CVTC Budget | 2021-2022

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CVTC BUDGET 2021-2022


CHIPPEWA VALLEY TECHNICAL COLLEGE BOARD OF TRUSTEES Chippewa Valley Technical College has an appointed board consisting of nine members who serve three-year staggered terms. Each year three members are appointed by a committee consisting of the county board chairpersons of the counties belonging to the Chippewa Valley Technical College District. District boards are composed of two employers, two employees, three additional member, one school district administrator, and one elected official who holds a state or local office.

2020-21 Colleen Bates, Eau Claire Paul Bauer, Ellsworth Tim Benedict, Eau Claire Erin Garney, Eau Claire Ramona Mathews, Eau Claire Mike Noreen, River Falls Russell Ratsch, Neillsville Paul Schley, Chippewa Falls Justin Zoromski, Eau Claire

2021-22 Colleen Bates, Eau Claire Paul Bauer, Ellsworth Tim Benedict, Eau Claire Greg Doverspike, Durand Erin Garney, Eau Claire Ramona Mathews, Eau Claire Mike Noreen, River Falls Paul Schley, Chippewa Falls Justin Zoromski, Eau Claire Administrators Bruce A. Barker, President Julie A. Furst-Bowe, Vice President Margo A. Keys, Vice President Thomas J. Lange, Vice President Kirk L. Moist, Vice President


______________________________________________________________________________

2021-2022 BUDGET Chippewa Valley Technical College District Board

Adopted June 24, 2021

Officials Issuing Report: Kirk L. Moist Vice President Finance/Facilities

Report Prepared by: Sara J. Nick Director of Finance & Budgeting

________________________________________________________________________________

620 W. Clairemont Avenue, Eau Claire, WI 54701-6162


TABLE OF CONTENTS

SECTION I – BUDGET & PLANNING

Letter to Citizens of Western Wisconsin ............................................... 7 CVTC Strategic Plan 2022-2024 ........................................................... 8 Higher Learning Commission Accreditation ........................................ 12 Budget Process ................................................................................... 13 Budget Planning Assumptions ............................................................ 14 Position Summary – FTE Basis ........................................................... 15

SECTION II – FINANCIAL DATA

Classification Descriptions .................................................................. 17 Notice of Public Hearing ...................................................................... 20 Budget Summary................................................................................. 21 Budgetary Statement of Resources, Uses and Changes in Fund Balance General Fund ................................................................................. 22 Special Revenue Fund-Operational ............................................... 23 Special Revenue Fund-Nonaidable ................................................ 24 Capital Projects Fund ..................................................................... 25 Debt Service Fund.......................................................................... 26 Enterprise Fund .............................................................................. 27 Internal Service Fund ..................................................................... 28

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TABLE OF CONTENTS

Budgeted Expenditures by Object Level ............................................. 29 Combined Budget Summary ............................................................... 30 Proforma Balance Sheet ..................................................................... 31 Capital Project Listing.......................................................................... 32 Schedule of Long-Term Obligations and Combined Totals ................. 33 Debt Limit ............................................................................................ 39

SECTION III – SUPPLEMENTAL DATA

Tax Levy, Equalized Valuation and Mill Rates .................................... 41 Budget Summary Resources .............................................................. 42 Budget Summary 2021-22: Expenditures by Fund ............................. 43 Budget Summary 2021-22: Expenditures by Function ....................... 44 Total 2020-21 Actual Costs per FTE by District .................................. 45 Full-Time Enrollment Statistics: FTE’s................................................ 46 Full-Time Enrollment Statistics: Headcount ........................................ 47 Credit Program Offerings .................................................................... 48 Campus Locations............................................................................... 49 District Map ......................................................................................... 51 Tax Levy Distribution by Municipality .................................................. 52

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BUDGET & PLANNING


Eau C a re Ca

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C a re ont e atewa

June 7, 2021

620 W. C a re ont Ave Eau C a re 54701-6162 715-833-6200 Fa 715-833-6470 c c edu

Hello West Central Wisconsin, The upcoming 2021-22 year will be an exciting time of growth and transition for CVTC. This past year, despite the challenges of a pandemic, CVTC continued to provide the courses and programs needed by our students to continue their education. In addition to serving our students the College also supported numerous community-based efforts to fight COVID-19. Our enrollment dropped slightly during the pandemic, but we anticipate increased enrollments this fall and into the future. Each year a greater number of high school students are taking CVTC courses and learning about the great career opportunities provided by a CVTC education. We also remain the best way for a nontraditional student to start or complete their educational journey to a better job. Growth will also be occurring due to the recently passed referendum. The automated fabrication lab at our Manufacturing Education Center will open this fall and construction has already started on our new Transportation Education Center and the expansion and renovation of our Emergency Services Education Center. Both will be ready for Fall 2022 classes. Next year will also be a year of transition. President Barker has retired, and President Sunem Beaton-Garcia will be leading the CVTC team of dedicated experts and public servants. We expect 2021-22 to be another successful year for the College, our students, and our communities. Respectfully Submitted,

Paul Bauer Chair, Board of Trustees

Kirk Moist Vice President of Finance and Facilities

An affi ative action e ploye and educationa Bruce A. Barke Pre dent


CVTC STRATEGIC PLAN Fiscal Years 2022-24 Mission CVTC delivers innovative, applied, and flexible education that supports a diverse community of learners, improves the lives of students, and adds value to our communities.

Vision CVTC is a dynamic partner, empowering students, employers, and communities to learn and succeed.

Board End Statements 1. CVTC will meet the dynamic and diverse employment and training needs of the region. 2. CVTC will meet changing student educational needs. 3. CVTC will enhance seamless transition for all students between educational systems in Wisconsin. 4. CVTC will support the economic development of West Central Wisconsin. 5. CVTC will be fiscally and organizationally healthy.

Strategic Goals 1. Quality: Ensure continuous quality improvement in all college programs and services. 2. Student Success: Improve student success through innovative, student centered strategies and quality instruction. 3. Community & Stakeholder Alignment: Align programs and courses with community and stakeholder needs. 4. Cohesive Culture: Develop a culture that enhances efficiency, effectiveness, and professional growth for employees. 5. College Resources: Build financial strength through effective resource stewardship.

Annual Action Plan (Fiscal Year 2022) Goal 1: Quality Ensure continuous quality improvement in all college programs and services. Outcomes and Strategies 1.1 Expand continuous quality improvement in academic and non-academic departments and services. A. Complete program accreditation/certification processes. B. Implement evaluation and assessment process for non-academic units and cocurricular programs and services. C. Select and implement Higher Learning Commission (HLC) Quality Project. 1.2 Maintain ongoing and effective assessment of student learning in courses, programs, and co-curricular programs to improve educational achievement.

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Goal 2: Student Success Improve student success through innovative, student centered strategies and quality instruction. Outcomes and Strategies 2.1 Increase student persistence to degree completion. A. Expand open and affordable educational resources (OER/AER) across targeted programs and assess feasibility and sustainability. B. Increase course success rates to 80% to maintain equity and address variation between programs and courses. C. Implement Year 2 Title III grant activities. D. Implement Year 2 TRIO grant activities. E. Increase access to Financial Aid. F. Build microsites on public web for underrepresented populations (First Generation students). G. Expand mental health services to River Falls campus. 2.2 Increase number of credits students obtain through prior learning assessment. A. Expand credit for prior learning (CPL) crosswalks. B. Explore Community Health Worker job data and offer CPL for Health Navigator program. 2.3 Increase Associate degree program transfer rates. A. Expand program-specific and global transfer degree agreements with public and private four-year institutions. 2.4 Assist basic skills students to transition into occupational programs A. Expand bridge programs to high demand, short-term credentials across district. 2.5 Identify and address student success equity gaps. A. Expand and assess equity, diversity, and inclusion initiatives (see DEI plan).

Goal 3: Community & Stakeholder Alignment Align programs and courses with community and stakeholder needs. Outcomes and Strategies 3.1 Increase college enrollments and FTEs. A. Expand employer paid programming and course options. B. Align educational training with workforce needs through exploration, implementation, modification, or suspension of programs. C. Evaluate post-pandemic delivery methods for courses and student services. D. Implement alternative delivery methods in programs and courses. E. Implement New Student Seminar in Liberal Arts to incorporate career and educational planning. F. Expand programming at River Falls campus based on supportive data. 3.2 Expand career pathways with embedded and stackable credentials that align with high demand jobs. 3.3 Increase Workforce Solutions and Continuing Education credit offerings. 3.4 Increase dual enrollment options for high school students. A. Expand high school academies and transcripted credit opportunities.

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Goal 4: Cohesive Culture Develop a culture that enhances efficiency, effectiveness, and professional growth for employees. Outcomes and Strategies 4.1 Promote employee leadership and professional development. A. Implement first year of Diversity, Equity, and Inclusion (DEI) plan’s training and professional development activities. 4.2 Support college diversity through recruitment and programming. A. Explore and initiate opportunities to expand communications and promotional efforts to recruit in Minnesota and other more diverse regions. 4.3 Promote a climate of inclusion and satisfaction for faculty and staff. A. Review and deploy strategies recommended by the Diversity, Equity, and Inclusion Committee to enhance faculty and staff equity, diversity, and inclusion. B. Continue to develop River Falls as a comprehensive branch campus. C. Develop and implement remote work policy.

Goal 5: College Resources Build financial strength through effective resource stewardship. Outcomes and Strategies 5.1 Maintain updated equipment and facilities to foster authentic learning environments with cutting edge technology. A. Implement Referendum Projects, Phase 2 (TEC, ESEC). B. Explore student housing options. C. Update master facilities plan to align with college priorities and academic programs. D. Implement necessary classroom and laboratory equipment and technology to support program curriculum updates and expansion in all buildings. 5.2 Maintain efficient and effective information systems to support college goals. A. Execute Banner Technology Roadmap projects (Banner 9, Advise texting solution) B. Update safety and cyber security systems. C. Provide training and facilitate conversion to Office 365. D. Develop My CVTC Student personalized portal, employee portal, and Content Management System (CMS). E. Explore and implement a software solution for dual credit data tracking, replacing SharePoint. F. Complete and implement Enrollment Dashboard/data cube in Cognos. G. Implement CRM options and technical support to streamline outreach efforts across the college. 5.3 Increase alternative revenue. A. Partner with CVTC Foundation, Inc. to secure major donors. B. Implement GPR grants (Dual Enrollment, HVAC, Respiratory Therapy, Heavy Equipment Service Tech). C. Align college educational and workforce development priorities with COVID-19 relief funding and other federal grant opportunities (American Rescue Plan, American Jobs Plan, etc.) D. Complete Bookstore services RFP and implement changes. 5.4 Meet and maintain the composite financial index and other federally defined financial thresholds. A. Carefully monitor and address fluctuations in operating reserve ratios, composite financial index, and other financial indicators through deliberative planning and clear communication strategies. 10


Strategic Goals 2022-2024 Goal 1

Goal 2

Goal 3

Quality

Student Success

Ensure continuous quality improvement in all college programs and services.

Improve student success through innovative, student centered strategies and quality instruction.

Community & Stakeholder Alignment

Goal 5

Cohesive Culture

College Resources

Develop a culture that enhances efficiency, effectiveness and professional growth for employees.

Build financial strength through effective resource stewardship.

HLC Criterion 1 D. Responds to constituencies & communities of interest

HLC Criterion 1 C. Role in multicultural society & human diversity HLC Criterion 2 Integrity: Ethical and Responsible Conduct

HLC Criterion 5. Resources, Planning and Institutional Effectivenss

Outcomes

Outcomes

Outcomes

Outcomes

2.1. Increase student persistence to degree completion. (HLC #3)

3.1. Increase college enrollments and FTEs. (OBD#8)

4.1. Promote employee leadership and professional development.

2.2. Increase number of credits students obtain through prior learning assessment. (OBF#10)

3.2 Expand career pathways with embedded and stackable credentials that align with high demand jobs. (OBF#2)

4.2 Support college diversity through recruitment and programming. (HLC #1) (OBF #9)

5.1 Maintain updated equipment and facilities to foster authentic learning environments with cutting edge technology

HLC Criterion 4 A. Practice of regular program review HLC Criterion 5 D. Systematically improve performance of operations HLC Criterion 4 B. Ongoing assessment of student learning

HLC Criterion 3 D. Support for student learning & effective teaching HLC Criterion 4 C. Commitment to educational improvement

Outcomes 1.1 Expand continuous quality improvement in academic and nonacademic departments and services. (HLC #4) (HLC #5) 1.2 Maintain ongoing and effective assessment of student learning in courses, programs, and co-curricular programs to improve educational achievement. (OBF#3) (HLC #4)

Align programs and courses with community and stakeholder needs.

Goal 4

2.3. Increase Associate degree program transfer rates. (HLC #4C) 2.4. Assist basic skills students in transition into occupational programs. (OBF#4,#5) 2.5 Identify and address student success equity gaps.

3.3. Increase Workforce Solutions and Continuing Education credit offerings. (OBF#7)

4.3 Promote a climate of inclusion and satisfaction for faculty and staff (HLC #2)

5.2 Maintain efficient and effective information systems to support college goals. 5.3 Increase alternative revenue.

3.4 Increase dual enrollment options for high school students. OBD#10)

5.4 Meet and maintain the composite financial index and other federally defined financial thresholds.

Key Results

Key Results

Key Results

Key Results

Key Results

1.1 Programs participating in the program improvement reporting process (HLC #4)

2.1 Course success by delivery method (HLC #3)

3.1 Job related placement (HLC #1)

4.1 Staff participation in leadership development programs

5.1 Depreciation Ratio

3.1 College FTEs (OBF #8) 2.1 Graduation rates (HLC #4C)

1.1 Non-academic departments participating in department improvement reporting process (HLC #5) 1.2 Number of academic programs reporting assessment data (HLC #4) (OBF #3)

3.2 Career Pathways (OBF #2, #3) 2.2Credits awarded for prior learning (OBF #10) 2.3 Transfer rates of Associate Degree students 2.4 Developmental education transition into programs (OBF #4, #5)

3.3 Business & Industry credits and FTEs (OBF #7)

5.1 % Operational Reserves 4.2 Student and staff diversity (HLC #1) (OBF #9)

5.2 IT Satisfaction Survey results

4.2 PACE survey results (HLC #2) 5.3 Grant Revenue 4.3 Employee turnover

3.4 High school dual enrollments (OBF #6)

5.4 Composite Financial Index

6-03-2021


Higher Learning Commission Accreditation The Higher Learning Commission is one of six regional accrediting bodies recognized by the U.S. Department of Education, and maintaining regional accreditation is necessary for Chippewa Valley students to be eligible for federal financial aid. In October 2015, Chippewa Valley Technical College underwent a Comprehensive Quality Review, in which a team of peer reviewers visited the college to validate information the college provided in comprehensive accreditation reports by reviewing supporting documents and talking to students, staff, and community members. Based on the visiting team’s recommendation, Chippewa Valley’s accreditation has been reaffirmed through 2025-26. The college received many commendations from the team as well as suggestions for improvement. Following the Comprehensive Quality Review, Chippewa Valley began the process of addressing Higher Learning Commission feedback as part of its continuous quality improvement efforts. In May 2016, Chippewa Valley was accepted into the Higher Learning Commission’s Persistence and Completion Academy. The Academy is a four-year initiative to build institutional capacity for the improvement of student persistence and completion. The Academy offers a guided program to advise institutions on defining, tracking and analyzing data on student success; establishing clear goals and strategies for student population groups; and implementing those goals. A team of Chippewa Valley staff and faculty participated in the Academy to learn new techniques for researching and comparing emerging methods of evaluation and improvement, as well as how to collect and analyze data to identify patterns that lead to data-informed decisions. In July 2020, the college submitted its regular four-year Assurance Review. The Assurance Review is a comprehensive review wherein the institution provides evidence that it continues to meet the Criteria for Accreditation. A team of peer reviewers evaluated Chippewa Valley’s Assurance Filing (comprised of an Assurance Argument and Evidence File) and made a recommendation to the HLC for continued accreditation. The Assurance Review process does not include a site visit. CVTC successfully completed its Assurance Review with no recommended monitoring by HLC until the next Reaffirmation of Accreditation in 2025-26.

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BUDGET PROCESS Fiscal Year 2021-22 The Chippewa Valley Technical College budget is adopted for the year beginning July 1st ending June 30th. The budget allocates financial resources for ongoing programs, courses, and services, as well as for strategic initiatives. Budgeting is done in accordance with Chapter 65 of Wisconsin Statutes, Wisconsin Technical College System administrative rules and submitted to the System Office by July 1. Expenditures much be accommodated within the authorized tax levy and other funding resources. The College’s budget is created to support the 11 county geographic district in west central Wisconsin. This district includes 204 municipalities, 34 public schools and a current population of 318,018. To service the district’s 5,500 square miles, the College operates campuses in four cities and provides offerings at approximately 33 locations. The budgeting process is an integral step in implementing the College’s strategic initiatives. Each department develops a budget based on the instructional and operational goals for the year. Budgets are reviewed and consolidated for further review by the Finance Director, Vice Presidents, and President for alignment with the strategic initiatives and overall goals of the College. During the months of February through May, the President’s Cabinet and College Board of Trustees review and assess various elements of the budget including historical trends, current projections, and major budget assumptions. At its May meeting, the Board authorizes the publishing of a legal notice to hold a public hearing prior to adoption of the consolidated budget. The Board of Trustees completed their review of the budget in May of 2021 and the public hearing on the proposed budget was held on June 24, 2021. Final adoption of the budget occurred at the regular District Board Meeting on June 24, 2021. The tax rates shown in this document are actual rates from October 1, 2020. On or near October 1, 2021 the Wisconsin Department of Revenue will provide new actual valuations at which time the Board will set its final mill rate.

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Budget Planning Assumptions Financial projections are developed initially during the budget planning process and continue to be updated through budget development.

Full-Time Equivalent Students (FTE): FTEs for 2021-22 are expected to be 4,270, which is an increase of 1% compared to the projected prior fiscal year estimate. General State Aids: Revenues from general state aids are expected to increase with the new biennium state budget. The college’s share of outcomes-based state aid funding is expected to increase to 6.2% due to increased level of performance results compared. State Grants: Wisconsin Technical College System State incentive grant revenues are expected to remain at similar levels to prior year. Student Fees: Tuition rates will increase 1.5% over 2021-22. Institutional Revenue: Institutional contract revenue is expected to increase with employers and high schools returning to in-person learning and training. Federal Grants: Federal revenue is expected to increase with the additional pandemic funding support from the American Rescue Plan Act and Higher Education Emergency Relief Fund grant programs. Health Insurance: Health insurance premiums are contracted through calendar year 2022. The budget reflects a 5.9% premium increase for January-June of 2022. Fund Balance: Based on the 2021-22 budget projections, the General Fund balance will slightly exceed the guidelines established by the College Board. Property Values: Property values are expected to increase 4.5% from the level in 2020-21 due to higher than expected equalized valuation base. Tax Levy: Due to the property values increase, total levy funding support is projected to remain flat.

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CHIPPEWA VALLEY TECHNICAL COLLEGE Position Summary - FTE Basis*

Category

Actual 2019-20

Y-T-D 2020-21

Budget 2021-22

General Fund

Special Revenue Fund

Proprietary Fund

Fiduciary Total Budget Fund 2021-22

Administrators/ Supervisors Teachers Specialists Other Staff

56.00 228.00 0.00 204.00

56.00 231.00 0.00 204.00

56.00 231.00 0.00 204.00

52.28 207.05 0.00 162.65

3.20 23.95 0.00 29.90

0.52

0.00

11.45

0.00

56.00 231.00 0.00 204.00

Total

488.00

491.00

491.00

421.98

57.05

11.97

0.00

491.00

* This schedule does not include the part time instructors, temporary staff, students or limited term employees.

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FINANCIAL DATA


The following sources are used to classify the district’s revenue: Local Government: Revenue of the district that is derived from taxes levied on the equalized property value within a district. State Aids: Funds made available by the legislature for distribution to the district based on a statutory formula of distribution and on competitive categorical appropriations. Program Fees: Fees paid by students and set by the Wisconsin Technical College System Board for tuition. Material Fees: Fees paid by the students to cover the cost of instructional materials used by the student or instructor in the classroom. Other Student Fees: Fees paid by students to cover the cost of graduation, transcripts, applications, student activities, registration, testing and student projects. Institutional Revenue: Revenue of the district that is derived from interest income, contracted services, sales and rental income. Federal Revenue: Revenue provided by the federal government often of a costreimbursement nature. Expenditures made with this revenue are identifiable as federally supported expenditures.

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The following functions are used to classify the district’s expenditures: Instruction: This function includes teaching, academic administration (including clerical support), and other activities related directly to the teaching of students, guiding students in the educational program, and the coordination and improvement of teaching. Instructional Resources: This function includes all learning resource activities such as the library, audiovisual, learning resources center, instructional media center, instructional resources administration and clerical support. Student Services: This function includes those non-instructional services provided for the student body such as student recruitment, student services administration and clerical support, admissions, registration, counseling (including testing and evaluation), financial aids, placement and follow-up. General Institutional: This function includes all services benefiting the entire district, exclusive of those chargeable directly to other functional categories. The district board, president’s office, business office, data processing, human resources, public communications and general supporting administrative offices are included in this function. Physical Plant: This function includes all services required for the operation and maintenance of the district’s physical facilities. Principal and interest on long-term obligations are included under this function as are the general utilities—heat, light and power. Auxiliary Services: This function includes commercial type activities. Examples include bookstore, duplicating, auto parts, dental clinic and parking.

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The following reserves and designations are used to classify the district’s fund equity: Retained Earnings: Represents that portion of the fund equity which has been accumulated from the operation of the Enterprise or Internal Service Funds. Reserve for Student Organizations: Fund balance held in trust for student organizations. Reserve for Student Financial Assistance: Fund balance held in trust for student financial assistance. Reserve for Capital Projects: Segregation of a portion of the fund balance which is exclusively and specifically for the acquisition and improvement of sites and for the acquisition, construction, equipping and renovation of buildings. Reserve for Debt Service: Segregation of the fund equity for Debt Service Fund resources legally restricted to the payment of general long-term debt principal and interest. Designated for Operations: Portion of the unreserved fund balance which is designated to be used to provide for normal fluctuations in operating cash balances. Designated for Subsequent Years: Portion of the unreserved fund balance which is designated to fund operations subsequent to the forthcoming budget year.

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CHIPPEWA VALLEY TECHNICAL COLLEGE Notice of Public Hearing July 1, 2021 - June 30, 2022 A public hearing on the proposed fiscal year 2021-22 budget for the Chippewa Valley Technical College will be held on June 24, 2021 at 5:30 p.m. at the Neillsville Campus, 11 Tiff Avenue, Neillsville WI. A virtual offering of the public hearing will be available at CVTC's Business Education Center room 100A RCU The detailed budget is available for public inspection at the Administrative Office (100), 620 West Clairemont Avenue, Eau Claire, WI, Monday through Friday between the hours of 8 a.m. and 4 p.m.

PROPERTY TAX AND EXPENDITURE HISTORY Fiscal Year 2017-18 2018-19 2019-20 2020-21 2021-22 (1)

Equalized Valuation 23,603,071,573 24,723,807,042 26,271,727,578 27,920,828,552 29,177,265,837

Fiscal Year(2) 2017-18 2018-19 2019-20 2020-21 2021-22

Total Expenditures 92,682,472 106,245,167 87,792,325 106,245,167 135,042,711

Mill Rates Operations(2) Debt Service 0.57510 0.28810 0.57142 0.27504 0.56086 0.25883 0.54707 0.35816 0.54188 0.33245

Percent Inc/(Dec) 0.77 14.63 (17.37) 21.02 27.10

Property Tax Levy $20,374,010 $20,927,687 $21,534,666 $25,274,769 $25,510,477

Total Mill Rate 0.8632 0.84646 0.81969 0.90523 0.87433

Percent Inc/(Dec) (1.66) (1.94) (3.16) 10.44 (3.41)

Percent Inc/(Dec) 2.84 2.72 2.90 17.37 0.93

Tax on a $100,000 House $86.32 $84.65 $81.97 $90.52 $87.43

BUDGET/FUND BALANCE SUMMARY-ALL FUNDS

General Fund Tax Levy Other Budgeted Revenues Subtotal Budgeted expenditures Excess of Revenues over Expenditures Residual Equity Transfers Operating Transfers Proceeds from Debt Est Fund Balance 7/01/21 Est Fund Balance 6/30/22

Special Revenue Fund Operational

$14,660,477 $43,043,881 $57,704,358 $58,577,542

$1,100,000 $11,538,549 $12,638,549 $11,967,122

($873,184) $0 $1,930,000 $0 $16,037,667 $17,094,483

$671,427 $0 ($2,690,000) $0 $3,010,562 $991,989

Special Revenue Fund Nonaidable $50,000 $8,720,000 $8,770,000 $8,700,000 $70,000 $0 $0 $0 $231,951 $301,951

Capital Projects Fund

Debt Service Fund

Proprietary Fund

Total

$0 $1,116,250 $1,116,250 $39,924,558

$9,700,000 $350,800 $10,050,800 $12,540,135

$0 $3,370,998 $3,370,998 $3,333,354

$25,510,477 $68,140,478 $93,650,955 $135,042,711

($38,808,308) $0 $0 $9,100,000 $32,270,511 $2,562,203

($2,489,335) $0 $0 $0 $5,349,554 $2,860,219

$37,644 $0 $760,000 $0 $1,169,118 $1,966,762

($41,391,756) $0 $0 $9,100,000 $58,069,363 $25,777,607

(1) Equalized Valuation is projected to increase 4.5% in fiscal year 2022. (2) Fiscal years 2018 - 2020 represent actual amounts; 2021 is projected; and 2022 is the proposed budget.

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CHIPPEWA VALLEY TECHNICAL COLLEGE Notice of Public Hearing Budget Summary-General Fund Fiscal Year 2021-2022 2019-20 Actual(3)

2020-21 Budget

REVENUES Local Government State Aids Program Fees Material Fees Other Student Fees Institutional Federal Total Revenues

13,612,625 24,893,405 14,518,902 794,514 1,245,349 1,545,974 26,558 56,637,327

14,162,068 24,141,826 14,195,986 800,000 1,000,000 1,200,000 25,000 55,524,880

14,460,113 24,432,390 13,615,234 778,785 969,077 977,580 25,000 55,258,179

14,660,477 25,647,171 13,971,710 800,000 1,200,000 1,400,000 25,000 57,704,358

EXPENDITURES Instruction Instructional Resources Student Services General Institutional Physical Plant Total Expenditures Net Revenue (Expenditures)

33,409,234 700,565 4,230,638 11,632,561 4,307,500 54,280,498 2,356,829

35,541,336 731,169 3,703,033 10,905,869 4,547,552 55,428,959 95,921

33,601,737 687,890 3,886,345 11,009,316 4,468,940 53,654,228 1,603,951

35,935,034 801,011 4,342,956 12,719,531 4,779,010 58,577,542 (873,184)

0 86,000 181,921

0 0 1,603,951

0 1,930,000 1,056,816

0

0

0

0

1,961,259

181,921

1,603,951

1,056,816

1,961,259 12,472,457 14,433,716

181,921 14,433,716 14,615,637

1,603,951 14,433,716 16,037,667

1,056,816 16,037,667 17,094,483

OTHER SOURCES (USES) Residual Equity Transfer In (Out) Operating Transfer In (Out) Total Resources (Uses) TRANSFERS TO (FROM) FUND BALANCE Reserve for Operations Designated for Subsequent Years Total Transfers To (From) Fund Balance Beginning Fund Balance Ending Fund Balance

0 (395,570) 1,961,259

2020-21 Estimated(4)

2021-22 Budget

% Change (5)

EXPENDITURES BY FUND General Fund Special Revenue Fund-Operational Special Revenue Fund-Nonaidable Capital Projects Fund Debt Service Fund Enterprise Fund Internal Service Fund Total Expenditures by Fund

54,280,498 7,036,716 9,051,094 5,315,505 6,875,754 4,383,705 849,053 87,792,325

55,428,959 9,537,360 8,865,300 23,754,000 8,126,159 3,122,846 810,000 109,644,624

53,654,228 9,537,360 8,865,300 23,754,000 7,484,279 2,200,000 750,000 106,245,167

58,577,542 11,967,122 8,700,000 39,924,558 12,540,135 2,538,354 795,000 135,042,711

5.68% 25.48% -1.86% 68.08% 54.32% -18.72% -1.85% 23.16%

REVENUES BY FUND General Fund Special Revenue Fund-Operational Special Revenue Fund-Nonaidable Capital Projects Fund Debt Service Fund Enterprise Fund Internal Service Fund Total Revenues by Fund

56,637,327 6,949,366 9,003,580 896,408 7,885,315 4,061,775 785,938 86,219,709

55,524,880 10,424,481 8,925,300 2,081,262 12,250,000 3,024,276 810,000 93,040,199

55,258,179 12,850,000 8,925,300 1,910,000 11,103,496 2,349,000 700,000 93,095,975

57,704,358 12,638,549 8,770,000 1,116,250 10,050,800 2,575,998 795,000 93,650,955

3.93% 21.24% -1.74% -46.37% -17.95% -14.82% -1.85% 0.66%

in Budget

(3) Actual is presented on a budgetary basis. (4) Estimate is based upon 10 months of actual and 2 months of estimate. (5) (2021-22 budget - 2020-21 budget) / 2020-21 budget. 21


GENERAL FUND 2021-22 BUDGETARY STATEMENT OF RESOURCES, USES AND CHANGES IN FUND BALANCE 2019-20 Actual* REVENUES Local - Property Tax State - Property Tax Relief Aid State Aids Program Fees Material Fees Other Student Fees Institutional Federal Total Revenues EXPENDITURES Instruction Instructional Resources Student Services General Administration General Institutional Physical Plant Total Expenditures Net Revenue (Expenditures)

2020-21 Budget#

2020-21 Estimate**

2021-22 Budget

13,612,625 18,322,299 6,571,106 14,518,902 794,514 1,245,349 1,545,974 26,558 56,637,327

14,162,068 18,322,299 5,819,527 14,195,986 800,000 1,000,000 1,200,000 25,000 55,524,880

14,460,113 18,322,299 6,110,091 13,615,234 778,785 969,077 977,580 25,000 55,258,179

14,660,477 18,322,299 7,324,872 13,971,710 800,000 1,200,000 1,400,000 25,000 57,704,358

33,409,234 700,565 4,230,638

35,541,336 731,169 3,703,033

33,601,737 687,890 3,886,345

35,935,034 801,011 4,342,956

11,632,561 4,307,500

10,905,869 4,547,552

11,009,316 4,468,940

12,719,531 4,779,010

54,280,498

55,428,959

53,654,228

58,577,542

2,356,829

95,921

1,603,951

1

(873,184)

OTHER SOURCES (USES) Residual Equity Transfer In (Out) Operating Transfer In (Out) Total Resources (Uses)

(395,570) 1,961,259

TRANSFERS TO (FROM) FUND BALANCE Transfer to (from) Fund Balance Designated for Subsequent Years 1,961,259 Total Transfers To (From) Fund Balance 1,961,259 Beginning Fund Balance Ending Fund Balance Fund Balance % of Expenditures

12,472,457 14,433,716 26.6%

86,000 181,921

1,603,951

1,930,000 1,056,816

181,921 181,921

1,603,951 1,603,951

1,056,816 1,056,816

14,433,716 14,615,637

14,433,716 16,037,667

16,037,667 17,094,483

26.4%

29.9%

3 6 7

29.2%

#Budget figures reflect appropriation changes as of May 27,2021. *Actual is presented on a budgetary basis. **Estimate is based upon ten months of actual and two months of estimate.

The General Fund is used to account for all financial activities except those required to be accounted for in another fund.

22


SPECIAL REVENUE FUND-OPERATIONAL 2021-22 BUDGETARY STATEMENT OF RESOURCES, USES AND CHANGES IN FUND BALANCE 2019-20 Actual* REVENUES Local - Property Tax State Aids

Other Student Fees Institutional

Federal Total Revenues EXPENDITURES Instruction Instructional Resources Student Services General Institutional Physical Plant Auxiliary Services Total Expenditures

2020-21 Budget

2020-21 Estimate**

2021-22 Budget

1,100,000 1,600,121 815,275 41,957 3,392,013 6,949,366

1,100,000 2,581,411 870,960 0 5,872,110 10,424,481

1,100,000 2,100,000 650,000 0 9,000,000 12,850,000

1,100,000 2,094,945 700,000 0 8,743,604 12,638,549

4,406,331 3,161 1,816,197 653,357 157,670 0 7,036,716

4,297,360 100,000 2,900,000 2,000,000 200,000 40,000 9,537,360

4,297,360 100,000 2,900,000 2,000,000 200,000 40,000 9,537,360

5,768,932 3,426 1,937,829 3,569,171 647,764 40,000 11,967,122 671,427

Net Revenue (Expenditures)

(87,350)

887,121

3,312,640

OTHER SOURCES (USES) Operating Transfer In (Out) Total Resources (Uses)

0 (87,350)

(800,000) 87,121

(800,000) 2,512,640

(2,690,000) (2,018,573)

TRANSFERS TO (FROM) FUND BALANCE Designated for Operations Total Transfers To (From) Fund Balance

(87,350) (87,350)

87,121 87,121

2,512,640 2,512,640

(2,018,573) (2,018,573)

Beginning Fund Balance Ending Fund Balance

585,272 497,922

497,922 585,043

497,922 3,010,562

3,010,562 991,989

Fund Balance % of Expenditures

7.1%

6.1%

31.6%

8.3%

#Budget figures reflect appropriation changes as of May 27,2021. *Actual is presented on a budgetary basis. **Estimate is based upon ten months of actual and two months of estimate. Special Revenue Funds-Operational are used to account for the proceeds and related financial activity of specific revenue sources that are legally restricted to specific purposes other than expendable trusts or major capital projects.

23


SPECIAL REVENUE FUND NON-AIDABLE 2021-22 BUDGETARY STATEMENT OF RESOURCES, USES AND CHANGES IN FUND BALANCE 2019-20 Actual*

2020-21 Budget#

2020-21 Estimate**

2021-22 Budget

REVENUES Local - Property Tax State Aids Other Student Fees Institutional Federal Total Revenues

50,000 0 0 239,129 8,714,451 9,003,580

50,000 0 0 250,000 8,625,300 8,925,300

50,000

50,000

250,000 8,625,300 8,925,300

220,000 8,500,000 8,770,000

EXPENDITURES Instruction Student Services General Institutional Total Expenditures

82,650 8,968,444 0 9,051,094

75,000 8,790,000 300 8,865,300

75,000 8,790,000 300 8,865,300

100,000 8,600,000 8,700,000

Net Revenue (Expenditures)

(47,514)

60,000

60,000

70,000

OTHER SOURCES (USES) Operating Transfer In (Out) Total Resources (Uses)

61,000 13,486

0 60,000

0 60,000

0 70,000

TRANSFERS TO (FROM) FUND BALANCE Reserve for Student Organizations Reserve for Student Fin'l Assistance Total Transfers To (From) Fund Balance

13,486 0 13,486

60,000 0 60,000

60,000 0 60,000

70,000 0 70,000

158,465 171,951

171,951 231,951

171,951 231,951

231,951 301,951

Beginning Fund Balance Ending Fund Balance

*Actual is presented on a budgetary basis. **Estimate is based upon ten months of actual and two months of estimate. #Budget figures reflect appropriation changes as of May 27, 2021 Special Revenue Funds-Nonaidable are used to account for assets held by a district as a fiscal agent for individuals, private organizations, other governmental units, or other funds.

24


CAPITAL PROJECTS FUND 2021-22 BUDGETARY STATEMENT OF RESOURCES, USES AND CHANGES IN FUND BALANCE 2019-20 Actual* REVENUES State Aids Institutional Federal Total Revenues

2020-21 Budget

2020-21 Estimate**

2021-22 Budget

110,595 295,155 490,658 896,408

494,651 400,000 1,186,611 2,081,262

570,000 140,000 1,200,000 1,910,000

192,500 300,000 623,750 1,116,250

EXPENDITURES Instruction Instructional Resources Student Services General Institutional Physical Plant Auxiliary Services

1,886,788 421,745 0 1,254,401 1,752,571 0

4,000,000 600,000 0 1,944,000 16,860,000 350,000

4,000,000 600,000 0 1,944,000 16,860,000 350,000

1,904,558 600,000 0 1,900,000 35,370,000 150,000

Total Expenditures

5,315,505

23,754,000

23,754,000

39,924,558

Net Revenue (Expenditures)

(4,419,097)

(21,672,738)

(21,844,000)

(38,808,308)

OTHER SOURCES (USES) Proceeds from Debt Operating Transfer In (Out) Total Resources (Uses)

15,365,000 0 10,945,903

41,400,000 0 19,727,262

41,400,000 800,000 20,356,000

9,100,000 0 (29,708,308)

TRANSFERS TO (FROM) FUND BALANCE Reserve for Capital Projects 10,945,903 Total Transfers To (From) Fund Balance 10,945,903

19,727,262 19,727,262

20,356,000 20,356,000

(29,708,308) (29,708,308)

Beginning Fund Balance Ending Fund Balance

11,914,511 31,641,773

11,914,511 32,270,511

32,270,511 2,562,203

968,608 11,914,511

#Budget figures reflect appropriation changes as of May 27,2021. *Actual is presented on a budgetary basis. **Estimate is based upon ten months of actual and two months of estimate.

Capital Projects Funds are used to account for financial resources and related financial activity for the acquisition and improvement of sites and for the acquisition, construction, equipping and remodeling of buildings.

25


DEBT SERVICE FUND 2021-22 BUDGETARY STATEMENT OF RESOURCES, USES AND CHANGES IN FUND BALANCE

2019-20 Actual*

2020-21 Budget

2020-21 Estimate**

2021-22 Budget

REVENUES Local - Property Tax Institutional Total Revenues

6,800,000 1,085,315 7,885,315

10,000,000 2,250,000 12,250,000

10,000,000 1,103,496 11,103,496

9,700,000 350,800 10,050,800

EXPENDITURES Physical Plant Total Expenditures

6,875,754 6,875,754

8,126,159 8,126,159

7,484,279 7,484,279

12,540,135 12,540,135

Net Revenue (Expenditures)

1,009,561

4,123,841

3,619,217

(2,489,335)

OTHER SOURCES (USES) Proceeds from Debt Operating Transfer In (Out) Total Resources (Uses)

0 0 1,009,561

0 0 4,123,841

0 0 3,619,217

0 0 (2,489,335)

TRANSFERS TO (FROM) FUND BALANCE Reserve for Debt Service 1,009,561 Total Transfers To (From) Fund Balance 1,009,561

4,123,841 4,123,841

3,619,217 3,619,217

(2,489,335) (2,489,335)

Beginning Fund Balance Ending Fund Balance

1,730,337 5,854,178

1,730,337 5,349,554

5,349,554 2,860,219

720,776 1,730,337

*Actual is presented on a budgetary basis. **Estimate is based upon ten months of actual and two months of estimate.

Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general long-term debt and long-term lease purchase principal and interest.

26


ENTERPRISE FUND 2021-22 BUDGETARY STATEMENT OF RESOURCES, USES AND CHANGES IN FUND BALANCE

2019-20 Actual*

2020-21 Budget#

2020-21 Estimate**

2021-22 Budget

REVENUES State Aids Federal Aids Institutional Total Revenues

151,380 0 3,910,395 4,061,775

136,380 0 2,887,896 3,024,276

249,000

135,000

2,100,000 2,349,000

2,440,998 2,575,998

EXPENDITURES Auxiliary Services Total Expenditures

4,383,705 4,383,705

3,122,846 3,122,846

2,200,000 2,200,000

2,538,354 2,538,354

Net Revenue (Expenditures)

(321,930)

(98,570)

149,000

37,644

334,570 12,640

0 (98,570)

0 149,000

760,000 797,644

TRANSFERS TO (FROM) FUND BALANCE Transfer to (from) Fund Balance Retained Earnings 12,640 Total Transfers To (From) Fund Balance 12,640

0 (98,570) (98,570)

149,000 149,000

0 797,644 797,644

Beginning Fund Balance Ending Fund Balance

988,600 890,030

988,600 1,137,600

1,137,600 1,935,244

OTHER SOURCES (USES) Residual Equity Transfer In (Out) Operating Transfer In (Out) Total Resources (Uses)

975,960 988,600

*Actual is presented on a budgetary basis. **Estimate is based upon ten months of actual and two months of estimate. Enterprise Funds are used to account for operations where the costs of providing goods or services to the student body, faculty and staff, or the general public are financed primarily through user fees.

27


INTERNAL SERVICE FUND 2021-22 BUDGETARY STATEMENT OF RESOURCES, USES AND CHANGES IN FUND BALANCE 2019-20 Actual*

2020-21 Budget

2020-21 Estimate**

2021-22 Budget

REVENUES Institutional Total Revenues

785,938 785,938

810,000 810,000

700,000 700,000

795,000 795,000

EXPENDITURES Auxiliary Services Total Expenditures

849,053 849,053

810,000 810,000

750,000 750,000

795,000 795,000

Net Revenue (Expenditures)

(63,115)

OTHER SOURCES (USES) Residual Equity Transfer In (Out)

0

(50,000)

0

0 0 (63,115)

0 (86,000) (86,000)

0 50,000 0

0

TRANSFERS TO (FROM) FUND BALANCE Retained Earnings (63,115) Total Transfers To (From) Fund Balance (63,115)

(86,000) (86,000)

0 0

0 0

Beginning Fund Balance Ending Fund Balance

31,518 (54,482)

31,518 31,518

31,518 31,518

Operating Transfer In (Out) Total Resources (Uses)

94,633 31,518

0

*Actual is presented on a budgetary basis. **Estimate is based upon ten months of actual and two months of estimate.

Internal Service Funds are used to account for the financing and related financial activity of goods and services provided by one department to other departments of the district on a cost-reimbursement basis.

28


BUDGETED EXPENDITURES BY OBJECT LEVEL* 2021-22 BUDGET YEAR

Personnel Expenses Salaries and Wages Fringe Benefits

$52,986,145 35,004,343 17,981,802

Current Expenses

29,591,873

Capital Outlay

39,924,558

Debt Service

12,540,135

Total Budgeted Expenditures

$135,042,711

* Includes all funds.

DEFINITIONS: Personnel Expenses: Payroll expenditures which include wages, health and dental insurance, long-term

disability, group life insurance, retirement and social security contributions. Current Expenses: Expenditures incurred during the fiscal year in progress--examples are supplies, repairs,

postage, consulting services, media services, utilities and insurances. Capital Outlay: Expenditures which result in the acquisition of fixed assets having a life of two or more

years and a cost greater than $5,000. It is an expenditure for land, buildings, improvements to buildings, remodeling and major equipment. Debt Service: Interest and principal payments made against the outstanding long-term debt of bonds

and notes payable and installment purchases.

29


Combined Budget Summary

2021-22 BUDGETARY STATEMENT OF RESOURCES, USES AND CHANGES IN FUND BALANCE 2019-20 2020-21 2020-21 2021-22 Actual*

Budget#

Estimate**

Budget

REVENUES Local - Property Tax State Aids Program Fees Material Fees Other Student Fees Institutional Federal Total Revenues

21,562,625 26,755,501 14,518,902 794,514 2,060,624 7,903,863 12,623,680 86,219,709

25,312,068 27,354,268 14,195,986 800,000 1,870,960 7,797,896 15,709,021 93,040,199

25,610,113 27,351,390 13,615,234 778,785 1,619,077 5,271,076 18,850,300 93,095,975

25,510,477 28,069,616 13,971,710 800,000 1,900,000 5,506,798 17,892,354 93,650,955

EXPENDITURES Instruction Instructional Resources Student Services General Institutional Physical Plant Auxiliary Services Total Expenditures

39,785,003 1,125,471 15,015,279 13,540,319 13,093,495 5,232,758 87,792,325

43,913,696 1,431,169 15,393,033 14,850,169 29,733,711 4,322,846 109,644,624

41,974,097 1,387,890 15,576,345 14,953,616 29,013,219 3,340,000 106,245,167

43,708,524 1,404,437 14,880,785 18,188,702 53,336,909 3,523,354 135,042,711

Net Revenue (Expenditures)

(1,572,616)

(16,604,425)

(13,149,192)

(41,391,756)

OTHER SOURCES (USES) Proceeds from Debt Residual Equity Transfer In (Out) Operating Transfer In (Out) Total Resources (Uses)

15,365,000 0 0 13,792,384

41,400,000 0 (800,000) 23,995,575

41,400,000 0 50,000 28,300,808

9,100,000 0 0 (32,291,756)

TRANSFERS TO (FROM) FUND BALANCE Reserve for Capital Projects Reserve for Debt Service Retained Earnings Reserve for Student Organizations Reserve for Student Fin'l Assistance Reserve for Operations Designated for Subsequent Years Total Transfers To (From) Fund Balance

10,945,903 1,009,561 (50,475) 13,486 0 0 1,873,909 13,792,384

19,727,262 4,123,841 (184,570) 60,000 0 0 269,042 23,995,575

20,356,000 3,619,217 149,000 60,000 0 0 4,116,591 28,300,808

(29,708,308) (2,489,335) 797,644 70,000 0 0 (961,757) (32,291,756)

Beginning Fund Balance Ending Fund Balance

15,976,171 29,768,555

29,768,555 53,764,130

29,768,555 58,069,363

58,069,363 25,777,607

EXPENDITURES BY FUND General Special Revenue-Operational Special Revenue-Nonaidable Capital Projects Debt Service Enterprise Internal Service Total Expenditures by Fund

54,280,498 7,036,716 9,051,094 5,315,505 6,875,754 4,383,705 849,053 87,792,325

55,428,959 9,537,360 8,865,300 23,754,000 8,126,159 3,122,846 810,000 109,644,624

53,654,228 9,537,360 8,865,300 23,754,000 7,484,279 2,200,000 750,000 106,245,167

58,577,542 11,967,122 8,700,000 39,924,558 12,540,135 2,538,354 795,000 135,042,711

#Budget figures reflect appropriation changes as of May 27, 2021. *Actual is presented on a budgetary basis. **Estimate is based upon ten months of actual and two months of estimate.

30


PROFORMA BALANCE SHEET June 30, 2021 Governmental Fund Category Special RevenueOperational

Special RevenueNon-aidable 238,751 -

$ 20,068,443

1,425,698 2,071,000 $ 3,496,698

$

$

550,000 2,862,000 618,776 $ 4,030,776

$

$

$

$

CURRENT ASSETS

General

Cash and Cash Equivalents Property Taxes Receivable Accounts Receivable Inventory Prepaid Items Due From Other Funds Capital Assets, Less Depreciation Amt to be Provided for Debt Service Total Assets

10,018,443 6,700,000 2,680,000 670,000

LIABILITIES Accounts Payable Accrued Payroll Due to Other Funds Debt Service Payable Total Liabilities FUND EQUITY General Fixed Assets Retained Earnings Fund Balance: Reserve for Student Organizations Reserve for Std Fin'l Assistance Reserve for Capital Projects Reserve for Debt Service Unreserved: Designated for Operations Total Fund Equity Total Liability & Fund Equity

-

$

450,000 36,136 486,136

-

238,751

6,800 -

$

6,800

$

-

Proprietary Fund Category

Capital Projects

Debt Service

Enterprise

44,845,511 $ 44,845,511

5,052,554 297,000 $ 5,349,554

464,000 24,438 651,985 304,147 $ 1,444,570

$ 12,575,000 $ 12,575,000

$

$

$

-

$

$

-

Internal Service

Fixed Assets

Long-Term Obligations

(Memorandum Only)

443 $ 72,601

67,450,806 $ 67,450,806

72,130,000 $ 72,130,000

61,342,206 6,997,000 5,459,651 90,696 670,000 651,985 67,755,396 72,130,000 $ 215,096,934

$

3,147 4,727 33,209 $ 41,083

$

$

$

$

31,518

$ 67,450,806 -

-

$

$

240,000 66,970 306,970

Total

5,900 66,258 -

-

$

-

-

72,130,000 $ 72,130,000

$

$

$

-

-

-

-

-

1,137,600

-

485,000 -

10,000 221,951 -

32,270,511 -

5,349,554

-

-

-

-

$ 16,037,667 $ 20,068,443

$ 3,010,562 $ 3,496,698

231,951 238,751

$ 32,270,511 $ 44,845,511

$ 5,349,554 $ 5,349,554

$ 1,137,600 $ 1,444,570

$ 31,518 $ 72,601

$ 67,450,806 $ 67,450,806

$ $ 72,130,000

$ $

-

-

Account Group

-

13,824,947 2,969,833 651,985 72,130,000 89,576,765

67,450,806 1,169,118 485,000 10,000 221,951 32,270,511

$ 125,520,169 $ 215,096,934

31


CAPITAL PROJECTS LISTING 2021-22 Description

Amount

Referendum Facilities

34,416,325

Referendum Instructional Equipment

3,256,176

Instructional Equipment

1,142,057

Remodeling Campuses

200,000

Administrative Computer Software/Hardware

70,000

Instructional Computer Software/Hardware

130,000

Multimedia Classrooms

460,000

Equipment for Physical Plant

100,000

Office and Classroom Furniture

150,000

$

39,924,558

32


SCHEDULE OF LONG-TERM OBLIGATIONS

General Obligation Promissory Notes (8 Years), Robert W. Baird, issued 07/09/14 for $4,425,000 for facility and non-facility remodeling and improvements, and to acquire equipment. Interest at 1% to 3%, payable semi-annually April and October, beginning April 1, 2014. Principal payments are due April 1 of each year, beginning April 1, 2014, until maturity on April 1, 2022. FISCAL YEAR 2021-2022 Total Payments Due

PRINCIPAL 205,000

INTEREST 4,356

TOTAL 209,356

$205,000

$4,356

$209,356

General Obligation Promissory Notes (10 Years), Robert W. Baird, issued 08/05/14 for $4,395,000 for facility and non-facility remodeling and improvements, construction of buildings, and to acquire equipment. Interest at 2% to 2.5%, payable semi-annually April and October, beginning October 1, 2015. Principal payments are due April 1 of each year, beginning April 1, 2015, until maturity on April 1, 2024. FISCAL YEAR 2021-2022 2022-2023 2023-2024 Total Payments Due

PRINCIPAL 365,000 200,000 200,000

INTEREST 17,300 10,000 5,000

TOTAL 382,300 210,000 205,000

$765,000

$32,300

$382,300

General Obligation Promissory Notes (8 Years), Robert W. Baird, issued 09/10/14 for $1,500,000 for facility and non-facility remodeling and improvements. Interest at 0.05% to 2.05%, payable semi-annually April and October, beginning October 1, 2015. Principal payments are due April 1 of each year, beginning April 1, 2015, until maturity on April 1, 2022. FISCAL YEAR 2021-2022 Total Payments Due

PRINCIPAL 210,000

INTEREST 4,305

TOTAL 214,305

$210,000

$4,305

$214,305

General Obligation Promissory Notes (8 Years), Robert W. Baird, issued 10/08/14 for $1,500,000 for facility and non-facility remodeling and improvements, and to acquire equipment. Interest at 0.05% to 2.125%, payable semi-annually April and October, beginning October 1, 2015. Principal payments are due April 1 of each year, beginning April 1, 2015, until maturity on April 1, 2022. FISCAL YEAR 2021-2022 Total Payments Due

PRINCIPAL 100,000

INTEREST 2,125

TOTAL 102,125

$100,000

$2,125

$102,125

33


SCHEDULE OF LONG-TERM OBLIGATIONS

General Obligation Promissory Notes (8 Years), Robert W. Baird, issued 11/05/14 for $1,500,000 for facility and non-facility remodeling and improvements. Interest at 1% to 2%, payable semi-annually April and October, beginning October 1, 2015. Principal payments are due April 1 of each year, beginning April 1, 2015, until maturity on April 1, 2022. FISCAL YEAR 2021-2022 Total Payments Due

PRINCIPAL 190,000

INTEREST 3,800

TOTAL 193,800

$190,000

$3,800

$193,800

General Obligation Promissory Notes (8 Years), Robert W. Baird, issued 7/9/15 for $4,000,000 for facility and non-facility remodeling and improvements, and to acquire equipment. Interest at 1% to 2%, payable semi-annually April and October, beginning October 1, 2015. Principal payments are due April 1 of each year, beginning April 1, 2016, until maturity on April 1, 2023. FISCAL YEAR 2021-2022 2022-2023 Total Payments Due

PRINCIPAL 580,000 200,000

INTEREST 15,600 4,000

TOTAL 595,600 204,000

$780,000

$19,600

$799,600

General Obligation Promissory Notes (8 Years), Robert W. Baird, issued 6/22/16 for $3,500,000 for facility and non-facility remodeling and improvements, and to acquire equipment. Interest at 1.25% to 2%, payable semi-annually April and October, beginning October 1, 2016. Principal payments are due April 1 of each year, beginning April 1, 2019, until maturity on April 1, 2024. FISCAL YEAR 2021-2022 2022-2023 2023-2024 Total Payments Due

PRINCIPAL 695,000 705,000 200,000

INTEREST 23,263 14,575 4,000

TOTAL 718,263 719,575 204,000

$1,600,000

$41,838

$1,641,838

General Obligation Promissory Notes (10 Years), Robert W. Baird, issued 8/2/16 for $2,500,000 for facility and non-facility remodeling and improvements, and to acquire equipment. Interest at 0.75% to 1.625%, payable semi-annually April and October, beginning April 1, 2017. Principal payments are due April 1 of each year, beginning April 1, 2017, until maturity on April 1, 2026. FISCAL YEAR 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 Total Payments Due

PRINCIPAL 340,000 350,000 145,000 150,000 150,000

INTEREST 15,925 11,675 6,862 4,688 2,437

TOTAL 355,925 361,675 151,862 154,688 152,437

$1,135,000

$41,587

$1,176,587

34


SCHEDULE OF LONG-TERM OBLIGATIONS

General Obligation Promissory Notes (8 Years), Robert W. Baird, issued 7/06/17 for $5,000,000 for facility and non-facility remodeling and improvements, and to acquire equipment. Interest at 1% to 2%, payable semi-annually April and October, beginning April 1, 2018. Principal payments are due April 1 of each year, beginning April 1, 2018, until maturity on April 1, 2025. FISCAL YEAR 2021-2022 2022-2023 2023-2024 2024-2025 Total Payments Due

PRINCIPAL 875,000 905,000 925,000 265,000

INTEREST 59,400 41,900 23,800 5,300

TOTAL 934,400 946,900 948,800 270,300

$2,970,000

$130,400

$3,100,400

General Obligation Promissory Notes (10 Years), Robert W. Baird, issued 8/01/17 for $3,000,000 for facility and non-facility remodeling and improvements, new facilities, and to acquire equipment. Interest at an estimate of 2%, payable semi-annually April and October, beginning April 1, 2018. Principal payments are due April 1 of each year, beginning April 1, 2018, until maturity on April 1, 2027. FISCAL YEAR 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 Total Payments Due

PRINCIPAL 365,000 375,000 385,000 335,000 150,000 150,000

INTEREST 36,788 29,487 21,987 14,287 6,750 3,375

TOTAL 401,788 404,487 406,987 349,287 156,750 153,375

$1,760,000

$112,674

$1,872,674

General Obligation Promissory Notes (10 Years), Robert W. Baird, issued 6/14/18 for $6,400,000 for facility and non-facility remodeling and improvements, new facilities, and to acquire equipment. Interest at an estimate of 2%, payable semi-annually April and October, beginning October 1, 2018. Principal payments are due April 1 of each year, beginning April 1, 2019, until maturity on April 1, 2026. FISCAL YEAR 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 Total Payments Due

PRINCIPAL 985,000 1,010,000 1,035,000 1,075,000 235,000

INTEREST 131,950 107,325 82,075 45,850 8,225

TOTAL 1,116,950 1,117,325 1,117,075 1,120,850 243,225

$4,340,000

$375,425

$4,715,425

35


SCHEDULE OF LONG-TERM OBLIGATIONS General Obligation Promissory Notes (10 Years), Robert W. Baird, issued 3/21/19 for $1,500,000 for facility and non-facility remodeling and improvements. Interest at an estimate of 2%, payable semi-annually April and October, beginning October 1, 2019. Principal payments are due April 1 of each year, beginning April 1 2020, until maturity on April 1, 2027. FISCAL YEAR 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 Total Payments Due

PRINCIPAL 180,000 185,000 190,000 195,000 200,000 205,000

INTEREST 26,078 25,988 21,825 17,550 13,163 6,662

TOTAL 206,078 210,988 211,825 212,550 213,163 211,662

$1,155,000

$111,266

$1,266,266

General Obligation Promissory Notes (10 Years), Robert W. Baird, issued 4/11/19 for $1,500,000 for facility and non-facility remodeling and improvements. Interest at an estimate of 2%, payable semi-annually April and October, beginning April 1, 2020. Principal payments are due April 1 of each year, beginning April 1 2020, until maturity on April 1, 2027. FISCAL YEAR 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 Total Payments Due

PRINCIPAL 180,000 190,000 195,000 200,000 205,000 210,000

INTEREST 28,088 24,037 19,763 15,375 10,375 5,250

TOTAL 208,088 214,037 214,763 215,375 215,375 215,250

$1,180,000

$102,888

$1,282,888

General Obligation Promissory Notes (10 Years), Robert W. Baird, issued 7/18/19 for $3,840,000 to acquire equipment. Interest at an estimate of 2%, payable semi-annually April and October, beginning April 1, 2020. Principal payments are due April 1 of each year, beginning April 1 2020, until maturity on April 1, 2026. FISCAL YEAR 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 Total Payments Due

PRINCIPAL 635,000 650,000 670,000 695,000 715,000

INTEREST 134,600 109,200 83,200 56,400 28,600

TOTAL 769,600 759,200 753,200 751,400 743,600

$3,365,000

$412,000

$3,777,000

36


SCHEDULE OF LONG-TERM OBLIGATIONS General Obligation Promissory Notes (10 Years), Robert W. Baird, issued 6/18/20 for $11,525,000 to acquire site, building additiion, remodeling, and equipment. Interest at an estimate of 2%, payable semi-annually April and October, beginning April 1, 2021. Principal payments are due April 1 of each year, beginning April 1 2021, until maturity on April 1, 2030. FISCAL YEAR 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 Total Payments Due

PRINCIPAL 660,000 690,000 710,000 730,000 755,000 1,065,000 2,200,000 2,050,000 2,115,000

INTEREST 240,650 227,450 213,650 199,450 184,850 169,750 148,450 104,450 63,450

TOTAL 900,650 917,450 923,650 929,450 939,850 1,234,750 2,348,450 2,154,450 2,178,450

$10,975,000

$1,552,150

$12,527,150

General Obligation Promissory Notes (20 Years), Robert W. Baird, issued 2/18/21 for $41,400,000 to acquire referendum site, building additiion, remodeling, and equipment. Interest at an estimate of 2%, payable semi-annually April and October, beginning October 1, 2021. Principal payments are due April 1 of each year, beginning October 2021, until maturity on April 1, 2040. FISCAL YEAR 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2040 Total Payments Due

PRINCIPAL 3,555,000 1,610,000 1,675,000 1,735,000 1,790,000 2,235,000 975,000 315,000 310,000 27,200,000

INTEREST 970,807 734,138 701,938 668,438 633,738 544,238 454,838 415,838 412,688 2,561,000

TOTAL 4,525,807 2,344,138 2,376,938 2,403,438 2,423,738 2,779,238 1,429,838 730,838 722,688 29,761,000

$41,400,000

$8,097,657

$49,497,657

General Obligation Promissory Notes (8 Years), Robert W. Baird, to be issued 7/22/21 for $9,100,000 for facility and non-facility remodeling and improvements, new facilities, and to acquire equipment. Interest at as estimate of 2%, payable semi-annually April and October, beginning October 1, 2021. Principal payments are due April 1 of each year, beginning April 2022, until maturity on April 1, 2028. FISCAL YEAR 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028

Total Payments Due

PRINCIPAL 600,000 1,000,000 1,810,000 1,855,000 1,895,000 1,940,000

INTEREST 17,441 402,750 180,000 148,388 107,156 64,969 21,825

TOTAL 17,441 1,002,750 1,180,000 1,958,388 1,962,156 1,959,969 1,961,825

$9,100,000

$942,529

$10,042,529

37


SCHEDULE OF LONG-TERM OBLIGATIONS COMBINED SCHEDULE OF LONG-TERM OBLIGATIONS

FISCAL YEAR 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 2030-2040 Total Payments Due

PRINCIPAL 10,120,000 7,670,000 7,330,000 7,190,000 6,055,000 5,760,000 5,115,000 2,365,000 2,425,000 27,200,000

INTEREST 1,732,476 1,742,525 1,364,100 1,175,726 995,294 794,244 625,113 520,288 476,138 2,561,000

TOTAL 11,852,476 9,412,525 8,694,100 8,365,726 7,050,294 6,554,244 5,740,113 2,885,288 2,901,138 29,761,000

$81,230,000

$11,986,900

$93,216,900

Combined Schedule of Long-Term Obligations * 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 0

PRINCIPAL

INTEREST

*Existing Debt Only

38


DEBT LIMIT 2021-22 Budget Year The aggregate indebtedness of the District may not exceed 5% of the equalized value of the taxable property located in the District per s.67.03(1), Wis. Stats. For FY22, the projected computation of legal debt margin is as follows:

$

FY21 Equalized Valuation Projected Change in Valuation

x 104.5%

FY22 Projected Equalized Valuation

29,177,265,837

Debt Limit Percent

x 5%

Debt Limit Gross Indebtedness Applicable to Debt Limit

27,920,828,552

1,458,863,292 $

Less Projected Assets Available

72,130,000 5,349,555

Total Amount of Debt Applicable to Debt Limit Legal Debt Margin

66,780,445 $

1,392,082,847

$

29,177,265,837

The bonded indebtedness of the District may not exceed 2% of the equalized value of the taxable property located in the District per s.67.03(1), Wis. Stats. For FY21, the projected computation of legal debt margin is as follows: FY22 Projected Equalized Valuation Debt Limit Percent

x 2.0%

Debt Limit

583,545,317

Gross Indebtedness Applicable to Debt Limit Less Projected Assets Available Total Amount of Debt Applicable to Debt Limit Legal Debt Margin

$

583,545,317

39


SUPPLEMENTAL DATA


Tax Levy, Equalized Valuations and Mill Rates Fund

Actual 2018-19

General Special Revenue - Operational Special Revenue - Nonaidable

12,977,687 1,100,000 50,000

Operational Tax Levy

14,127,687

Debt Service Total Tax Levy

20,927,687

0.57142 0.27504

Total Mill Rate

0.84646

24,723,807,042

Actual 2019-20

% Change

13,584,666 1,100,000 50,000 8.33%

6,800,000

Mill Rates Operations Debt Service

Property Values Equalized Valuation *

% Change

14,734,666

21,534,666

4.30%

4.75%

0.81969

26,271,727,578

15,274,769

2.90%

25,274,769

3.67%

6.26%

0.90523

27,920,828,552

% Change

15,810,477

3.51%

9,700,000 17.37%

0.54707 0.35816 -3.16%

Estimated 2021-22 14,660,477 1,100,000 50,000

10,000,000

0.56086 0.25883 -3.57%

% Change

14,124,769 1,100,000 50,000

6,800,000 5.47%

Actual 2020-21

25,510,477

0.93%

0.54188 0.33245 10.44%

6.28%

0.87433

29,177,265,837

-3.41%

4.50%

CHIPPEWA VALLEY TECHNICAL COLLEGE DISTRICT - Clark County less the portion of the Granton, Loyal, Colby, Black River Falls, Spencer, Pittsville, Abbotsford and Marshfield school districts; Dunn, Pepin, Pierce, Eau Claire and Chippewa counties; plus the portion of Mondovi, Durand and Alma school districts in Buffalo County, Gilmanton School District in Buffalo and Trempealeau counties; Osseo-Fairchild School District in Jackson and Trempealeau counties; Eleva-Strum School District in Trempealeau County; Stanley-Boyd, Thorp, Owen-Withee, Flambeau and Gilman school districts in Taylor County; Alma Center School District in Jackson County; and River Falls and Spring Valley school districts in St. Croix County. *The value of property as determined by the Wisconsin Department of Revenue. This will not necessarily be the same as the assessed value because of the different assessment rates in the 204 municipalities making up the District.

41


BUDGET SUMMARY 2021-22 Resources

Resources by Category

2021-22 Budget Property Tax

Local - Property Tax

25,510,477

State Aids

28,069,616

25%

25% State Aids

Program Fees Material Fees

13,971,710 800,000

Other Student Fees

1,900,000

Institutional

5,506,798

Federal Proceeds from Debt

27%

27% Program Fees

14%

14%

Material Fees 1%

1%

Student Fees

2%

2%

Institutional

5%

5%

Federal

17,892,354

17%

9,100,000

9%

17%

Debt

9% 0%

Total Resources

102,750,955

5%

10%

15%

20%

25%

30%

100%

Property Tax Impact: The tax rate for the 2021-22 budget is $0.87 per thousand dollars of valuation, including 0.54 for operations and 0.33 for debt service. The tax rate for the 2020-21 budget was $0.92 per $1,000 of valuation. The equalized value is determined by the Wisconsin Department of Revenue using the full value of the taxable property in a district (less tax incremental financing districts). A formula is used that standardizes property values across all municipalities. The municipalities are billed based on a mill rate (taxes billed per $1,000 of valuation). Each city, town and village bill the taxpayers based on assessed valuation. Rates can vary among municipalities within a district. Therefore municipalities mill rate to the taxpayer may be higher or lower than the rate billed to the municipality. The projected annual tax payment by the owner to support the educational programs at Chippewa Valley Technical College for 2021-22 will be $0.87 per $1,000 of equalized valuation.

42


BUDGET SUMMARY 2021-22 Expenditures by Fund

Expenditures by Fund

2021-22 Budget General

General

58,577,542

43%

Special Revenue Operational

11,967,122

Sp. Rev 9% Operational

Special Revenue Nonaidable

8,700,000

Capital Projects

39,924,558

43%

9%

Sp. Rev NonAid

6%

6%

Capital 30%

Capital

30%

Debt 9%

Debt

Debt Service Enterprise

12,540,135 2,538,354

Internal Service

795,000

Total All Funds

135,042,711

9% Enterprise

4%

2%

Internal 1% Svc.

100%

1% 0%

10%

20%

30%

40%

50%

60%

70%

General Fund - used to account for all functional activities except those required to be accounted for in another fund. Special Revenue-Operational Fund - used to account for the proceeds and related financial activity of specific revenue sources that are legally restricted to specific purpose other than expendable trusts or major capital projects. Special Revenue-Nonaidable Fund - used to account for assets held by a district in a trustee capacity or as an agent for individuals, private organizations, other governmental units or other funds. Capital Projects Fund - used to account for financial resources and related financial activity for the acquisition and improvement of sites and for the acquisitions, construction, equipping and renovation of buildings. Debt Service Fund - used to account for the accumulation of resources for, and payment of, general long-term debt principal and interest. Enterprise Fund - used to account for operations where the costs of providing goods or services to the student body, faculty and staff, or the general public are financed primarily through user fees.

43


BUDGET SUMMARY 2021-22 Expenditures by Function

Expenditures by Function

2021-22 Budget Instruction

Instruction Instructional Resources

43,708,524 1,404,437

32%

33% Instructional Res.1%

2%

Student Svcs.

Student Services

14,880,785

General Institutional

General Institutional

18,188,702

Physical Plant

53,336,909

Physical Plant 39%

3,523,354

Auxiliary 3% Svcs.

Auxiliary Services Total All Functions

135,042,711

11%

11% 13%

13%

101.0%

39% 3% 0%

10%

20%

30%

40%

50%

Instruction - This function includes teaching, academic administration, including clerical support, and other activities related directly to the teaching of students, guiding the students in the educational program, and coordination and improvement of teaching. Instructional Resources - This function includes all learning resource activities such as the library and audio-visual aids center, learning resource center, instructional media center, instructional resources administration, and clerical support. Student Services - This function includes those non-instructional services provided for the student body such as student recruitment; student services administration and clerical support; admissions; registration; counseling; including testing and evaluation; health services; financial aids; placement; and follow up. General Institutional - This function also includes all services benefiting the entire college, exclusive of those chargeable directly to other functional categories. Examples of this type of expenditure are legal fees, external audit fees, general liability insurance, interest on operational borrowing, and public information. General personnel, employment relations, and affirmative action programs are included in this function. Physical Plant - This function includes all services required for the operation and maintenance of the physical facilities. Principal and interest on long-term obligations are included under this function as are the general utilities such as heat, light and power. Auxiliary Services - This function includes commercial-type activities. Examples are bookstore, cafeteria, and vending machines.

44


TOTAL 2019-20 ACTUAL COSTS PER FTE BY DISTRICT Indianhead

21,007

Madison

18,760

Waukesha

18,573

Blackhawk

18,413

Gateway

16,983

Statewide

16,843

Moraine Park

16,785

Mid-State

16,180

Lakeshore

15,856

Southwest

15,736

Fox Valley

15,615

Western

15,605

Milwaukee

15,594

Nicolet

14,505

Northcentral

14,505

Northeast Chippewa Valley 11,000

State Avg.

14,215

11,117 12,000

CVTC 13,000

14,000

15,000

16,000

17,000

18,000

19,000

20,000

21,000

22,000

Source: WTCS Cost Allocation Schedule

45


Chippewa Valley Technical College FTEs 4,600 4,498

4,500

4,432

4,400 4,270

4,287

4,300

Fiscal Year

4,215 4,200 4,099

4,100 4,000

3,950

3,900

3,800 3,700

3,600 FY16

FY17

FY18

FY19

FY20

FY21(Est.)

FY22(Proj.)

FTEs

46


Chippewa Valley Technical College Unduplicated Headcount 20,000 18,083

18,587 17,103

18,000 16,329

16,379

FY16

FY17

16,000

15,279

15,432

FY21(Est.)

FY22(Proj.)

14,000

Fiscal Year

12,000

10,000 8,000 6,000

4,000 2,000 0 FY18

FY19

FY20

Headcount

47


CREDIT PROGRAM OFFERINGS 2021-2022 Associate Degree Programs Accounting Agronomy Management Air Conditioning, Heating & Refrigeration Technology Animal Science Management Architectural Structural Design Automation Engineering Technology Baking & Pastry Specialist Business Management Criminal Justice Culinary Management Dental Hygienist Diagnostic Medical Sonography Digital Marketing Early Childhood Education Executive Assistant

Foundations of Teacher Education Graphic Design Health Navigator Human Resources Individualized Technical Studies

Information Technology-Network Specialist Information Technology-Software Developer Landscape, Plant and Turf Management Liberal Arts – Associate of Science Library & Information Services Manufacturing Engineering Technologist Marketing Mechanical Design Medical Laboratory Technician Mechatronics Specialist Nursing Paralegal Physical Therapist Assistant Professional Communications Radiography Respiratory Therapy Substance Use Disorder Counseling Supply Chain Management Technical Studies-Journey worker

Technical Diploma Programs Accounting Assistant Agricultural Service Technician Bookkeeper Air Conditioning, Heating & Refrigeration Technician Automotive Collision Repair & Refinish Technician Automotive Maintenance Technician Business Generalist Central Service Technician Child Care Services Cosmetology Criminal Justice-Law Enforcement Academy Design & Drafting Technology Dental Assistant Diesel Truck Technician Electrical Power Distribution Electrical Maintenance Emergency Medical Technician Entrepreneurship Farm Business & Production Management Farm Operation Gas Utility Construction & Service IT Software Development Specialist Landscape, Plant & Turf Technician

Machine Tool Operator Mechatronics Technician Manufacturing Quality Machine Tooling Technics Mechanical Maintenance Medical Assistant Motorcycle, Marine & Outdoor Power Products Technician Nail Technician Nursing Assistant Office Assistant Office Receptionist Paralegal Post-Baccalaureate Physical Therapist Assistant Paramedic Practical Nursing Renewable Energy Residential Construction Surgical Technologist Truck Driving Welding

48


CAMPUS LOCATIONS

Business Education Center

Health Education Center

715-833-6200 620 West Clairemont Avenue // Eau Claire, WI

715-833-6417 615 West Clairemont Avenue // Eau Claire, WI

Emergency Service Education Center

Manufacturing Education Center

715-855-7500 3623 Campus Road // Eau Claire, WI

715-874-4600 2320 Alpine Road // Eau Claire, WI

Applied Technology Center

Chippewa Falls Campus

715-833-6237 2322 Alpine Road // Eau Claire, WI

715-738-3841 770 Scheidler Road // Chippewa Falls, WI


CAMPUS LOCATIONS

Energy Education Center

Fire Safety Center

715-833-6200 4000 Campus Road // Eau Claire, WI

715-874-4672 3617 Campus Road // Eau Claire, WI

Diesel Education Center

River Falls Campus

715-833-6200 2710 Arbor Court // Eau Claire, WI

715-425-3301 500 South Wasson Lane // River Falls, WI

Neillsville Center

Menomonie Campus

715-743-3965 11 Tiff Avenue // Neillsville, WI

715-232-2685 403 Technology Drive East // Menomonie, WI


EAU CLAIRE // CHIPPEWA FALLS // MENOMONIE // NEILLSVILLE // RIVER FALLS

51


CHIPPEWA VALLEY TECHNICAL COLLEGE 2021 TAX LEVY DISTRIBUTION BY MUNICIPALITY 2020 FULL VALUATIONS

MUNICIPALITY BUFFALO COUNTY T ALMA T BELVIDERE T CANTON T DOVER T GILMANTON T LINCOLN T MAXVILLE T MODENA T MONDOVI T MONTANA T NAPLES T NELSON T WAUMANDEE V NELSON C ALMA C MONDOVI COUNTY TOTAL CHIPPEWA COUNTY T ANSON T ARTHUR T AUBURN T BIRCH CREEK T BLOOMER T CLEVELAND T COLBURN T COOKS VALLEY T DELMAR T EAGLE POINT T EDSON T ESTELLA T GOETZ T HALLIE T HOWARD T LAFAYETTE T LAKE HOLCOMBE T RUBY T SAMPSON T SIGEL T TILDEN T WHEATON T WOODMOHR V BOYD V CADOTT V LAKE HALLIE V NEW AUBURN C BLOOMER

$

$

$

PERCENT OF TOTAL

2021 TAX LEVY

43,464,800 11,669,573 33,510,800 38,442,700 42,621,500 35,039,441 42,138,400 35,494,100 41,661,300 1,832,905 57,476,500 78,917,000 773,657 20,455,800 55,688,059 146,985,000 686,171,535

0.155672 0.041795 0.120021 0.137685 0.152651 0.125496 0.150921 0.127124 0.149212 0.006565 0.205855 0.282646 0.002771 0.073264 0.199450 0.526435 2.457562

$

292,873,600 71,628,400 70,867,000 114,687,700 107,510,800 84,585,900 100,687,800 79,114,200 66,982,400 436,836,100 83,263,800 45,256,500 66,590,600 18,163,000 82,932,600 767,537,800 185,757,200 40,724,100 252,347,800 91,485,400 152,610,300 310,216,400 103,902,500 30,740,900 89,694,200 648,692,800 22,921,100 278,528,500

1.048943 0.256541 0.253814 0.410760 0.385056 0.302949 0.360619 0.283352 0.239901 1.564553 0.298214 0.162089 0.238498 0.065052 0.297028 2.748979 0.665300 0.145856 0.903798 0.327660 0.546582 1.111057 0.372133 0.110100 0.321245 2.323329 0.082093 0.997565

$

$

39,345.64 10,563.65 30,334.98 34,799.48 38,582.26 31,718.75 38,144.94 32,130.32 37,713.05 1,659.20 52,029.45 71,438.03 700.34 18,517.20 50,410.50 133,055.22 621,143.01

265,117.94 64,840.17 64,150.93 103,818.74 97,321.99 76,569.69 91,145.61 71,616.54 60,634.47 395,437.10 75,372.88 40,967.54 60,279.80 16,441.69 75,073.07 694,798.17 168,152.97 36,864.67 228,432.78 82,815.32 138,147.41 280,817.16 94,055.65 27,827.58 81,193.87 587,216.12 20,748.87 252,132.33 52


CHIPPEWA VALLEY TECHNICAL COLLEGE 2021 TAX LEVY DISTRIBUTION BY MUNICIPALITY 2020 FULL VALUATIONS

MUNICIPALITY C CHIPPEWA FALLS C CORNELL C EAU CLAIRE C STANLEY COUNTY TOTAL CLARK COUNTY T BEAVER T BUTLER T DEWHURST T EATON T FOSTER T GRANT T GREEN GROVE T HENDREN T HEWETT T HIXON T HOARD T LEVIS T LONGWOOD T LOYAL T MAYVILLE T MEAD T MENTOR T PINE VALLEY T RESEBURG T SEIF T SHERWOOD T THORP T WARNER T WASHBURN T WESTON T WITHEE T WORDEN T YORK V WITHEE C GREENWOOD C NEILLSVILLE C OWEN C STANLEY C THORP COUNTY TOTAL DUNN COUNTY T COLFAX T DUNN T EAU GALLE

$

$

$

$

PERCENT OF TOTAL

2021 TAX LEVY

999,020,300 75,166,400 234,361,500 106,869,800 6,112,557,400

3.578047 0.269213 0.839379 0.382760 21.892464

5,454,708 11,335,500 94,275,006 60,114,857 26,627,100 25,105,103 29,584,588 37,748,000 32,571,100 50,791,400 38,000,249 45,368,600 51,622,900 3,091,146 2,019,352 48,883,100 104,969,300 96,673,000 47,132,300 21,501,700 1,712,851 57,620,900 38,369,048 26,683,270 44,975,002 57,957,500 55,957,600 11,664,003 20,089,500 45,041,900 135,092,900 40,686,900 3,470,600 84,328,600 1,456,519,583

0.019536 0.040599 0.337651 0.215305 0.095366 0.089915 0.105959 0.135197 0.116655 0.181912 0.136100 0.162490 0.184890 0.011071 0.007232 0.175078 0.375953 0.346240 0.168807 0.077010 0.006135 0.206372 0.137421 0.095568 0.161080 0.207578 0.200415 0.041775 0.071952 0.161320 0.483843 0.145722 0.012430 0.302028 5.216606

$

94,060,300 118,966,200 85,961,400

0.336882 0.426084 0.307876

$

$

$

904,343.05 68,042.87 212,151.04 96,741.74 5,533,269.76

4,937.76 10,261.23 85,340.55 54,417.77 24,103.65 22,725.89 26,780.85 34,170.62 29,484.33 45,977.89 34,398.96 41,069.01 46,730.59 2,798.20 1,827.98 44,250.44 95,021.35 87,511.29 42,665.57 19,463.98 1,550.52 52,160.16 34,732.81 24,154.49 40,712.72 52,464.86 50,654.49 10,558.60 18,185.62 40,773.27 122,290.13 36,831.00 3,141.69 76,336.77 1,318,485.04

85,146.20 107,691.76 77,814.83

53


CHIPPEWA VALLEY TECHNICAL COLLEGE 2021 TAX LEVY DISTRIBUTION BY MUNICIPALITY 2020 FULL VALUATIONS

MUNICIPALITY T ELK MOUND T GRANT T HAY RIVER T LUCAS T MENOMONIE T NEW HAVEN T OTTER CREEK T PERU T RED CEDAR T ROCK CREEK T SAND CREEK T SHERIDAN T SHERMAN T SPRING BROOK T STANTON T TAINTER T TIFFANY T WESTON T WILSON V BOYCEVILLE V COLFAX V DOWNING V ELK MOUND V KNAPP V RIDGELAND V WHEELER C MENOMONIE COUNTY TOTAL EAU CLAIRE COUNTY T BRIDGE CREEK T BRUNSWICK T CLEAR CREEK T DRAMMEN T FAIRCHILD T LINCOLN T LUDINGTON T OTTER CREEK T PLEASANT VALLEY T SEYMOUR T UNION T WASHINGTON T WILSON V FAIRCHILD V FALL CREEK C ALTOONA C AUGUSTA

$

$

PERCENT OF TOTAL

148,764,000 44,940,300 64,820,000 65,008,700 284,575,400 48,077,500 45,010,900 19,641,000 232,537,100 87,679,400 45,621,400 44,500,700 83,226,800 151,351,000 65,460,300 261,964,900 47,804,300 55,237,900 44,261,700 46,378,100 52,234,600 11,367,000 42,151,300 20,401,200 13,883,000 10,303,500 1,111,260,800 3,447,450,700

0.532807 0.160956 0.232156 0.232832 1.019223 0.172192 0.161209 0.070345 0.832845 0.314029 0.163396 0.159382 0.298081 0.542072 0.234450 0.938242 0.171214 0.197838 0.158526 0.166106 0.187081 0.040712 0.150967 0.073068 0.049723 0.036903 3.980042 12.347236

165,706,300 210,456,600 68,276,100 75,599,600 32,666,900 107,205,500 104,230,100 35,485,700 456,041,100 356,472,900 495,807,000 857,315,000 37,401,300 13,650,400 86,277,700 529,234,300 83,192,800

0.593486 0.753762 0.244535 0.270764 0.116998 0.383962 0.373306 0.127094 1.633337 1.276728 1.775760 3.070521 0.133955 0.048890 0.309008 1.895482 0.297960

2021 TAX LEVY

$

$

134,665.62 40,681.30 58,677.00 58,847.82 257,606.16 43,521.19 40,745.21 17,779.62 210,499.54 79,370.02 41,297.86 40,283.36 75,339.39 137,007.45 59,256.62 237,138.46 43,273.88 50,003.00 40,067.01 41,982.84 47,284.32 10,289.75 38,156.62 18,467.78 12,567.31 9,327.04 1,005,946.51 3,120,735.47

150,002.30 190,511.61 61,805.57 68,435.02 29,571.05 97,045.62 94,352.20 32,122.72 412,822.04 322,689.93 448,819.32 776,067.18 33,856.78 12,356.75 78,101.15 479,078.72 75,308.61

54


CHIPPEWA VALLEY TECHNICAL COLLEGE 2021 TAX LEVY DISTRIBUTION BY MUNICIPALITY 2020 FULL VALUATIONS

MUNICIPALITY C EAU CLAIRE COUNTY TOTAL JACKSON COUNTY T ALMA T CLEVELAND T GARDEN VALLEY T GARFIELD T HIXTON T NORTHFIELD V ALMA CENTER V MERRILLAN COUNTY TOTAL PEPIN COUNTY T ALBANY T DURAND T FRANKFORT T LIMA T PEPIN T STOCKHOLM T WATERVILLE T WAUBEEK V PEPIN V STOCKHOLM C DURAND COUNTY TOTAL PIERCE COUNTY T CLIFTON T DIAMOND BLUFF T ELLSWORTH T EL PASO T GILMAN T HARTLAND T ISABELLE T MAIDEN ROCK T MARTELL T OAK GROVE T RIVER FALLS T ROCK ELM T SALEM T SPRING LAKE T TRENTON T TRIMBELLE T UNION V BAY CITY

$

$

$

$

$

$

PERCENT OF TOTAL

2021 TAX LEVY

5,737,234,100 9,452,253,400

20.548223 33.853771

85,147,124 47,419,900 37,577,681 58,480,400 11,008,991 5,514,300 18,924,900 22,031,848 286,105,144

0.304959 0.169837 0.134587 0.209451 0.039429 0.019750 0.067781 0.078908 1.024701

$

62,319,600 51,630,600 31,818,000 66,523,100 111,002,500 41,089,800 64,706,600 48,097,500 68,274,100 23,563,200 102,530,600 671,555,600

0.223201 0.184918 0.113958 0.238256 0.397562 0.147165 0.231750 0.172264 0.244527 0.084393 0.367219 2.405214

$

339,424,000 55,834,800 124,258,100 81,142,800 105,941,800 85,933,500 36,244,300 80,471,900 110,961,100 337,442,600 284,288,500 44,901,400 55,204,100 49,380,700 226,097,800 164,913,000 54,631,600 20,800,300

1.215666 0.199975 0.445037 0.290617 0.379436 0.307776 0.129811 0.288215 0.397413 1.208569 1.018195 0.160817 0.197717 0.176860 0.809782 0.590645 0.195666 0.074497

$

$

$

5,193,515.90 8,556,462.47

77,077.72 42,925.91 34,016.44 52,938.21 9,965.67 4,991.71 17,131.39 19,943.89 258,990.94

56,413.57 46,737.56 28,802.61 60,218.70 100,482.78 37,195.72 58,574.35 43,539.30 61,803.76 21,330.11 92,813.77 607,912.23

307,256.76 50,543.33 112,482.15 73,452.89 95,901.69 77,789.57 32,809.42 72,845.57 100,445.31 305,463.13 257,346.45 40,646.09 49,972.40 44,700.89 204,670.49 149,284.18 49,454.16 18,829.05

55


CHIPPEWA VALLEY TECHNICAL COLLEGE 2021 TAX LEVY DISTRIBUTION BY MUNICIPALITY 2020 FULL VALUATIONS

MUNICIPALITY V ELLSWORTH V ELMWOOD V MAIDEN ROCK V PLUM CITY V SPRING VALLEY C PRESCOTT C RIVER FALLS COUNTY TOTAL

$

218,452,000 40,897,000 22,969,300 33,731,100 71,601,400 338,006,800 771,081,300 3,754,611,200

PERCENT OF TOTAL 0.782398 0.146475 0.082266 0.120810 0.256444 1.210590 2.761671 13.447349

2021 TAX LEVY

$

197,749.28 37,021.19 20,792.50 30,534.40 64,815.73 305,973.86 698,005.85 3,398,786.34

56


CHIPPEWA VALLEY TECHNICAL COLLEGE 2021 TAX LEVY DISTRIBUTION BY MUNICIPALITY 2020 FULL VALUATIONS

MUNICIPALITY ST CROIX COUNTY T CADY T EAU GALLE T KINNICKINNIC T PLEASANT VALLEY T RUSH RIVER T SPRINGFIELD T TROY V SPRING VALLEY V WILSON C RIVER FALLS COUNTY TOTAL

2021 TAX LEVY

66,044,482 20,548,756 230,960,702 15,485,129 234,231 6,165,713 536,269,509 1,520,800 11,392,261 395,248,100 1,283,869,683

0.236542 0.073597 0.827199 0.055461 0.000839 0.022083 1.920679 0.005447 0.040802 1.415603 4.598251

$

0.112378 0.085453 0.087113 0.115207 0.083986 0.101136 0.117718 0.070329 0.128825 0.129369 0.067226 0.014152 1.112892

$

$

31,376,800 23,859,300 24,322,600 32,166,835 23,449,600 28,237,943 32,867,800 19,636,400 35,968,900 36,121,000 18,770,100 3,951,400 310,728,678

TREMPEAULEAU COUNTY T ALBION $ T CHIMNEY ROCK T HALE T SUMNER T UNITY V ELEVA V STRUM C OSSEO COUNTY TOTAL $

62,133,200 21,138,717 25,499,312 82,780,600 47,492,500 35,371,600 62,020,700 122,569,000 459,005,629

0.222534 0.075709 0.091327 0.296483 0.170097 0.126685 0.222131 0.438988 1.643954

$

$

56,244.83 19,135.40 23,082.74 74,935.47 42,991.63 32,019.43 56,142.99 110,953.12 415,505.61

100.000000

$

25,274,769.00

TAYLOR COUNTY T AURORA T CLEVELAND T FORD T GROVER T JUMP RIVER T MAPLEHURST T MCKINLEY T PERSHING T ROOSEVELT T TAFT V GILMAN V LUBLIN COUNTY TOTAL

TOTALS

$

PERCENT OF TOTAL

$

$

$

27,920,828,552

$

$

59,785.44 18,601.35 209,072.53 14,017.60 212.03 5,581.39 485,447.20 1,376.67 10,312.62 357,790.40 1,162,197.23

28,403.22 21,598.15 22,017.54 29,118.38 21,227.28 25,561.83 29,752.92 17,775.46 32,560.12 32,697.81 16,991.26 3,576.93 281,280.90

57