Organization Data

Board Of Trustees

Officers

  • Monica Lira Bravo, Chair
  • Philip J. Ritter, Vice Chair
  • Joe D. May, Secretary

Members

  • Diana Flores
    Dallas, Texas
    Term Expires: 2026
  • Cliff Boyd
    Duncanville, Texas
    Term Expires: 2026
  • Philip J. Ritter
    Dallas, Texas
    Term Expires: 2022
  • Dorothy Zimmermann
    Garland, Texas
    Term Expires: 2022
  • Monica Lira Bravo
    Dallas, Texas
    Term Expires: 2022
  • Charletta Rogers Compton
    Dallas, Texas
    Term Expires: 2024
  • Vacant
    Dallas, Texas
    Term Expires: 2024

Administrative Officers

  • Joe D. May, Chancellor
  • Patty Arellano-Tolotta, Chief Marketing Officer
  • Mary Brumbach, Chief of Strategic Initiatives
  • Sherri Enright, Chief Human Resources Officer
  • Isaac Faz, Chief Legislative Counsel
  • Shawnda Floyd, Provost
  • Beatriz Joseph, Vice Chancellor of Student Success
  • Justin Lonon, Executive Vice Chancellor
  • Vacant, Chief Innovation Officer
  • John Robertson, Chief Financial Officer
  • Robert Wendland, General Counsel
  • Pyeper Wilkin, Vice Chancellor of Workforce & Advancement

Campus Presidents

  • Linda Braddy, Brookhaven Campus
  • Kathryn Eggleston, Richland Campus
  • Kenneth Gonzalez, Mountain View Campus
  • Joseph Seabrooks, Cedar Valley Campus
  • Christa Slejko, North Lake Campus
  • Eddie Tealer, Eastfield Campus
  • Bradford Williams, El Centro Campus
 

Mission

The Mission of Dallas College is to transform lives and communities through higher education.

Overall purposes:

  • To ensure Dallas County is vibrant, growing and economically viable for current and future generations.
  • To provide a teaching and learning environment that exceeds learner expectations and meets the needs of our community and employers.

The Dallas College Board of Trustees’ Strategic Priorities continue to guide the work of the college in its mission to transform lives and communities through higher education and achieving 60x30TX.

The Board is committed to an annual assessment of progress and impact for the Strategic Priorities using appropriate metrics.

 
Mission
Engagement and Impact Categories
Thematic Priorities
Strategic Priorities
Board of Trustees FY 2020-2021
IndividualsCommunitiesEmployersOrganizationsStudent SuccessEmployee Success Community EngagementInstitutional Effectiveness
Impact Income Disparity Throughout Our Community
  • Careers: Help prospective and current students understand the value and necessity of Career Connected Learning leading to living wages and sustainable careers.
  • Underserved: In partnership with other providers, target underserved communities and individuals to support skills development for youth and adults.
  • Scholarships: Provide scholarship support for skills development in high demand jobs leading to careers.
  • Life Issues: Increase support for student life issues that impact completion such as housing, food, health care, mental health, childcare, emergency aid and transportation.
  • Pipeline: Strengthen the education pipeline through engagement with parents and students and through partnerships with school districts, community organizations, universities and employers.
XXX XX
X X
Streamline and Support Navigation to and Through Our College and Beyond
  • Technology and Training: Remove barriers to educational goals completion through targeted training for advisors and navigators, technology support for Guided Pathways (Navigate), centralized course scheduling (master scheduling process) and immediate availability of learning materials (IncludeED).
  • Supportive Environment: Provide a welcoming, accessible and responsive environment at all levels of our organization that demonstrates sensitivity and respect for individual needs, giving timely accurate and consistent information and resolving issues as needed.
  • Career Resources: Enhance availability of career resources to increase student employment in high value jobs.
  • Advanced Degrees: Pilot new models for transfer to baccalaureate programs including employer-paid tuition arrangements, guaranteed admissions, co-enrollment and fast- tracked core completion.
  • Student Experience Quality: Develop an agenda of research topics needed for the student experience, continuously monitoring quality and changes in learner expectations.
XXXXXXXX
Strengthen the Career Connected Learner Network and Implement the Student-Centric One College Organization
  • New Structure: Redesign and staff a new organizational structure to support One College.
  • Technology Improvements: Invest in technology and software to support One College.
  • Discipline-based Schools: Implement the Education Plan for discipline-aligned schools.
  • Capital Improvements: Meet the short and long-term educational needs of our students, employers and communities through construction of new buildings and renovation of existing facilities within sustainability and fiscal guidelines.
  • Community Engagement: Create enhanced community engagement through welcoming environments with more visible “front doors”, easier way-finding, and services.
  • Partners for Needs: Continue to add appropriate partners to support student, employer, and community needs.
  • Network Development: Assess and sustain network deployment including short-term and long-term needs.
XXXXXXXX
Foster an Equitable, Diverse and Inclusive Environment for Employees and Students
  • Resource Groups: Support diversity, inclusion and belonging through facilitation of employee resource groups linked to affiliations (race/ethnicity/other categories), roles, responsibilities, and interests.
  • Student Programming: Encourage student programming designed to address inequities and to increase inclusion and engagement of all individuals in the life of the college and the community.
XXXXXXXX
Re-design Professional Development to Create a Diverse and Inclusive High Performing Work and Learning Environment
  • Transitions Support: Support staff transitioning into new roles resulting from One College changes.
  • Faculty Development: Develop and implement a faculty development program aligned with new learning environments and the complex mix of students with varied background and needs.
  • Career Development: Develop a career development guided pathway program for staff, and administrators to build skills in student support, operations and leadership.
  • Leadership Capacity: Provide targeted leadership and management skills training designed to build an inclusive environment and professional growth of employee.
  • Job Descriptions: Through re-design of job descriptions, align positions with the leadership, instructional and operational needs of One College.
  • Evaluation System: Review and revise the employee evaluation system to incorporate best practices and position-aligned expectations.
XXXXXXXX
Serve as the Primary Provider in the Talent Supply Chain Throughout the Region
  • Employer Needs: Adapt rapidly to changing environment of employer-driven education models.
  • Youth Apprenticeships: Initiate and implement youth apprenticeships for ECHS/PTECHS and others.
  • Apprenticeships: Expand Registered and Industry Recognized apprenticeship programs and industry recognized certifications across employer spectrum..
  • Non-traditional Accountability Measures: In collaboration with major Texas community college districts, TEA, THECB and TWC, devise methods for capturing apprenticeship and industry certification records and incorporating results in state accountability measures (success points).
  • Innovation Hub: Develop and implement an innovation hub supporting small business development, entrepreneurship, technology applications, and access to capital aligned with market demands and employer skills needs in collaboration with higher education and other partners.
  • Business Support: Support development, expansion and relocation of small, medium and large businesses.
  • Skills Gaps: Respond nimbly to skills gaps.
XXXXXXX
X

Effective Beginning: Fall 2020

  1. In-District Residents $79 per credit unit or a minimum of $79
  2. Out-of-District Residents $135 per credit unit or a minimum of $135
  3. Non-Residents $200 per credit unit or a minimum of $200

Tuition Schedule

Semester Credit HoursIn-District TuitionOut-Of-District TuitionNon-Resident Tuition
1$79$135$200
2158270400
3237405600
4316540800
53956751,000
64748101,200
75539451,400
86321,0801,600
9711
1,2151,800
107901,3502,000
118691,4852,200
129481,6202,400
131,0271,7552,600
141,1061,8902,800
151,1852,0253,000
161,2642,1603,200
171,3432,2953,400
181,4222,4303,600
191,5012,5653,800
201,5802,7004,000
College DistrictIn-District ResidentOut-of-DistrictNon-Resident
Tuition
(12 SCH)
Fees
(12 SCH)
Total
(12 SCH)
Total per
SCH
Tuition
(12 SCH)
Fees
(12 SCH)
Total
(12 SCH)
Total per
SCH
Tuition
(12 SCH)
Fees
(12 SCH)
Total
(12 SCH)
Total per
SCH
Alamo $1,188 $62 $1,250 $104 $2,580 $62 $2,642 $220 $5,592 $62 $5,654 $471
Alvin $564 $289 $853 $71 $1,128 $289 $1,417 $118 $1,716 $289 $2,005 $167
Amarillo $564 $504 $1,068 $89 $564 $1,020 $1,584 $132 $1,332 $2,316 $3,648 $304
Angelina $804 $288 $1,092 $91 $1,320 $384 $1,704 $142 $1,860 $384 $2,244 $187
Austin $804 $216 $1,020 $85 $804 $2,628 $3,432 $286 $4,020 $216 $4,236 $353
Blinn $684 $840 $1,524 $127 $1,380 $840 $2,220 $185 $3,288 $840 $4,128 $344
Brazosport $780 $306 $1,086 $91 $1,188 $306 $1,494 $125 $1,836 $306 $2,142 $179
Central TX $1,140 $- $1,140 $95 $1,428 $- $1,428 $119 $2,976 $- $2,976 $248
Cisco $504 $696 $1,200 $100 $504 $1,176 $1,680 $140 $936 $1,176 $2,112 $176
Clarendon $696 $744 $1,440 $120 $696 $1,020 $1,716 $143 $1,068 $1,020 $2,088 $174
Coastal Bend $840 $263 $1,103 $92 $1,584 $263 $1,847 $154 $1,764 $263 $2,027 $169
College of the M $540 $207 $747 $62 $1,020 $207 $1,227 $102 $1,380 $207 $1,587 $132
Collin $660 $24 $684 $57 $1,212 $24 $1,236 $103 $2,016 $24 $2,040 $170
Dallas $948 $- $948 $79 $1,620 $- $1,620 $135 $2,400 $- $2,400 $200
Del Mar $828 $517 $1,345 $112 $1,428 $517 $1,945 $162 $1,872 $517 $2,389 $199
El Paso $1,392 $240 $1,632 $136 $1,392 $240 $1,632 $136 $2,412 $240 $2,652 $221
Frank Philips $564 $778 $1,342 $112 $732 $778 $1,510 $126 $996 $778 $1,774 $148
Galveston $540 $395 $935 $78 $540 $659 $1,199 $100 $1,440 $659 $2,099 $175
Grayson $600 $468 $1,068 $89 $1,068 $468 $1,536 $128 $1,644 $468 $2,112 $176
Hill $1,044 $157 $1,201 $100 $1,044 $457 $1,501 $125 $1,244 $457 $1,701 $142
Houston $396 $624 $1,020 $85 $1,452 $720 $2,172 $181 $1,812 $918 $2,730 $228
Howard $954 $130 $1,084 $90 $1,524 $130 $1,654 $138 $2,108 $130 $2,238 $187
Kilgore $636 $444 $1,080 $90 $636 $1,392 $2,028 $169 $1,236 $1,392 $2,628 $219
Laredo $600 $1,050 $1,650 $138 $1,200 $1,050 $2,250 $188 $1,824 $1,050 $2,874 $240
Lee $708 $375 $1,083 $90 $1,566 $375 $1,941 $162 $1,776 $375 $2,151 $179
Lone Star $1,056 $24 $1,080 $90 $2,388 $24 $2,412 $201 $3,048 $24 $3,072 $256
McLennan $1,272 $192 $1,464 $122 $1,488 $192 $1,680 $140 $2,172 $192 $2,364 $197
Midland $792 $300 $1,092 $91 $1,440 $300 $1,740 $145 $1,944 $300 $2,244 $187
Navarro $540 $589 $1,129 $94 $648 $1,165 $1,813 $151 $1,392 $1,165 $2,557 $213
North Central TX $684 $516 $1,200 $100 $1,380 $900 $2,280 $190 $2,471 $1,068 $3,539 $295
Northeast TX $552 $725 $1,277 $106 $1,296 $725 $2,021 $168 $1,872 $725 $2,597 $216
Odessa $864 $276 $1,140 $95 $1,476 $276 $1,752 $146 $1,998 $276 $2,274 $190
Panola $396 $636 $1,032 $86 $396 $1,392 $1,788 $149 $396 $1,884 $2,280 $190
Paris $684 $300 $984 $82 $684 $900 $1,584 $132 $1,884 $300 $2,184 $182
Ranger $600 $1,435 $2,035 $170 $1,380 $1,615 $2,995 $250 $1,980 $1,615 $3,595 $300
San Jacinto $936 $- $936 $78 $1,620 $- $1,620 $135 $2,520 $- $2,520 $210
South Plains $348 $782 $1,130 $94 $1,164 $782 $1,946 $162 $1,356 $782 $2,138 $178
South TX $924 $738 $1,662 $139 $1,044 $738 $1,782 $149 $2,400 $738 $3,138 $262
Southwest TX $732 $519 $1,251 $104 $732 $1,299 $2,031 $169 $2,424 $519 $2,943 $245
Tarrant $768 $- $768 $64 $1,512 $- $1,512 $126 $3,660 $- $3,660 $305
Temple $924 $301 $1,225 $102 $924 $1,198 $2,122 $177 $1,416 $1,644 $3,060 $255
Texarkana $720 $482 $1,202 $100 $804 $1,106 $1,910 $159 $912 $1,706 $2,618 $218
Texas Southmost $600 $974 $1,574 $131 $900 $974 $1,874 $156 $1,500 $974 $2,474 $206
Trinity Valley $468 $588 $1,056 $88 $468 $1,500 $1,968 $164 $1,800 $588 $2,388 $199
Tyler $384 $828 $1,212 $101 $384 $1,548 $1,932 $161 $672 $1,548 $2,220 $185
Vernon $720 $600 $1,320 $110 $1,200 $600 $1,800 $150 $1,920 $600 $2,520 $210
Victoria $612 $636 $1,248 $104 $612 $1,260 $1,872 $156 $1,716 $636 $2,352 $196
Weatherford $1,140 $180 $1,320 $110 $1,872 $180 $2,052 $171 $2,640 $180 $2,820 $235
Western TX $732 $384 $1,116 $93 $1,260 $420 $1,680 $140 $1,644 $420 $2,064 $172
Wharton $384 $816 $1,200 $100 $384 $1,428 $1,812 $151 $1,008 $1,428 $2,436 $203
State average $736 $449 $1,185 $99 $1,141 $711 $1,852 $154 $1,946 $668 $2,614 $218

The following chart represents the tax rates and percentage paid in property taxes by average homeowners in selected cities in Dallas County

Source: DCAD Appraisal Year 2021, Tax Rate are per $100 of Assessed Value

LocationAverage Home TAVDallas CountyParkland HospitalDallas CollegeCityISDTotal
Dallas $245,205 0.239740.26610.1240.77631.296735 $2.702875
Carrollton $188,806 0.239740.26610.1240.58751.2547 $2.472040
Cedar Hill $218,849 0.239740.26610.1240.6881021.2833 $2.601242
Duncanville $173,715 0.239740.26610.1240.7168521.3676 $2.714292
Garland $177,091 0.239740.26610.1240.76961.2563 $2.655740
Grand Prairie $168,282 0.239740.26610.1240.6699981.5097 $2.809538
Highland Park $2,067,098 0.239740.26610.1240.231.1519 $2.011740
Irving $220,694 0.239740.26610.1240.59411.2751 $2.499040
Lancaster $156,976 0.239740.26610.1240.8197361.4999 $2.949476
Mesquite $164,339 0.239740.26610.1240.708621.4464 $2.784860
Richardson $264,765 0.239740.26610.1240.625161.4047 $2.659700
LocationAverage Home TAVDallas CountyParkland HospitalDallas CollegeCityISDTotal
Dallas $245,205 8.9%9.8%4.6%28.7%48.0%100.0%
Carrollton $188,806 9.7%10.8%5.0%23.8%50.8%100.0%
Cedar Hill $218,849 9.2%10.2%4.8%26.5%49.3%100.0%
Duncanville $173,715 8.8%9.8%
4.6%26.4%50.4%100.0%
Garland $177,091 9.0%10.0%4.7%29.0%47.3%100.0%
Grand Prairie $168,282 8.5%9.5%4.4%23.8%53.7%100.0%
Highland Park $2,067,098 11.9%13.2%6.2%11.4%57.3%100.0%
Irving $220,694 9.6%10.6%5.0%23.8%51.0%100.0%
Lancaster $156,976 8.1%9.0%4.2%27.8%50.9%100.0%
Mesquite $164,339 8.6%9.6%4.5%25.4%51.9%100.0%
Richardson $264,765 9.0%10.0%4.7%23.5%52.8%100.0%

Tax Rate History

ProposedActualActualActualActualActual
Fiscal Year-Dallas College2021-20222020-20212019-20202018-20192017-20182016-2017
Tax Year-Tax Office202120202019201820172016
Maintenance & Operations $0.1040 $0.1040 $0.1040 $0.1040 $0.1040 $0.1040
Interest & Sinking $0.0200 $0.0200 $0.0200 $0.0200 $0.0202 $0.0200
Total Tax Rate $0.1240 $0.1240 $0.1240 $0.1240 $0.1242 $0.1240

The following chart indicates the dollar amount of total cash and investments on hand as well as the required amount of cash reserves. The cash reserves will only be accessed pursuant to Board policy as agreed upon by the Chancellor and the Chief Financial Officer and approved by the Board of Trustees.

Cash Reserves chart  
 

According to the Board policy BAA (Local) Management of College District Funds, item 3: The College District shall maintain an amount of cash reserves not less than two months of general operating revenues to ensure continuity in the event of economic downturns, unexpected emergencies or in the case of catastrophic loss and to maintain the most favorable credit ratings for financing debt.

Monthly Par Values 2020-2021 in $
US TreasuriesUS Gov't AgenciesMunicipal/State ObligationsCommercial PaperCDInvestment PoolsBankingTotal Holdings
September $- $60,000,000 $31,130,000 $20,000,000 $- $251,732,433 $7,285,912 $370,148,345
October $- $60,000,000 $36,475,000 $40,000,000 $- $199,732,851 $5,444,029 $341,651,880
November $- $60,000,000 $51,475,000 $50,000,000 $- $175,374,722 $7,088,229 $343,937,951
December $- $70,000,000 $51,475,000 $50,000,000 $- $244,293,649 $6,741,488 $422,510,137
January $- $80,000,000 $51,475,000 $40,000,000 $- $353,020,089 $5,855,060 $530,350,149
February $- $100,000,000 $51,475,000 $60,000,000 $- $295,389,224 $7,618,660 $514,482,884
March $10,000,000 $130,000,000 $51,475,000 $60,000,000 $- $242,386,699 $6,337,730 $500,199,429
April $10,000,000 $170,000,000 $62,220,000 $50,000,000 $- $226,452,788 $6,338,952 $525,011,740
May $10,000,000 $180,000,000 $59,035,000 $30,000,000 $- $204,961,807 $7,833,043 $491,829,850
June (EST) $10,000,000 $170,000,000 $56,035,000 $30,000,000 $- $170,000,000 $8,000,000 $444,035,000
July (EST) $10,000,000 $170,910,000 $56,035,000 $30,000,000 $- $155,000,000 $8,000,000 $429,945,000
August (EST) $10,000,000 $170,910,000 $43,035,000 $30,000,000 $- $140,000,000 $8,000,000 $401,945,000
Monthly Par Values 2020-2021 in %
US TreasuriesUS Gov't AgenciesMunicipal/State ObligationsCommercial PaperCDInvestment PoolsBankingTotal Holdings
Max-100%Max-85%Max-85%Max-30%Max-100%Max-85%
September0%16%8%5%0%68%2%100%
October0%18%11%12%0%58%2%100%
November0%17%15%15%0%51%2%100%
December0%17%12%12%0%58%2%100%
January0%15%10%8%0%67%1%100%
February0%19%10%12%0%57%1%100%
March2%26%10%12%0%48%1%100%
April2%32%12%10%0%43%1%100%
May2%37%12%6%0%42%2%100%
June (EST)2%38%13%7%0%38%2%100%
July (EST)2%40%13%7%0%36%2%100%
August (EST)2%43%11%7%0%35%2%100%
Monthly Investment Holdings by % chart  
 

The FY 2021-2022 budget continues to support Dallas College by:

  • Allowing us to graduate more students on time with reduced cost to the student,
  • Shortening the time it takes for students to earn a degree or certificate,
  • Permitting students to take classes at more than one location and
  • Helping to ensure a consistent experience across the college.

The following budgets are submitted for approval:

Unrestricted Operating Fund$494,885,503
Auxiliary Fund705,000
Special Items36,666,353
Capital Budget455,835,900
Richland Collegiate High School4,643,926

The following budgets are submitted for informational purposes:

Restricted Fund305,114,932
Debt Service Fund58,293,603

Dallas College moved quickly to adjust to the needs of students during COVID-19. We provided online learning as well as technology (laptops, tablets, and hotspots) to facilitate students access to those learning platforms. We are committed to assisting students who continue to experience difficulties because of COVID-19 and have implemented methods to deliver access to supplemental funds and services in support of our students.

We are continuing efforts on initiatives that enable our increased efficiency and effectiveness, which result in a more nimble, innovative institution. The FY 2021-2022 budget supports the College mission and strategic priorities and while focusing heavily on student success and pathways to employment for high-demand workforce industries. Our investment in student-centric initiatives such as virtual college, student services call center, and early-college high schools are also demonstrated in the upcoming fiscal year budget. Dallas College continues its commitment to award scholarships and tuition waivers as evidenced in the FY 2021-22 budget at a funding level of $33.5 million.

College leadership recommends the FY 2021-22 budget in support of employees as the budget continues to promote diversity, equity, and inclusion for all staff. In addition to enhanced professional development opportunities, Talent Central recommends a 3% adjustment to salaries in the upcoming fiscal year.

The college continues preparations for the voter-approved bond program, focusing on safety and security, technology and teaching and learning facilities that will enable our students to compete in the marketplace.

Throughout this document, references may occur to ‘workgroups’ in an abbreviated fashion. The abbreviations correspond to the legend below:

LeadershipWorkgroupTeam
ChancellorAll Leadership + Presidents
ProvostSchools of/InstructionEducational Partnerships
Creative Arts, Entertainment & Design (CAED)
Business, Hospitality & Global Trade (BHGT)
Education (SOE)
Law & Public Service (SOLPS)
Health Sciences (SOHS)
Manufacturing, Industry & Technology (MIT)
Engineering, Technology, Mathematics & Science (ETMS)
ProvostAcademic ServicesE-Learning, Academic Incubator
Vice Chancellor, Student SuccessStudent SuccessEnrollment Management, Student Success, Student Wraparound Support, Program Portfolio & Schedule Management
Vice Chancellor, Workforce & AdvancementWorkforce & Advancement (WFA)Employer Relations & Corporate Partnerships, Advancement, Innovation Hub
Executive Vice Chancellor, OperationsOperationsGovernment Relations, Strategic Initiatives, Marketing & Communications, Technology, Board Relations, Legal, Finance & Facilities, HR, Leaderships and Talent Development, Social Responsibility

One College Leadership Team

One College Leadership Team diagram