cuyahoga community college · 2020-07-27 · 2 letter from the president letter from the president...

POPUL AR ANNUAL F INANCIAL REPORTFISCAL YEAR ENDED JUNE 30, 2019

C U YA HOG A C OMMUNI T Y C OL L EGEC L E V E L A N D , O H I O

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C E S S

E Q U I TY

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CUYAHOGA COMMUNIT Y COLLEGE | 2019 POPUL AR ANNUAL F INANCIAL REPORT

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TABLE OF CONTENTS

Letter from the President .................................................................. 2

Letter from the Treasurer ................................................................... 3

President and Board of Trustees ........................................................ 4

History and Overview ......................................................................... 5

Accomplishments .............................................................................. 6

Strategic Focus Areas ....................................................................... 6

Government Finance Officers Association Awards .............................. 7

Financial Review ............................................................................... 8

Statement of Net Position ................................................................. 9

Financial Metrics .............................................................................10

Where Does the Money Come From? Sources of Funds ............. 10 - 12

What Is the Money Used For? Uses of Funds ....................................13

Major Capital Projects .....................................................................14

Key Statistical Information ...............................................................15

MISSIONTo provide high quality, accessible and affordable educational opportunities and services – including university transfer, technical and lifelong learning programs – that promote individual development and improve the overall quality of life in a multicultural community.

VISIONCuyahoga Community College will be recognized as an exemplary teaching and learning community that fosters service and student success. The College will be a valued resource and leader in academic quality, cultural enrichment, and economic development characterized by continuous improvement, innovation, and community responsiveness.

VALUES To successfully fulfill the mission and vision, Cuyahoga Community College is consciously committed to diversity, integrity, academic excellence, and achievement of individual and institutional goals. We are dedicated to building trust, respect, and confidence among our colleagues, students, and the community.

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LE T TER FROM THE PRESIDENT

Letter from the PRESIDENTSince 1963, Cuyahoga Community College has provided high-quality, accessible and affordable educational opportunities to the residents of Northeast Ohio. Tri-C offers more than 1,000 credit courses each semester in more than 200 career and technical programs, as well as short-term certificates, certificates of proficiency and post-degree professional certificates.

More than 900,000 individuals have attended Tri-C, acquiring the education and training they need to succeed in the 21st century economy — and Tri-C’s students are succeeding in record numbers. More than 4,400 degrees and certificates and more than 19,000 workforce credentials were awarded to our students last academic year. Eighty-five percent of these students will remain in Cuyahoga County, equipped with the skills needed to earn family-sustaining wages while contributing to a vibrant Northeast Ohio economy. Tri-C is proud to provide its students with these opportunities and remains focused on expanding access to these opportunities to students from all backgrounds.

Mindful that part of the funding Tri-C receives is entrusted to us by taxpayers, our commitment to responsible resource management remains a priority. We are also grateful for the support provided by our communities. On behalf of Tri-C’s students, faculty and staff, I extend my gratitude for all you do to keep Tri-C where futures begin.

Sincerely,

Alex Johnson, Ph.D.President

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Letter from the TREASURERI am pleased to present the Popular Annual Financial Report (PAFR) for Fiscal Year 2019. Prepared annually by the Administration and Finance Division of Cuyahoga Community College, the PAFR contains a variety of information presented in a simplified format. Using data compiled from the College’s Comprehensive Annual Financial Report (CAFR), the PAFR includes information on budget, finances, organizational structure, capital projects, strategic plans and goals, and student and employee statistics.

The culture at Tri-C continues to be one of commitment to and shared responsibility for our students. This begins with ensuring that a high-quality, affordable education is accessible. Maintaining affordable tuition — the lowest in the state of Ohio — is just one way in which Tri-C remains accessible. The College also focuses on removing barriers that act as roadblocks along a student’s educational journey. Reducing the total cost of education through initiatives that promote affordable course materials, providing emergency funding through programs such as Care Team Cash and, quite literally, meeting our students where they are through our Access Centers and other community outreach programs are all ways in which Tri-C upholds its commitment to students.

Tri-C’s continued commitment to responsible fiscal stewardship has again been recognized by the Government Finance Officers Association (GFOA), an organization dedicated to enhancing and promoting the professional management of governmental financial resources by identifying, developing and advancing fiscal strategies, policies and practices for the public benefit. Tri-C has received the Best Practices in Community College Budgeting Award, the Certificate of Achievement for Excellence in Financial Reporting and the Popular Annual Financial Reporting Award from the GFOA and remains one of only a handful of community colleges in the nation to achieve this recognition.

I hope the information presented in this PAFR helps to educate our community regarding how its tax dollars are used to support student achievement and success. Electronic copies of both the CAFR and the PAFR are available at www.tri-c.edu. I invite you to share any questions, concerns or comments by contacting my office at 216-987-4790 or [email protected].

Sincerely,

David Kuntz, CPAExecutive Vice President/TreasurerAdministration & Finance

“The culture at Tri-C continues to be one

of commitment to and shared responsibility

for our students.

”

LE T TER FROM THE TRE ASURER | PRESIDENT AND BOARD OF TRUSTEES

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E Q U I TY

J. David HellerCounty Executive Appointment Term ends 03-26-22

Ann M. FrangosGovernor Appointment Term ends 10-12-22

Phoebe LeeGovernor Appointment Term ends 10-12-23

Geralyn M. Presti County Executive Appointment Term ends 06-22-21

Jerry L. KelsheimerCounty Executive AppointmentTerm ends 01-16-20

Andrew E. RandallChairGovernor Appointment Term ends 10-12-22

The Rev. Cory Jenkins Vice-ChairCounty ExecutiveAppointment Term ends 06-22-21

Helen Forbes Fields County Executive Appointment Term ends 01-16-20

Alex Johnson, Ph.D.President

Victor A. RuizCounty Executive AppointmentTerm ends 01-17-22

Cuyahoga Community College PRESIDENT and BOARD OF TRUSTEESA nine-member Board of Trustees governs the College in all policy matters requiring attention or action and is charged with fulfilling the goals set forth in the College’s Mission Statement. Six trustees are appointed by the county executive and are subject to confirmation by the Cuyahoga County Council, an 11-member body elected by residents of our neighborhoods as a link between government agencies and citizens. Three trustees are appointed by the governor. All appointments are for five-year terms or the remainder of vacated terms. The Board of Trustees delegates the College’s administrative direction to the president and administrative staff. Administrative staff are appointed by the president and subject to board approval.

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Cuyahoga Community College HISTORY AND OVERVIEW Tri-C became Ohio’s first community college in September 1963, enrolling 3,000 students in its first academic term. Today the College serves more than 55,000 credit and noncredit students annually. Over its 56-year history, Cuyahoga Community College has served more than 900,000 members of the community.

The College encompasses four traditional campuses — Eastern, Western, Metropolitan and Westshore — as well as Corporate College® East and Corporate College® West; the Manufacturing Technology Center, which houses many workforce, community and economic development programs; the Brunswick University Center; the Hospitality Management Center at Public Square; the Jerry Sue Thornton Center; the Advanced Technology Training Center; the District Administrative Services office; the Gill and Tommy LiPuma Center for Creative Arts; the Transportation Innovation Center; the KeyBank Public Safety Training Center; the Mobile Training Unit; and numerous off-campus sites.

Tri-C’s tuition and fees are the lowest in Northeast Ohio. Financial resources including student loans, work-study, scholarships, grants and public benefits make accessible and affordable education possible.

Cuyahoga Community College is fully accredited by the Higher Learning Commission, a regional accrediting organization that permits Tri-C to award Associate of Arts, Associate of Science, Associate of Applied Science, Associate of Applied Business and Associate of Technical Study degrees.

The College offers more than 1,000 credit courses in more than 190 career and technical programs and liberal arts curricula. It offers 88 technical programs and more than 30 health career programs leading to associate degrees or certificates. Short-term professional certificates are offered in 37 program areas, and 60 programs offer one-year certificates of proficiency. The College offers nine post-degree professional certificate programs and a variety of noncredit courses, support services and special programs designed to meet the needs of a diverse student body and the community at large.

Dual Admission Partnerships with local colleges and universities allow students to complete an associate degree at Tri-C with the intent to complete a bachelor’s degree at the partner school. The College also has 125 formal articulation and transfer agreements with both public and private four-year institutions.

In addition to providing educational and training opportunities, the College partners with local organizations and groups to host and sponsor civic, sporting and cultural events including the annual Tri-C JazzFest Cleveland, which celebrated its 40th anniversary in 2019. Other community programs include arts and entertainment, senior adult education programs, youth programs, safety courses and a variety of health and wellness events.

The College is committed to offering students a high-quality, affordable education. Innovation in administrative areas, such as participating in consortium buying, implementing process efficiencies, using technology to reduce costs and aggressively pursuing energy savings through sustainable methods, means that Tri-C continues to do more with less — without compromising quality.

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3000

2500

2000

1500

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02019 2018 2017 2016 2015

Associate of Arts Associate of Applied Science Associate of Technical Study Post-Degree Certificate

Associate of Applied Business Associate of Science Certificate Short Term Certificate

DEGREES AND CERTIFICATES AWARDED

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HISTORY AND OVERVIEW | F ISCAL YE AR 2019 ACCOMPLISHMENTS

Strategic FOCUS AREASThe Collegewide Strategic Plan for 2018-2022 represents theformalization and consolidation of Collegewide priorities, and it isrooted in the foundational principles of access, equity and success.College initiatives align with five strategic focus areas, each withaccompanying goals and metrics that sharpen the focus and clarifythe path to success. We believe that focusing on these areas willallow us to serve our students while achieving goals set forth by thegovernor and the Ohio Department of Higher Education.

• STUDENT EXPERIENCE In order for all students to access a quality education and

succeed in their goals, Tri-C will provide a comprehensive student experience within a welcoming and safe learning environment.

• BRAND/IMAGE Tri-C will continue to increase communication and

engagement with its internal and external communities by promoting a culture of transparency, accountability and inclusion.

• COMMUNITY Tri-C will build upon its external community partnerships —

including alumni, employers, educational institutions, organizations and governments — to meet student needs and improve the quality of life throughout the region.

• WORKFORCE Tri-C will strengthen internal pathways and ensure that

programs, degrees and credentials align with employer needs so that residents are prepared to participate in the skilled workforce and growing economy of Northeast Ohio.

• AFFORDABILITY Tri-C will maintain its long-standing commitment to providing

affordable educational opportunities and services, removing barriers to educational access, exercising good stewardship of taxpayer resources and ensuring institutional integrity.

Fiscal Year 2019 ACCOMPLISHMENTSCuyahoga Community College is committed to creating environments that generate positive, nurturing and learning-focused experiences that support innovation, teamwork and successful student outcomes. Tri-C celebrated a number of achievements in FY19 that further its mission to provide high-quality, accessible and affordable education in Northeast Ohio while keeping a focus on helping students succeed in their chosen educational path and beyond.

• Tri-C earned its 10th consecutive Military Friendly® School designation in recognition of its commitment to serving veterans and active military students as well as their families. The College works with thousands of military families through its veteran services centers, which offer a full array of support services to help veterans reach their educational and career goals as they transition from soldiers to civilians.

• The College conferred 1,852 associate degrees and certificates of completion during the 2018 Fall Commencement ceremony. As the second-largest fall commencement class in Tri-C’s history, it reflects the success of College programs and initiatives designed to keep students on the path to graduation.

• Tri-C received the Best in Class Award for Board Diversity from the Commission on Economic Inclusion. This award recognizes the College’s commitment to advancing equity within all levels of the organization and within the community.

• Tri-C was a recipient of the NorthCoast 99 award in 2019 — its 13th year as an honoree. The College also earned a special category award for Recruitment, Selection and Onboarding. These awards prove that Tri-C’s policies and practices are among the best in the region when it comes to compensation benefits, work-life balance and other significant factors that attract and retain outstanding employees.

• In February 2019, Cuyahoga Community College earned Achieving the Dream “Leader College of Distinction” status for achieving higher student outcomes and narrowing equity gaps. Tri-C was one of eleven community colleges across the country — and one of three in the state of Ohio — to receive this honor.

• Campus Police and Security Services was reaccredited by the Commission on Accreditation for Law Enforcement Agencies (CALEA). Only 90 college and university law enforcement agencies have earned CALEA accreditation, and Tri-C remains the only community college in the nation with this designation.

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Government Finance Officers AssociationAWARDS FOR FINANCIAL REPORTINGThe GFOA has given an Award for Outstanding Achievement in Popular Annual Financial Reporting to Cuyahoga Community College for its popular annual financial report for the fiscal year ended June 30, 2018. This prestigious national award recognizes conformance with the highest standards for preparation of state and local government popular reports.

In order to receive this award, a government unit must publish a PAFR, the contents of which conform to program standards of creativity, presentation, understandability and reader appeal.

An Award for Outstanding Achievement in Popular Annual Financial Reporting is valid for a period of one year only. We believe our current report continues to conform to Popular Annual Financial Reporting requirements and are submitting it to the GFOA to determine its eligibility for another award.

In addition, GFOA awarded Cuyahoga Community College’s comprehensive annual financial report for fiscal years ended June 30, 2018 and June 30, 2017 the Certificate of Achievement for Excellence in Financial Reporting. This is the highest form of recognition for excellence in state and local government financial reporting.

In order to receive this recognition, a government unit must publish an easily readable and efficiently organized CAFR, the contents of which conform to program standards. Such a report must satisfy both generally accepted accounting principles and applicable legal requirements.

A Certificate of Achievement is valid for a period of one year only. We believe our current report continues to conform to Certificate of Achievement program requirements and are submitting it to the GFOA to determine its eligibility for another certificate.

Finally, the College received the Award for Best Practices in Community College Budgeting for fiscal years beginning July 1, 2017 and July 1, 2018. The College’s budget book for the fiscal year beginning July 1, 2019 is pending review by GFOA, and the College expects to receive the award upon completion of GFOA’s review. The budgeting process advocated for by the best practices in community college budgeting focuses on optimizing student achievement within available resources.

This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements and are submitting it to the GFOA to determine its eligibility for another award.

Cuyahoga Community College is an asset to the community it serves and touches countless lives in significant ways. Tri-C is where futures begin.

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GOVERNMENT F INANCE OFF ICERS ASSOCIAT ION AWARDS FOR F INANCIAL REPORT ING | F INANCIAL RE VIEW

Financial REVIEWThe following is an overview of the College’s financial operations for the fiscal year ended June 30, 2019 (FY19). Most of the information contained within this Popular Annual Financial Report is extracted from financial information contained within the Comprehensive Annual Financial Report for fiscal years ended June 30, 2019 and 2018. The CAFR is a more detailed and complete financial presentation prepared in conformance with generally accepted accounting principles (GAAP) and audited by the College’s independent auditors, receiving an unqualified opinion. An unqualified opinion is given when an auditor can state that the financial statements are accurately and fairly presented. While the financial data in this PAFR conforms with GAAP, the statistical, economic and demographic data is taken from various sources and is unaudited. Financial information for the Cuyahoga Community College Foundation is not included within this PAFR. The CAFR and PAFR are both available at www.tri-c.edu.

FINANCIAL HIGHLIGHTS

STATEMENT OF NET POSITION

The College’s financial position in FY19 remains strong, with total assets of $885.5 million, total liabilities of $732.3 million and total net position of $104.2 million.

The College maintains an excellent bond rating, as evidenced by our 2018 bonds that received an AA1/Stable from Moody’s Investors Service and AA/Stable from Standard & Poor’s. These high ratings reflect the College’s fiscal responsibility and allow it to secure debt at more favorable interest rates.

The following condensed information from the College’s Statements of Net Position includes all assets, deferred outflows of resources, liabilities and deferred inflows of College resources.

NET POSITION(Dollars in thousands)

2019 2018 2017AssetsCurrent assets

$ 233,465)

$ 232,842)

$ 227,836)

Non-current assets:Capital assets, net 453,069) 366,150) 338,448)Other 198,988) 274,756) 41,746)

Total Non-current assets 652,057) 640,907) 380,194)

TOTAL ASSETS 885,522) 873,749) 608,030)

Deferred Outflows of Resources 82,195) 73,492) 77,973)

LiabilitiesCurrent liabilities 80,351) 71,126) 54,810)

Non-current liabilities 651,982) 637,281) 424,187)

TOTAL LIABILITIES 732,333) 708,407) 478,997)

Deferred Inflows of Resources 131,215) 141,427) 92,781)

Net PositionNet investment in capital assets 247,753) 230,094) 209,165)Restricted for other purposes - expendable 5,115) 3,499) 5,114)Unrestricted (Deficit) (148,699) (136,186) (100,053)

TOTAL NET POSITION $ 104,169) $ 97,407) $ 114,226)


Statement of NET POSITIONCURRENT ASSETS represent cash and other resources that are expected to be converted into cash within one year. This includes cash, cash equivalents, investments, receivables, and other assets.

NON-CURRENT ASSETS represent assets not easily convertible to cash within one year. This includes restricted cash, restricted investments, other long-term investments, capital assets and other long-term assets.

DEFERRED OUTFLOW OF RESOURCES represent a consumption of net position, similar to prepaid expenses that apply to a future period and will not be recognized as an outflow of resources (expense) until that time.

CURRENT LIABILITIES represent financial obligations that are due within a short period of time, usually no longer than a year. This includes accounts payables and accrued liabilities, unearned revenues, portions of debt due within a year, and other short-term liabilities.

NON-CURRENT LIABILITIES represent financial obligations not expected to be satisfied within one year, also referred to as long-term liabilities. This includes portions of debt and other liabilities due in more than one year.

DEFERRED INFLOW OF RESOURCES represent an acquisition of net position that applies to a future period and will not be recognized until that time.

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1,000,000

900,000

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300,000

200,000

100,000

02019 2018 2017

NET POSITION

Total Assets Total Liabilities Total Net Position

ME TROPOL I TAN CAMPUS CENTE

R

Many construction and renovation projects are underway in 2019 as

reflected in the$86.9 million increase in capital assets as of June 30, 2019 over the

prior year’s $366.2 million — a 23.7% increase.

NET POSITION

In FY19, net position increased by $6.8 million to $104.2 million — a 6.9% increase from June 30, 2018. Net investment in capital assets increased by $17.7 million; a $1.6 million increase in restricted for other purposes resulted from increases in private grant awards; and a $12.5 million decrease in unrestricted net position resulted mainly from the net $8.9 million unfavorable effect of GASB 68 and GASB 75 in FY19.

STATEMENT OF NE T POSIT ION | F INANCIAL ME TRICS FOR CUYAHOGA COMMUNIT Y COLLEGE

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Financial Metrics For CUYAHOGA COMMUNITY COLLEGECOLLEGE PERFORMANCE METRICS

TARGET 2019* 2018* 2017*

Primary Reserve Ratio > 40.0% 37.8% 39.7% 42.5%

Viability Ratio > 60.0% 37.1% 35.1% 101.0%

Net Income Ratio 2% - 4% 4.7% 4.0% 0.9%

Debt Burden Ratio < 7.0% 12.5% 6.8% 6.1%

Debt Service Coverage Ratio > 2.6x 1.3x 2.0x 1.8x

Return on Net Position Ratio > 4.4% 4.5% 3.8% 0.8%

*Ratios adjusted to be prior to the effect of GASB 68 and GASB 75.

The College uses performance metrics to monitor fiscal health and determine financial policies for future periods. Senate Bill 6 requires Tri-C to submit quarterly financial statements to the Ohio Department of Higher Education, which are used to calculate primary reserve, viability and net income ratios. These ratios are assigned scores that, when combined into a composite score, help determine if the College should be placed on fiscal watch and become subject to state oversight.

For a complete explanation of each ratio, refer to Cuyahoga Community College’sComprehensive Annual Financial Report for fiscal years ended June 30, 2019 andJune 30, 2018 available at www.tri-c.edu or visit ohiohighered.org/campus accountability.

State Appropriations$70,692

21%

Non-Operating Grants and Contracts

$31,92210%

State Capital Appropriations

$4,6611%

Investment Income$11,210

3%

Tuition and Fees$42,450

13%

Sales and Services$7,344

2%

Operating Grants and Contracts$16,082

5%

Auxiliary Enterprises$11,783

4%

Other Operating$3,384

1%

Property Taxes$130,957

40%

SOURCES OF FUNDS FOR FISCAL YEAR 2019

Total Operating and Non-Operating Revenues$330,485,000

Where Does TheMONEY COME FROM?

E Q U I TY


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DOLLARINCREASE

(DECREASE) FROM 2018

TO 2019

PERCENTINCREASE


TO 20192019 2018 2017

(Dollars in thousands)

Operating Revenues:

Tuition and Fees $ 42,450 $ 40,141 $ 43,107 $ 2,309) 5.8%)

Sales and Services 7,344 6,941 7,391 403) 5.8%) Operating Grants and Contracts 16,082 13,740 16,043 2,342) 17.0%)

Auxiliary Enterprises 11,783 12,751 14,135 (968) (7.6%)

Other Operating 3,384 3,170 3,192 214) 6.8%)

Total Operating Revenues: 81,043 76,743 83,868 4,300 (5.6%)

Non-Operating Revenues: Property Taxes 130,957 117,641 94,495 13,316) 11.3%) State Appropriations 70,692 72,105 71,092 (1,413) (2.0%) Non-Operating Grants and Contracts 31,922 33,145 36,800 (1,224) (3.7%)

State Capital Appropriations 4,661 10,678 9,219 (6,017) (56.3%) Investment Income 11,210 6,822 8,919 4,388) 64.3%) Other Non-Operating Revenue 0 79 0 (79) 0.0%)

Total Non-Operating Revenues: 249,442 240,470 220,525 8.971) 3.7%)

TOTAL SOURCES OF FUNDS $ 330,485 $ 317,213 $ 304,393 $ 13,271) 4.2%)

SOURCES OF FUNDS FORFISCAL YEARS 2019 - 2018 - 2017

PROPERTY TAXES:WHERE DOES YOUR DOLLAR GO?The Cuyahoga County Budget Commission is responsible for the distribution of property tax revenue to 38 cities, 19 villages, two townships, 33 school districts, nine library systems and four county taxing authorities: County Executive, Port Authority, Tri-C and Cleveland Metroparks. More than $2.4 billion of tax revenues are distributed annually.

Property taxes support your city, school, library and county, with just over 60% of your tax bill distributed to your school system. The following illustrates the distribution of Cuyahoga County residential property tax dollars by government entity. For each dollar of property tax, Cuyahoga Community College receives $.05.

K-12 Schools County City Library

Tri-C

K-12 Schools $ 0.61County $ 0.16City $ 0.12Library $ 0.06Tri-C $ 0.05

TOTAL $ 1.00

SOURCES OF FUNDS

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Sources of FUNDSOPERATING REVENUES

For FY19, operating revenues increased $4.3 million to $81.0 million — 5.6% higher than the fiscal year ending June 30, 2018. Student tuition and fees increased $2.3 million and private grants increased $3.0 million, while operating expenses associated with auxiliary enterprises decreased $1.0 million. The increase in student tuition and fees can be attributed to an increase in the per credit hour rate from $104.54 to $114.54. In addition to student tuition and fees, other components of operating revenue include federal, state and local grants and contracts; auxiliary enterprises, which include bookstore, food services and parking operations; and sales and service revenue, which include revenues from partner and customized training, noncredit course fees, special event fees and fieldhouse/facility revenues. Other operating revenues are primarily facility rentals through Tri-C’s Corporate College.

The majority of the College’s revenue sources are state appropriations, property taxes, federal grants and contracts in addition to student tuition and fees, which are kept low since they comprise only a small part of the revenue pie. College management utilizes performance metrics — indicators of financial strength that enable the College to balance fiduciary responsibility with the achievement of its mission, vision and values.

NON-OPERATING REVENUES

Non-operating revenues include state appropriations; property tax receipts; federal, state and private grants and contracts that apply to future periods; investment income; and state capital appropriations. Non-operating expense includes interest on capital debt and other miscellaneous expenses.

State share of instruction (SSI), the funding method developed by the State of Ohio to determine allocation of funds to school districts, saw a marginal 2.0% decrease in appropriations during FY19. SSI decreased to $70.7 million from FY18 revenues of $72.1 million.

Property tax revenues were up 11.3% for the year ended June 30, 2019, at $131.0 million over $117.6 million for the year ended June 30, 2018. Increased receipts associated with the Capital Bond Levy passed in November 2017 contributed to increased property tax revenues in FY19. Tax abatements have a negative impact on total revenues over the abatement period granted, though abatements decreased $214,500 in 2019.

Restricted and unrestricted investment income together was $4.4 million higher than the prior year. Interest on capital-related debt increased 70.1% to $12.5 million from $7.4 million in FY18.

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40,000,000

30,000,000

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10,000,000

02019

70,692,000 72,105,000 71,092,00067,814,000

63,828,000

2018 2017 2016 2015

STATE SHARE OF INSTRUCTION


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DOLLARINCREASE


TO 2019

PERCENTINCREASE


TO 20192019 2018 2017

(Dollars in thousands)

Educational and General:Instruction & Dept Research $ 86,668 $ 47,281 $ 96,972 $ 39,387) 83.3%)Public Service 15,165 14,485 14,292 680) 4.7%)Academic Support 24,727 13,729 29,035 10,998) 80.1%)Student Services 30,534 26,660 26,375 3,874) 14.5%)Institutional Support 60,854 57,245 54,386 3,609) 6.3%)Operation and Maintenance of Plant 37,680 32,808 32,340 4,872) 14.9%)Student Aid 22,224 22,994 26,972 (770) (3.3%)

Depreciation, Interest and Other 34,994 28,631 28,472 6,363) 22.2% Auxiliary Enterprises 10,877 11,509 12,416 (632) (5.5%)

TOTAL USES OF FUNDS $ 323,723 $ 255,342 $ 321,260 $ 68,381 26.78%

OPERATING EXPENSES

In the fiscal year ending June 30, 2019, total operating expenses of $311.0 million increased $63.0 million from the $248.0 million as of June 30, 2018. This increase is a result of the effects of expenses recognized related to GASB 68 and GASB 75, which increased total operating expenses $8.9 million in 2019 while decreasing total operating expenses $49.2 million in 2018. Before adjusting for the impact of GASB 68 and GASB 75, operating expenses for fiscal years 2019 and 2018 were $302.1 million and $297.2 million.

Aside from pension and OPEB adjustments, other reductions included $4.0 million less in student aid, $1.9 million less depreciation and a $0.9 million decrease in offsetting bookstore expense. Operating expenses include academic and general administrative operation costs, depreciation expense and costs associated with auxiliary enterprises.

USES OF FUNDS FOR FISCAL YEARS 2019 - 2018 - 2017What is theMONEY USED FOR?USE OF FUNDS FOR FISCAL YEAR 2019

Total Operating and Non-Operating Expenses$323,723,000

Instruction & Dept. Research$86,668

30%

Public Service$15,165

4%

Academic Support$24,727

9%

Student Services$30,534

8%

Institutional Support$60,854

17%

Operation and Maintenance of Plant

$37,68010%

Student Aid$22,224

8%

Depreciation and Interest$34,994

10% Auxiliary Enterprises$10,877

4%

USES OF FUNDS | MA JOR CAPITAL PROJECTS

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Major CAPITAL PROJECTS METRO CAMPUS PLAZA RENOVATIONS The College identified costs of approximately $25-$28 million to remove, structurally repair and replace the main campus plaza-level deck, including major exterior pedestrian circulation paths, outdoor educational features, student activity areas and landscaping. The project enhances pedestrian movement, adds outdoor gathering space and provides an open, more welcoming environment.

WESTERN CAMPUS STEM CENTERTri-C has observed the increasing need for STEM (science, technology, engineering and math) curriculum to increase student learning, success and completion of Associate of Science and Associate of Applied Science degrees. This $35 million project created a new 61,374-square-foot building to provide learning spaces for science and IT labs as well as collaborative student study space. The new STEM Center opened in fall 2019.

WESTSHORE CAMPUS LIBERAL ARTS AND TECHNOLOGYThis $41.2 million project includes a new 91,216-square-foot building that provides space on the Westshore Campus to conduct classes previously held at Corporate College West. The building includes offices, student spaces, facilities operations and classrooms. Approximately 15,000 square feet of space in the existing Health Careers and Sciences building was renovated as part of this project. The Liberal Arts and Technology building opened in fall 2019.

ADVANCED AUTOMOTIVE TECHNOLOGY CENTER EXPANSIONThis $7 million project, begun in FY19, includes a 12,189-square foot expansion to the existing Advanced Automotive Technology Center. The expansion added classroom and student space, lifts and opportunities for program growth. 5,700 square feet of existing space was renovated. The expanded building opened in fall 2019.

PUBLIC SAFETY TRAINING CENTER SIMULATED SCENARIO VILLAGEConstruction on this $17 million project began in FY19. This project will create a real-life neighborhood for first-responder training exercises. The 15,159-square-foot training center includes a training simulator, conference rooms, locker rooms, instructional spaces, a mock 911 call center and training village control room. The village will also include commercial buildings and a mock residence with movable interior wall systems to create a variety of training scenarios.

SUSTAINABILITYFY19 saw the College’s sustainability initiative continue moving forward. The key performance indicator measuring greenhouse gas (GHG) emissions generated by College activities continued to trend down toward its long-term goal. Engagement of Tri-C in the Cuyahoga County sustainability community, support for infusion of sustainability into Tri-C curricula and continued operational efficiency improvements are three main areas of focus, and progress has been made on all fronts.

INFRASTRUCTURE MAINTENANCE Infrastructure maintenance is the preservation of existing infrastructure assets at the College. The Capital Bond Levy is enabling the College to continue its concentrated efforts to restore its infrastructure to a high level of reliability through $42 million Infrastructure Maintenance projects started in FY19, with additional projects set to start in fall 2020 and conclude by October 2021. These projects include parking, roadway and walkway repairs and maintenance, athletic track replacement, HVAC equipment replacement, building envelope repairs, electrical panels, generator replacement, lighting retrofit, root replacement, restroom renovations, carpet replacement, floor tile replacement, gym floor replacement, painting, safety and security systems, and building automation system upgrades.


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TUITION TUITION/FEES

PER CREDIT HOUR

ANNUAL COSTPER FULL-TIME

STUDENTINCREASEDOLLARS

(DECREASE) PERCENTYEAR

2019 $114.54 $3,436.20 $300.00 9.57%2018 104.54 3,136.20 0.00 0.00%2017 104.54 3,136.20 0.00 0.00%2016 104.54 3,136.20 0.00 0.00%2015 104.54 3,136.20 99.90 3.29%2014 101.21 3,036.30 99.90 3.40%2013 97.88 2,936.40 199.80 7.30%2012 91.22 2,736.60 199.80 7.88%2011 84.56 2,536.80 120.60 4.99%2010 80.54 2,416.20 0.00 0.00%

EMPLOYEE STATISTICS: LAST TEN FISCAL YEARS

2019 2018 2017 2016 2015 2014 2013 2012 2011 2010

FacultyFull-time 409 409 409 409 407 404 401 393 395 379Part-time 983 1,110 1,045 1,131 1,093 1,100 1,116 1,197 1,217 1,062

Total Faculty 1,392 1,519 1,454 1,540 1,500 1,504 1,517 1,590 1,612 1,441

Administrative and Support StaffFull-time 1,043 1,068 1,056 1,007 - - - - - -Part-time 1,218 944 1,034 1,120 - - - - - -

Total Administrative and Support Staff 2,261 2,012 2,090 2,127 2,314 2,397 2,274 2,225 2,268 2,161

Students Per Faculty Member 17 15 16 16 17 18 20 20 20 21Students Per Staff Member 10 12 11 11 11 11 13 14 14 14

MAJOR/PROGRAM 2019 2018 2017 2016 2015 2014 2013 2012 2011 2010

Health Careers 2,546 2,761 2,852 2,885 3,294 3,723 4,209 4,182 4,881 4,381

Nursing 3,024 3,058 2,956 2,979 3,124 3,420 4,363 4,706 4,708 3,823Business 2,864 3,171 3,493 3,822 4,178 5,360 5,425 5,436 5,329 4,586Engineering 638 681 691 777 823 908 1,223 1,151 1,303 1,296Public Service 1,114 1,337 1,419 1,571 1,719 1,510 2,249 2,308 2,318 2,076Applied Industrial Technology/ Associate of Technical Study 2,250 858 738 411 830 838 525 740 376 812

Associate of Arts/ Associate of Science 8,877 9,098 9,350 9,171 8,998 8,737 8.230 7,419 6,858 9,349

Creative Arts 796 838 761 760 864 999 1,329 1,528 1,679 0Certificate Programs 1,230 1,096 1,184 1,096 1,073 993 1,575 1,080 1,194 1,406Other 316 442 456 515 546 616 1,194 2,909 3,053 2,163Total 23,655 23,340 23,900 23,987 25,449 27,104 30,322 31,459 31,699 29,892

ENROLLMENT BY MAJOR/PROGRAM

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cuyahoga community college · 2020-07-27 · 2 letter from the president letter from the president...

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