physical plant 3,302,583 3,394,414 3,269,107 3,423,031 Auxiliary services ‐ ‐ ‐ ‐ Total expenditures 42,599,685$ 43,850,429$ 43,130,485$ 44,550,526$
Net Revenue/(Expenditures) 172,588$ 80,000$ 153,630$ 60,000$
OTHER SOURCES/(USES)Operating Transfer In/(Out) (61,727) (80,000) (80,000) (60,000) Total resources/(uses) 110,861$ ‐$ 73,630$ ‐$
TRANSFERS TO/(FROM) FUND BALANCEReserve for operations (2,477,180)$ 2,923,958$ (171,492)$ 170,025$ Reserve for post‐retirement benefits 2,500,000 ‐ ‐ ‐ Reserve for post‐employment
stipend benefit termination ‐ ‐ 424,000 ‐ Designated for state aid fluctuations (19,950) 24,886 (8,080) 21,556 Designated for subsequent years (30,110) 37,329 (11,941) 32,334 Designated for subsequent year 138,101 (2,986,173) (158,858) (223,916)
Total transfersto/(from) fund balance 110,861$ ‐$ 73,630$ ‐$
Beginning Fund Balance 15,158,138$ 14,586,794$ 15,268,999$ 15,342,629$ Ending Fund Balance 15,268,999$ 14,586,794$ 15,342,629$ 15,342,629$
%Change
EXPENDITURES BY FUNDGeneral Fund 42,599,685$ 43,850,429$ 43,130,485$ 44,550,526$ 1.60%Special Revenue/Operational Fund 3,460,043 3,302,587 3,182,489 3,406,952 3.16%Special Revenue/Non‐aidable Fund 11,456,820 13,081,394 11,786,205 11,859,097 ‐9.34%Capital Projects Fund 9,665,017 16,989,625 17,291,825 9,055,673 ‐46.70%Debt Service Fund 6,441,133 6,582,189 6,577,189 7,128,470 8.30%Internal Service Fund 346,532 350,000 347,530 358,000 2.29%Enterprise Fund 2,310,697 2,850,000 2,540,015 2,910,000 2.11%TOTAL EXPENDITURES BY FUND 76,279,927$ 87,006,224$ 84,855,738$ 79,268,718$ ‐8.89%
REVENUES BY FUNDGeneral Fund 42,772,273$ 43,930,429$ 43,284,115$ 44,610,526$ 1.55%Special Revenue/Operational Fund 3,591,895 3,302,587 3,282,855 3,469,352 5.05%Special Revenue/Non‐aidable Fund 11,428,172 13,081,394 11,874,257 11,859,097 ‐9.34%Capital Projects Fund 396,251 1,144,635 1,031,885 740,453 ‐35.31%Debt Service Fund 6,583,799 6,954,278 6,953,278 6,947,444 ‐0.10%Internal Service Fund 396,603 410,000 391,170 410,000 0.00%Enterprise Fund 2,200,594 2,770,000 2,460,015 2,850,000 2.89%TOTAL REVENUES BY FUND 67,369,587$ 71,593,323$ 69,277,575$ 70,886,872$ ‐0.99%
(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, 2016 ‐ June 30, 2017
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 13,159,241$ 84,404$ 13,709,998$ 6,887,140$ (397,609)$ 333,885$ 558,738$ ‐$ ‐$ 34,335,797$
Receivables
Property Tax 4,376,503 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,376,503
Accounts 3,713,946 665,091 ‐ ‐ 29,519 ‐ 19,677 ‐ ‐ 4,428,234
Inventory ‐ ‐ ‐ ‐ 378,553 ‐ ‐ ‐ ‐ 378,553
Amount available
in Debt Service Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6,887,140 6,887,140
Amount to be Provided
for Long‐Term Debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 45,504,028 45,504,028
Fixed Assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ 86,765,265 ‐ 86,765,265
Total Assets 21,249,690$ 749,495$ 13,709,998$ 6,887,140$ 10,463$ 333,885$ 578,415$ 86,765,265$ 52,391,168$ 182,675,520$
LIABILITIES
Accounts
Payable 398,439$ 31,742$ 13,287,346$ 70,775$ 4,521$ 13,192$ 1,699$ ‐$ ‐$ 13,807,714$
Employee
Related Payables 1,952,373 ‐ ‐ ‐ 5,942 ‐ ‐ ‐ ‐ 1,958,314
Deferred
Revenues 3,556,250 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,556,250
General
Long‐Term Debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 52,391,168 52,391,168
Total Liabilities 5,907,061 31,742 13,287,346 70,775 10,463 13,192 1,699 ‐ 52,391,168 71,713,447
FUND EQUITY
Investments in
fixed assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ 86,765,265 ‐ 86,765,265
Retained earnings ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Fund Balance:
Reserve for post‐
employment benefits 2,500,000 2,500,000
Reserve for post‐
employment stipend
benefit terminiation 424,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 424,000
Reserve for
capital projects ‐ ‐ 422,652 ‐ ‐ ‐ ‐ ‐ ‐ 422,652
Reserve for
self insurance ‐ ‐ ‐ ‐ ‐ 320,693 ‐ ‐ ‐ 320,693
Reserve for
student organizations ‐ ‐ ‐ ‐ ‐ ‐ 449,847 ‐ ‐ 449,847
Reserve for student
financial assistance ‐ ‐ ‐ ‐ ‐ ‐ 126,869 ‐ ‐ 126,869
Reserve for
debt service ‐ ‐ ‐ 6,816,365 ‐ ‐ ‐ ‐ ‐ 6,816,365
Unreserved:
Designated for
operations 8,038,607 717,753 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8,756,360
Designated for
state aid fluctuations 254,347 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 254,347
Designated for
subsequent year 3,744,155 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,744,155
Designated for
subsequent years 381,520 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 381,520
Total Fund Equity 15,342,629 717,753 422,652 6,816,365 ‐ 320,693 576,716 86,765,265 ‐ 110,962,072
Total Liabilities &
Fund Equity 21,249,690$ 749,495$ 13,709,998$ 6,887,140$ 10,463$ 333,885$ 578,415$ 86,765,265$ 52,391,168$ 182,675,519$
PRO FORMA BALANCEAs of June 30, 2016
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 13,171,702$ 358,627$ 6,024,401$ 6,671,114$ (406,346)$ 378,108$ 671,314$ ‐$ ‐$ 26,868,920$
Receivables
Property Tax 4,376,503 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4,376,503
Accounts 3,956,169 365,091 ‐ ‐ 30,296 ‐ 20,454 ‐ ‐ 4,372,011
Inventory ‐ ‐ ‐ ‐ 386,330 ‐ ‐ ‐ ‐ 386,330
Amount available
in Debt Service Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6,671,114 6,671,114
Amount to be Provided
for Long‐Term Debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 47,080,585 47,080,585
Fixed Assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ 90,140,265 ‐ 90,140,265
Total Assets 21,504,374$ 723,718$ 6,024,401$ 6,671,114$ 10,280$ 378,108$ 691,768$ 90,140,265$ 53,751,699$ 179,895,728$
LIABILITIES
Accounts
Payable 365,662$ 5,965$ 5,509,569$ 35,775$ 3,744$ 5,415$ ‐$ ‐$ ‐$ 5,926,131$
Employee
Related Payables 2,147,610 ‐ ‐ ‐ 6,536 ‐ ‐ ‐ ‐ 2,154,146
Deferred
Revenues 3,648,473 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,648,473
General
Long‐Term Debt ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 53,751,699 53,751,699
Total Liabilities 6,161,745 5,965 5,509,569 35,775 10,280 5,415 ‐ ‐ 53,751,699 65,480,448
FUND EQUITY
Investments in
fixed assets ‐ ‐ ‐ ‐ ‐ ‐ ‐ 90,140,265 ‐ 90,140,265
Retained earnings ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Fund Balance:
Reserve for post‐
employment benefits 2,500,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,500,000
Reserve for post‐
employment stipend
benefit terminiation 424,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 424,000
Reserve for
capital projects ‐ ‐ 514,832 ‐ ‐ ‐ ‐ ‐ ‐ 514,832
Reserve for
self insurance ‐ ‐ ‐ ‐ ‐ 372,693 ‐ ‐ ‐ 372,693
Reserve for
student organizations ‐ ‐ ‐ ‐ ‐ ‐ 563,899 ‐ ‐ 563,899
Reserve for student
financial assistance ‐ ‐ ‐ ‐ ‐ ‐ 127,869 ‐ ‐ 127,869
Reserve for
debt service ‐ ‐ ‐ 6,635,339 ‐ ‐ ‐ ‐ ‐ 6,635,339
Unreserved:
Designated for
operations 8,213,632 717,753 ‐ ‐ ‐ ‐ ‐ ‐ ‐ 8,931,385
Designated for
state aid fluctuations 275,903 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 275,903
Designated for
subsequent year 3,515,239 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,515,239
Designated for
subsequent years 413,855 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 413,855
Total Fund Equity 15,342,629 717,753 514,832 6,635,339 ‐ 372,693 691,768 90,140,265 ‐ 114,415,279
Total Liabilities &
Fund Equity 21,504,374$ 723,718$ 6,024,401$ 6,671,114$ 10,280$ 378,108$ 691,768$ 90,140,265$ 53,751,699$ 179,895,727$
PRO FORMA BALANCEAs of June 30, 2017
Governmental Funds Proprietary Funds Account Groups
25
Combined
Capital Debt Internal
General Operating Non‐aidable Projects Service Service Enterprise Total
REVENUES
Local government 4,885,460$ 587,477$ ‐$ ‐$ 6,791,444$ ‐$ ‐$ 12,264,381$
State funds 29,761,432 421,873 ‐ 54,249 ‐ ‐ ‐ 30,237,554
Program fees 8,162,100 10,000 ‐ ‐ ‐ ‐ ‐ 8,172,100
Material fees 548,377 10,000 ‐ ‐ ‐ ‐ ‐ 558,377
Other student fees 833,157 ‐ 310,000 ‐ ‐ ‐ ‐ 1,143,157
Institutional 400,000 1,092,400 288,075 359,902 156,000 410,000 2,850,000 5,556,377
Federal funds 20,000 1,347,602 11,261,022 326,302 ‐ ‐ ‐ 12,954,926
Total revenues 44,610,526 3,469,352 11,859,097 740,453 6,947,444 410,000 2,850,000 70,886,872
EXPENDITURES
Instruction 26,213,056 2,893,417 168,000 1,252,477 ‐ ‐ ‐ 30,526,950
Instructional resources 1,614,092 40,000 ‐ 779,222 ‐ ‐ ‐ 2,433,314
Student services 4,782,206 467,535 11,691,097 30,366 ‐ ‐ ‐ 16,971,204
General institutional 8,518,141 3,000 ‐ 1,107,950 ‐ ‐ ‐ 9,629,091
Physical plant 3,423,031 3,000 ‐ 5,885,658 7,128,470 ‐ ‐ 16,440,159
Auxiliary services ‐ ‐ ‐ ‐ ‐ 358,000 2,910,000 3,268,000
Total expenditures 44,550,526 3,406,952 11,859,097 9,055,673 7,128,470 358,000 2,910,000 79,268,718
Net revenue/(expenditure) 60,000 62,400 ‐ (8,315,220) (181,026) 52,000 (60,000) (8,381,846)
OTHER SOURCES/(USES)
Operating transfer in/(out) (60,000) (62,400) ‐ 62,400 ‐ ‐ 60,000 ‐
Proceeds from debt ‐ ‐ ‐ 8,345,000 ‐ ‐ ‐ 8,345,000
Total other sources/(uses) (60,000) (62,400) ‐ 8,407,400 ‐ ‐ 60,000 8,345,000
TRANSFERS TO/(FROM) FUND BALANCE
Reserve for prepaids & inventories ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reserve for operations 170,025 ‐ ‐ ‐ ‐ ‐ ‐ 170,025
Reserve for post‐employment benefits ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reserve for post‐employment stipend
benefit terminiation ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reserve for capital outlays ‐ ‐ ‐ 92,180 ‐ ‐ ‐ 92,180
Reserve for debt service ‐ ‐ ‐ ‐ (181,026) ‐ ‐ (181,026)
Reserve for financial aid ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reserve for student organizations ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Reserve for self insurance ‐ ‐ ‐ ‐ ‐ 52,000 ‐ 52,000
Retained earnings ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Designated for state aid fluctuations 21,556 ‐ ‐ ‐ ‐ ‐ ‐ 21,556
Designated for subsequent years 32,334 ‐ ‐ ‐ ‐ ‐ ‐ 32,334
Designated for subsequent year (223,916) ‐ ‐ ‐ ‐ ‐ ‐ (223,916)
Total transfers ‐ ‐ ‐ 92,180 (181,026) 52,000 ‐ (36,846)
Beginning fund balance 15,342,629 717,753 691,768 422,652 6,816,365 320,693 ‐ 24,311,860
Ending fund balance 15,342,629$ 717,753$ 691,768$ 514,832$ 6,635,339$ 372,693$ ‐$ 24,275,014$
Special Revenue
COMBINING BUDGET SUMMARYFiscal year July 1, 2016 ‐ June 30, 2017
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 FY17 budget. Additionally, the district will use the this fund to
"rent" college owed vehicles for student activities. The internal service fund includes $410,000 of revenue and
$358,000 of expenditures as a result of these projected activities.
The capital projects fund includes $9.1 million in expenditures of which $8.3 million will be funded through
general obligation promissory notes as well as $0.74 million in projected revenues, $62,400 from sources from
other funds, thereby increasing capital reserves by $0.92 million. 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 $6.95 million in revenues and $7.13 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 $44.6 million in revenues and $44.6 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 83.0 percent of
the expenditures in this budget, with local property taxes representing 10.95 percent of revenues, and state
aids including the property tax relief aid which was implemented in FY15 represent 66.7 percent of revenues.
The special revenue ‐ operational fund includes $3.4 million in anticipated revenues and $3.4 million in
expenditures. This budget was built based upon anticipated external federal and state grants to be received in
FY17. 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 $2.91 million in expenditures. This
fund is used to account for business type activities such as the campus bookstores, food service, and
conference centers. The total operating expenditures in this fund are expected to exceed revenue by $60,000
which will be funded by the general operating fund as of the fiscal year‐end.
The special revenue ‐ non‐aidable fund includes $11.6 million in revenues and $11.6 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
* 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.
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.
28
2015‐2018 Strategic Plan Metrics
Strategic Planning Process
Values
Integrity: We value honesty, accountability, and diversity in an open and ethical environment.
Cost per FTE ‐ Less than 115% of
WTCS Cohort Average
Enrollment ‐ 25,000 Unduplicated
HeadcountEmployer Satisfaction ‐ 97%
Student Satisfaction ‐ 6.0 ‐ Satisfied
(on a 7.0 Scale)
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:
Enrollment ‐ 2,700 FTE Employee Satisfaction ‐ 4.0 ‐ Satisfied
(on a 5.0 Scale)
29
Strategic Planning Goals and Status
Objective
ActionAction Item Outcome Strategic Metric
Status
12/1/2015
Action 2 Analyze and determine
enrichment programming that
meets community needs.
Increase community
enrichment programming
in a cost‐effective manner.
Enrollment ‐
Headcount
In Progress
Objective 1: Develop a systematic approach that will raise students' level of essential skills for success
Improve student financial literacy
Action 1 Eliminate barriers to students in
allowing them to charge
enterprise activities to their
student accounts.
Allow increased access to
resources available to
students.
Enrollment ‐ FTE
Enrollment ‐
Headcount
Complete
Objective 3: Analyze and determine programming needs and opportunities by meeting community needs
and serving district residents.
GOAL 1: Provide Support and Opportunities for Student Learning and Success
Reduce bad debt write‐offs
and resources attributable
to collection processes
Cost per FTE Not StartedAction 1
Action 3 Develop consistent processes,
procedures & expectations within
Student Affairs that supports
student success and enrollment
as it relates to Career Specialists,
Counselors, and Admission
Advisors.
Increase enrollment
(including retention) in a
cost‐effective manner
Enrollment ‐ FTE
Enrollment ‐
Headcount
Student Satisfaction
In Progress
Action 2 Identify enrollment, access, and
academic support challenges and
develop practices and services to
increase access to educational
programs
Improve access to
education and increase
retention of current
students
Enrollment ‐ FTE
Enrollment ‐
Headcount
In Progress
Objective 2: Develop strategies for responsive scheduling and teaching methods.
Action 1 Optimize student learning
through responsive scheduling
Demonstrate a creative use
of resources to produce a
better informed class
schedule
Cost per FTE
Enrollment ‐ FTE
Enrollment ‐
Headcount
In Progress
Action 4 Expand programming in the areas
of student leadership
development, employability/soft
skills through student life,
employment services, and
academic.
Improved employability
skills of our students
Employer
Satisfaction
In Progress
30
Strategic Planning Goals and Status (continued)
Objective
ActionAction Item Outcome Strategic Metric
Status
12/1/2015
Objective 3: Create Networking/Relationship Building/Connections
Action 1 Expand community and business
relationships
A systematic plan is
implemented that expands
and strengthens
stakeholder relationships
with WITC.
Employer
Satisfaction
In Progress
Objective 2: Working with our K‐12 districts, develop a comprehensive approach to increase and promote
opportunities to high school students to enroll at WITC.
Action 1 Develop a comprehensive
approach to increase and
promote opportunities for high
school students
Determine a sustainable
level of dual enrollment
that results in
diploma/degree
completion
Enrollment ‐ FTE
Enrollment ‐
Headcount
In Progress
GOAL 2: Create and Strengthen Partnerships that Benefit our Stakeholders
Action 1 Analyze the current and potential
needs for work‐based learning
opportunities.
Determine if an action plan
is needed for increasing
work‐based learning
opportunities.
Student Satisfaction In Progress
Objective 1: Develop additional approaches to provide work‐based learning opportunities with assistance of
our Business & Industry partners.
Action 4 Provide additional instructional
and administrative
resources/functionality through
mobile applications
Students and staff will
have mobile access to all
important software
platforms.
Student Satisfaction In Progress
Action 3 Provide support for students in
alternate delivery settings
Develop electronic
tutorials that provide
students with the basics of
alternate delivery systems.
Student Satisfaction Not Started
Action 2 Develop and implement plan for
increased profitability & expand
merchandising
Increase profitability and
expand merchandise
Cost per FTE
Student Satisfaction
In Progress
GOAL 1: Provide Support and Opportunities for Student Learning and SuccessObjective 4: Plan and improve facilities and technology to support the learning environment.
Action 1 Master Facility Plan Master Facility Plan that
attracts students and uses
college resources
effectively and efficiently.
Cost per FTE
Enrollment ‐ FTE
Enrollment ‐
Headcount
Not Started
31
Strategic Planning Goals and Status (continued)
Objective
ActionAction Item Outcome Strategic Metric
Status
12/1/2015
Action 4 Develop flexible training video
materials & increase marketing of
The Connection ‐ Training &
Support site and Atomic Learning
Increased use of training
materials based on traffic
and user satisfaction
Employee
Satisfaction
In Progress
Action 3 Develop a college resource of
internal Quality Improvement
systems facilitators and/or
trainers.
A list of college process
improvement resources is
available to use by all
divisions and departments
for process improvement
activities
Cost per FTE Not Started
Action 2 Implement a comprehensive on‐
boarding and training process for
CE adjunct and full time faculty
In‐house training module is
in place and actively
utilized by support and
technical staff (ILPs;
utilization data)
Employee
Satisfaction
In Progress
Objective 3: Emphasize and provide opportunities and resources for support and technical staff learning and
professional development that help the College achieve its strategic goals and objectives
Action 1 Launch a formalized professional
development plan that is
customized for each position
utilizing College side platforms
such a blackboard for delivery
Training opportunities
offered that will support
strategic goals and
objectives
Employee
Satisfaction
In Progress
Action 2 Provide support for students
using technological applications.
More faculty will utilize
class capture to reinforce
student learning.
Student Satisfaction In Progress
Action 1 Implement revised processes to
improve assessment and develop
effective strategies for increased
learning
To create more efficient
processes that are data
informed and improve the
quality of courses and
programs
Student Satisfaction
Enrollment ‐ FTE
Enrollment ‐
Headcount
In Progress
GOAL 3: Foster a Learning and Working Environment that Encourages Trust,
Respect and Professional GrowthObjective 1: Effectively predict the technical and soft skills needs of employers and train faculty and staff
accordingly so that program modifications can be made in timely and efficient manner.
Action 1 Embrace new collegewide
outcomes/Employability Qualities
(EQ)
Properly trained students
with technical and soft
skills to meet the needs of
future employers
Employer
Satisfaction
In Progress
Objective 2: Determine areas for faculty development relative to use of best instructional practices.
32
Strategic Planning Goals and Status (continued)
Objective
ActionAction Item Outcome Strategic Metric
Status
12/1/2015
Action 3 Implement unit reviews for all
non‐instructional/functional areas
of the College.
A cycle for unit/functional
reviews for the purposes of
quality improvement for
each college division is
being implemented.
Cost per FTE In Progress
Action 2 Improve internal Business Office
fiscal reporting mechanisms
Improved ability to analyze
budgets for use in decision‐
making
Cost per FTE Complete
GOAL 4: Demonstrate Effective Leadership through Collaboration with
Clear and Consistent CommunicationsObjective 1: Improve internal communications and decision‐making.
Action 1 Build a common framework for
improved successful interpersonal
development
Infusion of OnCourse
principles into WITC
Employee
Satisfaction
In Progress
Objective 5: Enhance strategies to recruit and retain positively engaged and responsive employees.
Action 1 Review compensation
mechanisms.
Employees understand
that a comprehensive
overview of pay practices
and recommendations will
be considered for inclusion
in total compensation
plans.
Employee
Satisfaction
In Progress
Objective 4: Continue to develop manager and supervisor leadership skills.
Action 1 Improve professional
development and leadership
opportunities for student services
staff
Mentorship, leadership
and professional
development to support
opportunities for
advancement and enhance
employee satisfaction.
Employee
Satisfaction
In Progress
GOAL 3: Foster a Learning and Working Environment that Encourages Trust,
Respect and Professional GrowthObjective 3: Emphasize and provide opportunities and resources for support and technical staff learning and
professional development that help the College achieve its strategic goals and objectives
Action 5 Develop and implement
procedures that will improve
consistency and improve the
student experience and to insure
college, state & federal
compliance.
Completed policies and
procedures manual. Staff
trained and utilizing
consistent procedures
collegewide.
Student Satisfaction In Progress
33
Strategic Planning Goals and Status (continued)
Objective
ActionAction Item Outcome Strategic Metric
Status
12/1/2015
Complete 2 7%In Progress 23 77%Not Started 5 17%
Action 3 Research & Implement a
Constituent Relations
Management (CRM) application
Improved and enhanced
communication
management to the
college's stakeholders
(students, businesses)
Student Satisfaction
Enrollment ‐ FTE
Enrollment ‐
Headcount
In Progress
Action 2 Develop and implement a
comprehensive collegewide
marketing plan.
Improved enrollments
though enhanced external
and internal
communication
Enrollment ‐ FTE
Enrollment ‐
Headcount
In Progress
GOAL 4: Demonstrate Effective Leadership through Collaboration with
Clear and Consistent CommunicationsObjective 2: Enhance External Communication – Recruitment and General Marketing
Action 1 WITC Website redesign The WITC website will be
revised to focus on
marketing the college.
Enrollment ‐ FTE
Enrollment ‐
Headcount
Not Started
7%
77%
17%
2015‐2018 Strategic Plan Overall Status
Complete In Progress Not Started
34
This page was intentionally left blank
35
How does the budget impact the taxpayer?
Homeowners saveYear Tax07/08 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 37.37$ 16/17 est 38.42$
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 FY17 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.
$0
$50
$100
$150
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17est
36
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. 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.
37
Cash management
Revenue estimates
Balanced budget
Total Revenues 70,886,872 Proceeds from Debt 8,345,000 Addition to Fund Balance 36,846 Total Sources of Funds 79,268,718 Total Expenditures 79,268,718 Variance ‐
Maintenance of fund balance
Contingencies
Risk management
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.
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 54 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.
38
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:
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.
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 134.
39
WITC is one of sixteen technical colleges in Wisconsin and the largest
district in area.
WTCS Map
40
District Map
41
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.
Agnes Ring is an employer member of the board representing St. Croix County. Agnes has been a board
member since 2015.
Josh Robinson is a school district administrator member of the board with district wide representation.
Josh has been a board member since 2015.
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.
42
Board of Trustees
PresidentExecutive
Operations
WITC
Foundation
Research &
Data Coordinator
Student
Financial
Services
Professional
Development
Risk Management
Safety & Security
Information
Technology
Resource
Development
Vice President,
Human Resources,
Risk Management &
Shell Lake Office
Administration
Vice President,
Institutional
Effectiveness & New
Richmond Campus
Administration
Recruitment,
Retention &
Certification
Quality Improvement
Coordinator
Wisconsin Indianhead Technical College Organization Chart
Academic Affairs
Administration
Continuing
Education
Business & Industry
Contracts
Public Safety
Instruction
Student
Services
Financial
Aid
Agricultural
Instruction
Business Instruction
Applied Arts
Instruction
Consumer Education
Instruction
Industry/Trade
Instruction
Health Occupations
Instruction
Technical Occupation
Instruction
General Education
Instruction
Benefits &
Compensation
Web
Portal
WILM
Administration
Distance
Learning
Marketing
Financial
Accounting Services
Procurement
Services
Records &
Registration
Library Resource
Center (LRC)
Vice President,
Student Affairs
&
Ashland Campus
Administration
Vice President,
Continuing
Education/
Executive Director,
Foundation &
Rice Lake Campus
Administration
Vice President,
Academic Affairs &
Superior Campus
Administration
Vice President,
Business &
Technology
Services/Chief
Financial Officer
43
Taxing district
Our students
White 92%
Male 40%
Female 60% Native American 2%
Other 6%
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 316,134.
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 15 to 82 with the average age being 28 years old. Students have wide‐
ranging socio‐economic backgrounds. Following graduation, 75 percent of graduates reside and work in
Wisconsin with 63 percent working within the district boundaries. Ninety‐five percent are employed within six
months of graduation and 79 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 2015 was $37,938. 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
2016, over 14,000 unduplicated students enrolled in non‐credit offerings of the District during that period.
Gender Ethnicity
White92%
Native American
2%
Other 6%
Male40%
Female60%
44
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 in 2012.
The WITC‐Rice Lake Campus is located adjacent to the University of Wisconsin ‐ Barron County Center and
consists of two buildings totaling 167,424 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. Additionally a 9,845 square foot Student Life and Food Service addition was completed during 2015.
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.
45
2015/16 2015/162014/15 Adopted Modified 2015/16 2016/17Actual* Budget Budget Estimate** Budget
REVENUESLocal government 4,319,417$ 4,752,382$ 4,563,922$ 4,575,686$ 4,885,460$ State funds 29,092,668 29,545,869 29,545,869 29,515,950 29,761,432 Program fees 7,516,606 8,171,996 8,171,996 7,452,683 8,162,100 Material fees 551,263 495,844 495,844 563,457 548,377 Other student fees 872,451 782,798 782,798 776,361 833,157 Institutional 396,877 350,000 350,000 376,129 400,000 Federal funds 22,991 20,000 20,000 23,849 20,000 Total revenues 42,772,273$ 44,118,889$ 43,930,429$ 43,284,115$ 44,610,526$
EXPENDITURESInstruction 24,796,958$ 25,754,734$ 25,566,274$ 25,494,823$ 26,213,056$ Instructional resources 1,347,938 1,446,601 1,446,601 1,435,969 1,614,092 Student services 4,637,124 4,944,143 4,864,143 4,752,965 4,782,206 General institutional 8,515,082 8,578,997 8,578,997 8,177,621 8,518,141 Physical plant 3,302,583 3,394,414 3,394,414 3,269,107 3,423,031 Auxiliary services ‐ ‐ ‐ ‐ ‐ Total expenditures 42,599,685$ 44,118,889$ 43,850,429$ 43,130,485$ 44,550,526$
Net revenue/(expenditure) 172,588$ ‐$ 80,000$ 153,630$ 60,000$
OTHER SOURCES/(USES)Operating transfer in/(out) (61,727)$ ‐$ (80,000)$ (80,000)$ (60,000)$ Proceeds from debt ‐ ‐ ‐ ‐ ‐ Total other sources/(uses) (61,727)$ ‐$ (80,000)$ (80,000)$ (60,000)$
TRANSFERS TO/(FROM) FUND BALANCEReserve for operations (2,477,180)$ 2,923,958$ (180,064)$ (171,492)$ 170,025$ Reserve for post‐employment benefits 2,500,000 ‐ ‐ ‐ ‐ Reserve for post‐employment
stipend benefit termination ‐ ‐ 424,000 424,000 ‐ Designated for state aid fluctuations (19,950) 24,886 (8,080) (8,080) 21,556 Designated for subsequent years (30,110) 37,329 (11,941) (11,941) 32,334 Designated for subsequent year 138,101 (2,986,173) (223,916) (158,858) (223,916) Total transfers to/(from) fund balance 110,861$ ‐$ ‐$ 73,630$ ‐$
Beginning fund balance 15,158,138$ 14,586,794$ 14,586,794$ 15,268,999$ 15,342,629$ Ending fund balance 15,268,999$ 14,586,794$ 14,586,794$ 15,342,629$ 15,342,629$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
GENERAL FUND2016‐17 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
46
2015/16 2015/162014/15 Adopted Modified 2015/16 2016/17Actual* Budget Budget Estimate** Budget
REVENUESLocal government 587,477$ 587,477$ 587,477$ 587,477$ 587,477$ State funds 534,020 198,404 468,404 468,508 421,873 Program fees 21,566 20,000 30,000 30,462 10,000 Material fees 32,072 10,000 5,500 5,202 10,000 Other student fees ‐ ‐ ‐ ‐ Institutional 1,522,412 982,631 1,213,631 1,193,631 1,092,400 Federal funds 894,348 1,132,182 997,575 997,575 1,347,602 Total revenues 3,591,895$ 2,930,694$ 3,302,587$ 3,282,855$ 3,469,352$
EXPENDITURESInstruction 2,971,573$ 2,425,987$ 2,797,880$ 2,682,533$ 2,893,417$ Instructional resources ‐ ‐ 10,000 3,000 40,000 Student services 488,470 494,707 494,707 496,956 467,535 General institutional ‐ 5,000 ‐ ‐ 3,000 Physical plant ‐ 5,000 ‐ ‐ 3,000 Auxiliary services ‐ ‐ ‐ ‐ ‐ Total expenditures 3,460,043$ 2,930,694$ 3,302,587$ 3,182,489$ 3,406,952$
Net revenue/(expenditure) 131,852$ ‐$ ‐$ 100,366$ 62,400$
OTHER SOURCES/(USES)Operating transfer in/(out) (37,686)$ (61,800)$ (61,800)$ (55,737)$ (62,400)$ Proceeds from debt ‐ ‐ ‐ ‐ ‐ Total other sources/(uses) (37,686)$ (61,800)$ (61,800)$ (55,737)$ (62,400)$
TRANSFERS TO/(FROM) FUND BALANCEReserve for operations 94,166$ (61,800)$ (61,800)$ 44,629$ ‐$ Designated for state aid fluctuations ‐ ‐ ‐ ‐ ‐ Designated for subsequent years ‐ ‐ ‐ ‐ ‐ Designated for subsequent year ‐ ‐ ‐ ‐ ‐ Total transfers to/(from) fund balance 94,166$ (61,800)$ (61,800)$ 44,629$ ‐$
Beginning fund balance 578,958$ 558,284$ 558,284$ 673,124$ 717,753$ Ending fund balance 673,124$ 496,484$ 496,484$ 717,753$ 717,753$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
SPECIAL REVENUE FUND ‐ OPERATING2016‐17 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
47
2015/16 2015/162014/15 Adopted Modified 2015/16 2016/17Actual* Budget Budget Estimate** Budget
REVENUESLocal government ‐$ ‐$ ‐$ ‐$ ‐$ State funds ‐ ‐ ‐ ‐ ‐ Program fees ‐ ‐ ‐ ‐ ‐ Material fees ‐ ‐ ‐ ‐ ‐ Other student fees 317,674 290,000 290,000 307,352 310,000 Institutional 475,966 287,622 287,622 747,505 288,075 Federal funds 10,634,532 12,503,772 12,503,772 10,819,400 11,261,022 Total revenues 11,428,172$ 13,081,394$ 13,081,394$ 11,874,257$ 11,859,097$
EXPENDITURESInstruction 137,340$ 159,600$ 159,600$ 139,538$ 168,000$ Instructional resources ‐ ‐ ‐ ‐ ‐ Student services 11,319,480 12,921,794 12,921,794 11,646,667 11,691,097 General institutional ‐ ‐ ‐ ‐ ‐ Physical plant ‐ ‐ ‐ ‐ ‐ Auxiliary services ‐ ‐ ‐ ‐ ‐ Total expenditures 11,456,820$ 13,081,394$ 13,081,394$ 11,786,205$ 11,859,097$
Net revenue/(expenditure) (28,648)$ ‐$ ‐$ 88,052$ ‐$
OTHER SOURCES/(USES)Operating transfer in/(out) ‐$ ‐$ ‐$ ‐$ ‐$ Proceeds from debt ‐ ‐ ‐ ‐ ‐ Total other sources/(uses) ‐$ ‐$ ‐$ ‐$ ‐$
TRANSFERS TO/(FROM) FUND BALANCEReserve for financial aid (28,648)$ ‐$ ‐$ 88,052$ ‐$ Reserve for student organizations ‐ ‐ ‐ ‐ ‐ Total transfers to/(from) fund balance (28,648)$ ‐$ ‐$ 88,052$ ‐$
Beginning fund balance 632,364$ 691,630$ 691,630$ 603,716$ 691,768$ Ending fund balance 603,716$ 691,630$ 691,630$ 691,768$ 691,768$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
SPECIAL REVENUE FUND ‐ NON‐AIDABLE2016‐17 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
48
2015/16 2015/162014/15 Adopted Modified 2015/16 2016/17Actual* Budget Budget Estimate** Budget
REVENUESLocal government ‐$ ‐$ ‐$ ‐$ ‐$ State funds 110,093 10,935 10,935 10,935 54,249 Program fees ‐ ‐ ‐ ‐ ‐ Material fees ‐ ‐ ‐ ‐ ‐ Other student fees ‐ ‐ ‐ ‐ ‐ Institutional 125,753 99,500 549,500 990,600 359,902 Federal funds 160,405 134,200 584,200 30,350 326,302 Total revenues 396,251$ 244,635$ 1,144,635$ 1,031,885$ 740,453$
EXPENDITURESInstruction 2,022,500$ 1,666,838$ 1,666,838$ 1,665,000$ 1,252,477$ Instructional resources 347,780 519,450 819,450 855,000 779,222 Student services 121,315 9,790 9,790 660 30,366 General institutional 277,537 1,101,010 801,010 812,565 1,107,950 Physical plant 6,895,885 9,137,537 13,692,537 13,958,600 5,885,658 Auxiliary services ‐ ‐ ‐ ‐ ‐ Total expenditures 9,665,017$ 12,434,625$ 16,989,625$ 17,291,825$ 9,055,673$
Net revenue/(expenditure) (9,268,766)$ (12,189,990)$ (15,844,990)$ (16,259,940)$ (8,315,220)$
OTHER SOURCES/(USES)Operating transfer in/(out) 37,686$ 61,800$ 61,800$ 55,737$ 62,400$ Proceeds from debt 9,900,000 11,440,000 15,095,000 15,095,000 8,345,000 Total other sources/(uses) 9,937,686$ 11,501,800$ 15,156,800$ 15,150,737$ 8,407,400$
TRANSFERS TO/(FROM) FUND BALANCEReserve for operations ‐$ ‐$ ‐$ ‐$ ‐$ Reserve for capital projects 668,920 (688,190) (688,190) (1,109,203) 92,180 Total transfers to/(from) fund balance 668,920$ (688,190)$ (688,190)$ (1,109,203)$ 92,180$
Beginning fund balance 862,935$ 706,931$ 706,931$ 1,531,855$ 422,652$ Ending fund balance 1,531,855$ 18,741$ 18,741$ 422,652$ 514,832$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
CAPITAL PROJECTS FUND2016‐17 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
49
2015/16 2015/162014/15 Adopted Modified 2015/16 2016/17Actual* Budget Budget Estimate** Budget
REVENUESLocal government 6,312,018$ 6,469,818$ 6,658,278$ 6,658,278$ 6,791,444$ State funds ‐ ‐ ‐ ‐ ‐ Program fees ‐ ‐ ‐ ‐ ‐ Material fees ‐ ‐ ‐ ‐ ‐ Other student fees ‐ ‐ ‐ ‐ ‐ Institutional 271,781 105,000 296,000 295,000 156,000 Federal funds ‐ ‐ ‐ ‐ ‐ Total revenues 6,583,799$ 6,574,818$ 6,954,278$ 6,953,278$ 6,947,444$
EXPENDITURESInstruction ‐$ ‐$ ‐$ ‐$ ‐$ Instructional resources ‐ ‐ ‐ ‐ ‐ Student services ‐ ‐ ‐ ‐ ‐ General institutional ‐ ‐ ‐ ‐ ‐ Physical plant 6,441,133 6,450,889 6,582,189 6,577,189 7,128,470 Auxiliary services ‐ ‐ ‐ ‐ ‐ Total expenditures 6,441,133$ 6,450,889$ 6,582,189$ 6,577,189$ 7,128,470$
Net revenue/(expenditure) 142,666$ 123,929$ 372,089$ 376,089$ (181,026)$
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 142,666 123,929 372,089 376,089 (181,026) Total transfers to/(from) fund balance 142,666$ 123,929$ 372,089$ 376,089$ (181,026)$
Beginning fund balance 6,297,610$ 6,489,221$ 6,489,221$ 6,440,276$ 6,816,365$ Ending fund balance 6,440,276$ 6,613,150$ 6,861,310$ 6,816,365$ 6,635,339$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
DEBT SERVICE FUND2016‐17 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
50
2015/16 2015/162014/15 Adopted Modified 2015/16 2016/17Actual* Budget Budget Estimate** Budget
REVENUESLocal government ‐$ ‐$ ‐$ ‐$ ‐$ State funds ‐ ‐ ‐ ‐ ‐ Program fees ‐ ‐ ‐ ‐ ‐ Material fees ‐ ‐ ‐ ‐ ‐ Other student fees ‐ ‐ ‐ ‐ ‐ Institutional 396,603 400,000 410,000 391,170 410,000 Federal funds ‐ ‐ ‐ ‐ ‐ Total revenues 396,603$ 400,000$ 410,000$ 391,170$ 410,000$
EXPENDITURESInstruction ‐$ ‐$ ‐$ ‐$ ‐$ Instructional resources ‐ ‐ ‐ ‐ ‐ Student services ‐ ‐ ‐ ‐ ‐ General institutional ‐ ‐ ‐ ‐ ‐ Physical plant ‐ ‐ ‐ ‐ ‐ Auxiliary services 346,532 340,000 350,000 347,530 358,000 Total expenditures 346,532$ 340,000$ 350,000$ 347,530$ 358,000$
Net revenue/(expenditure) 50,071$ 60,000$ 60,000$ 43,640$ 52,000$
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 50,071 60,000 60,000 43,640 52,000 Total transfers to/(from) fund balance 50,071$ 60,000$ 60,000$ 43,640$ 52,000$
Beginning fund balance 226,982$ 302,103$ 302,103$ 277,053$ 320,693$ Ending fund balance 277,053$ 362,103$ 362,103$ 320,693$ 372,693$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
INTERNAL SERVICE FUND2016‐17 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
51
2015/16 2015/162014/15 Adopted Modified 2015/16 2016/17Actual* Budget Budget Estimate** Budget
REVENUESLocal government ‐$ ‐$ ‐$ ‐$ ‐$ State funds ‐ ‐ ‐ ‐ ‐ Program fees ‐ ‐ ‐ ‐ ‐ Material fees ‐ ‐ ‐ ‐ ‐ Other student fees ‐ ‐ ‐ ‐ ‐ Institutional 2,200,594 2,850,000 2,770,000 2,460,015 2,850,000 Federal funds ‐ ‐ ‐ ‐ ‐ Total revenues 2,200,594$ 2,850,000$ 2,770,000$ 2,460,015$ 2,850,000$
EXPENDITURESInstruction ‐$ ‐$ ‐$ ‐$ ‐$ Instructional resources ‐ ‐ ‐ ‐ ‐ Student services ‐ ‐ ‐ ‐ ‐ General institutional ‐ ‐ ‐ ‐ ‐ Physical plant ‐ ‐ ‐ ‐ ‐ Auxiliary services 2,310,697 2,850,000 2,850,000 2,540,015 2,910,000 Total expenditures 2,310,697$ 2,850,000$ 2,850,000$ 2,540,015$ 2,910,000$
Net revenue/(expenditure) (110,103)$ ‐$ (80,000)$ (80,000)$ (60,000)$
OTHER SOURCES/(USES)Operating transfer in/(out) 61,727$ ‐$ 80,000$ 80,000$ 60,000$ Proceeds from debt ‐ ‐ ‐ ‐ ‐ Total other sources/(uses) 61,727$ ‐$ 80,000$ 80,000$ 60,000$
TRANSFERS TO/(FROM) FUND BALANCEReserve for operations ‐$ ‐$ ‐$ ‐$ ‐$ Retained earnings (48,376) ‐ ‐ ‐ ‐ Total transfers to/(from) fund balance (48,376)$ ‐$ ‐$ ‐$ ‐$
Beginning fund balance 48,376$ 5,895$ ‐$ ‐$ ‐$ Ending fund balance ‐$ 5,895$ ‐$ ‐$ ‐$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
ENTERPRISE FUND2016‐17 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
52
2015/16 2015/162014/15 Adopted Modified 2015/16 2016/17Actual* Budget Budget Estimate** Budget
REVENUESLocal government 11,218,912$ 11,809,677$ 11,809,677$ 11,821,441$ 12,264,381$ State funds 29,736,781 29,755,208 30,025,208 29,995,393 30,237,554 Program fees 7,538,172 8,191,996 8,201,996 7,483,145 8,172,100 Material fees 583,335 505,844 501,344 568,659 558,377 Other student fees 1,190,125 1,072,798 1,072,798 1,083,713 1,143,157 Institutional 5,389,986 5,074,753 5,876,753 6,454,050 5,556,377 Federal funds 11,712,276 13,790,154 14,105,547 11,871,174 12,954,926 Total revenues 67,369,587$ 70,200,430$ 71,593,323$ 69,277,575$ 70,886,872$
EXPENDITURESInstruction 29,928,371$ 30,007,159$ 30,190,592$ 29,981,894$ 30,526,950$ Instructional resources 1,695,718 1,966,051 2,276,051 2,293,969 2,433,314 Student services 16,566,389 18,370,434 18,290,434 16,897,248 16,971,204 General institutional 8,792,619 9,685,007 9,380,007 8,990,186 9,629,091 Physical plant 16,639,601 18,987,840 23,669,140 23,804,896 16,440,159 Auxiliary services 2,657,229 3,190,000 3,200,000 2,887,545 3,268,000 Total expenditures 76,279,927$ 82,206,491$ 87,006,224$ 84,855,738$ 79,268,718$
Net revenue/(expenditure) (8,910,340)$ (12,006,061)$ (15,412,901)$ (15,578,163)$ (8,381,846)$
OTHER SOURCES/(USES)Operating transfer in/(out) ‐$ ‐$ ‐$ ‐$ ‐$ Proceeds from debt 9,900,000 11,440,000 15,095,000 15,095,000 8,345,000 Total other sources/(uses) 9,900,000$ 11,440,000$ 15,095,000$ 15,095,000$ 8,345,000$
TRANSFERS TO/(FROM) FUND BALANCEReserve for prepaids & inventories ‐$ ‐$ ‐$ ‐$ ‐$ Reserve for operations 116,806 362,158 (2,317,864) (126,863) 170,025 Reserve for post‐employment benefits ‐ 2,500,000 2,500,000 ‐ ‐ Reserve for post‐employment
stipend benefit termination ‐ ‐ ‐ 424,000 ‐ Reserve for capital outlays 668,920 (688,190) (688,190) (1,109,203) 92,180 Reserve for debt service 142,666 123,929 372,089 376,089 (181,026) Reserve for financial aid (28,648) ‐ ‐ 88,052 ‐ Reserve for student organizations ‐ ‐ ‐ ‐ ‐ Reserve for self insurance 50,071 60,000 60,000 43,640 52,000 Retained earnings (48,376) ‐ ‐ ‐ ‐ Designated for state aid fluctuations (19,950) 24,886 (8,080) (8,080) 21,556 Designated for subsequent years (29,930) 37,329 (11,941) (11,941) 32,334 Designated for subsequent year 138,101 (2,986,173) (223,916) (158,858) (223,916) Total transfers to/(from) fund balance 989,660$ (566,061)$ (317,901)$ (483,163)$ (36,846)$
Beginning fund balance 23,805,363$ 23,340,858$ 23,334,963$ 24,795,023$ 24,311,860$ Ending fund balance 24,795,023$ 22,774,797$ 23,017,062$ 24,311,860$ 24,275,014$
* Actual is presented on a budgetary basis** Estimate is based upon 9 months of actual and 3 months of estimates
COMBINED BUDGET SUMMARY2016‐17 Budgetary Statement of
Resources, Uses, and Changes in Fund Balance
53
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, 2015) 15,268,999$ 673,124$ 603,716$ 1,531,855$ 6,440,276$ 277,053$ ‐$ 24,795,023$
Add
revenue 43,284,115 3,282,855 11,874,257 1,031,885 6,953,278 391,170 2,460,015 69,277,575
Subtract
expenditures 43,130,485 3,182,489 11,786,205 17,291,825 6,577,189 347,530 2,540,015 84,855,738
Adjusted
balance 153,630 100,366 88,052 (16,259,940) 376,089 43,640 (80,000) (15,578,163)
Transfers
in/(out) (80,000) (55,737) ‐ 55,737 ‐ ‐ 80,000 ‐
Debt
Proceeds ‐ ‐ ‐ 15,095,000 ‐ ‐ ‐ 15,095,000
Beginning Balance
(July 1, 2016) 15,342,629$ 717,753$ 691,768$ 422,652$ 6,816,365$ 320,693$ ‐$ 24,311,860$ Add
revenue 44,610,526 3,469,352 11,859,097 740,453 6,947,444 410,000 2,850,000 70,886,872 Subtract
expenditures 44,550,526 3,406,952 11,859,097 9,055,673 7,128,470 358,000 2,910,000 79,268,718
Adjusted
balance 60,000 62,400 ‐ (8,315,220) (181,026) 52,000 (60,000) (8,381,846) Transfers
in/(out) (60,000) (62,400) ‐ 62,400 ‐ ‐ 60,000 ‐ Debt
Proceeds ‐ ‐ ‐ 8,345,000 ‐ ‐ ‐ 8,345,000
Ending Balance
(June 30, 2017) 15,342,629$ 717,753$ 691,768$ 514,832$ 6,635,339$ 372,693$ ‐$ 24,275,014$
** Estimate is based upon 9 months of actual and 3 months of estimates
CHANGE IN FUND BALANCE
54
Designated10% of Reserve for Reserve for Reserve for Designated for
Property Next Year Total State Aid Subsequent Subsequent for Post‐Retirement DesignatedTax Operational Fund Fluctuation Years Year Post‐Retirement Stipend Benefit for Percentage
Fiscal Year Receivable Budget Total Balance (1) (2) (3) Benefits Termination Operations of Total
2016‐17 proj 4,376,503$ 4,455,053$ 8,831,556$ 15,342,629$ 275,903$ 413,855$ 3,515,239 2,500,000$ 424,000$ 8,213,632$ 93.0%
2015‐16 est 4,376,503 4,455,053 8,831,556 15,342,629 254,347 381,521 3,744,155 2,500,000 424,000 8,038,607 91.0%
2014‐15 4,080,577 4,385,043 8,465,620 15,268,999 262,427 393,461 3,963,013 2,500,000 ‐ 8,150,098 96.3%
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%
RESERVE FOR OPERATIONS FUND BALANCE
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:
(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.
(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.
(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.
55
Special Special2013‐14 2014‐15 2015‐16 Revenue Revenue Proprietary Total
Position Type Actual Actual Budget General Operating Non‐Operating Fund Budget
AdministratorAdministrator 73.7 73.4 76.6 73.9 ‐ 1.1 0.7 75.6
Total Administrators 73.7 73.4 76.6 73.9 ‐ 1.1 0.7 75.6
FacultyInstructors 202.8 197.9 199.8 193.3 11.6 ‐ ‐ 204.8
Total faculty 202.8 197.9 199.8 193.3 11.6 ‐ ‐ 204.8
SpecialistsCounselors 10.0 10.0 9.9 0.6 7.4 ‐ ‐ 8.0 Librarian ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Instructional specialist ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total specialists 10.0 10.0 9.9 0.6 7.4 ‐ ‐ 8.0
Other staffProfessional non‐faculty 29.1 28.1 28.1 27.0 1.1 ‐ ‐ 28.1 Clerical/secretarial 69.7 64.5 74.3 74.3 ‐ ‐ ‐ 74.3 Technical/paraprofessional 75.7 75.5 72.5 59.1 3.3 3.7 7.4 73.5 Service/maintenance 25.7 24.1 24.6 24.6 ‐ ‐ 24.6
Total other staff 200.2 192.2 199.5 185.0 4.4 3.7 7.4 200.5
Total positions 486.7 473.5 485.8 452.7 23.4 4.7 8.1 488.9
POSITION SUMMARYFTE Basis
2016/17 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.
56
2010‐11 2011‐12 2012‐13 2013‐14 2014‐15 2015‐16 2016‐17Position Type Actual Actual Actual Actual Actual Budget Changes* Budget
1.0 1.0 1.0 1.0 1.0 1.0 ‐ 1.0
89.0 89.0 87.0 88.0 89.0 91.0 (1.0) 90.0
153.0 149.0 152.0 152.0 151.0 152.0 5.0 157.0
21.0 21.0 22.0 22.0 23.0 22.0 (2.0) 20.0
130.0 129.0 130.0 129.0 128.0 124.0 1.0 125.0
21.0 22.0 23.0 23.0 23.0 22.0 ‐ 22.0
Total positions 415.0 411.0 415.0 415.0 415.0 412.0 3.0 415.0
Management ManagementConference Center Manager ‐ Rice Lake Food Service Operations Manager ‐ Rice LakeLadysmith Outreach Center Manager Associate Dean, Continuing Education ‐ Customized TrainingVice President Technology Services ‐ New Richmond
Instruction ‐ Professional/Instructional Instruction ‐ Professional/InstructionalAuto Repair & Refinish Instructor ‐ Rice Lake Gerontology Instructor ‐ Northern Tier
Gerontology Instructor ‐ Southern TierBroadband Technology Instructor ‐ IMPACT GrantMechatronics Instructor ‐ WTCS GrantResidential Construction Instructor ‐ WTCS GrantAdult Basic Education Instructor ‐ Rice Lake
Professional/Support Services Professional/Support ServicesCounselor ‐ SuperiorStudent Success Instructor ‐ Rice Lake
Office & Technical Support Office & Technical SupportBookstore Technician ‐ Ashland Continuing Education Technician ‐ HaywardFood Service Assistant ‐ Rice Lake Outreach Center Technician ‐ Ladysmith
Outreach Center Technician ‐ Hayward
Custodial Custodial
Resignations/Terminations Additions
Custodial
POSITION SUMMARYBoard Approved
Instruction ‐
Professional/Instructional
Professional/Support Services
Office & Technical Support
President
Management
57
Property taxes
Estimated Budgeted
Taxes 11,821,441 23% Taxes 12,264,381 23%State 29,995,393 59% State 30,237,554 58%
Student Fees 7,483,145 15% Student Fees 8,172,100 16%Institutional 568,659 1% Institutional 558,377 1%
Federal 1,083,713 2% Federal 1,143,157 2%
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.
Taxes23%
State59%
Student Fees15%
Institutional1%
Federal2%
2015/16 Estimated
Taxes23%
State58%
Student Fees16%
Institutional1%
Federal2%
2016/17 Budgeted
* All Funds
* All Funds
58
$ 31,572,342 $ 4,858,536 $ 5,151,399 $ 5,472,936 6,218,737 6,312,018 6,658,278 6,791,444 37,791,079 11,170,554 11,809,677 12,264,380 ‐ 27,002,399 27,002,399 27,002,399 44,175 12,563 13,727 13,864 $ 37,835,254 $ 38,185,516 $ 38,825,803 $ 39,280,643
1.04682 0.15750 0.16299 0.17145 0.20619 0.20462 0.21066 0.21275 $ 1.25301 $ 0.36212 $ 0.37365 $ 0.38420
$ 125.30 $ 36.21 $ 37.37 $ 38.42
Taxing district
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 2017 budget, the budgeted tax levy increase is 3.85 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 is made in February of each fiscal year, which results 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 and FY15 actual, the FY16 estimated and the FY17 budgeted fiscal
information.
FY15 Funding FY16 Funding
The WTCS state office 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.
State aid in lieu of computer taxesTotal
Operational mill rateDebt service mill rateTotal mill rate
Impact to homeowner
Property tax relief aid
DescriptionFY14 Funding FY17 Funding
State of Wisconsin Property Tax Relief Aid Change in Funding
Operational levyDebt service levyTotal levy
59
Year Increase06/07 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%16/17 3.85%
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 31,605,894,273 2.46%16/17 31,921,953,216 1.00%
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 2.28 percent in budget year 2014‐15 and 2.46 percent in budget year 2015‐16. The trend in
declining property values appears to have subsided. The minimal increase estimated for FY17 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.
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 $1,000 of equalized valuation. For consistency purposes,
the State of Wisconsin Department of Revenue requires all technical colleges within Wisconsin to bill
municipalities for their share of the tax levy assessed by the technical colleges on the basis of equalized
valuation. The municipalities, in turn, bill their constituents on the basis of assessed valuation.
4.93% 4.89% 4.80% 3.80% 2.80% 0.44% 0.40% 1.20%
‐70.44%
5.72% 3.85%
‐75.00%
‐50.00%
‐25.00%
0.00%
25.00%
06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17
% Chan
geProperty Tax Levy Changes
5.68%
2.29%
‐2.04%
‐4.93%
‐2.98%
‐4.59%
0.29%
2.28% 2.46%
1.00%
‐6.00%
0.00%
6.00%
12.00%
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17
% Chan
ge
Change in Equalized Valuation
60
Operational Debt Service TotalYear Mill Rate Mill Rate Mill Rate07/08 0.81540$ 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 0.16299$ 0.21066$ 0.37365$ 16/17 0.17145$ 0.21275$ 0.38420$
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 2016.
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
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17
Mill Rates
Operational Debt Service Total
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
$1.40
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17
Tax Impact to Property Owner
61
Property Tax Analysis
Proposed Tax 12,264,380$ Present Tax 11,809,677 Dollar Increase/(Decrease) 454,703$ Percent Increase/(Decrease) 3.85%
Operations 0.16299 Debt Service 0.21067 Total 0.37364
Present Tax Base Less Computers 31,605,894,273$ New Tax Base Less Computers* 31,921,953,216$ Percent Increase/(Decrease) 1.00%
Operations 0.17145 Debt Service 0.21275 Total 0.38420
Proposed2012/13 2013/14 2014/15 2015/16 2016/17
EqualizedValuation 30,073,355,967$ 30,160,194,532$ 30,847,020,106$ 31,605,894,273$ 31,921,953,216$
PropertyTax 37,344,989$ 37,791,079$ 11,170,554$ 11,809,677$ 12,264,380
ComputerTax Credit 40,851$ 44,175$ 12,563$ 13,727$ 13,864$
Mill RatesOperations 1.04005 1.04682 0.15750 0.16299 0.17145 Debt Service 0.20174 0.20619 0.20462 0.21066 0.21275
1.24179 1.25301 0.36212 0.37365 0.38420
* Includes estimated net new construction increase
(property tax divided by equalized valuation)
Actual
WITC is projecting a 1.0 percent increase in equalized valuation for the FY17 budget. An analysis of this
estimation is as follows:
Projected Mill Rate
Tax Base
Present Mill Rate
Property Tax
(property tax divided by equalized valuation)
62
State funds
Grant funding
General state aids funding% Aids to
Net AidableYear Costs07/08 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$ 4.890%14/15 2,304 2,112$ 5.466%15/16 (est) 2,224 2,361$ 6.092%16/17 (proj) 2,300 2,645$ 6.697%
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.
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).
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 FY16 was
$70,827,900 and for FY17 will be $61,974,400.
WITC receives state funds from four different sources: general state aids, state aids in lieu of computer taxes,
property tax relief aid, and grants. Grant funding may be awarded in the special revenue and the capital projects
funds.
State Aids (in
000's)
Aidable
FTE's
63
Outcome‐based funding
FY15 FY16 FY17$ 1,693,100 $ 1,511,000 $ 1,370,000 418,588 849,833 1,275,033
Total $ 2,111,688 $ 2,360,833 $ 2,645,033
State aids in lieu of computer taxes
Year Property Computers
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 2.46% 9.26%
16/17 est 1.00% 10.35%
Performance‐based funding
Equalized Valuation
Percent Change
Effective in FY17, thirty percent of additional annual state aids (approximately $26.6 million) will be allocated
based on a outcome‐based funding model. The total aid available for allocation for FY16 was $70,827,900 and
for FY17 will be $61,974,400.
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 2016.
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:
State 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
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16(est)
16/17(proj)
FTE's vs. State Aid
Aidable FTE's State Aids (in 000's)
64
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 13,727 16/17 13,864
Student fees
13,864
$12,278,244$31,921,953,216
$31,958,038,2160.0003842 36,085,000
$13,864
36,085,000
$12,278,244
The following chart shows the history of state aids in lieu of computer taxes for a ten year period, including the
2016‐17 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
1.54 percent for FY17.
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 2017 is $4.50 per credit for state category 00 and category 02‐20 will be based on
$3.50 intervals between categories.
$12,264,380
‐
10,000
20,000
30,000
40,000
50,000
60,000
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17
State Aids in Lieu of Computer Taxes
65
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 14/15 287,582 15/16 est 364,398 16/17 proj 375,330
Customized instruction and technical assistance
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. As shown on the following pages,
both the number as well as revenues and FTEs for these contracts have increased over the past six years.
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 6.5 percent of the tuition rate. WITC acts as a
trustee of these funds on behalf of the students. Since tuition rates increased for FY17, these fees increased from
$8.73 per credit to $8.85 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.
‐
100,000
200,000
300,000
400,000
500,000
600,000
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 est 16/17proj
Investment Earnings(including bond premiums)
66
Customized
Instruction
Contracts
Technical
Assistance
Contracts
Total
Contracts
Customized
Instruction
Revenue
Technical
Assistance
Revenue
Total
Revenue
FTEs
Generated
09/10 188 17 205 708,338 82,899 791,237 56.79 10/11 195 11 206 729,962 67,970 797,932 67.57 11/12 191 10 201 925,648 47,335 972,983 57.53 12/13 203 2 205 885,034 45,872 930,906 42.59 13/14 202 18 220 826,922 73,207 900,129 67.96 14/15 241 10 251 1,171,215 71,444 1,242,659 82.26 15/16 est 248 14 262 1,191,667 88,283 1,279,950 85.50 16/17 est 251 14 265 1,203,583 89,166 1,292,750 86.36
Data from Contract Reporting (CNT310)
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 2016‐17 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.
791,237
797,932
972,983
930,906
900,129
1,242,659
1,279,950
1,292,750
‐ 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000
09/10
10/11
11/12
12/13
13/14
14/15
15/16 est
16/17 est
38.14 Contract Revenues
Total Revenue Technical Assistance Revenue Customized Instruction Revenue
205 206 201 205 220
251 262 265
‐
50
100
150
200
250
300
09/10 10/11 11/12 12/13 13/14 14/15 15/16 est 16/17 est
38.14 Contract Counts
Customized Instruction Contracts Technical Assistance Contracts Total Contracts
67
Sales of goods and services
Enterprise Internal
Enterprise Service
Year Sales Sales
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 2,200,594 396,603
15/16 (est) 2,460,015 391,170
16/17 (proj) 2,850,000 410,000
Federal Funds
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.
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, food service, 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 FY17. 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.
WITC 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.
‐
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16(est)
16/17(proj)
Sales Revenue
Enterprise Sales Internal Service Sales
68
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 2015. On June 20, 2016, 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.
69
Governmental Funds
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
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
Enterprise
Conference
Centers
Internal
ServiceGeneral
Non‐aidable
Special
Revenue
Capital
Projects
Debt
Service
BookstoresProgram Retail
Operations
70
Proprietary funds
Fiduciary fund
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.
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.
71
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.
72
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.
73
Basis of budgeting
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.
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.
74
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
2014/15 2016/17Actual Adopted Modified Budget
Local government 4,319,417$ 4,752,382$ 4,563,922$ 4,885,460$ 321,538$ 7.05%State aids 29,092,668 29,545,869 29,545,869 29,761,432 215,563 0.73%Program fees 7,516,606 8,171,996 8,171,996 8,162,100 (9,896) ‐0.12%Material fees 551,263 495,844 495,844 548,377 52,533 10.59%Other student fees 872,451 782,798 782,798 833,157 50,359 6.43%Institutional 396,877 350,000 350,000 400,000 50,000 14.29%Federal 22,991 20,000 20,000 20,000 ‐ 0.00%
Total revenue 42,772,273$ 44,118,889$ 43,930,429$ 44,610,526$ 680,097$ 1.55%
Instruction 24,796,958$ 25,754,734$ 25,566,274$ 26,213,056$ 646,782$ 2.53%Instructional resources 1,347,938 1,446,601 1,446,601 1,614,092 167,491 11.58%Student services 4,637,124 4,944,143 4,864,143 4,782,206 (81,937) ‐1.68%General institutional 8,515,082 8,578,997 8,578,997 8,518,141 (60,856) ‐0.71%Physical plant 3,302,583 3,394,414 3,394,414 3,423,031 28,617 0.84%
Total expenditures 42,599,685$ 44,118,889$ 43,850,429$ 44,550,526$ 700,097$ 1.60%
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
Divisional expenditures mirror FY15 spending levels. Staffing and fringe benefit costs were increased by three positions and
anticipated a 12% increase in health insurance costs. Divisional discretionary budgets were budgeted at FY15 spending levels.
District‐wide operational costs and facility rentals are project to have a 7 percent decrease. This decrease is primarily a result of
decreased student debt write‐offs, bank fees and worker's compensation insurance with utility costs held constant.
2015/16 Budget Change from2015/16 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 83.1% 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.
Property tax relief aid is $27 million of local government revenue to the state aid category. State aids are expected to increase
modestly with the continuation of outcomes based funding and although a 1.54% increase in tuition was approved for FY17 by
the state, WITC continues to experience lower FTE's which will result in an overall net neutral change in tuition and fee revenues.
76
Financial summary by function and class
CurrentFunction Salaries Benefits Expense Total
Instruction 17,979,685$ 6,655,681$ 1,577,690$ 26,213,056$
Instructional resources 678,191 354,344 581,557 1,614,092$
Student services 3,013,900 1,392,171 436,135 4,842,206$
General institutional 3,240,740 1,899,971 3,377,430 8,518,141$
Physical plant 1,198,780 617,140 1,607,111 3,423,031$
Total 26,111,296$ 10,919,307$ 7,579,923$ 44,610,526$
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
In addition, WITC looks at expenditures in the general fund in the following class categories:
* Salaries
* Fringe benefits
* Current expenses
The following table displays the FY17 general fund budget by function and class categories:
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
77
Total expenditures
Purpose
Divisional Budgeted Positions
Vice President,
Continuing
Education /
Executive
Director,
Foundation &
Rice Lake
Campus
Administration
Marketing
Director of
Marketing &
Recruitment
WITC policy requires that full‐time, benefit‐eligible positions are budgeted both by position as well as by salary and fringe
costs. A summary of board approved positions is provided on page 57. The information below represents the budgeted
positions contained in that summary for the President's Office.
PRESIDENT'S DIVISION
2014/15 2015/16 Budget 2016/17 Change from
(75,209)
1.06%Benefits 472,077 78,361 250,795 293,268 42,473 16.94%Salaries 370,014$ 238,289$ 532,368$
Actual Adopted Modified Budget 2015/16 Modified Budget
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
538,006$ 5,638$
Vice President,
Student Affairs &
Ashland Campus
Administration
1,502,973$ 438,850$ 1,471,522$ 1,444,424$ (27,098)$ ‐1.84%
688,359 613,150
Executive
Operations
‐10.93%Operating expenditures 660,882 122,200
Vice President,
Institutional
Effectiveness &
New Richmond
Campus
Administration
Vice President,
Academic Affairs
& Superior
Campus
Administration
Vice President,
Business &
Technology
Services
Vice President,
Human
Resources, Risk
Management
& Shell Lake
Office
Administration
Position TypeEmployee
Count
Combined
Salaries
Fringe
Benefits Total
President 1 164,783$ 100,842$ 265,625$
Management 2 133,227 64,920 198,147
Instruction ‐ Professional/Instructional ‐ ‐ ‐ ‐
Professional/Support Services ‐ ‐ ‐ ‐
Office & Technical Support 6 224,746 125,332 350,078
Budgeted Positions by Type Total 9 522,756$ 291,094$ 813,850$
Custodial ‐ ‐ ‐ ‐
78
PresidentManagement
InstructionSupport Services
Technical ServicesCustodian
Activities
2015‐2018 Strategic action plan status
Develop and implement a comprehensive plan. Increased awareness of CE division
(increased enrollments and repeat rate)
Complete
Proactively identify marketing plan as it relates to
collegewide enrollment goals
Benchmarks established for inquiries and
support of communications flow
Not Started
Develop internal communication mechanisms that
reinforce WITC's Mission, Vision, Values and Tenets, as
well as the WITC brand.
Increased awareness of major
accomplishments and news.
In Progress
Create press releases for all major activities (i.e.
accreditation, strategic planning, college awards, etc.)
Press releases are sent to newspapers, TV
and radio stations
In Progress
Develop & Implement marketing request approval
process, including communication of priorities.
Prioritized projects, approval process for
marketing requests, clear alignment with
collegewide enrollment goals
Not Started
‐ 20 ‐ 125 6 22 ‐
College Division1 1
The President's Office provides overall organizational leadership for the College guided by the College mission and vision and
Board policies. In meeting these directives, the President, along with the President's Cabinet, work together to ensure that
the needs of the district are met in the areas of career preparation, continuing education, basic skills, and customized
training.
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.
4 ‐ Demonstrate effective leadership through collaboration with clear and consistent communication.
Action Item 2: Develop and implement a comprehensive collegewide marketing plan
Activity
Objective 2: Enhance External Communication – Recruitment and General Marketing
Measure(s) Status 12/31/2015
90 2 157
1
90
157
20
125
22
‐ 20 40 60 80 100 120 140 160 180
President
Management
Instruction
Support Services
Technical Services
Custodian
President's Office Budgeted Positions
Division College
79
2015‐2018 Strategic action plan status (continued)
CompleteIn ProgressNot Started
* WTCS Cohort: BTC, CVTC, LTC, MSTC, MPTC, NCTC, WTC, WITC
Source: NCCBP Benchmarks on Noel Levitz SSI data
5.85 (FY14)5.95 (FY12)
Source: Employer Follow‐up
Red Below 90%Green < 95% / Yellow 90 ‐ 94%97% (FY13)
Assist with communications regarding Prior Learning
Assessment, Challenge Exam initiatives, TIFS,
articulation agreements and awareness of credits
earned.
Increased credit earned thru
PLA/Graduation Rate
Not Started
Data Source/Signal ValuesDataTarget/Data Definition2,303.90 (FY15)2,577.60 (FY14)
Source: Cognos FTE ReportsGreen 100% / Yellow 95 ‐ 99%
District Strategic Metrics
Develop and implement process for determining
support of Continuing Education and Foundation
marketing and public relations.
Improved coordination of marketing efforts
and enhanced brand recognition.
Not Started
125
13%25%63%
Align staff responsibilities to meet organizational
marketing objectives
Improved communication and messaging of
WITC's brand
Not Started
4 ‐ Demonstrate effective leadership through collaboration with clear and consistent communication.Objective 2: Enhance External Communication – Recruitment and General Marketing Action Item 2: Develop and implement a comprehensive collegewide marketing plan
Activity Measure(s) Status 12/31/2015
Employer Satisfaction
Student Satisfaction
2,700
Credit and non‐credit
25,0000 (unduplicated)
Credit and non‐credit
Less than 115% of WTCS Cohort*
Average
4.0 (Satisfied)
97% satisfied with technical
college education
6.0 (Satisfied)
126.9% (FY14)119.1% (FY13)
4.15 (FY15) Source: CESS Green > 4.0
Yellow 3.0 ‐ 3.9 / Red 2.0 ‐ 2.93.85 (FY13)
Metric
Enrollment ‐ FTE
Enrollment ‐ Headcount
Cost/FTE ‐ Overall
Employee Satisfaction
Red Below 95%2,741.40 (FY13)Source: Cognos FTE Reports19,929 (FY15)Green 100% / Yellow 95 ‐ 99%Red Below 95%
21,201 (FY14)21,620 (FY13)
Source: WTCS UFFAS A306Green < 115% / Yellow 115 ‐ 120%Red Below 120%
124.4% (FY15)
13%
25%
63%
President's Office2015‐2018 Strategic Plan Overall Status
Complete In Progress Not Started
80
Total expenditures
Purpose
Focus
Information
Technology Nursing
Health
Information
Technology
Occupational
Therapy
Medical
Assistant /
Support
Dental AssistantNursing
Assistant
Superior Campus
Maintenance
Agricultural
Technology
Manufacturing
Technology
Industrial
Automation
Technology
Automotive
& Marine
Technology
Human Resource
& Supervisory
Management
Marketing &
Business
Management
Medical
Administration &
Office Specialist
Administrative
Professional
Accounting &
Finance
Early
Childhood
Cosmetology
Human Services
GerontologySocial
Science
2014/15Actual
14,260,859$ 5,158,556 1,260,848
Basic
Education
Mathematics
Natural
Science
Curriculum
Development
Academic Affairs
Administration
Communication
Skills
14,089,817$ 5,411,644
Modified
Curriculum
Administration
& Campus
Facilities
1,288,630
Adopted
14,072,399$ 5,158,556 1,260,848
6,262,691
20,680,263$
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.
Divisional
Dean,
Business
Divisional
Dean,
Family &
Consumer
Services
Divisional
Dean,
Allied
Health
Divisional
Dean,
Nursing
Divisional
Dean,
Trade &
Technical
The Academic Affairs Division provides leadership that supports and enhances WITC's educational mission. The division focuses
on building curricula that supports student learning; employing a variety of delivery methods based on best practices for
student success, creating supportive partnerships within the educational and public communities, and demonstrating
commitment to improvement through program reviews, assessment, and accreditation.
ACADEMIC AFFAIRS DIVISION
Vice President,
Academic Affairs &
Superior Campus Administration
Divisional
Dean,
General
Education
20,790,091$
2016/17Budget
Change from
0.12%4.91%2.20%
1.46%
17,418$ 253,088 27,782
298,288$
1,312,502
23,184,801$
2015/16 Modified Budget2015/16 Budget
20,491,803$
Operating expendituresBenefitsSalaries 15,609,608$
Superior
Conference Center
81
Divisional Budgeted Positions
PresidentManagement
InstructionSupport Services
Technical ServicesCustodian
Activities
WITC policy requires that full‐time, benefit‐eligible positions are budgeted both by position as well as by salary and fringe costs.
A summary of board approved positions is provided on page 57. The information below represents the budgeted positions
contained in that summary for the Academic Affairs Division.
90 19 157 154
Academic Affairs provides leadership that supports and enhances WITC's educational mission. The division focuses on building
curricula that supports student learning; employing a variety of delivery methods based on best practices for student success,
creating supportive partnerships within the educational and public communities, and demonstrating commitment to
improvement through program reviews, assessment, and accreditation.
22 6
The General Education Division offers courses in communication, mathematics, science, social science and behavioral science
as well as interdisciplinary courses that provide the foundation for degree, certificate, and diploma programs at WITC.
125 14 20
College Division1 ‐
Position TypeEmployee
Count
Combined
Salaries
Fringe
Benefits Total
President ‐ ‐$ ‐$ ‐$
Management 19 1,543,563 552,898 2,096,461
Instruction ‐ Professional/Instructional 154 10,615,900 4,313,484 14,929,384
Professional/Support Services ‐ ‐ ‐ ‐
Office & Technical Support 14 534,954 269,959 804,913
Custodian 6 210,645 109,591 320,236
Budgeted Positions Total 193 12,905,062$ 5,245,932$ 18,150,994$
1
90
157
20
125
22
‐ 20 40 60 80 100 120 140 160 180
President
Management
Instruction
Support Services
Technical Services
Custodian
Academic Affairs Budgeted Positions
Division College
82
Status 12/31/2015Measure(s)Activity
Action Item 2: Identify enrollment, access, and academic support challenges and develop practices and services to
increase access to educational programs
Create a five year plan to guide Academic Affairs activities for
developing programs, pathways, online/hybrid programs,
dual enrollment agreements and articulation agreements
Plan is created, shared, and includes a
periodic review and update schedule.
Completed
Objective 1: Develop a systematic approach that will raise students’ level of essential skills for success
Examine college program/course admission to move to an
open admission philosophy with student success pathways
based on individual assessment
All programs will review and revise
program admission by 2018. All programs
will review and establish course pre‐
requisites as needed and appropriate.
Additionally, all programs will adopt
Accuplacer as a course placement tool
instead of program entrance requirement
In Progress
1 ‐ Provide support and opportunities for student learning and success.
The Industry and Technology Division offers for credit educational services that prepare graduates for careers in
manufacturing, IT, Automation, Broadband Technologies, Transportation, Agriculture and other industry based employment.
The focus is on hands‐on learning, performance based assessment and acquisition of soft skills and technical skills that enhance
employment. Program outcomes are based on industry standards, regional employer needs, and Advisory Committee input.
The Business Division offers Associate Degrees, Technical Diplomas, Certificates and courses that equip students with
operational and leadership skills needed by industries such as medical, retail, manufacturing, and service. Program graduates
learn how to effectively plan, organize, direct, and evaluate business functions and perform specific occupational duties. Many
Associate Degree programs include an externship or internship opportunity. Program Advisory Committees of current business
owners/employers ensure program curriculum reflects current job requirements.
The Family & Consumer Services Division provides an array of quality, comprehensive, credit‐based programming and career
pathways in the areas of Cosmetology, Early Childhood Education and Human Services. All programs include an experiential
learning component inclusive of client services, community‐based student teaching, or field experience. Multiple transfer
opportunities with four‐year colleges and universities are available to associate degree program graduates.
The Allied Health Division is responsible for providing health programs including certificate, diploma and associate degree
programs. The Allied Health programs include: Associate Degree Nursing, Dental Assistant, Health Information Technology,
Medical Assistant, Occupational Therapy Assistant, Medical Coding Specialist, and Nursing Assistant. The Allied Health division
collaborates with the Continuing Education division in offering continuing education programming for the area healthcare staff.
The new goals and assessment strategies
for the outcomes will be reviewed faculty
and advisory boards. Implementation will
include departmental review of data as
well as documentation of changes based
on the data.
In Progress
Action Item 4: Expand programming in the areas of student leadership development, employability/soft skills through
student life, employment services, and academic courses.Activity Measure(s) Status 12/31/2015
2015‐2018 Strategic action plan status
Implement the updated collegewide outcomes that address
employability skills as presented by the AQIP committee
83
In Progress
Objective 2: Develop strategies for responsive scheduling and teaching methods
Action Item 2: Identify enrollment, access, and academic support challenges and develop practices and services to
increase access to educational programsActivity Measure(s) Status 12/31/2015
In Progress
In Progress
Develop focused partnerships with High Schools to create
Dual Enrollment Academies
At least 50 percent of academy
participants will enter WITC within one
year of high school graduationWork with regional school districts to advance College
Readiness (both academic and personal readiness) by sharing
curriculum, Accuplacer testing, and transcripting the Success
Strategies course. (AA needs to do more discussion on this)
By 2017‐18, 10% more entering high
school students will have taken the
Accuplacer prior to admission than in 2013‐
14; 10% more students will have
Transcripted Success Strategies course
than in 2013‐14.
Create, implement, and assess a process to match delivery
modes to program needs and outcomes and align schedule
creation with stakeholder needs in credit and non‐credit
programs.
Close the gap identified on the 2014 Noel‐
Levitz SSI survey for questions related to
for credit programing.
In Progress
Create a streamlined process for assessing the effectiveness
of the student schedules in credit and non‐credit programs
on a regular and ongoing basis
Review data for benchmark of part‐time
satisfaction with the schedule and increase
the satisfaction and access to classes
In Progress
Objective 1: Effectively predict the technical and soft skill needs of employers and train faculty and staff accordingly so that
program modifications can be made in a timely and efficient manner. Action Item 1: Embrace new collegewide outcomes/Employability Qualities (EQ)
Activity Measure(s) Status 12/31/2015Obtain information on technical and soft skills needs of
employers currently and data on what is projected as a future
need. Survey employers for their needs.
Gather forum feedback information Complete
Track progress of student's improvement in technical and soft
skills
Collegewide Outcome Assessments Not started
2015‐2018 Strategic action plan status (continued)1 ‐ Provide support and opportunities for student learning and success.
Survey the satisfaction of employers of graduates on
technical and soft skills
Not startedConduct Employer Satisfaction Survey;
97% satisfaction
Not startedGraduate Follow‐Up Survey; Maintain 95%
or greater survey result for respondents
stating satisfied or very satisfied with the
training they received
Survey satisfaction of students who are hired on their training
and level of soft skills.
3 ‐ Foster a learning and working environment that nurtures trust, respect, and professional growth.
2 ‐ Create and strengthen partnerships that benefit our stakeholders.
Action Item 1: Develop a comprehensive approach to increase and promote opportunities for high school studentsActivity Measure(s) Status 12/31/2015
Objective 2: Working with our K‐12 districts, develop a comprehensive approach to increase and promote opportunities to
high school students to enroll at WITC.
Determine a sustainable level of Dual Enrollment services Complete and ROI study on all aspects of
dual enrollment including funding, FTE
production, and employee time
84
CompleteIn ProgressNot Started
Objective 2: Determine areas for faculty development relative to use of best instructional practices. Action Item 1: Implement revised processes to improve assessment and develop effective strategies for increased
Activity Measure(s) Status 12/31/2015
Activity Measure(s) Status 12/31/2015Implement a staff‐development program based on OnCourse
principles so that all staff share a common framework and
language with one another and with students.
A purposeful, ongoing staff‐development
initiative that shapes at least one annual
inservice will be implemented by 2017‐
2018
In Progress
Analyze options for inclusion of OnCourse curriculum into
academic programs and courses and implement decision
Implementation of recommendations and
TBA for more specific measures
In Progress
Implementation of recommendations from the AQIP
streamlined academic assessment process
All items from proposed plan are
implemented
In Progress
4 ‐ Demonstrate effective leadership through collaboration with clear and consistent communication.Objective 1: Improve Internal Communications and Decision‐Making Action Item 1: Build a common framework for improved successful interpersonal development
1103
7%71%21%
2015‐2018 Strategic action plan status (continued)3 ‐ Foster a learning and working environment that nurtures trust, respect, and professional growth.
7%
71%
21%
Academic Affairs2015‐2018 Strategic Plan Overall Status
Complete In Progress Not Started
85
Data Source
* WTCS Cohort: BTC, CVTC, LTC, MSTC, MPTC, NCTC, WTC, WITC
Divisional Strategic MetricsMetric
Course Completion – Credits
successfully (C or better)
completed/credits attempted‐UGRD
Green 85%+Yellow 79.9%‐84.9%
Red <80%
College
Effectiveness
Persistence
83.0% (FY15)
81.3% (FY13)
Cost/FTE ‐ Overall
Annual
TimelineDefinition/Calculation
Annual
Instructional
Effectiveness
Active & Collaborative
Learning
Student‐Faculty
Interaction
College
Effectiveness
Retention
Noel‐Levitz Student Satisfaction
Inventory Score (SSI)
Green 90+ %tileYellow 75‐89 %tileRed <75 %tile
6.1
(95th %tile)
SSI and
NCCBP
Retention
Cost/FTE ‐ Instructional
Academic Services
Signal Values Result
Persistence
RetentionPercent of students retained from fall
to spring semester ‐ UGRD
Green 80%+ College
Effectiveness
Retention
AnnualYellow 70%‐74.9%Red <70%
WTCS UFFAS instructional cost/FTE
WTCS Cohort* Average
Green <115%Yellow 115‐120%
Red >120%
125.6% (FY15)119.9% (FY14)115.4% (FY13)
WTCS
UFFAS A306Annual
Percent of students retained from fall
to fall semester ‐ UGRD
Green 75%+73.6% (FY15)
73.7% (FY14)
Yellow 75%‐79.9%Red <75%
78.2% (FY15)
77.9% (FY14)
Even years
Noel‐Levitz Student Satisfaction
Inventory Score (SSI)
Green 90+ %tile6.0
(93rd %tile)
SSI and
NCCBPEven yearsYellow 75‐89 %tile
Red <75 %tile
Community College Survey of
Student Engagement (CCSSE)
Green 90+ %tileYellow 75‐89 %tileRed <75 %tile
58.8
(99th %tile)
CCSSE and
NCCBPOdd years
Odd years
WTCS UFFAS operating cost/FTE
WTCS Cohort* Average
Green <115% 124.4% (FY15)WTCS
UFFAS A306AnnualYellow 115‐120% 126.9% (FY14)
Red >120% 119.1% (FY13)
Community College Survey of
Student Engagement (CCSSE)
Green 90+ %tileYellow 75‐89 %tileRed <75 %tile
60.6
(99th %tile)
CCSSE and
NCCBP
86
Total expenditures
Purpose
Focus
CONTINUING EDUCATION DIVISION
2014/15 2015/16 Budget 2016/17 Change fromActual Adopted Modified Budget 2015/16 Modified Budget
1.88%Benefits 366,313 1,410,398 1,410,398 1,474,879 64,481 4.57%Salaries 3,108,996$ 4,162,885$ 4,162,885$ 4,241,074$ 78,189$
2.86%
Operating expenditures 763,910 761,119 761,119 799,919 38,800
The Continuing Education Division provides and promotes a wide array of programming, specialized training and workforce
development options to anticipate and meet the diverse needs of customers throughout our district, including individuals,
employers, agencies, and business and industry partners.
The Continuing Education Division is focused on economic development, customized training, professional development
programming for our business and industry partners, as well as the programming for Emergency Medical Services, Public Safety,
Traffic Safety, licensing, and certification course work. The division also offers a multitude of personal enrichment courses
throughout the entire district.
Vice President,
Continuing Education / Executive Director,
Foundation & Rice Lake Campus Administration
WITC
Foundation
5.10%
4,239,218$ 6,334,402$ 6,334,402$ 6,515,872$ 181,470$
Administrative &
Campus Facilities
Career Prep
& K12 Relations
Business &
Industry
Contracts
College
Advancement
Continuing
Education
Administration
Outreach
Centers
Rice Lake
Campus
Administration
Public
Safety
Instruction
Police
Science
Emergency
Services
Rice Lake
Campus
Maintenance
Rice Lake
Campus
Food Service
Fire
Training
Traffic
Safety
Rice Lake
Conference
Center
87
Divisional Budgeted Positions
PresidentManagement
InstructionSupport Services
Technical ServicesCustodian
Activities
WITC policy requires that full‐time, benefit‐eligible positions are budgeted both by position as well as by salary and fringe
costs. A summary of board approved positions is provided on page 57. The information below represents the budgeted
positions contained in that summary for the Continuing Education Division.
College Division1 ‐
Position TypeEmployee
Count
Combined
Salaries
Fringe
Benefits Total
President ‐ ‐$ ‐$ ‐$
90 25
As 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.
157 3 20 ‐ 125 23 22 7
Management 25 1,613,636 619,054 2,232,690
Instruction ‐ Professional/Instructional 3 344,254 151,859 496,113
Professional/Support Services ‐ ‐ ‐ ‐
Office & Technical Support 23 764,524 405,762 1,170,286
Custodial 7 277,623 146,090 423,713
Budgeted Positions by Type Total 58 3,000,037$ 1,322,765$ 4,322,802$
1
90
157
20
125
22
‐ 20 40 60 80 100 120 140 160 180
President
Management
Instruction
Support Services
Technical Services
Custodian
Continuing Education Budgeted Positions
Division College
88
2015‐2018 Strategic action plan status
Develop regular, standardized communication with CE
division, especially adjunct faculty
Constant Contact utilized to communicate
to instructors on a quarterly basis.
In Progress
Develop a process for surveying CE Adjunct Faculty 50 percent of surveys are returned and
sorted through for ideas
Not Started
Increase contact with top district businesses 100% of the district's top 20 percent of the
appropriate organizations will be personally
contacted
In Progress
3 ‐ Foster a learning and working environment that nurtures trust, respect, and professional growth.
Action Item 2: Implement a comprehensive on‐boarding and training process for CE adjunct and full time faculty
Activity Measure(s) Status 12/31/2015Develop common process/orientation for new CE
instructor hires
Documented process is created and shared
with all employees that supervise CE
instructors
In Progress
Objective 3: Emphasize and provide opportunities and resources for support and technical staff learning and professional
development that help the College achieve its strategic goals and objectives.
2 ‐ Create and strengthen partnerships that benefit our stakeholders.Objective 3: Create Networking/Relationship Building/Connections Action Item 1: Expand community and business relationships
Activity Measure(s) Status 12/31/2015Collaborate with state consortiums for public and local
businesses to obtain grant funding opportunities to
support new initiatives.
50% of the top companies in the district are
personally contacted
In Progress
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 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.
Career Prep and K12 Relations develops external and internal relationships for the College and coordinates its Career Prep
program. The focus of the department is on the operating environment that exists in Wisconsin K12 education and the
coordination of collaborative programming arrangements with more than 45 school districts.
Action Item 2: Analyze and determine enrichment programming that meets community needs.
Activity Measure(s) Status 12/31/2015Implement the one‐year market plan for future
programming based on data
LERN recommendations and feedback from
communities
Not Started
Research grant opportunities based on community
programming needs.
Community opportunities supported and
funded
In Progress
Objective 3: Analyze and determine programming needs and opportunities by meeting community needs and serving
district residents.
1 ‐ Provide support and opportunities for student learning and success.
89
CompleteIn ProgressNot Started
Develop and implement a plan for enhancing &
expanding communication with students (including
text messaging)
Communication flow is developed/revised
to reflect new CRM functionality.
In Progress
4 ‐ Demonstrate effective leadership through collaboration with clear and consistent communication.Objective 2: Enhance External Communication – Recruitment and General Marketing Action Item 3: Research & Implement a Constituent Relations Management (CRM) application
Activity Measure(s) Status 12/31/2015Research & recommend collegewide Constituent
Relations Management (CRM) requirements as well as
an implementation timeline
Project plan including operational timeline
is completed.
Complete
1 11%6 67%2 22%
2015‐2018 Strategic action plan status (continued)
11%
67%
22%
Continuing Education2015‐2018 Strategic Plan Overall Status
Complete In Progress Not Started
90
* WTCS Cohort: BTC, CVTC, LTC, MSTC, MPTC, NCTC, WTC, WITC
Yellow 0‐0.9%
‐17.2% (FY13)
Green >5%Yellow 0‐4.9%
Red <0%
Cost/FTE ‐ Overall
Green >1%
‐12.41% (FY13)‐0.09% (FY12)
Green >24%Yellow 20‐24%Red <20%
Green <29%
Yellow 30‐35%
Red >36%
Divisional Strategic Metrics
Green >3.3%
32.9% (FY15)3.7% (FY14)‐4.4% (FY13)9.8% (FY15)0.0% (FY14)
5.0% (FY15)11.1% (FY14)5.9% (FY13)27.2% (FY15)5.9% (FY14)‐2.3% (FY13)
Customized Training ‐
Companies
Customized Training ‐
Net Profit
Customized Training ‐
Gross Revenue
Customized Training ‐
Contracts
Percent of total courses cancelled
divided by total courses scheduled
Percent of students enrolling in another
open enrollment course within a two‐
year period
Percent increase/decrease of gross
revenue compared to prior year from
class fees including adjustment for
Percent change from previous year of
unduplicated number of companies for
which contracts were implemented
Percent change from previous year
using net profit from 38.14 contracts
Cognos
Report
SR8005LERN Market
Segment
Analysis Rpt
Cognos CNED
Status Report38.14
Contract
Reporting38.14
Contract
Reporting38.14
Contract
Reporting38.14
Contract
Reporting
Annual
(August)
Annual
(August)
Annual
(August)
Annual
(October)
Annual
(September)
Annual
(October)
Annual
(October)
Annual
(October)
Annual
(October)
Metric Result
2,281 (FY15)
1,846 (FY14)
26.0% (FY14)27.2% (FY13)28.5% (FY12)‐3.38% (FY14)
25.4% (FY15)
32.6% (FY14)
Open enrollment ‐
Classes
Open enrollment ‐
Registrations
Open enrollment ‐
Course Cancellation
Open enrollment ‐
Customer Repeat
Open enrollment ‐
IncomeYellow 0‐3.2%
Red <0%
TimelineData SourceGreen 2,518+
Yellow 1,846‐2,517Red <1,846
Definition/Calculation
Total number of open enrollment
classes that ran. (Aid codes 42, 47, 60)
Signal Values
Increase previous year total number of
open enrollment registrations from
open enrollment classes ran
Green 886+
Yellow 0‐885
Red <0
17,299 (FY15)
18,352 (FY14)
Cognos
Report
SR8005Cognos
Report
SR8005
Red <0%
Percent change from previous year
using net profit from 38.14 contracts
Green >3%Yellow 0‐2.9%
Red <0%
Percent change from previous year
using net profit from 38.14 contracts
Green >3%Yellow 0‐2.9%
Red <0%
WTCS UFFAS operating cost/FTE WTCS
Cohort* Average
Green <115% 124.4% (FY15)WTCS
UFFAS A306
Annual
(January)Yellow 115‐120% 126.9% (FY14)
Red >120% 119.1% (FY13)
91
Total expenditures
Purpose
Focus
5,996,933$ 6,047,514$ 50,581$ 0.84%
Director of
Enrollment
Superior Campus
Dean of Students
2014/15 2015/16 Budget 2016/17 Change fromActual Adopted Modified Budget 2015/16 Modified Budget
Benefits 1,042,142 1,647,747 1,728,596 1,779,048 50,452 2.92%Salaries 2,513,703$ 3,539,390$ 3,716,434$ 3,786,131$ 69,697$ 1.88%
927,664 551,903 482,335 (69,568)
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 is responsible for providing services to students related to recruitment, admission, enrollment,
financing, billing, retention, student life, graduation, and employment assistance. Some examples of services provided
include the operation of bookstores, health services, counseling, student activities, advertising, new student orientation, and
access to transcripts.
Vice President,
Student Affairs &
Ashland Campus Administration
Student ServicesFinancial
Aid
Records &
Registration
Learning
Resources
Administrative &
Campus Facilities
Director,
Learning
Resources
Director,
Financial Aid
The Student Affairs Division is focused on providing services to students in all aspects of the college from recruitment,
admission, enrollment, financing, library resources, student life, graduation, and employment assistance.
Ashland
Conference
Center
‐12.61%
4,094,191$ 6,114,801$
STUDENT AFFAIRS DIVISION
Operating expenditures 538,346
92
Divisional Budgeted Positions
PresidentManagement
InstructionSupport Services
Technical ServicesCustodian
Activities
WITC policy requires that full‐time, benefit‐eligible positions are budgeted both by position as well as by salary and fringe
costs. A summary of board approved positions is provided on page 57. The information below represents the budgeted
positions contained in that summary for the 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.
125 53 22 3
90 16 157
Management 16
Office & Technical Support 53
20 19
Position TypeEmployee
Count
Combined
Salaries
Fringe
Benefits Total
‐
College Division1 ‐
President ‐ ‐$ ‐$ ‐$
1,175,917 480,362 1,656,279
Instruction ‐ Professional/Instructional ‐ ‐ ‐ ‐
Professional/Support Services 19 967,923 385,362 1,353,285
1,829,832 1,024,765 2,854,597
Custodial 3 122,280 80,170 202,450
Budgeted Positions by Type Total 91 4,095,952$ 1,970,659$ 6,066,611$
1
90
157
20
125
22
‐ 20 40 60 80 100 120 140 160 180
President
Management
Instruction
Support Services
Technical Services
Custodian
Student Services Budgeted Positions
Division College
93
2015‐2018 Strategic action plan status
Develop consistent procedures & job roles &
responsibilities
Procedures, roles, and responsibilities
clearly defined.
Define roles and responsibilities of Career Specialists,
Admissions Advisors, and Counselors
Job descriptions revised and/or confirmed
designed to maximize enrollment, student
success, and student satisfaction
Complete
Complete
1 ‐ Provide support and opportunities for student learning and success.
Identify best practices for job descriptions and
functions internal & external
Information available from other colleges. Complete
Develop a model for a merchandising plan utilizing
national resources
3 ‐ Foster a learning and working environment that nurtures trust, respect, and professional growth.
Objective 1: Develop a systematic approach that will raise students’ level of essential skills for success in both
employment and life.
Activity Measure(s) Status 12/31/2015
Action Item 1: Develop consistent processes, procedures & expectations within Student Affairs that supports student
success and enrollment as it relates to Career Specialists, Counselors, and Admission Advisors.
Identify and gather enrollment data to determine
where student barriers or gaps exist.
Enrollment data available for review. Complete
Identify opportunities to improve enrollment and
student support. Gather feedback from counselors,
admissions advisors and career specialists.
Feedback from all groups. Opportunities
identified
Complete
Status 12/31/2015Increase Profitability and sales
merchandise
Complete
Student Affairs team reviews recommended changes
& alignment of admissions activities
Consensus on a consistent approach at all
campuses.
Complete
Collaborate with HR to develop revised job description
and /or expectations.
Completed, accurate job descriptions for all
three positions.
Complete
Develop, implement and evaluate a plan with specific
goals and metrics
Plan with specific goals and metrics has
been implemented and review is ongoing
In Progress
Work with marketing team for assistance with
marketing strategies
Marketing strategies will be implemented Not started
Objective 3: Emphasize and provide opportunities and resources for support and technical staff learning and professional
development that help the College achieve its strategic goals and objectives. Action Item 5: Develop and implement procedures that will improve consistency and improve the student experience
and to insure college, state & federal compliance.
Activity Measure(s) Status 12/31/2015Identify highest area of compliance risk &
opportunities to prioritize procedural clarifications
based on staff needs
Areas identified based on prior audit
concerns, staff feedback, and SSI results.
Complete
Develop and implement communication plan Job roles communicated to SA team and
others as needed.
In Progress
Objective 4: Plan and improve faculties and technology to support the learning environment.Action Item 2: Develop and implement plan for increased profitability & expand merchandising
Activity Measure(s)
94
2015‐2018 Strategic action plan status (continued)
CompleteIn ProgressNot Started
11 50%4 18%7 32%
identify best practices and opportunities to improve
efficiencies and develop procedures
Best practices and opportunities identified
and procedures developed
Complete
Objective 3: Emphasize and provide opportunities and resources for support and technical staff learning and professional
development that help the College achieve its strategic goals and objectives. Action Item 5: Develop and implement procedures that will improve consistency and improve the student experience
and to insure college, state & federal compliance.
Activity Measure(s) Status 12/31/2015
Implement & train FA staff Training ongoing In Progress
Identify FA information and procedures to
communicate to staff outside of the FA area
Information and procedures identified for
communication.
Not started
Monitor & document compliance Process in place for monitoring Not started
4 ‐ Demonstrate effective leadership through collaboration with clear and consistent communication.Objective 2: Enhance External Communication – Recruitment and General Marketing Action Item 3: Research & Implement a Constituent Relations Management (CRM) application
Activity Measure(s) Status 12/31/2015Research & recommend collegewide Constituent
Relations Management (CRM) requirements as well as
an implementation timeline
Project plan including operational timeline
is completed.
Complete
Develop and implement a plan for enhancing &
expanding communication with students (including
text messaging)
Communication flow is developed/revised
to reflect new CRM functionality.
In Progress
3 ‐ Foster a learning and working environment that nurtures trust, respect, and professional growth.
50%
18%
32%
Student Affairs2015‐2018 Strategic Plan Overall Status
Complete In Progress Not Started
95
* WTCS Cohort: BTC, CVTC, LTC, MSTC, MPTC, NCTC, WTC, WITC
Divisional Strategic MetricsMetric Definition/Calculation Signal Values Result Data Source Timeline
Accommodations Number of students served per term.
Green >200294 (FY14)
Cognos
Report
BS8032
AnnualYellow 150‐199Red <150
Admissions and
Financial Aid
Overall satisfaction level for this
category on Student Satisfaction
Inventory
Green >90 %tileNoel Levitz
SSI & NCCBP
Every two
yearsYellow 75‐89.9 %tile
Red <75 %tile
6.0
(95th %tile)
Inquiries Total number of inquiries per year
Cognos
Report
BS8001
Annual
Financial Aid Default
Rate3‐Year Rates
Financial Aid
OfficeAnnual
3356 (FY14)Green >3,100
Yellow 2,700‐3,099Red <2,699Green <15%
Yellow 15.1‐30%Red <30%
16.5% (FY12)
Persistence
Course Completion – Credits
successfully (C or better)
completed/credits attempted‐UGRD
Green >85% College
Effectiveness
Persistence
AnnualYellow 80%‐84.9%Red <80%
83.0% (FY15)
81.3% (FY13)
Registration
Effectiveness
Overall satisfaction level for this
category on Student Satisfaction
Inventory
Green >90 %tileNoel Levitz
SSI & NCCBP
Every two
yearsYellow 75‐89.9 %tile
Red <75 %tile
6.0
(92nd %tile)
RetentionPercent of students retained from fall to
fall semester ‐ UGRD
Green >75% College
Effectiveness
Retention
AnnualYellow 70%‐74.9%Red <70%
73.6% (FY15)
73.7% (FY14)
RetentionPercent of students retained from fall to
spring semester ‐ UGRD
Green >80% College
Effectiveness
Retention
AnnualYellow 75%‐79.9%Red <75%
78.2% (FY15)
77.9% (FY14)
LRC ‐ Staff
Noel‐Levitz Student Satisfaction
Inventory (SSI), Question: Library staff
are helpful and approachable
Green >6 6.33 (FY14)Noel Levitz
SSIBiannualYellow 5‐5.99 6.12 (FY12)
Red <5 5.82 (FY10)
Cost/FTE ‐ OverallWTCS UFFAS operating cost/FTE WTCS
Cohort* Average
Green <115% 124.4% (FY15)WTCS
UFFAS A306
Annual
(January)Yellow 115‐120% 126.9% (FY14)
Red >120% 119.1% (FY13)
LRC ‐ Resources &
Services
Noel‐Levitz Student Satisfaction
Inventory (SSI), Question: Library
resources and services are adequate
Green >6 6.23 (FY14)Noel Levitz
SSIBiannualYellow 5‐5.99 6.01 (FY12)
Red <5 5.80 (FY10)
96
Total expenditures
Purpose
Focus
INSTITUTIONAL EFFECTIVENESS DIVISION
2014/15 2015/16 Budget 2016/17 Change fromActual Adopted Modified Budget 2015/16 Modified Budget
25.10%Benefits 368,944 180,932 422,034 505,100 83,066 19.68%Salaries 816,443$ 356,380$ 770,578$ 963,987$ 193,409$
‐7.86%
1,249,173$ 592,087$ 1,454,026$ 1,709,962$ 255,936$ 17.60%
Operating expenditures 63,786 54,775 261,414 240,875 (20,539)
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.
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.
Quality
Improvement
Research &
Data
Resource
Development
Administrative &
Campus Facilities
New Richmond
Campus
Administration
New Richmond
Campus
Maintenance
New Richmond
Conference
Center
Vice President
Institutional Effectiveness &
New Richmond Campus Administrator
97
Divisional Budgeted Positions
PresidentManagement
InstructionSupport Services
Technical ServicesCustodian
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
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
Resource Development 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.
WITC policy requires that full‐time, benefit‐eligible positions are budgeted both by position as well as by salary and fringe
costs. A summary of board approved positions is provided on page 57. The information below represents the budgeted
positions contained in that summary for Institutional Effectiveness.
1 ‐ 90 7 157 ‐ 20 ‐
Position TypeEmployee
Count
Combined
Salaries
Instruction ‐ Professional/Instructional ‐ ‐
Custodial
125 6 22 6
College Division
Fringe
Benefits Total
President ‐ ‐$ ‐$ ‐$
Management 7 511,762 194,713 706,475
‐ ‐
Professional/Support Services ‐ ‐ ‐ ‐
Office & Technical Support 6 225,220 171,607 396,827
Budgeted Positions by Type Total 19 969,790$ 509,186$ 1,478,976$
6 232,808 142,866 375,674
1
90
157
20
125
22
‐ 20 40 60 80 100 120 140 160 180
President
Management
Instruction
Support Services
Technical Services
Custodian
Institutional Effectiveness Budgeted Positions
Division College
98
2015‐2018 Strategic action plan status2 ‐ Create and strengthen partnerships that benefit our stakeholders.Objective 1: Develop additional approaches to provide work‐based learning opportunities with assistance of our
Business & Industry partners. Action Item 1: Analyze the current and potential needs for work‐based learning opportunities.
Activity Measure(s) Status 12/31/2015Collect data on current types of work‐based learning
activities in UGRD programming for presentation to
the President's Cabinet
A comprehensive document documenting
each UGRD program's current
opportunities was presented
Complete
Activity Measure(s) Status 12/31/2015
Review literature, best practices, and benchmarks
from similar institutions.
Discussion held with President's Cabinet Complete
Prepare materials that can be used to explain current
opportunities.
Materials available to be used when
sharing opportunities, process, and contact
information
In Progress
3 ‐ Foster a learning and working environment that nurtures trust, respect, and professional growth.Objective 3: Emphasize and provide opportunities and resources for support and technical staff learning and professional
development that help the College achieve its strategic goals and objectives. Action Item 3: Develop a college resource of internal Quality Improvement systems facilitators and/or trainers.
Develop a training plan which may include incentives
to become a process improvement facilitator.
Training plan approved by President's
Cabinet.
Identify staff for training. Staff are selected for training.
Identify professional development opportunities.
Investigate current WITC process improvement
resources related to LEAN systems, value‐stream
mapping, and other quality improvement techniques.
Listing of current WITC staff with this skill is
completed.
Complete
A schedule/list with budget of potential
training opportunities is in place.
In Progress
Not started
Not started
Develop a schedule of training opportunities and train
selected staff.
1‐3 additional staff members are trained as
LEAN systems and other quality
improvement facilitators.
Not started
Notify/publish to college departments the process
improvement methods available for scheduling.
Process Improvement Resources available
to staff.
Not started
4 ‐ Demonstrate effective leadership through collaboration with clear and consistent communication.Objective 1: Improve Internal Communications and Decision‐Making Action Item 3: Implement unit reviews for all non‐instructional/functional areas of the College.
Activity Measure(s) Status 12/31/2015Investigate best practices and develop DRAFT process
(to include divisional metric review ).
President's Cabinet approves process Complete
Develop final process, review schedule, and needed
documentation.
Schedule and process are published and
communicated collegewide.
Not started
Implement review cycles, publish documentation of
completion, and provide executive summaries to the
VPs and President.
Divisional review portfolios completed and
published on The Connection.
Not started
99
CompleteIn ProgressNot Started
* WTCS Cohort: BTC, CVTC, LTC, MSTC, MPTC, NCTC, WTC, WITC
4 33%2 17%6 50%
Divisional Strategic MetricsMetric Definition/Calculation Signal Values Result Data Source Timeline
Graduate Follow‐up
ParticipationResponse Rate
Green >80%85% (FY14)
84% (FY13)
Graduate
Follow‐up
Survey
AnnualYellow 70%‐79%Red <70%
Accreditation Timelines
MetPercent met versus number required
Green 100%100% HLC Annual
Red <100%
Employee Satisfaction
Survey ParticipationResponse Rate
Green <70%84% FT (FY15)
70% FT (FY13)
Noel Levitz
SSI
3‐Year
CycleYellow 50%‐69%
Red <50%
Budget Planning Percent over/under
Green <0% over24.5% under
(FY15)
FY15 PC26
Request
Summary
AnnualYellow 1‐10% overRed>11% over
Reaffirmation of
AccreditationReaffirmation received
Green‐Full2021‐2022 ncanic.org
8‐Year
CycleYellow‐w/MonitoringRed‐serious concern
College Effectiveness
MeasuresUpdated yearly
Green‐YesYes
The
ConnectionAnnualYellow‐Partially
Red‐Not Updated
Divisional Metrics Updated yearly
Green‐YesYes
The
ConnectionAnnualYellow‐Partially
Red‐Not Updated
Grants ‐ RevenueTotal dollars received from grants
awarded
Green >$2.3MPeopleSoft
FinancialsAnnualYellow $2.2M‐$2.3M
Red<$2.2M
Grants ‐ New GrantsTotal number of new grants applied for
in a fiscal year
Green >9 17 (FY15)The
ConnectionAnnualYellow 5‐8 8 (FY14)
Red <5 7 (FY13)
$2.35M (FY15)$2.25M (FY14)$1.85M (FY13)
Cost/FTE ‐ OverallWTCS UFFAS operating cost/FTE WTCS
Cohort* Average
Green <115% 124.4% (FY15)WTCS
UFFAS A306
Annual
(January)Yellow 115‐120% 126.9% (FY14)
Red >120% 119.1% (FY13)
33%
17%
50%
Institutional Effectiveness2015‐2018 Strategic Plan Overall Status
Complete In Progress Not Started
100
Total expenditures
Purpose
Focus
Vice President
Human Resources,
Risk Management &
Shell Lake Office Administration
Administrative
Office
Facilities
Shell Lake Office
Administration
Recruitment, Retention &
CertificationRisk Management
Shell Lake
Conference
Center
Employee
Benefits
HUMAN RESOURCES DIVISION
2014/15 2015/16 Budget 2016/17 Change fromActual Adopted Modified Budget 2015/16 Modified Budget
5.22%Benefits 159,707 165,539 165,539 187,096 21,557 13.02%Salaries 496,886$ 519,324$ 519,324$ 546,415$ 27,091$
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.
8.58%
1,300,484$ 994,253$ 1,232,778$ 1,328,429$ 95,651$ 7.76%
Operating expenditures 643,891 309,390 547,915 594,918 47,003
101
Divisional Budgeted Positions
PresidentManagement
InstructionSupport Services
Technical ServicesCustodian
Activities
Risk Management coordinates employee workers' compensation, accident reporting and investigation, safety planning and
emergency procedures as well as the chairing the collegewide safety committee
Recruitment, Retention & Certification coordinates staffing requests, recruitment, job descriptions and organizational
charts, as well as processes relating to hiring and employee recognition programs
WITC policy requires that full‐time, benefit‐eligible positions are budgeted both by position as well as by salary and fringe
costs. A summary of board approved positions is provided on page 57. The information below represents the budgeted
positions contained in that summary for Human Resources.
Employee Benefits coordinates and is responsible for College payroll processing, benefits plans administration, benefit
surveys, unemployment, COBRA, employee recognition programs and leave of absences
125 1 22 ‐
College Division1 ‐ 90 6 157 ‐ 20 ‐
Position TypeEmployee
Count
Combined
Salaries
Fringe
Benefits Total
President ‐ ‐$ ‐$ ‐$
Management 6 419,539 169,550 589,089
Instruction ‐ Professional/Instructional ‐ ‐ ‐ ‐
Professional/Support Services ‐ ‐ ‐ ‐
Office & Technical Support 1 31,926 14,583 46,509
Budgeted Positions by Type Total 7 451,465$ 184,133$ 635,598$
Custodial ‐ ‐ ‐ ‐
1
90
157
20
125
22
‐ 20 40 60 80 100 120 140 160 180
President
Management
Instruction
Support Services
Technical Services
Custodian
Human Resources Budgeted Positions
Division College
102
2015‐2018 Strategic action plan status
Objective 5: Enhance strategies to recruit and retain positively engaged and responsive employees.Action Item 1: Review compensation mechanisms.
Activity Measure(s) Status 12/31/2015Obtain a review of current pay practices and
recommendation of viable options for consideration.
Communications to include employee meetings and
budget considerations.
Employee Satisfaction;4.0 out of 5.0
Turnover 10% or less
Recruitment/Applicant response; average
20 applicants
In Progress
Action Item 4: Develop flexible training video materials & increase marketing of The Connection ‐ Training & Support
site and Atomic Learning
Activity Measure(s) Status 12/31/2015Identify training video needs and develop training
videos
Needs identified and videos developed In Progress
Develop communications plan to increase awareness
of The Connection>Training & Support and Atomic
Learning
Communications Plan is sent to all staff. Not started
Not started
Systematize the resources and develop a plan to
ensure they are kept current and delivered to new and
existing staff as appropriate.
Integrated into College wide Professional
Development plan
Not started
Develop an assessment tool to ensure feedback is
solicited for resource improvement
Integrated into College wide Professional
Development plan
Not started
Communicate and implement plan Plan implemented Not started
Develop staff training resources Training resources developed
Objective 3: Emphasize and provide opportunities and resources for support and technical staff learning and professional
development that help the College achieve its strategic goals and objectives.
Activity Measure(s) Status 12/31/2015Recruitment, Retention & Certification coordinates
staffing requests, recruitment, job descriptions and
organizational charts, as well as processes relating to
hiring and employee recognition programs
Strategy Plan Timeline In Progress
Action Item 1: Launch a formalized professional development plan that is customized for each position utilizing
College side platforms such as Blackboard for delivery
3 ‐ Foster a learning and working environment that nurtures trust, respect, and professional growth.
Identify resources needed for ongoing progress Feedback from professional development
event evaluations
In Progress
Assign development days for all CE staff and design
breakout sessions to meet needs of specific groups.
Existing dates: Teaching/Learning Days & College‐wide
in‐services
A training plan has been established for all
support staff in CE
In Progress
Identify Student Services staff training needs such as
PeopleSoft, FERPA, and Red Flag
Training Identified In Progress
103
CompleteIn ProgressNot Started
3 16%11 58%5 26%
Activity Measure(s) Status 12/31/2015Implement a staff‐development program based on
OnCourse principles so that all staff share a common
framework and language with one another and with
students.
A purposeful, ongoing staff‐development
initiative that shapes at least one annual
inservice will be implemented by 2017‐
2018
In Progress
2015‐2018 Strategic action plan status (continued)
Hold employee meetings to kick off Compensation
Study process
meetings held In Progress
Review current pay practices and alignment with
recruitment and retention goals.
current pay reviewed In Progress
4 ‐ Demonstrate effective leadership through collaboration with clear and consistent communication.Objective 1: Improve Internal Communications and Decision‐Making Action Item 1: Build a common framework for improved successful interpersonal development
Review Proposals, make selection Consultant selected; contract signed Complete
Consultant Meeting with President's Cabinet ‐
clarification and direction determined
scope of work defined In Progress
Establish Compensation Study Taskforce taskforce established In Progress
Objective 5: Enhance strategies to recruit and retain positively engaged and responsive employees.Action Item 1: Review compensation mechanisms.
Activity Measure(s) Status 12/31/2015Issue RFP for Compensation Consultant Adequate number of responses received Complete
Selection RFP Review Committee Committee selection of consultant Complete
3 ‐ Foster a learning and working environment that nurtures trust, respect, and professional growth.
16%
58%
26%
Human Resources2015‐2018 Strategic Plan Overall Status
Complete In Progress Not Started
104
* WTCS Cohort: BTC, CVTC, LTC, MSTC, MPTC, NCTC, WTC, WITC
Workers' Comp ‐
Return to work with
restriction
Number of cases of return to work with
restriction
Green <2
Yellow 3‐5
Red >6
4 (CY15) The
ConnectionAnnual
3 (CY14)
Workers' Comp ‐ Cases
with lost timeNumber of cases with lost time
Green <2
Yellow 3‐5
Red >6
5 (CY15) The
ConnectionAnnual
1 (CY14)
Workers' Comp ‐
Number of days lost
Number of days lost to workers'
compensation injury ‐ severity
Green <15
Yellow 16‐40
Red >41
52 (CY15) The
ConnectionAnnual
60 (CY14)
Cost/FTE ‐ OverallWTCS UFFAS operating cost/FTE WTCS
Cohort* Average
Green <115% 124.4% (FY15)WTCS
UFFAS A306
Annual
(January)Yellow 115‐120% 126.9% (FY14)
Red >120% 119.1% (FY13)
Academic Day
Attendance
Percentage of unduplicated staff
attending at least one Academic Day.
The
ConnectionAnnual
Green >95.1%
Yellow 90.1%‐95%
Red <90%
100% (FY15)
100% (FY14)
Collegewide Inservice
Events
Four events surveyed for attendee
satisfaction (satisfied or very satisfied)
The
ConnectionAnnual
Collegewide Inservice
Attendance
Percentage of unduplicated staff
attending at least one Collegewide
Inservice.
The
ConnectionAnnual
Green >90.1%
Yellow 80.1%‐90%
Red <80%
88.24% (FY15)
81.90% (FY14)
Green >90.1%
Yellow 80.1%‐90%
Red <80%
98.20% (FY15)
99.76% (FY14)
Selection CommitteesRating on Human Resource customer
service
Green >4.05 (FY15)
Research &
Data OfficeAnnualYellow 3.1‐3.9
Red <3.0
Discrimination/
Harassment ‐ Students
Number of findings of intentional
discrimination/harassment
The
ConnectionAnnual
0 (FY15)
1 (FY14)
Green 0
Yellow 1
Red >2
Discrimination/
Harassment ‐
Employees
Number of findings of intentional
discrimination/harassment
Green 00 (FY14)
The
Connection
Annual
(August)Yellow 1Red >2
Employee Satisfaction
CESS Survey Overall Satisfaction rating
with at least 60% of employees
responding
Green >4.04.15 (FY15)
Noel Levitz
SSI
3‐Year
CycleYellow 3.1‐3.9
Red <3.0
WTCS CertificationPercent of required certified staff
actually certified.
Green >95.1%98% (FY14)
The
Connection
Annual
(March)Yellow 90.1%‐95%
Red <90%
WTCS Certification Audit exceptionsGreen < 3 @ $25K
5 (FY14)The
Connection
Annual
(March)Red any at >$25K
Divisional Strategic MetricsMetric Definition/Calculation Signal Values Result Data Source Timeline
105
Total expenditures
Purpose
Focus
6,774,234$ (174,731)$ ‐2.51%
9.21%
The focus of Business Services is on the communication of timely and accurate financial data utilizing technology to support
the implementation of collegewide directives.
The focus of Technology Services is on the maintenance of, as well as continual analysis of growth opportunities in the field of
technology to support the implementation of collegewide initiatives.
Applications
Development
1,945,866$ (46,809)$
2,987,451 Operating expenditures
‐2.35%Benefits 2,033,955
(239,120) 3,749,216 3,510,096
BUSINESS & TECHNOLOGY SERVICES DIVISION
Salaries1,701,459 1,207,074 1,318,272 111,198
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.
The Technology Services Division is responsible for supporting the technology functions of the College including software
maintenance, instructional hardware, video conferencing and user applications such as PeopleSoft, Cognos and The
Connection.
‐6.38%
7,028,844$
4,384,778
8,964,233$ 6,948,965$
2014/15 2015/16 Budget 2016/17 Change fromActual Adopted Modified Budget 2015/16 Modified Budget
2,007,439$ 2,877,996$ 1,992,675$
Distance
Learning
Vice President
Business & Technology Services/
Chief Financial Officer
Information
Technology
Network
Support
Services
Instructional
Television
Accounts
Receivable
Cash
Management
Payroll
Processing
Video
Networking
Financial
Accounting
Services
College
Procurement
Student
Financial
Services
Accounts
Payable
Student
Billing &
Collections
Web
Design
106
Divisional Budgeted Positions
PresidentManagement
InstructionSupport Services
Technical ServicesCustodian
ActivitiesFinance 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.
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.
WITC policy requires that full‐time, benefit‐eligible positions are budgeted both by position as well as by salary and fringe
costs. A summary of board approved positions is provided on page 57. The information below represents the budgeted
positions contained in that summary for Business & Technology Services.
College Division1 ‐
Position TypeEmployee
Count
Combined
Salaries
Fringe
Benefits Total
President ‐ ‐$ ‐$ ‐$
90 15 157 ‐ 20 1 125 22 22 ‐
Management 15 1,034,248 435,744 1,469,992
Instruction ‐ Professional/Instructional ‐ ‐ ‐ ‐
Professional/Support Services 1 49,323 18,192 67,515
Office & Technical Support 22 932,712 530,287 1,462,999
Custodial ‐ ‐ ‐ ‐
Budgeted Positions by Type Total 38 2,016,283$ 984,223$ 3,000,506$
1
90
157
20
125
22
‐ 20 40 60 80 100 120 140 160 180
President
Management
Instruction
Support Services
Technical Services
Custodian
Business & Technology Services Budgeted Positions
Division College
107
Occupancy sensors and other ways of monitoring
room temperatures and air changes
Improved usage of heating, air conditioning
and electricity usage.
Not started
Evaluate the potential for initiating a Green Revolving
Fund ‐ and establish this if it appears helpful for WITC
Fund established Complete
Assess the strengths and weaknesses at each campus
of the physical and technological first impression
experience of students
Complete projects as established on the
Master Facility Plan
Not started
Continuing Education Bolt‐On Customized Instruction
online registration and payment
External organizations would be able to
enroll their staff in Continuing Education
classes as a block enrollment thereby
reducing third‐party contacts and requiring
immediate payment
In Progress
Objective 4: Plan and improve faculties and technology to support the learning environment.
Activity Measure(s) Status 12/31/2015Update and monitor the Master Facility Plan Complete projects as established on the
Master Facility Plan
In Progress
Action Item 1: Master Facility Plan
Objective 3: Analyze and determine programming needs and opportunities by meeting community needs and serving
district residents.
Activity Measure(s) Status 12/31/2015
Action Item 3: Eliminate barriers to students in allowing them to charge enterprise activities to their student accounts
Implement a procedure that integrates Nebraska
Books and PeopleSoft to allow UGRAD students to
charge textbooks to their WITC student account
Students are allowed to order and charge
books via the student account and then
subsequently pay for their books on a
payment plan.
Complete
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 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.
2015‐2018 Strategic action plan status1 ‐ Provide support and opportunities for student learning and success.Objective 1: Develop a systematic approach that will raise students’ level of essential skills for success in both
employment and life. Action Item 1: Improve student financial literacy
Activity Measure(s) Status 12/31/2015Develop a web page including links to financial literacy
information available to students and staff
Decrease outstanding student receivables
through timely payments.
In Progress
Automate State Debt Collection (SDC) process Reduce manual data entry for SDC Not started
108
Activity Measure(s) Status 12/31/2015Demonstrate use of class capture and best practices to
faculty.
A minimum of 3 instructional sessions are
scheduled per year. The number of
instructors using class capture and the
number of lessons recorded will increase
by 30% each year.
In Progress
Develop a schedule that would provide as much real‐
time chat support for students.
Schedule is adopted and posted on
appropriate web sites and BlackBoard.
Not started
Promote BlackBoard Mobile as a reasonable means to
access BlackBoard content.
A clear marketing strategy is adopted to
alert students that BlackBoard is accessible
on their mobile devices.
Not started
Work with respective WILM Teams to gain initiative
status for mobile applications.
Development of mobile applications will be
an approved, WILM initiative.
In Progress
3 ‐ Foster a learning and working environment that nurtures trust, respect, and professional growth.Objective 2: Determine areas for faculty development relative to use of best instructional practices. Action Item 2: Provide support for students using technological applications.
Determine the tutorials needed and rank them in
priority order of importance.
Prioritized list is shared with President's
Cabinet
Not started
Assign smaller sub‐groups to develop the mini‐lessons. Five tutorials each year are produced and
posted for student use.
Not started
Action Item 4: Provide additional instructional and administrative resources/functionality through mobile applications
Activity Measure(s) Status 12/31/2015
Complete projects as established on the
Master Facility Plan
Not started
Give special consideration in planning and remodeling
for visibility of our labs to visitors in order to showcase
our labs and programs
Complete projects as established on the
Master Facility Plan
Not started
Action Item 3: Provide support for students in alternate delivery settings
Activity Measure(s) Status 12/31/2015
2015‐2018 Strategic action plan status (continued)1 ‐ Provide support and opportunities for student learning and success.Objective 4: Plan and improve faculties and technology to support the learning environment.Action Item 1: Master Facility Plan
Activity Measure(s) Status 12/31/2015
Assemble the on‐line work group Work group membership is approved by
President's Cabinet and meetings
scheduled
Not started
Develop campus specific recommendations for
improvement and develop collegewide plan
Complete projects as established on the
Master Facility Plan
Not started
Integrate plan into budgeting and master facility plan Complete projects as established on the
Master Facility Plan
In Progress
Develop a schedule for lab maintenance and updating
on a periodic basis for all Trade and Technical labs.
Establish a standard collegewide including electrical,
lighting, safety, HVAC, pneumatic water, ceilings,
walls, and floors
109
CompleteIn ProgressNot Started
Develop and implement a plan for enhancing &
expanding communication with students (including
text messaging)
Communication flow is developed/revised
to reflect new CRM functionality.
In Progress
5 18%11 39%12 43%
Webpage to include 1098‐T, financial literacy, student
FAQs
Page is built and put into production. In Progress
Action Item 3: Research & Implement a Constituent Relations Management (CRM) application
Activity Measure(s) Status 12/31/2015Research & recommend collegewide Constituent
Relations Management (CRM) requirements as well as
an implementation timeline
Project plan including operational timeline
is completed.
Complete
Objective 2: Enhance External Communication – Recruitment and General Marketing Action Item 1: WITC Website redesign
Activity Measure(s) Status 12/31/2015Redesign the WITC website Website is completed and live by Fall 2016. In Progress
Create a webpage to include communication
documents for various aspects within Student
Financials Self‐Service
Reduce student questions regarding self‐
service which should all a decrease in
resources allocated to the effort.
In Progress
Develop comprehensive budget versus actual reports
to budget managers through Cognos Finance reports
Faculty and Staff will have access to daily
updated financial reports
Complete
Train staff on how to use Cognos reports to analyze
budgets
Faculty and Staff will have access to daily
updated financial reports
Complete
Design a cost/FTE metric for divisions Metrics are published. In Progress
4 ‐ Demonstrate effective leadership through collaboration with clear and consistent communication.Objective 1: Improve Internal Communications and Decision‐Making Action Item 2: Improve internal Business Office fiscal reporting mechanisms
Activity Measure(s) Status 12/31/2015
2015‐2018 Strategic action plan status (continued)
18%
39%
43%
Business & Technology Services2015‐2018 Strategic Plan Overall Status
Complete In Progress Not Started
110
* WTCS Cohort: BTC, CVTC, LTC, MSTC, MPTC, NCTC, WTC, WITC
Survey
Results
Annual
Review
Green >85%
Red <80%
Technology Access
Phone System
Based on
‐ 15 hours/day (7 am to 10 pm)
‐ 6 days/week (Mon‐Sat)
‐ 4680 total hours/FY
Green >99%
Yellow 98.5%‐98.9%
Red<98.5%
None
Available
Yellow 80%‐84.9%Persistence
Course Completion – Credits
successfully (C or better)
completed/credits attempted‐UGRD
83.0% (FY15)
81.3% (FY13)
College
Effectiveness
Persistence
Annual
Employee & Student
Satisfaction
Based on log‐on survey regarding
access, support, and Help Desk
Green >4.25
Yellow 3.75 ‐4.24
Red <3.75
None
Available
Technology Access
LMS/Blackboard,
witc.edu, E‐mail
Based on
‐ 24 hours/day
‐ 7 days/week
‐ 8760 hours/FY
System
Logs
Annual
Review
Technology Access
PeopleSoft & The
Connection
Based on
‐ 15 hours/day (7 am to 10 pm)
‐ 6 days/week (Mon‐Sat)
‐ 4680 total hours/FY
Green >99%
Yellow 98.5%‐98.9%
Red<98.5%
None
Available
System
Logs
Annual
Review
System
Logs
Annual
Review
Green >99%
Yellow 98.5%‐98.9%
Red<98.5%
None
Available
Funded OPEB Liability Trust Assets/OPEB Liability
Audited
Financial
Statements
Annual
(January)45.55% (FY13)
Network Uptime
All Locations
All Functions
Based on (LAN, WAN, Wireless)
‐ 24 hours/day
‐ 7 days/week service level
‐ 8760 total hours/FY
System
Logs
Annual
Review
50.08% (FY15)48.15% (FY14)
Green >85%Yellow 50‐85%Red <50%
None
Available
Green >99%
Yellow 98.5%‐98.9%
Red<98.5%
Reserve for Operations
Fund Balance
Designated for Operations/ (Property
Tax Receivable+10% of Next Year
Operational Budget
Published
Budget
Document
Annual
(July)57.5% (FY14)
Debt Ratio Total Liabilities/Total Assets
Audited
Financial
Statements
Annual
(January)47.80% (FY13)
99.5% (FY16)94.5% (FY15)
50.65% (FY15)50.56% (FY14)
Green <90%Yellow 90%‐100%
Red >100%Green <50%Yellow 50‐70%Red >70%
Facilities Capital Asset
Condition
Facilities AD/Facilities Gross Fixed
Assets
Green <50% Audited
Financial
Statements
Annual
(January)Yellow 50‐70%Red >70%
Equipment Capital
Asset Condition
Equipment AD/Equipment Gross Fixed
Assets
Audited
Financial
Statements
Annual
(January)78.92% (FY13)
75.64% (FY15)78.57% (FY14)
51.94% (FY14)51.76% (FY13)
49.67% (FY15)
Green <50%Yellow 50‐70%Red >70%
Cost/FTE ‐ Non‐
Instructional
WTCS UFFAS non‐instructional cost/FTE
WTCS Cohort* Average
Green <115%WTCS
UFFAS A306
Annual
(January)Yellow 115‐120%
Red >120%
Composite Financial
IndexRatio Map Calculations
Green >1.1 HLC
Institutional
Update
Annual
(January)Yellow 0.0‐1.0Red >‐.01
2.4 (FY15)2.4 (FY14)2.6 (FY13)
124.4% (FY15)121.3.% (FY14)125.8% (FY13)
Cost/FTE ‐ InstructionalWTCS UFFAS instructional cost/FTE
WTCS Cohort* Average
Green <115%WTCS
UFFAS A306
Annual
(January)Red >120%
125.6% (FY15)119.9% (FY14)115.4% (FY13)
Yellow 115‐120%
Divisional Strategic MetricsMetric Definition/Calculation Signal Values Result Data Source Timeline
Cost/FTE ‐ OverallWTCS UFFAS operating cost/FTE WTCS
Cohort* Average
Green <115%WTCS
UFFAS A306
Annual
(January)Yellow 115‐120%
Red >120%
124.4% (FY15)126.9% (FY14)119.1% (FY13)
111
This page was intentionally left blank
112
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
2014/15 2016/17Actual Adopted Modified Budget
Local government 587,477$ 587,477$ 587,477$ 587,477$ ‐$ 0.00%State aids 534,020 198,404 468,404 421,873 (46,531) ‐9.93%Program Fees 21,566 20,000 30,000 10,000 (20,000) ‐66.67%Material Fees 32,072 10,000 5,500 10,000 4,500 81.82%Other student fees ‐ ‐ ‐ ‐ ‐ 0.00%Institutional 1,522,412 982,631 1,213,631 1,092,400 (121,231) ‐9.99%Federal 894,348 1,132,182 997,575 1,347,602 350,027 35.09%
Total revenue 3,591,895$ 2,930,694$ 3,302,587$ 3,469,352$ 166,765$ 5.05%
Instruction 2,971,573$ 2,425,987$ 2,797,880$ 2,893,417$ 95,537$ 3.41%Instructional resources ‐ ‐ 10,000 40,000 30,000 300.00%Student services 488,470 494,707 494,707 467,535 (27,172) ‐5.49%General institutional ‐ 5,000 ‐ 3,000 3,000 0.00%Physical plant ‐ 5,000 ‐ 3,000 3,000 0.00%
Total expenditures 3,460,043$ 2,930,694$ 3,302,587$ 3,406,952$ 104,365$ 3.16%
SPECIAL REVENUE FUND
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.
2015/16 Budget Change from2015/16 Modified Budget
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 and Superior
Community Area Network.
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.
Special Revenue Fund ‐ Operating
Budget Summary
114
Financial summary by function and revenue source
FederalFederal Federal State Other Other
Function AEFL Grants VTEA Grants GPR Grants Grants Revenues Total
Local government 134,700 445,100 7,677 ‐ ‐ 587,477$
State aids ‐ ‐ 366,873 55,000 ‐ 421,873$
Program Fees ‐ ‐ ‐ ‐ 10,000 10,000$
Material Fees ‐ ‐ ‐ ‐ 10,000 10,000$
Institutional ‐ ‐ ‐ 20,000 1,072,400 1,092,400$
Federal 169,594 356,456 ‐ 821,552 ‐ 1,347,602$
Total 304,294$ 801,556$ 374,550$ 896,552$ 1,092,400$ 3,469,352$
* Local government
* State aids
* Institutional
* Federal
In addition, WITC looks at revenues in this fund in the following revenue sources:
* 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), Bureau of Early Learning (BELP),
US Department of Agriculture Rural Utility Services (RUS) and Department of Public Instruction (DPI)
* Other Revenues
The following table displays the FY17 special revenue ‐ operating budget by function and source categories:
By statute, the WITC Board controls the budget at the fund and function level. The revenues for the special revenue ‐ operating
fund are :
115
Projected grant awards
Students Grant District ProjectedAppropriations # Served Award Portion Activity
17‐130‐146‐127 300 161,604$ 134,700$ 296,304$
17‐132‐146‐166 35 7,990 ‐ 7,990
17‐168‐124‐127 36 124,742 41,580 166,322
17‐183‐124‐137 30 207,579 ‐ 207,579
This project will develop the Entry Level Construction (ELC) embedded credential of the 32‐410‐2 Residential Construction and
Cabinetmaking (RCCM) two‐year full technical diploma program. The 14‐credit, one‐semester program will provide an entry‐
level career pathway into the construction job sector. The ELC program will be formatted in a portable configuration to allow for
the one‐semester program to be offered to the regions of most need in the vast WITC district, which spans 10,600 square miles
in northwestern Wisconsin. Semester program placement will be determined by convening focus groups of local construction
employers and other interested parties to establish the location of greatest need. Two sections per year will be offered. Grant
funding will support promotion of the new program, the instruction and instructional support for the 12‐student cohort per
semester, instructional equipment and supplies, transportation of the equipment to the work sites, and individual student tools
and supplies.
Entry Level Construction
English Language Learners
and Civic Education
This project will partially fund Wisconsin Indianhead Technical College’s English Language Learning (ELL) programming at the
Barron Opportunity Center. An estimated 35 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.
General Purpose Revenue (GPR) Grants
This project proposes the development of the Mechatronics Technician, Level 1 program (MTL1), an embedded, short‐term
technical diploma of the 32‐454‐1 Automated Packaging Systems Technician two‐year technical diploma program. Completion of
the four courses of the MTL1 program will provide the graduate with skills to be employed as an entry level electro‐mechanical
assembler, maintenance technician, or manufacturing customer service position. The MTL1 will be configured into accelerated
“blocks” of four individual courses. Each course aligns with content of the coinciding national certification exam of the Packaging
Machinery Manufacturers Institute (PMMI) Mechatronics Certification exams. PMMI certification testing is an industry‐
accepted, third‐party credential endorsed by the National Association of Manufacturers’ Skills Certification System as well as
recognized standards of the U.S. Department of Labor. There will be an emphasis on developing safe work habits and a “hands
on” training approach to engage learners. Student success will be supported through Adult Basic Education (ABE) instructional
support for those students who may need assistance with math or writing skills.
Mechatronics Technician Level 1
WITC has applied for and received preliminary grant awards for the following program related grants for FY17:
Grant Title
Adult Education and Family Literacy (AEFL) Grants
Basic Skills Education
ABE Comprehensive
Wisconsin Indianhead Technical College 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.
116
Projected grant awards ‐ continuedStudents Grant District Projected
Appropriations # Served Award Portion Activity
17‐182‐124‐156 300 54,898 ‐ 54,898
17‐166‐150‐217 2,000 49,744 ‐ 49,744
17‐141‐150‐237 700 230,034$ 445,100$ 675,134$
17‐142‐150‐256 250 61,342 ‐ 61,342
Perkins Vocational & Technical Education (VTEA) Grants
Career Prep
This project will improve student retention at Wisconsin Indianhead Technical College 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
To accomplish meeting the Wisconsin Indianhead Technical College (WITC) 2015‐2018 strategic goals related to professional
development, WITC proposes to: 1) Infuse On Course principles into WITC so that all staff share a common framework and
language with one another and with students; 2) Create online training opportunities in Blackboard for support & technical and
custodial staff; 3) Create online Management Development Program (MDP) courses in Blackboard to develop managers; 4)
Customize Faculty Quality Assurance System (FQAS) courses delivered by Wisconsin Technical College System (WTCS) to meet
needs of WITC faculty development; and 5) purchase, implement, and train appropriate staff on software to track and support
completion of FQAS and other outcomes for all staff.
Grant funding will support the development and delivery of a staff development program based on On Course principles for all
staff, a training program for support & technical and custodial staff, and a MDP program for managers. In addition grant funding
will support the customization, development, and delivery of FQAS courses and learning experiences.
Finally, grant funding will support the purchase, implementation, and training of appropriate staff on use of a learning
management software to track and support completion of FQAS and other outcomes for all staff in a centralized database that is
accessible via the College’s intranet.
Grant Title
General Purpose Revenue (GPR) Grants (continued)
Faculty Development
in Technology
This project will provide partial funding for collaborative K‐16 technical preparation initiatives facilitated by the Northwest
Wisconsin Career Prep School‐to‐Work Consortium. Designed to enhance the technical and academic skills of high school
students and to provide expanded opportunities for transition into postsecondary education or the workforce, proposed
activities include an emphasis on professional development via centralized and regional workshops and inservices and
occupational exploration for high school students, Wisconsin Indianhead Technical College career days, college nights, and
summer academies. An estimated 2,000 students and 200 faculty/counselors/parents will participate in events, resulting in
increased performance related to identified Career Prep indicators.
Improvement of Graduation &
Retention Rates
Wisconsin Indianhead Technical College proposes a Strengthening Career and Technical Education grant to continue to improve
the 10‐101‐1 Accounting and 10‐514‐1 Occupational Therapy Assistant programs for a second year and to develop strategies to
improve the 10‐543‐1 Nursing Associate Degree program
117
Projected grant awards ‐ continuedStudents Grant District Projected
Appropriations # Served Award Portion Activity
17‐145‐150‐267 60 15,336 ‐ 15,336
17‐721 & 17‐72228 School
Districts803,393 807,558 1,610,951
17‐706 45 201,847 84,225 286,072
17‐711 50 55,000 ‐ 55,000
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.
Distance Learning & Telemedicine
Grant Program (DLT)
Through this Distance Learning project Wisconsin Indianhead Technical College in cooperation with Northern Wisconsin
Educational Communication System (NWECS) will collaborate to breathe new life into critically outdated video conferencing
equipment to one of the state’s most seasoned distance education service providers. The funding will ensure the network can
continue delivering distance learning curriculum and teacher professional development. The proposed equipment, which
includes high‐definition monitors, digital audio, high‐definition cameras, and high‐quality speakers, will allow teachers from
distant sites to provide live virtual learning to students across northern Wisconsin. The project will update 28 current hub and
end‐user classrooms and add 10 new hub and end‐user classrooms. The coursework delivered through the proposed technology
will vary across a spectrum of 86 credit baring high school courses, eight of which are advanced placement, and 111 dual credit
courses. In addition, the 20 participating communities will benefit from the availability of workforce development, job
development, first responder training, and civil servant certification trainings at minimum as a result of this funding opportunity.
Otto Bremer Trust
Over the course of the 2016‐17 academic year, the Dual Credit Academy (DCA) project will provide two dual‐credit high school
academies where students in their final years (grades 11‐12) can earn college‐level credits from WITC. Eleven high school
districts estimate having 45 students participate in all, or a portion of either, of the two Dual Credit Academy programs. The
project will offer credits and employable credentials in the high‐demand careers of healthcare and welding. Successful course
completion will transfer directly to WITC and other two‐year associate degree and technical diploma career programs. Several
courses provide employable, entry‐level career credentials
Bremer Dual Credit Academies
United States Department of Agriculture, Rural Utility Services
Grant Title
Perkins Vocational & Technical Education (VTEA) Grants ‐ continued
Department of Public Instruction
“WITC Career Camp” PreCollege
Scholarship Program for Nursing
Assistant
WITC will offer scholarships to 50 students in Grades 11 & 12 who qualify for free or reduced meal plans through their local
school districts. The scholarships will give the students the opportunity to attend a three week career camp to earn a technical
diploma certificate in the field of Nursing Assistant.
118
Projected grant awards ‐ continuedStudents Grant District Projected
Appropriations # Served Award Portion Activity
17‐701‐910‐017 525 218,971 ‐ 218,971
17‐714‐930‐017 60 23,308 ‐ 23,308
17‐716‐904‐017 50 323,032 ‐ 323,032
17‐717‐904‐016 0 94,047 ‐ 94,047
Advancing Careers and Training
for Healthcare:
(ACT for Healthcare)
Gerontology Program
This three‐year project has a primary focus on increasing 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 have received $800,044 in grant funds over three years to directly support the
instruction, supplies and equipment needs of the program. This is the second year of the grant.
Interfacing Manufacturing
Processes and Connecting
Technologies (IMPACT)
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 has a primary focus on increasing 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 have received $680,028 in grant funds over the three years to directly support the instruction, supplies and
equipment needs of the program. This is the final year of the grant.
Interfacing Manufacturing Processes and Connecting Technologies (IMPACT) is a collaboration of three colleges in the Wisconsin
Technical College System (WTCS), industry partners, and workforce development systems to bridge the divide between
employers seeking to fill well‐paying, middle‐ and high‐skilled, and high‐growth jobs across the information technology (IT) and
advanced manufacturing industries and low‐skilled workers with barriers to training and employment opportunities. IMPACT
partners include Chippewa Valley Technical College (CVTC), Southwest Wisconsin Technical College (SWTC), Wisconsin
Indianhead Technical College (WITC), regional workforce agencies, and employers. The partners will target youth and young
adults between the ages of 17 and 29, leveraging resources and working collaboratively to deliver training and interventions
leading to employment in well‐paying, high‐growth jobs in technology‐laden fields across the Midwestern region of western
Wisconsin, eastern Minnesota, and northern Iowa, and Illinois.
INTERFACE: International
Networks Transforming Effective
& Rigorous Facilitation of
Assessment, Collaboration &
Education
Grant Title
Department of Labor
Advancing Careers and Training
for Healthcare:
(ACT for Healthcare)
Career Pathways Coordinator
119
Projected grant awards ‐ continuedStudents Grant District Projected
Appropriations # Served Award Portion Activity
17‐720 15 61,056 ‐ 61,056
Total 4,456 2,693,923$ 1,513,163$ 4,207,086$
Wisconsin Technical College System (WTCS) WTCS 913,269 33.9%Department of Labor (DOL) DOL 659,358 24.5%
Department of Public Instruction (DPI) DPI 55,000 2.0%Department of Agriculture, Rural Utilities Service (RUS) RUS 803,393 29.8%
Bureau of Early Learning and Policy (BELP) BELP 61,056 2.3%Otto Bremer Trust Bremer 201,847 7.5%
Grant Title
Bureau of Early Learning and Policy, Division of Early Care and Education
DCF Youngstar Childcare
This project agreement, entered into by and between Western Technical College and Wisconsin Indianhead Technical College is
for the purpose of Wisconsin Indianhead Technical College providing YoungStar Infant/Toddler credential credit courses in New
Richmond, Hayward, and Ashland, WI through the Educational Opportunities grant. Courses provided include: Infant & Toddler
Development, Group Care for Infants/Toddlers, Family & Community Relationships, Infant/Toddler Capstone Credential.
33.9%
24.5%2.0%
29.8%
2.3% 7.5%
Awards by Granting Agency
Wisconsin Technical College System(WTCS)
Department of Labor (DOL)
Department of Public Instruction(DPI)
Department of Agriculture, RuralUtilities Service (RUS)
Bureau of Early Learning and Policy(BELP)
Otto Bremer Trust
120
2014/15 2016/17Actual Adopted Modified Budget
Other student fees 317,674$ 290,000$ 290,000$ 310,000$ 20,000$ 6.90%Institutional 475,966 287,622 287,622 288,075 453 0.16%Federal funds 10,634,532 12,503,772 12,503,772 11,261,022 (1,242,750) ‐9.94%
Total revenue 11,428,172$ 13,081,394$ 13,081,394$ 11,859,097$ (1,222,297)$ ‐9.34%
Instruction 137,340$ 159,600$ 159,600$ 168,000$ 8,400$ ‐12.95%Student services 11,319,480 12,921,794 12,921,794 11,691,097 (1,230,697) ‐8.75%
Total expenditures 11,456,820$ 13,081,394$ 13,081,394$ 11,859,097$ (1,222,297)$ ‐9.34%
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.
WITC acts as a trustee for student clubs and some financial aid programs. These are included as part of the adopted budget.
2015/16 Budget Change from2015/16 Modified Budget
Special Revenue Fund ‐ Non‐aidable
Budget Summary
121
2014/15 2016/17Actual Adopted Modified Budget
Other student fees 317,674$ 290,000$ 305,000$ 310,000$ 20,000$ 6.56%Institutional 475,966 237,622 287,622 238,075 453 0.16%
Total revenue 793,640$ 527,622$ 592,622$ 548,075$ 20,453$ 3.45%
Instruction 137,340$ 159,600$ 159,600$ 168,000$ 8,400$ ‐12.95%Student services 684,948 368,022 368,022 380,075 12,053 ‐8.75%
Total expenditures 822,288$ 527,622$ 527,622$ 548,075$ 20,453$ 3.88%
2014/15 2016/17Actual Adopted Modified Budget
Institutional ‐$ 50,000$ 50,000$ 50,000$ ‐$ 0.00%Federal funds 10,634,532 12,503,772 12,503,772 11,261,022 (1,242,750) ‐9.94%
Total revenue 10,634,532$ 12,553,772$ 12,553,772$ 11,311,022$ (1,242,750)$ ‐9.90%
Student services 10,634,532$ 12,553,772$ 12,553,772$ 11,311,022$ (1,242,750)$ ‐8.75%`
Total expenditures 10,634,532$ 12,553,772$ 12,553,772$ 11,311,022$ (1,242,750)$ ‐9.90%
Student Senate and Other Agency Funds
Budget Summary
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
WITC is a trustee for some financial aid programs such as SEOG, WHEG, Pell, Federal College Work Study and Direct Loans.
2015/16 Budget Change from2015/16 Modified Budget
2015/16 Budget Change from2015/16 Modified Budget
122
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
2014/15 2016/17Actual Adopted Modified Budget
State aids 110,093$ 10,935$ 10,935$ 54,249$ 43,314$ 396.10%Institutional 125,753 99,500 549,500 359,902 260,402 47.39%Federal 160,405 134,200 584,200 326,302 192,102 32.88%
Total revenue 396,251$ 244,635$ 1,144,635$ 740,453$ 495,818$ 43.32%
Instruction 2,022,500$ 1,666,838$ 1,666,838$ 1,252,477$ (414,361)$ ‐24.86%Instructional resources 347,780 519,450 819,450 779,222 259,772 31.70%Student services 121,315 9,790 9,790 30,366 20,576 210.17%General institutional 277,537 1,101,010 801,010 1,107,950 6,940 0.87%Physical plant 6,895,885 9,137,537 13,692,537 5,885,658 (3,251,879) ‐23.75%
Total expenditures 9,665,017$ 12,434,625$ 16,989,625$ 9,055,673$ (3,378,952)$ ‐19.89%
CAPITAL PROJECTS FUNDThe capital projects fund accounts for financial resources used for the acquisition or construction of capital assets and
remodeling.
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.
Capital Projects Fund
Budget Summary
2015/16 Budget
WITC issued $15,095,000 in general obligation promissory notes to offset FY16 capital costs. For FY17, WITC plans to issue
$8,345,000 of general obligation promissory notes.
In FY17 the College plans a modest increase of $92,180 to its fund balance in the capital expenditures.
Change from2015/16 Modified Budget
124
Definitions
Statutory limitations
Capital budgeting ‐ planning policy
Site improvements are defined as improvements made to land (i.e. roads, sidewalks, and underground piping) to extend
the useful life of the asset.
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.
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.
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.
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.
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.
125
2017 2018 2019 2020 2021New construction ‐ ‐ ‐ ‐ 1.500
3.495 0.350 5.300 1.750 0.875 Site improvements 1.250 2.050 0.050 ‐ ‐ Equipment purchases 3.600 3.000 3.500 3.000 3.525 Total 8.345 5.400 8.850 4.750 5.900
2017 2018 2019 2020 2021 8.345 5.400 8.850 4.750 5.900 0.008 0.008 0.008 0.008 0.008
Other revenues 0.084 0.022 0.022 0.022 0.022 0.710 ‐ ‐ ‐ ‐ 0.803 0.030 0.030 0.030 0.030
Total 8.345 5.400 8.850 4.750 5.900
Funding of capital projects and equipment
Operating impacts
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.
The following schedules detail resources, equipment and project expenditures as associated with the capital project fund FY17
budget.
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.
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.
Funding (in millions) for these projected expenditures is expected to come from the following sources:
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.
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.
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.
Remodeling
Interest earningsGeneral obligation
Below is a schedule of planned capital projects and the year of planned implementation. All amounts are in millions.
Addition to fund balanceExternal funding/grants
126
Project Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
New Richmond Roofing Project
Rice Lake Zone 2B Remodel Project*
Rice Lake Zone 2C Remodel Project
Rice Lake Zone 2C Remodel Project
Shell Lake Remodel Project
The following calendar outlines capital projects planned in FY17 with detailed expenditures listed on the following page:
Fiscal Year 2017 Capital Projects Timeline
Start of planning
State‐board approval
Construction phase
* State‐board approval for project granted in March 2016
127
This page was intentionally left blank
128
Resources:1. Debt Issue 4,030,000$ Total Resources: 4,030,000$
Project Listing: Project #
New RichmondRoofing Project 717963 275,000$
Total New Richmond: 275,000$
Rice LakeZone 2B Remodel Project 717977 655,000 Zone 2C Remodel Project 717978 845,000 Paving Replacement A 716974 525,000 Paving Replacement B 716975 725,000
Total Rice Lake: 2,750,000$
Shell LakeRemodel Project 717992 350,000
Total Shell Lake: 350,000$
Other RemodelingDesign Fees 717994 70,000$ Architect Fees 717995 200,000 Minor Remodeling (1) 717998 385,000
Total Other Remodeling: 655,000$
Total Projects: 4,030,000$
Net Change in Fund Balance: ‐$
Estimated Beginning Fund Balance: 10,000$ Estimated Ending Fund Balance: 10,000$
Remodeling/Site Development Project Listing
(1) Limited to $100,000 per campus without state approval per TCS 5.09(1).
129
Campus/Zone/Project Area Zone Budgets
AshlandBuilding ZonesZone 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 $9,293 $10,563P.1 69000 $13,800 $17,664 $20,079P.2 13000 $2,600 $3,328 $3,783P.3 46000 $9,200 $11,776 $13,386P.4 35500 $7,100 $9,088 $10,331
Non‐Zoned ProjectsConference Center Restrooms $75,000 $75,000Learning Commons Upgrade $25,000 $25,000Learning Commons $500,000 $640,000
Campus Subtotal $1,952,918 $100,000 $0 $2,318,488 $0 $0 $0 $59,072 $58,142
New RichmondBuilding ZonesZone 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 $275,000
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 $9,386P.1 29075 $5,815 $7,240 $8,257P.2 25850 $5,170 $7,341P.3 44930 $8,986 $11,188 $12,760P.4 115330 $23,066 $32,754P.5
Non‐Zoned ProjectsSimulation Man RemodelAdmin and T&T finish upgrades $100,000 $100,000Second Floor Addition $1,500,000 $2,025,000
Campus Subtotal $3,393,032 $375,000 $978,721 $0 $442,499 $2,167,155 $0 $80,984 $0
Rice LakeBuilding ZonesZone 2B (Welding & Machine Tool) $1,276,596 $1,500,000Zone 4 $1,601,785 $2,050,284
Roofing ZonesR.1 177 $1,841 $2,614R.2 10500 $109,200 $155,064R.3 2600 $27,040 $38,397R.4 16000 $166,400 $218,816R.7 5400 $56,160 $73,850R.9 173 $1,799 $2,366R.10 2500 $26,000 $36,010R.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 $23,962
Fiscal Year 2017 Project Sequencing Summary
2018 2019 2020 2021 2022Year 2017 2023 2024
130
Campus/Zone/Project Area Zone Budgets
Fiscal Year 2017 Project Sequencing Summary
2018 2019 2020 2021 2022Year 2017 2023 2024
Paving Zones ‐ ReplaceDrive 10400 $44,000P.1A (north) 85900 $343,600P.1B (south) 113110 $452,440 $725,000P.2 55500 $222,000 $276,390P.3 20300 $81,200 $101,094P.4 75500 $302,000 $525,000P.5 7000 $28,000 $34,860
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 ProjectsTransformer Replacement $20,000 $22,800
Campus Subtotal $5,455,533 $2,750,000 $456,533 $2,694,598 $295,032 $0 $302,071 $196,075 $0
Shell LakeRoofing ZonesR.1B 1136 $15,939R.2 3500 $36,400 $107,699R.3 2200 $30,870 $50,000R.4 1500 $15,600R.5 3900 $40,560
Paving Zones ‐ ReplaceDrive 3660 $18,656P.1 9270 $47,252 $132,365P.2 32150 $163,879
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 $350,000Canopy Project $35,000 $35,000
Campus Subtotal $378,172 $435,000 $132,365 $0 $107,699 $12,172 $0 $0 $0
SuperiorRoofing ZonesR.13 3600 $37,440R.14 2500 $26,000
Paving Zones ‐ ReplaceP.3 37000 $148,000
Paving Zones ‐ SealcoatDrive 8800 $1,760 $2,253 $2,561P.1 13300 $2,660 $3,405 $3,870P.2 49000 $9,800 $12,544 $14,259P.3 37000 $7,400 $10,249P.4 101000 $20,200 $25,856 $29,391
Non‐Zoned ProjectsExterior Finish Upgrade & Pillars $100,000 $100,000Conference Center AHU/CU $150,000 $197,250Domestic Water Piping $300,000 $394,500Transformer Replacement $20,000
Campus Subtotal $823,260 $100,000 $0 $44,058 $591,750 $0 $10,249 $0 $50,081
All Campus Subtotal $12,002,916 $3,760,000 $1,567,619 $5,057,144 $1,436,981 $2,179,327 $312,320 $336,131 $108,223
Escalation Year Multiplier 1 6 7 8 9 10 11 12 13Escalation Factor percent 3.50%
Total Year Cost $3,760,000 $1,567,619 $5,057,144 $1,436,981 $2,179,327 $312,320 $336,131 $108,223
131
Resources:Debt Issue 4,315,000$ Resale of equipment 22,000 Interest Income 8,000 WTCS Grant Funded Equipment Purchases 54,249 DOL Grant Funded Equipment Purchases 3,600 USDA RUS Grant Funded Equipment Purchases 652,604 Other Sources (Drivers Education) 62,400 Total Resources: 5,117,853$
Remodeling Project EquipmentFurniture Allotment for Rice Lake Remodel (A) 717977 250,000$ Furniture Allotment for Rice Lake Remodel (B) 717978 250,000 Furniture Allotment for Superior Admin Remodel 717980 250,000 Furniture Allotment for Superior Faculty Remodel 717981 250,000 Furniture Allotment for Superior HVAC/R Remodel 717982 250,000
Total Projects: 1,250,000$ Academic AffairsIndustry & Technology Division Agriculture Mechanics 10,050$ IT‐Network Specialist 52,594 Systems Administration 12,550 Industrial Administration 63,980 Automobile ‐ Mechanical 45,370 Carpentry 25,916 Machine Tool 139,790 Welding 133,495 Telephone Maintenance 49,500 Packaging Serviceman 24,783 Small Engine & Chassis Mechanic 26,800 Computer Hardware Technology 34,488
Family & Consumer Services Division Early Childhood Education 14,053 Cosmetology 5,780
Service & Health Division Medical Assistant 13,058 Nursing 62,500
Superior Campus Administration 26,189 Superior Campus Physical Plant 17,400
Total Academic Affairs / Superior Campus: 758,296$
Business ServicesBusiness Services Division 7,200$
Total Business Services: 7,200$ Continuing Education Fire Technology 158,120$ Police Science 74,400 EMS 31,250 Drivers Education 62,400 Continuing Education Division Furniture 58,787 Rice Lake Campus Physical Plant 18,100
Total Continuing Education / Rice Lake Campus: 403,057$
Human ResourcesHuman Resources Division 4,500$
Total Human Resources: 4,500$
Equipment/Software Summary
132
Equipment/Software Summary
Institutional EffectivenessInstitutional Effectiveness Division 700$ Grant Funded Equipment 710,453$ New Richmond Campus Administration 16,232 New Richmond Campus Physical Plant 202,671
Total Institutional Effectiveness / New Richmond Campus: 930,056$
President's Office Marketing 2,750$
Total President's Office: 2,750$
Student Affairs Library / LRC 84,350$ Other Student Svcs 30,366 Ashland Campus Physical Plant 43,700
Total Student Affairs / Ashland Campus: 158,416$ Technology ServicesCollegewide Computer Replacements 275,000$ Distance Learning 42,268 Instructional Technology Division 617,800
Total Technology Services: 935,068$ Districtwide Campus & Administrative Office Signs 717999 150,000 Mechanical Safety & Security 717999 50,000 Renewable Energy 717836 65,000 WILM Capital Expenditures 717897 50,000 Copiers & Printers 250,000 Facility Requests 11,330
Total Districtwide Projects: 576,330$
Total Equipment/Software: 5,025,673$
Net change in Fund Balance: 92,180$
Estimated Beginning Fund Balance: 412,652$ Estimated Ending Fund Balance: 504,832$
133
Fiscal Year 2017 Capital Equipment Detail Listing
Division
Captial
Ref# Campus Room Description Unit Cost Quantity Total Cost
Facility Dollar
Impact
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Agricultural Power and Equipment Technician
AA AGNR01 NR 600 John Deere Service Guard Splitting Stands 1,250.00 4 5,000.00
AA AGNR02 NR 600/605 Hydraulic Adaptor Kit 1,250.00 1 1,250.00
AA AGNR03 NR 605 New Hydraulics "Animated" Power Point Software 3,800.00 1 3,800.00
Budget Code: 584X‐3000‐07000‐1727 / Budget Supervisor: Nancy Cerritos 10,050.00 ‐
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Information Technology ‐ Network Specialist
AA NSAS01 ASH 228/230 Cisco 24‐Port 2960 Switches 750.00 6 4,500.00
AA NASA02 ASH 228/230 Raitan Dominion DKX3‐416 and CIMS 6,500.00 1 6,500.00
AA NASA03 ASH 228/230 HDD Assembly Kit and Cache 700.00 3 2,100.00
AA NASA04 ASH 228/230 3750G Layer 3 Switch 575.00 1 575.00
AA NASA05 ASH 228/230 Cisco Switch 3650 5,000.00 1 5,000.00
AA NSNR01 NR Cisco 2900 IOS License Upgrade 1,500.00 3 4,500.00
AA NSNR02 NR NAS Hard Drives Upgrade 2,500.00 1 2,500.00
AA NSNR03 NR ESX Server Hardware 10,000.00 1 10,000.00
AA NSRL01 RL Server for vCenter 5,200.00 1 5,200.00
AA NSRL02 RL New NETLAB Professional Software 3,000.00 1 3,000.00
AA NSRL03 RL TeamViewer 11 Premium Up Software 1,619.00 1 1,619.00
AA NSRL04 RL 153/157B Facility Request Only: Four network CAT6 network runs ‐ 1 ‐ 500.00
AA NSRL05 RL NAS for Storage Concepts Course 1,500.00 1 1,500.00
AA NSRL06 RL IP Camera 600.00 1 600.00
AA NSSP01 SUP 316 Cisco 2911 Router with Voice Bundle 2,500.00 2 5,000.00
Budget Code: 584X‐3000‐15000‐17XX / Budget Supervisor: Nancy Cerritos 52,594.00 500.00
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Information Technology ‐ Systems Administration Specialist
AA SARL01 RL Warranties for 3 IBM Used Servers 2,550.00 1 2,550.00
AA SARL02 RL 151 10G Cisco Switch 4,000.00 1 4,000.00
AA SARL03 RL Hard Drives for IBM Servers 500.00 12 6,000.00
Budget Code: 584X‐3000‐15400‐17XX / Budget Supervisor: Nancy Cerritos 12,550.00 ‐
Major Equipment ‐ Instructional ‐ Family & Consumer Services Division ‐ Early Childhood Education
AA ECNR01 NR 164 Medley Rect Medley flip Tip 18 X 72 tables for Room 164 6,937.00 1 6,937.00
AA ECNR02 NR 164 Focus, Midback Mesh Back, Swivel Tilt Control, Armless chairs for Room 164 7,116.00 1 7,116.00
Budget Code: 584X‐3000‐30700‐17XX / Budget Supervisor: Laura Wassenaar 14,053.00 ‐
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Industrial Administration
AA IARL01 RL Fixturlaser Dial Indicator Set 1,100.00 1 1,100.00
AA IARL02 RL Digivibe MX‐M30 Vibration Analyzer and Balancer with Second Pickup 4,880.00 1 4,880.00
AA IASP01 SUP 117 NC3 Torque Certification equipment 58,000.00 1 58,000.00
Budget Code: 584X‐3000‐40000‐17XX / Budget Supervisor: Randy Deli 63,980.00 ‐
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Automotive Maintenance Technician
AA AMRL01 RL 187 Abrasive Blast Cabinet 2,270.00 1 2,270.00
AA AMRL02 RL 187 Ultrasonic Cleaner with Basket 3,000.00 1 3,000.00
AA AMSP01 SUP 117 A/C Trainer 11,500.00 1 11,500.00
AA AMSP02 SUP 117 Cart VERUSPRO 3 2,277.00 1 2,277.00
AA AMSP03 SUP 117 Tool Box 3,209.00 1 3,209.00
AA AMSP04 SUP 117 Alignment Upgrade 14,960.00 1 14,960.00
AA AMSP05 SUP 117 U‐Joint/Yoke Tool 839.00 1 839.00
AA AMSP06 SUP 117 Pico Scope 3,420.00 1 3,420.00
AA AMSP07 Sup 117 Vehicle Pusher 3,895.00 1 3,895.00
Budget Code: 584X‐3000‐40400‐17XX / Budget Supervisor: Randy Deli 45,370.00 ‐
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Residential Construction and Cabinetmaking
AA RCRL01 RL 167 Wide Belt Sander/w installation & training 23,000.00 1 23,000.00
AA RCRL02 RL 177 Duel Monitors for room 177 that work with upgrade in Softplan 2,916.00 1 2,916.00
Budget Code: 584X‐3000‐41000‐17XX / Budget Supervisor: Randy Deli 25,916.00 ‐
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Machine Tool Operation (ASH), Machine Tooling Technics (NR)
AA MTAS01 ASH Haas Mini‐Mill CNC 40,000.00 1 40,000.00 2,430.00
AA MTNR01 NR 232A Air Compressor & Auxiliary Equipment Replacement 24,000.00 1 24,000.00
AA MTNR02 NR 232 Safety Sheild for Bridgeport Mills 500.00 12 6,000.00
AA MTNR03 NR 201 Manual 6x12 Surface Grinder 36,000.00 1 36,000.00
AA MTNR04 NR 201 Tool Box 1,500.00 1 1,500.00
AA MTNR05 NR 201 Herman Schmidt Squaring Chuck w/Case 1,750.00 1 1,750.00
AA MTNR06 NR 201 Herman Schmidt Sine Chuck w/Case 3,250.00 1 3,250.00
AA MTNR07 NR 201 Tool Pre‐setter 8,800.00 1 8,800.00
AA MTNR08 NR 201 3D Printer (partially grant funded) 18,490.00 1 18,490.00
Budget Code: 584X‐3000‐42000‐17XX / Budget Supervisor: Karen Hoglund (Ash), Nancy Cerritos (NR) 139,790.00 2,430.00
134
Fiscal Year 2017 Capital Equipment Detail Listing
Division
Captial
Ref# Campus Room Description Unit Cost Quantity Total Cost
Facility Dollar
Impact
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Welding
AA WLAS01 ASH ASH HS Fume Extraction Units 8,488.00 2 16,976.00 500.00
AA WLAS02 ASH ASH HS Gas Manifold System 8,719.00 1 8,719.00
AA WLAS03 ASH ASH HS Tig Welders 4,500.00 9 40,500.00
AA WLNR01 NR 235 CNC Plasma Cutting Table 45,000.00 1 45,000.00
AA WLNR02 NR 235 Laptops to run Virtual Welders 950.00 2 1,900.00
AA WLNR03 NR 235 Storage Cabinet & Locker Unit 4,500.00 1 4,500.00
AA WLRL01 RL 188 9 Gauge Plate Roller 14,000.00 1 14,000.00 1,500.00
AA WLRL03 RL Laptops to run Virtual Welders 950.00 2 1,900.00
Budget Code: 584X‐3000‐44200‐17XX / Budget Supervisor: Karen Hoglund 133,495.00 2,000.00
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Telecommunication Technologies
AA TCRL01 RL 136 C15 CO Switch & Install & Train 17,000.00 1 17,000.00
AA TCRL02 RL 135 Access Control Kit 15,000.00 1 15,000.00
AA TCRL03 RL 133 Fiber Light Source & Power Meter 1,500.00 5 7,500.00
AA TCRL04 RL 133 DSAM 3300 Signal Level Meter 5,000.00 2 10,000.00
Budget Code: 584X‐3000‐45100‐17XX / Budget Supervisor: Nancy Cerritos 49,500.00 ‐
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Automated Packaging Systems Technician
AA APNR01 NR 233 Salisbury Arc Flash Safety Kit (Size SM) 540.00 2 1,080.00
AA APNR02 NR 233 Salisbury Arc Flash Safety Kit (Size MD) 540.00 2 1,080.00
AA APNR03 NR 233 Salisbury Arc Flash Safety Kit (Size LG) 540.00 2 1,080.00
AA APNR04 NR 233 Salisbury Arc Flash Safety Kit (Size XL) 540.00 2 1,080.00
AA APNR05 NR 233 Salisbury Arc Flash Safety Kit (Size 2XL) 640.00 1 640.00
AA APNR06 NR 233 Salisbury Arc Flash Safety Kit (Size 3XL) 740.00 1 740.00
AA APNR07 NR 233 Vibration Tester Sensor 2,100.00 1 2,100.00
AA APNR08 NR 233 Laser Shaft Alignment System 8,055.00 1 8,055.00
AA APNR09 NR 233 GO PRO Shaft Alignment Instrument 8,928.00 1 8,928.00
Budget Code: 584X‐3000‐45400‐1727 / Budget Supervisor: Nancy Cerritos 24,783.00 ‐
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Marine Repair Technician
AA MRAS01 ASH 120 1000 lb Electric Hoist, 15 ft Lift 2,350.00 1 2,350.00
AA MRAS02 ASH 112 Hypertherm Plasma Cutter 64 3,750.00 1 3,750.00
AA MRAS03 ASH 120 Yamaha Outboard Motor 16,000.00 1 16,000.00
AA MRNR01 NR 234 Welder 2,000.00 1 2,000.00 1,500.00
AA MRNR02 NR 234 Fuel Injection Training Board for lab/classroom 1,500.00 1 1,500.00
AA MRNR03 NR 234 Abrasive Parts Blasting Cabinet 1,200.00 1 1,200.00
Budget Code: 584X‐3000‐46100‐1703 / Budget Supervisor: Karen Hoglund 26,800.00 1,500.00
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Industrial Maintenance Technician
AA IMSP01 SUP Rmdl, 136A Facility Request Only: Install a ceiling ‐ 1 ‐ 4,900.00
Budget Code: 584X‐3000‐46200‐1751 / Budget Supervisor: Nancy Cerritos ‐ 4,900.00
Major Equipment ‐ Instructional ‐ Family & Consumer Services Division ‐ Cosmetology
AA CSSP01 SUP 320 Black Kaemark LC‐266 A La Cart Dryer Chairs for room 320 3,390.00 1 3,390.00
AA CSSP02 SUP 320 Kaemark 1570 Ionic Dryers for room 320 2,390.00 1 2,390.00
Budget Code: 584X‐3000‐50200‐1751 / Budget Supervisor: Laura Wassenaar 5,780.00 ‐
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ Fire Training
CE FTAS01 ASH Fire Service Nozzle Package 12,420.00 1 12,420.00
CE FTAS02 ASH Forcible Entry Package 2,500.00 1 2,500.00
CE FTAS03 ASH Atmospheric Monitoring Meter (Confined Space Set‐Up) 2,500.00 1 2,500.00
CE FTNR01 NR 22' Cargo Trailer Replacement (w/e‐channel, shelving and graphics) 12,500.00 2 25,000.00
CE FTNR02 NR Structural Firefighting PPE Package 16,000.00 1 16,000.00
CE FTNR03 NR Structural Firefighting Boot Package 6,000.00 1 6,000.00
CE FTNR04 NR Structural Firefighting Helmet Package 2,500.00 1 2,500.00
CE FTNR05 NR Tire Replacement Package 8,000.00 1 8,000.00
CE FTNR06 NR Technical Rescue Package 3,000.00 1 3,000.00
CE FTNR07 NR SCBA Facepiece Ultrasonic Cleaner 3,000.00 2 6,000.00
CE FTNR08 NR PPE Dryer 3,500.00 2 7,000.00
CE FTNR09 NR Firefighter Rehabilitation Package 3,000.00 2 6,000.00
CE FTNR10 NR Scene Illumination Package 6,200.00 1 6,200.00
CE FTRL01 RL Vehicle Replacement (3/4 ton) 55,000.00 1 55,000.00
Budget Code: 584X‐3000‐50300‐17XX / Budget Supervisor: Ken Gilliam 158,120.00 ‐
135
Fiscal Year 2017 Capital Equipment Detail Listing
Division
Captial
Ref# Campus Room Description Unit Cost Quantity Total Cost
Facility Dollar
Impact
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ Criminal Justice
CE CJRL01 RL Computers 1,200.00 12 14,400.00
CE CJRL02 RL Taser X26P Taser 1,200.00 10 12,000.00
CE CJRL03 RL Squad Car (Sport Utility) 28,000.00 1 28,000.00
CE CJRL04 RL Balistic Vest for Instructor 1,000.00 1 1,000.00
CE CJRL05 RL Target Stand Equipment 2,000.00 1 2,000.00
CE CJRL06 RL Taser X2 1,100.00 5 5,500.00
CE CJRL07 RL Pit Car Conversion 1,500.00 1 1,500.00
CE CJRL08 RL Physical Fitness Readiness 10,000.00 1 10,000.00
Budget Code: 584X‐3000‐50400‐1742 / Budget Supervisor: Tom Richie 74,400.00 ‐
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ Medical Assistant
AA MAAS01 ASH 311 Baby manikin 827.00 1 827.00
AA MANR01 NR 140 Baby manikin 827.00 1 827.00
AA MANR02 NR 140 Spirometer without printer 1,400.00 1 1,400.00
AA MANR03 NR 140 Exam tables with upholstery top 1,350.00 2 2,700.00
AA MARL01 RL 251 Baby manikin 827.00 1 827.00
AA MARL02 RL 251 Exam tables with upholstery top 1,350.00 3 4,050.00
AA MASP01 SUP 202 Spirometer with printer 1,600.00 1 1,600.00
AA MASP02 SUP 202 Baby manikin 827.00 1 827.00
Budget Code: 584X‐3000‐50900‐17XX / Budget Supervisor: Kate Siegler 13,058.00 ‐
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ Paramedic Technician
CE PTAS01 ASH Laptop Computer 1,200.00 1 1,200.00
CE PTNR01 NR Laerdal SimPad monitor software license 1,100.00 2 2,200.00
CE PTNR02 NR Laerdal SimPad w/skill reporter software for operation 3,150.00 1 3,150.00
CE PTRL01 RL Laptop Computer 1,200.00 1 1,200.00
CE PTRL02 RL Simulation software/subscription iSimulate (check which list) 7,300.00 1 7,300.00
CE PTRL03 RL Stryker Power Cot 15,000.00 1 15,000.00
CE PTSP01 SUP Laptop Computer 1,200.00 1 1,200.00
Budget Code: 584X‐3000‐53100‐17XX / Budget Supervisor: Steve Mackiewicz 31,250.00 ‐
Major Equipment ‐ Instructional ‐ Service & Health Division ‐ Nursing
AA NSAS01 ASH Nursing Anne 14,100.00 1 14,100.00
AA NSAS02 ASH Electric Bed 1,525.00 1 1,525.00
AA NSRL01 RL Nursing Anne 14,100.00 1 14,100.00
AA NSRL02 RL Electric Bed 1,525.00 1 1,525.00
AA NSSP01 SUP Nursing Anne 14,100.00 1 14,100.00
AA NSSP02 SUP Electric Bed 1,525.00 1 1,525.00
AA NSNR01 NR Nursing Anne 14,100.00 1 14,100.00
AA NSNR02 NR Electric Bed 1,525.00 1 1,525.00
Budget Code: 584X‐3000‐54300‐17XX / Budget Supervisor: Chaudette Miller 62,500.00 ‐
Major Equipment ‐ Instructional ‐ Industrial Division ‐ Industrial Automation, Controls, and Networking
AA IANR01 NR 209 AB ControlLogix PLC 2,263.00 8 18,104.00
AA IANR02 NR 209 AB PanelView ‐ Touchscreen 2,048.00 8 16,384.00
Budget Code: 584X‐3000‐63100‐1727 / Budget Supervisor: Nancy Cerritos 34,488.00 ‐
Major Equipment ‐ Instructional ‐ Institutional Effectiveness ‐ Grant Funded Equipment
IE WTCS168 SL WTCS Entry Level Construction Grant Funded Equipment 8,900.00 1 8,900.00
IE WTCS182 SL WTCS Faculty Development in Technology Grant Funded Equipment 10,979.00 1 10,979.00
IE WTCS183 SL WTCS Mechatronics Technician Level 1 Grant Funded Equipment 34,370.00 1 34,370.00
IE DOL701 SL DOL IMPACT Grant Equipment 3,600.00 1 3,600.00
IE RUS721 SL USDA RUS Grant Equipment 411,560.00 1 411,560.00
IE RUS722 SL USDA RUS Grant Equipment 241,044.00 1 241,044.00
Budget Code: 584X‐300X‐00000‐1701‐717XXX / Budget Supervisor: MaryAnn Pebler 710,453.00 ‐
Major Equipment ‐ Instructional ‐ Continuting Education Division ‐ Drivers Education
CE DERL01 NR Driver's ed cars 20,000.00 3 60,000.00
CE DERL02 NR Instructor Brake for DE cars 800.00 3 2,400.00
Budget Code: 584X‐3000‐81200‐1742 / Budget Supervisor: Betty Shaffer 62,400.00 ‐
Major Equipment ‐ Campus Administration ‐ Kitchen
TS CANR01 NR Kitchen Flat Top Griddle for Food Service 5,094.00 1 5,094.00
TS CANR02 NR Kitchen Compressor for Walk In Cooler 2,500.00 1 2,500.00
TS CANR03 NR Kitchen Paging System/Buzzer for Café 2,000.00 1 2,000.00
TS CANR04 NR Kitchen Oven/Stove Combo for Food Service 6,638.00 1 6,638.00
Budget Code: 584X‐3000‐91902‐1727 / Budget Supervisor: Susan Lockwood 16,232.00 ‐
136
Fiscal Year 2017 Capital Equipment Detail Listing
Division
Captial
Ref# Campus Room Description Unit Cost Quantity Total Cost
Facility Dollar
Impact
Major Equipment ‐ Campus Administration ‐ Conference Center
AA CCSP01 SUP C107/C108 Complete upgrade to the video/audio system in Superior Conference Center 26,189.00 1 26,189.00
Budget Code: 584X‐3000‐91902‐1751 / Budget Supervisor: Bonny Copenhaver 26,189.00 ‐
Major Equipment ‐ Technology Services Division
TS TSSL01 SL Instructional Computers 1,000.00 100 100,000.00
Budget Code: 5842‐3000‐91912‐1701 / Budget Supervisor: Jim Dahlberg 100,000.00 ‐
Major Equipment ‐ Instructional Technology ‐ Library Resource Center
SA LRAS01 ASH Projectors 1,500.00 3 4,500.00
SA LRAS02 ASH ETC Furnishings (computer desks/chairs, staff desk/chair) 23,500.00 1 23,500.00
SA LRNR01 NR Projectors 1,500.00 8 12,000.00
SA LRNR02 NR Mixer 699.99 1 700.00
SA LRNR03 NR Media Cart 550.00 1 550.00
SA LRRL01 RL Projectors 1,500.00 15 22,500.00
SA LRRL02 RL Task Chairs Knoll Generation 600.00 2 1,200.00
SA LRSP01 SUP Projectors 1,500.00 9 13,500.00
SA LRSP02 SUP Large Monitor for Messaging system 700.00 1 700.00
SA LRSP03 SUP Document Cameras 1,300.00 4 5,200.00
Budget Code: 584X‐3000‐92100‐17XX / Budget Supervisor: Scott Vrieze 84,350.00 ‐
Major Equipment ‐ Instructional Technology ‐ Distance Learning Support
TS DLSP01 SUP Mobile Group 500 HD Codec Replacement (4 units) ITV 10,567.00 4 42,268.00
Budget Code: 584X‐3000‐92400‐17XX / Budget Supervisor: Holly Scharf 42,268.00 ‐
Major Equipment ‐ Student Services ‐ Other
SA SSSP01 SUP Bookstores POS upgrades at all campuses for PCI compliance 4,338.00 7 30,366.00
Budget Code: 584X‐3000‐93800‐17XX / Budget Supervisor: Steve Bitzer 30,366.00 ‐
Major Equipment ‐ Business Services
BS BSSL01 SL Bus Office Credit Card Machines 800.00 5 4,000.00
BS BSSL02 SL Bus Office ImageNow Scanner & license 3,200.00 1 3,200.00
Budget Code: 584X‐3000‐95300‐1701 / Budget Supervisor: Steve Decker 7,200.00 ‐
Major Equipment ‐ Technology Services Division
TS TSAS01 ASH Ashland campus switch (currently 5‐6 years old) 40,000.00 1 40,000.00
TS TSHY01 HAY Hayward outreach center switch (currently 5‐6 years old) 40,000.00 1 40,000.00
TS TSHY02 HAY Replace Edge router at Hayward outreach center 16,000.00 1 16,000.00
TS TSLY01 LDY Ladysmith outreach center switch (currently 5‐6 years old) 40,000.00 1 40,000.00
TS TSLY02 LDY Replace Edge router at Ladysmith outreach center 16,000.00 1 16,000.00
TS TSNR01 NR New Richmond campus switch (currently 5‐6 years old) 40,000.00 1 40,000.00
TS TSSL02 SL ACE Cisco Load Balancer for O365 2,000.00 1 2,000.00
TS TSSL03 SL Update Forefront Identity Manager, Account Provisioning and password reset 43,000.00 1 43,000.00
TS TSSL04 SL Expand Remote Desktop to New Richmond and Ashland, servers & storage 60,000.00 1 60,000.00
TS TSSL05 SL Copier purchases if no RFP awarded 57,000.00 1 57,000.00
TS TSSL06 SL Replacement printers if no RFP awarded 10,000.00 1 10,000.00
TS TSSL07 SL Polycom Skype Meeting 360 Cameras 5,000.00 5 25,000.00
TS TSSL08 SL Web Site Content Management System 50,000.00 1 50,000.00
TS TSSL09 SL Delayed Admin Laptops, waiting for new model 1,275.00 16 20,400.00
TS TSSL10 SL Replace Bookstore Computers 1,200.00 7 8,400.00
TS TSSL11 SL Client Relationship Management (CRM) Software 150,000.00 1 150,000.00
Budget Code: 584X‐3000‐96100‐1701 / Budget Supervisor: Jim Dahlberg 617,800.00 ‐
Major Equipment ‐ Marketing
PO MTRL01 RL Canon Digital EOS Rebel T5i camera and accessory kit 850.00 1 850.00
PO MTSP01 SUP Wireless Microphone RL/Sup ‐ one each to share 650.00 2 1,300.00
PO MTSP02 SUP Convert Existing UMAX Powerlook 2100XI Scanner from SCSI to USB 600.00 1 600.00
Budget Code: 584X‐3000‐96300‐1701 / Budget Supervisor: Jena Votgman 2,750.00 ‐
Major Equipment ‐ Technology Services
TS TSSL11 SL Administrative Computers 1,000.00 175 175,000.00
Budget Code: 5842‐3000‐96800‐1701 / Budget Supervisor: Jim Dahlberg 175,000.00 ‐
Major Equipment ‐ General Institutional ‐ Other
HR CCSL01 SL Conf Cntr Stainless Steel Dual Coffee Maker (600W) 3,000.00 1 3,000.00
HR CCSL02 SL Conf Cntr Refrigerator (7.11 cu ft) 1,500.00 1 1,500.00
Budget Code: 584X‐3000‐96800‐1701 / Budget Supervisor: Val Smith 4,500.00 ‐
Major Equipment ‐ General Institutional ‐ Other
IE IESL01 SL Ergonomic Chair 700.00 1 700.00 ‐
Budget CoBudget Code: 584X‐3000‐96800‐1701 / Budget Supervisor: Jennifer Kunselman 700.00 ‐
137
Fiscal Year 2017 Capital Equipment Detail Listing
Division
Captial
Ref# Campus Room Description Unit Cost Quantity Total Cost
Facility Dollar
Impact
Major Equipment ‐ Physical Plant ‐ Ashland Campus
SA FCAS01 ASH IP Phones 800.00 5 4,000.00
SA FSAS02 ASH Ice Machine and Bin 3,800.00 1 3,800.00
SA FSAS03 ASH Air Purifier 900.00 1 900.00
SA FSAS04 ASH Technology Wing pneumatic upgrade 35,000.00 1 35,000.00
Budget Code: 584X‐3000‐97800‐1703 / Budget Supervisor: Kevin Rowe 43,700.00 ‐
Major Equipment ‐ Physical Plant ‐ Superior Campus
AA FCSP01 SUP IP Phones 800.00 8 6,400.00
AA FCSP01 SUP Pallet Lift 500.00 8 4,000.00
AA SCSP02 SUP Facilities Plow with mount 7,000.00 1 7,000.00
Budget Code: 584X‐3000‐97800‐1751 / Budget Supervisor: Pete Gamache 17,400.00 ‐
Major Equipment ‐ Physical Plant ‐ New Richmond Campus
IE FCNR01 NR 215 Focus, Midback Mesh Back, Swivel Tilt Control, Armless chairs 5,695.00 1 5,695.00
IE FCNR02 NR 215 Symetris Training, 36S Starter 24x72 690.00 12 8,280.00
IE FCNR03 NR 205 Focus, Midback Mesh Back, Swivel Tilt Control, Armless chairs 4,271.00 1 4,271.00
IE FCNR04 NR 135 Focus, Midback Mesh Back, Swivel Tilt Control, Armless chairs 5,458.00 1 5,458.00
IE FCNR05 NR 139 Focus, Midback Mesh Back, Swivel Tilt Control, Armless chairs 5,220.00 1 5,220.00
IE FCNR06 NR 143 Focus, Midback Mesh Back, Swivel Tilt Control, Armless chairs 5,695.00 1 5,695.00
IE FCNR07 NR 213 Focus, Midback Mesh Back, Swivel Tilt Control, Armless chairs 2,847.00 1 2,847.00
IE FCNR08 NR 8 passenger van 26,500.00 1 26,500.00
IE FCNR09 NR 12 passenger Van 26,500.00 1 26,500.00
IE FCNR10 NR NCM Replacement 12,500.00 1 12,500.00
IE FCNR11 NR Air Dryer for Air Handling System 2,500.00 1 2,500.00
IE FCNR12 NR Cat Walk for Air Handler (Metal Tech) 20,000.00 1 20,000.00
IE FCNR13 NR Compressor for Air Handling System 10,000.00 1 10,000.00
IE FCNR14 NR IP Phones 800.00 6 4,800.00
IE FCNR15 NR 2 Drinking Fountain/Bottle Stations 600.00 2 1,200.00
IE FCNR16 NR offices Furniture for managers offices 6,000.00 2 12,000.00
IE FCNR17 NR Student Ser. Desk for Marie Hagen Office 3,000.00 1 3,000.00
IE FCNR18 NR Student Ser. Desk for Lynn Peck Office 3,000.00 1 3,000.00
IE FCNR19 NR 209 Tables & Chairs 6,069.00 1 6,069.00
IE FCNR20 NR 214/216 Chairs 11,424.00 1 11,424.00
IE FCNR21 NR 218 Chairs 5,712.00 1 5,712.00
IE FCNR22 NR Entrance New Lobby furniture 20,000.00 1 20,000.00
Budget Code: 584X‐3000‐97800‐1727 / Budget Supervisor: Greg Ricci 202,671.00 ‐
Major Equipment ‐ Physical Plant ‐ Rice Lake Campus
CE FCRL01 RL Ride On Salt Spreader with 220# Hopper 6,000.00 1 6,000.00
CE FCRL02 RL I Mop Revolutionary Cleaning System w/batteries & brushes 4,500.00 1 4,500.00
CE FCRL03 RL Knoll Generation Task Chair with Arm Rests 550.00 5 2,750.00
CE FCRL04 RL Hayward Outreach Center Furniture 52,000.00 1 52,000.00
CE FCRL05 RL IP Phones 800.00 8 6,400.00
CE FCRL06 RL Student Ser. Chairs 600.00 2 1,200.00
CE FCRL07 RL Office Furniture College Advancement Associate 4,037.00 1 4,037.00
Budget Code: 584X‐3000‐97800‐1742 / Budget Supervisor: Dean King 76,887.00 ‐
Major Equipment ‐ Physical Plant ‐ Rice Lake Campus Remodeling
AA RERL‐1 RL Rmdl 186 3 Axis Fanuc Controlled Milling Machine 75,000.00 1 75,000.00
AA RERL‐2 RL Rmdl 186 Okamoto ACC 18 DX2 Surface Grinder 27,000.00 1 27,000.00
AA RERL‐3 RL Rmdl 186 Manual Lathes w/tooling 15,150.00 2 30,300.00
AA RERL‐4 RL Rmdl 186 Desktop Computers Package (montior, keyboard, etc.) 860.00 5 4,300.00
AA RERL‐5 RL Rmdl 186 Heavy Duty Wood Top Workbenches with power and airdrops 1,500.00 12 18,000.00
AA RERL‐6 RL Rmdl 188 C and G Plasma Table 60,000.00 1 60,000.00
AA RERL‐7 RL Rmdl 188 Bridge Crane 7,000.00 1 7,000.00
AA RERL‐9 RL Rmdl 188 Press Brake 35,000.00 1 35,000.00
Budget Code: 584X‐3000‐97800‐1742‐7169XX / Budget Supervisor: Craig Fowler 256,600.00 ‐
138
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
2014/15 2016/17Actual Adopted Modified Budget
Local government 6,312,018$ 6,469,818$ 6,658,278$ 6,791,444$ 133,166$ 2.00%Institutional 271,781 105,000 296,000 156,000 (140,000) ‐47.30%
Total revenue 6,583,799$ 6,574,818$ 6,954,278$ 6,947,444$ (6,834)$ ‐0.10%
Physical plant 6,441,133$ 6,450,889$ 6,582,189$ 7,128,470$ 546,281$ 8.30%
Total expenditures 6,441,133$ 6,450,889$ 6,582,189$ 7,128,470$ 546,281$ 8.30%
Debt Service Policy
What is considered a capital purchase?
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
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 2.0% for FY17. 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.
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 $500 or more with a useful life of two years or more is to be budgeted in the capital
projects funds since debt is issued to cover the cost. Only those items meeting the accounting capitalization threshold will be
capitalized and recorded as a capital asset and depreciated in the annual audited financial statements as required by GASB 34
and GASB 35 accounting regulations.
2015/16 Budget Change from2015/16 Modified Budget
140
Restrictions on borrowing and capital projects
Legal debt margin
FY16 Equalized Valuation
Projected Change in Valuation 101.0%FY17 Projected Equalized ValuationDebt Limit Percentage 5%Debt LimitGross Indebtedness Applicable to Debt Limit 49,210,000$ Less Projected Assets Available 6,816,365 Total Amount of Debt Applicable to Debt Limit 42,393,635
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 statusWITC borrowed $15,095,000 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.
1,580,294,714
$ 1,537,901,079
Additionally, total bonded debt, which is a component of general obligation debt, may not exceed 2% of equalized valuation.
For FY17, the computation of legal debt margin is as follows:
$ 31,605,894,273
632,117,885
$ 632,117,885
31,605,894,273
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 $49,210,000 compared to the 5% limit, based on a (2%) reduction in equalized
valuation, of approximately $1,537,901,079. WITC is currently utilizing 3.2% 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.
$ 31,605,894,273
141
Budget year debt planning
Long‐term debt planning
2016/17 8,345,000$ 2017/18 5,400,000 2018/19 8,850,000 2019/20 4,750,000 2020/21 5,900,000 Total 33,245,000$
Long‐term debt schedules as of June 30, 2016
$2,500,000 GENERAL OBLIGATION SERIES 2010A, US BANK CORPORATE TRUST SERVICESDate of issuance: July 1, 2010 / Date of maturity: October 1, 2018Purpose: FY11 construction, building remodeling & improvements and capital equipmentPayee: Bankers Bank (2.2822166%)
Principal Interest Total2016/17 435,000 28,931 463,931 2017/18 450,000 18,413 468,413 2018/19 465,000 6,394 471,394
1,350,000$ 53,738$ 1,403,738$
$3,350,000 GENERAL OBLIGATION SERIES 2011A, US BANK CORPORATE TRUST SERVICESDate of issuance: April 7, 2011 / Date of maturity: October 1, 2017Purpose: FY11 construction, building remodeling & improvements and capital equipmentPayee: Bankers Bank (1.4458734%)
Principal Interest Total2016/17 375,000 3,750 378,750
375,000$ 3,750$ 378,750$
WITC plans on borrowing $8,345,000 in general obligation promissory notes to pay for capital projects and capital
equipment in FY17. 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
142
$2,450,000 GENERAL OBLIGATION SERIES 2011B, US BANK CORPORATE TRUST SERVICESDate of issuance: May 5, 2011 / Date of maturity: October 1, 2020Purpose: FY11 construction, building remodeling & improvements and capital equipmentPayee: Piper Jaffray (2.1241154%)
Principal Interest Total2016/17 460,000 45,200 505,200 2017/18 300,000 30,000 330,000 2018/19 300,000 18,000 318,000 2019/20 300,000 6,000 306,000
1,360,000$ 99,200$ 1,459,200$
$3,900,000 GENERAL OBLIGATION SERIES 2011C, US BANK CORPORATE TRUST SERVICESDate of issuance: December 14, 2011 / Date of maturity: October 1, 2016Purpose: FY12 construction, building remodeling & improvements and capital equipmentPayee: Bankers Bank (0.8994525%)
Principal Interest Total2016/17 500,000 3,750 503,750
500,000$ 3,750$ 503,750$
$3,000,000 GENERAL OBLIGATION SERIES 2012A, US BANK CORPORATE TRUST SERVICESDate of issuance: May 15, 2012 / Date of maturity: October 1, 2018Purpose: FY12 construction, building remodeling & improvements and capital equipmentPayee: Robert W. Baird & Company, Inc. (1.0430387%)
Principal Interest Total2016/17 500,000 19,000 519,000 2017/18 400,000 10,000 410,000 2018/19 300,000 3,000 303,000
1,200,000$ 32,000$ 1,232,000$
$4,980,000 GENERAL OBLIGATION SERIES 2012B, US BANK CORPORATE TRUST SERVICESDate of issuance: November 15, 2012 / Date of maturity: October 1, 2017Purpose: FY13 construction, building remodeling & improvements and capital equipmentPayee: Raymond James & Associates (0.5931%)
Principal Interest Total2016/17 500,000 13,325 513,325 2017/18 680,000 5,100 685,100
1,180,000$ 18,425$ 1,198,425$
143
$2,020,000 GENERAL OBLIGATION SERIES 2013A, US BANK CORPORATE TRUST SERVICESDate of issuance: June 18, 2013 / Date of maturity: October 1, 2018Purpose: FY13 construction, building remodeling & improvements and capital equipmentPayee: Raymond James & Associates (0.725330%)
Principal Interest Total2016/17 320,000 15,600 335,600 2017/18 800,000 10,000 810,000 2018/19 600,000 3,000 603,000
1,720,000$ 28,600$ 1,748,600$
$5,825,000 GENERAL OBLIGATION SERIES 2013B, US BANK CORPORATE TRUST SERVICESDate of issuance: December 18, 2013 / Date of maturity: October 1, 2019Purpose: FY14 construction, building remodeling & improvements and capital equipmentPayee: Robert W. Baird & Company, Inc. (1.191903%)
Principal Interest Total2016/17 1,000,000 96,500 1,096,500 2017/18 1,000,000 71,500 1,071,500 2018/19 1,000,000 51,500 1,051,500 2019/20 2,075,000 20,750 2,095,750
5,075,000$ 240,250$ 5,315,250$
$3,950,000 GENERAL OBLIGATION SERIES 2014A, US BANK CORPORATE TRUST SERVICESDate of issuance: June 11, 2014 / Date of maturity: October 1, 2020Purpose: FY14 construction, building remodeling and site improvementsPayee: BOSC, Inc. (1.225187%)
Principal Interest Total2016/17 550,000 60,000 610,000 2017/18 350,000 54,625 404,625 2018/19 475,000 47,250 522,250 2019/20 950,000 33,000 983,000 2020/21 1,175,000 11,750 1,186,750
3,500,000$ 206,625$ 3,706,625$
$5,225,000 GENERAL OBLIGATION SERIES 2014B, US BANK CORPORATE TRUST SERVICESDate of issuance: December 29, 2014 / Date of maturity: October 1, 2020Purpose: FY15 construction, building remodeling & improvements and capital equipmentPayee: BOSC, Inc. (1.1245239%)
Principal Interest Total2016/17 625,000 87,325 712,325 2017/18 1,020,000 74,000 1,094,000 2018/19 1,040,000 53,400 1,093,400 2019/20 1,065,000 32,350 1,097,350 2020/21 1,085,000 10,850 1,095,850
4,835,000$ 257,925$ 5,092,925$
144
$1,500,000 GENERAL OBLIGATION SERIES 2015A, US BANK CORPORATE TRUST SERVICESDate of issuance: March 16, 2015 / Date of maturity: October 1, 2021Purpose: FY15 building remodelingPayee: BOSC, Inc. (1.2804199%)
Principal Interest Total2016/17 200,000 24,750 224,750 2017/18 225,000 22,625 247,625 2018/19 245,000 19,050 264,050 2019/20 250,000 14,100 264,100 2020/21 280,000 8,800 288,800 2021/22 300,000 3,000 303,000
1,500,000$ 92,325$ 1,592,325$
$2,025,000 GENERAL OBLIGATION SERIES 2015B, US BANK CORPORATE TRUST SERVICESDate of issuance: May 8, 2015 / Date of maturity: October 1, 2021Purpose: FY15 building remodeling & improvementsPayee: UMB Bank, N.A. ($1.169340%)
Principal Interest Total2016/17 300,000 30,043 330,043 2017/18 330,000 26,181 356,181 2018/19 340,000 21,568 361,568 2019/20 345,000 16,172 361,172 2020/21 350,000 10,263 360,263 2021/22 360,000 3,600 363,600
2,025,000$ 107,826$ 2,132,826$
$1,150,000 GENERAL OBLIGATION SERIES 2015C, US BANK CORPORATE TRUST SERVICESDate of issuance: June 11, 2015 / Date of maturity: October 1, 2021Purpose: FY15 building remodeling & improvementsPayee: Bankers Bank (1.349000%)
Principal Interest Total2016/17 ‐ 15,128 15,128 2017/18 ‐ 15,128 15,128 2018/19 280,000 13,588 293,588 2019/20 285,000 10,266 295,266 2020/21 290,000 6,455 296,455 2021/22 295,000 2,213 297,213
1,150,000$ 62,778$ 1,212,778$
145
$5,160,000 GENERAL OBLIGATION SERIES 2015D, US BANK CORPORATE TRUST SERVICESDate of issuance: December 7, 2015 / Date of maturity: October 1, 2025Purpose: FY16 construction, building remodeling & improvements and capital equipmentPayee: BOSC, Inc. (1.6405482%)
Principal Interest Total2016/17 520,000 98,000 618,000 2017/18 475,000 88,050 563,050 2018/19 620,000 77,100 697,100 2019/20 635,000 64,550 699,550 2020/21 650,000 51,700 701,700 2021/22 435,000 40,850 475,850 2022/23 445,000 32,050 477,050 2023/24 450,000 23,100 473,100 2024/25 460,000 14,000 474,000 2025/26 470,000 4,700 474,700
5,160,000$ 494,100$ 5,654,100$
$3,400,000 GENERAL OBLIGATION SERIES 2016A, US BANK CORPORATE TRUST SERVICESDate of issuance: March 14, 2016 / Date of maturity: October 1, 2025Purpose: FY16 construction, building remodeling & improvements and capital equipmentPayee: Bankers Bank (1.395551%)
Principal Interest Total2016/17 ‐ 52,696 52,696 2017/18 ‐ 50,320 50,320 2018/19 395,000 48,839 443,839 2019/20 405,000 45,636 450,636 2020/21 410,000 41,968 451,968 2021/22 420,000 37,710 457,710 2022/23 430,000 31,100 461,100 2023/24 440,000 22,400 462,400 2024/25 445,000 13,550 458,550 2025/26 455,000 4,550 459,550
3,400,000$ 348,769$ 3,748,769$
146
$2,035,000 GENERAL OBLIGATION SERIES 2016B, US BANK CORPORATE TRUST SERVICESDate of issuance: April 14, 2016 / Date of maturity: October 1, 2025Purpose: FY16 construction, building remodeling & improvements and capital equipmentPayee: Raymond James & Associates, Inc. (1.4444455%)
Principal Interest Total2016/17 ‐ 33,230 33,230 2017/18 ‐ 34,475 34,475 2018/19 155,000 33,313 188,313 2019/20 40,000 31,850 71,850 2020/21 295,000 29,338 324,338 2021/22 295,000 24,913 319,913 2022/23 305,000 20,413 325,413 2023/24 310,000 15,413 325,413 2024/25 315,000 9,550 324,550 2025/26 320,000 3,200 323,200
2,035,000$ 235,693$ 2,270,693$
$1,500,000 GENERAL OBLIGATION SERIES 2016C, US BANK CORPORATE TRUST SERVICESDate of issuance: May 12, 2016 / Date of maturity: October 1, 2025Purpose: FY16 construction, building remodelingPayee: BOSC, Inc. (1.470865%)
Principal Interest Total2016/17 ‐ 22,241 22,241 2017/18 ‐ 25,100 25,100 2018/19 ‐ 25,100 25,100 2019/20 ‐ 25,100 25,100 2020/21 240,000 23,600 263,600 2021/22 245,000 20,263 265,263 2022/23 250,000 16,550 266,550 2023/24 250,000 12,488 262,488 2024/25 255,000 7,750 262,750 2025/26 260,000 2,600 262,600
1,500,000$ 180,791$ 1,680,791$
147
$1,500,000 GENERAL OBLIGATION SERIES 2016D, US BANK CORPORATE TRUST SERVICESDate of issuance: June 6, 2016 / Date of maturity: October 1, 2025Purpose: FY16 construction, building remodelingPayee: BOSC, Inc. (1.3884823%)
Principal Interest Total2016/17 ‐ 20,212 20,212 2017/18 ‐ 24,665 24,665 2018/19 ‐ 24,665 24,665 2019/20 ‐ 24,665 24,665 2020/21 240,000 22,865 262,865 2021/22 245,000 19,228 264,228 2022/23 245,000 15,553 260,553 2023/24 250,000 11,528 261,528 2024/25 255,000 6,790 261,790 2025/26 265,000 2,120 267,120
1,500,000$ 172,289$ 1,672,289$
$1,500,000 GENERAL OBLIGATION SERIES 2016E, US BANK CORPORATE TRUST SERVICESDate of issuance: June 30, 2016 / Date of maturity: October 1, 2025Purpose: FY16 construction, building remodelingPayee: TBD
Principal Interest Total2016/17 ‐ 25,000 25,000 2017/18 ‐ 30,000 30,000 2018/19 ‐ 30,000 30,000 2019/20 ‐ 30,000 30,000 2020/21 240,000 27,600 267,600 2021/22 245,000 22,750 267,750 2022/23 250,000 17,800 267,800 2023/24 250,000 12,800 262,800 2024/25 255,000 7,750 262,750 2025/26 260,000 2,600 262,600
1,500,000$ 206,300$ 1,706,300$
148
Projected 2016/17 general obligation promissory notes to be issued
$2,245,000 GENERAL OBLIGATION SERIES 2017A, US BANK CORPORATE TRUST SERVICESDate of issuance: February, 2017 / Date of maturity: October 1, 2026Purpose: FY17 construction, building remodeling & improvements and capital equipmentPayee: TBD
Principal Interest Total2016/17 ‐ ‐ ‐ 2017/18 ‐ 51,760 51,760 2018/19 ‐ 44,900 44,900 2019/20 ‐ 44,900 44,900 2020/21 225,000 42,650 267,650 2021/22 385,000 36,550 421,550 2022/23 390,000 28,800 418,800 2023/24 300,000 21,900 321,900 2024/25 310,000 15,800 325,800 2025/26 315,000 9,550 324,550 2026/27 320,000 3,200 323,200
2,245,000$ 300,010$ 2,545,010$
$3,905,000 GENERAL OBLIGATION SERIES 2017B, US BANK CORPORATE TRUST SERVICESDate of issuance: April, 2017 / Date of maturity: October 1, 2026Purpose: FY17 construction, building remodeling & improvements and capital equipmentPayee: TBD
Principal Interest Total2016/17 ‐ ‐ ‐ 2017/18 ‐ 77,666 77,666 2018/19 ‐ 78,100 78,100 2019/20 ‐ 78,100 78,100 2020/21 1,060,000 67,500 1,127,500 2021/22 1,085,000 46,050 1,131,050 2022/23 1,105,000 24,150 1,129,150 2023/24 160,000 11,500 171,500 2024/25 160,000 8,300 168,300 2025/26 165,000 5,050 170,050 2026/27 170,000 1,700 171,700
3,905,000$ 398,116$ 4,303,116$
149
$2,195,000 GENERAL OBLIGATION SERIES 2017C, US BANK CORPORATE TRUST SERVICESDate of issuance: June, 2017 / Date of maturity: October 1, 2026Purpose: FY17 construction, building remodeling & improvements and capital equipmentPayee: TBD
Principal Interest Total2016/17 ‐ ‐ ‐ 2017/18 ‐ 36,096 36,096 2018/19 ‐ 43,900 43,900 2019/20 ‐ 43,900 43,900 2020/21 ‐ 43,900 43,900 2021/22 350,000 40,400 390,400 2022/23 355,000 33,350 388,350 2023/24 360,000 26,200 386,200 2024/25 370,000 18,900 388,900 2025/26 375,000 11,450 386,450 2026/27 385,000 3,850 388,850
2,195,000$ 301,946$ 2,496,946$
Combined schedule of long‐term general obligation promissory debt
Principal Interest Total2016/17 6,285,000 694,682 6,979,682 2017/18 6,030,000 755,703 6,785,703 2018/19 6,215,000 642,666 6,857,666 2019/20 6,350,000 521,339 6,871,339 2020/21 6,540,000 399,238 6,939,238 2021/22 4,660,000 297,526 4,957,526 2022/23 3,775,000 219,765 3,994,765 2023/24 2,770,000 157,328 2,927,328 2024/25 2,825,000 102,390 2,927,390 2025/26 2,885,000 45,820 2,930,820 2026/27 875,000 8,750 883,750
49,210,000$ 3,845,205$ 53,055,205$
The debt service budget for FY17 includes $144,000 for agent, legal and other fees associated with the issuance of
$8,345,000 in general obligation promissory notes.
150
Carryover resource needs
Principal Interest TotalSERIES 2010A 435,000 16,913 451,913 SERIES 2011A 375,000 3,750 378,750 SERIES 2011B 460,000 27,200 487,200 SERIES 2011C 500,000 3,750 503,750 SERIES 2012A 500,000 12,000 512,000 SERIES 2012B 500,000 8,225 508,225 SERIES 2013A 320,000 8,600 328,600 SERIES 2013B 1,000,000 55,750 1,055,750 SERIES 2014A 550,000 31,375 581,375 SERIES 2014B 625,000 45,225 670,225 SERIES 2015A 200,000 12,875 212,875 SERIES 2015B 300,000 15,922 315,922 SERIES 2015C ‐ 7,564 7,564 SERIES 2015D 520,000 51,600 571,600 SERIES 2016A ‐ 27,536 27,536 SERIES 2016B ‐ 15,993 15,993 SERIES 2016C ‐ 9,691 9,691 SERIES 2016D ‐ 7,879 7,879 SERIES 2015E ‐ 10,000 10,000
6,285,000$ 371,847$ 6,656,847$
Principal Interest TotalSERIES 2010A 450,000 12,019 462,019 SERIES 2011B 300,000 18,000 318,000 SERIES 2012A 400,000 7,000 407,000 SERIES 2012B 680,000 5,100 685,100 SERIES 2013A 800,000 7,000 807,000 SERIES 2013B 1,000,000 40,750 1,040,750 SERIES 2014A 350,000 28,625 378,625 SERIES 2014B 1,020,000 42,100 1,062,100 SERIES 2015A 225,000 11,875 236,875 SERIES 2015B 330,000 14,122 344,122 SERIES 2015C ‐ 7,564 7,564 SERIES 2015D 475,000 46,400 521,400 SERIES 2016A ‐ 25,160 25,160 SERIES 2016B ‐ 17,238 17,238 SERIES 2016C ‐ 12,550 12,550 SERIES 2016D ‐ 12,333 12,333 SERIES 2016E ‐ 12,333 12,333 SERIES 2017A ‐ 29,310 29,310 SERIES 2017B ‐ 38,616 38,616 SERIES 2017C ‐ 14,146 14,146
6,030,000$ 402,239$ 6,432,239$
The June 30, 2016, estimated debt service fund balance of $6,861,310 less the total of October 2016 payments noted
above leaves $204,463 available in the debt service fund balance for future payments.
The following scheduled payments will be payable October 2017
The June 30, 2017, estimated debt service fund balance of $6,635,339 less the total of October 2017 payments noted
above leaves $203,100 available in the debt service fund balance for future payments.
The following scheduled payments will be payable October 2016.
151
This page was intentionally left blank
152
Proprietary Fund
W I S C O N S I N I N D I A N H E A D T E C H N I C A L C O L L E G E
2014/15 2016/17Actual Adopted Modified Budget
Institutional 396,603$ 400,000$ 410,000$ 410,000$ ‐$ 0.00%
Total revenue 396,603$ 400,000$ 410,000$ 410,000$ ‐$ 0.00%
Auxiliary services 346,532$ 340,000$ 350,000$ 358,000$ 8,000$ 2.29%
Total expenditures 346,532$ 340,000$ 350,000$ 358,000$ 8,000$ 2.29%
Effective January 1, 2012, WITC changed from self‐insured health insurance coverage to fully‐insured. As a result of that change,
the FY17 budget accounts only for the remaining self‐insured dental insurance coverage. In addition, in May 2016, WITC
purchased vehicles for the purpose of student field trip and club use. The revenue associated with the rental of the vehicles will
offset the expenditures associates with the vehicle maintenance in the internal service fund.
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.
Two types of proprietary funds exist, the internal service fund and the enterprise fund.
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 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
Budget Summary
2015/16 Budget Change from2015/16 Modified Budget
154
Enterprise funds
2014/15 2016/17Actual Adopted Modified Budget
Institutional 2,200,594$ 2,850,000$ 2,770,000$ 2,850,000$ 80,000$ 2.89%
Total revenue 2,200,594$ 2,850,000$ 2,770,000$ 2,850,000$ 80,000$ 2.89%
Auxiliary services 2,310,697$ 2,850,000$ 2,850,000$ 2,910,000$ 60,000$ 2.11%
Total expenditures 2,310,697$ 2,850,000$ 2,850,000$ 2,910,000$ 60,000$ 2.11%
FundAuto Repair & Servicing $ 70,500 Bookstores 460,000
Ashland Campus (29,000) New Richmond Campus 266,000 Rice Lake Campus 426,000 Superior Campus (203,000)
Conference centers 41,000 Shell Lake Administrative Office 8,000 Ashland Campus 1,000 New Richmond Campus 3,000 Rice Lake Campus 15,000 Superior Campus 14,000
Cosmetology 67,000 Rice Lake Campus 66,000 Superior Campus 1,000
Food Service (783,000) Ashland Campus (500,000) Rice Lake Campus (348,000) Cafeteria 65,000
Other 64,500 Total (80,000)$ Fund Transfer from Operations 80,000 Estimated Ending Fund Balance ‐$
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
2015/16 Budget Change from2015/16 Modified Budget
The enterprise fund budget is built on projected activity levels. WITC has various operations in the enterprise fund which include
the following:
Estimated June 30, 2016
Retained Earnings
155
This page was intentionally left blank
156
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
2014/15 2016/17Actual Adopted Modified Budget
Institutional 1,616,576$ 650,000$ 650,000$ 650,000$ ‐$ 0.00%
Total revenue 1,616,576$ 650,000$ 650,000$ 650,000$ ‐$ 0.00%
Operating Costs 733,645$ 624,310$ 834,685$ 850,000$ 15,315$ 1.83%
Total expenditures 733,645$ 624,310$ 834,685$ 850,000$ 15,315$ 1.83%
Budget Summary
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.
OPEB Trust Fund
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
2015/16 Budget Change from2015/16 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, 2016, will be approximately $6.1 million.
158
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 6,246,392 4,891,988 14,384,799 6,246,436 8,138,363 14,384,799 6,046,436 8,338,363
2008/092009/102010/11
FiscalYear2007/08
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
January 1, 2015.
2015/16 (est)
2011/122012/132013/14
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.
2016/17 (proj)
2014/15
‐
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16(est)
2016/17(proj)
OPEB Trust
Actuarial Liability Plan Assets Unfunded Liability
159
This page was intentionally left blank
160
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 xAdvanced EMT x xAgricultural Power and Equipment Technician xArchitectural Commercial Design x xAutomated Packaging Systems Technician xAutomotive Maintenance Technician x xBroadband Technologies xBusiness Management x x x xCommunity‐Based Residential Facility Caregiver x x x xCosmetology x xCriminal Justice ‐ Corrections x xCriminal Justice ‐ Law Enforcement xCriminal Justice ‐ Law Enforcement 720 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 x x x xEmergency Medical Technician ‐ Paramedic x x x xFarm Business and Production Management (*) x x xFinancial Services x x x xGerontology ‐ Aging Services Professional x x x xHealth Information Technology (*) 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 xLiberal Arts ‐ Associate of Arts x x x xLiberal Arts ‐ Associate of Science x x x xMachine Tool Operation xMachine Tool Operation ‐ CNC xMachine Tool Technician xMachine Tooling Technics xManagement and Leadership x x x xMarine Repair Technician xMedical Administrative Specialist x x x xMedical Assistant x x x xMedical Coding Specialist 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 x
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.
162
Programs (continued)Ashland
Campus
New
Richmond
Campus
Rice
Lake
Campus
Superior
Campus Online
Office Support Specialist x x x xParamedic Technician x x x xResidential Construction and Cabinetmaking xTechnical Studies ‐ Journeyworker x x x xTelecommunication Technologies xWelding x x x x
CertificatesAshland
Campus
New
Richmond
Campus
Rice
Lake
Campus
Superior
Campus Online
Advanced Marine Repair Technician xBilling and Posing Clerk x x x x xBusiness Administration Specialist x x xBusiness Graphics x x x xC# Programming x xComputer Numerical Control (CNC) Machining xCosmetology Instructor x xCosmetology Manager x x x xCustomer Service x x x xDementia Care x x x xEthical Leadership xGeneral Studies x x x xHealthcare and Service Provider x x x xIndustrial Controls and Automation xJava Developer x xLeadership Certificate x x x xLean Quality x x x xManagement Certificate x x x xNetworking Professional x x x xPersonal Care Worker x x x xPersonal Income Tax Specialist xPhlebotomy x xProfessional Credential for Infants/Toddlers xProfessional Credential for Preschool Teachers x x x xSafety Management xWeb Developer (eDeveloper) x x
Select certificate courses are offered at the WITC‐Hayward and WITC‐Ladysmith outreach centers.
General Studies is central to all programs. GED/HSED and Basic Education offerings are available at all locations.
163
Associate Technical Vocational Non‐Post‐ CommunityYear Degree Diploma Adult Secondary Service Total07/08 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 2,779 19,257 2,078 266 25,950 10/11 4,612 2,498 15,405 1,697 255 24,138 11/12 4,584 2,343 13,779 1,558 257 22,821 12/13 4,722 2,079 13,069 1,406 296 21,620 13/14 4,335 2,183 13,028 1,416 227 21,201 14/15 3,738 2,027 13,011 1,329 275 19,929 15/16 3,733 1,857 12,674 1,373 262 19,471
Year Total07/08 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 1,400 603 189 85 27 2,304 15/16 1,410 567 170 58 19 2,224
PROGRAM ENROLLMENT STATISTICS
Students Served
FY16 include projected data.
Full‐time Equivalent Students
A full‐time equivalent (FTE) is equal to 30 student credits. FY16 include projected data
Associate
Degree
Technical
Diploma
Vocational
Adult
Non‐Post‐
Secondary
Community
Service
‐
500
1,000
1,500
2,000
2,500
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16
Full‐time Equivalent Students
Associate Degree Technical Diploma Vocational Adult
Non‐Post‐Secondary Community Service
164
PercentYear Number Number Employed Average Percentof of of In Related Annual EmployedGraduation Graduates Respondents Occupations Salary In District03/04 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%14/15 1,550 1,374 79% 37,938$ 63%
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, FY16 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.
2014/2015 Job Placement
5% Seeking Employment
79% Employed Related
21% Employed Unrelated
95%Employed
165
Percent PercentChange Change
from fromCollege 2010/11 2011/12 2012/13 2013/14 2014/15 2013/14 2010/11Blackhawk 2,830.27 2,564.46 2,289.20 1,960.20 1,819.00 (7.20%) (35.73%)Chippewa Valley 4,727.51 4,426.40 4,247.80 4,148.17 3,946.30 (4.87%) (16.52%)Fox Valley 7,822.69 7,500.91 7,287.70 6,985.79 6,673.00 (4.48%) (14.70%)Gateway 6,381.68 6,217.11 5,812.80 5,418.53 4,919.20 (9.22%) (22.92%)Lakeshore 2,516.43 2,252.51 2,141.00 2,008.27 1,899.00 (5.44%) (24.54%)Madison Area 11,049.57 10,671.79 10,444.80 10,081.30 9,952.00 (1.28%) (9.93%)Mid‐State 2,574.63 2,340.82 2,130.50 2,073.07 2,034.00 (1.88%) (21.00%)Milwaukee Area 14,543.02 13,989.96 13,155.60 12,416.99 11,810.50 (4.88%) (18.79%)Moraine Park 3,526.44 3,138.06 3,041.10 2,983.31 2,803.40 (6.03%) (20.50%)Nicolet 1,231.45 1,135.59 1,068.80 1,049.83 971.20 (7.49%) (21.13%)North Central 3,843.01 3,739.35 3,760.80 3,697.77 3,426.10 (7.35%) (10.85%)Northeast 7,560.90 7,354.56 7,134.10 6,969.60 6,737.50 (3.33%) (10.89%)Southwest 1,767.54 1,643.80 1,637.50 1,654.09 1,533.20 (7.31%) (13.26%)Waukesha Area 4,892.24 4,624.98 4,574.60 4,330.04 3,959.80 (8.55%) (19.06%)Western 4,120.67 3,854.28 3,710.30 3,288.57 3,308.70 0.61% (19.70%)Wisconsin Indianhead 2,978.01 2,773.68 2,741.40 2,576.70 2,303.90 (10.59%) (22.64%)Statewide Average 5,147.88 4,889.27 4,698.63 4,477.64 4,256.05 (4.95%) (17.32%)
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
2010/11 2011/12 2012/13 2013/14 2014/15
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
166
Percent PercentChange Change
from fromCollege 2010/11 2011/12 2012/13 2013/14 2014/15 2013/14 2010/11Blackhawk $11,211 $11,745 $13,300 $15,563 $16,487 5.94% 47.06%Chippewa Valley $11,368 $12,471 $13,065 $13,481 $14,838 10.07% 30.52%Fox Valley $13,599 $13,885 $14,816 $15,451 $15,190 (1.69%) 11.70%Gateway $12,824 $13,398 $13,534 $14,776 $16,684 12.91% 30.10%Lakeshore $12,687 $13,859 $14,599 $15,633 $16,545 5.83% 30.41%Madison Area $13,723 $13,721 $14,907 $15,415 $15,924 3.30% 16.04%Mid‐State $11,563 $12,302 $13,111 $13,503 $14,068 4.18% 21.66%Milwaukee Area $13,134 $13,126 $14,080 $15,218 $14,613 (3.98%) 11.26%Moraine Park $13,890 $14,741 $15,721 $16,004 $16,572 3.55% 19.31%Nicolet $18,820 $19,457 $19,332 $19,930 $22,243 11.61% 18.19%North Central $11,529 $11,718 $11,608 $12,470 $14,123 13.26% 22.50%Northeast $11,743 $11,576 $11,952 $12,696 $13,936 9.77% 18.67%Southwest $12,286 $12,737 $13,924 $13,570 $14,741 8.63% 19.98%Waukesha Area $14,550 $15,047 $15,667 $16,714 $18,470 10.51% 26.94%Western $11,786 $12,032 $12,751 $14,496 $14,900 2.79% 26.42%Wisconsin Indianhead $15,723 $16,216 $16,034 $17,628 $19,568 11.01% 24.45%Statewide Average $13,010 $13,320 $14,005 $14,927 $15,618 6.59% 17.98%
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
2010/11 2011/12 2012/13 2013/14 2014/15
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
167
Percent PercentChange Change
from fromCollege 2010/11 2011/12 2012/13 2013/14 2014/15 2013/14 2010/11Blackhawk 11,906 11,126 8,857 8,469 6,999 (17.36%) (41.21%)Chippewa Valley 15,063 15,709 14,639 14,415 13,435 (6.80%) (10.81%)Fox Valley 52,763 51,097 46,002 44,437 42,756 (3.78%) (18.97%)Gateway 23,756 22,689 21,130 20,142 18,336 (8.97%) (22.82%)Lakeshore 12,886 13,495 12,675 13,031 10,653 (18.25%) (17.33%)Madison Area 39,716 39,222 37,771 36,714 34,405 (6.29%) (13.37%)Mid‐State 8,531 8,488 7,688 7,457 7,129 (4.40%) (16.43%)Milwaukee Area 44,306 41,601 40,280 38,049 35,859 (5.76%) (19.07%)Moraine Park 18,712 17,279 16,223 16,232 15,221 (6.23%) (18.66%)Nicolet 8,765 7,479 7,098 7,085 6,710 (5.29%) (23.45%)Northcentral 19,066 17,969 18,776 17,092 17,027 (0.38%) (10.69%)Northeast 40,400 43,890 41,582 37,943 35,951 (5.25%) (11.01%)Southwest 10,516 11,195 10,952 10,614 8,657 (18.44%) (17.68%)Waukesha Area 23,944 23,491 23,432 22,756 21,186 (6.90%) (11.52%)Western 16,843 15,916 14,109 11,857 10,613 (10.49%) (36.99%)Wisconsin Indianhead 23,415 21,973 20,588 20,251 19,085 (5.76%) (18.49%)Statewide Average 23,162 22,664 21,363 20,409 19,001 (6.90%) (17.96%)
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
2010/11 2011/12 2012/13 2013/14 2014/15
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
168
Operating Debt Total Operating Debt TotalMill Mill Mill Mill Mill Mill
College Rate* Rate Rate Rank Rate* Rate Rate RankBlackhawk 0.56853 0.63056 1.19909 12 0.56580 0.54546 1.11126 11 Chippewa Valley 0.57396 0.31239 0.88635 9 0.57256 0.32488 0.89744 9 Fox Valley 0.62723 0.49059 1.11782 11 0.62393 0.50004 1.12397 12 Gateway 0.52359 0.27131 0.79490 6 0.51335 0.25696 0.77031 5 Lakeshore 0.45718 0.34419 0.80137 7 0.44861 0.33060 0.77921 6 Madison Area 0.50821 0.41915 0.92736 10 0.50028 0.43346 0.93374 10 Mid‐State 0.50062 0.33377 0.83439 8 0.49750 0.33605 0.83355 8 Milwaukee Area 0.64632 0.61098 1.25730 14 0.63875 0.63152 1.27027 15 Moraine Park 0.42669 0.24509 0.67178 4 0.42112 0.25356 0.67468 4 Nicolet 0.21514 0.16566 0.38080 3 0.20870 0.16528 0.37398 2 North Central 0.64114 0.63146 1.27260 15 0.62683 0.59124 1.21807 13 Northeast 0.36412 0.41389 0.77801 5 0.36176 0.42333 0.78509 7 Southwest 0.61542 0.63003 1.24545 13 0.61744 0.63559 1.25303 14 Waukesha Area 0.20594 0.17380 0.37974 2 0.21102 0.17809 0.38911 3 Western 0.60211 0.97531 1.57742 16 0.60284 0.98993 1.59277 16 Wisconsin Indianhead 0.16299 0.21066 0.37365 1 0.15750 0.20462 0.36212 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.
2015/16 Tax Rates 2014/15 Tax Rates
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
$1.40
$1.60
$1.80
$2.00
2014/15 2013/14
169
StatePersonal Total Debt Aids in
Equalized Computer Equalized Operational Service Lieu of TotalYear Valuation Value Valuation Tax Levy Tax Levy Taxes Needs
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 $36,844 $11,207,398
15/16 $31,605,894,273 $36,736,600 $31,642,630,873 $5,151,399 $6,658,278 $33,345 $11,843,022
16/17 $31,921,953,216 $35,214,000 $31,957,167,216 $5,472,937 $6,791,444 $37,200 $12,301,581
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
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17
Operational Tax Levy Debt Service Levy State Aids in Lieu of Taxes
170
DebtEqualized Debt Debt
Year Valuation Operational Service Operational Service Total
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 $31,605,894,273 $5,151,399 $6,658,278 $0.16299 $0.21066 $0.37365
16/17 proj $31,921,953,216 $5,472,937 $6,791,444 $0.17145 $0.21275 $0.38420
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
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 proj
Operational Debt Service
171
Mill RateYear Amount % Change Amount % Change Amount % Change Total
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 $82,206,491 4.7% $31,642,630,873 2.5% $11,809,677 5.7% $0.37365
16/17 proj $79,268,718 (3.6%) $31,957,167,216 1.0% $12,264,381 3.9% $0.38420
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%
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 proj
Expenditures Equalized Valuation Tax Levy
172
Property Tax Consumer Property TaxRevenues ‐ Percentage Price Revenues ‐ Percentage
Year Current Dollars Change Index Base Dollars Change
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 $11,170,554 (70.4%) 224.2 $4,982,184 (70.3%)
15/16 est $11,809,677 5.7% 224.6 $5,257,601 5.5%
16/17 proj $12,264,381 3.9% 225.1 $5,448,172 3.6%
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
$16.13 $17.01 $17.32 $17.25 $16.98 $16.81 $16.76
$4.98 $5.26 $5.45
$0.00
$5.00
$10.00
$15.00
$20.00
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 est 16/17 proj
173
Property Tax ConsumerRevenues ‐ Price
Year Current Dollars Index Population Actual Dollars Constant Dollars
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 $11,170,554 224.2 320,109 $35 $16
15/16 est $11,809,677 224.6 321,150 $37 $16
16/17 proj $12,264,381 225.1 321,650 $38 $17
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
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 est 16/17 proj
Actual Dollars per Capita Constant Dollars per Capita
174
WITC's OperationalOperational Mill Rate
Year Mill Rate Cap
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 $0.16299 $1.50000
16/17 proj $0.17145 $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 $0.84 $0.89 $0.96 $0.99 $1.04 $1.05
$0.16 $0.16 $0.17
$0.00
$0.25
$0.50
$0.75
$1.00
$1.25
$1.50
$1.75
$2.00
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17proj
Operational Mill Rate Operational Levy Cap
175
ConsumerOperating Price
Year Revenues Index Population Actual Dollars Constant Dollars
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 $42,772,273 224.2 320,109 $134 $60
15/16 est $43,284,115 224.6 321,150 $135 $60
16/17 proj $44,610,526 225.1 321,650 $139 $62
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
$124 $130
$137 $140 $136 $138 $137 $134 $135 $139
$60 $64 $66 $65 $62 $62 $61 $60 $60 $62
$0
$50
$100
$150
$200
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 est 16/17 proj
Revenue per Capita ‐ Actual Dollars Revenue per Capita ‐ Constant Dollars
176
ConsumerOperating Price
Year Expenditures Index Population Actual Dollars Constant Dollars
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 $42,599,685 224.2 320,109 $133 $59
15/16 est $43,130,485 224.6 321,150 $134 $60
16/17 proj $44,550,526 225.1 321,650 $139 $62
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
$124 $129
$134 $139 $135 $136 $135 $133 $134
$139
$60 $63 $64 $65 $61 $61 $60 $59 $60 $62
$0
$50
$100
$150
$200
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 est 16/17 proj
Expenditures per Capita ‐ Actual Dollars Expenditures per Capita ‐ Constant Dollars
177
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 $6,246,392 $4,891,988 $11,138,380
15/16 est $6,246,436 $8,138,363 $14,384,799
16/17 proj $6,046,436 $8,338,363 $14,384,799
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%
56.08%
43.42% 42.03%
0.00%
25.00%
50.00%
75.00%
100.00%
08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 est 16/17 proj
178
OperatingSurplus/ Operating
Year Deficit Revenues
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 $110,861 $42,772,273
15/16 est $73,630 $43,284,115
16/17 proj $0 $44,610,526
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
0.3%
1.0%
2.1%
0.4%0.7%
1.3%1.5%
0.3% 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%
07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 est 16/17proj
179
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 $8,150,098 $42,599,685
15/16 est $8,038,607 $43,130,485
16/17 proj $8,213,632 $44,550,526
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%
19.13% 18.64% 18.44%
25.00% 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 15/16est
16/17proj
180
Cash and TotalYear Investment Liabilities07/08 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 28,390,043 12,597,490 15/16 est 34,335,797 19,322,279 16/17 proj 26,868,920 11,728,749
07/08 1.26%08/09 1.38%09/10 1.08%10/11 1.27%13/14 1.95%14/15 2.25%15/16 est 1.78%16/17 proj 2.29%
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 2016 thereby proportionately reducing
property tax receivables at fiscal year end.
1.26%1.38%
1.08%1.27%
1.95%
2.25%
1.78%
2.29%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
07/08 08/09 09/10 10/11 13/14 14/15 15/16 est 16/17 proj
Liquidity
181
2015Assessed
Taxpayer Type of Business Value
City of AshlandWal‐Mart Real Estate Business Trust Retail $10,799,761C.G. Bretting Manufacturing Company Manufacturing $3,945,244Super One Food Wholesale/Retail $3,890,880Goldin VacationLand, LLC Hospitality $3,594,536Rhinelander Real Estate, LLC Auto Dealership $3,481,376
City of HudsonHanely Road, LLC Distribution Center (Uline) $37,747,533General Motors Corp Distribution Center $18,463,851Rock Street, LLC Warehousing $11,946,660Red Cedar Canyon Villas, LLC Real Estate $10,725,644Mills Properties, Inc. Retail (Fleet Farm) $9,741,514
City of New RichmondWal‐Mart Store, Inc. Retail $12,843,741Lakeside Foods Food Wholesale $4,581,625Federal Foam Technologies Manufacturing $4,511,768Phillips Plastics Manufacturing $4,016,259Pt Hog Properties II, LLC Manufacturing $3,974,097
City of Rice LakeLakeview Medical Center, Inc. Health Care / Hospital $25,748,306Wal‐Mart Store, Inc. Retail $13,584,533Menards, Inc. Retail $9,980,988Rice Lake Cedar Mall, Inc. Retail $5,552,317Bear Paw Properties, LLC Manufacturing $5,510,016
City of SuperiorCalumet Superior, LLC Refinery $59,703,495C. Reiss Coal Company/Midwest Energy Manufacturing $46,945,988Dome Petroleum Corporation Manufacturing / Storage Tanks $25,512,423Wal‐Mart Stores, Inc. Retail $14,018,176Amsoil, Inc Real Estate $14,015,584
PRINCIPAL TAXPAYERS
182
October 2015Equalized Percent 2015/16Valuation Of Total Tax Levy
Ashland CountyTown of:
Agenda 40,627,900$ 0.1285453265% 15,180.79$ Ashland 38,363,000 0.1213792581% 14,334.50 Chippewa 47,305,600 0.1496733476% 17,675.94 Gingles 56,574,900 0.1790011050% 21,139.45 Gordon 57,931,100 0.1832920768% 21,646.20 Jacobs 37,406,700 0.1183535567% 13,977.17 La Pointe 278,409,600 0.8808787298% 104,028.93 Marengo 31,711,200 0.1003331838% 11,849.02 Morse 52,493,700 0.1660883237% 19,614.49 Peeksville 19,108,100 0.0604573939% 7,139.82 Sanborn 24,015,300 0.0759836118% 8,973.42 Shanagolden 21,632,000 0.0684429297% 8,082.89 White River 50,135,500 0.1586270572% 18,733.34
Village of:Butternut 10,030,300 0.0317355361% 3,747.86
City of:Ashland 387,760,200 1.2268603971% 144,888.25 Mellen 21,223,800 0.0671513985% 7,930.36
Barron CountyTown of:
Almena 140,712,400 0.4452093612% 52,577.79 Arland 69,639,900 0.2203383312% 26,021.25 Barron 48,339,800 0.1529455221% 18,062.37 Bear Lake 78,777,700 0.2492500270% 29,435.62 Cedar Lake 270,869,300 0.8570214709% 101,211.47 Chetek 242,061,400 0.7658742319% 90,447.27 Clinton 82,907,500 0.2623165770% 30,978.74 Crystal Lake 70,951,300 0.2244875572% 26,511.26 Cumberland 76,149,900 0.2409357550% 28,453.73 Dallas 36,937,400 0.1168687071% 13,801.82 Dovre 115,641,700 0.3658864989% 43,210.01 Doyle 47,317,800 0.1497119480% 17,680.50 Lakeland 136,793,600 0.4328104081% 51,113.51 Maple Grove 50,292,200 0.1591228508% 18,791.89 Maple Plain 172,828,600 0.5468239516% 64,578.14 Oak Grove 68,433,200 0.2165203725% 25,570.36 Prairie Farm 35,734,200 0.1130618222% 13,352.24 Prairie Lake 158,314,100 0.5009005556% 59,154.74 Rice Lake 207,648,900 0.6569942246% 77,588.90 Sioux Creek 62,364,600 0.1973195236% 23,302.80 Stanfold 52,894,900 0.1673577072% 19,764.40 Stanley 194,057,200 0.6139905371% 72,510.30 Sumner 64,631,300 0.2044912871% 24,149.76 Turtle Lake 51,912,100 0.1642481606% 19,397.18 Vance Creek 37,412,500 0.1183719077% 13,979.34
2015 EQUALIZED VALUATION FOR
2015/16 BUDGET
183
October 2015Equalized Percent 2015/16Valuation Of Total Tax Levy
2015 EQUALIZED VALUATION FOR
2015/16 BUDGET
Barron County (continued)Village of:
Almena 21,350,200$ 0.0675513239% 7,977.59$ Cameron 83,225,900 0.2633239841% 31,097.71 Dallas 11,397,200 0.0360603624% 4,258.61 Haugen 12,751,100 0.0403440570% 4,764.50 New Auburn 20,213,400 0.0639545264% 7,552.82 Prairie Farm 17,084,200 0.0540538415% 6,383.58 Turtle Lake 53,445,100 0.1690985217% 19,969.99
City of:Barron 124,071,600 0.3925584226% 46,359.88 Chetek 126,904,400 0.4015213077% 47,418.37 Cumberland 142,095,400 0.4495851273% 53,094.55 Rice Lake 590,964,100 1.8697907893% 220,816.25
Bayfield CountyTown of:
Barksdale 73,776,200 0.2334254470% 27,566.79 Barnes 304,675,500 0.9639831652% 113,843.30 Bayfield 165,491,100 0.5236083452% 61,836.45 Bayview 80,640,300 0.2551432315% 30,131.59 Bell 93,279,500 0.2951332406% 34,854.28 Cable 174,191,400 0.5511358055% 65,087.36 Clover 74,638,900 0.2361550012% 27,889.14 Delta 75,914,700 0.2401915900% 28,365.85 Drummond 195,983,200 0.6200843371% 73,229.96 Eileen 59,159,100 0.1871774280% 22,105.05 Grand View 146,898,100 0.4647807106% 54,889.10 Hughes 69,156,400 0.2188085532% 25,840.58 Iron River 193,598,600 0.6125395419% 72,338.94 Kelly 32,478,000 0.1027593136% 12,135.54 Keystone 26,837,900 0.0849142244% 10,028.10 Lincoln 35,392,700 0.1119813276% 13,224.63 Mason 19,945,600 0.0631072161% 7,452.76 Namakogon 259,331,100 0.8205149893% 96,900.17 Orienta 44,742,200 0.1415628351% 16,718.11 Oulu 30,394,900 0.0961684543% 11,357.18 Pilsen 16,231,500 0.0513559270% 6,064.97 Port Wing 46,978,000 0.1486368321% 17,553.53 Russell 33,194,700 0.1050269286% 12,403.34 Tripp 21,475,500 0.0679477689% 8,024.41 Washburn 52,844,000 0.1671966613% 19,745.39
Village of:Mason 2,483,200 0.0078567623% 927.86
City of:Bayfield 108,376,400 0.3428993309% 40,495.30 Washburn 108,981,500 0.3448138472% 40,721.40
184
October 2015Equalized Percent 2015/16Valuation Of Total Tax Levy
2015 EQUALIZED VALUATION FOR
2015/16 BUDGET
Burnett CountyTown of:
Anderson 31,495,500$ 0.0996507162% 11,768.43$ Blaine 37,630,500 0.1190616525% 14,060.80 Daniels 82,899,200 0.2622903161% 30,975.64 Dewey 48,669,900 0.1539899475% 18,185.72 Grantsburg 64,119,400 0.2028716525% 23,958.49 Jackson 236,608,100 0.7486201718% 88,409.62 La Follette 99,458,000 0.3146818095% 37,162.91 Lincoln 35,485,700 0.1122755765% 13,259.38 Meenon 130,817,200 0.4139012770% 48,880.40 Oakland 236,437,000 0.7480788171% 88,345.69 Roosevelt 26,156,200 0.0827573483% 9,773.38 Rusk 84,145,300 0.2662329351% 31,441.25 Sand Lake 95,424,000 0.3019183674% 35,655.58 Scott 242,346,000 0.7667746969% 90,553.62 Siren 145,634,400 0.4607824058% 54,416.91 Swiss 158,731,300 0.5022205625% 59,310.63 Trade Lake 110,788,800 0.3505320844% 41,396.71 Union 96,061,200 0.3039344471% 35,893.68 Webb Lake 212,711,800 0.6730130721% 79,480.67 West Marshland 27,574,900 0.0872460680% 10,303.48 Wood River 107,639,300 0.3405671710% 40,219.88
Village of:Grantsburg 50,306,900 0.1591693611% 18,797.39 Siren 62,496,600 0.1977371672% 23,352.12 Webster 31,305,600 0.0990498789% 11,697.47
Douglas CountyTown of:
Amnicon 70,705,800 0.2237108034% 26,419.52 Bennett 61,460,500 0.1944589812% 22,964.98 Brule 47,988,500 0.1518340205% 17,931.11 Cloverland 19,598,600 0.0620093196% 7,323.10 Dairyland 36,711,800 0.1161549162% 13,717.52 Gordon 100,901,700 0.3192496283% 37,702.35 Hawthorne 74,909,400 0.2370108542% 27,990.22 Highland 52,463,900 0.1659940375% 19,603.36 Lakeside 55,607,500 0.1759402835% 20,777.98 Maple 37,983,500 0.1201785328% 14,192.70 Oakland 86,145,000 0.2725599195% 32,188.45 Parkland 77,699,700 0.2458392708% 29,032.82 Solon Springs 126,428,300 0.4000149431% 47,240.47 Summit 86,169,900 0.2726387023% 32,197.75 Superior 186,099,500 0.5888126385% 69,536.87 Wascott 260,903,100 0.8254887451% 97,487.55
185
October 2015Equalized Percent 2015/16Valuation Of Total Tax Levy
2015 EQUALIZED VALUATION FOR
2015/16 BUDGET
Douglas CountyVillage of:
Lake Nebagamon 167,264,100$ 0.5292180584% 62,498.94$ Oliver 22,737,000 0.0719391130% 8,495.78 Poplar 42,177,400 0.1334478931% 15,759.77 Solon Springs 41,498,700 0.1313005088% 15,506.17 Superior 48,014,700 0.1519169165% 17,940.90
City of: 0.0000000000%Superior 1,585,686,400 5.0170591166% 592,498.48
Iron CountyTown of:
Anderson 18,515,000 0.0585808452% 6,918.21 Carey 21,602,900 0.0683508583% 8,072.02 Gurney 13,789,100 0.0436282545% 5,152.36 Kimball 46,639,700 0.1475664621% 17,427.12 Knight 24,227,300 0.0766543727% 9,052.63 Oma 117,000,800 0.3701866462% 43,717.85 Pence 17,777,700 0.0562480525% 6,642.71 Saxon 26,051,200 0.0824251318% 9,734.14
City of:Hurley 55,591,400 0.1758893437% 20,771.96 Montreal 30,557,800 0.0966838645% 11,418.05
Polk CountyTown of:
Alden 302,185,100 0.9561036223% 112,912.75 Apple River 136,236,300 0.4310471294% 50,905.27 Balsam Lake 256,823,000 0.8125794441% 95,963.01 Beaver 96,474,300 0.3052414818% 36,048.03 Black Brook 103,929,500 0.3288294870% 38,833.70 Bone Lake 93,946,600 0.2972439229% 35,103.55 Clam Falls 50,189,700 0.1587985442% 18,753.60 Clayton 65,163,600 0.2061754666% 24,348.66 Clear Lake 52,257,400 0.1653406784% 19,526.20 Eureka 121,112,900 0.3831971940% 45,254.35 Farmington 145,545,900 0.4605023947% 54,383.85 Garfield 187,643,400 0.5936974869% 70,113.76 Georgetown 301,470,800 0.9538436008% 112,645.85 Johnstown 99,568,600 0.3150317442% 37,204.23 Laketown 85,041,400 0.2690681658% 31,776.08 Lincoln 239,791,000 0.7586907617% 89,598.93 Lorain 25,014,100 0.0791437818% 9,346.62 Luck 66,048,800 0.2089762100% 24,679.42 McKinley 42,310,400 0.1338687007% 15,809.46 Milltown 230,042,500 0.7278468314% 85,956.36 Osceola 259,354,400 0.8205887097% 96,908.88 Saint Croix Falls 148,150,000 0.4687416807% 55,356.88
186
October 2015Equalized Percent 2015/16Valuation Of Total Tax Levy
2015 EQUALIZED VALUATION FOR
2015/16 BUDGET
Polk County (continued)Town of:
Sterling 56,739,400$ 0.1795215776% 21,200.92$ West Sweden 56,831,600 0.1798132953% 21,235.37
Village of:Balsam Lake 120,299,900 0.3806248890% 44,950.57 Centuria 26,363,900 0.0834145042% 9,850.98 Clayton 20,607,500 0.0652014457% 7,700.08 Clear Lake 49,118,600 0.1554096194% 18,353.37 Dresser 49,277,400 0.1559120573% 18,412.71 Frederic 49,915,200 0.1579300354% 18,651.03 Luck 61,821,100 0.1955999076% 23,099.72 Milltown 34,146,400 0.1080380758% 12,758.95 Osceola 135,840,100 0.4297935658% 50,757.23 Turtle Lake 7,748,500 0.0245159967% 2,895.26
City of:Amery 172,054,400 0.5443744085% 64,288.86 Saint Croix Falls 134,658,500 0.4260550226% 50,315.72
Rusk CountyTown of:
Atlanta 47,552,400 0.1504542146% 17,768.16 Big Bend 112,915,100 0.3572596270% 42,191.21 Big Falls 12,834,500 0.0406079318% 4,795.67 Cedar Rapids 3,708,900 0.0117348364% 1,385.85 Dewey 69,605,300 0.2202288579% 26,008.32 Flambeau 67,263,600 0.2128197969% 25,133.33 Grant 51,724,300 0.1636539677% 19,327.00 Grow 20,795,800 0.0657972207% 7,770.44 Hawkins 16,316,800 0.0516258134% 6,096.84 Hubbard 21,377,700 0.0676383329% 7,987.87 Lawrence 23,639,400 0.0747942766% 8,832.96 Marshall 27,371,500 0.0866025171% 10,227.48 Murry 24,659,900 0.0780231048% 9,214.28 Richland 20,364,300 0.0644319690% 7,609.21 Rusk 118,818,700 0.3759384214% 44,397.11 South Fork 12,206,100 0.0386196951% 4,560.86 Strickland 27,299,700 0.0863753443% 10,200.65 Stubbs 57,722,500 0.1826320733% 21,568.26 Thornapple 59,141,000 0.1871201602% 22,098.29 True 16,857,600 0.0533368866% 6,298.91 Washington 68,886,300 0.2179539658% 25,739.66 Wilkinson 7,432,600 0.0235164996% 2,777.22 Willard 68,786,800 0.2176391511% 25,702.48 Wilson 9,926,400 0.0314068000% 3,709.04
187
October 2015Equalized Percent 2015/16Valuation Of Total Tax Levy
2015 EQUALIZED VALUATION FOR
2015/16 BUDGET
Rusk CountyVillage of:
Bruce 25,965,800$ 0.0821549290% 9,702.23$ Conrath 3,219,000 0.0101848091% 1,202.79 Glen Flora 2,494,800 0.0078934644% 932.19 Hawkins 12,356,900 0.0390968213% 4,617.21 Ingram 1,814,900 0.0057422833% 678.15 Sheldon 9,306,500 0.0294454570% 3,477.41 Tony 4,542,900 0.0143735848% 1,697.47 Weyerhaeuser 8,987,800 0.0284371008% 3,358.33
City of:Ladysmith 146,094,400 0.4622378305% 54,588.79
Saint Croix CountyTown of:
Baldwin 69,736,300 0.2206433376% 26,057.27 Cady 16,026,073 0.0507059628% 5,988.21 Cylon 49,099,600 0.1553495040% 18,346.27 Eau Galle 78,277,848 0.2476685118% 29,248.85 Emerald 49,622,900 0.1570052079% 18,541.81 Erin Prairie 56,682,300 0.1793409151% 21,179.58 Forest 41,658,500 0.1318061107% 15,565.88 Glenwood 49,522,300 0.1566869128% 18,504.22 Hammond 177,102,200 0.5603454801% 66,174.99 Hudson 936,736,600 2.9638034979% 350,015.62 Kinnickinnic 13,440,418 0.0425250363% 5,022.07 Pleasant Valley 29,690,399 0.0939394366% 11,093.94 Richmond 287,532,200 0.9097423332% 107,437.63 Rush River 41,269,574 0.1305755618% 15,420.55 Saint Joseph 484,413,700 1.5326688618% 181,003.24 Somerset 373,906,300 1.1830271176% 139,711.68 Springfield 58,995,227 0.1866589393% 22,043.82 Stanton 57,990,900 0.1834812820% 21,668.55 Star Prairie 274,615,300 0.8688736905% 102,611.18 Troy 328,170,107 1.0383193216% 122,622.16 Warren 147,428,800 0.4664598278% 55,087.40
Village of:Baldwin 250,048,100 0.7911438855% 93,431.54 Deer Park 12,035,600 0.0380802388% 4,497.15 Hammond 92,748,200 0.2934522251% 34,655.76 North Hudson 351,463,400 1.1120185272% 131,325.80 Roberts 107,530,500 0.3402229314% 40,179.23 Somerset 160,196,400 0.5068560902% 59,858.07 Star Prairie 33,380,000 0.1056132116% 12,472.58 Wilson 271,027 0.0008575204% 101.27 Woodville 59,816,900 0.1892586854% 22,350.84
188
October 2015Equalized Percent 2015/16Valuation Of Total Tax Levy
2015 EQUALIZED VALUATION FOR
2015/16 BUDGET
Saint Croix CountyCity of:
Glenwood City 55,806,200$ 0.1765689637% 20,852.22$ Hudson 1,664,033,200 5.2649457903% 621,773.09 New Richmond 569,241,500 1.8010612042% 212,699.51
Sawyer CountyTown of:
Bass Lake 477,751,700 1.5115905150% 178,513.96 Couderay 28,939,400 0.0915633007% 10,813.33 Draper 44,718,700 0.1414884819% 16,709.33 Edgewater 166,953,000 0.5282337483% 62,382.70 Hayward 540,699,900 1.7107565296% 202,034.82 Hunter 209,439,700 0.6626602563% 78,258.04 Lenroot 253,129,100 0.8008920672% 94,582.77 Meadowbrook 19,494,900 0.0616812163% 7,284.35 Meteor 24,695,400 0.0781354256% 9,227.54 Ojibwa 53,824,300 0.1702982980% 20,111.68 Radisson 61,676,300 0.1951417652% 23,045.61 Round Lake 373,674,300 1.1822930773% 139,624.99 Sand Lake 370,855,100 1.1733732221% 138,571.59 Spider Lake 290,853,500 0.9202508162% 108,678.65 Weirgor 42,425,400 0.1342325569% 15,852.43 Winter 213,479,200 0.6754411002% 79,767.41
Village of:Couderay 3,114,500 0.0098541746% 1,163.75 Exeland 7,006,200 0.0221673842% 2,617.90 Radisson 7,061,600 0.0223426679% 2,638.60 Winter 12,374,000 0.0391509251% 4,623.60
City of:Hayward 232,166,200 0.7345661477% 86,749.89
Washburn CountyTown of:
Barronett 34,691,500 0.1097627541% 12,962.63 Bashaw 77,751,100 0.2460018987% 29,052.03 Bass Lake 59,207,200 0.1873296148% 22,123.02 Beaver Brook 57,230,300 0.1810747689% 21,384.35 Birchwood 205,189,300 0.6492121319% 76,669.86 Brooklyn 36,810,400 0.1164668833% 13,754.36 Casey 158,299,700 0.5008549944% 59,149.36 Chicog 103,673,800 0.3280204607% 38,738.16 Crystal 39,064,200 0.1235978317% 14,596.50 Evergreen 95,376,900 0.3017693446% 35,637.98 Frog Creek 14,477,600 0.0458066457% 5,409.62 Gull Lake 33,828,600 0.1070325671% 12,640.20 Long Lake 194,162,500 0.6143237028% 72,549.65 Madge 132,947,600 0.4206417918% 49,676.44
189
October 2015Equalized Percent 2015/16Valuation Of Total Tax Levy
2015 EQUALIZED VALUATION FOR
2015/16 BUDGET
Washburn County (continued)Town of:
Minong 334,573,500$ 1.0585794444% 125,014.81$ Sarona 68,642,300 0.2171819579% 25,648.49 Spooner 90,602,600 0.2866636179% 33,854.05 Springbrook 34,591,700 0.1094469902% 12,925.34 Stinnett 15,424,600 0.0488029222% 5,763.47 Stone Lake 65,044,500 0.2057986382% 24,304.15 Trego 125,749,900 0.3978685081% 46,986.99
Village of:Birchwood 27,836,500 0.0880737617% 10,401.23 Minong 31,748,400 0.1004508834% 11,862.92
City of:Spooner 122,138,800 0.3864431076% 45,637.68 Shell Lake 153,501,500 0.4856736490% 57,356.49
Total 31,605,894,273$ 100.0000000000% 11,809,677$
190
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
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.
BELP: Bureau of Early Learning and Policy
191
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.
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.
BTC: Blackhalk Technical College
CVTC: Chippewa Valley Technical College
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.
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
192
DOL: Department of Labor
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.
EMT: Emergency Medical Technician
DOA: Wisconsin Department of Administration
ELL: English Language Learner
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.
EMS: Emergency Medical Services
193
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.
GAAP: Generally Accepted Accounting Principles
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.
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.
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
LTC: Lakesore Technical College
MSTC: Mid‐State Technical College
MPTC: Moraine Park Technical College
NCTC: North Central Technical College
Fund balance: The excess of assets over liabilities. They may be:
HSED: High School Equivalency Degree
Reserved: A portion of fund balance that is not available for other expenditures and is legally
segregated for a specific future use.
Unreserved:
194
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.
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.
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.
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.
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.
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.
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.
195
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.
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
USDA RUS: United States Department of Agriculture, Rural Utilities Services
WTC: Western Technical College
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.
196
505 Pine Ridge DriveShell Lake, WI 54871