Harford Community College FY 2016 Operating Budget & FY 2016 Capital Budget
advertisement
Harford Community College FY 2016 Operating Budget & FY 2016 Capital Budget EXECUTIVE SUMMARY June 10, 2015 Harford Community College FY 2016 Operating and Capital Budgets Mission Harford Community College provides accessible, innovative, learner-centered educational opportunities. As an open-access institution, the College promotes graduation, transfer, individual goal attainment, and career and workforce development. The College fosters lifelong learning, global awareness, and social and cultural enrichment. Vision To be a national higher education leader by transforming lives through imagination, compassion, and rigor. Values Excellence We are creative and passionate in our work. Our highly qualified faculty and staff, learnercentered programs and services, and beautiful campus reflect our commitment to intentional improvement. Lifelong Learning We prepare our students and ourselves to contribute to our community as critical thinkers, knowledgeable citizens, and creative problem solvers. We believe that learning should be engaging and enjoyable. Diversity We embrace differences, respect intellectual and academic freedom, promote critical discourse, and encourage socio-cultural and global awareness. Service We are accessible and responsive to our students, our community, and each other. Helping people achieve their goals is central to our mission. Innovation We cultivate bold vision, creative exploration, and responsible risk taking. Sustainability We are responsible stewards of our resources. We work together to protect our natural resources, renew our human resources, and expand our financial and physical resources. Integrity We adhere to high ethical standards. Honesty, sincerity, fairness, respect, transparency, and trust serve as our foundation. Collaboration We foster teamwork and partnerships. Working together enhances results and builds community. Communication We share information and ideas, listen with open minds, and strive for clarity. Executive Summary June 10, 2015 Harford Community College FY 2016 Operating and Capital Budgets Board of Trustees James J. Valdes, Ph.D., Chair (District E; Term Expires 2018) Richard D. Norling, Vice Chair (District D; Term Expires 2014) Doris G. Carey (District A; Term Expires 2016) James W. McCauley, Ph.D. (District F; Term Expires 2014) John F. Haggerty (District C; Term Expires 2018) Cordell E. Hunter, Sr. (At-Large; Term Expires 2017) Bryan E. Kelly, CFP® (At-Large; Term Expires 2015) Jan Stinchcomb (District B; Term Expires 2015) Bradley R. Stover, J.D., (At-Large; Term Expires 2014) Dennis Golladay, Ph.D., President/Secretary-Treasurer Senior Staff Deborah J. Cruise, Ph.D., Vice President Student Affairs and Institutional Effectiveness Annette Haggray, Ph.D., Vice President Academic Affairs Fredrick P. Johnson, Vice President Finance and Operations Relations Brenda Morrison, Vice President Marketing, Development, & Community Executive Summary June 10, 2015 HARFORD COMMUNITY COLLEGE BRENDA MORRISON Vice President for Marketing, Development & Community Relations x 2409 JAMES VALDES, Chair RICHARD NORLING, Vice Chair BOARD OF TRUSTEES CAROL SHERMAN Executive Assistant to the President x 2230 DEBORAH CRUISE Vice President for Student Affairs & Institutional Effectiveness x 2233 NANCY DYSARD Director for Marketing & Public Relations x 2408 SHEILA TERRY x 2422 Assistant Director for Marketing & Public Relations JUSTIN BENDIS x 2335 Manager for Design & Multimedia MARK BANDY x 2213 Manager for Web & Social Media KATIE CALLAN Director for Human Resources & Employee Development x 2129 ALEXANDRA ADAMS Associate Vice President for Enrollment Services x 2345 JENNIFER THOMAS x 2096 Student Affairs Technology Specialist KIMBERLY HACHMANN x 2366 Coordinator for Assessment & Institutional Effectiveness JULIE RUND x 2378 Benefits Specialist KAREN BATYKEFER x 2028 Programmer Analyst BONNIE ROBBINS x 2183 Payroll Coordinator DENISE DREGIER Director for Development & Alumni Relations x 2428 PATTI WILSON x 2027 Research Associate DIANE RESIDES Associate Vice President For Student Development x 2142 RICK JOHNSON Vice President for Finance & Operations X 2407 AMY WALLACE x 7283 Regional Director of MD SBTDC MEGAN CORNETT x 2139 Director for Admissions LINDA TABOR x 2492 Associate Director for Human Resources & Employee Development ANNETTE HAGGRAY JOHN MAYHORNE Dean of Business, Computing & Applied Technology x 2382 RITA ARCHER-CLARK x 2309 Registrar DAVID ANTOL x 2472 Coord. for Applied Tech Programs DAWN GRISSOM x 2364 Project Director TAACCCT KARRY HATHAWAY Dean of Humanities x 2401 LAURA PRESTON Dean of Nursing & Allied Health Professions x 2438 JANET WILSON BROWN x 2749 Nursing Student Success & Retention Specialist CATHERINE SIKORA x 2249 Coordinator for Nursing Skills Lab & Simulation Center DEBORAH WROBEL LANELL PATRICK x 2563 Coordinator for Grants KURT DOAN x 2373 Director for Student Activities JEANMARIE KRYGOWSKI x 2102 Alumni Coordinator JENNIE TOWNER x 2149 Interim Director for Student Success VACANT x 2449 Development Specialist NICOLE HOKE-WILSON - x 2132 Director for Disability & Student Intervention Services Director for Cultural Events & Performing Arts x 2340 DEBBIE EZELL x 2064 Director for Health & Physical Education JEFF KANYUCK x 2369 Theater Technical Director BONNIE SULZBACH x 2119 Director for Advising, Career & Transfer Services SUSAN NICOLAIDES LEE KAHLE x 2075 Theater Technical Director HEATHER GASSWINT x 2036 Ticketing & Cultural Events Specialist Revised June 1, 2015 Also available via OwlNet in the My Work Life tab. Dean of Science Technology, Engineering & Mathematics x 2240 LEE ANN ANDERSON x 2150 Coordinator for Science Support PAUL LABE Dean of Visual, Performing & Applied Artsx 2291 GARY HELTON x 2151 Coordinator for the Radio Station CARL HENDERSON Dean of Educational & Transitional Studies x 2300 DAVID MACK KIMBERLY ASHMAN x 2073 Student Conduct & Intervention Specialist COLLEGIAL GOVERNANCE Vice President for Academic Affairs x 2244 AVERY WARD Dean of Behavioral & Social Sciences x 2361 LYNN LEE x 2258 Director for Financial Aid VALERIE SWAIN Director for Institutional Research, Planning & Effectiveness x 2344 DENNIS GOLLADAY PRESIDENT x 2475 Director for Academic Program Enhancement & Partnerships x 2158 ALISON AMATO x 2384 Academic Affairs Program Specialist NANCY SPENCE Director for the University Center 443-360-9102 ZOANN PARKER Associate Vice President For Continuing Education& Training x 2170 BRANDY NAUGHTON x 2160 Director for Adult Developmental & Literacy Programs THOMAS FRANZA Chief Information Officer x 2489 DONNA WALTERS x 2128 Director for Technology Support Services VICTOR CYRAN x 2398 Director for Corporate & Professional Training CHESTER KARWOWSKI x 2367 Director for Applications Development PAT HOGAN x 2176 Director for Community Education PAM KARWOWSKI 443-360-9108 Director for Government, Contractor and Information Technology Training KATHY ARCHER x 2550 Director for Allied Health Programs, CET OLGA FRANZONI x 2204 Coordinator for CET Registration and Operations CAROL ALLEN Director for the Library x 2144 LOIS ENTNER x 2232 Asst. Director For the Library/Collection Development & Reference Services IRIS BARNES x 2495 Coordinator Hays-Heighe House GINA CALIA-LOTZ x 2052 Instructional Services Librarian ANDREA CRALEY x 2042 Manager for Technical Services/Govt. Documents Librarian ELAINE ATWELL x 2130 Manager for Circulation & Acquisitions JONATHAN O’LEARY x 2188 Director for Enterprise Information Systems KIEL MOORE x 2418 Director for Network & Systems Administration RODNEY ERDMAN x 2351 Copy Center Manager GREG PIZZUTO General Manager for APGFCU Arena x 2570 KEN KRSOLOVIC Athletic Director x 2303 DONNA GROVE X 2321 Associate Athletic Director & Senior Woman Administrator MIKE SMELKINSON x 2624 Manager for Athletic Compliance/Student-AthleteSuccess KEVIN CARVER x 2077 Manager for Sports Information & Game Operations THOMAS ELLER X 2097 Manager for Athletic Facilities STEPHEN PHILLIPS Associate Vice President for Finance & Budget x 2286 KATHY KONRAD x 2381 Assistant Director for Accounting DAVE HARVEY x 2417 Accounting Coordinator LISA VIRDEN x 2123 Accounting Coordinator CHRISTINE FISK x 2469 Finance and Budget Coordinator CHRISTINE TOWNEND x 2207 Accounting Specialist STEVE GAREY Associate Vice President for Campus Operations x 2156 LOU CLAYPOOLE x 2655 Manager for Capital Projects CATHY BOSTON x 2285 Coordinator for Campus Operations STEVE SOLOMON x 2261 Coordinator for Facilities Maintenance DAVE DUNAWAY x 2117 Manager for Events Management & Housekeeping VICTOR DODSON Assistant Vice President for Procurement x 2416 JOHN ANDERSON x 2318 Manager for Distribution Services TAMMY DOWELL x 2216 General Manager for Dining Services VACANT Director for eLearning & Instructional Resources x 2145 GREGORY PRIEBE x 2147 Instructional Design Associate VACANT x 2084 Instructional Design Associate RICHARD SMITH x 2346 Instructional Design Associate MELISSA HARRIS x 2087 Instructional Design Associate ADAM FANTOM x 2078 Instructional Design Associate MARY EILERMAN Chief of Public Safety x 2179 Harford Community College FY 2016 Operating and Capital Budgets OPERATING BUDGET Every year the College partakes in a rigorous 10-month budget process that begins in September and culminates with Board of Trustees adoption on the second Tuesday of June. Along the way, the proposed budget is vetted with the Board of Trustees and the Finance and Audit Committee in five public settings and six additional Finance and Audit Committee meetings. This year our collaborative process has produced a balanced budget with no anticipated reduction of reserves. If adopted, the College will have a solid financial plan for the upcoming year that is prudent and maintains the high level of instruction and service that Harford Community College students and the community have come to expect. As always, the accompanying narrative provides a more detailed and in-depth look at the FY 16 operating budget. This document summarizes the projections, assumptions and administrative actions that together are the backbone of the FY16 proposed operating budget. FY 16 Operating Budget Highlights $700,000 in Contracted Service reductions Retirement incentive generating salary savings of $285,000 $825,000 in capital project cost reductions 2% increase in funding from Harford County Projected 2% decline in credit enrollment Flat out-of-county billable credit hours Reduced instruction capacity with a savings of $422,000 $12 per credit hour increase in tuition (HCC ranks 8th in tuition and fees out of 16 Maryland community colleges) No increase in consolidated fees Modest increase in noncredit class fees (.005%) Robust wellness program designed to reduce health care costs Health care forecasting model Strategic enrollment management program Financial modeling application and financial information portal to assist in budget development Decrease in State funding of $170,000 Elimination of two full-time teaching positions Transfer of University Center costs to the state-funded grant This year’s budget is a tapestry of revenue additions and subtractions, of cost reductions and reallocations, and of proactive programs and actions designed to help the College run more efficiently. Each division of the College made difficult but necessary decisions to realign projected costs with anticipated revenues. Budget reductions by percentage and per division are as follows: Instruction 7%, Operations 9%, Student Services 4%, and Marketing, Development and Community Relations 5%. Executive Summary June 10, 2015 4 Harford Community College FY 2016 Operating and Capital Budgets This year marked the first year of a top down approach to budget formulation. While this approach to budgeting is typically used to contain costs, the overall process remained collaborative and collegial. The resulting proposed operating budget is a financial roadmap designed to maintain financial stability and provide the liquidity necessary for the College to offer leading edge classroom instruction and student services. Executive Summary June 10, 2015 5 Harford Community College FY 2016 Operating and Capital Budgets BUDGET DEVELOPMENT FRAMEWORK Harford Community College’s (HCC) operating funds are derived primarily from three revenue sources: tuition and fee payments from students, and funding appropriations from Harford County and the State of Maryland. Historically, tuition and fees have covered approximately one-third of HCC’s operating costs. However, beginning in FY 2008, economic pressures at both the State and County level began resulting in public funding reductions. A five-year period with no public funding increases and a large increase in enrollment led to a significant shift in the percentage allocation of revenue sources. In FY 2010, HCC’s tuition and fees revenue exceeded the annual county general operating support for the first time. This trend has continued in succeeding years as the College has not received any additional county funding. In this proposed FY 2016 operating budget, tuition and fees accounts for 43% of HCC’s total revenues. Diagram 1 – Operating Budget Actual and Projected Revenue 2005‐2016 50.0% 45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 2005 2006 2007 2008 2009 State 2010 Local 2011 2012 2013 2014 2015P 2016P Tuition and Fees During the period of public funding reductions, HCC continued to provide higher education at a substantially lower tuition rate than comparable community colleges within the state. Based on the history of strong financial support from the County, HCC operated under the assumption that this support would eventually be restored. Instead of increasing tuition, HCC utilized a “transfer-in” of reserve funds to balance the structural deficit that evolved during this period due to inflation and the cost of additional resources needed to provide service to a larger FTE base. During the period FY 2008 through FY 2015, HCC budgeted a significant “transfer-in” of fund balance that ranged from $1.5 to $3.2M each year (See Diagram 2). Rapid enrollment growth “masked” this deficit during FY 2009 and 2010 as actual tuition and fees revenue far exceeded budget projections. However, as enrollment has plateaued in recent years, the College has experienced operating losses ranging from $0.5 to $1.9M per year. Executive Summary June 10, 2015 6 Harford Community College FY 2016 Operating and Capital Budgets Diagram 2 – Surplus/(Deficit) Actual vs. Budget $5.0M $4.0M $3.0M $1.8 $1.8 $2.0M ($0.2) $1.0M $0.0M Actual ($0.7) ($0.5) ($0.8) ($1.5) ($1.4) ($1.7) ($1.9) ($1.0) ($2.6) ($2.7) ($2.9) ($2.9) ($2.9) ($2.5) ($3.2) 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015P 2016P As there are no indications that public funding will increase significantly in the near future, HCC is aware of the importance of developing a strategy to balance the structural deficit and ensure that adequate reserves are maintained. Therefore, HCC has proposed a plan designed to erase the structural deficit. This plan implements a $12 per credit hour tuition increase in FY 2016, raising the in-county credit tuition rate to $116. The consolidated fee assessed on the in-county tuition rate will remain at 20% for FY 2016. During the period FY 2007 through 2011, credit hours generated by HCC increased 21.8% from approximately 110,000 to 134,000. Subsequent to FY 2011, enrollment has leveled off. In FY 2013, credit hours generated by HCC were approximately 136,000. In FY 2014, enrollment actually declined by approximately 3.5%. For the fall semester of FY 2015, enrollment once again declined by approximately 4%. This declining enrollment performance over the past two years has also been common among other community colleges. Given the current economic indicators, demographic data, and recent trends at other community colleges, the notion is that it may be some time before enrollment experience increases again. Therefore, HCC has factored this input into the plan and is projecting a 2% decline in the in-county credit hours for FY 2016. Due to more favorable trends in out-of-county and out-of-state enrollment, HCC is projecting these credit hours to remain flat in FY 2016. Further, despite a decrease in noncredit FTE’s in FY 2014, HCC is projecting a .5% increase in noncredit revenue for FY 2016 primarily due to pricing changes. Executive Summary June 10, 2015 7 Harford Community College FY 2016 Operating and Capital Budgets The FY 2016 operating budget is framed around several broad revenue-related assumptions: 2% increase in county funding $170,109 decrease in state funding compared to the original FY 2015 budget (original FY 2015 budget was reduced $345,047 in January 2015) 2% decline in billable in-county credit hours Flat out-of-county and out-of-state billable credit hours $12 per credit hour increase in tuition .5% increase in noncredit revenue compared to the FY 2015 budget Minimal growth of cash balances due to interest rates continuing at historic lows A balanced budget that features no transfers-in General Operating Fund Revenues and Transfers In The FY 2016 operating budget of $46,634,212 contains an overall decrease of 3.07% in total revenues and transfers. Three primary sources, Harford County Government, the State of Maryland, and student tuition and fees (Table 1) provide the majority of Harford Community College’s operating revenues. Other sources, including building use fees and interest earnings, account for the remaining budget resources. The general operating fund supports the College’s mission and the state law with its attendant expectations to provide accessible and affordable higher education; it includes all instructional programs and services as well as projects, personnel, and related costs. Table 1 – General Operating Fund Revenues HARFORD COMMUNITY COLLEGE GENERAL OPERATING BUDGET PRELIMINARY OPERATING FUND REVENUE & EXPENDITURES BY PROGRAM FOR FY 2016 ACTUAL 2012-2013 Revenue TuitionandFees State of Maryland Harford County Other 17,177,927 9,990,807 14,961,612 812,478 Total - Revenue Transfers In (Auxiliary and Operating) ACTUAL 2013-2014 BUDGET 2014-2015 PRELIM 2015-2016 $ Change % Change FY15 toFY16 FY15 toFY16 17,142,783 10,345,648 14,961,612 524,680 18,983,994 11,035,743 14,961,612 680,764 20,061,801 10,865,634 15,260,844 445,933 1,077,807 5.68% (170,109) -1.54% 299,232 (234,831) 2.00% -34.50% $42,942,824 $42,974,723 $45,662,113 $46,634,212 $972,099 $1,914,610 $1,439,386 $2,450,089 Executive Summary June 10, 2015 $0 -$2,450,089 2.13% -100.00% 8 Harford Community College FY 2016 Operating and Capital Budgets County Funding The FY 2016 proposed operating budget contains $15,260,844 in funding from Harford County. In FY 2009, Harford County initially allocated $16,778,743 to support HCC’s operations. Based on a slowing of the County’s revenue and its need to maintain a balanced budget, the County administration made several significant cuts to HCC’s operating budget during the period FY 2009 through FY 2012 which totaled $1,817,131 or 10.8%. The College received flat funding in FY 2013 through FY 2015. HCC relies on County funding in order to maintain adequate resources necessary to carry out the College’s mission at an affordable price. Therefore, HCC is requesting an increase in County funding of $299,232 or 2% for FY 2016. State Funding The FY 2016 proposed operating budget contains $10,865,634 in funding from the State. This is a total decrease of $170,109 or 1.54% from the FY 2015 original budget. The FY 2015 original budget was reduced by the BPW in January 2015, so this $170,109 reduction from the original FY 2015 budget actually represents partial restoration of this mid-year cut. The State pays 100% of the employers’ share of the retirement costs associated with college employees participating in the Teachers’ Retirement and Pension Systems. This cost is not included in the College’s operating budget. For the current year the employer contribution rate is 14.71% of eligible base salaries. Employees in the state pension system currently contribute 7% of their salary through payroll withholdings. The Optional Retirement Program, a defined contribution plan, is a reimbursement program provided through the State to the College based on a contribution rate of 7.25% of base salary. The State-funded, employer contribution was $2.278 million in FY 2014 for the eligible college participants. Participants in the Employees’ Retirement and Pension Systems are funded through the College at a cost of $82,478. Beginning in FY 2012, the College began to pay an administrative and operating fee associated with each member of the State Retirement System’s defined benefit plans. This will cost the College $52,265 in FY 2015 based on current participation. Employees participating in the Optional Retirement Program are not included. Tuition and Fees Tuition and fees represent the most significant source for funding College operations at $20,061,801. Tuition is generated through credit and noncredit courses. A budgeted increase of 5.68% in this revenue source, or $1,077,807, is driven by the $12 increase in tuition per credit hour. Due to the current enrollment trends and the continuing uncertainty associated with future trends, we are assuming the FY 2015 in-county credit hours generated will decrease 2% compared to FY 2014 projections. Executive Summary June 10, 2015 9 Harford Community College FY 2016 Operating and Capital Budgets In-county tuition will increase $12 to $116 per credit hour. Out-of-county and out-of-state tuition will also increase $12 to $203 and $290, respectively. The consolidated fee will remain the same at 20% of the in-county tuition rate. A full-time in-county student taking 15 credit hours for the Fall and Spring semesters would pay $4,176 in tuition and consolidated fees. A full-time student taking similar lower division, undergraduate courses at Towson University is projected to pay $8,590 in tuition and fees, absent the $330 annual parking permit. Other Sources Other revenue of $445,933 is comprised of various items such as interest, building use fees, and state waiver reimbursements. HCC has reduced this number $234,831 as rental revenues related to the University Center are now being recognized in a restricted fund. Further, lower interest rates and a reduction in the number of students claiming health manpower waivers contribute to this reduction. General Operating Fund Expenditures The proposed FY 2016 operating budget request (Table 2) is a composition of allocations designed to maintain service levels for enrollment. This budget does not include any wage increase for fulltime or part-time employees. There are price escalations associated with software and hardware maintenance agreements, housekeeping, instructional services, and health insurance. The College has continued to experience substantial demand, servicing 6,748 credit students in Fall 2014. This demand coupled with the growth in facilities leads to the need for additional resources to support the expansion of HCC’s infrastructure. There are also transfers-out representing undesignated fund balance transfers to fund institutional scholarships, and to subsidize certain operational costs associated with the APGFCU Arena and Harford Sports Complex auxiliary. This expenditure budget of $46,634,212 decreases overall expenditures 3.07%, or $1,477,990. Table 2 – General Operating Fund Expenditures HARFORD COMMUNITY COLLEGE GENERAL OPERATING BUDGET PRELIMINARYOPERATING FUND REVENUE & EXPENDITURES BYACCOUNT TYPE FOR FY 2016 Expenditures SalaryandBenefits Contracted Services Supplies andMaterials Communications Professional Development and Training Waivers and Transfers Utilities FixedCharges FurnitureandEquipment Total - Expenditures ACTUAL 2012-2013 ACTUAL 2013-2014 BUDGET 2014-2015 PRELIM 2015-2016 31,240,644 6,051,797 1,444,256 421,928 710,098 2,998,985 1,106,893 601,590 281,243 31,370,764 5,868,613 1,490,647 407,430 672,612 2,205,305 1,322,993 827,874 247,871 34,641,695 6,933,311 1,652,710 471,798 825,122 1,444,439 1,341,264 680,706 121,157 33,355,857 6,176,859 1,599,937 356,908 699,674 1,924,146 1,436,986 919,312 164,533 (1,285,838) -3.71% (756,452) (52,773) (114,890) (125,448) 479,707 95,722 238,606 43,376 -10.91% -3.19% -24.35% -15.20% 33.21% 7.14% 35.05% 35.80% $44,857,434 $44,414,109 $48,112,202 $46,634,212 -$1,477,990 -3.07% Executive Summary June 10, 2015 $ Change FY15toFY16 %Change FY15toFY16 10 Harford Community College FY 2016 Operating and Capital Budgets Budget Development In previous years, managers were asked to examine their budgets and make adjustments to balance resources and requirements. The process enabled budget managers to realign funds and reduce allocations as necessary. Budgets were built, in essence, from the bottom up. For FY 2016, the College has taken a top down budget approach. This approach was adopted to specifically address the ongoing structural deficit. The top down approach involved the Vice Presidents negotiating top line budget reductions for each division and then allocating and redistributing funds within their divisions. For budgetary compliance, expenditures are categorized by function into instruction, academic support, student services, institutional support, operations and maintenance of plant, transfers, and scholarships (Diagram 3). The operating budget supports approximately 9,500 credit students and 12,000 noncredit students over the course of the year. Diagram 3 – FY 2016 Operating Budget by Function Expenditures by Function Transfers Waivers Support Student Support Examining the proposed operating budget by object, or account type (Diagram 4), demonstrates the distribution of expenditures. Approximately 71.5% of the budget is assigned to salaries and benefits, which accommodates the Board of Trustees’ guideline to keep such expenditures at no more than 75% of the total operating budget. If the budgeted contracted services portion of costs for security, housekeeping, and grounds are included in this calculation, then the ratio would be approximately 74.5% of the operating budget. Contracted services include, but are not limited to software licenses (Banner and Blackboard), access to library databases, audit, legal and IT consulting. Executive Summary June 10, 2015 11 Harford Community College FY 2016 Operating and Capital Budgets Diagram 4 – FY 2016 Operating Budget by Account Type Expenditures Classification Contracted Services 13.0% Salary and Benefits 71.5% Supplies and Other 4.2% 3.5% Furniture and Equipment 0.5% Transfers 4.1% The College considers the long-term viability of its decisions to add sufficient resources to attract and retain a strong employee base with competitive benefits in the near term. This guideline ensures that resources are provided to support all the vital aspects of successful educational programs, puts student learning at the forefront, strives to maintain competitive wages with comparable institutions, and provides competitive benefits. Highlights of Budget Requests Salary and Benefits Compensation includes salary/wages, health insurance, and other employee benefits. During FY 2012, the College’s claims experience began trending very unfavorable. This experience, along with other medical inflation, led to modest premium increases in FY 2013 through FY 2015. However, due to more favorable experience realized thus far in FY 2015 coupled with various plan design changes, healthcare premiums for medical, dental, and vision coverage will only increase approximately 1% or $40,000 in FY 2016. Contracted Services As the Financial Accounting and Reporting Manual (FARM) for Higher Education indicates, the contracted services classification is significant monetarily and covers a broad range of expenses including legal, audit, custodial, security, maintenance, grounds, repairs, postage, mailing, printing and duplicating, freight, advertising, rental of property, professional fees, and dues. Because of the breadth of this classification, subclasses are used to specify types of services such as audit, legal, credit card fees, equipment repair, printing, service agreements, leases, field trips, rent, insurance, and maintenance. Executive Summary June 10, 2015 12 Harford Community College FY 2016 Operating and Capital Budgets Some of the decreases within this budget proposal include: Custodial Services Allied Nursing Program Grounds Maintenance Services APG Gate Lease Wellness Reclassified to Salary & Benefits Instructional Consultants – Government & Computer Training Snow Removal Services Graphics Printing and Duplication CDL Training Print Shop Equipment Rental $126,000 $76,400 $71,300 $58,480 $50,500 $44,000 $43,700 $39,000 $32,500 $29,000 Supplies and Materials Supplies and materials decreased $52,773. Custodial supplies, and costs associated with campus infrastructure are reported within this classification. Professional Development, Training and Travel The decrease of $125.448 in these accounts is tied primarily to institutional memberships and developmental workshops. Utilities These accounts have a projected increase of $95,722 due to the opening of the Darlington Hall building. Waivers and Transfers Waivers and transfers include the following: Transfer to support institutional scholarships Transfer to support the APGFCU Arena auxiliary Transfer to support the Harford Sports Complex auxiliary Waivers and other $503,421 $300,000 $100,000 $1,020,725 Fixed Charges These accounts encompass HCC’s property and casualty insurance coverage, workers compensation, unemployment, and bad debt expenses. The increase of $238,606 in these accounts is primarily attributed to an increase in anticipated bad debt expense. Equipment Equipment represents non-recurring costs for fixed assets supporting the College. This budget includes $115,000 for library books and database access. The primary resource supporting the acquisition of technology and equipment is the Computer Equipment/Technology capital fund included within the FY 2016 Capital Improvement Program and funded by approximately 27% of the consolidated fee. There is also an Equipment Replacement Reserve (accrued at approximately $43,000 per year) that can be utilized to acquire other types of equipment or vehicles. The attached pages provide additional details of the operating budget by program and account type. Executive Summary June 10, 2015 13 Harford Community College FY 2016 Operating and Capital Budgets HARFORD COMMUNITY COLLEGE GENERAL OPERATING BUDGET PRELIMINARYOPERATINGFUNDREVENUE&EXPENDITURESBYPROGRAMFORFY2016 ACTUAL 2012-2013 FUND SOURCES Beginning Balance (undesignated) ACTUAL 2013-2014 BUDGET 2014-2015 PRELIM 2015-2016 $ Change % Change FY 15 to FY 16 FY 15 to FY 16 $15,541,591 $13,626,981 $12,187,595 $9,737,506 -$2,450,089 -25.16% Revenue Tuitionand Fees State of Maryland Harford County Other 17,177,927 9,990,807 14,961,612 812,478 17,142,783 10,345,648 14,961,612 524,680 18,983,994 11,035,743 14,961,612 680,764 20,061,801 10,865,634 15,260,844 445,933 1,077,807 5.68% (170,109) 299,232 (234,831) -1.54% 2.00% -34.50% Total-Revenue $42,942,824 $42,974,723 $45,662,113 $46,634,212 $972,099 2.13% 18,032,988 6,121,109 4,915,732 8,152,357 4,451,472 935,361 2,248,415 17,991,719 5,873,176 4,968,136 8,707,088 4,454,222 884,779 1,534,989 18,419,969 6,641,025 5,604,462 9,472,883 4,707,114 885,338 903,421 (1,166,791) -5.96% (230,809) (14,191) -3.36% -0.25% 18,134 0.19% (191,589) -3.91% (158,744) 266,000 -15.20% 41.73% Total - Expenditures $44,857,434 $44,414,109 $48,112,202 $46,634,212 -$1,477,990 -3.07% Total - Operating Surplus/(Deficit) -$1,914,610 -$1,439,386 -$2,450,089 $2,450,089 -100.00% Expenditures Instruction Academic Support Student Services Institutional Support Operations/Maintenance of Plant Waivers/Work Study Non-mandatory Transfers 19,586,760 6,871,834 5,618,653 9,454,749 4,898,703 1,044,082 637,421 $0 Executive Summary June 10, 2015 14 Harford Community College FY 2016 Operating and Capital Budgets HARFORD COMMUNITY COLLEGE GENERAL OPERATING BUDGET PRELIMINARY OPERATING FUND REVENUE & EXPENDITURES BY ACCOUNT TYPE FOR FY 2016 ACTUAL 2012-2013 ACTUAL 2013-2014 BUDGET 2014-2015 FUND SOURCES Beginning Balance (undesignated) $15,541,593 $13,626,983 $12,187,595 $9,737,506 -$2,450,089 -25.16% Revenue Tuition and Fees State of Maryland Harford County Other 17,177,927 9,990,807 14,961,612 812,478 17,142,783 10,345,648 14,961,612 524,680 18,983,994 11,035,743 14,961,612 680,764 20,061,801 10,865,634 15,260,844 445,933 1,077,807 5.68% (170,109) -1.54% 299,232 2.00% (234,831) -34.50% Total - Revenue $42,942,824 $42,974,723 $45,662,113 $46,634,212 $972,099 2.13% 31,240,644 6,051,797 1,444,256 421,928 710,098 2,998,985 1,106,893 601,590 281,243 31,370,764 5,868,613 1,490,647 407,430 672,612 2,205,305 1,322,993 827,874 247,871 34,641,695 6,933,311 1,652,710 471,798 825,122 1,444,439 1,341,264 680,706 121,157 33,355,857 6,176,859 1,599,937 356,908 699,674 1,924,146 1,436,986 919,312 164,533 (1,285,838) -3.71% (756,452) -10.91% (52,773) -3.19% (114,890) -24.35% (125,448) -15.20% 479,707 33.21% 95,722 7.14% 238,606 35.05% 43,376 35.80% Total - Expenditures $44,857,434 $44,414,109 $48,112,202 $46,634,212 -$1,477,990 -3.07% Total - Operating Surplus/(Deficit) -$1,914,610 -$1,439,386 -$2,450,089 $0 $2,450,089 Ending Fund Balance $13,626,983 $12,187,597 $9,737,506 $9,737,506 $0 Expenditures Salary and Benefits Contracted Services Supplies and Materials Communications Professional Development and Training Waivers and Transfers Utilities Fixed Charges Furniture and Equipment PRELIM 2015-2016 $ Change FY 15 to FY 16 % Change FY 15 to FY 16 -100.00% 0.00% Executive Summary June 10, 2015 15 Harford Community College FY 2016 Operating and Capital Budgets HARFORD COMMUNITY COLLEGE FY 2016 BUDGETED EXPENDITURES BY FUNCTION FY2013 ACT UAL FUNCT ION DESCRIPT ION FY2014 ACT UAL FY2015 BUDGET FY2016 BUDGET 10 Instruction-IncludesexpendituresforallactivitiesthatarepartoftheCollege'sinstructionalprograms. This includes expenditures for credit and noncredit courses, for academic, vocational, technical, transitional, and tutorial instruction. $ 18,032,988 $ 17,991,719 $ 19,586,760 $ 18,419,969 40 Academic Support - Includes expenditures in support of the College's primary mission of instruction and public service. These funds include library services, instructional resources, instructional support services, curriculum development, educational development, distance education support, HEAT, welfare reform, workforce development, academic administration, and a portion of the College's Network and Computer Services. $ 6,121,109 $ 5,873,176 $ 6,871,834 $ 6,641,025 50 Student Services - Includes expenditures for enrollment policy and planning, enrollment services (recruitment, outreach, registration, records, financial aid, and student testing), and student development (academic advising, career development, placement, co-op/internships, learning support services, student life, wellness programs, recreation, and intramurals). $ 4,915,732 $ 4,968,136 $ 5,618,653 $ 5,604,462 60 Institutional Support - Includes expenditures for the College's administration, planning, legal services, fiscal operations, the remainder of network and computer services, personnel, safety, procurement, media connections, HCN, student identification, APG Liaison, grant development and support services. $ 8,152,357 $ 8,707,088 $ 9,454,749 $ 9,472,883 70 Operation and Maintenance of Plant - Includes expenditures for the operation and maintenance of the physical plant, utilities, property insurance. $ 4,451,472 $ 4,454,222 $ 4,898,703 $ 4,707,114 80 Scholarships and Fellowships - Includes expenditures for College Work Study stipends, and tuition waivers. $ 935,361 $ 884,779 $ 1,044,082 $ 885,338 81 Transfers - Includes expenditures for the College's contribution and match to student scholarships, grants, cultural programs, student activities, and various capital projects. $ 2,248,415 $ 1,534,989 $ 637,421 $ 903,421 Executive Summary June 10, 2015 16 FUNCTION 10 INSTRUCTION OBJECT 5000 6000 6100 6200 6300 6400 6500 6600 7200 FY2013 ACTUAL $ 16,670,058 740,081 402,192 29,357 142,168 2,511 5,509 25,019 16,093 $ 18,032,988 DESCRIPTION SALARY AND BENEFITS CONTRACTED SERVICES SUPPLIES AND MATERIALS COMMUNICATIONS PROFESSIONAL DEVELOPMENT AND TRAINING WAIVERS AND TRANSFERS UTILITIES FIXED CHARGES FURNITURE AND EQUIPMENT FY2014 ACTUAL $ 16,732,222 660,804 415,611 27,684 130,270 4,705 20,023 400 $ 17,991,719 FY2015 BUDGET $ 17,944,584 941,001 479,215 32,810 155,602 1,434 5,509 26,605 FY2016 BUDGET $ 17,098,798 660,385 444,620 27,680 126,017 37,341 4,705 20,023 400 $ 18,419,969 $ 19,586,760 FY15 to FY16 $ change % change ($845,786) -4.7% ($280,616) -29.8% ($34,595) -7.2% ($5, 130) -15.6% ($29,585) -19.0% $35,907 2504.0% ($804) -14.6% ($6,582) -24.7% $400 ($1, 166,791) 0.0% -6.0% This section includes expenditures for all activities that are part of the College's instructional programs. This includes expenditures for credit and noncredit courses, for academic, vocational, technical, transitional, and tutorial instruction. FUNCTION 40 ACADEMIC SUPPORT OBJECT 5000 6000 6100 6200 6300 6400 6500 6800 7200 DESCRIPTION SALARY AND BENEFITS CONTRACTED SERVICES SUPPLIES AND MATERIALS COMMUNICATIONS PROFESSIONAL DEVELOPMENT AND TRAINING WAIVERS AND TRANSFERS UTILITIES FIXED CHARGES FURNITURE AND EQUIPMENT FY2013 ACTUAL $4,143,929 1,306,682 278,961 102,118 92,151 29,950 FY2014 ACT UAL $4,009,003 1,284,463 282,167 92,468 89,058 4,500 FY2015 BUDGET $4,736,079 1,415,080 369,516 110,973 111,360 4,950 111,517 $5,873,176 2,719 121,157 $6,871,834 FY2016 BUDGET $ 4,455,688 1,401,387 391,320 81,780 94,697 101,171 FY15 to FY16 $ change % change ($280,391) -5.9% (13,693) -1.0% $21,804 5.9% ($29, 193) -26.3% ($16,663) -15.0% $96,221 1943.9% $0 2,717 164,601 $6,121,109 $ 114,982 6,641,025 0.0% ($2, 719) -100.0% $6 175 -5.1% ($230,809) -3.4% This function includes expenditures in support of the College's primary mission of instruction and public service. These funds include library services, instructional resources, instructional support services, curriculum development, educational development, distance education support, HEAT, welfare reform, workforce development, academic administration, and a portion of the College's Network and Computer Services. Executive Summary June 10, 2015 17 FUNCTION 50 STUDENT SERVICES OBJECT 5000 6000 6100 6200 6300 6400 6600 7000 DESCRIPTION SALARY AND BENEFITS CONTRACTED SERVICES SUPPLIES AND MATERIALS COMMUNICATIONS PROFESSIONAL DEVELOPMENT AND TRAINING WAIVERS AND TRANSFERS FIXED CHARGES FURNITURE AND EQUIPMENT FY2013 ACTUAL $3,934,929 473,442 159,765 60,947 223,029 31,680 31,940 $4,915,732 FY2014 ACTUAL $3,994,421 467,400 192,880 62,510 217,758 22,499 10,668 $4,968,136 FY2015 BUDGET $4,639,938 456,033 173,803 67,332 249,867 31,680 $5,618,653 FY15 to FY16 $ change % change FY2015 BUDGET $ 4,626,806 428,517 161,678 63,883 208,215 83,682 31,681 $ 5,604,462 $ (13,132) -0.3% ($27,516) -6.0% ($12,125) -7.0% ($3,449) -5.1% ($41,652) -16.7% $83,682 0.0% 1 0.0% 0 0.0% ($14,191) -0.3% This function includes expenditures for enrollment policy and planning, enrollment services (recruitment, outreach, registration, records, financial aid, and student testing), and student development (academic advising, career development, placement, co-op/internships, learning support services, student life, wellness programs, recreation, and intramurals). FUNCTION 60 INSTITUTIONAL SUPPORT OBJECT 5000 6000 6100 6200 6300 6400 6600 7000 DESCRIPT ION SALARY AND BENEFITS CONTRACTED SERVICES SUPPLIES AND MATERIALS COMMUNICATIONS PROFESSIONAL DEVELOPMENT AND TRAINING WAIVERS AND TRANSFERS FIXED CHARGES FURNITURE AND EQUIPMENT FY2013 ACT UAL $5,253,945 1,618,791 258,506 223,366 250,263 500 527,558 19,428 $8,152,357 FY2014 ACTUAL $ 5,465,778 1,732,134 243,788 219,121 231,753 2,900 732,560 79,054 $ 8,707,088 FY2015 BUDGET $5,860,390 2,185,191 249,606 254,370 304,356 500 600,336 $9,454,749 FY2016 BUDGET $ 5,873,380 2,001,065 237,540 177,918 266,972 98,273 814,816 2,919 $ 9,472,883 FY15 to FY16 $ change % change $12,990 0.2% ($184,126) -8.4% ($12,066) -4.8% ($76,452) -30.1% ($37,384) $97,773 $214,480 $2,919 -12.3% 19554.6% 35.7% 0.0% $18,134 0.2% This function includes expenditures for the College's administration, planning, legal services, fiscal operations, the remainder of network and computer services, personnel, safety, procurement, media connections, HCN, student identification, APG liaison, grant development and support services. Executive Summary June 10, 2015 18 FUNCT ION 70 OPERATION / MAINTENANCE OF PLANT OBJECT 5000 6000 6100 6200 6300 6400 6500 6600 7200 DESCRIPT ION SALARY AND BENEFITS CONTRACTED SERVICES SUPPLIES AND MATERIALS COMMUNICATIONS PROFESSIONAL DEVELOPMENT AND TRAINING WAIVERS AND TRANSFERS UTILITIES FIXED CHARGES FURNITURE AND EQUIPMENT FY2013 ACTUAL $1,020,031 1,912,801 344,832 6,140 2,487 1,101,384 14,616 49,181 4,451,472 FY2014 ACTUAL $ 947,477 1,723,812 356,201 5,647 3,773 1,318,288 52,792 46,232 4,454,222 FY2015 BUDGET $1,216,756 1,936,006 380,570 6,313 3,937 1,335,755 19,366 4,898,703 FY2016 BUDGET $ 1,078,763 1,685,505 364,779 5,647 3,773 37,342 1,432,281 52,792 46,232 4,707,114 FY15 to FY16 $ change % change $ (137,993) -11.3% ($250,501) -12.9% ($15,791) -4.1% ($666) -10.5% ($164) -4.2% $37,342 0.0% $96,526 7.2% $33,426 46,232 172.6% 0.0% ($191,589) -3.9% This function includes expenditures for the operation and maintenance of the physical plant, utilities, grounds, security, and property insurance. FUNCTION 80 WAIVERS/WORK STUDY OBJECT DESCRIPT ION 5000 SALARY AND BENEFITS 6400 WAIVERS AND TRANSFERS FY2013 ACT UAL $ 217,752 717,609 $ 935,361 FY2014 ACT UAL $ 221,863 662,916 $ 884,779 FY2015 BUDGET $ 243,948 800,134 $1,044,082 FY2016 BUDGET $ 222,422 662,916 $ 885,338 FY15totoFY16 FY16 FY15 $ change % change $ change % change ($21,526) -8.8% ($137,218) -17.1% ($158,744) -15.2% This function includes expenditures in support of College Work Study stipends and tuition waivers for both credit and noncredit programs. Executive Summary June 10, 2015 19 FUNCTION 81 NON-MANDATORY TRANSFERS OBJECT DESCRIPTION 6400 WAIVERS AND TRANSFERS FY2013 ACTUAL 2,248,415 $2,248,415 FY2014 ACTUAL 1,534,989 $1,534,989 FY2015 BUDGET 637,421 $ 637,421 FY2016 BUDGET 903,421 $ 903,421 FY15 to FY16 FY15 to FY16 $ change change % change %change $ $266,000 41.7% $266,000 41.7% This function includes expenditures for the College's support of student scholarships ($470,064), Supplemental Educational Opportunity Grant (SEOG) support ($33,357), Susquehanna auxiliary support ($300,000), and auxiliary support for the Harford Sports Complex ($100,000). Executive Summary June 10, 2015 20 Harford Community College FY 2016 Operating and Capital Budgets FY 2016 CAPITAL BUDGET AND CAPITAL IMPROVEMENT PROGRAM The capital budget and capital improvement program (CIP) establishes the schedule of planned expenditures and commitments for FY 2016 and the subsequent five fiscal years. The CIP is intended to plan for the College’s needs for additional facility improvements. The CIP is from FY 2016 – FY 2021 and integrates academic and physical planning on a college-wide basis. The CIP establishes an itinerary for accomplishing improvements in existing facilities and proposed new infrastructure investments based on the Facilities Master Plan. The College is required to submit the proposed capital budget to the Harford County government and the State of Maryland for review and funding. For major capital projects, the State of Maryland provides funding through the Community College Capital Grant. Projects are prioritized collectively by the community college presidents and presented to Maryland Higher Education Commission, Department of Budget and Management, and Department of General Services for review and potential funding in the Governor’s capital budget. Within each project proposal page, the Project Schedule reflects the major milestones by fiscal year and is an indication of where the FY 2016 proposal falls in the project timeframe. The Project Status is intended for major milestones that have been accomplished. Within the Expenditure Schedule, a subtotal for requests during the County’s five-year capital program (FY 2016 – FY 2021) is calculated. Harford Community College’s proposal for FY 2016 includes capital funding requests totaling $12,593,344 among five projects: 1. 2. 3. 4. 5. Computer Equipment and Technology Site Improvements Edgewood Hall Renovation and Expansion Darlington Hall – Right Turn Lanes Regional Workforce Development Center $ 790,000 $ 250,000 $8,004,000 $1,012,280 $2,537,064 The Computer and Technology request will provide for long term planned upgrades and replacement to aging equipment. This program replaces the former milestone program. The program includes phased replacement of classroom and office computers, network and ISP access and continued improvements with the College’s wireless communications systems. Funding will originate from the Capital Projects/Plant Funds 9081. Site improvements will consist of replacing T-Lot. This parking lot is known to have been built without a proper sub-base. Work will consist of removing existing asphalt, adding the appropriate sub-base and installing new asphalt. Work will include new concrete curbing in select areas, striping and improvements to handicap parking. Funding will originate from Capital Projects/Plant Funds 9089. Executive Summary June 10, 2015 21 Harford Community College FY 2016 Operating and Capital Budgets The renovation and expansion of Edgewood Hall will begin in January 2016 and be completed in January of 2017. Project will include two additions totaling 6,500 square feet. The additions will provide two multi-purpose rooms, offices and support space. Project will also include major upgrades to the building’s life safety systems, mechanical, electrical and plumbing. Additional improvements will be made to the roof and exterior façade. Funding for this project is being provided by the County and State. The Darlington Hall program modification consists of constructing two right turn lanes – one located at Maryland Route 22 and Thomas Run Road and the second at Thomas Run Road and Entrance Two. This work is being completed to mitigate traffic that the recent development at the College has generated. Work will be phased between Fall 2015 and Spring 2016. Funding for this project is being provided by the County and State Design funds are being requested for the Regional Workforce Development Center. This project is planned to be built on the College’s West Campus. The building will house the three College apprenticeship programs, Electrical, HVAC and Plumbing. It will also provide space for other workforce development programs such as small engine repair, appliance repair, carpentry, masonry, and certification programs. The current schedule identifies the project being completed by 2018. Funding for this project is being provided by the College, County and State. Capital projects are classified according to the following categories: Campus Infrastructure Improvements – With thousands of students visiting campus every day, the demands on our physical campus need to be addressed. Parking lot and sidewalk repairs are necessary to improve capacity and the flow of traffic. In addition, major maintenance of septic fields and potable water systems upgrades are necessary. Technology Investment – Technology investment is designed to meet the continuing needs of the College’s technology backbone along with the on-going refresh of hardware. This investment will support the network and communications infrastructure throughout the buildings on campus as well as enable remote access. Recreation/Wellness Facilities – Capital investment is designed to support wellness, athletic, and recreational activities. Such facilities include outdoor structures, such as athletic fields, backstops, bleachers, and other support structures. Building Additions and Renovations – Funds provided for these projects will enable the College to upgrade classroom space and facilities. These projects are geared to meet growth demands and facility modernization. Many energy and building efficiencies are incorporated into such projects. Executive Summary June 10, 2015 22 Harford Community College FY 2016 Operating and Capital Budgets The projects requested for FY 2016 include: FY 2016 Project Type Technology Investment Building Additions and Renovations Infrastructure Total Request 790,000 10,541,064 1,262,280 $12,593,344 The capital improvement program includes future funding proposals through FY 2021. Details of the College’s capital budget proposal are attached. Executive Summary June 10, 2015 23 Harford Community College FY 2016 Operating and Capital Budgets HARFORD COUNTY, MARYLAND PROPOSED SIX YEAR CAPITAL IMPROVEMENT PROGRAM PROJECT TITLE TOTAL COST BUDGET YEAR PRIOR APPROP FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 HARFORD COMMUNITY COLLEGE FY 16 Funded Projects: Computer Equipment/ Technology Maryland Hall Conversion Site Improvements Edgewood Hall Renovation & Expansion Belcamp Renovation Darlington Hall Program Modification Regional Workforce Development Center 5,124,835 305,000 1,880,000 8,636,000 150,000 1,012,280 29,403,064 334,835 305,000 380,000 632,000 150,000 0 0 790,000 0 250,000 8,004,000 0 1,012,280 2,537,064 800,000 0 250,000 0 0 0 24,866,000 800,000 0 250,000 0 0 0 2,000,000 800,000 0 250,000 0 0 0 0 800,000 0 250,000 0 0 0 0 800,000 0 250,000 0 0 0 0 Out Year Projects Fallston Hall Renovation Library Renovation Chesapeake Theater Renovation Student Center Renovation New Math, Engineering, & Technology Building College Total by Project 7,136,000 3,802,500 3,627,000 3,220,700 2,000,000 66,297,379 0 0 0 0 0 1,801,835 0 0 0 0 0 12,593,344 585,000 0 0 0 0 26,501,000 5,851,000 0 0 0 0 8,901,000 700,000 227,500 217,000 0 3,250,000 3,100,000 210,700 2,194,500 7,610,700 0 325,000 310,000 3,010,000 2,000,000 6,695,000 Paygo Future Bonds Prior Bonds Reappropriated State Other-HCC Lease Purchase 0 14,396,659 360,000 0 31,749,392 19,791,329 0 0 272,000 360,000 0 0 1,169,835 0 5,042,793 0 0 6,510,551 1,040,000 0 0 268,515 0 0 13,768,991 12,463,494 0 0 2,685,609 0 0 4,247,391 1,968,000 0 0 525,326 0 0 619,175 1,050,000 0 0 3,011,361 0 0 3,549,339 1,050,000 0 0 2,591,055 0 0 3,053,945 1,050,000 0 66,297,379 1,801,835 12,593,344 26,501,000 8,901,000 2,194,500 7,610,700 6,695,000 College Total by Fund Executive Summary June 10, 2015 24 Harford Community College FY 2016 Operating and Capital Budgets PROJECT: Computer Equipment/ Technology HARFORD COMMUNITY COLLEGE COUNCIL DISTRICT: E LOCATION: Churchville, MD PROJECT DESCRIPTION / JUSTIFICATION: This program replaces the former Milestone program. The College uses the dedicated technology component of the consolidated fee to fund this capital program to support technology refresh, network and ISP access improvements. College funds are also used to enable projects to be completed in support of students, faculty, and staff. The College has remote backup at the University Center for the Banner Enterprise Resource Planning system and other essential servers in the Library Data Center. PROJECT SCHEDULE: FY 16: PCs, network servers, wireless equipment PROJECT STATUS: Ongoing equipment replacement EXPENDITURE SCHEDULE Cost Elements Engineering/Design Prior Appropriation FY 2016 Budget Appropriation Total TOTAL PROJECT FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 COST 0 Land Acquisition 0 0 Construction 0 0 Inspection Fees 0 0 Equipment/Furnishing 334,835 790,000 1,124,835 800,000 800,000 800,000 800,000 800,000 5,124,835 Total Cost 334,835 790,000 1,124,835 800,000 800,000 800,000 800,000 800,000 5,124,835 FUNDING SCHEDULE R7100 Prior Bonds 0 0 R7000 Future Bonds 0 0 R7920 State Bonds 0 0 Other-HCC Total Funds 334,835 790,000 1,124,835 800,000 800,000 800,000 800,000 800,000 5,124,835 790,000 1,124,835 800,000 800,000 800,000 800,000 800,000 5,124,835 Executive Summary June 10, 2015 25 Harford Community College FY 2016 Operating and Capital Budgets PROJECT: Maryland Hall Conversion HARFORD COMMUNITY COLLEGE COUNCIL DISTRICT: E LOCATION: Churchville, MD PROJECT DESCRIPTION / JUSTIFICATION: As the nursing program relocates to a new facility in FY 2015, Maryland Hall will require a few modest renovations as its intended functionality changes to meet student needs. The intended use for Maryland Hall will first serve as overflow space for the renovation of Edgewood Hall, then be renovated to accommodate relocation of the Testing and Assessment program. This renovation will consist of wall and door relocations of interior space. PROJECT SCHEDULE: FY 15: Design, construction, and equipping PROJECT STATUS: EXPENDITURE SCHEDULE Cost Elements Engineering/Design Land Acquisition Prior 2016 Appropriation Appropriation Budget Total TOTAL PROJECT FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 COST 30,000 30,000 0 30,000 0 275,000 275,000 275,000 Inspection Fees 0 0 Equipment/Furnishing 0 0 Construction Total Cost 305,000 0 305,000 0 0 0 0 0 305,000 FUNDING SCHEDULE R7100 Prior Bonds 0 0 R7000 Future Bonds 0 0 R7920 State Bonds R6999 Other HCC 305,000 Total Funds 305,000 0 0 0 305,000 305,000 0 0 305,000 0 Executive Summary June 10, 2015 0 0 0 0 305,000 26 Harford Community College FY 2016 Operating and Capital Budgets PROJECT: Site and Parking Lot Improvements HARFORD COMMUNITY COLLEGE COUNCIL DISTRICT: E LOCATION: Churchville, MD PROJECT DESCRIPTION / JUSTIFICATION: This project involves the replacement of T-Lot. Future site improvements will include replacement of the two Chesapeake one-way roads, replacement of road from Joppa to Edgewood Hall, resurfacing on A-lot and replacement of multiple pedestrian walkways throughout the campus. PROJECT SCHEDULE: FY 16: Replacement of T-lot FY 17 Replace Roads at Joppa and Chesapeake FY 18 Replace walkways ways and A-Lot PROJECT STATUS: Completion of current projects Fallston Hall, J-lot and service roads will be completed 7/2015 EXPENDITURE SCHEDULE Cost Elements Prior Appropriation 2016 Budget Appropriation Total Engineering/Design 0 Land Acquisition 0 Construction 380,000 250,000 Inspection Fees 630,000 TOTAL PROJECT FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 COST 0 250,000 250,000 250,000 250,000 250,000 1,880,000 250,000 250,000 250,000 250,000 250,000 1,880,000 0 Equipment/Furnishing 0 Total Cost 250,000 630,000 FUNDING SCHEDULE R7100 Prior Bonds 0 R7000 Future Bonds 0 R7920 State Bonds 0 R6999 Other HCC 380,000 Total Funds 0 250,000 630,000 250,000 250,000 250,000 250,000 250,000 1,880,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,880,000 Executive Summary June 10, 2015 27 Harford Community College FY 2016 Operating and Capital Budgets PROJECT: Edgewood Hall Renovation & Expansion HARFORD COMMUNITY COLLEGE COUNCIL DISTRICT: E LOCATION: Churchville, MD PROJECT DESCRIPTION / JUSTIFICATION: This project has been moved up on the Facilities Master Plan due to systemic problems. The project will consist of a major renovation to solve these problems and add two small additions to meet programmatic needs resulting in a building that will serve the College's needs for the next 25 years. The two most critical systemic issues are the roofing and the HVAC systems. The seamed metal roof is rusting where it meets the concealed drain. A major leak caused collapsing ceiling tiles during severe weather. The 2pipe HVAC system needs to be replaced with a 4-pipe system and wall units replaced with VAV boxes. During renovation sinks will be added in critical classrooms, flooring, paint, ceiling tiles, and bathroom fixtures will be replaced. Expansion will add two new multipurpose labs, a computer classroom, a small office addition, and a telecomm closet. PROJECT SCHEDULE: FY 14: Design FY 16: Construction FY 16: Equipping PROJECT STATUS: EXPENDITURE SCHEDULE Cost Elements Engineering/Design Land Acquisition Construction Inspection Fees Equipment/Furnishing Total Cost FUNDING SCHEDULE R7100 Prior Bonds R7000 Future Bonds R7920 State Bonds Total Funds Prior Appropriation 632,000 2016 Budget 7,245,000 632,000 759,000 8,004,000 272,000 360,000 3,441,720 4,562,280 632,000 8,004,000 Appropriation Total 632,000 0 7,245,000 0 759,000 8,636,000 0 3,713,720 4,922,280 0 8,636,000 FY 2017 FY 2018 FY 2019 0 TOTAL PROJECT FY2021 COST 632,000 0 7,245,000 0 759,000 0 8,636,000 0 0 3,713,720 4,922,280 0 8,636,000 FY 2020 0 0 0 Executive Summary June 10, 2015 0 0 0 0 0 28 Harford Community College FY 2016 Operating and Capital Budgets PROJECT: Belcamp Renovation HARFORD COMMUNITY COLLEGE COUNCIL DISTRICT: E LOCATION: Churchville, MD PROJECT DESCRIPTION / JUSTIFICATION: As the nursing program relocates to a new facility in FY 2015, Belcamp will require a few modest renovations as its interior space is reconfigured to accommodate relocation of the Public Safety Department. Work will consist of interior wall movements, lighting, plumbing and mechanical system changes. This space will first be used to accommodate occupants of Edgewood Hall during that renovation project. PROJECT SCHEDULE: FY 15: Design, construction, and equipping PROJECT STATUS: EXPENDITURE SCHEDULE Cost Elements Engineering/Design Prior FY 2016 Appropriation Appropriation Budget Total 25,000 Land Acquisition Construction FY 2018 FY 2019 FY 2020 FY 2021 COST 25,000 25,000 0 0 125,000 125,000 Inspection Fees 0 0 Equipment/Furnishing 0 0 Total Cost 125,000 TOTAL PROJECT FY 2017 150,000 0 150,000 0 0 0 0 0 150,000 FUNDING SCHEDULE R7100 Prior Bonds 0 0 R7000 Future Bonds 0 0 R7920 State Bonds R6999 Other HCC 150,000 0 0 150,000 150,000 0 Total Funds 150,000 0 150,000 0 0 0 Executive Summary June 10, 2015 0 0 0 150,000 29 Harford Community College FY 2016 Operating and Capital Budgets PROJECT: Darlington Hall Program Modification HARFORD COMMUNITY COLLEGE COUNCIL DISTRICT: E LOCATION: Churchville, MD PROJECT DESCRIPTION / JUSTIFICATION: This additional work associated with the Darlington Hall construction project is being required as a result of the County DAC process. Due to the increase in traffic Darlington Hall is projected to generate, Harford County is requiring two right turn lanes be constructed—one at Thomas Run Road and Entrance Two and a second at RTE-22 and Thomas Run Road. PROJECT SCHEDULE: FY16 Construction PROJECT STATUS: Design complete, permits obtained EXPENDITURE SCHEDULE Cost Elements Prior FY 2016 Appropriation Appropriation Budget Total Engineering/Design FY 2018 FY 2019 FY 2020 FY 2021 COST 0 Land Acquisition Construction 1,012,280 Inspection Fees Equipment/Furnishing Total Cost TOTAL PROJECT FY 2017 0 0 0 1,012,280 1,012,280 0 0 0 0 0 1,012,280 1,012,280 0 0 0 0 0 1,012,280 0 0 R7920 State Bonds 577,000 577,000 577,000 R7000 Future Bonds 435,280 435,280 435,280 0 0 0 0 FUNDING SCHEDULE R7100 Prior Bonds 0 Total Funds 0 1,012,280 1,012,280 0 0 0 Executive Summary June 10, 2015 0 0 0 1,012,280 30 Harford Community College FY 2016 Operating and Capital Budgets PROJECT: Regional Workforce Development Center COUNCIL DISTRICT: E HARFORD COMMUNITY COLLEGE LOCATION: Churchville, MD PROJECT DESCRIPTION / JUSTIFICATION: The new Regional Workforce Development Center located on the West Campus will enable the non-credit and apprentice training programs to grow. This project will permit the consolidation of the existing apprenticeship programs now spread-out in Edgewood Hall, Joppa Hall, and the Observatory, into a single, appropriately-designed and highly technical facility. Projected size is a single-story 49,000 GSF building. Edgewood Hall, which now houses most of the other continuing education and training programs, would be converted into classroom and lab space. PROJECT SCHEDULE: FY 16: Design FY 17: Construction FY 18: Equipping PROJECTSTATUS: EXPENDITURE SCHEDULE Cost Elements Prior Appropriation Engineering/Design FY 2016 Budget 2,537,064 Appropriation Total TOTAL PROJECT FY 2017 Construction 0 24,866,000 Inspection Fees 0 Equipment/Furnishing 0 2,537,064 FY 2020 FY 2021 2,537,064 COST 2,537,064 0 0 FY 2019 2,537,064 Land Acquisition Total Cost FY 2018 0 24,866,000 0 2,000,000 24,866,000 2,000,000 2,000,000 0 0 0 29,403,064 FUNDING SCHEDULE R7100 Prior Bonds 0 0 R7000 Future Bonds R7920 State Bonds HCC Total Funds 0 1,372,551 1,372,551 13,452,506 1,082,000 1,164,513 1,164,513 11,413,494 918,000 2,537,064 2,537,064 24,866,000 2,000,000 Executive Summary June 10, 2015 15,907,057 13,496,007 0 0 0 29,403,064 31 Harford Community College FY 2016 Operating and Capital Budgets PROJECT: Fallston Hall Renovation HARFORD COMMUNITY COLLEGE COUNCIL DISTRICT: E LOCATION: Churchville, MD PROJECT DESCRIPTION / JUSTIFICATION: Capital renovation of the 24,728 GSF classroom building. The project will include updating of the building’s life safety systems; HVAC replacements to include chiller, boiler and ATC system; upgrade of building’s elevator, lighting and plumbing systems; updating building telecommunications and classroom technology; and interior architectural changes to meet the evolving needs of the users. PROJECT SCHEDULE: FY 17: Design FY 18: Construction FY 19: Equipping PROJECT STATUS: EXPENDITURE SCHEDULE Cost Elements Prior FY 2016 Appropriation Appropriation Budget Total FY 2017 Engineering/Design 0 Land Acquisition 0 Construction 0 Inspection Fees 0 Equipment/Furnishing 0 Total Cost 0 0 0 FY 2018 FY 2019 FY 2020 FY 2021 COST 585,000 585,000 0 5,851,000 5,851,000 0 700,000 585,000 5,851,000 700,000 700,000 0 0 7,136,000 FUNDING SCHEDULE R7100 Prior Bonds 0 R7920 State Bonds 0 316,485 3,165,391 378,700 3,860,576 R7000 Future Bonds 0 268,515 2,685,609 321,300 3,275,424 Total Funds 0 0 0 0 0 0 0 0 585,000 5,851,000 Executive Summary June 10, 2015 700,000 0 0 7,136,000 32 Harford Community College FY 2016 Operating and Capital Budgets PROJECT: Library Renovation HARFORD COMMUNITY COLLEGE COUNCIL DISTRICT: E LOCATION: Churchville, MD PROJECT DESCRIPTION / JUSTIFICATION: The original building was constructed in 1999 as the only Library on the campus. This building consists of a post and beam construction with three floors at 50,000 GSF. The project would include a complete life safety upgrade, replacement and updating of select mechanical systems to include the building’s chiller and boilers. Project would include technology upgrades, elevator refurbishment, interior reconfiguration of space and replacement of all carpeting, ceiling tile and paint. Select exterior work would be completed to correct structural deficiencies in main stairs and exterior masonry walls. Mechanical penthouse roof would be replaced as well as select corroded metal components. Additional provisions would be made to correct acoustical deficiencies within the main Library study areas. PROJECT SCHEDULE: FY 19: Design FY 20: Construction FY 21: Equipping PROJECT STATUS: EXPENDITURE SCHEDULE Cost Elements Engineering/Design Prior Appropriation FY 2016 Budget Appropriation Total FY 2018 0 Land Acquisition 0 Construction 0 Inspection Fees 0 Equipment/Furnishing 0 0 Total Cost TOTAL PROJECT FY 2017 0 0 FY 2019 227,500 FY 2020 FY 2021 COST 227,500 0 3,250,000 3,250,000 0 0 0 227,500 3,250,000 325,000 325,000 325,000 3,802,500 FUNDING SCHEDULE R7100 Prior Bonds 0 R7000 Future Bonds 0 104,423 1,491,750 149,175 1,745,348 R7920 State Bonds 0 123,078 1,758,250 175,825 2,057,153 0 0 Total Funds 0 0 0 0 0 Executive Summary June 10, 2015 0 227,500 3,250,000 325,000 3,802,500 33 Harford Community College FY 2016 Operating and Capital Budgets PROJECT: Chesapeake Theater Renovation HARFORD COMMUNITY COLLEGE COUNCIL DISTRICT: E LOCATION: Churchville, MD PROJECT DESCRIPTION / JUSTIFICATION: Capital Renovation to the Chesapeake Center Theater. Project would consist of a comprehensive upgrade to this facility to include a two-story addition on south side of building. The addition would include a scene shop on the lower level with storage and technical space on the upper level. Work would consist of replacing seating, stage, carpeting, lighting systems, sound systems, increasing size of electrical systems, replacement of rigging systems, improvements to catwalk and HVAC systems. PROJECT SCHEDULE: FY 19: Design FY 20: Construction FY-21: Equipping PROJECT STATUS: EXPENDITURE SCHEDULE Cost Elements Engineering/Design Prior Fy 2016 Appropriation Appropriation Budget Total FY 2017 FY 2018 0 Land Acquisition 0 Construction 0 Inspection Fees 0 Equipment/Furnishing Total Cost TOTAL PROJECT FY 2019 FY 2020 0 0 COST 217,000 0 3,100,000 3,100,000 0 0 0 FY 2021 217,000 0 0 217,000 3,100,000 310,000 310,000 310,000 3,627,000 FUNDING SCHEDULE R7100 Prior Bonds 0 0 R7920 State Bonds 0 117,397 1,677,100 167,710 1,962,207 R7000 Future Bonds 0 99,603 1,422,900 142,290 1,664,793 0 Total Funds 0 0 0 0 0 0 217,000 Executive Summary June 10, 2015 3,100,000 310,000 3,627,000 34 Harford Community College FY 2016 Operating and Capital Budgets PROJECT: Student Center Renovation and Expansion HARFORD COMMUNITY COLLEGE COUNCIL DISTRICT: E LOCATION: Churchville, MD PROJECT DESCRIPTION / JUSTIFICATION: The Student Center was originally constructed in 1975 and renovated in 2000 to its present use. The building consists of a post and beam construction with two levels at 50,000 GSF. This building houses multiple departments but primarily serves as the "One stop shop" for student services. This project would consist of comprehensive updating of all life safety systems and replacement of the building’s mechanical systems to include its chiller, boilers and refurbishing of its elevator. Work would include updating of the buildings technology, interior wall and door reconfiguration and a nominal addition to the south east-side of building. Site work would include improvements to the south parking area, updating exterior lighting and additions of walkways. Acoustical improvements would be made to control sound traveling between floors. PROJECT SCHEDULE: FY 20: Design FY 21: Construction FY 22: Equipping PROJECT STATUS: This is a new program EXPENDITURE SCHEDULE Cost Elements Prior FY 2016 Appropriation Appropriation Budget Total Engineering/Design 0 Land Acquisition 0 Construction 0 Inspection Fees 0 Equipment/Furnishing Total Cost TOTAL PROJECT FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 210,700 210,700 0 3,010,000 0 0 3,010,000 0 0 0 COST 0 0 0 0 210,700 3,010,000 3,220,700 FUNDING SCHEDULE R7100 Prior Bonds 0 R7000 Future Bonds 0 96,711 1,381,590 1,478,301 0 R7920 State Bonds 0 113,989 1,628,410 1,742,399 210,700 3,010,000 3,220,700 0 Total Funds 0 0 0 0 0 0 Executive Summary June 10, 2015 0 35 Harford Community College FY 2016 Operating and Capital Budgets PROJECT: New Math, Engineering, & Technology Building HARFORD COMMUNITY COLLEGE COUNCIL DISTRICT: E LOCATION: Churchville, MD PROJECT DESCRIPTION / JUSTIFICATION: The computation of space needs projections suggests that over 44,000 GSF in classroom and laboratory space will be necessary by FY 2019 to complete the College's science, technology, engineering, and mathematics (STEM) needs. This building is in the Facilities Master Plan to be located south of Fallston Hall across the grand lawn and next to the new Nursing & Allied Health Building. PROJECT SCHEDULE: FY 21: Design FY 22: Construction FY 23: Equipping PROJECT STATUS: EXPENDITURE SCHEDULE Cost Elements Prior Appropriation FY 2016 Budget Appropriation Total TOTAL PROJECT FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 0 Land Acquisition 0 0 Construction 0 0 Inspection Fees Equipment/Furnishing 0 0 0 0 Total Cost 0 0 0 2,000,000 COST Engineering/Design 0 0 0 0 2,000,000 2,000,000 2,000,000 FUNDING SCHEDULE R7100 Prior Bonds 0 R7000 Future Bonds 0 918,000 918,000 R7920 State Bonds 0 1,082,000 1,082,000 0 0 0 0 0 0 Total Funds 0 0 0 0 0 Executive Summary June 10, 2015 0 0 0 2,000,000 2,000,000 36 Harford Community College FY 2016 Operating and Capital Budgets Darlington Hall Executive Summary June 10, 2015 Harford Community College FY 2016 Operating and Capital Budgets Darlington Hall Exterior Executive Summary June 10, 2015 Harford Community College FY 2016 Operating and Capital Budgets Edgewood Hall Executive Summary June 10, 2015 Harford Community College FY 2016 Operating and Capital Budgets Harford Community College Overview Harford Community College (HCC), founded in 1957, is a comprehensive two-year institution of higher education addressing the diverse educational needs of Harford County. An open admissions institution that views learning as a life-long activity, the College provides transfer and career programs and continuing education courses to challenge and to support students. The College offers two-year curricula in more than 65 programs of study leading to an Associate of Arts, Associate of Sciences, Associate of Applied Sciences, or Associate of Arts in Teaching degree that can transfer to a four-year program or lead to immediate employment. Shorter curricula are offered leading to a Certificate in 23 occupational fields. The College strives to maintain a campus atmosphere conducive to excellence in learning and teaching. As the only public college located in the county, Harford Community College serves as the coordinator of post-secondary education in Harford County. The College strives to remain responsive to its community by continuously assessing the needs and interests of Harford County residents and, in response to the changing needs of its community, HCC has established a direction and focus for its educational program. The budget process strives to merge resources with identified needs. A nine member Board of Trustees governs Harford Community College. Each member of the Board is appointed by the Governor to a term of five years. A trustee may serve a maximum of two terms. The Board of Trustees plays an integral role in the College Community including establishing policy and developing an annual budget. Harford County’s access to the Boston/Washington corridor’s transportation network and the competitive cost-of-living compared to the other counties in the region makes the county ideal for business growth. High quality technical education that meets the requirements of a changing economy is a critical need in Harford County. The College augments the county’s efforts to drive economic development and attract and retain successful enterprises as new program needs continue to emerge. The College is not only the educational center of the county; it is a cultural and recreational center as well. A cultural events program and a community theater produce a full series of offerings each year. Harford Sports Complex, located on the college campus, is a sports complex serving adult athletic needs for tournaments, evening activities, and special events. Campus Location The campus occupies 352 acres, geographically centered in Harford County, near Bel Air, Maryland. The main campus occupies 332,508 assignable square feet of space and has 20 buildings. The College also has two off-campus buildings containing another 38,500 assignable square feet. Harford County is located in northeastern Maryland and consists of 437 square miles with a estimated population of 249,215. Executive Summary June 10, 2015 40 Harford Community College FY 2016 Operating and Capital Budgets The county contains three incorporated towns, Bel Air, Havre de Grace and Aberdeen, of which Bel Air is the county seat. Harford County is situated 60 miles north of Washington, D.C., 20 miles north of Baltimore and 75 miles south of Philadelphia. Two major highways, U.S. Route 40 and Interstate 95, traverse the county and provide access to the Baltimore/Washington and Philadelphia/Wilmington areas and to the New Jersey Turnpike. Two mainline railroads cross the county - CSX and Amtrak. In addition, the Port of Baltimore and the Port of Wilmington serve the offshore movement of larger cargo, which is vital to many of our businesses. HCC Executive Summary June 10, 2015 41 Harford Community College FY 2016 Operating and Capital Budgets Demographics During fall 2014, 6,712 students were enrolled in credit courses. Approximately 60% of HCC students are female and 40% are male. On average, more than half of Harford County residents attending Maryland institutions of higher education at the undergraduate/lower division level attend Harford Community College. Nearly 26% of the students are members of minority groups. Approximately 38% of HCC credit students attend full-time. Executive Summary June 10, 2015 42 Harford Community College FY 2016 Operating and Capital Budgets 2014 INSTITUTIONAL PERFORMANCE ACCOUNTABILITY REPORT HARFORD COMMUNITY COLLEGE 1. Mission Harford Community College (HCC) continues to embrace, follow, and strive to achieve the goals in the 2013-2017 Strategic Plan approved by the Board of Trustees in March of 2013. The HCC mission is: Harford Community College provides accessible, innovative learner-centered educational opportunities. As an open-access institution, the College promotes graduation, transfer, individual goal attainment, and career and workforce development. The College fosters lifelong learning, global awareness, and social and cultural enrichment. 2. Institutional Assessment QUALITY AND EFFECTIVENESS INDICATORS To further Maryland Ready: 2013-2017 Maryland State Plan for Postsecondary Education Goal 1 (Enhance the array of postsecondary education institutions and programs, and more effectively fulfill the evolving educational needs of its students), HCC is dedicated to student success and continually strives to positively impact student achievement on and off campus. Goal 1 of the Strategic Plan - Recognizing the need for more students to achieve their goals, the College will pursue excellence in teaching, learning, and assessment - demonstrates the College’s priority of students and supports the Maryland Ready emphasis on maintaining and improving the quality education students receive at Maryland institutions of higher education. HCC’s most recent survey of graduates shows that 98.7% of respondents are satisfied with their educational goal achievement and affirms our commitment to students’ achieving their educational goals (indicator 1). The College has implemented several strategies to improve student success and retention in working to meet benchmarks for PAR indicators 3, 4, and 5. Beginning in the community, the College has expanded its successful iPlan program to reinforce the value that success begins with readiness. HCC extends this concept into local high schools by offering students assistance on-site in high schools. Informational sessions, placement testing, and advising services are now available for all interested seniors. Having built strong working relationships with county schools, these specialists now have dedicated space in many schools to better serve the needs of students seeking admission to HCC. Newly added this year is a complementary program geared toward parents and families of prospective students. Parents Connect was designed and implemented to provide parents and other student support networks with resources for successful enrollment in HCC, as well as the knowledge and skills to support students through completion of a degree or certificate. In addition to sessions offering information about a variety of student services, participants enjoy 24-hour access to online information via the HCC Parent website, a specialized HCC Admissions Facebook page, and a dedicated email address for questions and assistance. Executive Summary June 10, 2015 43 Harford Community College FY 2016 Operating and Capital Budgets For incoming students, HCC has improved registration and communication processes, and continues the successful PowerUp! student orientation. PowerUp! emphasizes readiness for the transition to a rigorous college curriculum. Led by returning students, PowerUp! Orientation focuses on how students can be successful at HCC, and includes topics such as goal setting, time management, student services, and financial management. This program has grown from just over 300 participants in fall 2013 to 671 student participants in fall 2014. Future orientation sessions will accommodate up to 1,000 students total. Initial data reinforces the positive response. Of the students from the first orientation group, 81% had a GPA above a C in following fall versus 72% for students who did not attend. Fall-to-fall retention for the same cohort was 12% higher for students who attended a PowerUp! program versus students who did not. The efforts of this program have contributed in progress toward attaining retention goals (indicator 3b). Particular attention is being paid to the progress and success of developmental students in a continued effort to improve performance on indicators 3a, 4, 5b and 5c. In response to a slight decrease in developmental retention and completers, HCC has focused attention and resources toward success in Transitional Studies (developmental education). New processes have been developed, including building additional modified terms and offering alternative curriculum structures (such as Accelerated Learning Programs or ALPs) geared toward helping transitional students achieve greater success in college-level courses and improving student retention. A supplemental academic program has also been launched and will provide additional instructional sessions led by faculty. An Academic Success Coaching program was designed and launched in fall 2014 as a component of the new My College Success Network, a program designed to support student success, retention, and degree completion particularly for students of color. Two full-time Academic Success Coaches have been hired for this program. Early intervention is a priority, with a new initiative to place “advisor holds” on students who are enrolled in the lowest level of all developmental disciplines. These students are required to receive academic guidance from a designated advisor. These initiatives, geared toward completion and transfer, have resulted in a steady increase in developmental completers (indicator 6b) over the last three reporting periods. The College’s Enrolled Completer Outreach initiative continues to thrive. Now in its third year, this initiative is designed to provide assistance and services to currently enrolled students with 45 or more earned credits who have not yet graduated from HCC. Students are contacted by Student Development specialists offering personalized academic, career and transfer advising through telephone, email and other online technologies. A total of 529 students were contacted in February 2014, and of those, 124 students (almost 25%) were awarded a degree in May 2014. Since this program’s inception in 2011, 25% of students contacted have graduated within 3 months, and 67% graduated within 18 months of initial contact. Retention continues to be a priority. Indicators 3a and 3b show that while the College has improved retention of college-ready students from fall 2010 to fall 2014, there is a slight decline over that same time period in retention of developmental students. The Student Engagement, Retention and Completion (SERC) committee convened in fall 2012 continues to work to improve student success at HCC. In the upcoming year, SERC will again to move forward, Executive Summary June 10, 2015 44 Harford Community College FY 2016 Operating and Capital Budgets narrowing its previously broad scope to focus on specific efforts in narrowing achievement gaps and increasing student retention. Success strategies are offered to faculty with the purpose of enhancing classroom instruction and learning. Helping Students Succeed: First Year Experience (FYE) Across the Curriculum was developed in 2012-2013 and implemented in fall 2014. This program provides resources and professional development to full- and part-time faculty for implementing first-year best practices in their courses. The goal is to provide enhanced support to first year students in the place where they have direct contact: first year classrooms. The materials in the program were developed by faculty and academic support staff and are made available via Blackboard. Included in this FYE program is the new iPrep Week where students who have been identified by placement test scores are introduced to the campus and to student services and have the opportunity to attend instructional sessions led by math, reading, and English faculty. Placement test retakes are administered at the end of the iPrep week; in 2014, scores increased for 86% of retests in math, English, and reading. ACCESS AND AFFORDABILITY INDICATORS HCC continually works to provide students with access to certificates, degrees, or transfer into a 4-year institution. In support of Maryland Ready Goal 2 (Achieve a system of postsecondary education that advances the educational goals of all by promoting and supporting access, affordability, and completion) a goal in the College’s Strategic Plan states that the College will “Strengthen [its] partnership with local schools to increase the readiness of high school graduates for college.” In FY 2013, although the College experienced a slight decrease in overall unduplicated headcount (indicator 9a, 9b) HCC saw an increase in annual unduplicated credit headcount over FY 2012 and close to a 4.5% increase over FY 2011. This rise in credit headcount is likely a result of efforts to increase access to college. The College’s presence in area high schools allows HCC to continually meet or exceed its market-share of recent, collegebound high school graduates (indicators 10 and 12). Although the College has not achieved its aggressive benchmark for High School Student Enrollment (indicator 14), it has seen a 4.7% increase from FY 2010-FY 2014, representing a 4-year high in enrollment of these students at HCC. Recent program initiatives within county high schools have resulted in an increased level of cooperation. An example of this cooperative climate is the number of students who are able to complete transitional (developmental) math courses at the high schools. This program has grown from two area high schools in 2002 to a current total of six schools. In FY 2014, a total of 413 high school students took advantage of this program. In addition to programs geared toward high school students or recent graduates, HCC also focuses on students with some college experience. HCC has developed partnerships with Maryland four-year institutions (official agreements with Towson University, University of Maryland University College, and pending with the University of Baltimore), providing HCC students who have transferred to a four-year institution the opportunity to transfer credits back to HCC to satisfy program degree requirements and receive an Associate’s degree. In the first two years, HCC awarded 46 degrees and certificates to Reverse Transfer students. New initiatives are underway to support Near Completers; the goal is to eliminate unnecessary barriers to graduation, such as reducing minimum credits for Associate’s degrees to 60 credits and Executive Summary June 10, 2015 45 Harford Community College FY 2016 Operating and Capital Budgets eliminating a graduation fee. Initiatives such as this contribute to HCC’s ability to exceed our benchmark in market-share of part-time undergraduates (indicator 11). Harford continues to see striking increases in online credit enrollment (indicator 13a). This mode of course delivery contributes to providing HCC students with alternative access options and enrollments will likely continue to climb. New courses continue to be added to the online format, contributing to a 13.6% increase in Continuing Education online enrollment over the previous year (indicator 13b). Although HCC fell short of the benchmark in this category, the College continually works to improve access to new learning options. One example is the offering of an online Driver Improvement program to assist eligible drivers with an additional option other than the traditional classroom course increasing enrollments by 33%. Efforts to align Adult Education programs with available online platforms also launched this year. To date, HCC has six credit degrees and three credit certificate programs fully online, with nine more credit programs close to being fully online and available to students. Enrollment in continuing education, community service, and lifelong learning (indicator 16) decreased in both headcount and enrollment. As the economy struggles to return to a place where Maryland residents have discretionary income to spend on recreational and leisure programs, the approach to course offering has changed at HCC. Continuing Education and Training (CET) has increased options in professional development and Adult Basic Learning to focus on adult learners who need to better their employment opportunities. Reflective of these efforts is the increase in indicators 17a and 17b for FY 2013. While still falling short of the benchmark, the increase demonstrates progress. HCC continues to strive for affordability, maintaining minimal tuition increases in support of Maryland Ready Goal 2: Access, Affordability, and Completion. Maryland Ready reinforces the importance of limiting tuition and fee increases as a way to protect access to Higher Education. The HCC Board of Trustees approved a five-year plan of minimal tuition and fee increases in October of 2013, allowing HCC to maintain performance for Indicator 15: Tuition and Fees as a Percentage of Tuition and Fees at Maryland Public Four-Year Institutions. HCC has set a target of staying below the 40% threshold, which the College has maintained over the last four reporting periods. HCC remains one of the most affordable community colleges in Maryland. Another innovative program to provide outreach and financial aid education to new and continuing students is the You Can Afford College program. This free, walk-in event was held in February and offers professional assistance in applying for financial aid. Group financial aid presentations, scholarship and grant highlights, and HCC Financial Aid and Admissions Specialists are available to all participants. The 2014 event provided 95 students and their families with critical knowledge and skills to fund their education. For the 2013-2014 academic year, the Financial Aid office awarded over $880,000 in institutional and private funds to 796 students. Completion continues to be a major focus of faculty and staff in an effort to achieve HCC’s 2025 completion goal of awarding 1,461 certificates and degrees. As of the 2014 academic year, the College is well on its way to achieving this target. From 2010 to 2014, HCC increased total awards by 65%. Beginning in FY 2014, all new degree seeking students must meet with an Executive Summary June 10, 2015 46 Harford Community College FY 2016 Operating and Capital Budgets academic advisor upon entering HCC, and a degree plan must be developed during this first academic advisement session that provides a pathway for completion. The Financial Aid and Advising, Career, and Transfer Services (ACTS) offices at HCC have launched a collaborative effort to help students who are not meeting Satisfactory Academic Progress (SAP) guidelines and have been terminated from receiving aid. The designated academic advisor works with the student to develop an Academic Plan for Satisfactory Academic Improvement (APSI). The plan outlines course requirements to meet graduation and SAP guidelines. During the 2013-2014 academic year, 620 students were terminated from aid; 41% of the students appealed with 59% of those appeals granted and referred to one-on-one counseling to improve GPA and move them toward graduation. To date, approximately 57% of students completed their academic plan or have shown enough progress to continue. DIVERSITY INDICATORS HCC embraces Maryland Ready Goal 3 (Maryland will ensure equitable opportunity for academic success and cultural competency for Maryland’s population), and is working to improve its ability to educate an increasingly diverse population. Harford County’s non-white service population of people 18 or older (indicator 18b) continues to grow and is currently at about 19.2%. Although HCC has fallen slightly short of meeting the goal of 26% non-white enrollment (indicator 18a), the campus has developed several programs aimed at narrowing academic achievement gaps of students based on race, gender, or ethnicity. Persistence by African American students has been inconsistent over the past four reporting periods and does not meet benchmarks (indicator 21a). In 2014, plans were finalized and funds secured to hire three new full-time staff members to implement the My College Success Network. My College Success Network features a combination of services, events, and staff geared toward empowering and supporting African American students. The network is designed to address the attainment gaps that exist between African American and Caucasian students, to facilitate the successful progression through the transitional course sequence, and to promote degree completion (indicator 22a). Students who join the network are encouraged to use the services and support that are appropriate for their individual needs. The targeted advising Academic Success Coaches are key components in this program. Persistence, grades, and graduation-transfer rates as well as other measures will be tracked for participants. In addition to academic attainment, HCC works to continually foster an inclusive campus community. Many programming opportunities and events were planned in the past year to educate and celebrate diversity. During FY 2014, there was a strong focus on African American culture in most of these efforts – particularly with the “Faces of Freedom” initiative. With support from a major grant from the Maryland Humanities Council (and support from other grants and private and corporate gifts) – the Hays-Heighe House (a unit of the College library) planned and implemented an exhibition viewed by over 240 people commemorating the 150th anniversary of the Maryland Constitution of 1864 which ended slavery in Maryland. As part of the ongoing exhibition, 20 educational programs were delivered, and two performances of an original play were performed. A closing ceremony was held off-campus at the Hosanna School Museum. Executive Summary June 10, 2015 47 Harford Community College FY 2016 Operating and Capital Budgets Although progress toward building a faculty and staff representative of HCC’s service area and student population (indicators 19 and 20) is slow and inconsistent, our Human Resources department continues to work with the campus to address and reinforce the benchmark goals. Targeted advertising and close monitoring of search committees are priorities for Human Resources to ensure diverse candidates for open positions. Low faculty and staff turnover continues to be an obstacle to progress in this area. While progress in increasing the diversity of the workforce is slow, HCC continually emphasizes professional development for its employees to enhance services and inclusiveness for students. Examples of development opportunities include sessions on sexual harassment, cultural awareness, and mental health issues. STUDENT-CENTERED LEARNING INDICATORS Providing students with an environment stressing academic success and lifelong learning is a priority at HCC and thus directly supports Maryland Ready Goal 4 (Maryland will seek to be a national leader in the exploration, development, and implementation of creative and diverse education and training opportunities that will align with state goals, increase student engagement, and improve learning outcomes and completion rates). HCC students at transfer institutions continue to perform well, with 88.8% of students achieving a cumulative GPA of 2.0 or above after the first year (indicator 23a). The mean GPA of HCC transfer students after the first year is approaching the 3.0 mark at 2.93 (indicator 23b), increasing slightly over the previous reporting year. Performance in this area consistently exceeds our benchmark for both indicators and demonstrates HCC is preparing students well for success at transfer institutions. Students are able to recognize the quality of preparation received at HCC as graduate satisfaction with preparation for transfer exceeds the benchmark and is at an all-time high 86.7% (indicator 24). Performance on Associate Degree Awards (indicator 25) continues to improve, with substantial increases again in the area of Transfer Degrees Awarded (indicator 25b) which increased by another 12.7% over FY 2012. HCC has now exceeded the benchmark for this indicator. Work continues on progress toward meeting benchmarks for awarding Career Degrees (indicator 25a) and Certificates (indicator 25c). Although there was a slight decline in non-Pell grant recipient fall-to-fall retention (indicator 26b), the College is near or at benchmark for this area, with a slight increase in fall-to-fall retention among students receiving Pell grants (indicator 26a). HCC has experienced a declining Education Transfer credit enrollment (indicator 27a) and credit awards (indicator 27b). Numbers of teacher education graduates from community colleges is down across the state. Several external factors likely contribute to this trend, including difficulty finding a position, declining salaries, and implementation of educational reform. Negative public reaction has perhaps dissuaded some high school students from seeking teaching as a career. HCC’s teacher education program continues to work closely with transfer institutions to help students seamlessly transfer into four year programs. The opening of Towson University in the new location on the West Campus of HCC provides opportunities for continuing collaboration and marketing of teacher education. Executive Summary June 10, 2015 48 Harford Community College FY 2016 Operating and Capital Budgets ECONOMIC GROWTH AND VITALITY INDICATORS Maryland Ready Goal 5 (Maryland will stimulate economic growth, innovation, and vitality by supporting a knowledge-based economy, especially through increasing education and training and promoting the advancement and commercialization of research.) Recognizing the College’s role in helping to sustain the State’s economic growth, HCC places priority on aligning graduates’ education and training with the career and workforce needs within Harford County and beyond. Efforts to ensure that HCC students have the knowledge and skills to productively contribute in a competitive, global economy is positively reflected in the 97% of full-time employed career program graduates working in a related field (indicator 28). Although trends rapidly change and evolve, HCC works continuously to assure a relevant curriculum and interacts productively with professional groups in the community to gain important feedback on required knowledge and skill sets necessary for successful employment. Even with significant growth (over 10%) in full-time employed career program students, HCC’s graduate satisfaction with job preparation decreased, falling below benchmark this year (indicator 29). This is indicative of the emerging needs of our complex workforce. HCC is pleased to welcome Towson University in Northeast Maryland (TUNE) which opened its doors to the county this fall. While HCC remains central to the county’s growth, this cooperative relationship between Harford and Towson will add to the economic vitality of the region. Towson University’s presence provides students an avenue to complete bachelor’s degrees close to home and within the county. Already serving over 200 students in six academic programs, TUNE plans to increase course offerings and degree opportunities. This effort directly supports Maryland Ready Goal 5. HCC intends to leverage this relationship, working to align programs to allow students to transfer as seamlessly as possible into 2+2 programs at TUNE. An example of this is the updating of HCC’s CIS program to more fully align with the IT program being offered at TUNE. Although overall enrollment and head count in continuing education workforce (indicators 30a and 30b) declined in the prior reporting year, significant efforts were made to change program offerings and focus resulting in a 3.5% increase in unduplicated headcount and a 7.7% increase in annual course enrollments for FY 2013. Also this year, HCC will open Darlington Hall, a state-of-the-art Nursing and Allied Health building set to accommodate students with new technology and heightened opportunities for hands-on learning within Nursing and Allied health degree and certificate programs for both credit and Continuing Education. The facility will offer students multiple high-tech lab and collaborative learning spaces. HCC has worked diligently in the areas of Continuing Professional Education and Contract Training. Responding to market conditions, previous year declines in indicator 31 (Enrollment in continuing professional education leading to government or industry-required certification or licensure) have been turned around and increased in FY 2013 for both unduplicated headcount and annual course enrollments. This fluctuation may be accounted for in part by a slow but positive recovery of the economy and an upswing in the construction and housing markets in Harford County. Although Harford contracted with a fewer number of business organizations in FY 2013 (indicator 32), the number of employees trained (indicator 33) increased overall reflecting more training opportunities with current contractors. Of the contractors the College Executive Summary June 10, 2015 49 Harford Community College FY 2016 Operating and Capital Budgets worked with to educate and train their employees, an impressive 100% were satisfied with the quality of program offered by HCC. A specific emphasis in Maryland Ready Goal 5 is on supporting a knowledge-based economy and expectations that future Maryland employees will possess skills necessary to work in a technologically advanced environment. Successful Science, Technology, Engineering, and Math (STEM) programs are central to achieving this goal. Indicator 35a focuses on credit enrollment in STEM programs, which declined slightly at HCC in FY 2013 after a steady three-year increase. To address this decline in STEM enrollment outreach to Harford’s local schools, it is necessary to encourage developing students’ interest in STEM career fields. Technology Needs Teens (TNT) is a day designed for eighth grade students who are selected by their schools to spend the day at HCC with industry leaders who expose the students to a variety of STEMrelated presentations. The intended outcome is to promote interest in technology dependent careers. This program is a collaborative effort between HCC and nine area middle schools, and served 180 students in FY 2014. Students who do enroll in STEM programs at HCC are successfully completing their courses of study as HCC exceeds its benchmark of credit awards for STEM programs (indicator 35b), increasing over 31% from FY 2010 to FY 2013. APG Federal Credit Union (APGFCU) Arena continues to be a major event destination for Northeast Maryland. The Arena, at 3300 seats, remains the largest indoor arena in the county and immediate region. A full-time manager and support team work to assure that the Arena serves its community by booking a variety of athletic and other events and concerts. In FY 2014, total attendance at cultural events presented at the Amoss Center (located at Harford Technical High School), Chesapeake Theater, and APGFCU Arena increased by 23%. DATA USE AND DISTRIBUTION Although there are no benchmark indicators to address the Maryland Ready Goal 6 (Maryland will create and support an open and collaborative environment of quality data use and distribution that promotes constructive communication, effective policy analysis, informed decision making, and achievement of State goals), HCC embraces this emphasis on maximizing data and information in the effort to achieve College and State goals. Several new initiatives for FY 2014 and beyond are focused to improving the use of data and information and sharing data and information in productive ways. In 2013, HCC committed to participate in the Voluntary Framework of Accountability (VFA), an initiative of the American Association of Community Colleges. This initiative is not only meant to provide transparent, comparative information on a national level, but allows HCC the opportunity to benchmark performance on key measures with other similar two-year institutions within and outside Maryland. College-specific dashboards went live on a dedicated, national website in fall 2014 for self-service to the general public. This exciting opportunity will continue into the next fiscal year. In addition, HCC was also the only Maryland Community College to participate in the beta site test phase of the Maryland Longitudinal Data System. Internal to HCC, the use of data and information will take a greater role in the overall pursuit of goals and objectives linked to the 2013-2017 Strategic Plan. In January 2015, the College will convene the Institutional Effectiveness Committee (IEC). This committee will be charged with Executive Summary June 10, 2015 50 Harford Community College FY 2016 Operating and Capital Budgets developing a data-based process by which departments will measure Key Indicators of Effectiveness (KIE) and contribution to the goals established in the Strategic Plan. By implementing this process, the College intends to provide a more transparent and purposeful pursuit of HCC’s goals supported by data and information. HCC also supports the Maryland Ready Goal 6 emphasis on effective policy analysis and informed decision-making. Significant time and resources have been spent to learn about factors contributing to why students do not return to campus and who these students are. The intention is to learn, using data and predictive modeling, how to identify at-risk students early and intervene where possible to assist with situations the campus can impact such as academic counseling or financial aid matters and allowing HCC to develop additional early monitoring and intervention strategies to keep students on the path to success. In fall 2013, HCC was able to identify 2,062 students who were at-risk for not returning to campus for the spring semester. All students were contacted by either telephone or mail to offer assistance with registration or other issues impeding returning to campus. Of the students who received this proactive outreach, 425 (20.6%) returned in spring 2014. This learning project will continue the College work toward continually improving student success and retention. Harford Community College Response to Commission Questions: Regarding indicator 9c, Annual unduplicated headcount, continuing education students: Describe the College’s growth strategy for this student population. As referenced in the Institutional Assessment section of this report, HCC has changed its focus within Continuing Education and Training to better serve the needs of the community in this difficult economy. Several growth strategies have been implemented to regain declining enrollment by focusing on professional development and adult learners who need to better their employment opportunities. Continuing Education and Training has increased, and is in the process of developing additional, workforce development opportunities at HCC to transform the campus into a comprehensive community college. Toward that end, a Plumbing apprenticeship was added in fall 2013, Solar and Geothermal Certificate training will begin in spring 2015, and Heavy Equipment and Alternative Energies programs are expected to be offered in fall 2015. Reinforcing the emphasis and commitment to providing workforce training to the community, HCC developed a Regional Training Center proposal and submitted this to MHEC and Department of General Services (DGS). This Center will offer workforce development and training opportunities geared toward manufacturing and industry sectors, with an emphasis on the computer-enhanced side of these industries. HCC is actively working with area employers, making site visits to area facilities and colleges, to coordinate the implementation of training programs in the area with what employers need to have a quality and competitive workforce. Pending state and county funding, the proposed facility will begin construction adjacent to the HCC campus. The Allied Health continuing education and training programs continue to remain attentive to the needs of students and area employers as well. Beginning in fall 2014, students entering Allied Health certificate training programs are required to enter cohorts that complete courses in a targeted, stepwise order with the intention of expediting completion and improving retention. An Executive Summary June 10, 2015 51 Harford Community College FY 2016 Operating and Capital Budgets externship opportunity in the Veterinary Assistant certificate program has successfully doubled enrollment in that area. HCC is also in the final phases of completing the MOU with Delaware Technical and Community College for credit articulation with their credit degree program in what Veterinary Assisting. A partnership was also formed with MedStar and Upper Chesapeake Medical Center to tailor curriculum according to the needs of area employers and patients. The EMS program has received a five-year accreditation from the Maryland Institute of Emergency Medical Services Systems (MIEMSS). Facilities have also been a deterrent to adding new programs in CET. In May 2015, work will begin on a major renovation of Edgewood Hall adding two new wings allowing new opportunities for Culinary Arts Training, offering of new youth programs, and the expansion of “dirty lab” education such as mechanical and appliance repair. The Culinary Arts program will work with Harford Technical High School’s Culinary Program to align training and provide an articulation opportunity for those students. Regarding Successful-persister rate after four years, African American students (Indicator 21a) and Graduation-transfer rate after four years, African American students (Indicator 22a): Please explain any steps the College has taken or intends to take to improve performance and reach the benchmark. In addition to the My College Success Network outlined previously in this report, Soar2Success has been reinvented from the previous Rites of Passage peer mentoring program. Soar2Success will continue to provide cultural and social programming and professional development related to the experiences and empowerment of African American students. This program launched in fall 2014 with an iCanSucceed Weekend, an empowerment program for African American students. Faculty, staff, and students presented topics designed to motivate and promote the campus as a supportive environment. The focus of both My College Success Network and Soar2Success is to address the attainment gap and support the persistence and completion of African American students. 3. Community Outreach and Impact Harford continues to collaborate closely with the local community in ways that enhances its development. Harford Community College and the local Dresher Foundation are proud to partner in a collaborative initiative now in its second year. Connect Harford is a unique and visionary gathering of leaders in business, government, and education who are dedicated to promoting and inspiring economic growth and a prosperous future for the diverse community that is Harford County. Through conversations identifying economic and community development opportunities, addressing barriers, sharing innovative solutions, and providing access to information, Connect Harford strives to inspire all stakeholders – current and future – to take the actions needed today to make their visions a reality tomorrow. HCC, in addition to being part of the leadership team for these events, provided the facility (APGFCU Arena) and employees to serve in various support functions for the events. Attendance has grown from 325 in 2013 to 350 in 2014. Executive Summary June 10, 2015 52 Harford Community College FY 2016 Operating and Capital Budgets In addition to this exciting and vital community partnership, HCC also provided staff to represent the College at over 26 community events during FY 2014, including multiple college and career fairs, expos, community events, and family days. This representation reinforces the College’s commitment to serving the community. HCC coordinated box-office support for over 90 HCC and external events presented in the Arena, Chesapeake and Black Box Theaters, Joppa Recital Halls, and Amoss Center. During FY 2014, HCC served more than 58,000 patrons at 68 events in the APGFCU arena, nine of which were sellout capacity. Students also participated in subject-specific community activities. For example, students in the Visual and Performing Arts (VPAA) division collaborated with HCPS to host ARTS Connection Day, which offered HCPS seniors and juniors the opportunity to visit the HCC campus, meet faculty members, participate in our program offerings, and experience college life. The day consisted of a tour of Joppa Hall, workshops related to students’ programs of interest, lunch, and theater and musical performances. 4. Accountability Indicators See attached HCC 2014 Accountability Indicators Table. Executive Summary June 10, 2015 53 Harford Community College FY 2016 Operating and Capital Budgets 2014 ACCOUNTABILITY REPORT Student Characteristics (not Benchmarked) These descriptors are not performance indicators subject to improvement by the college, but clarify institutional mission and provide context for interpreting the performance indicators below. Fall 2010 Fall 2011 Fall 2012 Fall 2013 56.2% 62.9% 59.1% 61.0% 60.8% 59.0% 62.8% 60.2% Spring 2008 Spring 2010 Spring 2012 Spring 2014 25.1% 21.9% 25.5% 23.9% FY 2010 FY 2011 FY 2012 FY 2013 327 279 256 262 FY 2010 FY 2011 FY 2012 FY 2013 19.1% 22.7% 24.5% 25.6% 33.6% 38.0% 39.1% 40.6% Spring 2008 Spring 2010 Spring 2012 Spring 2014 61.6% 55.4% 53.0% 46.9% Fall 2010 Fall 2011 Fall 2012 Fall 2013 3.5% 13.7% 0.3% 0.1% 2.2% 76.0% 2.2% 0.7% 1.3% 4.3% 14.3% 0.4% 0.1% 2.3% 74.8% 2.6% 0.5% 0.7% 4.4% 15.0% 0.4% 0.2% 2.2% 73.8% 3.0% 0.5% 0.6% 4.4% 14.4% 0.3% 0.2% 2.1% 74.5% 2.8% 0.5% 0.8% FY 2010 FY 2011 FY 2012 FY 2013 $15,484 $44,252 $13,748 $47,269 $16,826 $43,517 $14,565 $44,738 Alumni Survey 2002 Alumni Survey 2005 Alumni Survey 2008 Alumni Survey 2011 Benchmark Survey 2014 96.0% 87.8% 99.3% 98.7% 95.0% Spring 2007 Cohort Spring 2009 Cohort Spring 2011 Cohort Spring 2013 Cohort Benchmark Spring 2015 Cohort 68.6% 68.7% 75.3% 69.4% 70.0% Fall 2009 Cohort Fall 2010 Cohort Fall 2011 Cohort Fall 2012 Cohort Benchmark 2014 Cohort Fall-to-fall retention a. Developmental students 55.0% 55.9% 55.3% 53.7% 58.0% b. College-ready students 68.9% 66.1% 64.2% 66.6% 68.0% Fall 2006 Cohort Fall 2007 Cohort Fall 2008 Cohort Fall 2009 Cohort Benchmark 2011 Cohort 48.4% 50.1% 49.7% 48.5% 51.0% Fall 2006 Cohort Fall 2007 Cohort Fall 2008 Cohort Fall 2009 Cohort Benchmark 2011 Cohort Successful-persister rate after four years a. College-ready students 88.2% 92.0% 90.2% 90.3% 90.0% b. Developmental completers 87.1% 86.6% 88.9% 85.6% 86.0% c. Developmental non-completers 47.8% 40.4% 39.3% 41.5% Not Applicable d. All students in cohort 77.9% 78.5% 77.6% 76.7% 77.0% A. B. Percent credit students enrolled part-time Students with developmental education needs C. Percent of credit students who are first-generation college students (neither parent attended college) D. Total unduplicated headcount enrollments in English for Speakers of Other Languages (ESOL) courses E. Financial aid recipients a. Percent of credit students receiving Pell grants b. Percent of credit students receiving loans, scholarships and/or need-based financial aid F. Credit students employed more than 20 hours per week G. Student racial/ethnic distribution a. Hispanic/Latino b. Black/African American only c. American Indian or Alaskan native only d. Native Hawaiian or other Pacific Islander only e. Asian only f. White only g. Multiple races h. Foreign/non-resident alien i. Unknown H. Wage growth of occupational program graduates a. Median income one year prior to graduation b. Median income three years after graduation Goal 1: Quality and Effectiveness 1 2 3 4 5 Graduate satisfaction with educational goal achievement Non-returning student satisfaction with educational goal achievement Developmental completers after four years Executive Summary June 10, 2015 54 Harford Community College FY 2016 Operating and Capital Budgets 2014 ACCOUNTABILITY REPORT 6 7 Fall 2006 Cohort Fall 2007 Cohort Fall 2008 Cohort Fall 2009 Cohort Benchmark 2011 Cohort Graduation-transfer rate after four years a. College-ready students 74.7% 73.5% 73.0% 72.5% 75.0% b. Developmental completers 64.1% 57.6% 58.6% 62.1% 65.0% c. Developmental non-completers 32.9% 23.6% 24.4% 21.5% Not Applicable d. All students in cohort 59.9% 55.4% 54.9% 55.8% 60.0% FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 87.8% n=115 100.0% 88.0% n=125 100.0% 92.0% n=150 0.0% 87.4% n=135 100.0% 90.0% n=115 90.0% n=10 n=6 n=0 n=1 n=10 FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 42.1% 14.1% 11.7% 32.1% 42.0% 14.6% 11.4% 32.0% 41.9% 14.9% 11.4% 31.8% 42.3% 14.4% 11.5% 31.8% 43.0% 14.0% 11.0% 32.0% FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 24,116 9,720 15,289 23,929 9,560 15,150 22,106 9,756 13,082 21,960 9,988 12,648 27,957 11,268 16,500 Fall 2010 Fall 2011 Fall 2012 Fall 2013 Benchmark Fall 2015 64.8% 64.2% 63.8% 62.0% 62.0% Fall 2010 Fall 2011 Fall 2012 Fall 2013 Benchmark Fall 2015 70.5% 71.1% 73.2% 72.9% 70.0% AY 09-10 AY 10-11 AY 11-12 AY 12-13 Benchmark AY 2014-15 70.8% 71.2% 71.1% 70.8% 70.0% FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 6,117 495 6,751 471 7,433 425 8,112 483 7,091 600 Fall 2010 Fall 2011 Fall 2012 Fall 2013 Benchmark Fall 2015 404 338 406 423 515 FY 2011 FY 2012 FY 2013 FY 2013 Benchmark FY 2016 36.6% 35.2% 36.2% 39.1% 40.0% FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 6,252 13,139 6,550 13,429 5,881 12,260 5,812 12,161 7,000 13,800 Licensure/certification examination pass rates a. Program NCLEX RN Number of Candidates b. Program NCLEX PN Number of Candidates 8 Percentage of expenditures on a. Instruction b. Academic Support c. Student Services d. Other Goal 2: Access and Affordability 9 10 11 12 13 14 15 Annual unduplicated headcount a. Total b. Credit students c. Continuing education students Market share of first-time, full-time freshmen Market share of part-time undergraduates Market share of recent, college-bound high school graduates Annual enrollments in online courses a. Credit b. Continuing Education High school student enrollment Tuition and fees as a percent of tuition and fees at Maryland public four-year institutions Note: The goal of this indicator is for the college’s percentage to be at or below the benchmark level. 16 Enrollment in continuing education community service and lifelong learning courses a. Unduplicated annual headcount b. Annual course enrollments Executive Summary June 10, 2015 55 Harford Community College FY 2016 Operating and Capital Budgets 2014 ACCOUNTABILITY REPORT FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 1,483 4,458 1,460 4,458 1,217 3,791 1,276 4,255 1,546 4,645 Fall 2010 Fall 2011 Fall 2012 Fall 2013 Benchmark Fall 2015 22.4% 18.2% 24.3% 18.4% 25.4% 18.9% 24.6% 19.2% 26.0% Not Applicable Fall 2010 Fall 2011 Fall 2012 Fall 2013 Benchmark Fall 2015 7.3% 7.1% 8.7% 6.7% 18.0% Fall 2010 Fall 2011 Fall 2012 Fall 2013 Benchmark Fall 2015 16.3% 17.4% 16.4% 14.6% 18.0% Fall 2006 Cohort Fall 2007 Cohort Fall 2008 Cohort Fall 2009 Cohort Benchmark 2009 Cohort 65.3% n < 50 n < 50 66.7% n < 50 n < 50 62.8% n < 50 n < 50 64.9% n<50 n<50 77.0% n<50 n<50 Fall 2006 Cohort Fall 2007 Cohort Fall 2008 Cohort Fall 2009 Cohort Benchmark 2009 Cohort 52.0% n < 50 n < 50 45.9% n < 50 n < 50 43.9% n < 50 n < 50 51.8% n<50 n<50 60.0% n<50 n<50 AY 09-10 AY 10-11 AY 11-12 AY 12-13 Benchmark AY 2014-15 88.1% 2.87 87.5% 2.86 86.9% 2.87 88.8% 2.93 87.0% 2.85 Alumni Survey 2002 Alumni Survey 2005 Alumni Survey 2008 Alumni Survey 2011 Benchmark Survey 2014 81.0% 72.4% 80.0% 86.7% 85.0% FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 226 385 39 229 543 65 261 573 51 277 646 60 347 521 65 Fall 2009 Cohort Fall 2010 Cohort Fall 2011 Cohort Fall 2012 Cohort Benchmark 2014 Cohort 48.8% 64.4% 54.5% 63.6% 52.0% 65.9% 52.5% 63.6% 51.0% 68.0% Fall 2010 Fall 2011 Fall 2012 Fall 2013 Benchmark Fall 2015 340 306 285 283 455 17 Enrollment in continuing education basic skills and literacy courses a. Unduplicated annual headcount b. Annual course enrollments Goal 3: Diversity 18 Minority student enrollment compared to service area population a. Percent non-white enrollment b. Percent non-white service area population, 18 or older Note: Census data for 2011 only includes age 20 & older 19 20 21 Percent minorities of full-time faculty Percent minorities of full-time administrative and professional staff Successful-persister rate after four years a. African American b. Asian, Pacific Islander c. Hispanic Note: Not reported for groups with < 50 students in the cohort for analysis. 22 Graduation-transfer rate after four years a. African American b. Asian, Pacific Islander c. Hispanic Note: Not reported for groups with < 50 students in the cohort for analysis. Goal 4: Student-Centered Learning 23 24 Performance at transfer institutions a. Percent with cumulative GPA after first year of 2.0 or above b. Mean GPA after first year Graduate satisfaction with preparation for transfer Note: Response categories changed starting in 2008. 25 26 27 Associate degrees and credit certificates awarded a. Career degrees b. Transfer degrees c. Certificates Fall-to-fall retention a. Pell grant recipients b. Non-recipients Education transfer programs a. Credit enrollment Executive Summary June 10, 2015 56 Harford Community College FY 2016 Operating and Capital Budgets 2014 ACCOUNTABILITY REPORT b. Credit awards FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 28 37 41 27 35 Alumni Survey 2002 Alumni Survey 2005 Alumni Survey 2008 Alumni Survey 2011 Benchmark Survey 2014 86.4% 87.8% 88.0% 97.0% 89.0% Alumni Survey 2002 Alumni Survey 2005 Alumni Survey 2008 Alumni Survey 2011 Benchmark Survey 2014 81.0% 71.1% 86.4% 81.3% 86.0% FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 7,359 11,640 7,055 11,366 5,949 9,538 6,165 10,272 8,000 12,222 FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 1,717 2,331 1,914 2,534 1,339 1,783 1,595 2,106 1,790 2,429 FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 31 38 39 26 50 FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 1,436 1,680 1,414 1,686 1,108 1,514 1,369 1,849 1,579 2,751 FY 2010 FY 2011 FY 2012 FY 2013 Benchmark FY 2015 100.0% 100.0% 95.8% 100.0% 100.0% Fall 2010 Fall 2011 Fall 2012 Fall 2013 Benchmark Fall 2015 1,952 2,064 2,077 2012 2,350 FY 2010 FY 2011 FY 2012 FY 2013 212 229 254 278 Benchmark FY 2015 250 Goal 5: Economic Growth and Vitality 28 29 Percent of full-time employed career program graduates working in a related field Graduate satisfaction with job preparation Note: Response categories changed starting in 2008. 30 Enrollment in continuing education workforce development courses a. Unduplicated annual headcount b. Annual course enrollments 31 32 33 34 35 Enrollment in Continuing Professional Education leading to government or industry-required certification or licensure a. Unduplicated annual headcount b. Annual course enrollments Number of business organizations provided training and services under contract Enrollment in contract training courses a. Unduplicated annual headcount b. Annual course enrollments Employer satisfaction with contract training STEM programs a. Credit enrollment b. Credit awards Executive Summary June 10, 2015 57
