FY 2021 Strategic Plan Update and Budget Report

STRATEGIC PLAN UPDATE 

+ BUDGET REPORT 

FISCAL YEAR 2021

CORE VALUES 

EXCELLENCE 

ACCOUNTABILITY 

SERVICE 

INTEGRITY

APPROVED 08/20/2020 

TABLE OF 

CONTENTS 

4 

6 

11 

15 

16 

17 

21 

22 

23 

EXECUTIVE SUMMARY 

CONTEXT FOR PLANNING 


FISCAL YEAR 2021 BUDGET PRESENTATION 

FISCAL YEAR 2021 ANNUAL OPERATING BUDGET 

OPERATING REVENUES 

OPERATING EXPENDITURES 

CAPITAL BUDGET 

EXHIBITS 

STRATEGIC PLAN & BUDGET REPORT 

3

EXECUTIVE SUMMARY 

Introduction 

Each year during the August Board of Regents 

meeting, TSTC leadership presents its strategic 

plan. This presentation includes an assessment 

of the economy, the higher education industry, 

and the College’s performance to use as context 

for the submission of TSTC’s annual operating 

budget for approval. This process precedes the 

fiscal year, which begins on September 1 and 

ends on August 31. 

Change Readiness, COVID-19 & 

the Economic Shutdown 

Several events in Fiscal Year 2020 interrupted 

daily life for most people across the globe. The 

spread of COVID-19 and the related economic 

shutdown crippled many industries, and 

higher education did not get through the year 

unscathed. While no one could anticipate the 

reach and impact of these events, TSTC has 

prepared for threats to the traditional higher 

education paradigm for many years. 

Preparing for Lean Times & 

the “New Normal” 

TSTC’s leadership intervened early in the crisis 

with cost containment measures. Consequently, 

the College anticipates finishing Fiscal Year 

2020 with a budget surplus. Carrying forward 

these measures into Fiscal Year 2021 will enable 

leadership to propose a balanced budget. But 

reducing costs and maintaining the status quo is 

an incomplete response to the current situation. 

Leadership is assessing what the post-pandemic 

TSTC must look like to be relevant in a radically 

different future. The impact of those imperatives 

and long-term state funding issues require 

the TSTC community to ask, “What should we: 

Stop Doing? Start Doing? Keep Doing? Change 

Doing?” This assessment will be continuous and 

will drive the College to constantly re-evaluate 

its allocation of resources to remain relevant in 

the “new normal”. 

TSTC’s Response 

The College’s teams rose to the challenges of 

shifting teaching modalities, preparing facilities, 

training faculty, and establishing necessary 

response procedures. This allowed TSTC to 

resume its core operations through the fiscal 

year, escaping the impact of the disruptions 

many others in the industry did not. 

Strategic Plan Momentum 

After reporting Fiscal Year 2019 performance 

that exceeded the final goals in TSTC’s inaugural 

strategic plan, the College recast new 3 and 5 

year stretch goals within the same focus areas 

of student success and organizational health. 

Performance within both goal areas is on track 

for Fiscal Year 2020, despite the seismic shifts 

in operations and the daily work life of the 

TSTC family. 

4 

STRATEGIC PLAN & BUDGET REPORT


Budget Highlights 

Notable budget items for Fiscal Year 2021 

include: 

Stable revenues anticipated within TSTC’s 

primary sources of funds (Appropriations 

and Tuition); 

Additional budgeted expenditures required 

to thrive in the new normal including 

additional faculty to maintain social 

distancing protocols; 

New costs to ramp up new offerings 

such as TSTC’s Rapid Industry Skills & 

Employability (RISE) series of short-term 

programs; 

Investment in program expansions in 

several high demand program areas; 

Suspension of non-faculty hiring and 

routine compensation adjustments; and 

Continued investment in TSTC’s business 

process transformation project. 

Solar Energy Technology 

Budget Proposal & Approval 

Minute Order 30-20(c) recommends the Board 

of Regents approve an operating budget of 

$235,971,107 and the related allocations in 

support of the plans in this report. The summary 

of the budget request is found on page 16. 

Surgical Technology 

Welding Technology 


5

CONTEXT FOR PLANNING 

A New Fiscal Year 

Fiscal Year 2020 began with an assessment of 

TSTC’s performance on its strategic plan. The 

results were promising. TSTC’s student success 

performance exceeded the set goals. Similarly, 

the College exceeded its expectations around 

employee engagement, the second goal of the 

strategic plan. With so much accomplished 

already, TSTC leadership got back to work with 

the Board of Regents to aspire for higher goals 

with a new horizon. In that spirit, the College 

renewed their plans for growing student success 

and organizational health. 

Maturing and refining TSTC’s programs and 

operations to compete in a strong economy 

remained the College’s focus through the fall 

of 2019. The strong economy, evidenced by 

a historically low unemployment rate (3.5% 

in December 2019), presented recruiting 

challenges as TSTC competed for prospective 

students and faculty who were often lured to 

this strong labor market. A few months later, the 

environmental landscape looked completely 

different. 

01 

Economic Lockdown 

As TSTC was planning for the return from winter 

break, the price of oil was just under $62 

per barrel. Simultaneously, the World Health 

Organization began reporting a cluster of 

pneumonia cases with no deaths in the Wuhan, 

Hubei province of China. In just a few months, 

the price of oil would drop to historic lows and 

the outbreak of disease from Wuhan, China 

would become a global pandemic. 

The pandemic led to the lockdown of more than 

a third of the world’s population to stop the 

spread of what became known as COVID-19. 

This lockdown, or shutdown, slowed markets and 

consumer activity, ushering in the most severe 

economic recession unlike any experienced 

in the last century. April 2020 employment 

figures in Texas showed a 13.5% unemployment 

rate and a decline of almost 1.3 million jobs 

in just over a month. This improved slightly in 

May and June to an 8.6% unemployment rate. 

While the June numbers offered a healthy sign 

of recovery, the depth of the Texas and national 

unemployment picture was, and will remain, 

staggering. 

6 



02 

At the same time, Saudi Arabia initiated a price 

war with Russia, signaling a push to oversupply 

the market with oil. Significant reductions in the 

demand for oil, linked to the restrictions under 

the global pandemic, further impaired the oil 

industry. This would eventually drive the price 

of oil to historic lows, affecting not only the 

Texas oil and gas sector, but related industries 

and the state budget. 

This pandemic-driven recession and subsequent 

consumer lockdown came quickly and 

relentlessly unlike the triggering events of other 

recessions. 

There are still many uncertainties regarding 

the pace and shape of the economic recovery. 

These uncertainties make it particularly difficult 

to not only forecast when employment will 

return to pre-pandemic levels, but also related 

issues such as student enrollments and revenue 

projections. 

Predictions from TSTC’s Workforce 

Economist, Rich Froeschle 

A widely held position by economists is that 

the recession is likely to be sharp, short and not 

sustained. TSTC is particularly concerned about 

the state of the recovery for both enrollment 

considerations and job placement opportunities 

for graduates, a key component of the funding 

formula. 

For longer term strategic planning purposes, 

it is valuable to think about the recovery from 

the COVID-19 recession in three waves; 1) 

the recovery from the ‘hurricane effect’ which 

is the rapid bounce in jobs caused by pentup 

demand, and the ability to spend money 

once again at reopening businesses, 2) the 

downstream or delayed recovery as businesses 

adjust payrolls to the emerging spending 

environment. This likely slows the recovery as 

new rounds of layoffs accompany new waves 

of hiring, and 3) the labor reallocation phase 

as businesses take advantage of the recession 

to adjust how they use labor, what skills they 

need, and which new business models they will 

employ going forward. 

While there will definitely be new and emerging 

occupational skills resulting from the pandemic, 

in general, the industries and occupations that 

were most in demand prior to the pandemic will 

continue to drive the economy in 2021. These 

include the demand for welding, energy, IT and 

many health care skills. 


7

Higher Ed’s Response & 

Future Implications 

The COVID-19 pandemic and the related 

shutdown triggered disruption that had 

devastating consequences for much of higher 

education. Congress passed the Coronavirus 

Aid, Relief, and Economic Security (CARES) 

Act in response to the economic fallout of 

the COVID-19 pandemic in the United States. 

This Act disbursed $14 billion in aid to public 

colleges and universities, of which more than 

$6 billion was restricted to direct assistance to 

students. 

Public colleges and universities across the 

nation spent enormous sums of money to 

support their students through the pandemic; 

switch to online education; and issue refunds 

to students for parking, housing, and dining 

services for the period of time when they were 

not on campus in the spring. For many public 

colleges, these costs alone were much higher 

than the federal funding they would receive 

from the CARES Act. 

Beyond basic financial needs, the pandemic 

forced most colleges to expand their online 

curriculum, for better or worse. Some simply 

for survival. As many private colleges moved 

more of their curriculum online to address social 

distancing requirements, students and parents 

began questioning whether the loss of the 

traditional on-campus ‘college experience’ will 

still be worth the hefty tuition. 

In each of the three previous recessions there 

was a spike in total community and technical 

college enrollments at the beginning of the 

recession. Younger, unskilled workers are 

typically among the first to lose their jobs 

in a recession, thus the jump in the youth 

unemployment rate can be viewed as a leading 

indicator and accelerant for the return-to-school 

movement. 

8 



Fiscal Challenges at Legislature 

The economic contraction associated with the 

spread of COVID-19 and simultaneous volatility 

in oil markets poses significant challenges for 

state governments. Government entities will 

face budget shortfalls resulting from reduced tax 

revenues, including reductions in their primary 

revenue source, sales taxes, due to decreased 

consumption. In addition, costs to address the 

pandemic, including the purchase of personal 

protective equipment and other medical 

supplies, will take a financial toll. Consequently, 

budget balancing will require budget cutting 

in community services, public education, and 

higher education. 

In late May, Texas state agencies were directed 

to reduce their annual budgets for the current 

biennium by 5%. Texas community colleges and 

TSTC received exemptions from this directive 

likely due to the anticipated surge in enrollment 

that typically follows a recession. Consistent 

with this, TSTC is positioning itself to play a 

key role in the economic recovery by targeting 

the unskilled and underskilled and directing 

them towards the state’s highest industrial 

workforce needs. 

In late July, the Comptroller announced an 

update to his revenue estimate, which was 

down $11.5 billion from his October estimate. 

The forecasted deficit for Fiscal Year 2020 

was estimated at $4.5 billion compared to an 

estimated surplus of $2.9 billion. 

Looking beyond the current biennium, Texas 

agencies may likely face additional budget 

contractions. The belt-tightening for the state 

will likely demand budget cuts from workforce, 

education and health and human services 

agencies, resulting in layoffs in these typically 

recession-resistant sectors. 

TSTC will plan for the probability of state 

budget reductions. Additionally, the College 

anticipates that several graduating classes will 

enter a distressed labor market, affecting their 

employment and earnings prospects. This could 

affect funding formula calculations and put a 

greater emphasis on offering programs with the 

greatest labor market opportunities. 

03 

Source of image: https://comptroller.texas.gov/transparency/reports/certification-revenue-estimate/2020-21-update/ 


9

TSTC’s Response to COVID 

For decades, TSTC has been evolving through 

constant change in pursuit of its mission. 

During the inaugural strategic planning event, 

TSTC’s leadership and the Board of Regents 

participated in a context setting retreat that 

focused on the following themes (among 

others): 

Disruptive Change is Incessant 

Exponential Change is the New Normal 

Stay the Same at Your Peril 

Innovation is Essential 

TSTC’s continual push to prepare for changing 

times positioned the TSTC family to respond 

with swift confidence to the events 2020 would 

introduce. 

TSTC leadership mobilized at the first signs that 

the global pandemic was spreading. Before 

COVID-19 arrived in North America, preparations 

for the exponential spread of this novel virus 

were underway at TSTC. 

As the new cases in Texas accelerated in 

mid March, TSTC extended the spring break 

and shifted its workforce to a remote work 

environment. Days later, Governor Abbott 

issued executive orders, including closure 

of in-person-attendance at Texas schools. 

TSTC was exempted because a majority of its 

programs are considered critical or essential. 

To remain open, TSTC’s Student Learning teams 

rapidly converted curriculum to online delivery 

of content (where applicable) and readied the 

College for a socially-distant and safe delivery 

of its lab-intensive coursework. This comprises 

nearly 60% of TSTC’s instructional delivery. 

To prepare the College for this format of 

teaching, teams worked to convert facilities, 

train faculty, transition non-teaching 

departments to remote-working, and prepare 

response procedures. 

On May 4, the College resumed on-campus 

instruction where it was required, enabling 

TSTC to complete the spring semester. Upon 

completion of the extended semester, the 

College started summer classes with the same 

protocols that ensured a safe extension to 

spring. 

In addition to overhauling the College’s 

learning delivery modalities, instructional 

teams developed several new products to 

provide solutions for Texas’ fast growing 

population of unemployed workforce. These 

new programs target essential skills to rapidly 

return unemployed and underemployed 

Texans back into the workforce. 

TSTC’s continual push to prepare for changing times 

positioned the TSTC family to respond with swift 

confidence to the events 2020 would introduce. 

10 




Historical Overview 

TSTC adopted its first statewide strategic plan in 

August 2017. The original plan contained three 

areas of focus, which became known as TSTC’s 

Wildly Important Goals or WIGs. The three goals 

focused on student success, financial stability, 

and organizational health. 

As a new college with a new plan, TSTC’s 

leadership selected Franklin Covey’s Four 

Disciplines of Execution, or 4DX, to facilitate a 

phased approach to executing its strategic plan 

goals. 

Phase 1 of the plan launched in spring 2018 

and focused on WIG 1, student success. As the 

College gained momentum, its focus on WIG 

1 success measures prompted a review and 

refinement of the plan goals. In January 2019, 

about a year into the launch, a strategy meeting 

of the Board of Regents and College leadership 

convened and proposed modifications to the 

plan based on the lessons learned. 

As such, leadership proposed revisions to 

the strategic plan in the May 2019 Strategic 

Planning Ad Hoc meeting of the Board. The 

resulting Board action impacted all three 

original WIGs, including the elimination of 

WIG 2 from the strategic plan. 

Finally, during Fiscal Year 2020, the College 

pivoted its focus on the strategic plan from 

WIG 1, student success to WIG 3, organizational 

health. While the focus on student success 

has become a sustained business practice 

in the division of Student Learning, the 

enterprise focused on increasing and sustaining 

organizational health through intentional 

interventions into the culture that sought to 

empower and engage the TSTC family. 

The New 3 & 5 Year WIGs 

Last year’s performance on the strategic plan 

was remarkable. During Fiscal Year 2019, TSTC 

exceeded the goals a year in advance of the plan 

for both WIG 1 and WIG 3. With this in mind, 

leadership deliberated with the Regents and 

agreed upon new 3 and 5 year goals with the 

Board’s Strategic Planning Ad Hoc Committee. 

WIG 1 Student Success 

In considering new student success goals over a 

new horizon, the committee selected a scenario 

that anticipates 6 percent growth in annual 

enrollment and a 6 percent increase in graduate 

rate production. Using these assumptions to 

estimate the student success trajectory, the 

College is set to graduate 3,238 students in 

Fiscal Year 2022 and 3,549 students in Fiscal 

Year 2024. 

3-YEAR GOAL 

Return the graduate count from 

3,257 in Fiscal Year 2019 to 3,238 

by Fiscal Year 2022. 

5-YEAR GOAL 

Increase the graduate count from 

3,257 in Fiscal Year 2019 to 3,549 

by Fiscal Year 2024. 

WIG 3 Organizational Health 

According to TSTC’s survey provider, the 

University of Texas Institute of Organizational 

Excellence, scores above 400 are the result of 

a highly engaged workforce. Maintaining a high 

level of engagement requires constant focus 

and a sustained investment as expectations of 

the culture increase. To that end, TSTC has set 

an organizational health goal that increases and 

holds the engagement score at or above 400. 

3-YEAR GOAL 

Increase the overall score on the Survey 

of Employee Engagement to 400 by 

Fiscal Year 2022. 

5-YEAR GOAL 

Increase and maintain the overall 

score on the Survey of Employee 

Engagement to 400 through 

Fiscal Year 2024. 


11

Wildly Important Goal 1: 

Sustained Focus on Student Success 

04 

The focus on student success as a Wildly 

Important Goal has made planning and 

evaluating instructional programs a habitual 

part of TSTC’s operations. As you can see 

in figure 04, WIG 1 continues to gain 

momentum in the sustainability phase. 

The goal is centered around increasing the 

number of graduates. TSTC continuously 

optimizes the pipelines that contribute to 

the flow of students who graduate and go 

into the workforce. Optimizing the pipeline 

includes curating TSTC’s mix of programs. 

Program closures in recent years account for 

the reduction in projected graduates after the 

peak in 2019. Over the last year, TSTC’s Core 

Operations have refined the Program Vitality 

Scorecard metrics to focus on pipeline inputs 

and outputs that drive program health and 

vitality. Specifically, these metrics are: 

Enrollment 

Persistence 

Placement 

Salaries 

In addition to the new Vitality Scorecard, 

Student Learning is taking a decentralized, 

entrepreneurial approach to managing the 

portfolio of programs at TSTC. With 56 approved 

programs offered in various locations, the 

College has an inventory of just over 130 

unique program portfolios. These are known 

as the Individual Business Units, or IBUs. 

This structure supports the management of 

instructional strategies, program outreach, 

and student support initiatives from a localcommunity 

and regional-industry perspective. 

Each IBU is led by an Individual Business 

Manager, or IBM, and supported by the local 

Provost and the statewide program lead. This 

collaboration provides precision in terms of 

market alignment and performance while 

capitalizing on the expert and local knowledge 

of each IBM. 

As this structure matures, there will be 

innovation, best practices, and IBU successes 

that will further advance TSTC’s strategic plan 

and its mission of Placing More Texans in Great 

Paying Jobs. 

12 



Wildly Important Goal 3: 

A Focus on Organizational Health 

When TSTC realized the post-merger culture was 

suffering from change fatigue and uncertainty, 

the Board and leadership made a commitment 

to focus on Making TSTC a Great(er) Place to 

Work. The growth seen on figure 05 is indicative 

of the employee-centric efforts around WIG 3. 

The College has utilized the Survey of Employee 

Engagement, or the SEE, since 2016 to better 

understand employee perceptions of their work. 

Survey results have revealed both strengths 

and opportunities throughout the College’s 

operations. 

With the desire to improve in all constructs 

on the survey, TSTC leadership selected a 

focus that would improve the professional 

experience and contributions of every TSTC 

teammate. Prioritizing the development of 

leaders and managers throughout the College 

has proved to be a worthy pursuit. TSTC Human 

Resources partnered with Franklin Covey to 

launch the 6-Critical Practices for Leading a 

Team, or 6CP, training in the summer of 2019. 

The 6CP framework and principles are tools for 

teaching proven behaviors and practices that 

build engaged teams, improve communication, 

and strengthen relationships. More than twothirds 

of TSTC’s managers have completed the 

6CP leadership training and are practicing the 

principles learned. This is one of many ways 

TSTC is working towards organizational health. 

Additional strategies that have an impact 

on WIG 3 include substantial investments 

in employee compensation, additional 

college-wide communication resources, 

and the opportunity to imagine a new way 

of doing business by implementing a new 

enterprise resource planning system. These 

efforts, augmented by the engagement and 

empowerment realized by WIG 1, resulted in 

rising levels of employee engagement. 

05 


13

Operational Planning & Assessment 

At TSTC, institutional effectiveness is integrated 

at all levels of the College, supported in 

particular through the operational rhythm of our 

administrative effectiveness cycle. 

All departments at TSTC engage in a 

comprehensive annual process of setting 

goals to measure operational efficiency and 

quality of services. This process is guided and 

affirmed by our TSTC value of accountability, 

and by our commitment to continuous quality 

improvement. 

This ongoing cycle allows the College to 

evaluate its performance in a meaningful 

way. It ensures that strategic initiatives 

and departmental goals are assessed to 

measure progress, operational effectiveness, 

performance improvement and quality service 

to our customers and teammates. 

Keeping this operational rhythm of assessment 

and evaluation requires discipline, especially 

during the COVID-19 pandemic. It requires TSTC 

to re-evaluate the upcoming fiscal year goals 

and consider whether they are still relevant and 

achievable with an uncertain outlook; and if the 

resources and needs have changed in this “new 

normal” of conducting the business of higher 

education. 

06 

14 



FISCAL YEAR 2021 

BUDGET PRESENTATION 

Organizational Structure & 

Budget Framework 

TSTC’s organizational and leadership structures 

are optimized for growth and student success. 

The resulting allocation of resources across the 

organizational structure is illustrated below. 

Presentation, Assumptions & Estimates 

Various line items in prior year Budget and 

Actual amounts were reclassified to align 

with the current organizational structure 

and budget framework for consistency in 

comparative analysis. 

Fiscal Year 2020 Forecast amounts and 

certain Fiscal Year 2021 Budget amounts 

use available data and related estimates 

as of May 31, 2020. 

The College will realize appropriation 

revenues in accordance with bill patterns 

established by the 86th Legislature. 

TSTC prepares budgets using a cash basis 

of accounting. 

The annual budget report is a starting 

point. TSTC anticipates many refinements 

to this budget throughout the year as 

the needs and circumstances of all TSTC 

departments continually change. 

07 

5% 

Statewide 

5% Administration 

Finance 

10% 

Shared 

Resources 

32% 

Instruction 

13% 

Statewide 

Benefits 

2021 Budget 

$235,971,107 

16% 

Student 

Financial Aid 

19% 

Student 

Services 


15

FISCAL YEAR 2021 

ANNUAL OPERATING BUDGET 

FY 2019 FY 2020 

FY 2021 

Operating Revenues 

Actual Budget Forecast Budget 

Returned Value Formula Appropriations 46,978,296 66,124,351 66,124,351 66,124,351 

Special Items & Other Appropriations 18,771,643 23,000,122 23,000,122 23,169,199 

Debt Service Appropriations 3,744,007 3,758,882 3,758,882 3,757,232 

HEAF Appropriations 8,662,500 8,662,500 8,662,500 8,662,500 

Benefits Appropriations 25,747,740 24,021,822 25,124,858 24,885,151 

Tuition 43,656,253 47,281,046 43,733,977 44,192,647 

Student Financial Aid 34,497,457 33,190,901 32,570,285 33,369,711 

Auxiliary Enterprises 12,076,742 12,186,341 10,365,513 10,118,700 

Fees & Educational Sales 4,816,075 4,452,650 3,691,638 3,738,936 

Industry Relations 3,447,812 4,239,823 2,341,443 3,314,000 

Grants 5,887,318 5,042,497 8,224,632 9,006,112 

Contracts & Other 4,970,145 3,749,156 3,514,682 3,717,700 

Total Operating Revenues 

Carryforward / Vacant Positions 

213,255,988 235,710,091 231,112,883 234,056,239 

- 4,310,000 - 1,914,868 

Operating Expenditures 

Instruction 66,056,011 75,378,483 72,465,316 75,676,647 

Student Financial Aid 37,545,505 39,687,490 37,239,347 38,529,711 

Statewide Benefits 28,228,607 29,742,672 30,808,509 31,492,672 

Finance 8,965,349 10,746,089 9,932,823 10,756,887 

St Svcs Auxiliary Enterprises 11,283,039 10,954,519 10,202,462 10,966,612 

Enrollment Management 8,440,736 11,147,948 9,731,242 11,064,571 

Facilities 8,432,047 10,579,737 9,718,349 9,961,314 

Facilities - Transfer to Capital 2,128,907 3,690,836 3,690,836 1,832,924 

Information Technology 6,021,692 10,140,165 9,045,741 9,649,790 

Admin Advancement & Communications 5,523,239 7,085,881 6,430,232 6,322,093 

Statewide Administration 4,794,172 5,982,398 5,545,813 5,847,803 

Shared Debt Service & Leases 11,641,337 11,570,047 11,684,489 11,964,640 

Utilities & Other 6,810,438 7,785,303 7,540,870 7,784,277 

Grants 1,597,484 528,523 5,275,417 4,121,166 

Strategic Pool (to be allocated) - 5,000,000 - - 

Total Operating Expenditures 

Operating Budget Margin (Deficit) 

207,468,563 240,020,091 229,311,446 235,971,107 

5,787,425 0 1,801,437 0 

16 



OPERATING REVENUES 

Revenue Mix 

TSTC derives its budget from several sources 

of funds. State appropriations are the most 

significant revenue source, contributing 54 

percent of the College’s total revenues. Student 

tuition is the second largest category of 

revenues, contributing 19 percent of the total. 

Student Financial Assistance passes through the 

College and is eventually applied to students’ 

accounts through an offsetting expense. Other 

supplemental revenues including grants, pilot 

training fees, housing rents and retail sales 

combine to account for 13 percent of total 

revenues. 

The illustration below demonstrates the relative 

contributions from the different sources of funds. 

CARES Act: Higher Education 

Emergency Relief Fund 

In response to the economic disruption caused 

by COVID-19, the federal government passed 

the CARES Act to provide funding for students 

and institutions of higher education. TSTC was 

awarded $10.6 million total; $5 million to be 

disbursed directly to students, and $5.6 million 

for the institution to use in meeting emergency 

needs and modifying the way instruction is 

delivered to students. 

In TSTC’s annual operating budget, these funds 14% 

Student 

are accounted for in the “Grants” line item, 

19% 

Financial 

in both revenue and expense. TSTC expects 

Tuition 

Assistance 

to expend much of the student portion in 

Fiscal Year 2020, as relief funds have been 

disbursed quickly to students. The majority 13% 

2021 Revenues 

of the institutional portion is budgeted in Other* 

Fiscal Year 2021 as plans $234,056,239 

are currently in 

54% 

development Stateto identify the most critical and 

strategic Appropriations needs caused by the disruption. 

08 

19% 

Tuition 

14% 

Student 

Financial 

Assistance 

Other* 

Grants 

Auxiliary Enterprises 

Fees & Educational Sales 

4% 

4% 

2% 

Contracts & Other 

2% 

Industry Relations 1% 

54% 

State 

Appropriations 

2021 Revenues 

$234,056,239 

13% 

Other* 


17

State Appropriations 

General Revenue appropriations for Fiscal Year 

2021 remain constant in the second year of the 

state’s biennial appropriation at $126.6 million. 

In the 86th legislative session that concluded 

in May 2019, TSTC’s two-year appropriation 

increased 22 percent from the previous session. 

This substantial increase was primarily driven by 

the Legislature fully funding the amount TSTC 

earned in the Returned-Value Formula. 

In May 2020, many state agencies were directed 

by the Governor to cut 5 percent of biennial 

appropriations due to the economic disruption 

caused by COVID-19. TSTC was specifically 

exempted from this mandate, which validates 

TSTC’s important role in the future economic 

recovery of Texas. Had TSTC’s appropriations 

been subject to the cut, appropriation revenue 

for Fiscal Year 2020 and 2021 would have been 

reduced by nearly $9 million. 

Other components of appropriation funding 

are considered “non-formula support”, which 

include the Small Institution Supplement, 

Institutional Enhancement, System Office 

Operations and Startup Funding strategies. 

Capital improvement funding from the HEAF 

appropriation and specific appropriations 

that pay for Tuition Revenue Bond retirement 

(debt service) also contribute to the total TSTC 

appropriations. 

09 

20% 

Benefits 

52% 

Returned-Value 

Formula 

2021 Revenues: 


$126,598,433 

18% 

Special Items 

& Other* 

7% 

HEAF 

3% 

Debt 

Service 

20% 

Benefits 

52% 

Returned-Value 

Formula 

2021 Revenues: 


$126,598,433 

18% 

Special Items 

& Other* 

7% 

HEAF 

3% 

Debt 

Service 

Special Items & Other* 

E&G Space Support 

5% 

Start Up Funding 

4% 

Small Institution Supplement 3% 

Institutional Enhancement 

3% 

System Office Operations & Other 2% 

Dual Credit 1% 

Special Items & Other* 

E&G Space Support 

Start Up Funding 

18 


5% 

4% 

3% 

Small Institution Supplement 

Institutional Enhancement 3%


Tuition 

Tuition revenues are expected to remain stable 

for Fiscal Year 2021, budgeted just 1 percent 

over where Fiscal Year 2020 is expected to 

finish. 

Fiscal Year 2020 tuition revenue is projected 

to be under the budgeted tuition of $47.28 

million. Revenues earned were short of budget 

because of enrollment expectations were 

not fully realized when gains from program 

expansions did not offset the losses from 

programs that were closing out.Even so, tuition 

for Fiscal Year 2020 stayed level with Fiscal Year 

2019 performance. In a year when the higher 

education industry suffered major losses from 

the shaken confidence of its student body, 

increasing tuition revenues over the prior year is 

an enviable position. 

Several factors influenced the tuition revenue 

expectations during Fiscal Year 2020 including 

the following: 

Increasing rates of returning students 

(persistence) resulted in stabilization of 

tuition revenue for Fiscal Year 2020. 

Lifts in tuition revenue overall from TSTC’s 

market-based pricing strategies that 

better align TSTC’s offerings to the varying 

demands of consumers and employers. 

Engagement and retention of its base 

of students during COVID-19 due to 

safety protocols implemented for faceto-face 

instruction and increased online 

instruction availability. 

10 

BUDGET 

PLAN 

MEASURE 

EXECUTE 


19

Other Revenues 

In addition to the primary revenue sources of 

State Appropriations and Tuition, TSTC generates 

other revenues from a variety of services and 

initiatives. Many of these services are referred 

to as Auxiliary Enterprises, which provide 

needed services for students, faculty, and staff 

and charge a fee related to that service. 

TSTC has seen material declines in these 

revenue producing activities with the onset 

of COVID-19, much like many institutions of 

higher education across the nation. Although 

TSTC is not nearly as reliant on these activities 

to produce significant revenue compared to 

traditional four-year universities, the decline 

still has an impact on TSTC’s overall budget. 

Housing and Retail Operations have been 

affected the most due to students moving 

home, reduced foot traffic on campus, and 

new distancing requirements that reduce the 

capacity of available beds to lease. Additionally, 

the Waco campus abatement and demolition 

project will negatively affect housing revenue 

in the upcoming year. Many existing housing 

units will be vacated as abatement begins, and 

Waco’s new 246 bed residence hall will not 

be ready for operation until Fiscal Year 2022, 

leaving a one-time gap in revenues during Fiscal 

Year 2021. 

Training programs like Industry Relations 

and Flight Training have also experienced 

declines. Employers are engaging in less on-site 

workforce training and continuing education 

has seen a drop in demand as well. Additionally, 

TSTC’s helicopter pilot training program was 

canceled in Fiscal Year 2020, which adds to the 

overall revenue decline. 

Managers of these business units have reduced 

expense budgets in Fiscal Year 2021 to 

correspond with the revenue declines, but the 

material loss of revenues has the potential to 

reach further into the College’s budget in the 

future. The outlook for these services to return 

to pre-COVID-19 levels is very uncertain, and a 

“new normal” will likely affect these functions, 

and the College overall, for years to come. 

11 

FY 2019 FY 2020 

FY 2021 

Actual Budget Forecast Budget 

Other Revenues 

Retail Operations 5,950,525 5,795,841 4,318,319 5,386,500 

Housing 4,922,576 5,240,000 4,133,381 3,420,000 

Industry Relations 3,447,812 4,239,823 2,341,443 3,314,000 

Flight Training 2,735,682 2,400,000 1,550,000 2,050,000 

SkillsEngine 669,874 1,280,000 894,000 1,280,000 

Airport 976,800 970,000 1,735,877 1,112,000 

Total Other Revenues 

18,703,269 19,925,664 14,973,020 16,562,500 

20 



OPERATING EXPENDITURES 

12 

FY 2019 FY 2020 FY 2021 

Budget Budget Budget 

Operating Expenditures 

Operating Costs 97,922,412 111,709,898 104,031,984 

Statewide Benefits 28,928,201 29,742,672 31,201,472 

Personnel Costs 87,240,822 93,567,521 100,737,651 

Strategic / Compensation Pool 7,226,904 5,000,000 - 

Total Operating Expenditures 

221,318,339 240,020,091 235,971,107 

Total operating expenditures budgeted for 

Fiscal Year 2021 are $236 million, compared 

to $240 million budgeted for Fiscal Year 2020. 

The decrease in expenditures is primarily 

attributable to belt tightening measures 

implemented by management in light of 

uncertainties related to COVID-19. During 

the annual budgeting process, departments 

considered multiple budget scenarios, and 

made cuts in operating and travel costs after 

initial submissions proved untenable. 

A trend analysis shows TSTC’s significant 

investment in personnel costs over the last 

few years. In addition to using qualitative 

measures to evaluate TSTC’s progress on WIG 

3, the strategic plan intersects with the budget 

when it comes to improving compensation for 

TSTC teammates. This investment in personnel 

has certainly paid off from an engagement 

standpoint but personnel cost increases are 

not one-time costs, and past increases must be 

annualized and factored into each new annual 

budget. 

Though much of the expense budget is held at 

a baseline level, management has not wavered 

on its commitment to improve TSTC’s enterprise 

resource planning software system by replacing 

it with Workday. A five year, $15 million software 

conversion project was approved to begin in 

Fiscal Year 2020, and the $3 million budget for 

the second year of the project is maintained 

in the Fiscal Year 2021 budget. The project 

involves completely transforming the day-to-day 

business operations of the College, including 

accounting, purchasing, budgeting, reporting, 

human resources operations, and ultimately 

student registration, scheduling and billing. 

Uncertainty is the primary driver of the Fiscal 

Year 2021 budget and the proposed expense 

budget has been trimmed where possible while 

currently maintaining full employment. Several 

new projects and initiatives have been put on 

hold, operating budgets have been reduced, and 

no significant hiring or compensation increases 

are planned in the coming year. 

The tables that follow in the budget detail 

in Exhibit I provide greater detail about 

expenditures in the major organizational areas 

of the College. 


21

CAPITAL BUDGET 

13 

FISCAL YEAR 2021 CAPITAL BUDGET 

Capital Funding Sources 

Series 2020 

RFS Bond 

Series 2016 

HEAF Bonds 

SB500 Demo 

Approriation 

Operating 

Transfers In 

Total 

Capital Project Uses 

Deferred Maintenance - - - 1,070,024 1,070,024 

Fort Bend Expansion 1,490,000 - - 600,000 2,090,000 

Waco ITC Renovation 15,149,750 - - - 15,149,750 

Waco Demolition Project - - 19,297,203 - 19,297,203 

Other Projects 1,934,210 589,000 - 162,900 2,686,110 

Total FY 21 Expenses 

18,573,960 589,000 19,297,203 1,832,924 40,293,087 

TSTC’s capital budget consists of inflows and 

outflows of funds specifically identified for the 

acquisition, construction, and renovation of 

facilities and other long-term improvements. 

The most common source of funding for capital 

projects is debt and TSTC recently issued $30 

million of new debt (Series 2020 RFS bonds) to 

fund much needed expansion and renovation 

projects. The expenditure of the proceeds 

from this bond spans multiple fiscal years and 

$18.6 million is planned to be spent in Fiscal 

Year 2021 on the projects outlined in the table 

above. 

In 2019, TSTC received a one-time, 

supplemental appropriation of $29.6 million 

from the Texas Legislature to fund a large 

scale abatement and demolition project at the 

Waco campus. The Waco campus was originally 

designed and constructed by the Federal 

government to serve as an Air Force base, 

and many of the original structures from the 

1950’s and 1960’s still remain. Abatement and 

demolition of these structures will significantly 

enhance the “look and feel” of the Waco 

campus, and enable TSTC to reclaim ample 

land for future growth and development. The 

appropriation is time limited, and all funds must 

be under contract by June 6, 2021. Accordingly, 

a majority of the funds are budgeted to be 

expended in Fiscal Year 2021. 

22 



EXHIBITS 


23

EXHIBIT I: Detailed Operating Expense Budget 

2019 2020 2021 

Expense Type Original Budget Original Budget Original Budget 

INSTRUCTION 

Academics Personnel Costs 9,840,426 9,991,875 9,149,308 

Operating Costs 1,002,183 926,177 755,084 

Total Academics 10,842,609 10,918,052 9,904,392 

Aerospace Personnel Costs 3,202,239 3,360,963 3,746,679 


Total Aerospace 5,981,903 5,574,510 5,226,669 

Allied Health Personnel Costs 3,886,880 4,275,915 4,129,305 

Operating Costs 496,422 522,993 617,534 

Total Allied Health 4,383,302 4,798,908 4,746,839 

C4EO Personnel Costs 1,380,093 1,396,641 1,530,140 


Total C4EO 1,798,557 1,815,105 1,873,914 

Construction & Safety Personnel Costs 1,259,191 1,394,117 1,433,741 


Total Construction & Safety 1,483,456 1,609,266 1,645,907 

Digital Transformation Personnel Costs 5,301,191 5,539,987 5,213,300 


Total Digital Transformation 5,736,144 5,948,242 5,529,651 

Electrical Instrumentation Personnel Costs 5,228,811 5,278,988 6,062,626 


Total Electrical Instrumentation 5,753,640 5,830,496 6,555,364 

Industrial Manufacturing Personnel Costs 5,788,740 5,684,414 7,334,024 


Total Industrial Manufacturing 7,260,105 7,429,310 8,601,234 

Industry Relations Personnel Costs 2,576,903 2,291,138 2,791,346 


Total Industry Relations 5,995,366 3,800,070 4,127,873 

Instructional Pools Personnel Costs 776,099 2,623,000 3,307,044 


Total Instructional Pools 6,791,879 9,286,897 9,826,874 

Instructional Sales Personnel Costs 3,436,404 3,509,157 3,767,276 


Total Instructional Sales 4,385,721 4,423,731 4,483,302 

Provosts & Admin Personnel Costs 3,232,792 3,569,548 5,216,464 


Total Provosts & Admin 3,821,493 4,157,971 5,918,540 

Strategic Partnerships Personnel Costs 399,712 459,232 125,744 

Operating Costs 50,000 1,686,846 56,200 

Total Strategic Partnerships 449,712 2,146,078 181,944 

Transportation Personnel Costs 3,454,641 3,516,725 3,772,873 


Total Transportation 3,925,564 4,008,583 4,187,806 

Vision & Alignment Personnel Costs 1,940,951 2,451,263 2,222,976 

Operating Costs 629,811 1,180,001 643,362 

Total Vision & Alignment 2,570,762 3,631,264 2,866,338 

TOTAL INSTRUCTION 71,180,213 75,378,483 75,676,647 

STUDENT FINANCIAL AID 

24 




2019 2020 2021 


College Work Study Operating Costs 73,686 - 1,319,711 

Total College Work Study 73,686 - 1,319,711 

Equal Opportunity Grants Operating Costs 3,150,733 3,795,256 2,800,000 

Total Equal Opportunity Grants 3,150,733 3,795,256 2,800,000 

Institutional Scholarship Operating Costs 591,753 500,000 1,092,000 

Total Institutional Scholarship 591,753 500,000 1,092,000 

Loans Operating Costs 650,000 650,000 650,000 

Total Loans 650,000 650,000 650,000 

Pell Grants Operating Costs 28,650,000 28,650,000 28,000,000 

Total Pell Grants 28,650,000 28,650,000 28,000,000 

Tuition Set Asides Operating Costs 5,158,742 6,092,234 4,668,000 

Total Tuition Set Asides 5,158,742 6,092,234 4,668,000 

TOTAL STUDENT FINANCIAL AID 38,274,914 39,687,490 38,529,711 

TOTAL STATEWIDE BENEFITS Personnel Costs 28,928,201 29,742,672 31,492,672 

FINANCE 

Budget & Accounting Personnel Costs 2,194,916 2,311,793 2,289,092 


Total Budget & Accounting 2,463,665 2,544,207 2,534,448 

Business Intelligence Personnel Costs 776,572 1,075,772 1,091,732 


Total Business Intelligence 851,597 1,321,119 1,267,544 

Finance - Admin Personnel Costs 342,916 425,820 468,044 


Total Finance - Admin 375,076 636,590 657,737 

Human Resources Personnel Costs 2,021,012 2,281,755 2,535,800 


Total Human Resources 2,457,454 2,956,415 3,097,500 

Institutional Effectiveness Personnel Costs 583,276 628,719 743,795 


Total Institutional Effectiveness 875,238 912,059 924,600 

Procurement Personnel Costs 1,854,352 1,951,744 2,035,920 


Total Procurement 2,036,515 2,375,699 2,275,058 

TOTAL FINANCE 9,059,545 10,746,089 10,756,887 

AUXILIARY ENTERPRISES 

Airport & Farm Personnel Costs 415,500 337,559 322,411 


Total Airport & Farm 793,842 765,901 750,753 

Bookstore Personnel Costs 850,218 836,238 832,587 


Total Bookstore 3,751,383 3,486,133 3,328,043 

Food Service Personnel Costs 974,456 932,812 968,100 

Operating Costs 1,076,000 1,041,880 837,300 

Total Food Service 2,050,456 1,974,692 1,805,400 


25


2019 2020 2021 


Housing Personnel Costs 1,842,144 1,712,793 1,531,226 


Total Housing 4,544,309 4,213,170 4,565,201 

Printing Production Personnel Costs 284,664 281,928 302,424 


Total Printing Production 510,626 514,623 517,215 

TOTAL AUXILIARY ENTERPRISES 11,650,616 10,954,519 10,966,612 

ENROLLMENT MANAGEMENT 

Enrollment Management Personnel Costs 6,570,309 7,771,645 8,328,465 


Total Enrollment Management 8,547,307 10,547,575 10,576,641 

Student Services - Admin Personnel Costs - 416,274 308,840 

Operating Costs - 184,099 179,090 

Total Student Svcs - Admin - 600,373 487,930 

TOTAL ENROLLMENT MANAGEMENT 8,547,307 11,147,948 11,064,571 

FACILITIES - TRANSFER TO CAPITAL 2,066,890 3,690,836 1,832,924 

FACILITIES 

Fleet Personnel Costs 111,564 73,276 135,456 

Operating Costs 674,990 1,304,314 1,171,445 

Total Fleet 786,554 1,377,590 1,306,901 

Maintenance & Physical Plant Personnel Costs 3,974,928 4,072,910 4,669,718 


Total Maint. & Phys. Plant 6,204,937 7,178,847 7,336,602 

Planning Construction & Admin Personnel Costs 755,068 831,724 1,182,247 

Operating Costs 1,141,940 1,191,576 135,564 

Total Planning & Construction 1,897,008 2,023,300 1,317,811 

TOTAL FACILITIES 8,888,499 10,579,737 9,961,314 

INFORMATION TECHNOLOGY 

Infrastructure & Equipment Personnel Costs 547,572 511,276 529,440 


Total Infrastructure & Equip. 853,613 1,404,837 1,010,321 

Management Support & Operations Personnel Costs 3,207,832 3,178,390 3,263,702 


Total Mgmt. Support & Operations 3,694,205 3,672,250 3,478,618 

Shared Expenses Operating Costs 1,900,780 5,063,078 5,160,851 

Total Shared Expenses 1,900,780 5,063,078 5,160,851 

TOTAL INFORMATION TECHNOLOGY 6,448,598 10,140,165 9,649,790 

ADVANCEMENT & COMMUNICATIONS 

Advancement & TSTC Foundation Personnel Costs 2,258,805 2,454,333 2,692,935 


Total Advancement & TSTC Foundation 2,744,712 3,169,810 3,182,893 

Communication & Creative Services Personnel Costs 1,195,667 1,153,235 1,231,003



2019 2020 2021 



Total Communication & Creative Svcs. 3,063,807 3,916,071 3,139,200 

TOTAL ADVANCEMENT & COMMUNICATIONS 5,808,519 7,085,881 6,322,093 

STATEWIDE ADMINISTRATION 

General Counsel Personnel Costs 1,929,346 2,391,586 2,412,404 


Total General Counsel 2,429,011 3,095,440 3,034,821 

Government Affairs Personnel Costs 540,176 856,781 773,125 


Total Government Affairs 737,613 1,065,210 960,711 

Internal Audit Personnel Costs 354,584 362,592 382,772 


Total Internal Audit 374,034 382,121 403,072 

Office of the CEO Personnel Costs 792,644 1,056,782 1,108,634 


Total Office of the CEO 1,046,835 1,439,627 1,449,199 

TOTAL STATEWIDE ADMINISTRATION 4,587,493 5,982,398 5,847,803 

SHARED RESOURCES 

Grants Personnel Costs 901,798 200,721 38,633 

Operating Costs 562,530 327,802 4,082,533 

Total Grants 1,464,328 528,523 4,121,166 

Strategic Pool Personnel Costs 2,922,597 5,000,000 - 

Operating Costs 4,304,307 - - 

Total Strategic Pool 7,226,904 5,000,000 - 

Utilites & Other Personnel Costs 127,571 102,624 121,492 


Total Utilities & Other 6,198,677 7,785,303 7,784,277 

Debt Services & Leases Operating Costs 10,987,635 11,570,047 11,964,640 

Total Debt Service & Leases 10,987,635 11,570,047 11,964,640 

TOTAL SHARED RESOURCES 25,877,544 24,883,873 23,870,083 

TOTAL OPERATING EXPENSES 221,318,339 240,020,091 235,971,107 


27

EXHIBIT II: TSTC Definitions 

EXHIBIT III: TSTC Fund Accounting 

Summary 

Definitions 

Budget – An expenditure plan. 

28 STRATEGIC PLAN & BUDGET REPORT 

SACSCOC – Southern Association of Colleges 

and Schools Commission on Colleges, TSTC’s 

accrediting agency. 

Minute Order – Minute Orders are the 

documentation of action by the Board of Regents. 

Ad Hoc – A committee assigned by the Chairman 

of the Board of Regents to focus on a specific 

topic. 

4DX – Four Disciplines of Execution, a book by 

Chris McChesney, Sean Covey and Jim Huling that 

outlines an operating model for execution. 

CARES - Coronavirus Aid, Relief, and Economic 

Security Act 

WIG – Wildly Important Goal, a Franklin Covey 

term from the book 4 Disciplines of Execution. 

SEE – Survey of Employee Engagement, an annual 

survey that TSTC participates in to gather data on 

the teammates perception of the College. 

ERP – Enterprise Resource Planning software 

used to transform business processes, people and 

technology. 

Pipeline – The progression of a student through 

TSTC from time of application to measuring wages 

in a placed job in the Texas workforce. 

Program Vitality – The analysis of enrollment, 

graduation, job placement, persistence, student 

wage reports and other metrics to inform program 

mix. 

Scorecard – A periodic report of key student 

success and performance indicators and outcomes 

designed to support the strategic direction of the 

College’s Student Learning division. 

IBU - Individual Business Unit is a specific program 

at a specific location. 

IBM - Individual Business Managers oversee 

specific IBUs 

Core Ops – A group of Vice Chancellors that 

have oversight of the College’s core operations: 

Student Learning, Student Service, Advancement & 

Communications, and Finance. 

TSTC budgets are essentially expenditure plans. 

TSTC expenditure plans must be balanced against 

revenues for each fund, including use of prior 

revenues within a fund balance. 

TSTC establishes budgets at the unit level. Once 

budgets are established, TSTC maintains fiscal 

control by monitoring expenditures against the 

budget. 

The Board adopts an original budget for each fiscal 

year. During the year, the budget is adjusted to 

account for any necessary changes, including new 

gifts, grants and other revenue sources as they 

occur. Only budget changes over $500,000 require 

Board approval. 

Contribution Margin – Revenue minus direct cost. 

Describes the unit’s ability to cover variable or 

direct costs with revenue. 

Fund – A sum of money saved or made available 

for a particular purpose. 

Fund Accounting – The accounting for funds that 

serve different or separate purposes. In effect, 

accounting for various funds can be compared to 

accounting for different companies or different 

divisions of a company. All transactions are 

separately accounted for to keep the fund 

balances separate even though actual cash from 

some of the funds may be co- mingled in local 

bank accounts. 

Fund Accounting Equation – Beginning Balance + 

Revenues – Expenditures = Ending Balance. 

Unit – An account code that is associated with a 

department or unique purpose. Any number of 

units make up a TSTC fund.


TSTC Funds 

Fund Numbers 

1. Education & General (E&G) – Appropriated by 

the state of Texas, kept in and expended from 

state treasury. Includes state tuition collected 

by TSTC (Fund 237) and general revenue of the 

state (Fund 001) for the purpose of instruction, 

student development, administration, operating 

and maintenance of plant, employee benefits 

and other authorized uses. 

2. Loan Funds – Gifts and tuition set-asides for 

student loans. Not budgeted. These funds are 

kept in TSTC local bank accounts. 

8. Plant Funds – Funds set aside for construction, 

renovation, repairs and debt service. Plant funds 

are unique in that they generally originate in 

the other funds and are then moved into plant 

funds through the budgeting process. Includes 

both funds held in the state treasury as well as 

funds in TSTC local bank accounts. 

9. Balance Sheet Accounts – This fund is a 

repository for all TSTC balance sheet accounts 

including assets, liabilities and net assets. 

3. Designated Funds – Funds for instruction, 

administration, operating and maintenance of 

plant, capital improvements, student services 

and other College uses. These funds are kept in 

TSTC local bank accounts. 

4. Auxiliary Funds – Includes funds related to TSTC 

operations that charge for services provided 

such as bookstores, food service, housing, 

airport and lease of property. These funds are 

kept in TSTC local bank accounts. 

5. Endowment Funds – Includes gifts or funds 

raised for providing long-term revenue 

for the College, from which only earnings 

are expendable. These funds are generally 

transferred to another fund prior to expenditure, 

not budgeted in Fund 5. These funds are kept in 

TSTC local bank accounts. 

6. Restricted Funds – Gifts and grants to be used 

for specific purposes defined by the external 

originating source: federal, state and local 

governments or private sources. These funds 

are kept in TSTC local bank accounts, but most 

operate on a reimbursement basis. 

7. Agency Funds – Funds which are other 

peoples’ money; administered by TSTC acting as 

custodian, such as for student organizations, The 

TSTC Foundation, etc. These funds are kept in 

TSTC local bank accounts. Budgets are set by the 

organization served. 


29

EXHIBIT IV: Acknowledgements 

This presentation, accompanied by the video 

series, is the collaborative effort of many 

teammates across the College. Represented in the 

creation of these presentations are TSTC’s values 

of Excellence, Accountability, Service, and Integrity. 

The following teams and individuals contributed to 

this report and/or video representation of the past 

and future meaningful work done to Place More 

Texans in Great Paying Jobs while also making 

TSTC a Great(er) Place to Work. 

Thank you to these exceptional teammates: 

Budget, Accounting and Reporting Team 

Business Champions of the Enterprise Resource Planning Project 

Business Intelligence Team 

Communication and Creative Services Team 

Finance Administration Team 

Human Resources Team 

Institutional Effectiveness Team 

Printshop Team 

Key Contributors: 

Melinda Boykin, Executive Vice President for Procurement Services 

Robert Davis, Press Operator II 

Rich Froeschle, Senior Labor Market Economist 

Celina Garza, Vice President for Institutional Effectiveness 

Jonathan Hoekstra, Vice Chancellor and Chief Financial Officer 

Madelynne Johnston, Finance Chief of Staff 

Jonathan Lasley, Executive Vice President for Business Intelligence 

Jim Logan, Business Officer, Student Learning 

Pamela Mayfield, Associate Vice Chancellor for Human Resources 

Dawn Parker, Executive Assistant to the Vice Chancellor and Chief Financial Officer 

Ben Ranzinger, Rabenwolf Entertainment, LLC, Video Production 

Caitlin Simmonds, Publication Specialist II, Creative Services 

Chad Wooten, Associate Vice Chancellor for Finance 

Other Contributors: 

Nathan Ehlert, Senior Executive Director of Budget 

Jay Gerik, Senior Executive Director for Business, Analytics, and Reporting 

Fernando Guerrero, Senior Data Analyst 

Dave Huynh, Advanced Analytics Consultant 

David Kofnovec, Senior Financial Analyst 

Jessica Montalvo, Senior Financial Analyst 

Tina Skidmore, Senior Executive Director for Business, Analytics, and Reporting 

Stephanie Vestal, Senior Data Analyst 

Shannon Wiggins, Senior Budget Analyst 

30 



© Copyright Texas State Technical College, All rights reserved. Published August 

2020. 

Texas State Technical College (TSTC) is accredited by the Southern Association 

of Colleges and Schools Commission on Colleges (SACSCOC) to award Associate 

Degrees and Certificates of Completion. Contact the Southern Association of 

Colleges and Schools Commission on Colleges at 1866 Southern Lane, Decatur, 

Georgia 30033-4097 or call 404-679-4500 for questions about the accreditation 

of Texas State Technical College. 

Equal opportunity shall be afforded within TSTC to all employees and applicants 

for admission or employment regardless of race, color, gender, religion, national 

origin, age, genetic information, disability or veteran status. TSTC will make 

reasonable accommodations for persons with disabilities. TSTC’s policy is that, in 

all aspects of its operations, each person with a disability shall be considered for 

admission or access to or treatment or employment in its programs and activities 

in accordance with Part 84 of Title 45, the regulation implementing Section 504 

of the Rehabilitation Act of 1973. 


31

FY 2021 Strategic Plan Update and Budget Report

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