May 2022 Appendices
APPENDIX A
2022-23 OPERATING BUDGET
West Kentucky Community and Technical College
| Source of Funds | Unrestricted | Restricted | Total |
|---|---|---|---|
| Tuition and Mandatory Fees | $14,786,100 | $0 | $14,786,100 |
| State Allocation | 14,335,100 | 0 | 14,335,100 |
| Government Grants and Contracts - Federal | 0 | 14,382,700 | 14,382,700 |
| Government Grants and Contracts - State | 1000 | 1,967,200 | 1,968,200 |
| Noncredit Tuition | 697,400 | 0 | 697,400 |
| Private Funds | 0 | 497,600 | 497,600 |
| Sales/Services Educational Activities | 1,880,300 | 0 | 1,880,300 |
| Other Sources | 5,200,000 | 0 | 5,200,000 |
| Budget Reserve "NR" | 1,009,000 | 0 | 1,009,000 |
| System Services amd Systemwide Contracts | (4,459,500) | 0 | (4,459,500) |
| Total Revenues | 33,449,400 | 16,847,500 | 50,296,900 |
| Function of Expenses | Unrestricted | Restricted | Total |
|---|---|---|---|
| Instruction | $17,420,800 | $1,923,900 | $19,344,700 |
| Public Service | 797,900 | 55,000 | 852,900 |
| Academic Support | 1,072,800 | 16,000 | 1,088,800 |
| Libraries | 444,400 | 0 | 444,400 |
| Student Services | 2,916,700 | 1,027,400 | 3,944,100 |
| Institutional Support | 3,266,300 | 359,100 | 3,625,400 |
| Operation and Maintenance | 4,358,200 | 80,000 | 4,438,200 |
| Student Financial Aid | 2,163,300 | 13,386,100 | 15,549,400 |
| Budget Reserve "NR" | 1,009,000 | 0 | 1,009,000 |
| Total Expenses | 33,449,400 | 16,847,500 | 50,296,900 |
| Object of Expenses | Unrestricted | Restricted | Total |
|---|---|---|---|
| Personnel Costs | $20,754,000 | $2,162,400 | $22,916,400 |
| Operating Expenses | 8,764,600 | 1,125,000 | 9,889,600 |
| Capital Outlay | 641,600 | 174,000 | 815,600 |
| Grants in Aid | 2,163,300 | 13,386,100 | 15,549,400 |
| Transfers | 116,900 | 0 | 116,900 |
| Budget Reserve "NR" | 1,009,000 | 0 | 1,009,000 |
| Total Expenses | 33,449,400 | 16,847,500 | 50,296,900 |
APPENDIX B
| Goal | Objective | Key Performance Indicator (KPI) |
|---|---|---|
| 1: Organizational Success: Invest in infrastructure (personnel, facilities, technology, and programs) to provide students as well as educational and community partners with nationally recognized educational experiences. | 1A: Foster a culture that attracts, develops, supports, and retains talented faculty and staff that advances organizational success. |
1AI. Number of applicants for a position (disaggregate where appropriate) 1AII. Employee Retention Rate (disaggregate where appropriate) |
| 1B: Ensure a sustainable funding base. | 1BI. Dollar Amount | |
| 1C: Improve and expand academic facilities, technology, and programs to maintain relevancy in an ever-changing environment. |
1CI. Strategic Needs Analysis 1CII. Annual review/report of Campus Master Plan |
|
| 2: Student Supports: Provide all students access to equitable, high-quality learning experiences and holistic supports to achieve learner success. | 2A: Enhance a "Recruit-to-Retain" Culture. |
2AI. Enrollment (URM, Low-Income, Non-traditional, Gender) |
| 2B: Maximize attainment of students' educational goals. |
2BI. Graduation Rate - All Credentials (URM, Low-Income, Non-traditional, Gender) |
|
| 3: Economic Development: Align academic programs and workforce offerings to meet area needs with clear pathways, enhanced transfer opportunities, and tailored trainings for a strengthened workforce. | 3A: Promote clear educational and career pathways that lead to successful transfer and/or employment outcomes. |
3AI. Transfer Rate (URM, Low-Income, Non-traditional, Gender) 3AII. Employment Rate (URM, Low-Income, Non-traditional, Gender) |
| 3B: Meet regional Workforce training needs through customized training and continuing education. |
3BI. Workforce Enrollment (URM, Non-traditional, Gender) |
