Board of Trustees

Board of Trustees’ 

Work Session 

and 

Board Meeting 

Materials 

October 28, 2009 

6:00 pm 

The Rouse Company Foundation Student Services Hall 

RCF-400

1. Board members practice respectful dialogue 

that serves the best interests of the college. 

2. Each board member works to integrate servantleadership 

into the board culture. 

3. Each board member has the opportunity to 

speak uninterrupted. 

4. Board members come prepared – board chair 

needs to understand what is required and set 

time and material appropriately. 

5. Board chair acts as caretaker for the board – 

acts as filter, evaluates agenda for time well 

spent. 

6. Board chair speaks for the board to the media. 

7. Consent materials are available 10 days in 

advance; remaining board materials are 

available seven days in advance. 

8. Board members should route any requests for 

additional information to the board chair or the 

president at least two business days prior to the 

board meeting.

Howard Community College’s 

Dragon Principles 

We promise to help our students, employees, and community 

members “get there from here.” 

We pledge to... 

Be friendly 

Be helpful to our students and community 

Be considerate of each other 

And we pledge to… 

Value Innovation

1 

Board of Trustees’ Meeting Agenda 



Room: 400 

Work Session and Dinner 6:00 pm (A light dinner will be served at 5:30 pm) 

I. Introduction of New Employees 

II. Recognition of the Grand Prix Board Co-Chairs and Grand Prix Hosts 

III. Service Learning and the President’s Higher Education Community Service 

Honor Roll 

IV. Information Session: Strategic Communications Plan / Public Relations and 

Marketing 

Regular Meeting – Immediately following the work session 

A. Approval of October 28, 2009, Agenda 

B. Board Priority Items 

1. Fiscal Year 2009 Audit Report and Meeting with Auditors 

2. Financial Statements 

3. Board End: Student and Stakeholder Focus 

C. President’s Report 

D. Board Member Comments 

E. Report of the Legislative and Community Relations Committee 

F. Approval of Minutes: 

1. September 23, 2009, Work Session 

2. September 23, 2009, Regular Session 

3. September 23, 2009, Closed Session 

G. Consent Items 

1. Proposed New Hires 

2. Fiscal Year 2011 Capital Budget 

3. Administrative Reporting Project Consulting Services 

4. Administrative Software Consulting Services 

5. Professional Services to Write the Part I/II Facility Program for the New 

Science Engineering and Technology Building 

6. Rep Stage Paymaster Agreement 

7. Athletic Fields Phase V Change Order 4 

8. Change Order 1 for Professional Services for Facilities Master Plan 

9. Commencement and Nursing Pinning Expenses 

10. Comcast Enterprise Services 

11. Telephone System Upgrade Switches 

12. Lot F Stream Channel Design Fund Increases Exploration Research 

13. Technology Purchases 

H. Discussion Items 

1. Howard Community College Debt Policy

2 

I. Information Items 

1. Issue Bin 

2. Board Calendar 

3. Agreements Signed by the Board Chair Disclosure 

4. Personnel Summary 

Closed Session

3 

I – Introduction of New Employees 

Board of Trustees 


Work Session Item I 

For the trustees’ information, newly hired employees approved by the board at its 

September 23, 2009, meeting will be introduced to the trustees by Dr. Hetherington 

and area vice presidents.

4 



Work Session Item II 

II – Recognition of the Grand Prix Board Co-Chairs and 

Grand Prix Hosts 

Mike Drummond Information 

• Associate’s degree from the former Catonsville Community College 

• Bachelor’s degree from Louisiana State University (LSU) 

• Started working with Harkins Builders in 1980 while still in school at LSU 

• Joined the company full-time in 1984 

• In 2009, he became a vice president at Harkins 

• Joined the Grand Prix board in 2004 and became chair-elect in 2006 

• Served as chair for the 2007 and 2008 event and then co-chaired with Chris 

Marasco for 2009 

• Serving his second, 3-year term as a member of the Howard Community 

College Educational Foundation (HCCEF) board 

• Brings valuable people skills and motivational skills to the board and 

generates enthusiasm 

Chris Marasco Information 

• Associate’s degree with honors from Howard Community College 

• Bachelor’s degree from University of Baltimore, summa cum laude 

• Started as a personal trainer at The Colosseum Gym before entering the 

banking field in 2001 as a credit analyst at the Columbia Bank 

• Joined Howard Bank in 2004 as vice president, relationship manager and is 

now senior vice president and team leader 

• Was selected as an HCC Distinguished Alumni in 2004 

• Joined the Grand Prix board in 2004 

• Served as co-chair with Mike Drummond for the 2009 event 

• Serving his second 3-year term as a member of the HCCEF board 

• With quiet confidence, Chris brings valuable insights that are well received by 

the board members 

Both of these individuals lead by example and instill a strong sense of commitment 

from their fellow board members. Each has an incredibly contagious sense of 

humor, which is a great asset for 8 a.m. meetings! 

2009 Grand Prix Information 

Wow! That was the word most heard at this year’s Grand Prix thanks to Marilyn and 

George Doetsch. In an incredibly generous offer, Marilyn and George opened their 

100-acre horse-breeding farm to the HCCEF to use for the Grand Prix in 2009. This

5 

beautiful piece of property transformed the 22-year event into something that felt 

new and full of potential. Even before the first event had “invaded” their property 

they were willing to host successive years on the farm. Marilyn and George embody 

the true sense of community involvement and giving. So much so, that not only are 

they inviting us back to use Marama Farm again, but they have agreed to chair the 

2010 event! With them at the helm, and with Mike and Chris and the other members 

of the Grand Prix board supporting them, this event can only become more popular 

and more successful in raising funds for student scholarships. 

Mike and Chris’ leadership was also integral to the success of the 2009 event. In 

this atmosphere of economic uncertainty, the Grand Prix was still the place to be on 

a September afternoon in Howard County… The weather was spectacular and the 

tent, lawn, and bleacher areas full of guests enjoying the horses and the company at 

Marama Farm. Attendance was down slightly, but word of mouth has been traveling 

fast and next year the numbers should be up again. The initial revenue figure is now 

up to $67,000 as opposed to the initial $60,000 first reported. The 2008 Grand 

Prix’s final revenue number was $125,000.

6 



Work Session Item III 

III – Service Learning and the President’s Higher Education 

Community Service Honor Roll 

Launched in 2006, the Community Service Honor Roll is the highest federal 

recognition a school can achieve for its commitment to service-learning and civic 

engagement. Honorees for the award were chosen based on a series of selection 

factors including scope and innovation of service projects, percentage of student 

participation in service activities, incentives for service, and the extent to which the 

school offers academic service-learning courses. 

The Honor Roll is a program of the Corporation for National and Community Service, 

in collaboration with the Department of Education, the Department of Housing and 

Urban Development, and the President's Council on Service and Civic Participation. 

The President’s Higher Education Community Service Honor Roll is presented 

during the annual conference of the American Council on Education. 

Only nine institutions in Maryland received this honor for 2008: Anne Arundel 

Community College, Goucher College, Howard Community College, Loyola College 

in Maryland, Saint Mary’s College of Maryland, Towson University, University of 

Baltimore, University of Maryland Baltimore County, and University of Maryland, 

College Park. 

This year is the third in a row that HCC’s Service Learning Program has been 

named to the President’s Honor Roll. This distinction recognizes the hard work of 

Howard Community College students, faculty, and staff as they build a culture of 

service and civic engagement. Special thanks to Carol Parreco, former director of 

service learning, for her efforts in service learning.

7 



Work Session Item IV 

IV – Information Session: Strategic Communications Plan 

/ Public Relations and Marketing 

Team Being Introduced: Public Relations and Marketing 

The office of public relations and marketing is a multifaceted, integrated 

communications department that supports and serves Howard Community College. 

The team is driven by its charge to enhance the college’s visibility, strengthen 

relationships with college constituencies, brand the college’s image, position the 

college competitively, and further advance the institution. 

The office is comprised of eight team members: 

Kathy-Ann Royster, office associate IV 

Vicky Trail, publications assistant 

Margie Dunklee, graphic artist 

Christi Sutton, creative services coordinator 

Michael Scrivener, communications specialist 

Jane Sharp, marketing manager 

Randy Bengfort, director of marketing and communications 

Nancy Santos Gainer, executive director of public relations and marketing 

The staff has an eclectic professional background and brings creativity, expertise, 

and commitment to the institution. The office functions similar to a full-service 

communications agency where team members provide consultation to college 

“clients” in need of a wide range of communications services. The office serves its 

HCC client base by pro-actively developing and managing strategic public relations, 

media relations, integrated marketing, and publication efforts. 

Public Relations 

Public relations strategies are developed and implemented to position the college 

positively in the community; strengthen its local, regional, and national visibility; 

advance the college’s legislative agenda; and develop consistency in all internal and 

external messaging. To position the college, the office has been engaged in an 

aggressive media campaign designed to tell rich and compelling stories about the 

impressive work of HCC faculty, staff, and students to an extended print and 

electronic audience. The office also works actively to showcase the unique 

programs and projects that make HCC distinctive among its peers. 

In terms of quantifying and evaluating news coverage, HCC uses a database to 

track the number of articles secured in the area’s two major dailies, The Baltimore 

Sun and The Washington Post, and then compares that number to other community 

colleges in Maryland. As in past years, the college continued its success in securing

8 

the highest number of feature articles and citations of any community college in 

Maryland for 2008. A full text search showed that HCC was either mentioned or 

cited 360 times in The Baltimore Sun and The Washington Post. Using the same 

data specifications for peer institutions, Frederick Community College was 

mentioned 12 times, Harford Community College was cited 113 times, and College 

of Southern Maryland was referenced 184 times. An abstract search showed that 

HCC was featured 49 times in The Baltimore Sun and The Washington Post. Using 

the same data specifications for peer institutions, Frederick Community College was 

featured one (1) time, Harford Community College was featured eight (8) times and 

College of Southern Maryland was featured 33 times. 

As newspapers have declined drastically in breadth, coverage areas, as well as 

staffing, the office has expanded its attention to include electronic sources of 

visibility, while maintaining an active presence in the revised print/online formats of 

existing daily and weekly newspapers. In addition to placing a number of national, 

regional, and local newspaper features (media highlight list found at the end of this 

write-up), the office also secured news features on WBAL-TV, WMAR-TV, FOX 

News, WMPT-TV, and NPR (Baltimore affiliate) within the past year. 

A significant amount of the public relations work performed also focuses on 

legislative efforts, which involve the active lead of the president, members of the 

board of trustees, students, faculty, and staff. All coordinated legislative efforts are 

designed to tell the important story of HCC’s need to those state and county officials 

who are in positions of influence. There was good news for HCC’s capital funds 

when the Maryland State legislature ended its session on Monday, April 13, 2009. 

HCC received the design funds of $2,004,000 for the health sciences building from 

the state and the county agreed to match the funds. The county also funded the 

furniture needed for the Clark Library Hall at a cost of $2,080,000. At the time, HCC 

received a 5.6 percent increase in its operating budget for FY10 from the state, and 

the college welcomed not receiving a reduction from the county. Most recently, the 

state rescinded all but $40,000 of its promised increase, which makes legislative 

messaging efforts for this coming year even more important. 

Marketing 

Marketing efforts work toward providing a wide array of services to HCC’s campus 

throughout the year. The office provides guidance and direction from concept to 

creation, and ensures that all marketing and promotional communications reflect the 

mission, vision, and values of HCC. 

Based on the principals of niche marketing, the office’s marketing efforts are guided 

by the enrollment management team, which develops strategies and implements 

programs that provide optimal opportunities to enhance recruitment, retention, and 

graduation rates. The marketing model includes the integration of marketing 

research, curriculum delivery, customer service, promotion (from publications to the 

web), recruitment, and inquiry follow-up. 

Marketing professionals increase and reinforce HCC’s brand awareness; develop 

and implement marketing plans for the college as well as for individual programs and

9 

services; coordinate the production of publications, including planning, designing, 

writing, printing and distribution; develop and maintain HCC’s identity and image as 

reflected in publications, signage, and other graphic materials; and develop collegewide 

advertising campaigns and coordinate call-to-action advertising for individual 

programs, services, and events. 

Exploring new technologies, the office has recently launched an official college 

Facebook page that creates a dynamic opportunity to brand and promote the 

college. The page provides opportunities to take advantage of viral marketing (e.g., 

a relatively new form of marketing that spreads brand messages exponentially 

among preexisting social networks) where college-created videos, photos, articles 

and links can be shared by fans with their friends. From posting photos to streaming 

video to providing key links, HCC’s official Facebook page enables students, faculty, 

staff, and alumni to engage with one another actively. The office uploads and 

maintains all content (images, video, college information, notes, etc.) and monitors 

the activity (wall notes [e.g., postings to Facebook], discussion board entries, etc.) 

daily. 

Significant marketing projects in process include the development of a 

comprehensive wayfinding signage system for the college’s Columbia campus, as 

well as the development of a brand strategy, logo, and website for Laurel College 

Center. 

Core Work Mission: The office of public relations and marketing assists HCC to 

achieve its institutional mission by 1) managing communications with groups and 

organizations affected by HCC’s operations, and capable of enhancing or 

constraining HCC’s ability to achieve its goals (public relations), and 2) facilitating 

mutually desirable exchanges with individuals and groups benefitting from HCC 

programs, services, and events (marketing). 

Strategic Communications Plan 

The public relations and marketing office is the lead unit responsible for executing 

the strategic communications plan as its professional team is trained to identify and 

advance communication objectives and effective approaches to target key 

audiences. 

Background: Strategic communication is a process whereby key audiences are 

identified and targeted for active engagement in an effort to achieve effects 

consistent with the overall interests and objectives of the college. The public 

relations and marketing office conducted strategic planning via a series of 

comprehensive sessions dedicated to reviewing, discussing, and analyzing 

strengths, weaknesses, and opportunities related to advancing HCC’s mission and 

vision through the implementation of specific activities designed to inform, educate, 

and gain support for the college. All aspects of the strategic communications plan 

were developed in direct alignment with the priorities identified in the college-wide 

strategic plan. 

Purpose: HCC’s strategic communications plan is designed to enhance the 

college’s ability to engage a variety of key audiences, be proactive, speak with one

10 

voice, focus on targeted areas of influence, and position the college through 

consistent messaging and branding. 

Benchmarks/Results: The strategic communication initiatives tied to the plan are 

categorized according to the following major themes and subsequent 

benchmarks/results: 

• Advocacy — Through government relations, HCC will effectively articulate the 

college’s connection to the needs of Howard County, Maryland and its people. 

The college will educate the public about HCC students served and those who 

remain unserved. Advocacy efforts will generate a steady stream of general 

visibility to set the social, political, and economic climate that will support policy 

reform. 

Increase legislators’ awareness of the need to support HCC via a 

compelling campaign 

Help legislators associate their constituents’ faces with HCC’s need 

for funding by organizing advocacy groups (i.e., parents, students, 

alumni, and veterans) 

Mobilize faculty, students, parents, and staff 

Engage legislators on a regular basis 

Initiate and coordinate a statewide marketing advocacy campaign 

among the 16 community colleges in Maryland 

• Visibility I / Generating Favorable HCC News — HCC will generate favorable 

HCC news by illustrating the college’s ability to transform lives; reporting on 

students served and those who remain underserved due to budget cuts; telling 

the stories that relate directly to the challenges that test the college’s ability to 

serve and prepare a growing student population; and positioning HCC as a good 

and responsible neighbor that provides an eclectic array of offerings that 

advances the community. 

Actively pitch the local, regional, and national print/electronic news 

media with an array of stories, leads, and visual resources to 

increase positive coverage of HCC 

Continue to build one-on-one relationships with reporters and 

editors with a continued focus on the local and regional levels 

Enhance media relations procedures and news service 

mechanisms to increase local, regional, and national coverage 

Identify HCC’s need for state and county funding as a topic 

designed to secure maximum visibility 

Implement proactive strategies that will promote the positive 

attributes of the college’s various sites to the public 

• Visibility II / Building, Reinforcing and Preserving HCC’s Image — HCC’s 

image will be maintained and enhanced by ensuring that all printed and collateral 

materials preserve the college’s quality image and identity, and are aligned with

11 

the college’s mission. HCC’s materials will be designed and written to attract 

attention, provide information, elicit a positive response, and educate the 

community in ways that will help increase enrollment and support the college. 

Create an engaging and professional magazine for the college’s 

various constituents 

Develop and implement a comprehensive strategy to support the 

successful promotion of the Capital Campaign 

Create an HCC connection to new program/services that have 

independently developed logos that have no visual tie to the college 

Create HCC publications that are part of an integrated visual 

identity 

Market Laurel College as a regional higher education center 

Implement a comprehensive signage program that will be 

consistent throughout HCC 

• Recruitment — HCC’s recruitment efforts will increase student enrollment, 

improve the college’s public image, and create positive awareness. 

Phase 1 – Enhance the current web page geared to high school 

students in order to engage a target audience that demonstrates a 

higher reliance on and attraction to electronic communications 

Work with the enrollment management team and planning, 

research, and organizational development department to survey 

students who applied but did not register, in order to gather 

information regarding additional recruitment strategies 

• Relationships (internal & external) — HCC will strengthen its relationships 

within the community on the neighborhood-level and develop more strategic 

relationships across sectors to enhance the college’s image. HCC will 

strengthen its outreach to its internal community to promote a stronger sense of 

pride in the institution and greater identification with the institutions’ overall 

mission. 

Grow and maintain outreach presence in the local community 

Strengthen relationships, partnerships, and strategic alliances with 

targeted opinion leaders 

Build increased understanding of HCC’s mission/vision/values 

among faculty, staff, and students so that common direction guides 

decision-making 

Increase faculty and staff understanding of the excellence of HCC’s 

people and programs 

Increase internal communication with students 

Increase feeling of “community” among staff at HCC 

Special Recognitions 

The National Council for Marketing and Public Relations (NCMPR), September 2008

12 

• Silver Award, Promotional Campaign for HCC’s Rodin Exhibit 

• Bronze Award, Weekly Newslink 

Select Media Highlights 

National Print Features 

The Chronicle of Higher Education, Great Colleges to Work For Supplement, 

“At Howard Community College, Inclusiveness Goes a Long Way,” July 10, 

2009 

USA Today, USA Today’s 2009 All-USA Community College Academic Team 

(HCC student Shayna Wise), April 6, 2009 

Diverse: Issues in Higher Education magazine, “Beating the At-Risk Odds: 

Family Approach Credited as Key to Silas Craft Collegians Program’s 

Success,” December 11, 2008 

Community College Week, “Maryland Colleges Offering Forensics Studies 

Programs,” July 14, 2008 

Regional Print Features 

Baltimore Sun, “Digging the Past: HCC Students Return from an excavation 

at an ancient French site with new appreciation for the art and science of 

archaeology,” September 27, 2009 

Baltimore Sun, “Maryland Community Colleges Riding New Wave in Higher 

Education” August 16, 2009 

Baltimore Sun, “Enrollment Up at Howard Community College,” August 23, 

2009 

Baltimore Sun, “High Gas Prices Rev Up Interest in Motorcycle Classes,” July 

31, 2009 

Washington Post, “One-Of-A-Kind Commencement: Howard Community 

College Brings Graduation to a Graduate,” July 10, 2009 

Baltimore Sun, “Howard Community College, PA School Form Partnership,” 

front-page feature, April 15, 2009 

Baltimore Sun, “Fulfillment: 13 Years Later, Woman Reaches Goal of 

Becoming Nurse,” December 21, 2008 

Baltimore Examiner, “Three-Minute Interview with Ron Roberson,” November 

27, 2008 

Baltimore Sun, “Bad Time to Cut Funding to Community Colleges: Op-ed by 

HCC Board of Trustees Chair,” November 17, 2008

13 

Baltimore Sun, “Donor Links Form New College Lifeline,” November 16, 2008 

Baltimore Sun, “For Rep Stage, a Sweet 16 Party,” November 13, 2008 

Baltimore Sun, “HCC Grand Prix to Raise Scholarship Money as Need 

Grows,” September 18, 2008 

Baltimore Sun, “Expanded HCC Facility Caters to Children and College 

Students Who Work With Them,” September 14, 2008 

Local Print Features 

Columbia Flier, “Team from HCC Assists in French Archaeological Dig,” 


Columbia Flier, “Good Move for Columbia Classic Grand Prix,” September 22, 

2009 

Howard County Times/Columbia Flier, “Columbia Classic Goes Out to 

Pasture,” September 17, 2009 

Business Monthly, “HCC Offers Nation’s First Public Health Transfer Degree,” 

September 2009 

Columbia Flier, “Letter to the Editor: Cuts to HCC Would Damage Source of 

Affordable Higher Education,” August 20, 2009 

Columbia Flier, “Degrees in Public Health, Virtual Business New to HCC,” 

August 20, 2009 

Howard County Times, “Learning Engineering, Calculus with Robots,” July 

30, 2009 

Business Monthly, “HCC’s Grand Prix Makes the Leap to a New Location,” 

July 2009 

Pioneer Press (St. Paul, MN), “Community College Holds Commencement for 

One,” July 10, 2009 

Columbia Flier, “Three’s a Charm for HCC’s 79-Year-Old Student,” July 10, 

2009 

Gazette.net, “Graduates enter a New World: Scholarship Applications, 

Enrollment at Community College’s Up in Tough Economy,” June 11, 2009 

Gazette.net, “Community College Leaders Ask for More Federal Aid,” June 5, 

2009 

Columbia Flier, “New Program Melds Police, Academic Study,” May 28, 2009 

Columbia Flier, “Yip Finds Deserving Designs at HCC Event,” March 10, 2009

14 

Local Print Out-of-State Feature 

Pioneer Press (St. Paul, MN), “Community College Holds Commencement for 

One,” July 10, 2009 

Regional Television and Radio 

WMPT-TV, State Circle, “Drs. Hetherington and Kurtinitis (CCBC) Discuss the 

State of Community Colleges,” August 21, 2009 

WMAR-TV, Channel 2/ABC2 News, “New Student Orientation at Howard 

Community College,” July 23, 2009 

WMAR-TV, Channel 2/ABC2 News, “79-Year-Old Picks Up Third Degree,” 

July 9, 2009 

WBAL-TV, Channel 11, “Woman Graduates College After Being Homeless,” 

May 21, 2009 

WBAL-TV, Channel 11, “Maryland Pumps Funds into State Nursing 

Programs,” May 21, 2009 

WBAL-TV, Channel 11, “Howard Community College Sees Increased 

Enrollment,” April 15, 2009 

WYPR-FM 88.1, NPR, Dr. Hetherington Talks About Community College 

Enrollment Growth with Dr. Steve Pannil, president of Cecil College, and Clay 

Whitlow, executive director of MACC, February 27, 2009 

WTTG-TV, FOX 5 News @ 5, Looking for Work: Nursing Student Necol 

Tripod is profiled at the HCC Job Fair, November 7, 2008

Strategic Initiative I – Advocacy 

Strategic Communications Plan and Budget 

Through government relations, HCC will effectively articulate the college’s connection to the needs of Howard County, Maryland and its 

people. The college will educate the public about HCC students served and those who remain unserved. Advocacy efforts will generate a 

steady stream of general visibility to set the social, political, and economic climate that will support policy reform. 

Lead Objectives Funds Anticipated Outcomes Timeline 

Goal A Increase legislators’ awareness of the need to support HCC 

Executive 

Director of 


and Marketing 

(EDPRM) 

EDPRM with 


(PR) and 

Marketing 

EDPRM and 

Director of 

Student Life 

Develop a compelling campaign statement/slogan that “makes the 

case” for funding Howard Community College students during an 

economic recession. 

Develop low-cost print campaign materials to support the case for 

funding Howard Community College (HCC) students (i.e., one-page 

tip sheets, pocket cards, low-cost brochure of HCC legislative 

issues, etc.). 

Stage an event that creates a visible sense of urgency as it relates 

to students. 

EDPRM Encourage the student newspaper to write a series of articles on 

the funding of community colleges, and suggest students contact 

and interview key legislators. 

$0 Legislators can articulate 

and understand HCC’s 

needs. Do not make 

additional cuts. 

Use 

existing 

resources 

Use 

existing 

resources 

Goal B Help legislators associate their constituents with HCC’s critical need for funding 

EDPRM and 

Alumni 

Organize a chain of HCC parent advocates from each district in 

targeted advocacy efforts. 

EDPRM Schedule meetings for parents and students to meet together with 

their respective legislators to tout the value of the HCC experience 

and the need for continued funding. 

EDPRM and 

Veteran Affairs 

15 

Organize a group of recent HCC student veterans from each district 

in targeted advocacy efforts. 

Legislators can articulate 


needs. Do not make 

additional cuts. 

Legislators can articulate 


needs. 

$0 Legislators can articulate 


needs. 

$0 Voting constituents 

persuade legislators to 

support HCC’s need for 

funding. 




funding. 




funding. 

Now 

Now – 

April 2010 

November 

2009 

January 

2010 

Now – 

April 2010 

Now – 

April 2010 

Now – 

April 2010


EDPRM and 

Alumni 

Upon their graduation, identified HCC alumni write their respective 

legislators about their experiences, jobs that have resulted, and 

advocate for the continued financial support of HCC. Post the 

letters on the advocacy web page. 

Goal C Mobilize faculty, students, parents, alumni, and staff in effective writing campaigns 

EDPRM with 

PR and 

Marketing 

EDPRM and 

HCC-TV 

Create a special advocacy web page entitled HCC Advocacy 

Resources Center that encourages faculty, staff, students, and 

parents to contact their legislators using personal e-mail 

addresses/stationery. Provide step-by-step guidance on the 

advocacy process. 

Encourage students working at HCC-TV to produce a public service 

announcement (PSA) congratulating the many HCC graduates in 

May and include three bulleted facts regarding the contributions of 

HCC students to MD. Run the PSA on the local cable television 

channel. 

Goal D Engage legislators on a regular basis 

EDPRM with 

PR and 

Marketing 

Create a consistent flow of information using Facebook, leavebehinds, 

e-mailing of student feature news clips from the president. 

EDPRM Create a “Legislative Assistants Tour” that informs the assistants 

about the college’s offerings, and the issues of concern that affect 

the student population. 

16 




funding. 

$0 The attention of 

legislators is secured. 

TBD The attention of Howard 

County is secured 

regarding HCC 

students’ contributions. 

Use 

existing 

resources 

Use 

existing 

resources 

Legislators become 

aware of HCC’s critical 

funding needs. 

Legislative assistants 

become aware of HCC’s 

critical funding needs 

and inform legislators. 

Traditional 

students in 

May 2010; 

GED 

students in 

November 

2010; and 

Nursing 

students in 

February 

2011 

January 

2010 

May 2010 

Now 

through 

2010 

Fall of 

2009 – 

Winter 

2010


EDPRM Bring County Council members to the college to discuss their 

professional career paths with interested students (i.e., SGA, 

student newspaper, Student Executive Board, etc.). 

President Continue to have HCC president conduct 1-on-1 meetings with 

legislators in August and September. 

EDPRM with 

PR and 

Marketing and 

President’s 

Office 

Enhance annual legislative breakfast by assigning parent advocates 

to breakfast tables, have running photo display of students pictured 

with legislators at various HCC events, display newspaper feature 

stories that demonstrate student need, etc. 

EDPRM Have faculty, staff, and students wear yellow stickers that say “We 

Support HCC” when testifying at meetings. 

Use 

existing 

resources 

Council members 

strengthen their 

connections to HCC 

students. 

$0 Legislators become 

aware of HCC’s critical 

needs. 

Use 

existing 

resources 

Use 

existing 

resources 

Legislators speak with 

constituents and learn 

more about HCC’s 

critical needs. 

County Executive and 

County Council 

members see the many 

united in support of 

HCC students’ critical 

needs. 

Fall of 

2009 – 

Winter 

2010 

August 

and 

September 

of 2009 

January 

2010 

All county 

meetings 

in 2009- 

2010 

Goal E Initiate and coordinate a statewide marketing advocacy campaign among the 16 community colleges in Maryland 

EDPRM with 

Maryland 

Council of 

Community 

College Public 

Relations 

Officers 

(MCCCPRO) 

17 

Develop an integrated communications strategy that elevates the 

value of the 16 community colleges and discourages additional 

budget cuts. 

Use 

existing 

resources 

Additional cuts are not 

imposed. 

Now

Strategic Initiative II - Visibility: Generating Favorable HCC News 

HCC will generate favorable HCC news by illustrating the college’s ability to transform lives; reporting on students served and those who 

remain underserved due to budget cuts; telling the stories that relate directly to the challenges that test the college’s ability to serve and 

prepare a growing student population; and positioning HCC as a good and responsible neighbor that provides an eclectic array of offerings 

that advances the community. 


Goal A Actively pitch the local, regional, and national print/electronic news media with an array of stories, leads, and 

visual resources to increase positive coverage of HCC 

EDPRM Meet regularly with division chairs, student life, SGA, continuing 

education, and other campus groups to uncover stories of 

interesting/unique students, faculty, faculty projects, and HCC 

classes. 

EDPRM with 

PR and 

Marketing 

EDPRM with 

PR and 

Marketing 

Create an electronic HCC faculty experts guide. 

Utilize tools designed to monitor journalists who are searching for 

expert sources (i.e., Help a Reporter Out/free, Twitter/free, 

Profnet/monthly charge). 

$0 Increase regional and 

national print and 

electronic feature 

stories. 

Use 

existing 

resources 

HCC faculty are 

positioned more broadly 

as viable expert sources 

for the media. 

$2,000 HCC faculty are 

positioned more broadly 

as viable expert sources 

for the media. 

Now-2010 

September 

2010 

September 

2009 

Goal B Continue to build 1-to-1 relationships with reporters and editors with a continued focus on the local and regional 

levels 

EDPRM and Arrange meetings for the president with the editors of American 

$0 HCC is positioned as a Now-2010 

President Association of Community Colleges (AACC), Community College 

leading cc with a 

Times, The Baltimore Sun, The Washington Post, The Gazette, 

compelling story, and 

Howard County Times, Columbia Flier, The Chronicle of Higher 

the president as an 

Education, InsideHighered.com, and other print venues. 

expert on community 

college trends. 

EDPRM Increase personal visits with local and regional media 

$0 HCC is positioned as a Now-2010 

representatives to position HCC for successful pitches. 

leading community 

college with a 

compelling story, and 

the president as an 

expert on community 

college trends. 

18


Goal C Enhance media relations procedures and news service mechanisms to increase local, regional, and national 

EDPRM with 

PR and 

Marketing 

PR and 

Marketing 

EDPRM with 

PR and 

Marketing 

coverage 

Review, evaluate, and update news dissemination process. $0 HCC news is distributed 

in formats that are 

current with targeted 

reporters’ needs. 

Invest in print and electronic media resource guides designed to 

generate more targeted national/regional/local news contacts with 

greater reach potential (i.e., Bacon’s Media Directories). 

Implement a process whereby major events are promoted during 

the course of an aggressive five-week campaign. 

$1,500 HCC news is distributed 

to targeted reporters. 

$0 Gain greater regional 

print and electronic 

coverage. 

Goal D Identify HCC’s Need for State and County Funding as a topic designed to secure maximum visibility 

EDPRM Secure print/electronic media for a series of events tied to creating 

awareness of HCC’s need for state funding. 

$0 Gain greater regional 

print and electronic 

coverage. 

Goal E Implement Proactive Strategies that will promote the positive attributes of the college’s various sites to the 

public 

EDPRM Be ahead of the story by staying abreast of developments that may 

interest key reporters. Prepare for the unexpected by ensuring a 

clear line of communication and disseminate the facts quickly. 

Make HCC’s own opportunities. 

$0 Articles are written 

fairly. 

EDPRM Craft talking points before speaking with reporters. $0 Articles are written 

fairly. 

EDPRM Strategize delivery of for-public messages by ensuring that 

information scheduled to be released on a given day is given to 

neighbors by an e-mail from the president. 

EDPRM Work with PR consultant as appropriate. 

19 

$0 HCC is viewed as a fair 

player. 

President’s 

office funds 

Articles are written 

fairly. 

Now 

through 

August 

2009 

Completed 

Now 

through 

2010 

Now 

through 

2010 

Now 

through 

2010 

Now 

through 

2010 

Now 

through 

2010 

Now 

through 

2010

Strategic Initiative III - Visibility: Marketing — Building, Reinforcing, and Preserving HCC’s Image 

HCC’s image will be maintained and enhanced by ensuring that all printed and collateral materials preserve the college’s quality image and 

identity, and are aligned with the college’s mission. HCC’s materials will be designed and written to attract attention, provide information, elicit 

a positive response, and educate the community in ways that will help increase enrollment and support the college. 


Goal A Create an engaging and professional magazine for the college’s various constituents 

PR and 

Marketing 

PR and 

Marketing 

PR and 

Marketing 

20 

Develop a concept proposal for the magazine, which will 

include the publication’s mission, vision, target audiences, 

frequency, sample content, editorial board representation, and 

budget (two times per year). 

Seek out quality writing, photography, and design. Costs for 

producing a 

quality 

magazine 

(two times per 

year) is 

$52,000. 

Establish online means for constituents to evaluate the 

magazine. 

$0 The magazine will 

strengthen connections 

with HCC constituents 

and create increased 

interest in the college. 

Includes: 

Design-$12,000 

Editorial-$10,000 

Printing-$10,000 

Posting-$10,000 

Writing-$ 6,000 

Photos-$ 4,000 

The magazine will 

strengthen connections 

with HCC constituents 

and create increased 

interest in the college. 

$0 Magazine reflects 

constituents’ needs. 

Concept 

proposal 

complete. 

Story 

board to 

be 

presented 

in Winter 

2010. 

Launch in 

Spring 

2011 

Assess the 

third issue


Goal B Develop and implement a comprehensive communications strategy to support the successful promotion of the 

PR and 

Marketing with 

Information 

Technology (IT) 

and TV studio 

Capital Campaign 

Develop print and electronic elements, including a compelling 

leave-behind, dynamic website, and DVD. 

TBD Donors will be moved to 

contribute significantly 

to the silent phase of 

the capital campaign. 

Deliverable 

will be 

dropped 

June 2009, 

pending final 

approval. 

Goal C Create an HCC connection to new programs/services that have independently developed logos that have no visual 

tie to the college 

EDPRM and Provide recommendations to the president’s team on criterion to $0 Audience recognition of July 2009 

Director of use to determine which HCC programs or services receive a logo. 

an HCC brand is 

Marketing and 

Communications 

(DMC) 

achieved. 

Goal D Create HCC publications that are part of an integrated visual identity 

PR and 

Marketing 

PR and 

Marketing 

Create an electronic publications standard guide for the college 

community that will foster the development of consistent, unified 

publications that are aligned with an integrated marketing approach. 

Incorporate a design-consult approach with the development of all 

new publications. 

Goal E Market Laurel College Center as a regional higher education center 

DMC Work collaboratively with the public relations/marketing staffs of 

Prince George’s Community College and Laurel College Center to 

develop a comprehensive marketing and recruitment plan (including 

verification of name). 

$0 Audience recognition of 

an HCC brand is 

achieved. 

$0 Renegade publications 

are integrated with 

HCC’s brand. 

$0 Enrollment to Laurel 

increases. 

DMC Develop a dynamic web presence for the center. $0 Enrollment to Laurel 

increases. 

PR and Develop marketing materials to promote. 

In current Enrollment to Laurel 

Marketing 

year funds increases. 

Goal F Implement a comprehensive signage program that will be consistent throughout HCC 

DMC Work with HCC committee members to develop a wayfinding 

signage master plan. 

21 

$0 HCC constituents are 

able to find their way 

easily on campus. 

August 2010 

Now 

Now through 

2010 

Now through 

2010 

Now through 

2010 

Fall 2009


PR and 

Marketing 

PR and 

Marketing 

22 

Implement the signage program in phases. Capital 

request of 

$450,000 

for FY10 

(already in 

budget as 

existing 

funds for 

FY09) 

Incorporate new building abbreviations and numbers (3 buildings). Existing 

funds 

HCC constituents are 



HCC constituents are 



To be 

determined 

by master 

plan 

completion 

and 

available 

funds 

May 2009

Strategic Initiative IV – Recruitment 

HCC’s recruitment efforts will increase student enrollment, improve the college’s public image, and create positive awareness. 


Goal A Phase I — Enhance the current web page geared to high school students in order to engage a target audience that 

demonstrates a higher reliance on and attraction to electronic communications. 

PR and Create updated student feature section and incorporate profile 

$0 Prospective traditional August 

Marketing videos. 

students become 

engaged, see HCC is 

not “grade 13,” and 

apply. 

2009 

PR and Create study abroad and alternative spring break blogs. 

$0 Prospective traditional August 

Marketing 


engaged. 

2009 

PR and Create a campus tour. $0 Prospective students August 

Marketing 

learn more about the 

campus and make 

arrangements to visit 

HCC. 

2010 

PR and Add pages targeted to high school guidance counselors, high school $0 Increased number of August 

Marketing students, and parents of prospective students. 

prospective traditional 


engaged with HCC and 

apply. 

2010 

Goal C Work with enrollment management and planning, research and organizational development to survey students 

who applied but did not register, in order to gather information for additional recruitment strategies 

Planning, Survey students who applied but did not enroll. 

$0 Adapt/update 

August 

Research and 

recruitment strategies 2010 

Organizational 

Development 

(PROD) and 

Enrollment 

Management 

(EM) 

as/if needed. 

PROD and EM Survey students who withdrew. 

$0 Adapt/update 

August 

recruitment strategies 

as/if needed. 

2010 

23

Strategic Initiative V - Relationships 

HCC will strengthen its relationships within the community on the neighborhood-level and develop more strategic relationships across sectors to 

enhance the college’s image. HCC will strengthen its outreach to its internal community to promote a stronger sense of pride in the institution and 

greater identification with the institutions’ overall mission. 


Goal A Grow and maintain outreach presence in the local community 

PR and 

Marketing 


Specialist 

Create a web-page designed to inform the community of HCC 

projects, events, etc. 

$0 Community feels 

connected to HCC and 

apprised of important 

occurrences. 

Send HCC Newslinks to targeted community constituents. $0 Community feels 

connected to HCC and 

apprised of important 

occurrences. 

Goal C Strengthen relationships, partnerships, and strategic alliances with targeted key opinion leaders 

EDPRM and 

President 

Forge a stronger alliance with the Association of Community 

Colleges. 

$0 HCC is at the center of 

national discussions on 

community colleges and 

is viewed as a 

community college 

model. 

August 2010 

August 2010 

Now - 2010 

Goal D Build increased understanding of HCC’s Mission/Vision/Values (MVV) among faculty, staff, and students so that 

common direction guides decision-making 

DMC Execute a comprehensive mission/vision/values campaign that 

promotes the institution’s simplified MVV. 

PR and 

Marketing and 

Human 

Resources 

PR and 

Marketing and 

Human 

Resources 

24 

Work with human resources to have a discussion of the 

mission/vision/values as a significant part of new staff and faculty 

orientation. 

Work with human resources to enhance the leadership 

communication portions of the training programs for supervisors, 

managers, and chairs. 

$6,500 Members of the HCC 

community understand 

and can articulate the 

college’s MVV. 

$0 Members of the HCC 




$0 Members of the HCC 




Now - 2010 

Now - 2010 

Now - 2010


Goal E Increase faculty and staff understanding of the excellence of HCC’s people and programs 

PR and 

Marketing and IT 

PR and 

Marketing 

Create a special faculty and staff web page that contains images 

and profiles of faculty and staff members. 

Send copies of the new magazine to all employees via interoffice 

mail. 

Goal F Increase internal communication with students 

EDPRM and CS President makes a video update, which is distributed online once 

each semester. 

Goal G Increase feeling of “community” among staff at HCC 

Plant Operations Create “Help Sustain HCC Minute-by-Minute” campaign where 

faculty, staff, students, and members of the board of trustees donate 

as much time as they can on a designated day in the spring to work 

together on the beautification of the campus. 

President’s 

Office 

25 

Continue president’s internal e-newsletter, and enhance by including 

an “Employee of the Month” based on the use of 

mission/vision/values principles and selected by the augmented 

team. 

TOTAL $60,500 

(New Funds) 

$0 Faculty and staff are 

proud of their collective 

expertise. 


proud of their collective 

expertise. 

$0 A technological 

relationship is cultivated 

with numerous HCC 

students who use the 

medium on a regular 

basis. 

$0 HCC community 

members feel connected 

to the college. 


proud to be associated 

with HCC. 

September 

2010 

Commence 

upon the 

magazine’s 

distribution in 

May of 2011 

Fall 2009 

April 2010 

September 

2010

26 



Regular Session Item A 

A – Approval of October 28, 2009, Agenda 

Regular Meeting – Immediately following the work session 

A. Approval of October 28, 2009, Agenda 


1. Fiscal Year 2009 Audit Report and Meeting with Auditors 

2. Financial Statements 

3. Board End: Student and Stakeholder Focus 



E. Report of the Legislative and Community Relations Committee 

F. Approval of Minutes: 









5. Professional Services to Write the Part I/II Facility Program for the New 

Science Engineering and Technology Building 









H. Discussion Items 

1. Howard Community College Debt Policy 


1. Issue Bin 




Closed Session

27 



Regular Session Item B-1 

B-1 Fiscal Year 2009 Audit Report and Meeting with 

Auditors 

Background: Included in these board materials are the following documents: 

The Financial Statements for Howard Community College for the period 

ending June 30, 2009: 

This report includes management’s discussion and analysis of the financial status of 

the college along with the statement of net assets, the statement of revenue, 

expenses, and changes in net assets, and the statement of cash flows along with 

appropriate footnotes. The financial statements of the Howard Community College 

Educational Foundation, Inc. are also discretely presented. 

and 

The Annual Financial Report to the Maryland Higher Education Commission: 

This report is the final audit of HCC’s enrollment data to the state and also reports 

information in a consistent manner so that information can be compared with other 

Maryland community colleges. This report is often referred to as the CC4. 

Representatives from the college’s audit firm, SB & Company, Inc., will attend the 

meeting to answer any questions on the audit. The administration will also give a 

brief presentation on the financial results for the fiscal year ended June 30, 2009. 

Since there were no material weaknesses noted during the course of the audit, a 

management letter was not issued. 

Purpose: To present the college’s audit to the board of trustees 

Timeline: July 1, 2008 - June 30, 2009 

Recommendation 

These reports are for information only and do not require board approval 

Compliance: This request is in support of the board of trustees’ polices 

Board-Staff Relationship – Monitoring Organizational 

Performance.

28 

ANNUAL FINANCIAL REPORT TO THE 

MARYLAND HIGHER EDUCATION COMMISSION 

FROM HOWARD COMMUNITY COLLEGE 

Annual Financial Report Together with 

Report of Independent Public Accountants 

For the Fiscal Year Ended June 30, 2009

June 30, 2009 

CONTENTS 

REPORT OF INDEPENDENT PUBLIC ACCOUNTANTS 1 

FINANCIAL STATEMENTS 

Summary Statement of Revenue 3 

Summary Statement of Current General Funds 4 

Educational and General Expenditures of the Unrestricted Current 

Fund by Function and Object 5 

Summary Statement of Education and General Expenditures by Fund 

and Object Classification, Unrestricted Current and Restricted Current Funds 6 

SUPPLEMENTAL SCHEDULES 

29 

Computation of Adjusted Cost Per Full-Time Equivalent 

and Percent of Local Contribution 7 

Summary of Full-Time Equivalent Students and Student Tuition and Fees 8 

Summary of Restricted Federal Grant Programs 9 

Summary of Restricted State Grant Programs 10 

Summary of Restricted Local Grant Programs 11 

Summary of Other Sources of Unrestricted Current General Revenue 12 

Reconciliation of State Aid 13 

Reconciliation of Maryland Full-Time Equivalent Students 14 

Student – Faculty Ratio (Credit Courses Only) 15 

Funding of Statewide Programs 16 

Funding of Manpower Shortage Program 17 

CC4 Reconciliation 18 

Note to the Annual Report 19

To the Board of Trustees 

Howard Community College 

REPORT OF INDEPENDENT PUBLIC ACCOUNTANTS 

We have audited the accompanying financial statements included in the Annual Financial Report 

to the Maryland Higher Education Commission (MHEC-CC-4) of Howard Community College, 

(the college) for the year ended June 30, 2009, listed in the foregoing table of contents and the 

related supplemental full-time equivalent (FTE) enrollment data shown on pages 7, 8, 14, 16 and 

17. These financial statements and the supplemental schedules discussed in the table of contents 

are the responsibility of the college’s management. Our responsibility is to express an opinion on 

these financial statements and supplemental schedules based on our audit. 

The college’s procedure is to prepare its Annual Financial Report for the appropriate Maryland 

State regulatory agency on the basis of accounting practices prescribed or permitted by the 

Maryland Higher Education Commission as described in Note 1. The financial statements 

included in the Annual Financial Report do not present a balance sheet as of June 30, 2009, a 

statement of cash flows for the year ended June 30, 2009, nor do they present substantially all 

disclosures required by accounting principles generally accepted in the United States of America. 

Also, the accompanying financial statements do not present all of the funds or activities that 

represent the college’s reporting entity as required by accounting principles generally accepted in 

the United States of America. Accordingly, the accompanying financial statements are not 

intended to present financial position and results of operations in conformity with accounting 

principles generally accepted in the United States of America. This report is intended solely for 

filing with regulatory agencies and is not intended for any other purpose. 

We conducted our audit in accordance with auditing standards generally accepted in the United 

States of America. Those standards require that we plan and perform the audit to obtain 

reasonable assurance about whether the financial statements are free of material misstatement. 

An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in 

the financial statements. An audit also includes assessing the accounting principles used and 

significant estimates made by management, as well as evaluating the overall financial statement 

presentation. We believe that our audit provides a reasonable basis for our opinion. 

In our opinion, the financial statements referred to above present fairly, in all material respects, 

the revenue and expenditures of the current general unrestricted fund and the current general 

restricted fund of Howard Community College for the year ended June 30, 2009 on the basis of 

accounting described above. 

200 International Circle Suite 5500 Hunt Valley Maryland 21030 P 410-584-0060 F 410-584-0061 

30

Our audit was made for the purpose of forming an opinion on the basic financial statements 

taken as a whole. The supplemental schedules listed in the foregoing table of contents have been 

subjected to the auditing procedures applied in our audit of the basic financial statements and, in 

our opinion, are fairly stated in all material respects when considered in relation to the basic 

financial statements taken as a whole. 

The accompanying supplemental information of the full-time equivalent (FTE) enrollment data 

shown on pages 7, 8, 14, 16 and 17, which we agreed to the college’s enrollment data, is 

presented in accordance with instructions set forth in Title 13B.07.03.02C, inclusive, of the Code 

of Maryland Regulations and in our opinion, are fairly stated in all material respects when 

considered in relation to the basic financial statements taken as a whole. 

Hunt Valley, Maryland 

September 8, 2009 

31 

2

HOWARD COMMUNITY COLLEGE 

Summary Statement of Revenue 

For Fiscal Year Ended June 30, 2009 

Revenue Sources 

Unrestricted 

Current 

Fund 

Restricted 

Current 

Fund 

Total 

Revenue 

Student Tuition and Fees: 

1. Credit $ 22,183,079 $ - $ 22,183,079 

2. Noncredit 4,971,356 - 4,971,356 

3. Total Student Tuition and Fees 27,154,435 - 27,154,435 

Governmental: 

4. Federal - 5,182,599 5,182,599 

5. State 12,526,355 1,579,345 14,105,700 

6. Local 25,195,470 126,684 25,322,154 

7. Total Governmental 

8. Total Sales and Services of 

Educational Activities (Auxiliary 

37,721,825 6,888,628 44,610,453 

Enterprise) 

6,072,400 - 6,072,400 

Other: 

9. Gifts/Grants (Explain on Exhibit 

X) 

10. Other – Miscellaneous (Explain on 

80,368 - 80,368 

Exhibit X) 

1,818,003 1,415,766 3,233,769 

11. Total Other 1,898,371 1,415,766 3,314,137 

12. Total Revenue $ 72,847,031 $ 8,304,394 $ 81,151,425 

NOTE: Do not include State paid benefits; reconcile to financial statements on separate page. 

32 

Exhibit I 3


Summary Statement of Current General Funds 


Unrestricted 

Current General 

Fund 

Restricted 

Current Fund 

Revenue: 

1. Total Revenue (Per Line 12, Exhibit I) $ 72,847,031 $ 8,304,394 

Expenditures by Function: 

Instruction $ 32,164,070 $ 2,523,093 

Research - - 

Public Service 400,791 118,618 

Academic Support 4,972,058 34,857 

Student Services 5,978,384 361,727 

Institutional Support 10,635,287 460,486 

Operation and Maintenance of Plant 8,479,374 3,931 

Scholarships and Fellowships 1,738,077 5,084,724 

2. Total Educational and General Expenditures 64,368,041 8,587,436 

3. Total Mandatory Transfers 

4. Total Educational and General Expenditures 

50,771 (50,771) 

and Mandatory Transfers 

64,418,812 8,536,665 

5. Total Auxiliary Enterprises 6,763,194 - 

6. Total Other Transfers 24,309 (232,271) 

7. Total Expenditures, Transfers and Auxiliary $ 71,206,315 $ 8,304,394 


33 

Exhibit II 4


Educational and General Expenditures of the Unrestricted Current Fund by Function and Object 


Operation 

and 

Scholarships 

Acct. 

Public Academic Student Institutional Maintenance 

and 

No. Object Classification Instruction Research Service Support Services Support 

of Plant Fellowships Total 

5xxx Compensation 

(including Fringe 

Benefits) 

$27,908,071 $ - $ 368,253 $3,234,185 $5,364,854 $ 5,869,221 $ 3,335,585 $ - $46,080,169 

60xx Contracted Services 1,532,319 - 9,432 315,447 160,629 3,280,609 1,352,325 - 6,650,761 

61xx Supplies and 

Materials 

932,302 - 1,252 91,478 194,974 172,129 381,600 - 1,773,735 

62xx Communications 96,177 - 398 24,316 72,478 183,249 15,543 - 392,161 

63xx Conferences/Meetings 589,836 - 580 69,516 98,081 321,616 24,049 - 1,103,678 

64xx Grants/Subsidies - - - - - - - 1,738,077 1,738,077 

65xx Utilities - - - - 1,445 - 2,347,710 - 2,349,155 

66xx Fixed Charges- 

Insurance 

- - - - - 308,584 50,150 - 358,734 

67xx Open (specify below) - - - - - - - - - 

68xx Open (specify below) 

Bad Debt Expense 

- - - - - 244,822 - - 244,822 

69xx Open (specify below) - - - - - - - - - 

7xxx Furniture and 

Equipment 

1,105,365 - 20,876 1,237,116 85,923 255,057 972,412 - 3,676,749 

Total Expenditures $32,164,070 $ - $ 400,791 $4,972,058 $5,978,384 $ 10,635,287 $ 8,479,374 $ 1,738,077 $64,368,041 

NOTE: Do not include Auxiliary Enterprises; they are not Educational and General Expenditures. Do not include State paid benefits. 

34 

Exhibit III 5


Summary Statement of Education and General Expenditures by Fund and 

Object Classification, Unrestricted Current and Restricted Current Funds 


Acct. 

No. 

5xxx 

Object Classification 

Compensation (including 

Fringe Benefits) 

Unrestricted 

Current 

Fund 

Restricted 

Current 

Fund 

Total 

Expenditures 

$46,080,169 $ 2,010,112 $ 48,090,281 

60xx Contracted Services 6,650,761 338,616 6,989,377 

61xx Supplies and Materials 1,773,735 159,899 1,933,634 

62xx Communications 392,161 6,231 398,392 

63xx Conferences/Meetings 1,103,678 73,395 1,177,073 

64xx Grants/Subsidies 1,738,077 5,084,724 6,822,801 

65xx Utilities 2,349,155 - 2,349,155 

66xx Fixed Charges 358,734 - 358,734 

68xx Bad Debt Expense 244,822 - 244,822 

7xxx 

Furniture and Equipment 

(including Library Books) 

3,676,749 914,459 4,591,208 

Total Expenditures 64,368,041 8,587,436 72,955,477 

Total Mandatory Transfers 50,771 (50,771) - 

Total Expenditures and Mandatory 

Transfers 

$64,418,812 $ 8,536,665 $ 72,955,477 


35 

Exhibit IV 6


Computation of Adjusted Cost Per Full-Time Equivalent 

And Percent of Local Contribution 


The finalized State aid adjustment or payment for the fiscal year will be made 

with the November State aid payment. Certification will be made to the 

respective political subdivisions based on the following information 

1. Total Unrestricted current General Fund operating expenditures (From 

Exhibit II, Line 4) 

2. Subtract any expenditures included in 1. above which do not fall within 

the definition of Unrestricted Current General operating expenditures. 

List and specify items below. Indicate objects and functions in which 

these expenditures are shown on Exhibits III and IV. 

Item Object Function Amount 

a) Compensated absence $ 200,198 

b) Cultural, community 

& other 

1,562,981 

c) Scholarships 1,738,077 

$ 64,418,812 

Total Deductions $ 3,501,256 

3. Adjusted Unrestricted Current Operating Expenditures 

(Line 1 less sum of 2a thru 2e) $ 60,917,556 

4. Total FTE students for fiscal year 

(From Exhibit VI) 6,892.96 

5. Total Adjusted Unrestricted Current Operating 

Expenditures Divide by Total FTE students (yields 

adjusted cost per FTE) $ 8,838 

6. Total Maryland eligible FTE students 

(From Exhibit VI) 6,262.86 

7. State aid paid fiscal year ending June 30, 2009 

(Exclude State paid benefits) (Complete Exhibit XI) 

(Based on two prior years audited FTEs) $ 12,526,355 

8. Total Local Contributions $ 25,195,470 

9. Percentage of adjusted Unrestricted Current Expenditures 

contributed by the local political subdivision 

(Line 8 divided by Line 3)* 41% 

*Regional community colleges must supply this information for each county supporting the 

college. 

36 

Exhibit V 7


Summary of Full-Time Equivalent Students & Students Tuition & Fees 


FTE Students 

Student Tuition 

and Fees 

Eligible Students 

In-County 3,975.40 $ 15,440,453 

Out of County 850.53 5,284,647 

Noncredit 1,436.93 3,835,699 

Expenditures by Function: 6,262.86 24,560,799 

Ineligible Students 

Credit 

Out of State 192.93 1,392,701 

Other 

Noncredit 

11.73 65,278 

Out of State 257.89 688,404 

Other 167.55 447,253 

Total Ineligible Students 630.10 2,593,636 

Total Students 6,892.96 $ 27,154,435 

*Regional community colleges are required to submit the above data for each of the counties 

supporting the college. Eligible refers to State fundable. FTEs shall be reported to the second 

decimal place. 

37 

Exhibit VI 8


Summary of Restricted Federal Grant Programs 


Program Title 

July 1, 2008 

Balance Revenue Expenditures 

June 30, 2009 

Balance 

Voc-Ed Regular $ - $ 191,918 $ 191,918 $ - 

Voc-Ed Tech Ed Prep - 20,159 20,159 - 

Voc-Ed ABE - 79,580 79,580 - 

Voc-Ed AEHS - 61,264 61,264 - 

Voc-Ed ELC - 28,978 28,978 - 

Infant Toddler - 112,164 112,164 - 

DOE – Student support - 308,228 308,228 - 

DOE – PELL 4,791 3,546,081 3,546,081 4,791 

DOE – SEOG - 81,390 81,390 - 

DOE – CWS - 136,690 136,690 - 

NSF - 243,130 243,130 - 

DHMH - 164,171 164,171 - 

HRSA – RAD Tech - 94,900 94,900 - 

DOE – Academic 

Competition 

- 70,000 70,000 - 

MD Education - 43,946 43,946 - 

Total Federal $ 4,791 $ 5,182,599 $ 5,182,599 $ 4,791 

NOTE: Total should agree with Exhibit I, Restricted Fund (page 3, line 4). 

38 

Exhibit VII 9


Summary of Restricted State Grant Programs 


Program Title 

July 1, 2008 


June 30, 2009 

Balance 

ESL $ - $ 449,736 $ 449,736 $ - 

ABE Grant - 300,181 300,181 - 

Nursing Shortage - 6,210 6,210 - 

Mediation and Conflict 

Resolution 

- 12,746 12,746 - 

SHA Grant - 20,554 20,554 - 

MD Campus Based 

Scholarships 

- 45,700 45,700 - 

AEGH Grant - 17,547 17,547 - 

MD State Scholarship - 515,625 515,625 - 

MD PT Grant Program - 171,263 171,263 - 

MHEC- Gov LD 

Program 

- 39,783 39,783 - 

Total State $ - $ 1,579,345 $ 1,579,345 $ - 


39 

Exhibit VIII 10


Summary of Restricted Local Grant Programs 


Program Title 

July 1, 2008 


June 30, 

2009 Balance 

Tobacco Prevention $ - $ 8,066 $ 8,066 $ - 

Cable Grant - 118,618 118,618 - 

Total Local $ - $ 126,684 $ 126,684 $ - 


40 

Exhibit IX 11


Summary of Other Sources of Unrestricted Current General Revenue 


Other Revenue Sources Amounts 

Grants 

State Sponsored Grant Loan Program 

$ 80,368 

Total Grants 80,368 

Other – Miscellaneous: 

Investment income 367,634 

Cultural, community & other programs 1,027,139 

Miscellaneous 423,230 

Total Other – Miscellaneous 1,818,003 

Total Other Revenue Sources $ 1,898,371 

NOTE: Totals should agree with Exhibit I, lines 9 and 10 (page 3, line 9 and 10) 

41 

Exhibit X 12


Reconciliation of State Aid 


Amounts 

5,591.60 State Aid FTEs @ $ 1,364.96* $ 7,632,306 

Flat Grant (Fixed Cost) 4,737,657 

Part-time Grant - 

Low Income Student Grant - 

Other (specify below) 

Regional Higher Educational Center 156,392 

Total State Aid $ 12,526,355 

*Per FTE rate adjusted for State cut 

42 

Exhibit XI 13


Reconciliation of Maryland Full-Time Equivalent Students 


Eligible 

Maryland FTEs 

Accepted by 

MHEC 

Maryland FTEs 

Now Claimed 

per Audit 

Summer Credit Enrollment (CC-2) 444.30 444.30 

Summer Noncredit Enrollment (CC-3) 213.37 213.37 

Fall Credit Enrollment (CC-2) 2,192.43 2,192.43 

Fall Credit Enrollment (CC-3) 517.26 517.26 

Spring Credit Enrollment (CC-2) 2,045.87 2,045.87 

Spring Noncredit Enrollment (CC-3) 706.30 706.30 

Other Credit Enrollment (CC-2) 143.33 143.33 

Other Noncredit Enrollment (CC-3) - 

- 

Total Enrollment 6,262.86 6,262.86 

Total Eligible Maryland FTEs accepted by 

MHEC during fiscal year 

Additional Eligible Maryland FTEs claimed 

per audit* (deletions) 

6,262.86 XXXXX 

- - 

Total Eligible Maryland FTES** 6,262.86 6,262.86 

Total Unduplicated Part-Time Students N/A N/A 

*When additional FTEs not previously reported to the MHEC are claimed as a result of the audit, 

a properly executed CC-2 or CC-3 must be filed with the CC-4 to substantiate the claim. 

**This number of FTEs will be the basis for the payment of State aid two years hence. FTEs 

shall be reported to the second decimal place. 

43 

Exhibit XII 14


Student-Faculty Ratio (Credit Courses Only) 


Total Credit Hours Generated 150,061 

Total Course Credit Hours Taught FY 2009 7,901 

Student-Faculty Ratio 

(Total credit hours generated divided by total 

course credit hours taught) 18.99 

NOTE: 

Information for the computation of the student-faculty ratio is to be supplied by the chief 

academic officer in conformity with the guidelines decided upon by the Maryland Council of 

Community College Academic Deans as follows: 

44 

Student credit hours generated and course credit hours taught are to be measured at the 

end of the third week of classes. 

Laboratory courses and independent study courses are to be excluded from the 

denominator if they did not appear independently on the printed class schedule. 

Continuing education (noncredit) courses are to be excluded. 

Includes all sessions (Summer and Winter). 

Exhibit XIII 15


Funding of Statewide Programs 


1. Total out-of-county/city students 

enrolled in statewide programs* 

Fall 

CC-2A 

Spring 

CC-2A Total 

46 43 89 

2. Total credit hours* 324 293 617 

3. Total tuition differential* 26,892 24,319 51,211 

Total State Aid Received for 

Statewide Programs 

Minus: 

Audit Adjustments (Enclose check) 

Total Audited State Aid Balance Due 

for Statewide Programs 

*Per Audit 

45 

- - - 

- - - 

$ 26,892 $ 24,319 $ 51,211 

Exhibit XIV 16


Funding of Manpower Shortage Program 


1. Total out-of-county/city students 

enrolled in manpower shortage 

programs* 

Fall 

CC-2D 

Spring 

CC-2D Total 

715 604 1,319 

2. Total credit hours* 4,750 4,080 8,830 

3. Total tuition differential* 394,250 338,640 732,890 

Total State Aid Received for 

Manpower Shortage Program 

Minus: 

Audit Adjustments (Enclose check) 

Total Audited State Aid Balance Due 

for Manpower Shortage Programs 

*Per Audit 

46 

$ 379,572 $ 6,100 $ 385,672 

- - - 

$ 14,678 $ 332,540 $ 347,218 

Exhibit XV 17


CC4 Reconciliation 


Total Revenue – CC4 Ex I 

Total Revenue – Statement of Revenue and Expenses $ 100,037,164 

Scholarship reclassification 6,002,635 

Restricted revenue (8,304,805) 

Capital appropriations (21,171,658) 

Bond interest 337,578 

Plant fund revenue (1,670,738) 

State paid benefits (2,383,145) 

Total Revenues – CC4 Ex I $ 72,847,031 

Total Expenditures – CC4 Ex II 

Total Expenditures – Statement of Revenue and Expenses $ 78,781,642 

Scholarship reclassification 6,002,635 

Fixed assets expended in current fund 1,964,309 

Restricted expenditures (8,587,436) 

Lease payments 125,397 

Depreciation (4,772,167) 

State paid benefits (2,383,145) 

Transfers 75,080 

47 

Total Expenditures – CC4 Ex II $ 71,206,315 

Exhibit XVI 18


Note to the Annual Report 

Year Ended June 30, 2009 

1. BASIS OF PRESENTATION 

48 

The Howard Community College (the college) annual financial report has been prepared in 

accordance with the basis of accounting prescribed and permitted by the Maryland Higher 

Education Commission and the laws and regulations contained in Title 16 of the Education 

Article of the Annotated Code of Maryland and Title 13B.07.03 of the Code of Maryland 

Regulations. These requirements do not present the college’s revenue and expenditures in 

accordance with accounting principles generally accepted in the United States of America. 

The report includes the restricted and unrestricted funds only of the college. A reconciliation 

of the differences is provided on page 18 of this report. 

Exhibit XVII 19

49 


(A Component Unit of Howard County, Maryland) 

Financial Statements Together with 

Report of Independent Public Accountants 

For the Year Ended June 30, 2009

JUNE 30, 2009 

CONTENTS 

50 

REPORT OF INDEPENDENT PUBLIC ACCOUNTANTS 1 

MANAGEMENT’S DISCUSSION AND ANALYSIS 3 

FINANCIAL STATEMENTS 

Statements of Net Assets 21 

Statements of Revenue, Expenses and Changes in Net Assets 22 

Statement of Cash Flows 23 

Notes to the Financial Statements 25

To the Board of Trustees 


REPORT OF INDEPENDENT PUBLIC ACCOUNTANTS 

We have audited the accompanying financial statements of the Howard Community College (the 

college) and its discretely presented component unit, the Howard Community College 

Educational Foundation, Inc., a component unit of Howard County, Maryland as of and for the 

year ended June 30, 2009, which collectively comprise the college’s basic financial statements as 

listed in the accompanying table of contents. These financial statements are the responsibility of 

the college’s management. Our responsibility is to express an opinion on these component unit 

financial statements based on our audit. 

We conducted our audit in accordance with auditing standards generally accepted in the United 

States of America and the standards applicable to financial audits contained in Government 

Auditing Standards issued by the Comptroller General of the United States of America. Those 

standards require that we plan and perform the audit to obtain reasonable assurance about 

whether the financial statements are free of material misstatement. An audit includes examining, 

on a test basis, evidence supporting the amounts and disclosures in the financial statements. An 

audit also includes assessing the accounting principles used and significant estimates made by 

management, as well as evaluating the overall component unit financial statement presentation. 

We believe that our audit provides a reasonable basis for our opinion. 

In our opinion, the financial statements referred to above present fairly, in all material respects, 

the financial position of the college and its discretely presented component unit as of June 30, 

2009, and the results of their operations and cash flows for the year then ended in conformity 

with accounting principles generally accepted in the United States of America. 

In accordance with Government Auditing Standards, we have also issued our report dated 

September 8, 2009, on our consideration of Howard Community College’s internal control over 

financial reporting and our tests of its compliance with certain provisions of laws, regulations, 

contracts and grant agreements and other matters. The purpose of that report is to describe the 

scope of our testing of internal control over financial reporting and compliance and the results of 

that testing, and not to provide an opinion on internal control over financial reporting or on 

compliance. That report is an integral part of an audit performed in accordance with Government 

Auditing Standards and should be considered in assessing the results of our audit. 

51 

200 International Circle Suite 5500 Hunt Valley Maryland 21030 P 410-584-0060 F 410-584-0061

The Management’s Discussion and Analysis is not a required part of the basic component unit 

financial statements, but is supplementary information required by the Governmental Accounting 

Standards Board. We have applied certain limited procedures which consisted principally of 

inquiries of management regarding the methods of measurements and presentation of the 

supplementary data. However, we did not audit the information and express no opinion on it. 

Hunt Valley, Maryland 


52 

2


Management’s Discussion and Analysis 

June 30, 2009 

Overview and Basis of Presentation 

The following discussion and analysis provides an overview of Howard Community College’s 

(referred to throughout as the college or HCC) planning, enrollment, and financial activities. The 

intent of this section of the annual financial report is to provide an objective analysis of the college’s 

financial activities based on currently known facts, decisions, or conditions that impacted the 

operations of the college during fiscal year 2009. In addition, this section should assist you in 

assessing the financial position of the college and should provide information about significant 

changes that have occurred. Finally, it should present an outlook on known conditions that may 

affect the college’s financial position or operations in the coming years. 

In 1999, the Governmental Accounting Standards Board (GASB) released statement no. 34 Basic 

Financial Statements and Management’s Discussion and Analysis for State and Local Governments 

and statement no. 35 Basic Financial Statements and Management’s Discussion and Analysis for 

Public Colleges and Universities which established a new reporting model for public institutions. 

The college has presented the statements in compliance with this reporting model. 

In compliance with GASB no. 39 Determining Whether Certain Organizations are Component Units, 

the financial statements of the Howard Community College Educational Foundation, Inc. (referred to 

throughout as the foundation or HCCEF) are presented discretely in the college’s financial 

statements. Comparative financial data are not presented in the financial statements; however, the 

college’s comparative data are presented and discussed within this management discussion and 

analysis. 

College Planning and Strategic Initiatives 

The financial statements for the year ended June 30, 2009, reflect the financial results of the activities 

of the college, which are guided by the college’s strategic planning and budget process. The strategic 

plan and the college’s core work set the stage for the operational and financial goals the college 

expects to achieve and guide the staff throughout the year and into the future. In FY09, the college 

implemented a new Mission, Vision and Values. 

Mission: Providing pathways to success 

Vision: A place to discover the greatness in yourself and others 

Values: INSPIRES 

Innovation 

Nurturing 

Sustainability 

Partnerships 

3 

Integrity 

Respect 

Excellence 

Service 

New strategic goals were also developed and these will be implemented for a five-year period 

beginning in FY10. The strategic initiatives in effect in FY09 are discussed below followed by the 

activities the college undertook to achieve these goals: 

53



June 30, 2009 

College Planning and Strategic Initiatives (continued) 

Initiative I – Learning Community 

HCC will be a learning community that provides possibilities for learning that address the 

current and ongoing needs of a diverse group of students throughout their lives. Our students 

will be at the center of our thinking and our planning processes, and we will be responsive to 

their needs and individual learning styles. 

Initiative II – Access and Affordability 

HCC will attract and retain a rich diversity of faculty, staff, and students into its programs and 

learning community. The college will strive to eliminate physical and conceptual barriers that 

inhibit learning and the college will respond quickly to changes in the educational and 

workplace environments to address the evolving needs of our community. 

Initiative III – Economic and Workforce Development 

HCC will take a leading role in workforce and economic development efforts within the 

county. 

Initiative IV- Organizational Excellence 

HCC will be an agile, purposeful organization that nurtures innovation and inquiry, and 

evaluates results against valid and ambitious criteria. It will maintain a climate that promotes 

the success of each employee and will provide a work environment that recruits, develops and 

rewards faculty and staff who are committed to excellence. And because it believes strongly in 

the idea of community, it will build a strong sense of ownership and responsibility among all 

students, faculty and staff. HCC will seek to nurture vibrant community, business, government, 

other associations, and educational partnerships. 

Initiative V – Growth 

HCC will aggressively seek the resources to accommodate growth and changes in the 

population of Howard County and growth in the numbers of citizens who will seek new 

learning opportunities from the college. 

Each year during the budget process, funds are allocated to achieve these initiatives. The fiscal year 

accomplishments related to these goals, which impacted the college’s financial operations, are outlined 

below. 

54 

4



June 30, 2009 


Under goals related to being a Learning Community, the college implemented recommendations 

resulting from the Step Up and First Year Experience program assessments. These programs focus on 

improving retention. Step Up pairs students with faculty or staff who will coach them in meeting the 

challenges of college, while First Year Experience pairs student leaders with first-year students, 

providing a peer mentor. Other retention efforts included the development and implementation of 

strategies related to the new academic standards policy that will go into effect in fiscal year 2010. In 

collaboration with the STARTALK federal initiative, the college developed a summer program that 

provides critical languages to high school students. Hindi was added as a language option in this 

program. FY09 core work initiatives included the development of new programs and program options 

in aging services, nutrition, public health, radio production, radio and television production, 

management in the virtual environment, and ecological technology design. The new police science 

program was implemented and graduated the first class. Courses on transitioning to retirement or a 

second career for the senior population of Howard County were developed and the college partnered 

with other groups to make these courses available. New noncredit course and certification options 

were established in sustainability. Expansion of math and English placement testing in the high 

schools was done to improve percentages of development completers. Specific outcomes for 

internationalizing the curriculum were developed. In addition, the transition of Government TV 

(GTV) from the county to the college was completed during the year, which included an increase in 

staff and expansion of the studio facilities. 

Related to HCC’s goals under Access and Affordability, the college increased the capacity and 

enrollment in the Children’s Learning Center (CLC) by 35 percent with a major renovation that 

expanded the facility. The center provides an affordable daycare option for HCC students. The 

college also expanded the “pay for college” initiative to include a financial literacy component for 

students as an effort to assist students in understanding and managing their finances as they obtain a 

college education. The college also began a $4 million campaign to raise funds for endowed 

scholarships for students and is exploring ways to assist students to pay for study abroad experiences. 

Regarding goals under Economic and Workforce Development, the college explored the possibility of 

a joint health science teaching facility with Mid-Maryland Allied Healthcare Education Consortium 

partners. This action was in response to emerging workforce needs and the need to develop programs 

and facilities for training. In addition, the college implemented an extension of the Technology 

Assessment Program and coordinated efforts of a pilot program for CyberWATCH, a network security 

co-op internship program, with Anne Arundel Community College and the Community College of 

Baltimore County. 

Under our goals for Organizational Excellence, the college was recognized by the Chronicle of Higher 

Education as a, Great College to Work For, Howard was the only higher education institution in 

Maryland to earn this distinction. 

55 

5



June 30, 2009 


Trainings that integrated the tenants of servant leadership were increased; the college’s wellness 

program was expanded, and the implementation of Colleague’s advancement module, which will 

enhance the foundation’s accounting process and systems, was completed. Online grading 

implementation began and will be fully implemented in 2010. This past year, the college began the 

Middle States self-study process, which will continue throughout the upcoming fiscal year. Other 

safety and security related accomplishments under this initiative include the implementation of a 

behavior intervention model to identify and support students at risk for self-harm or violence, and a 

campus-wide threat assessment took place. In addition, a “Bike Patrol” was instituted to broaden 

security services throughout campus and the phased implementation of a campus-wide camera and 

security access system continued. Campus improvements needed in order to comply with the 

Americans with Disabilities Act were also completed during the year. 

The college’s goals under Growth continue to be aggressive. Enrollment outpaced projections for 

fiscal 2009, 6.4 percent as opposed to the expected 3 percent, and rapid growth continues as the 

college embraces an unexpected double-digit headcount increase for the fall term of 2010. Statefunded 

FTE grew by 7.65 percent. Continuing education increased revenues significantly higher than 

anticipated and those results are detailed later in this report. Initiatives related to base realignment and 

closure (BRAC) continue to be addressed in collaboration with the county and state governments. 

Major renovation projects included the completion of McCuan Hall and the Smith Theatre, pool 

renovations, and the expansion of the CLC, mentioned above. The James Clark Jr. Library building 

renovations will be completed in spring 2010, Architectural services have begun for the design of a 

second parking garage and to prepare a 10-year master plan. These initiatives hope to address 

enrollment growth and campus land planning initiatives as well as parking needs of the students and 

staff for the coming years. Major computer upgrades were done throughout campus to provide stateof-the-art 

equipment in classrooms and labs. In addition, the college developed a comprehensive plan 

to achieve the goals of the American College and University Presidents Climate Commitment and 

continues in efforts to significantly reduce paper use across campus. 

Enrollment Statistics and Analysis 

For the year-ended June 30, 2009, the college served approximately 11,771 credit and 17,467 

noncredit students. Student enrollment data is defined and reported annually to the Maryland Higher 

Educational Commission in terms of full-time equivalent students (FTES), which represent 30 hours 

of instruction. FTE is an important statistic of the college. It is the basis for comparison among the 

various state colleges and is, in part, what determines the college’s state funding. 

During the current fiscal year, the state approved credit and noncredit enrollments of 4,825.93 and 

1,436.93 FTES, respectively an increase of 7.65 percent. State-funded FTES do not include out-ofstate 

students, employees who took classes, and other ineligible students determined by the state. 

Overall, credit FTES of 5,030.59 and noncredit FTES of 1,862.37 increased 7.4 percent and 3.8 

percent, respectively. Together this number created a total increase in FTES for the year of 416.9 or 

6.4 percent. The credit enrollment increase was higher than anticipated. The FY09 budget included 

only a 3 percent increase. The chart below shows total FTES as opposed to state-funded FTES for the 

years 2005 through 2009. 

56 

6



June 30, 2009 

Enrollment Statistics and Analysis (continued) 

6000 

5000 

4000 

3000 

2000 

1000 

0 

2009 2008 2007 2006 2005 

7 

Credit FTE 

students 

Noncredit FTE 

students 

2009 2008 2007 2006 2005 

Credit 5,030.59 4,682.13 4,425.10 4,127.83 4,004.10 

Noncredit 1,862.37 1,793.93 1,676.16 1,501.51 1,472.00 

Total FTES 6,892.96 6,476.06 6,101.26 5,629.34 5,476.10 

As seen in the chart above, FTE growth was 25.9 percent for this five-year period. Enrollment growth 

continues to significantly exceed expectations. Credit enrollment is budgeted to grow 3 percent in 

FY10. 

Economic Impact 

The college’s economic stability comes primarily from three revenue sources: tuition payments from 

students, funding appropriations from Howard County Government, and the State of Maryland. The 

original intent was that one-third of the college’s operating funds would come from each of these 

sources; however in FY09 the actual unrestricted revenues were 36 percent (students), 33 percent 

(county), and 17 percent (state), respectively, with the final 14 percent coming from auxiliary and 

miscellaneous revenues. The students and Howard County Government have been increasing their 

share of operating costs over the past several years as the state share has declined. 

57



June 30, 2009 

Economic Impact (continued) 

The county and state governments have wealthy tax bases and therefore have not been affected by the 

downturn in the global economy as significantly as other areas, but balancing the needs within the 

county and state during these very uncertain economic times is very challenging, and therefore impacts 

the college’s funding. For FY09, the college received a 6.6 percent increase in its operating 

appropriation from Howard County Government. The state intended to increase the college’s share of 

funding by 12.4 percent; however after budget cuts, a 7.8 percent was received. The state funds are 

distributed through the Cade funding formula, with the community colleges receiving a percentage of 

what the four-year institutions receive in funding from the state. Although a mid-year $2 tuition 

increase was projected in order to balance the FY09 budget, excess tuition revenues earned as the 

result of HCC’s higher than anticipated enrollment growth allowed the college to avoid implementing 

this tuition increase. 

As evidenced in the enrollment statistics and the changing landscape of HCC’s campus, growth and 

funding that growth remain the challenge facing the college today. Meeting student needs and 

expectations can only be accomplished by doing more with fewer resources. In FY09, budget cuts 

resulted in limited hiring, travel, and professional development of faculty and staff. The college 

continues to focus on managing costs through efforts in process improvement and partnering with 

other organizations, but it also strives to obtain adequate funding from all possible revenue sources. 

Financial Statement Highlights and Analyses 

The financial statements, as prepared in accordance with GASB no. 34 and no. 35, are designed to 

present the college as a whole unit, consolidating the various funds (operating, continuing education, 

special, auxiliary, and plant) and emulating corporate financial statements. The purpose of the 

statement of net assets is to identify the college’s financial and capital resources in one consolidated 

statement. The statement of revenue, expenses, and changes in net assets identifies the college’s 

operating revenue and expenses for its various programs, which also shows the support the college 

receives from Howard County Government, the State of Maryland, and various federal, state, and local 

grant programs. This statement also highlights spending in the various functional areas. Finally, the 

statement of cash flows identifies sources and uses of cash, and the change in the cash balance from 

the previous fiscal year. 

58 

8



June 30, 2009 

Financial Statement Highlights and Analyses (continued) 

ASSETS 

STATEMENTS OF NET ASSETS 

June 30, 2009 June 30, 2008 

9 

Dollar 

Variance 

Percentage 

Variance 

Current Assets 

Cash and cash equivalents $ 25,124,946 $ 24,533,514 $ 591,432 2% 

Tuition receivable, net 250,495 242,690 7,805 3% 

Government grant receivable 592,054 730,787 (138,733) -19% 

State of Maryland capital receivable 6,987,150 4,357,883 2,629,267 60% 

State of Maryland receivable 998,747 1,253,568 (254,821) -20% 

County capital receivable 304,107 1,948,033 (1,643,926) -84% 

Other accounts receivable 501,404 288,957 212,447 74% 

Inventory 691,000 682,759 8,241 1% 

Prepaid expenses 283,696 444,545 (160,849) -36% 

Total current assets 35,733,599 34,482,736 1,250,863 4% 

Non-Current Assets 

Capital assets, net 143,313,389 123,329,536 19,983,853 16% 

Total Assets 179,046,988 157,812,272 21,234,716 13% 

LIABILITIES 

Current Liabilities 

Accounts payable 2,851,486 3,612,424 (760,938) -21% 

Accrued wages 1,171,486 1,137,794 33,692 3% 

Accrued compensated absences 1,895,939 1,695,741 200,198 12% 

Insurance liability - 280,000 (280,000) -100% 

Payable to PGCC – joint venture 156,413 214,330 (57,917) -27% 

Payable to Howard County, (construction state) 6,816,326 8,900,482 (2,084,156) -23% 

Payable to federal government - 148,263 (148,263) -100% 

Current portion of leases payable 90,952 111,544 (20,592) -18% 

Current portion of bond payable, Howard 

County 385,400 266,142 119,258 45% 

Other payables 319,206 316,292 2,914 1% 

Deposits 280,358 311,026 (30,668) -10% 

Agency funds 578,221 560,232 17,989 3% 

Deferred revenue 2,607,047 2,726,131 (119,084) -4% 

Total Current Liabilities 17,152,834 20,280,401 (3,127,567) -15% 

Non-Current Liabilities 

Leases payable, net of current 56,457 147,504 (91,047) -62% 

Bond payable, Howard County, net of current 9,668,966 6,471,158 3,197,808 49% 

Total non-current liabilities 9,725,423 6,618,662 3,106,761 47% 

Total Liabilities 26,878,257 26,899,063 (20,806) 0% 

NET ASSETS 

Invested in capital assets, net of related debt 132,688,053 109,596,470 23,091,583 21% 

Restricted funds, expendable 652,942 652,531 411 0% 

Unrestricted 18,827,736 20,664,208 (1,836,472) -9% 

Total Net Assets $ 152,168,731 $ 130,913,209 $ 21,255,522 16% 

59



June 30, 2009 


As of June 30, 2009, total net assets increased 16 percent, or $21,255,522. Capital assets, net of debt, 

increased by $23,091,583. The value of net capital assets rises when new assets are capitalized, but is 

reduced by any increases in accounts payable/debt associated with those assets. The college 

capitalized additional net assets less depreciation of $19,983,853 and increased accounts payable/debt 

associated with those assets by $3,107,730. Unrestricted net assets decreased 9 percent, or 

$1,836,472, primarily due to the decrease in the plant fund balance used to pay for property purchased 

by the college. A detailed schedule of those fund balances follows this section. In addition, restricted 

assets increased slightly. 

The material change in the college’s assets, which increased in total by 13 percent, was due primarily 

to the 16 percent increase in non-current capital assets. Construction projects and major purchases 

increased capital assets by $24,756,020 less depreciation and loss on disposals of $4,772,167. The 

breakdown by asset category can be found in footnote number 7 following the financial statements. 

The 19 percent decrease in government grant receivables is due to the timing of the Pell grant draw 

down at the end of the year, resulting in a lower June 30 receivable from the federal government for 

this program. The 60 percent increase in the State of Maryland capital receivable was the result of the 

outstanding billings for state funds due on the Clark Library renovation. Currently, the state owes 

approximately $6.2 million on that renovation, with the remaining balance due for work on the 

McCuan Hall renovation. The 84 percent decline in the county capital receivable is primarily from 

funds collected for outstanding construction invoices on the McCuan Hall project from fiscal 2008. 

The State of Maryland receivable decline of 20 percent is due to payments received towards the 

statewide programs and manpower shortage programs receivables that had deficit funding 

appropriations in prior years. Other accounts receivable include the conference center receivables, 

non-government grant receivables, and other smaller miscellaneous funds due to the college. This 

increase of 74 percent or $212,447 is due to slight increases in all of these receivables at year-end. 

The college expects to collect on these receivables; however, a reserve has been established for any 

uncertainties. 

Prepaid expenses decreased 36 percent due to timing difference for annual service payments made for 

FY10 versus FY09. 

Capital assets include land, buildings, renovation costs, furniture, equipment, software, library books, 

leaseholds, and land improvements. Current construction in progress (CIP), valued on June 30, 2009, 

at $3,116,613, is also included. CIP projects include primarily the athletic fields’ renovations, as well 

as the Belmont barn renovation, campus parking, and heating ventilation and air conditioning for the 

nursing building. 

60 

10



June 30, 2009 


Total college liabilities remained relatively constant from the same period last year. Material 

variances in current liabilities, which decreased 16 percent, include a decrease of 23 percent for 

accounts payable to Howard County. This reflects payment made by the state for expenses that the 

county had funded on its behalf, primarily for the McCuan Hall renovations and the conversion of the 

Horowitz Visual and Performing Arts Center debt to long-term bonds. The current portion of leases 

payable has declined 31 percent due to trailer lease that is paid off in March of next year. Accounts 

payable decreased 21 percent, primarily due to lower new construction payables due on June 30, 2009. 

The 27 percent decrease in the payable to Prince George’s Community College (PGCC) is for cost 

sharing at the Laurel College Center. Each year-end, revenues and expenses at the center are split 

50/50 between HCC and PGCC. This year, HCC paid for equipment resulting in a higher portion of 

the expenses paid by HCC, reducing the payable. The insurance and federal liabilities were both paid 

during 2009 and no additional liability in those categories is anticipated as the county has assumed the 

health insurance liability (these funds were transferred to the county for this purpose) and the federal 

liability was a repayment of funds. 

Under non-current liabilities, new bonds of $3,583,208 were issued by the county on behalf of the 

college to fund the final cost of the Horowitz Visual and Performing Arts Center, increasing bonds 

payable by 51 percent. The 52 percent decrease in the Children’s Learning Center (CLC) lease debt 

reflects a higher portion of the payments being applied to the principal as the lease enters its final two 

years. 

Unrestricted net assets are designated as follows: 

June 30, 2009 June 30, 2008 Variance 

Continuing education $ 2,240,900 $ 1,495,796 $ 745,104 

Auxiliary enterprises 2,142,990 1,976,803 166,187 

Special funds 4,474,704 4,238,590 236,114 

Plant funds 10,557,191 14,034,380 (3,477,189) 

Other 693,510 - 693,510 

Unfunded vacation liability (1,281,559) (1,081,361) (200,198) 

Total unrestricted net assets $ 18,827,736 $ 20,664,208 $ (1,836,472) 

61 

11



June 30, 2009 


Continuing Education 

The continuing education division of the college generated 10 percent of the college’s unrestricted 

revenues, netting $1,301,131 over direct expenses of the division. The division incurred $69,378 of 

indirect expenses within their budget, and funded $486,649 of indirect expenses in the operating fund. 

This resulted in an overall increase in net assets of $745,104. In this division, noncredit FTES totaled 

1,862.37 and increased by 3.8 percent over FY09. Areas that experienced significant growth were the 

adult basic education program and contract training. 

Auxiliary Services 

Auxiliary services are primarily the college’s bookstore, the food services contract, the Children’s 

Learning Center (CLC), and the Belmont Conference Center. 

Bookstore sales revenue grew 5 percent over last year while expenses grew 4 percent. Loss of 

textbook sales to online vendors is causing the sales increase to be lower than expected. The 

bookstore net profit for the year was $259,315, which is 1 percent over last year. Profits were used to 

fund costs for the sunshine fund and fundraising initiatives, leaving $160,785 to increase designated 

unrestricted net assets of the auxiliary fund. 

Operating revenue of $768,785 for the CLC was under budget by $142,494 for the year. The 

expanded capacity was not completely filled due to some open slots held for students. Capacity was 

on average 87 percent during the year. In addition, support from the educational foundation was short 

of the budget by $4,504. Expenses were under budget $82,679 for the year to offset the revenue 

shortfall. In an attempt to maintain the $85,117 fund balance for the coming year, additional funding 

of $63,062 was provided from the operating fund to balance the budget. 

62 

12



June 30, 2009 


The CLC received funding support from the instructional area ($40,000), the student services area 

($159,381), the bookstore ($70,000), the Howard Community College Educational Foundation 

($25,001), and year-end funding ($63,062). With the exception of the year-end funding, this annual 

support was budgeted and is required since the CLC is not expected to operate strictly on fees paid for 

services. Its goal is to provide flexible day care for students, helping to remove a barrier to attend 

college, as well as provide a training ground for the college’s students in the early childhood education 

program. 

The Belmont Conference Center was previously owned by the Howard Community College 

Educational Foundation, Inc. and managed by the college. During FY09, the transfer of the property 

from the foundation to the college occurred and the associated mortgage was paid in full using county 

capital project funds, foundation donations, and college funds reserved from fiscal 2008. 

Operating revenue, including tuition and fees for classes held at Belmont and the facility-use fee from 

the college, totaled $1,653,297, which decreased 3 percent from 2008. Non-operating revenue of 

$56,672 to offset lease payments through November and a facility-use fee of $150,000 were 

transferred to the conference center from the college. Operating expenses totaled $1,656,284, which 

include upgrades, repairs, and maintenance to the property of $36,746. The operations had a loss of 

$2,987 for the year, which was less than the $100,486 loss anticipated in the budget. Expenses were 

anticipated to be higher for the year; however, the center cut expenses to stay within budget. 

Special Funds 

Special funds are programs within the college that are primarily self-supporting. Some programs 

receive financial assistance from the operating budget. They include the Rep Stage, Laurel College 

Center (LCC), tutoring, Career Links, Project Access, the mediation center, core competencies, 

professional development, special projects and assignments, and the wellness program. The increase 

in net assets is primarily due to forward funding of these programs. In addition, approximately 

$632,999 was transferred to special funds to pay for year-end items that will be received and paid for 

in FY10. 

Plant Funds 

Plant funds include construction projects such as major renovations to McCuan Hall, the Smith 

Theatre, the Clark Library building, the new parking deck design, and improvements to the athletic 

fields. Deferred maintenance projects also occur in this fund. The decrease in plant funds is due to 

the payment of funds held for the Belmont Conference Center purchase and the reduction of debt on 

the construction projects paid by the state. 

Other and unfunded vacation liability 

For the year ended June 30, 2009, as the college considered the economic uncertainties facing the state 

and county and the possibility of their impact on appropriations anticipated for 2010, the college 

reserved $693,510 to maintain a fund balance in the operating fund. This, however, is offset by the 

deficit funding for the vacation liability of $1,281,559. 

63 

13



June 30, 2009 


STATEMENTS OF REVENUE, EXPENSES AND CHANGES IN NET ASSETS 

June 30, 2009 June 30, 2008 

14 

Dollar 

Variance 

Percentage 

Variance 

Operating Revenue 

Student tuition and fees $28,825,175, (net of 

discounts, allowances and financial aid 

$5,267,551) $ 23,557,624 $ 22,265,009 $ 1,292,615 6% 

Cultural, community and other programs 1,027,139 1,057,558 (30,419) -3% 

Auxiliary revenue, (net of financial aid $632,035) 5,337,315 5,227,244 110,071 2% 

Other operating revenue 423,229 442,192 (18,963) -4% 

Total operating revenue 30,345,307 28,992,003 1,353,304 5% 

Operating Expenses 

Instruction 34,295,228 31,910,295 2,384,933 7% 

Public service 520,866 376,736 144,130 38% 

Academic support 4,971,475 4,077,258 894,217 22% 

Student services 6,320,068 5,822,889 497,179 9% 

Operation and maintenance of plant 7,299,633 6,402,426 897,207 14% 

Institutional support 10,630,431 10,176,879 453,552 4% 

Scholarships and related expenses 908,721 748,040 160,681 21% 

Auxiliary enterprises 6,679,908 6,617,428 62,480 1% 

Certain fringe benefits paid directly by the state 2,383,145 2,215,338 167,807 8% 

Unallocated depreciation 4,772,167 4,453,400 318,767 7% 

Total operating expenses 78,781,642 72,800,689 5,980,953 8% 

Operating loss (48,436,335) (43,808,686) (4,627,649) 11% 

Non-operating Revenue (Expenses) 

Howard County Government appropriations 25,195,470 23,635,010 1,560,460 7% 

State of Maryland appropriations 12,526,355 11,599,669 926,686 8% 

State grants and contracts 1,671,503 1,722,376 (50,873) -3% 

Federal grants and contracts 5,177,559 4,258,087 919,472 22% 

Local grants and contracts 118,155 25,700 92,455 360% 

Other grants and contracts 1,417,956 827,276 590,680 71% 

Certain fringe benefits paid directly by the state 2,383,145 2,215,338 167,807 8% 

Investment income 367,634 999,473 (631,839) -63% 

Interest on debt to Howard County (337,578) (292,228) (45,350) -16% 

Total Non-operating Revenue (Expenses) 48,520,199 44,990,701 3,529,498 8% 

Income before capital appropriations 83,864 1,182,015 (1,098,151) -93% 

Capital appropriations from Howard County, State 

and other 21,171,658 10,884,727 10,286,931 95% 

Increase in net assets 21,255,522 12,066,742 9,188,780 76% 

Net assets, beginning of year 130,913,209 118,846,467 12,066,742 10% 

Net Assets, End of Year $ 152,168,731 $ 130,913,209 $ 21,255,522 16% 

64



June 30, 2009 



For the year-ended June 30, 2009, total operating revenue increased 5 percent, or $1,353,304. Net 

(gross tuition and fees, less tuition amounts paid by financial assistance) tuition and fees increased by 

6 percent due to the college’s credit enrollment growth of 7.4 percent and noncredit enrollment growth 

of 3.8 percent. 

Overall, cultural, community, and other program revenue was down 3 percent or $30,419 when 

compared to last year. Revenue was down in Rep Stage due to lower contributions and tickets sales, 

which were impacted by the economy. The 4 percent decrease or $18,963 in other operating revenue 

resulted from a reduction of revenue from Prince George’s Community College related to the Laurel 

College Center. 

Auxiliary revenue increased 2 percent over last year although sales from the college bookstore 

increased 5 percent for the period. Growth in bookstore revenue can be attributed to enrollment 

growth. Revenue from the Children’s Learning Center increased 48 percent due to the expansion of 

the facility for the fall term and the planned fee increase of 3 percent. In addition, the Belmont 

Conference Center’s revenue declined from last year by 3 percent due to economic conditions 

impacting the conference business. Food services revenue declined 70 percent or $70,000 due to the 

Coca-Cola sponsorship funds having ended in 2008. 

65 

15



June 30, 2009 



Operating expenses increased 8 percent or $5,980,953 over last year. Staff salaries were increased, on 

average, 5 percent over the prior fiscal year. Seven (7) new full-time faculty and 6.96 new staff 

positions were hired to meet the demands of the college’s growing enrollment and new facilities. 

Benefit costs rose approximately 8.4 percent in FY09. 

The instructional and student services functions increased similarly to overall expenses, 7 percent and 

9 percent, respectively. These expenses represent the direct cost of providing instruction and support 

services for students. Institutional support increased 4 percent, as positions and travel were limited 

due to economic conditions and the expectation of additional state cuts. 

The public service function increased 38 percent due to the county’s Government TV (GTV) operation 

moving to the college. Staffing increased as a result of this change. Academic support increased 22 

percent due to the large number of computer upgrades completed throughout the campus. 

Scholarships and related expenses increased 21 percent due to the increase in both the number of 

students receiving awards and the average amount of the awards. Overall, 20 percent more students 

applied for financial aid. The average Pell award increased by 34 percent due to increases by the 

federal government and the college had a 13 percent increase in Pell recipients. These expenses reflect 

only financial aid in excess of educational costs. These funds pass directly to students for their 

indirect costs (i.e., living expenses), which do not include tuition, fees, books, and child care expenses. 

Operation and maintenance of plant experienced a 14 percent increase due to funds expended for 

maintenance and plant projects that were not be funded with county nor state capital appropriations. 

Auxiliary expenses increased only 1 percent over the prior year as efforts were made to cut spending 

in these areas to conserve fund balances in anticipation of further state cuts. 

66 

16



June 30, 2009 


Non-operating Revenue 

Non-operating revenue increased 8 percent, or $3,529,498. State, local, and grant appropriations are 

classified as non-operating revenue because they are considered non-exchange transactions. 

Appropriations from the county increased to meet the college’s needs by 7 percent or $1,560,460. 

State support increased 8 percent, or $926,686. State support for the year was originally based on 

26.25 percent, and then reduced to 26 percent of the full-time equivalent rate received by the 

University System of Maryland. A further state reduction was made to the college of $499,526 for 

fiscal 2009. 

The 22 percent increase in federal grants and contracts reflects the increase in federal financial aid 

awards to students. Local grants and contracts are showing an increase of 360 percent or $92,455, 

primarily due to a grant for the cable studio operations. Other grants and contracts increased 71 

percent for $590,680 primarily from the in-kind gift from the Howard Community Educational 

Foundation of $426,036 for its interest in the Belmont Conference Center, which transferred to the 

college in November 2008. The slight reduction in state and other grants and contracts are due to the 

change in funding requests that vary from year to year. 

Investment income decreased by 63 percent due to the dramatic decline in interest rates. The interest 

on debt to Howard County increased 16 percent, because of the new bonds issued during the year for 

the remaining debt of the Horowitz Center. 

Capital Appropriations 

Capital appropriations from Howard County government, the State of Maryland, and other sources, 

increased 95 percent. Funding for major renovations to McCuan Hall and the Clark Library building 

as well as the purchase of the Belmont Conference Center increased over FY08. 

June 30, 

2009 

17 

STATEMENTS OF CASH FLOWS 

June 30, 

2008 

Dollar 

Variance 

Percentage 

Variance 

Cash Flows From Operating Activities 

Net cash used in operating activities $ (41,688,686) $ (36,254,692) $ (5,433,994) 15% 

Cash Flows From Non-Capital Financing Activities 

Net cash provided by non-capital financing activities 45,698,494 41,970,960 3,727,534 9% 

Cash Flows From Capital Financing Activities 

Net cash provided by capital financing activities (3,786,010) (2,950,745) (835,265) -28% 

Cash Flows From Investing Activities 

Interest on investment 367,634 999,473 (631,839) -63% 

Net increase in cash and cash equivalents 591,432 3,764,996 (3,173,564) -84% 

Cash, beginning of the year 24,533,514 20,768,518 3,764,996 18% 

Cash, End of Year $ 25,124,946 $ 24,533,514 $ 591,432 2% 

67



June 30, 2009 


The primary inflow of cash from operations continues to come from student tuition and fees. The 

primary outflows of cash from operations are supplier payments and employee compensation and 

benefits costs. This netted to an overall 15 percent increase in cash used in operations. 

State and local appropriations are the primary cash inflows from non-capital financing activities. 

Other funds come from grants and contracts. The net increase of 9 percent is primarily due to 

increased revenue from the county and the state to support the college’s operating budget. Student 

loan receipts and disbursements offset each other, as all funds received on behalf of students are 

disbursed for their use. Lending increased over the prior year as costs to attend college continued to 

rise and the numbers of students borrowing increased. Agency funds are monies held by the college 

on behalf of students and constituent organizations, which increased from the prior year. 

Capital financing activities include resources received from Howard County government and the State 

of Maryland for the college’s capital projects. Major renovation projects occurred during the year, 

which increased both inflows and outflows of cash for these projects. Additional long-term bond debt 

of $3,583,208 to fund the Horowitz Visual and Performing Arts Center balance, and the interest and 

payments on bonds increased over the prior year. This increase resulted in net cash used by capital 

financing to increase 28 percent. 

The college’s investing cash flows come from investment income, which decreased 63 percent. This 

decrease was due to the decline in interest rates due to economic factors. 

In 2009, net cash increased by $591,432, and the college’s cash balance as of June 30, 2009, was 

$25,124,946. The college believes that its liquidity position as of June 30, 2009, is adequate. The 

college’s current assets are deemed to be sufficient to pay its current liabilities as of June 30, 2009. 

Also, as the college collects the majority of its tuition revenue at the beginning of each term and 

receives its grants and appropriations regularly, liquidity should not be an issue for the next fiscal year. 

The college has committed approximately $5,203,000 to complete current capital construction 

projects, which it plans to fund from future capital appropriations, donations, and allocated student 

tuition and fees. 

Economic Factors that Will Affect the Future 

The college’s economic position is closely tied to that of the county and state with a little less than half 

of the college’s appropriated revenue coming from these two sources. Since student tuition is the third 

source of the college’s funding model, the percentage of support from the county and state is critical to 

keeping tuition affordable for students. 

For the first time in a number of years, the county developed a very lean budget in FY09. In spite of 

this situation, the college received one of the highest increases of any department at 6.6 percent for 

operations and 0.4 percent for GASB no. 45 for a total increase of 7.0 percent, demonstrating the 

County Executive’s and county council’s commitment to higher education. 

68 

18



June 30, 2009 

Economic Factors that Will Affect the Future (continued) 

Although the long-term outlook for Howard County remains strong, the county, the state, and the 

nation have experienced one of the most severe recessions ever faced. The collapse of the real estate 

market and the resulting credit crises has led to a general decline in consumer confidence. Income tax 

revenues are not expected to grow as fast as they have in the past and expenditures will have to be 

adjusted accordingly. The unstable economic conditions will continue to challenge both state and 

local government budgets for years to come, as the expected decline in tax revenue will take several 

years to work its way through the system. The two largest revenue sources in Howard County are 

property taxes and income taxes. While property taxes are expected to grow 4 percent each year, 

income taxes are on the decline and will remain static in FY10 and FY11. For fiscal 2010 many 

county agencies received reductions in their budgets; however, due to Maintenance of Effort 

requirements, the college did not receive a reduction, nor did it receive an increase. Howard County 

has one of the best school systems in the country and continues to be considered one of the top 

counties in the nation from an economic perspective. Once the BRAC development begins, revenue 

growth and long-term economic expansion should occur. 

Unfortunately, the demands for additional spending, particularly in education and public safety, have 

not slowed. In addition, there is a requirement to begin funding the county’s “Other Post Employment 

Benefits” (OPEB) according to a new accounting standard (GASB no. 45). 

All levels of state government faced reductions in the FY09 state budget. In FY09, the community 

colleges were asked to return 4 percent of an 8 percent increase. This was the second consecutive year 

community colleges saw mid-year reductions from the state, although HCC was fortunate that the 

reductions were not higher. The final funding for FY10 saw a total increase of 4.9 percent to 

community colleges, which included statewide and health manpower programs and English for 

Speakers of Other Languages (ESOL). The Cade formula increased by 3.8 percent. For Howard 

Community College, this state funding translated into a 5.6 increase due to its enrollment growth. In 

addition, the “true up” was incorporated in to the final bill for community colleges, meaning that the 

funding per FTE would be based on the appropriation to the 10 four-year institutions in the same year 

as the budget, rather than the prior year as the law previously required. This would not change the 

two-year lag on community college enrollments, but would eliminate the one-year lag on the four-year 

funding. As part of the bill, the maximum formula funding is now 29 percent and not 30 percent as 

previously included in the legislation and this 29 percent will not be reached until FY14. Even though 

the session ended on a high note for community colleges, it is understood that the state now has over 

$200 million in reductions to make from the FY10 budget, which led to a third year of reductions. 

With the anticipation of additional cuts in state aid in FY10, the college continues to be prudent in its 

spending practices and may need to reduce spending in FY10 if additional cuts occur. 

The college has experienced significant growth in FTES over the past several years. In FY09, overall 

FTE growth was 6.4 percent and over the past five year’s growth of 25.9 percent occurred. The 

highest portion of credit students are in the 18-23 year old age group, with transfer programs being the 

largest area of growth. Credit enrollment is projected to continue to grow at the rate of 3 percent a 

year. 

69 

19



June 30, 2009 

Economic Factors that Will Affect the Future (continued) 

During the college’s budget process, the first areas to be addressed continue to be indicators relating to 

the percentage of expenditures on instruction and the percentage of expenditures on selected academic 

support. For the second consecutive year, HCC’s tuition rate of $114 per credit hour will remain the 

same for fall 2009. HCC’s indicator for tuition and fees as a percentage of tuition and fees at 

Maryland public four-year institutions at 56 percent moved toward the benchmark level of 55 percent 

this year. 

To help manage growth and its accompanying challenges, the college continues efforts to improve 

through self-assessment. In 2008, HCC was the first Maryland community college to receive 

Maryland’s distinguished U.S. Senate Productivity Award, which is the highest award for performance 

excellence given to any Maryland business or organization. No organization received this honor in 

2009. In 2008, HCC was a finalist for the Baldrige award, receiving a site visit, and continues to work 

on process improvements in all areas. The college has submitted another Baldrige application for 

2009. 

70 

20


Statements of Net Assets 

As of June 30, 2009 

Howard 

Community College 

The accompanying notes are an integral part of these financial statements. 

21 

Howard Community 

College Educational 

Foundation, Inc. 

ASSETS 

Current Assets 

Cash and cash equivalents $ 25,124,946 $ 1,123,558 

Investments and interest in irrevocable trust 

4,450,209 

Tuition and other receivable, net of allowance of $1,115,092 

751,899 

Federal, state, local and other receivables 

8,882,058 

Contributions receivable, net of allowance of $6,400 

1,594,205 

Capital lease receivable 

134,312 

Inventory 

691,000 

Prepaid expenses and other assets 

283,696 6,541 

Total current assets 

35,733,599 7,308,825 

Non-current Assets 

Capital assets, net 

Total Assets 

LIABILITIES 

Current Liabilities 

Accounts payable and accrued wages 

Accrued compensated absences 

Payable to PGCC - joint venture 

Payable to Howard County for construction 

Leases and note payable, current portion 

Bonds payable, Howard County, current portion 

Deposits 

Agency funds 

Deferred revenue 

Total current liabilities 

Non-current Liabilities 

Leases and note payable, net of current portion 

Bonds payable, Howard County, net of current portion 

Total non-current liabilities 

Total Liabilities 

NET ASSETS 

Invested in capital assets, net of related debt 

Restricted funds: Expendable 

Unrestricted 

Temporarily restricted 

Permanently restricted 

143,313,389 

179,046,988 7,308,825 

4,342,178 

1,895,939 

156,413 

6,816,326 

9,868 

90,952 

385,400 

280,358 

578,221 

77,855 

2,607,047 64,530 

17,152,834 152,253 

56,457 

9,668,966 

56,457 

9,725,423 56,457 

26,878,257 208,710 

132,688,053 

652,942 

18,827,736 630,024 

1,786,778 

4,683,313 

Total Net Assets $ 152,168,731 $ 7,100,115 

71


Statements of Revenue, Expenses and Changes in Net Assets 

For the Year Ended June 30, 2009 

Howard 

Community 

College 

Revenue 


Student tuition and fees, (net of discounts, allowances 

and financial aid $5,267,551) $ 23,557,624 $ 

Cultural, community, and other programs 

1,027,139 

Auxiliary revenue, (net of financial aid of $632,035) 

5,337,315 

Other 

Contributions, including in-kind 

Special events 

423,229 

Total Operating Revenue 

30,345,307 


Instruction 

Public service 

Academic support 

Student services 

Operation and maintenance of plant 

Institutional support 

Scholarships and related expenses 

Program expenses 

Cost of direct benefits to donors 

Fundraising 

Auxiliary enterprises 

Certain fringe benefits paid directly by the State 

Unallocated depreciation and loss on asset disposal 

Total Operating Expenses 

Operating Loss 

34,295,228 

520,866 

4,971,475 

6,320,068 

7,299,633 

10,630,431 

908,721 

6,679,908 

2,383,145 

4,772,167 

78,781,642 

(48,436,335) 


22 

Howard Community 

College Educational 

Foundation, Inc. 

2,062,114 

519,708 

2,581,822 

412,252 

2,088,622 

250,229 

165,926 

51,430 

2,968,459 

(386,637) 

Non-Operating Revenue (Expenses) 

Howard County government appropriations 

25,195,470 

State of Maryland appropriations 

12,526,355 

Federal, state, local and other grants and contracts 

8,385,173 

Certain fringe benefits paid directly by the State 

2,383,145 

Investment income 

367,634 

72,490 

Net realized and unrealized loss on investments 

(1,259,113) 

Interest expense 

(337,578) 

(81,187) 

Net non-operating revenue (expenses) 

48,520,199 

(1,267,810) 

Income (loss) before capital appropriations 

83,864 

(1,654,447) 

Capital appropriations 

21,171,658 

Increase (decrease) in net assets 

21,255,522 

(1,654,447) 

Net assets, beginning of year 

130,913,209 

8,754,562 

Net Assets, End of Year $ 152,168,731 $ 7,100,115 

72


Statement of Cash Flows 


Howard 

Community 

College 

Cash Flows From Operating Activities 

Tuition and fees $ 23,581,174 

Payments to suppliers 

(19,184,910) 

Payments to employees 

(42,240,940) 

Payments for employee benefits 

(10,631,693) 

Auxiliary enterprises 

5,337,315 

Other receipts 

1,450,368 

Net Cash From Operating Activities 

(41,688,686) 

Cash Flows From Non-Capital Financing Activities 

State appropriations 

Local appropriations 

Grant and contracts 

Student loan receipts 

Student loan disbursements 

Agency funds receipts 

Agency funds disbursements 

Net Cash From Non-capital Financing Activities 

Cash Flows From Capital Financing Activities 

Capital appropriations 

Bond proceeds 

Purchase of capital assets 

Interest expense payments 

Principal payments on bonds, notes and capital leases 

Net Cash From Capital Financing Activities 

Cash Flows From Investing Activities 

Interest on investments 


23 

12,526,355 

25,195,470 

7,958,680 

3,612,590 

(3,612,590) 

926,916 

(908,927) 

45,698,494 

18,102,161 

3,583,208 

(24,756,020) 

(337,578) 

(377,781) 

(3,786,010) 

367,634 

Net increase in cash and cash equivalent 

591,432 

Cash and cash equivalents, beginning of year 

24,533,514 

Cash and Cash Equivalents, End Of Year $ 25,124,946 

73


Statement of Cash Flows (continued) 


74 

Howard 

Community 

College 

Reconciliation of Net Operating Loss To Net Cash From Operating Activities 

Operating loss 

Adjustments to reconcile operating loss to net cash from operating activities: 

$ (48,436,335) 

Depreciation expense and loss on asset disposal 

4,772,167 

In-kind contributions 

426,493 

Amounts paid directly by the state 

Effects of changes in non-cash operating assets and liabilities: 

2,383,145 

Receivables, net 

173,302 

Inventory 

(8,241) 

Prepaid and other assets 

160,849 

Accounts and other payables 

(1,241,180) 

Deferred revenue 

(119,084) 

Compensated absences 

200,198 

Net Cash From Operating Activities $ (41,688,686) 


24


Notes to the Financial Statements 

June 30, 2009 

1. ORGANIZATION AND BACKGROUND 

Howard Community College (the college), founded by the Board of Education of Howard County, 

was formally authorized by the Howard County Commissioners to provide a full range of 

educational services to Howard County citizens; however, citizens of other counties and states are 

also eligible to attend. In 2009, 79.0 percent of the college’s credit student populations are 

Howard County residents. The college is fully accredited by the Middle States Association of 

Colleges and Secondary Schools and by the Maryland Department of Education to offer programs 

of learning and to award associate degrees and certificates of proficiency. 

A seven-member board of trustees, appointed by the Governor of Maryland, governs the college. 

The college president is a non-voting member and serves as the secretary-treasurer. 

The college has been defined as a component unit of Howard County, Maryland government, and 

the college’s financial statements are summarized in the county’s general-purpose financial 

statements. 

The Howard Community College Educational Foundation, Inc. (the foundation) is a separate legal 

entity with a separate board of directors. The foundation is a nonprofit organization established in 

1978 to provide educational, scientific, and charitable benefits to the college and financial aid to 

qualified students attending the college. The college president holds the position of secretary and 

the college’s director of development holds the position of executive director. The foundation 

operates independently of the college. 

Since the foundation was established for the purpose of obtaining resources and to provide 

educational, scientific, and charitable benefits to the college, it is considered a component unit of 

the college. In accordance with Governmental Accounting Standards Board (GASB) no. 39, 

entitled Determining Whether Certain Organizations are Component Units, it is discretely 

presented in the college’s financial statements. 

2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES 

75 

Basis of Presentation 

In June 1999, GASB approved GASB no. 34, entitled Basic Financial Statements and 

Management Discussion and Analysis for State and Local Governments followed by GASB no. 35, 

entitled Basic Financial Statements and Management’s Discussion and Analysis for Public 

Colleges and Universities. 

GASB statement no. 34 identified three types of special-purpose governments (SPG): (1) those 

engaged only in governmental activities, (2) those engaged only in business-type activities, and (3) 

those engaged in both governmental and business-type activities. Governmental activities are 

generally financed through taxes, intergovernmental revenue, and other non-exchange transactions. 

25



June 30, 2009 

2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued) 

76 

Basis of Presentation (continued) 

Business-type activities, on the other hand, are financed in whole or part by fees charged to 

external parties for goods and services. Given the importance of tuition, fees, and other exchangetype 

transactions in financing higher education, the college adopted the financial reporting model 

required of SPGs engaged in business-type activities (BTA). Colleges reporting as BTAs follow 

GASB standards applicable to proprietary (enterprise) funds. Accordingly, the accompanying 

college financial statements have been prepared on the accrual basis of accounting in accordance 

with generally accepted governmental accounting standards. 

The BTA model requires the following financial statement components: 


Statement of Net Assets 

Statement of Revenue, Expenses, and Changes in Net Assets 

Statement of Cash Flows 


In accordance with GASB statement no. 20, entitled Accounting and Financial Reporting for 

Proprietary Funds and Other Governmental Entities That Use Proprietary Fund Accounting, and 

as amended by GASB statement no. 29, entitled The Use of Not-for Profit Accounting and 

Financial Reporting Principles by Governmental Entities, the college has elected not to implement 

FASB pronouncements issued after November 30, 1989. 

The foundation is a private nonprofit organization that reports under Financial Accounting 

Standards Board (FASB) standards, including FASB statement no. 117, entitled Financial 

Reporting for Non-for-Profit Organizations. As such, certain revenue recognition criteria and 

presentation features are different from GASB revenue recognition criteria and presentation 

features. No modifications have been made to the foundation’s financial information in the 

college’s financial reporting entity for these differences. 

Use of Estimates 

The preparation of financial statements in conformity with accounting principles generally 

accepted in the United States requires management to make estimates and assumptions that affect 

the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities as of 

the date of the financial statements and the reported amounts of revenue and expenses during the 

reporting period. Actual results could differ from those estimates. 

26



June 30, 2009 


77 

Cash and Cash Equivalents 

The college and the foundation consider all highly liquid investments with maturity of three 

months or less when purchased to be cash equivalents. Cash and cash equivalents are carried at 

cost, which approximates fair value. Funds invested through the Maryland Local Government 

Investment Pool (MLGIP) are also considered cash equivalents. 

Investments 

Investments of the foundation are comprised of debt and equity investments and are carried at fair 

value as of the date of the Statements of Financial Position. Changes in fair value are recognized 

in the Statement of Activities and Changes in Net Assets in the period in which the change occurs 

and are included in net realized and unrealized gains or losses on investments. 

Tuition and Other Receivables 

The college’s tuition receivable represents obligations of students resulting from course 

registrations. The receivable is due before the end of the semester for which it was incurred. 

Amounts that remain uncollected three weeks after the end of the semester are considered 

delinquent and are referred to the collection agency. The college has established a valuation 

allowance for the tuition receivable it estimates as uncollectible. As of June 30, 2009, the net 

tuition receivable was $250,495. Included in other receivables are amounts collectible for the 

Belmont Conference Center, food services, bookstore credit memos, and other miscellaneous 

receivables. 

Contributions Receivable 

The foundation’s contributions receivable represent unconditional promises to give from various 

contributors including individual, local business, and state and local governments. There is a 

$6,400 allowance for uncollectible accounts recorded as of June 30, 2009. Management believes 

that the balance of contributions receivable is fully collectible. 

Contributions receivable are recorded at the donated amount discounted for when it is expected to 

be collected, which was calculated using a discount rate of 2.54 percent based on projected U.S. 

Treasury bill rates, as of June 30, 2009. The unamortized discount will be accreted into 

contribution revenue in the future. 

Inventory 

Inventory of the college is carried at the lower of cost or market using the first-in, first-out (FIFO) 

method. 

27



June 30, 2009 


78 

Capital Assets 

Capital assets of the college are long-lived tangible assets, which will benefit future periods. 

Capital assets have been capitalized and are depreciated over their estimated useful lives. Capital 

assets are defined as land, land improvements, buildings, building renovations, leasehold 

improvements, furniture and equipment (including software), and library books that have initial 

useful lives extending beyond a single reporting period. 

The college has established a threshold of $5,000 for furniture and equipment in order for those 

capital assets to be capitalized. Library books are capitalized as one component unit for the 

purchases within the fiscal year. 

Capital assets constructed or purchased are capitalized at cost, while assets acquired by gift are 

capitalized at their fair market value at the time of donation. The college depreciates all capital 

assets, except for land. Depreciation expense is not allocated on the financial statements. Cost 

incurred for construction in progress is capitalized as incurred and not depreciated until the assets 

are ready to be placed in service. 

Depreciation is computed on a straight-line basis over estimated useful lives (as listed below), 

beginning the year after acquisition, except for buildings, which are depreciated in the first year of 

their use. 

Class of Assets Estimated Useful Lives 

Buildings 50 years 

Land improvements 25 years 

Renovations and leasehold improvements 15 years (or lease term, if shorter) 

Library books 8 years 

Furniture and equipment 3 - 10 years 

Accrued Compensated Absences 

Accrued compensated absences of the college are accrued at the end of the year for financial 

statement purposes. Accrued compensated absences of $1,895,939, as of June 30, 2009, are shown 

on the statement of net assets. 

Agency Funds 

Funds held by the college as custodian or fiscal agent for others, such as student organizations used 

to support various student activities not directly related to instructional activities, are accounted for 

as agency funds. The funds held for others are recorded as a liability on the statement of net assets 

and agency transactions are not included in the revenue and expenses of the college. 

28



June 30, 2009 


79 

Deferred Revenue 

Deferred revenue for the college is primarily comprised of tuition received for semesters beginning 

after June 30, 2009, and grant revenue received during the year that has restrictions on spending 

related to time or recognition has been deferred until those restrictions are met. The foundation 

collects advance receipts for fundraising events. Funds received for foundation fundraising events 

are recognized as special events revenue upon the occurrence of the event. 

Net Assets 

Net assets of the college are classified as restricted, unrestricted, or invested in capital assets, net of 

related debt. Restricted net assets are reported as either expendable or nonexpendable. 

Nonexpendable net assets are to be maintained in perpetuity. Expendable net assets, for which 

there are externally imposed constraints, are obligated or expensed within the condition(s) of the 

constraints. 

The restricted net assets of $652,942 represent grants given to the college for a specific use, 

designated by the grantor. The unrestricted balance of $18,827,736 represents auxiliary enterprise 

funds of $2,142,990, continuing education funds of $2,240,900, cultural, community, theatre and 

other funds of $5,168,212, and $10,557,193 designated for construction and debt repayment, net of 

$1,281,559 of unfunded vacation liability. 

The investment in capital assets of $132,688,053 is net of related debt that includes the bond debt 

to Howard County of $10,054,366, the lease payable on the Children’s Learning Center of 

$134,312, the lease for the portable classrooms $13,097, and outstanding payables related to 

construction projects as of June 30, 2009, of $423,561. 

The foundation’s net assets are expanded into three separate categories, unrestricted, temporarily 

restricted, and permanently restricted net assets. 

Unrestricted net assets – Contributions not subject to donor-imposed stipulations, or whose 

restrictions have been satisfied, are recorded as unrestricted net assets. 

Temporarily restricted net assets – Contributions subject to donor-imposed stipulations that will be 

met by the foundation through the passage of time or conduct of service or incurrence of 

expenditures. As the restrictions on temporarily restricted net assets are met, they are transferred 

from temporarily restricted net assets to unrestricted net assets through the assets released from 

restriction due to satisfaction of donor restrictions in the accompanying Statements of Changes in 

Net Assets. 

29



June 30, 2009 


80 

Net Assets (continued) 

Permanently restricted net assets – Contributions subject to donor-imposed stipulations that must 

be maintained in perpetuity by the foundation are included in permanently restricted net assets. 

Generally, the donors of these assets permit the foundation to use all or part of the income earned 

and capital gains, if any, on related investments for general or specific purposes. 

Revenue Recognition 

The financial statements of the college have been prepared on the accrual basis of accounting, 

whereby all revenue is recorded when earned and all expenses are recorded when they have been 

incurred. These financial statements are intended to report the public institution as an economic 

unit that includes all measurable assets and liabilities, financial and capital, of the institution. 

Internal activity between programs has been eliminated. 

The college’s tuition and fee revenue is shown net of scholarship allowances. A scholarship 

allowance is defined as the difference between the stated charge for tuition, fees, goods, and 

services provided by the college and the amount that is paid by the student and/or third-parties 

making payments on behalf of the student. The scholarship allowance represents the amount the 

college receives as tuition from outside resources such as the Title IV Federal Grant Program, the 

foundation, other restricted grants, and the college’s own scholarship program. Funds received on 

behalf of students from outside sources such as third-party payers are reported in the appropriate 

revenue classification. 

Certain aid such as loans and third-party payments are credited to the student’s account as if the 

student made the payment. For the year ended June 30, 2009, the college netted expenses in the 

amount of $5,899,586, reducing tuition revenue by $5,267,551, and bookstore scholarships, and 

childcare tuition, in auxiliary enterprise revenue by $632,035. 

Auxiliary Enterprises, Continuing Education, and Cultural, Community and Other 

Programs 

Auxiliary enterprises operated by the college include the bookstore, food service, Children’s 

Learning Center, art gallery, vending services, and the Belmont Conference Center. Continuing 

education programs primarily represent noncredit courses offered by the college for a fee. 

Cultural, community, and other programs are primarily events of Rep Stage, the Laurel College 

Center, summer instructional and sports camps, youth music program, the international programs, 

various student services programs, and athletic activities sponsored by the college for the 

community. In addition, start up programs, such as the entrepreneurial program and the eBay® 

business account for students, are included. Net assets for these programs are part of the 

unrestricted net assets balance. 

30



June 30, 2009 


81 

Operating and Non-operating Components 

The college has elected to report its operating expenses by functional classification, with the 

exception of depreciation, which is presented as a distinct expense and labeled unallocated and 

certain fringe benefits paid directly by the state. The statement of cash flows is presented as 

required using the direct method that depicts cash flows from operating activities and a 

reconciliation of operating loss and operating cash flows. 

Financial statement operating components include all transactions and other events that are not 

defined as capital and related financing, non-capital financing, or investing activities. The 

college’s principle ongoing operations determine operating activities. Ongoing operations of the 

college include, but are not limited to, providing intellectual, cultural, and social services through 

two-year associate degree programs, continuing education programs, and continuous learning 

programs. Operating revenue of the college consists of tuition and fees; cultural, community, and 

other programs; auxiliary enterprise revenue; and other operating revenue. 

Non-operating components include transactions and other events that are defined as noncapital 

financing activities, capital financing activities, and investing activities. 

Non-capital financing activities include borrowing money for purposes other than to acquire, 

construct, or improve capital assets and repaying those amounts borrowed, including interest. 

Non-operating activities include certain intergovernmental receipts and payments such as state and 

local appropriations, grants, payments paid on behalf of the college, investment earnings, and 

interest on debt. The college has also identified student financial aid assistance, including Pell 

grants and Supplemental Educational Opportunity Grants, as non-operating revenue as the college 

does not consider them to be exchange transactions. Capital financing activities include acquiring 

and disposing of capital assets used in providing services or producing goods, borrowing money 

for acquiring, constructing, or improving capital assets and repaying the amounts borrowed, 

including interest and paying for capital assets obtained from vendors on credit. Investing 

activities include acquiring and disposing of debt or equity instruments and the related investment 

earnings. 

In-Kind Contributions 

The foundation receives contributions of various services from non-related sources. These 

contributions and their related expenses are reported at fair value in the period the services are 

performed. The estimated fair value of these contributions for the year ended June 30, 2009, was 

$227,294. Additionally, the foundation receives in-kind support from the college consisting of 

personnel, legal, and office costs. The estimated value of these services for the year ended June 

30, 2009, was $330,383. The college also paid interest on the note payable for the Belmont 

Conference Center. This amounted to $56,672 as of June 30, 2009, and is included in interest 

expense on the Statement of Revenues, Expenses, and Changes in Net Assets. This note was paid 

off in November 2008. 

31



June 30, 2009 


Advertising Costs 

Advertising expense of the foundation (including in-kind contributions) for the year ended June 

30, 2009, was $165,926. 

Fundraising and Management Expenses 

Fundraising expenses of the foundation consist of donor support expenses and fundraising eventrelated 

insurance policies. Management expenses consist of office expenses, accounting and legal 

fees. 

Federal and State Income Tax Status 

The college is exempt from federal and state income taxes as it is essentially a political subdivision 

of the state. The foundation is exempt from taxation under the provisions of Internal Revenue 

Code Section 501(c) (3). Accordingly, no income tax expense has been provided in the 

accompanying financial statements. 

New Accounting Pronouncements 

During the year ended June 30, 2009, GASB issued statement no. 54, entitled Fund Balance 

Reporting and Governmental Fund Type Definitions; statement no. 55, entitled The Hierarchy of 

Generally Accepted Accounting Principles for State and Local Governments, and statement no. 56, 

entitled Codification of Accounting and Financial Reporting Guidance Contained in the AICPA 

Statements of Auditing Standards. The college is analyzing the effects of these pronouncements 

and plans to adopt or has adopted them as applicable by their effective dates. 

3. CASH AND CASH EQUIVALENTS 

82 

A. Cash on Hand 

As of year-end, petty cash on hand and change funds totaled $13,435. 

B. Deposits 

As of year-end, the carrying amount of the college’s deposits was $607,398 and the bank 

balance was $1,551,835. The deposits of the college were not exposed to custodial credit risk 

as of June 30, 2009. The operating account is federally insured up to $100,000 by the Federal 

Deposit Insurance Corporation and any amounts in excess of $100,000 are collateralized by a 

surety bond with a market value of $10,000,000 as of June 30, 2009. The bond is held by the 

bank’s agent in the college’s name. 

32



June 30, 2009 

3. CASH AND CASH EQUIVALENTS (continued) 

83 

C. Investments 

The college’s allowable investments are determined by Article 95, Section 22 of the Annotated 

Code of the Public General Laws of Maryland and the college’s investment policy. The college 

may invest in certificates of deposit with commercial banks in the State of Maryland, direct 

U.S. obligations, U.S. government agency obligations, repurchase agreements, banker’s 

acceptances from approved banks with acceptable credit ratings, commercial paper from 

entities with an acceptable credit rating, money market funds and the Maryland Local 

Government Investment Pool (MLGIP). 

As of June 30, 2009, the college’s investment balance consisted of $24,504,113 in the MLGIP. 

The investment is considered a cash equivalent for financial statement purposes. 

Types Amounts 

Cash on hand $ 13,435 

Carrying amount of deposits 607,398 

Carrying amount of MLGIP 24,504,113 

Total cash and cash equivalents $25,124,946 

Investment rate risk 

Fair value fluctuates with interest rates and increasing interest rates could cause fair value to 

decline below original cost. To limit the college’s exposure to fair value losses arising from 

increasing interest rates, the college’s investment policy limits the term of investment maturities. 

As of June 30, 2009, the college’s investments were limited to the MLGIP. College management 

believes the liquidity in the portfolio is adequate to meet cash flow requirements and to preclude 

the college from having to sell investments below original cost for that purpose. The investments, 

as of June 30, 2009, met the college’s investment policy as of that date. 

Investment income includes interest and dividends in the amount of $367,634 for the year ended 

June 30, 2009. 

Credit Risk 

The college invests in the Maryland Local Government Investment Pool (MLGIP), which is under 

the administration of the state treasurer. The MLGIP was established in 1982 under Article 95 

Section 22G of the Annotated Code of Maryland and is rated AAAm by Standards & Poor’s, their 

highest rating for money market mutual funds. The MLGIP seeks to maintain a constant value of 

$1.00 per unit. Unit value is computed using the amortized cost method. In addition, the net asset 

value of the pool, market to market, is calculated and maintained on a weekly basis to ensure a 

$1.00 per unit constant value. 

33



June 30, 2009 

3. CASH AND CASH EQUIVALENTS (continued) 

Custodial Credit Risk 

For an investment, custodial credit risk is the risk that, in the event of failure of the counterparty, 

the college will not be able to recover all or a portion of the value of its investments or collateral 

securities that are in the possession of an outside party. The college’s investments were all 

invested in the MLGIP and are not exposed to custodial credit risk. 

Foreign Currency Risk 

The college’s investment policy does not allow for investments denominated in foreign currencies. 

The college did not have any investments denominated in any foreign currency as of June 30, 

2009. 

4. INVESTMENTS OF THE FOUNDATION 

The foundation’s investments as of June 30, 2009, are summarized as follows: 

2009 

Cost 

Market 

Unrealized 

Gain (Loss) 

Mutual funds $ 1,091,466 $ 1,044,243 $ (47,223) 

Interest in external investment pool 4,888,818 3,318,704 (1,570,114) 

Interest in irrevocable trust 87,262 87,262 - 

Total $ 6,067,546 $ 4,450,209 $ (1,617,337) 

5. CONTRIBUTIONS RECEIVABLE 

84 

Contributions receivable of the foundation as of June 30, 2009, include the following 

unconditional promises to give: 

Due in: Amounts 

Less than one year $ 642,775 

One to seven years 1,020,957 

1,663,732 

Less: discount 63,127 

allowance for uncollectible accounts 6,400 

Total $ 1,594,205 

34



June 30, 2009 

6. CAPITAL LEASES RECEIVABLE/PAYABLE 

The college entered into a capital lease agreement with the foundation for the lease of the 

Children’s Learning Center. Under this agreement, the college has agreed to pay all required debt 

service until the underlying note is repaid. The required lease payments are as follows: 

Due in: Amounts 

2010 $ 85,593 

2011 64,195 

Total 149,788 

Less: interest portion 15,476 

Present value of lease payments $ 134,312 

The college also entered into a lease purchase for modular classrooms. The outstanding liability 

on the lease is $13,097, all of which is current. The lease will be paid in full in 2010. Interest in 

2010 will be $172. 

7. CAPITAL ASSETS 

The following table presents the changes in the capital asset categories of the college, less 

depreciation expense for year ended June 30, 2009: 

June 30, 2008 Additions Retirements June 30, 2009 

Land $ 364,581 $ 1,714,124 $ $ 2,078,705 

Land improvements 1,944,803 1,944,803 

Buildings 110,001,977 3,379,818 113,381,795 

Building renovations 21,013,644 27,889,510 48,903,154 

Furniture and equipment 10,399,736 1,551,968 1,194,350 10,757,354 

Library books 1,913,091 37,080 1,950,171 

Leasehold improvements 2,208,335 (254,251) 1,954,084 

Total 147,846,167 34,318,249 1,194,350 180,970,066 

Less: accumulated depreciation 37,195,473 4,746,742 1,168,925 40,773,290 

Assets, net of depreciation 110,650,694 29,571,507 25,425 140,196,776 

Construction in progress 12,678,842 9,562,229 3,116,613 

Total $ 123,329,536 $ 29,571,507 $ 9,587,654 $ 143,313,389 

85 

On November 18, 2009, the foundation contributed its net investment in the Belmont Conference 

Center and deferred financing costs, $4,843,938 less the debt on the property of $4,431,900, to the 

college, which netted $412,038. Depreciation expense in FY09 was $49,841. 

35



June 30, 2009 

8. BOND LIABILITY TO HOWARD COUNTY AND NOTE PAYABLE 

86 

The college is indebted to the county for bond issues in the amount of $10,054,366 as of June 30, 

2009, for construction costs of a parking deck and the College’s portion of the Horowitz Visual 

and Performing Arts Center. Payments began in 2008 and are due through 2029 at interest rates 

ranging from 4.0 percent to 5.0 percent. The debt and interest payments in the future are as 

follows: 

Year Ending June 30, Principal Interest 

2010 $ 348,000 $ 473,067 

2011 365,918 456,184 

2012 381,288 441,699 

2013 396,187 427,232 

2014 412,093 411,223 

Thereafter 8,113,480 3,162,698 

Total $ 10,016,966 $ 5,372,103 

Changes in the college’s long-term liabilities for the year ended June 30, 2009, are as follows: 

June 30, 2008 Additions Reductions June 30, 2009 

Amounts Due 

in One Year 

Lease payable $ 50,777 $ - $ 37,680 $ 13,097 $ 13,097 

Lease payable 208,271 - 73,959 134,312 77,855 

Bond payable 74,800 - 37,400 37,400 37,400 

Bond payable 6,737,300 3,583,208 303,542 10,016,966 348,000 

$ 7,071,148 $ 3,583,208 $ 452,581 $ 10,201,775 $ 476,352 

The college is also indebted to the county in the amount of $37,400 as of June 30, 2009, for its 

share of construction costs of the Burrill Galleria. Payments are due through 2010 at interest rates 

ranging from 6.9 percent to 7.0 percent. As of June 30, 2009, the future debt and interest 

payments are $37,400 of principal and $2,618 of interest in fiscal 2010. 

As of June 30, 2009, the foundation had debt for the construction of the Children’s Learning 

Center. The terms of this debt are as follows: 

In March 2001, the foundation obtained a bank loan to finance the construction of the Children’s 

Learning Center. The loan bears interest at 6.61 percent. The foundation is required to make 

monthly principal and interest payments of $7,133 through March 2011. Interest incurred and paid 

for the year ended June 30, 2009, was $11,634. The notes payable balance as of June 30, 2009, for 

the Children’s Learning Center note was $134,312. 

36



June 30, 2009 

8. BOND LIABILITY TO HOWARD COUNTY AND NOTE PAYABLE (continued) 

The future minimum principal payments on notes payable are as follows as of June 30: 

9. RESTRICTED NET ASSETS 

Year Ending June 30, Amount 

2010 $ 77,855 

2011 56,457 

Total $ 134,312 

Temporarily restricted net assets of the foundation of $1,786,778 as of June 30, 2009, consist of 

funds restricted for scholarship purposes and other specified programs. Net assets released from 

restrictions were funds restricted for scholarship purposes and other specified programs whose 

restrictions were satisfied. Permanently restricted net assets of $4,683,313 as of June 30, 2009, are 

restricted in perpetuity, the income from which is expendable to support the general obligations of 

the foundation and to provide scholarships. 

10. RETIREMENT BENEFITS 

87 

All budgeted full-time and budgeted part-time college employees participate in either the 

Maryland State Retirement and Pension Systems or an Optimal Retirement Program (ORP), 

primarily the Teachers Insurance and Annuity Association/College Retirement Equities Fund 

(TIAA/CREF). The college’s total current-year payroll for all employees was $43,176,958. The 

payroll of employees covered by either the Maryland State Retirement and Pension Systems or an 

ORP, was $31,916,033. 

The Maryland State Retirement and Pension Systems are cost-sharing multiple employer Public 

Employees Retirement Systems (PERS) established and administered in accordance with Article 

73B of the Annotated Code of Maryland. Annually, the State Retirement Agency publishes a 

publicly available financial report that includes financial statements and required supplementary 

information for the PERS. That report may be obtained by writing to PERS at the State 

Retirement Agency, 301 West Preston Street, Baltimore, Maryland, 21201-2363. 

Employee benefits and contributions differ based on the employees’ participation in either the 

retirement system (Teachers’ Retirement System or Employees’ Retirement System) or the 

pension system (Teachers’ Pension System or Employees’ Pension System). All new employees 

must join the pension system or an ORP. Employees who were members of the retirement system 

on December 31, 1979, can continue membership unless they elect to join the pension system or an 

ORP. 

All employees have vested benefits after five years of creditable service. Retirement benefits 

under both the retirement and pension systems are based on years of service. Under the pension 

system, benefits are integrated with Social Security benefits and there is a 3 percent limit on the 

cost-of-living adjustment. The retirement system has no integration level. 

37



June 30, 2009 

10. RETIREMENT BENEFITS (continued) 

The pension system requires individuals to contribute 5 percent of their annual salary. Employees, 

who are members of the retirement system can, if elected by July 1984, contribute 7 percent of 

their annual compensation and receive an unlimited cost-of-living adjustment. Other employees 

can elect to remain members of the retirement system and contribute 5 percent of their annual 

compensation; however, their retirement benefits are subject to a 5 percent limit on their annual 

cost-of-living adjustment. 

The contributions for the fiscal years ending June 30, to the system, exclusive of contributions 

made directly by the State of Maryland, were as follows: 

Annual 

Pension 

38 

Percentage of 

APC 

Fiscal Year 

Net Pension 

Ending June 30, Cost (APC) Contributed Obligation 

2007 $ 299,962 100% - 

2008 412,097 100% - 

2009 409,754 100% - 

TIAA is a nonprofit insurance company that provides annuities and insurance for staff members of 

educational organizations; CREF is a nonprofit corporation established to provide retirement 

benefits. The TIAA/CREF program is a money purchase plan under which the benefit is 

determined by the retirement income purchased by state and employee contributions. The state 

contribution rate is determined by state law and is currently 7.25 percent of salary. No employee 

contribution is required. Participants in TIAA/CREF may begin to receive their annuity income at 

any time after leaving the college; however, there is a penalty for those under retirement age. 

The State of Maryland pays, on behalf of the college, the employer’s share of retirement costs for 

teachers and related positions. During the fiscal year ended June 30, 2009, the state paid 

$2,383,145 in retirement costs, equal to approximately 7.5 percent of the covered payroll costs. 

The college’s share of retirement costs for other employees was calculated based on the accrued 

benefit cost method. 

11. RISK MANAGEMENT 

88 

The college is exposed to various risks of loss related to torts, theft of, damage to, and destruction 

of assets, errors and omissions, injuries to employees, and natural disasters. Other than automobile 

coverage, the college is insured by the Howard County self-insurance programs, which provide 

coverage up to a maximum of $1,000,000 for each general liability claim, $100,000 for each 

property claim, and $500,000 on each workers’ compensation claim. The college has a separate 

policy with the Local Government Insurance Trust (LGIT), a public entity risk pool that consists of 

various local counties and municipalities, for automobile coverage up to a maximum of $1,000,000 

for each automobile claim.



June 30, 2009 

11. RISK MANAGEMENT (continued) 

Under the umbrella of Howard County, the college has additional coverage from LGIT for liability 

and property claims in excess of the coverage’s described above. The county pays annual 

premiums to LGIT for liability coverage’s. LGIT was created to provide broader insurance than 

that available from commercial insurers, coverage’s that otherwise would be unavailable, and loss 

control and risk management services for local governments. The college is covered for workers’ 

compensation claims in excess of the $500,000 per claim as previously described under an 

additional policy purchased by the county. Settled claims have not exceeded coverage in any of 

the past five years. 

The college makes payments to the county based on the premiums established by the county based 

on a combination of actuarial estimates and historical cost information. The college has no 

liability for covered claims other than paying the premium established by the county. The amount 

paid and expensed during the year ended June 30, 2009, was $60,600. 

The college has also entered into an agreement with Howard County to provide health care 

coverage for its employees under the county’s self-insured plan. The college has the option to 

terminate the agreement at the end of each fiscal year. The college has no liability for covered 

claims other than paying the premiums established by the county which were $4,452,146 for the 

year ended June 30, 2009. 

12. RELATED PARTY TRANSACTIONS 

89 

As discussed, the foundation has been determined to be a component unit of the college, after 

analyzing the requirements of GASB statement no. 39, Determining Whether Certain 

Organizations are Component Units, and its financial activity is presented discretely in the 

college’s financial statements. 

For the year ended June 30, 2009, the college provided $330,383 of in-kind administrative and 

overhead support to the foundation. During the same period, the foundation provided $379,077 in 

scholarships awarded to students and $1,709,545 in non-scholarship benefits to the college in 

support of college programs and other services. This figure includes in-kind contributions. These 

non-scholarship benefits include grants and contributions of the Belmont Conference Center. 

The college entered into a ground lease of approximately one acre of land to the foundation in 

order for the foundation to construct a college-operated childcare facility. The lease ends June 

2019 and the foundation pays the college annual ground rent of $1. 

The college paid the foundation $85,593 in lease payments for the use of the childcare facility for 

the fiscal year ended June 30, 2009. The foundation uses these payments to pay the debt service 

on the loan for the childcare facility. 

39



June 30, 2009 

12. RELATED PARTY TRANSACTIONS (continued) 

On November 19, 2004, the college entered into a lease agreement with the foundation for the 

rental of the Belmont Conference Center. On November 18, 2008, the foundation transferred its 

interest in the property to the college and the debt was paid at settlement. Prior to the sale, rent 

expense was $56,672 for the year ended June 30, 2009. The college also paid $6,553 of legal fees 

on behalf of the foundation. 

For FY2008, Howard County Government appropriated $2,200,000 in funds for the acquisition of 

the Belmont conference Center and $2,820,000 for renovations to the property. No funds were 

able to be expended for the acquisition of the property unless the documents that acquired the 

property provided Howard County Government a right of first refusal to purchase the property at 

fair market value, less expenditures made by the County through project M-0537, subject to the 

discretion of the County Executive. The purchase of the property occurred on November 18, 2009 

and the deed does contain this language, by which the college will abide. Through June 30, 2009, 

the county has spent $2,610,812 on Capital Project M-05237. In addition, the college had used 

excess operating tuition and fees of $1,731,900 from 2008 to purchase the property. Upon the sale 

of the property, (or within the next ten years), the college will return the $1,731,900 to the 

operating budget. 

13. JOINT VENTURE 

90 

The college entered into a joint-venture agreement with Prince George’s Community College 

(PGCC) to form the Laurel College Center (LCC). The LCC offers both credit and noncredit 

courses. The college and PGCC split both the revenue and expenses associated with the LCC 

equally. For the year ended June 30, 2009, the college included $40,893 and $156,413 in revenue 

and instructional operating expenses, respectively, in the statement of revenue, expenses, and 

changes in net assets. 

As part of the joint venture agreement, the college and PGCC entered into a noncancelable 

operating lease agreement, which contains a non-appropriation clause. This lease has an initial 

term of five years with the option to renew the lease for an additional five years in one-year 

increments. The lease payments have an escalation clause of 3 percent per year and the college 

has recognized its proportionate share of the rent expense in accordance with the terms of the lease 

agreement. The college’s proportionate share of the rent expense for the year ended June 30, 

2009, was $361,906. 

The college’s proportionate share of the future minimum lease payments under the terms of this 

lease are as follows: 

For the Year Ending June 30, Amount 

2010 $ 351,108 

2011 361,641 

2012 60,568 

Total $ 773,317 

40



June 30, 2009 

14. COMMITMENTS AND CONTINGENCIES 

Contingencies 

In the normal course of business, the college becomes involved in legal actions. These matters are 

currently in various stages. At this time, neither management nor legal counsel can predict the 

outcomes with certainty; however, management does not believe the ultimate outcome of these 

legal actions will be material to the June 30, 2009, financial statements. 

Capital Projects 

As of June 30, 2009, the college has commitments of approximately $5,203,000 to complete 

outstanding capital construction projects. 

Grants 

Most grants and cost-reimbursable contracts of the college and foundation specify the types of 

expenses for which the grant or contract funds may be used. The expenses made by the college 

under some of these grants and contracts are subject to audit. To date, the college has not been 

notified of any significant unallowable costs relating to its grants or contracts. In the opinion of 

management, adjustments for unallowable costs, if any, resulting from such audits will not have a 

material effect on the accompanying financial statements. 

15. POST RETIREMENT BENEFITS 

91 

The college contributes to the Howard County Other Postemployment Benefits Trust, a costsharing 

multiple-employer defined benefit healthcare plan (the plan). The county established an 

irrevocable trust for administering the plan assets and paying healthcare costs on behalf of the 

participants. Howard County provides postemployment health insurance benefits to all eligible 

employees who retire from the county or its component units who wish to participate. In order to 

be eligible, the retiree must have a minimum of ten years of service, and immediately preceding 

retirement, been enrolled in a medical, vision or prescription drug insurance plan offered to active 

employees of the county or its components. The county will pay a percentage of the retiree’s 

health insurance premium based upon these criteria. This percentage varies with the number of 

years of service attained by the employee. Other retirees who do not meet the eligibility criteria 

must have five years of service to participate in the retirees’ health insurance program by paying 

the full premium at the group rate. 

The plan’s funding policy provides for the county and its component units to contribute to the trust 

the actuarially determined annual required contribution (ARC). The college is a cost sharing agent 

participant to the plan and thus is only responsible for its required annual contribution established 

by the county. The county makes the college’s ARC on its behalf each year. 

41

92 

B-2 Financial Statements 




Background: In May, the college agreed to distribute the monthly financial 

statements to the county within 4-6 weeks of the end of the month. Since it normally 

takes two weeks to close out the books for the month, the board has typically 

received the financial statements two months in arrears due to the timing of the 

distribution of the board materials. In order to insure that the board receives the 

statements prior to the distribution to the county, the prior month’s financial 

statements will now be sent electronically to the board each month closer to the 

board meeting, with a paper copy of the statements distributed at the meeting. The 

September statements will be sent to the board on October 26. 

Purpose: Disclosure to the board of trustees 

Timeline: September 2009 


This item is for information only and requires no board action. Lynn Coleman, vice 

president of administration and finance, will briefly review this information with the 

board.


Financial Results 

for the period ending September 30, 2009 

This package and notes are color-coded and consists of the following 

income and expense statements for: 

Unrestricted fund includes: 

Restricted Fund 

Operating 

Continuing Education 

Special Funds and Auxiliary 

Debt, Contingency, Other Post Employment Benefits 

(OPEB), Plant, and Agency 

Capital Fund

SOURCE OF FUNDS 


Results for the month ending September 30, 2009 

OPERATING CONTINUING EDUCATION SPECIAL 

TOTAL UNRESTRICTED 

Actuals Approved Actuals Approved Actuals Approved Actuals Approved 

As of Budget Percentage As of Budget Percentage As of Percentage As of Budget 

September FY10 Notes September FY10 Notes September 

FY10 Notes August FY10 

Tuition and Fees* 

Summer (all sessions) $619,005 $1,435,180 43% 1 $58,615 $126,405 46% 1 $145,119 $247,027 59% 1 $822,739 $1,808,613 45% 

Fall 9,690,459 8,613,974 112% 2 166,050 144,249 115% 1 295,584 1,278,138 23% 1 10,152,093 10,036,361 101% 

Intersession 1,337 483,455 0% 3 0 45,889 0% 2 0 51,868 0% 1 1,337 581,212 0% 

Spring (5,184) 7,932,487 0% 3 (240) 153,261 0% 2 (1,729) 1,175,151 0% 1 (7,153) 9,260,899 0% 

Credit Free 1,662,795 3,455,172 48% 3 86,119 917,395 9% 1 1,748,914 4,372,567 40% 

Fees 1,367,108 2,500,910 55% 4 680,861 1,373,766 50% 3 76,174 438,600 17% 2 2,124,143 4,313,276 49% 

SUBTOTAL - T uition an d Fees $11,672,725 $20,966,006 56% $2,568,082 $5,298,742 48% $601,266 $4,108,179 15% $14,842,073 $30,372,927 49% 

Governmental 

Local (Howard County) $6,298,869 $25,195,470 25% 5 

$6,298,869 $25,195,470 25% 

State of Maryland 2,556,171 10,877,853 23% 6 483,401 1,933,605 25% 4 63,007 252,014 25% 3 3,102,579 13,063,472 24% 

Other 24,149 525,000 5% 7 40,228 205,175 20% 5 609,735 5,969,527 10% 4 674,111 6,699,702 10% 

Continuing Education Contribution 127,745 510,981 25% 8 (127,745) ( 510,981) 25% 6 

0 0 

Unrestricted Appropriation 693,510 628,687 110% 9 400,000 0% 7 972,300 1,794,614 54% 5 1,665,810 2,823,301 59% 

SUBTOTAL $9,700,444 $37,737,991 26% $395,884 $2,027,799 20% $1,645,042 $8,016,155 21% $11,741,370 $47,781,945 25% 

AUXILIARY REVEN UE** 

$4,744,182 $8,070,928 59% 6 

$ 4,744,182 $ 8,070,928 59% 

TOTAL $21,373,169 $58,703,997 36% $2,963,966 $7,326,541 40% $6,990,490 $20,195,262 35% $31,327,625 $86,225,800 36% 

USE OF FUNDS 

Instruction $17,581,605 $26,909,897 65% 10 $4,193,779 $6,660,927 63% 8 $968,180 $6,282,348 15% 7 

Public Service 286,428 419,543 68% 1,105 129,085 1% 8 

Academic Support 2,094,552 3,535,581 59% 11 351,213 2,021,850 17% 9 

Student Services 4,132,701 6,090,578 68% 432,553 1,142,766 38% 10 

Plant 5,803,560 8,736,309 66% 104,723 450,000 23% 11 

Institutional Support 8,124,302 11,776,381 69% 310,709 1,348,224 23% 12 

Scholarships/Waivers 494,016 1,235,708 40% 12 265,299 665,614 40% 9 77,825 300,000 26% 8 

$22,743,564 $39,853,172 57% 

287,533 548,628 52% 

2,445,765 5,557,431 44% 

4,565,253 7,233,344 63% 

5,908,283 9,186,309 64% 

8,435,011 13,124,605 64% 

837,140 2,201,322 38% 

SUBTOTAL $38,517,164 $58,703,997 66% 13 $4,459,078 $7,326,541 61% $2,246,308 $11,674,273 19% $45,222,550 $77,704,811 58% 

AUXILIARY EXPENSES $4,744,182 $8,520,989 56% 6 

$ 4,744,182 $ 8,520,989 56% 

TOTAL $38,517,164 $58,703,997 66% $4,459,078 $7,326,541 61% $6,990,490 $20,195,262 35% $49,966,731 $86,225,800 58% 

NET -$17,143,995 $0 -$1,495,112 $0 $0 $0 -$18,639,107 $0 

* Tuition and fees budgets have been adjusted between continuing education and the special funds to better reflect anticipated growth based on FY09 actuals in the continuing education division. 

In total, the terms balance with the approved budget for each fund and term. 

** The actual auxiliary revenues includes fund balance of $1,939,073 to cover year to date costs. As revenues are earned, use of these funds will be reduced. 

2

SOURCE OF FUNDS 


Results for the month ending September 30, 2009 

TOTAL UNREST RICTED 

RESTRICTED 

DEBT,CONTINGENCY, 

OTHER 

POST EMPLOYMENT 

BENEFITS 

PLANT & AGENCY 

GRAND TOTAL 

Actuals Approved Actuals Approved Actuals Approved Actuals Approved 

To Date Budget To Date Budget Percentage To Date Budget Percentage To Date Budget Percentage 

September FY10 September FY10 Notes September FY10 Notes September FY10 

Tuition and Fees 

Summer $822,739 $1,808,613 45% $822,739 $1,808,613 45% 

Fall 10,152,093 10,036,361 101% 10,152,093 10,036,361 101% 

Intersession 1,337 581,212 0% 1,337 581,212 0% 

Spring (7,153) 9,260,899 0% -7,153 9,260,899 0% 

Credit Free 1,748,914 4,372,567 40% 1,748,914 4,372,567 40% 

Fees 2,124,143 4,313,276 49% $ 960,328 $ 1,784,088 54% 1 3,084,471 6,097,364 51% 

SUBTOTAL - Tuition and Fees $14,842,073 $30,372,927 49% $0 $0 $960,328 $1,784,088 54% $15,802,401 $32,157,015 49% 

Governmental 

Local (Howard County) $6,298,869 $25,195,470 25% $17,634 $145,700 12% 1 $6,316,503 $25,341,170 25% 

State of Maryland 3,102,579 13,063,472 24% 1,429,525 5,341,769 27% 2 4,532,104 18,405,241 25% 

Federal 88,791 11,889,106 1% 3 88,791 11,889,106 1% 

Other 674,111 6,699,702 10% 170,165 3,778,792 5% 4 844,276 10,478,494 8% 

Unrestricted Appropriation 1,665,810 2,823,301 59% $ - $ 1,106,610 0% 2 1,665,810 3,929,911 42% 

Contingency 0 500,000 0% 3 0 500,000 0% 

SUBTOTAL $11,741,370 $47,781,945 25% $1,706,114 $21,155,367 8% $0 $1,606,610 0% $13,447,484 $70,543,922 19% 

AUXILIARY FUNDS $4,744,182 $8,070,928 59% $0 $450,061 0% 4 $4,744,182 $8,520,989 56% 

DEBT SERVICE $0 $4,365,802 0% 5 $4,266,809 $4,365,802 98% 

OPEB $0 $0 $0 $0 

TOTAL $31,327,625 $86,225,800 36% $1,706,114 $21,155,367 8% $960,328 $8,206,561 12% $38,260,876 $115,587,728 33% 

USE OF FUNDS 

Instruction $22,743,564 $39,853,172 57% $1,205,472 $9,418,749 13% 2 $23,949,036 $49,271,921 49% 

Public Service 287,533 548,628 52% 103,973 175,000 59% 1 391,506 723,628 54% 

Academic Support 2,445,765 5,557,431 44% 0 270,000 0% 5 2,445,765 5,827,431 42% 

Student Services 4,565,253 7,233,344 63% 207,436 1,145,618 18% 6 4,772,689 8,378,962 57% 

Plant 5,908,283 9,186,309 64% 0 150,000 0% 5 $ 305,061 $ 1,400,000 22% 6 6,213,344 10,736,309 58% 

Institutional Support 8,435,011 13,124,605 64% 0 1,190,000 0% 5 8,435,011 14,314,605 59% 

Scholarships/Waivers 837,140 2,201,322 38% 3,202,494 8,806,000 36% 7 4,039,634 11,007,322 37% 

Contingency 0 500,000 0% 3 0 500,000 0% 

SUBTOTAL $45,222,550 $77,704,811 58% $4,719,374 $21,155,367 22% $305,061 $1,900,000 16% $50,246,985 $100,760,178 50% 

AUXILIARY FUNDS $4,744,182 $8,520,989 56% $4,744,182 $8,520,989 56% 

AGENCY FUNDS $395,368 $1,079,671 37% 7 $395,368 $1,079,671 37% 

DEBT SERVICE $195,044 $5,226,890 4% 8 $195,044 $5,226,890 4% 

OPEB $0 $0 n/a $0 $0 n/a 

TOTAL $49,966,731 $86,225,800 58% $4,719,374 $21,155,367 22% $895,473 $8,206,561 11% $55,581,579 $115,587,728 48% 

NET -$18,639,107 $0 -$3,013,259 $0 8 $64,855 $0 -$17,320,702 $0 

*OPEB = Other Post Employment Benefits 

3

FUND 10 - OPERATING BUDGET 

HIGHLIGHTS AND CURRENT DEVELOPMENTS 

For ease of reading all new information appears in green ink. 



• 1) Summer II and III credit tuition revenue is above budget (Budget = 

$574,072) 8%, or $44,933. Summer II and III are approximately 40% of 

total summer revenues. Summer I (Budget = $861,108) will occur at the 

end of the fiscal year and accounts for approximately 60% of the summer 

budget. Overall, a 3% FTE enrollment increase was budgeted with no 

increase in tuition rates. FTE enrollment for summer II was up 10% and 

headcount was up 31% from the prior year. Summer III was up 16% and 

headcount was up 13%. In- county tuition is currently $114 per credit 

hour. Out-of-county and out-of-state tuitions are $197 and $242, 

respectively. 

• 2) Fall revenues are currently ahead of budget by 12%, or $1,076,485. 

Final fall revenues are reflected in the September financial statements, 

which now include final enrollment and the statewide program revenue for 

fall. As of September 11, fall enrollment showed an increase in FTE’s of 

12.54% and an increase in headcount of 11.04% over FY09. However, a 

3% FTE enrollment increase was budgeted. (See note #1 for tuition rate 

information.) 

• 3) These small actual amounts represent adjustments for prior year 

semesters made this year. In addition, the intersession and spring terms 

will start enrolling later in the year. 

• 4) Fee revenues are ahead of budget by 5% more as compared to this 

time last year, with 55% collected. This is due to high enrollment for both 

summer and fall terms. Fees are tied to courses and services to students. 

• A breakdown of operating account fees is as follows: Course fees 

$895,904 or 66%; consolidated fees $415,638 or 30%; other student fees 

$55,566 or 4%. 

4



Governmental Revenue and Other Revenue 

• 5) Howard County’s contribution to the FY10 operating budget did not 

increase over the prior year and is recognized evenly throughout the year. 

• 6) The state’s appropriation to the college was to increase by 5.6% over 

the FY09 final appropriation; however, the college has received a cut of 

$653,174 in funding for FY10 or 5.0% of the original appropriation. This 

leaves $40,336 in the budget that has not been cut by the state in FY10. 

In prior years, the college received a cut of $499,526 and $118,276 in 

FY09 and FY08, respectively. The FY10 cut will be absorbed in the 

operating budget over the next 12 months. This is causing a lower than 

anticipated variance to budget of 23% as opposed to the expected 25%. 

(Based on an even distribution throughout the year.) 

Based on the knowledge the college has as of this writing and based on 

enrollment growth and cost containment measures, HCC plans to absorb 

this decrease in state funding without a tuition increase mid-year. 

However, further cuts from the state or county could mean a change in 

tuition mid-year. 

• 7) Other income is under budget by 20% at this time, with 25% (3/12 

months) expected to date. Investment income represents $19,697 or 82% 

of other income. Interest rates continue to remain lower than anticipated 

in the budget. Service revenues for administration of contracts and small 

miscellaneous revenue make up the other 18% of other income. 

• 8) The $510,981 for continuing education’s contribution to the operating 

fund will be recognized evenly over the next 12 months. 

• 9) The use of $628,687 from the fund balance was previously planned in 

the budget for FY10 budget. Due to the state cuts mention in #6 above, 

many cost savings measures were implemented and resulted in a 

$693,510 savings that was carried over from FY09. This savings will be 

used to fund this budget line item as well as part of the state cut already 

received in FY10. 

Expenses 

• It should be noted that encumbrances for annual budgeted salaries and 

open purchase orders are included in the actuals to date figures. No 

salary increases were given nor budgeted this year. Currently, the college 

is bracing for another round of state cuts. Various positions are frozen 

5



Expenses (continued) 

and travel is being limited. In addition, furniture and equipment budgets 

are being held to cover the current cuts. 

• 10) In the instructional function, it should be noted that adjunct faculty 

costs are currently 23% above this time last year, or $404,878. This 

increase is due to the high rate of enrollment growth mentioned above. 

Only 3% growth was budgeted; so all cost overruns in this area of the 

budget will be covered from excess revenues earned to date in the 

summer and fall terms. Budget is built in the special funds for this type of 

unanticipated growth in both revenue and expenditures, which will be 

explained more in that portion of this report. 

• 11) Savings have occurred in the academic support function due to limited 

spending on faculty development due to travel savings. This is causing a 

lower than average spending variance as compared to the other functions. 

• 12) Waivers are charged at the time of registration. Scholarships, 

however, are disbursed four to six weeks after the start of the major 

semesters, and were disbursed in September. It is anticipated that all 

funds available will be awarded and disbursed by year-end. 

• 13) Overall, the operating budget’s total expenditures are 66% of budget 

to date, the same percentage at this time for the same period last year, 

and are within budget. 

6


FUND 11 (Continuing Education and General) 

Highlights and Current Developments 


1) Summer II and III credit tuition revenue is above the expect budget ($55,924) 

by 5%, or $2,691. Summer II and III are approximately 44% of total summer 

revenues for this division. Summer I (Budget = $70,481) will occur at the end 

of the fiscal year and accounts for approximately 56% of the summer budget. 

Fall tuition revenue is ahead of budget by 15%, or $21,801 in this division. 

Credit enrollment in this division is primarily telecourses and tele-web classes. 

Tele-web classes use an online feature along with the pre-recorded lectures 

used by telecourses. 

Overall, a 3% FTE enrollment increase was budgeted with no increase in 

tuition rates. FTE enrollment for summer II was up 10% and headcount was 

up 31% from the prior year. Summer III was up 16% and headcount was up 

13%. In-county tuition is currently $114 per credit hour. Out-of-county and 

out-of-state tuitions are $197 and $242, respectively. 

2) These small actual amounts represent adjustments for prior year semesters 

made this year. In addition, the intersession and spring terms will start 

enrolling later in the year. 

3) Noncredit tuition and fee revenues are reflecting 48% and 50%, respectively, 

of the budget earned at this time. Enrollments are down from last year, 

however, revenues are within expectations year to date. Areas that 

experienced a decline in enrollments included the Kids on Campus lunch 

program and the motorcycle program. Areas where revenues are exceeding 

budget currently include open enrollment career programs, General Services 

Administration (GSA) contracts, and the English Language Institute. 

Governmental Revenue 

4) The state contribution for FY10 for continuing education increased 1% over 

the prior year, and is recognized evenly over the year. Funding for FY10 is 

based on an FTE formula related to enrollments from FY08. The state cut 

that the college received for FY10 will not be reduced from this division 

although they will be impacted by it. Please refer to the operating budget 

notes for more information concerning the state cut. 

7

FUND 11 (Continuing Education and General) 


Service and Other Income 

5) Service revenues relate to administrative overhead charged to contracts and 

consulting revenues earned. Currently, this category is approximately 5% 

under the anticipated 25% collected to date (3/12 months of the budget); 

however, these revenues are not earned evenly throughout the year. 

Administrative overhead for grants is often charged at the end of the grant 

period, so these revenues are anticipated to be within budget later in the year. 

6) The $510,981 for continuing education’s contribution to the operating fund will 

be recognized evenly over the next 12 months. 

7) This unrestricted appropriation allows the division to use carryover funds to 

support upgrades in labs and repairs to the continuing education areas as 

needed. Funds in the amount of $400,000 are included in both the revenue 

and expense portion of this budget, and will only be recognized as needed. 

Expenses 

It should be noted that encumbrances for annual budgeted salaries and open 

purchase orders are included in the actuals to date figures. No salary increases 

were given nor budgeted this year. 

8) The instructional expense budget includes the $400,000 expense contingency 

mention in note 7 above. When this $400,000 is excluded from the annual 

budget, spending is 67% of budget and approximately matches spending on 

instruction in the operating fund. This level is approximately 1% ahead of 

spending from the prior year, but warranted due to the large increase in 

enrollment and additional costs of providing instruction. 

9) Scholarships and waivers are currently at 40% of budget and are in line with 

the prior year at this time. This division has primarily waivers in this category, 

which occur at the time of registration. 

8

Special Funds 



These funds represent programs that receive no county and little state funding 

and therefore are either self-funded or dependent on excess tuition and fee 

revenues or fund balances to operate. This area of the budget is also one that 

contains tuition and fees for excess growth over the anticipated enrollment goal 

of 3% for the operating and continuing education budgets. Budgets are 

developed for potential unbudgeted growth in the operating, continuing 

education, and self-funded programs. 


1) Tuition and fees earned in these funds are primarily from the Laurel College 

Center. LCC is a regional higher education center in Laurel operated in 

partnership by both Prince Georges’ Community College (PGCC) and 

Howard Community College (HCC). 

Credit revenues for tuition and fees summer and fall at LCC are up 63% over 

the prior year, and FTE’s are up 8% for summer and 74% for fall. 

Conversely, non-credit revenues are significantly higher for summer due to 

higher than anticipated enrollments in courses that lead to jobs such as 

Clinical Nursing Assistants (CNA) and child care providers. 

The tuition and fee budgets also include credit and noncredit growth, should 

enrollment exceed the base budget in the operating and continuing education 

funds. For example, fall revenues in both of these funds exceeded 

expectations and, therefore, this budget allows for that growth in both 

revenues and expenditures needed to manage that unanticipated growth. 

2) Miscellaneous fees for special programs are included in this budget to allow 

for those fees to be maintained for the program. Examples include the Silas 

Craft Collegians, Rouse Scholars, and Schoenbrodt Honors programs, and 

special testing fees. 

Governmental Revenue 

3) The FY10 state contributions for cost centers in the special funds include 

$25,396 for the Project Access program and $226,618 for the Laurel College 

Center. Funding for FY10 is based on an FTE formula related to enrollments 

from FY08. The state cut that the college received for FY10 will not impact 

this division. Please see the notes to the operating budget for more 

information about the state cut. This state revenue is recognized evenly over 

12 months. 

9

Other Income 

Special Funds 


4) Other income comes from service or miscellaneous program revenue. 

Primary programs include international education, youth arts programs, 

various camps, music arts, and the theater programs. Each program budgets 

for all expected and potential growth. In addition, state aid received by PGCC 

for LCC and all special funding as a regional center is reported in this revenue 

source because the funds are over and above HCC’s basic unrestricted state 

appropriation. Earnings to date are as expected. The high budget represents 

potential growth for all programs in the special funds. 

5) This unrestricted appropriation allows all programs to carry over funds that 

they earn. A fund balance in the amount of $972,300 has been recognized to 

date to cover all anticipated expenditures. As revenues are earned 

throughout the year, these fund balances will be reduced, if not needed, to 

cover current expenses. Some programs get support from operating budget 

surpluses, if they are available at year-end. This source of funding is 

budgeted from the fund balance since excess earnings are not known at the 

time of budget development. Funding is determined in late spring after 

enrollment revenues and excess funds are estimated; transfers are done at 

year-end. 

6) Auxiliary revenues and expenses come primarily from the college bookstore, 

the Belmont Conference Center, the Children’s Learning Center, and the food 

services operation. The bookstore does not receive any support from the 

operating budget. This year, the Belmont Conference Center is budgeted to 

break even with no college support. Expenditures will be reduced if earned 

revenues do not support it. The food service operation continues to run at a 

deficit, which is supported from the operating budget or the bookstore fund 

balance if no operating surplus is available. To date, $1,939,073 of the fund 

balance has been recognized to cover all anticipated costs to date. As 

additional revenues are earned, these funds will be reduced if not needed to 

cover expenses. 

Bookstore revenues are 9% ahead of this time last year, due to the increased 

number of students on campus purchasing books. Budgeted revenue earned 

is currently 45% of budget while this time last year earnings were only 43%. 

Expenses are only 4% ahead of last year and are 46% of budget spent and 

encumbered as opposed to 47% of budget this time last year. 

10

Special Funds 


(Auxiliary results continued) 

Belmont revenues are currently under budget for the 1 st quarter by 13.5%. 

Economic conditions have hurt the conference business. Expenses are 

under budget and additional reductions are planned. 

The Children’s Learning Center revenues are under budget by 18% due to 

lower than anticipated infant enrollments, currently down 33%. The center 

overall is at 86% capacity. It appears that the current economic conditions 

are impacting affordability of day care services for some students. Expenses 

are under budget by 12% primarily due to the fact that the center is not 

operating at full capacity and currently has one vacant teacher position and 

unused hourly support designated for one vacant infant classroom. The 

center operated at a $17,311 loss for the 1 st quarter, which can be covered by 

the current fund balance. 

Food services revenues for the Café on the Quad are 40% higher than last 

year due to increased sales and pricing. However, revenues are not 

anticipated to cover costs for the year and the operations will continue to be 

subsidized by the operating budget, the bookstore surplus or the current fund 

balance. Expenses are only slightly ahead of this time last year and are 

within budget. 

Expenses 

It should be noted that encumbrances for annual budgeted salaries and open 

purchase orders are included in the actuals to date figures. No salary increases 

were given nor budgeted this year. Excess budgets are built in each of these 

functions for potential unbudgeted growth in the operating and continuing 

education funds. 

7) The instructional expense budget includes the Laurel College Center, 

international education programs, youth arts programs, music arts program, 

and various smaller instructional-related program expenses. Expenses for 

LCC are within budget for the 1 st quarter. 

8) This functions primarily contain funds for growth in the operating and 

continuing education budgets and has few expenses. 

9) Academic support is primarily spending for the theater programs. Some grant 

funding is also provided to support expenditures for the Rep Stage. 

11

9) Academic support is primarily spending for the theater programs. Some grant 

funding is also provided to support expenditures for the Rep Stage. 

10) The student services function contains expenditures for Project Access, 

Career Links, tutoring, special accommodations for students, sports 

programs, and special testing. 

11) Plant expenditures are for signage, the shuttle service, and security 

expenses related to managing the college’s lack of parking. 

12) Institutional support expenditures are primarily for special administrative 

programs, such as the wellness program and core competency training, that 

depend on surplus revenue or fund balances for support. 

13) Waivers erroneously deferred to FY10 have been charged to this fund. This 

error will be covered by the budgeted surplus in the special funds. These 

waivers should have been recorded in FY09, but due to an incorrect 

analysis, were improperly deferred. The auditors have been notified of this 

error and feel it is immaterial to the financial statements and will not warrant 

a restatement. 

12

RESTRICTED BUDGET 



The restricted budget contains multiple grants from various funding sources. Some grants 

are competitive, while others are awarded based on availability of funds or in the case of 

financial aid and scholarships, student eligibility. Revenue is typically billed for on a 

reimbursement basis; however, some award funds are sent to the college at the beginning 

of the grant period. Budgets are built to include all grants applied for regardless of actual 

notification that the award has been received. In addition, contingencies are developed 

within each function to allow for the use of unanticipated grants awarded during the year. 

For budget purposes, funds carried forward in the fund balance are shown in the current 

year’s revenue to match expenditures. 

1) This amount represents a grant from Howard County Government for the cable studio. 

Expenditures are reimbursed by the county periodically as billed. 

2) State of Maryland revenues are for various grants primarily for instructional programs such 

as Adult Basic Education, English as a second language, nursing, radiologic technology, 

and student scholarship programs. The state typically forwards funding at the beginning of 

the grant period. 

3) Federally-funded programs are primarily financial aid and student work-study. Also included 

are grants such as the Department of Health and Mental Hygiene training grants, the 

National Science Foundation Technology grant, student support services, and Perkins 

grants. All federal funds are drawn down on a reimbursement basis. 

4) Other grants are from the Howard Community College Educational Foundation, Inc. Also 

included are grants from miscellaneous non-profit groups for programs such as nursing and 

STARTALK. These funds typically are reimbursed. 

Expenses 

It should be noted that encumbrances for annual budgeted salaries and open purchase 

orders are included in the actuals to date figures. No salary increases were given nor 

budgeted this year. 

5) These functions have no expenditures to date. Budgets allow for grants obtained during the 

year. 

6) These expenditures are primarily for the student services program, which supports various 

student needs. 

7) Scholarships are typically disbursed after the first month of classes to ensure student 

eligibility. Disbursements for the fall term have been made and are reflected in these 

financial reports. 

8) This amount is a temporary deficit that will clear once expenses are reimbursed or federal 

funds are drawn down. 

13

DEBT, CONTIGENCY, OTHER POST EMPLOYMENT BENEFITS (OPEB), PLANT, and 

AGENCY FUNDS 


Revenues 

August 2009 

1) Fees revenues in this section of the budget are part of the college’s consolidated fee. Fees 

collected in the amount of $273,019 are for student government programs in the agency 

fund and $687,309 cover plant and debt expenses. To date, 54% of revenues have been 

collected, which is higher than the 48% expected at this time, when compared to last year. 

Higher enrollments, discussed in the notes to the operating budget, are causing this 

variance. 

2) This unrestricted appropriation allows these budgets to use carryover funds to support 

programs as needed. Fees collected to date are adequate to cover all expenses, so use of 

these funds is not required at this time. 

3) There is a $500,000 contingency built in the budget should there be a need to request a 

reallocation of any source and use categories. 

4) This amount represents an internal adjustment made to balance the auxiliary budgets 

revenue and expenses. Funds were moved from the unrestricted surplus, which may be 

needed to cover costs in that area of the budget. 

5) This budget represents the debt service paid by the county for the college’s capital projects. 

The college does not report these amounts in their financial statements and, therefore, does 

not record them in the general ledger of the college. 

Expenses 

It should be noted that encumbrances for annual budgeted salaries and open purchase 

orders are included in the actuals to date figures. No salary increases were given nor 

budgeted this year. 

6) The plant function includes small renovations projects that are funded with student fees. 

Projects are on track as planned to date. 

7) Agency expenditures include student government programs. Actuals are currently only 37% 

of the budget. This budget includes spending the available fund balance if needed, but 

there is no current plan to spend these funds at this time creating a lower than anticipated 

percentage of budget spent to date. 

8) Actual costs of $195,044 represent the first of two annual payments made to repay the 

county for the college share of debt service on bonds issued by the county on the college’s 

behalf. The county pays $4,365,802 of this budget and $861,088 is college paid. The 

second payment will occur in February. The county portion of these expenses are not 

recorded on the college’s book just as the revenues are not recorded, mentioned in note five 

above. 

14

Belmont Conference Center 

Projected Working Quarterly Budgets 

FY2010 Comparison to Prior Year 

September Ist Quarter Budget September Variance 

Actuals Budget Variance Prior year to prior year 

Revenue: 

Forecast $ 364,054 $ 400,000 $ (35,946) 

$ 436,475 $ (72,421) 

HCC Facility use fee 0 - 

0 37,500 

(37,500) 

Total conference revenue 364,054 400,000 

(35,946) 473,975 (109,921) 

Pass through revenue 55,012 70,000 

(14,988) 53,467 

1,545 

Credit tuition 13,092 15,000 

(1,908) - 

13,092 

Non-credit tuition 0 - 

0 - 

0 

Misc. revenue 211 - 

211 131 

80 

Total Revenue $ 432,369 $ 485,000 $ (52,631) 

$ 527,573 $ (95,204) 

Expenses: 

Cost of Sales 

Food purchases $ 42,589 $ 50,000 $ 7,411 

$ 49,872 

(7,283) 

Beverage purchase 12,265 10,000 

(2,265) 

11,671 594 

Pass through expenses 53,694 50,000 

(3,694) 

53,467 227 

Kitchen supplies 6,430 5,000 

(1,430) 

5,326 1,104 

Direct Wages 

Food & Beverage FT 26,814 27,000 

Food & Beverage Hourly 28,382 35,000 

Housekeeper & Hourly 8,706 9,000 

Commissions 9,121 10,000 

Faculty salaries 4,225 2,200 

Indirect Wages 

Admin-FT 62,544 72,000 

Admin-PT 7,813 - 

Grounds Temp 2,693 2,500 

Grounds FT 30,864 31,000 

186 

6,618 

294 

879 

(2,025) 

9,456 

(7,813) 

(193) 

136 

26,814 (0) 

36,772 (8,390) 

9,059 (353) 

10,596 (1,475) 

0 4,225 

82,542 (19,998) 

7,422 391 

2,558 135 

30,864 0 

General Operating 

Benefits f 

53,885 388 

48,000 8 000 

( (5,885) 88 ) 

50,945 09 

29 2,940 0 

Contracted Services 7,131 12,000 

4,869 

14,082 (6,951) 

Printing, Publications 3,005 1,000 

(2,005) 

865 2,140 

Recruitment 0 - 

- 

0 0 

Credit card commissions 3,172 5,000 

1,828 

4,516 (1,344) 

Promotional services 1,479 7,000 

5,521 

5,249 (3,770) 

Promotional supplies 0 1,000 

1,000 

1,397 (1,397) 

General office supplies 1,440 1,000 

(440) 

1,608 (168) 

Special supplies 2,960 2,500 

(460) 

4,423 (1,463) 

Grounds supplies 7,228 12,000 

4,772 

9,061 (1,833) 

Telephone services 2,669 3,000 

331 

3,194 (525) 

Rentals 1,134 1,450 

316 

816 318 

Postage 516 500 

(16) 

2,021 (1,505) 

Conferences & Meetings 384 300 

(84) 

1,228 (844) 

Training 0 - 

- 

203 (203) 

Insurance 22,285 19,000 

(3,285) 

17,652 4,633 

License & Permits & Dues 1,573 3,000 

1,427 

4,121 (2,548) 

Heat & Gas 5,411 7,000 

1,589 

5,380 31 

Electricity 14,673 15,000 

327 

8,856 5,817 

Operating expenses 425,087 442,450 17,363 462,580 (37,493) 

Operating Profit or (Loss) 7,283 42,550 (35,267) 64,993 (57,710) 

Support and fixed changes 

Facility repairs (6,630) (6,000) (630) (4,262) (2,368) 

Furniture & Fixtures (127) (3,000) 2,873 (8,820) 

8,693 

Support and fixed charges (6,757) (9,000) 

2,243 

(13,082) 

6,325 

Net Profit or (Loss) $ 526 $ 33,550 $ (33,024) 

$ 51,911 $ (51,385) 

15


Children's Learning Center 

FY10 1st Quarter Results 

9/30/09 FY10 FY10 FY10 FY10 FY10 FY10 

Description of account 1st Quarter 1st Quarter Budget Working Original Changes 

Actuals Budget Variance Annual Approved from approved 

Revenue: 

Budget Budget Budget 

Tuition - child care/other 190,572 241,728 (51,156) 966,913 1,046,223 79,310 

College support (coke) 0 - 

- 

- 

- - 

Educational foundation 0 7,376 (7,376) 

29,505 

29,505 - 

Bookstore support 0 - 

- 

- 

- - 

Instructional support 10,000 10,000 

- 

40,000 

40,000 - 

Student services/Operating 61,480 61,480 

- 

245,918 245,918 - 

Contigency for full capacity 0 - 

- 

79,310 

- (79,310) 

Fund balance/misc 1,451 - 

1,451 

- 

- - 

Total Revenue 263,503 320,584 (57,081) 1,361,646 1,361,646 - 

Expenses: 

Hourly 3,367 7,500 4,133 

Overtime 255 500 

245 

Budgeted Wages 156,210 174,932 18,721 

Benefits 73,327 81,250 7,923 

Tuition Reimb. 165 1,250 1,085 

Contracted Services 0 300 

300 

Printing, Publications 0 125 

125 

Advertising/Recruitment 0 188 

188 

General Office Supplies 336 750 

414 

Instructional Supplies 73 500 

427 

First Aid and Diaper supplies 347 425 

78 

Snack Foods 565 750 

185 

Classroom supplies-food 83 188 

105 

Classroom supplies-non-food 464 750 

286 

Kitchen supplies 150 250 

100 

Cleaning supplies 164 625 

461 

Special Supplies 20 250 

230 

Portable Communications 196 300 

104 

Postage 34 125 

91 

Conferences & Meetings 150 250 

100 

Travel-local 0 63 

63 

Catering 161 250 

89 

Dues & Subs 350 375 

25 

Utilities 20,000 20,000 

- 

Scholarships 0 4,292 4,292 

Liability Ins. 3,000 3,000 

- 

Contigency for full capacity* 0 - 

- 

Net before Debt Service 259,416 299,186 39,770 

- 

Debt Service 21,398 21,398 

0 

- 

Total expenses with Debt Service 280,814 320,584 39,770 

- 

Net Balance of account -17,311 0 17,311 

30,000 

2,000 

699,727 

325,000 

5,000 

1,200 

500 

750 

3,000 

2,000 

1,700 

3,000 

750 

3,000 

1,000 

2,500 

1,000 

1,200 

500 

1,000 

250 

1,000 

1,500 

80,000 

17,166 

12,000 

79,310 

1,276,053 

85,593 

1,361,646 

* In original approved budget was F&E 

NOTE: Currently the CLC has expenses of approximately $100,000 paid by grants for FY09 and the previous 2 years. 

FY10 operating support total $285,918 

16 

- 

30,000 

1,000 

737,633 

325,559 

5,000 

1,200 

500 

750 

3,000 

2,000 

1,700 

3,000 

750 

3,000 

1,000 

2,500 

1,000 

1,200 

500 

1,000 

250 

500 

500 

80,000 

10,000 

12,000 

50,511 

1,276,053 

85,593 

1,361,646 

(0) 

- 

1,000 

(37,906) 

(559) 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

500 

1,000 

- 

7,166 

- 

28,799 

(0) 

- 

- 

- 

(0) 

- 

0


9/2009 

Cost Center Variances 

Total Total Dollar* 

Projected 

Percentage 

FY2010 Original Projected Variance Variance from 

Cost Center Actual to date Budget Expenditures From Original Original FY2009 

(Note 1) (Note 2) 

Instruction 

A B B-A 

11200 Schoenbrodt Honors 6,424 

11300 Mathematics 1,544,580 

11310 Health 194,422 

11400 Social sciences 1,641,167 

11410 Eng/world languages 2,533,988 

11450 Arts and humanities 2,047,765 

11480 Rouse Scholars 108,398 

11600 Distance learning 279,088 

12100 Nursing 1,517,063 

12118 Rad Tech program 208,362 

12120 Emergency medical technology 180,407 

12150 Cardiovascular program 148,316 

12200 Business and computers 1,422,698 

12250 Science and technology programs 1,981,878 

12280 Cooperative education 3,212 

13500 Service learning 24,350 

13550 Instr. International program 70,406 

44010 User computer services 432,425 

44020 Student computer services 953,242 

44030 Student labs 198,624 

46100 1st floor support 146,664 

46200 2nd floor support 90,662 

46300 Hickory Ridge 68,331 

46400 Evening services - 

46700 ELB divisions support 112,204 

46800 Arts and humanities support 81,016 

47500 Faculty learning community 2,429 

48000 Outcomes assessment 114,758 

48500 Instructional direction 18,165 

48501 Learning communities 170,014 

48502 Program development 7,681 

52102 Pool guards 14,912 

53200 Learning assistance center 526,269 

99970 Benefits/chargebacks 725,584 

99980 VP's allocation 6,100 

99990 Furniture and equipment - 

Total instruction 17,581,605 

26,418 

2,006,325 

250,576 

1,897,824 

3,113,568 

2,484,059 

131,311 

461,384 

1,996,635 

233,625 

206,479 

179,738 

1,900,011 

2,597,334 

15,507 

84,130 

135,239 

480,265 

1,253,265 

311,199 

171,045 

118,239 

94,120 

1,325 

129,329 

124,521 

22,000 

197,118 

273,115 

204,246 

66,373 

97,215 

725,139 

4,006,077 

399,590 

515,552 

26,909,897 

26,418 

2,006,325 

250,576 

1,893,824 

3,113,568 

2,484,059 

131,311 

461,384 

1,996,635 

233,625 

206,479 

179,738 

1,894,811 

2,597,334 

15,507 

84,130 

135,239 

480,265 

1,253,265 

311,199 

171,045 

118,239 

94,120 

1,325 

129,329 

124,521 

22,000 

197,118 

273,115 

204,246 

75,573 

97,215 

725,139 

4,006,077 

399,590 

515,552 

26,909,897 

- 

- 

0 

(4,000) 

- 

- 

- 

- 

- 

- 

- 

- 

(5,200) 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

9,200 

(0) 

0 

(0) 

- 

- 

0 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

14% 

0% 

0% 

0% 

0% 

0% 

0% 

17

Projected 

Total Total Dollar Percentage 




A B B-A 

Public Service 

33250 Cable studio 271,714 


99990 Furniture and Equipment - 

Total public service 286,428 

Academic Support 

308,661 

84,288 

26,594 

419,543 

308,661 

84,288 

26,594 

419,543 

33400 Horowitz Center 144,311 

174,552 

174,552 

- 

0% 

33500 Student Arts Collective 87,101 

131,058 

131,058 

- 

0% 

41001 Library services 708,220 

803,914 

803,914 

(0) 

0% 

41002 Teaching and learning center 123,489 

136,525 

136,525 

0 

0% 

43100 AV services 251,120 

301,692 

301,692 

(0) 

0% 

43200 Video services 40,022 

83,813 

83,813 

- 

0% 

43300 Instructional technology 124,412 

136,726 

136,726 

- 

0% 

46000 VP of academic affairs 305,006 

323,002 

323,002 

(0) 

0% 

47000 Faculty development 29,780 

121,747 

121,747 

0 

0% 

48100 Interactive classroom - 

17,600 

17,600 

- 

0% 

99970 Benefits/chargebacks 281,093 1,173,256 1,173,256 

(0) 

0% 

99980 VP's allocation 5,924 

5,924 

- 

0% 

99990 Furniture and equipment 125,773 

125,773 

- 

0% 

Total academic support 2,094,552 

3,535,581 

3,535,581 

(0) 

(0) 

- 

(0) 

(0) 

0% 

0% 

0% 

0% 

0% 

18

Projected 





A B B-A 

Student Services 

46500 Advising, academic services 474,309 

541,023 

46600 Welcome center & telephone adv. 131,477 

194,872 

51000 VP of student services 253,418 

279,546 

51200 Student ambassador program 1,626 

9,432 

52000 Student activities - 

2,603 

52100 PE facility 312,269 

379,181 

53000 Career services 410,298 

486,989 

53100 Test center 292,711 

365,765 

53500 Retention 123,013 

145,979 

53555 Career links 22,599 

38,541 

54000 Financial aid services 493,020 

758,851 

54001 FAS New Year Eve 9,100 

55000 Admissions 720,223 

785,137 

55001 Workgroup 298,801 

424,747 

56000 Records 397,559 

490,584 


958,362 

99980 VP's allocation - 

15,114 


204,752 

Total student services 4,132,701 

6,090,578 

536,023 

194,872 

279,546 

9,432 

2,603 

379,181 

486,989 

365,765 

145,979 

38,541 

758,851 

9,100 

785,137 

429,747 

490,584 

958,362 

15,114 

204,752 

6,090,578 

(5,000) 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

5,000 

0 

0 

- 

0 

0 

-1% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

1% 

0% 

0% 

0% 

0% 

0% 

19

Projected 





A B B-A 

Institutional Support 

61000 President 562,062 

61100 Board of trustees 38,885 

61200 Research, planning and org. dev. 391,455 

61900 Senior administration 2,420 

62000 VP of administration and finance 323,698 

62100 Finance office 1,192,581 

63101 Human resources 519,967 

63102 Recruitment 32,000 

63103 Unemployment (3,524) 

63150 Diversity programs 365 

63200 Reprographics 127,779 

63400 Security 1,133,239 

63500 Telecommunications 153,044 

63554 Mediation & conflict resolution center 20,000 

63600 Risk management 84,313 

63700 General administration 175,771 

63800 Commencement/award programs 29,699 

64000 Administrative information systems 1,110,511 

64001 Enterprise network 446,159 

64002 Web enterprise 243,418 

64100 Information technology administration 261,516 

65000 Public relations and marketing 718,856 

65100 Development and alumni relations 446,280 

65900 Fundraising 8,200 



Total institutional support 8,124,302 

640,377 

133,979 

502,804 

13,617 

334,673 

1,296,294 

627,502 

56,546 

49,753 

12,000 

209,040 

1,314,889 

262,541 

20,000 

347,921 

855,561 

123,989 

1,305,703 

568,416 

324,255 

314,772 

983,247 

593,869 

30,000 

724,518 

130,116 

11,776,381 

- 

640,054 

133,979 

502,804 

13,617 

334,173 

1,296,294 

627,502 

56,546 

49,753 

12,000 

209,040 

1,312,389 

262,541 

20,000 

348,421 

858,061 

123,989 

1,305,703 

568,416 

324,255 

314,772 

983,247 

594,192 

30,000 

724,518 

130,116 

11,776,381 

(323) 

- 

- 

- 

(500) 

- 

- 

- 

- 

- 

- 

(2,500) 

- 

- 

500 

2,500 

- 

- 

- 

- 

- 

- 

323 

- 

- 

- 

- 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

0% 

20

Projected 





A B B-A 

Plant 

71000 Plant administration 8,881 

71100 General services 2,982,268 

71110 Mailroom 141,830 

71115 Set up/asset rel 66,885 

71150 Recycling 7,066 

71500 Safety 72,003 

72000 Engineering 874,977 

72500 Preventive maintenance 191,527 

73000 Housekeeping 940,374 

75000 Grounds 328,686 

76000 Renovations 18,223 



Total plant 5,803,560 

Scholarships 

81000 Scholarships 296,654 

82000 Waivers 197,362 

Total scholarships 494,016 

Grand totals 38,517,164 

127,677 

3,688,823 

166,004 

69,940 

50,000 

75,871 

1,074,096 

301,221 

1,473,693 

372,221 

171,523 

933,404 

231,835 

8,736,309 

675,644 

560,064 

1,235,708 

58,703,997 

127,677 

3,688,823 

166,004 

69,940 

50,000 

75,871 

1,064,096 

311,221 

1,473,693 

371,368 

172,376 

933,404 

231,835 

8,736,309 

675,644 

560,064 

1,235,708 

58,703,997 

- 

- 

- 

- 

(10,000) 

10,000 

- 

(853) 

853 

- 

- 

- 

- 

- 

- 

0% 

0% 

0% 

0% 

0% 

0% 

-1% Transfer to Preventive Maintenance 

3% To cover Grainger Equipment 

0% 

0% 

0% 

0% 

0% 

Note 1: Includes encumbrances for budgeted wages and outstanding purchase orders. 

Note 2: Opening budgets reflect actual salary needs for the current year due to staffing changes. There was no merit given in FY10. 21 

* Variances in excess of $10,000 will be explained. 

0 

0% 

0% 

0% 

0% 

0%


9/2009 

Cost Center Spending Percentages 

Total Percentage 

FY2010 Projected of Budget 

Cost Center Spent to date Expenditures Spent to Date 

Instruction 

11200 Schoenbrodt Honors 4,034 

26,418 

15% 

11300 Mathematics 302,037 2,006,325 

15% 

11310 Health 36,054 

250,576 

14% 

11400 Social sciences 293,004 1,893,824 

15% 

11410 Eng/world languages 513,344 3,113,568 

16% 

11450 Arts and humanities 413,739 2,484,059 

17% 

11480 Rouse Scholars 30,212 

131,311 

23% 

11600 Distance learning 128,939 

461,384 

28% 

12100 Nursing 382,661 1,996,635 

19% 

12118 Rad Tech program 57,818 

233,625 

25% 

12120 Emergency medical technology 51,657 

206,479 

25% 

12150 Cardiovascular program 38,946 

179,738 

22% 

12200 Business and computers 326,350 1,894,811 

17% 

12250 Science and technology programs 437,423 2,597,334 

17% 

12280 Cooperative education 3,212 

15,507 

21% 

13500 Service learning 18,989 

84,130 

23% 

13550 Instructional international program 21 21,994 994 135 135,239 239 16% 

44010 User computer services 123,708 

480,265 

26% 

44020 Student computer services 301,986 1,253,265 

24% 

44030 Student labs 73,337 

311,199 

24% 

46100 1st floor support 39,235 

171,045 

23% 

46200 2nd floor support 30,436 

118,239 

26% 

46300 Hickory Ridge 18,605 

94,120 

20% 

46400 Evening services - 

1,325 

0% 1 

46700 Support/DH 31,732 

129,329 

25% 

46800 Arts and humanities support 26,097 

124,521 

21% 

47500 Faculty learning community 1,229 

22,000 

6% 1 

48000 Outcomes assessment 33,475 

197,118 

17% 

48500 Instructional direction 17,897 

273,115 

7% 2 

48501 Learning communities 42,959 

204,246 

21% 

48502 Program development 7,031 

75,573 

9% 2 

52102 Pool guards 14,912 

97,215 

15% 

53200 Learning assistance center 148,356 

725,139 

20% 

99970 Benefits/chargebacks 685,123 4,006,077 

17% 


399,590 

0% 2 


515,552 

0% 3 

Total instruction 4,656,531 

26,909,898 

17% 

22


9/2009 





Public Service 

33250 Cable studio 64,392 


99990 Institutional allocation - 

Total public service 79,106 

Academic Support 

308,661 

84,288 

26,594 

419,543 

21% 

17% 

0% 3 

33400 Horowitz Center 49,808 

174,552 

29% 

33500 Student Arts Collective 20,890 

131,058 

16% 

41001 Library services 322,679 

803,914 

40% 4 

41002 Teaching and learning center 30,889 

136,525 

23% 

43100 Education technology 75,575 

301,692 

25% 

43200 Video services 19,105 

83,813 

23% 

43300 Instructional technology 32,185 

136,726 

24% 

46000 VP of academic affairs 74,755 

323,002 

23% 

47000 Faculty development 28 28,122 122 121 121,747 747 23% 

48100 Interactive classroom - 

17,600 

0% 1 

99970 Benefits/chargebacks 227,980 1,173,256 

19% 


5,924 

0% 1 


125,773 

0% 3 

Total academic support 881,988 

3,535,581 

19% 

25% 

23


9/2009 





Student Services 

46500 Advising, academic 157,775 

536,023 

29% 

46600 Welcome center and telephone adv. 45,349 

194,872 

23% 

51000 VP of student services 65,914 

279,546 

24% 

51200 Student ambassador program 1,626 

9,432 

17% 

52000 Student activities 2,603 

0% 1 

52100 PE facility 84,726 

379,181 

22% 

53000 Career services 116,541 

486,989 

24% 

53100 Test center 103,988 

365,765 

28% 

53500 Retention 31,963 

145,979 

22% 

53555 Career Links 16,733 

38,541 

43% 5 

54000 Financial aid services 146,143 

758,851 

19% 

54001 FAS New Year Eve - 

9,100 

0% 6 

55000 Admissions 188,118 

785,137 

24% 

55001 Workgroup 103,758 

429,747 

24% 

56000 Records 119,175 

490,584 

24% 


958,362 

20% 


15 15,114 114 0% 1 


204,752 

0% 3 

Total student services 1,376,960 

6,090,578 

23% 

24


9/2009 





Institutional Support 

61000 President 195,798 

640,054 

31% 

61100 Board of trustees 10,799 

133,979 

8% 7 

61200 Research, planning and org. dev. 102,032 

502,804 

20% 

61900 Senior administration 1,332 

13,617 

10% 


334,173 

25% 

62100 Finance office 310,149 1,296,294 

24% 

63101 Human resources 131,416 

627,502 

21% 

63102 Recruitment 5,315 

56,546 

9% 8 

63103 Unemployment (4,624) 

49,753 

-9% 9 

63150 Diversity programs 365 

12,000 

3% 1 

63200 Reprographics 19,069 

209,040 

9% 10 

63400 Security 281,595 1,312,389 

21% 

63500 Telecommunications 22,570 

262,541 

9% 10 

63554 Mediation & conflict resolution center 20,000 

20,000 

100% 11 

63600 Risk management 36,341 

348,421 

10% 

63700 General administration 153,724 

858,061 

18% 

63800 Commencement/award programs 11,419 419 123 123,989 989 1% 6 

64000 Administrative information systems 533,448 1,305,703 

41% 12 

64001 Enterprise network 154,722 

568,416 

27% 

64002 Web enterprise 51,562 

324,255 

16% 

64100 Information technology administration 79,491 

314,772 

25% 

65000 Public relations and marketing 170,178 

983,247 

17% 

65100 Development and alumni relations 127,902 

594,192 

22% 

65900 Fundraising 1,788 

30,000 

6% 6 


724,518 

20% 


130,116 

0% 3 

Total institutional support 2,634,123 

11,776,381 

22% 

25


9/2009 





Plant 


71100 General services 353,921 

71110 Mailroom 41,626 

71115 Set up/asset rel 17,055 

71150 Recycling 1,208 

71500 Safety 18,414 

72000 Engineering 235,920 

72500 Preventive maintenance 52,067 

73000 Environmental Se 299,954 

75000 Grounds 83,469 

76000 Renovations 11,186 



Total plant 1,272,288 

Scholarships 

81000 Scholarships 296,654 

82000 Waivers 197,362 

Total scholarships 494,016 

Grand totals 11,395,012 

127,677 

3,688,823 

166,004 

69,940 

50,000 

75,871 

1,064,096 

311,221 

1,473,693 

371,368 

172,376 

933,404 

231,835 

8,736,309 

675,644 

560,064 

1,235,708 

58,703,997 

Notes: Only variances greater than 35%, or less than 10% are noted at this time. 

3% 13 

10% 

25% 

24% 

2% 14 

24% 

22% 

17% 

20% 

22% 

6% 15 

16% 

0% 3 

15% 

44% 16 

35% 

1 These cost centers have relatively small budgets. Spending occurs for supplies and services as needed. 

2 These programs, which support instruction and student services, will expend funds as needed during the year. 

3 Furniture and equipment budgets are typically spent later in the year but are being held for potential funding cuts. 

4 The library pays annual service fees for contracts and online access early in the year for the entire year. 

5 This cost center contains scholarships and child care stipends which have been expended early in the year. 

6 Expenses in these cost center occur later in the year. 

7 Savings in travel and legal fee expenses is causing this lower than anticipated percentage spent to date. 

8 Savings have been experienced due to the temporary freeze on hiring. 

9 An accrual from the prior year is causing this variance, expenditures are incurred quarterly. 

10 Timing of payments is causing this temporary variance. 

11 The mediation center has its operating budget in the special funds. This amount supplements that budget. 

12 The payment of annual maintenance contracts early in the year is causing this temporary variance. 

13 The payment of insurance expenses will occur later in the year in this cost center. 

14 Recycling costs have been minimized through efforts with the Howard County Government. 

15 Major renovation projects will occur over winter and spring break when the college is closed. 

16 Scholarships will be disbursed later in the term. 

40% 

19% 

26

FY2010 

COMBINED LAUREL COLLEGE CENTER 

Actual TOTAL TOTAL Variance 

TOTAL Projected* Annual Over (Under) 

Object Description at TOTAL Annual 

9/30/09 Revenue Revenue Budget Budget 

Revenue 

Fall/Winter 

Tuition Revenue 642,624 0 642,624 565,000 77,624 

Non Credit 73,660 0 73,660 140,000 (66,340) 

Spring 

Tuition Revenue (1,779) 0 (1,779) 430,000 (431,779) 

Non Credit (70) 0 (70) 87,000 (87,070) 

Summer 

Tuition Revenue 147,259 0 147,259 375,000 (227,741) 

Non Credit 20,369 0 20,369 70,000 (49,631) 

Other Revenue 

Chamber of Commerce 0 0 0 0 - 

State Funding 146,780 440,341 587,121 587,121 0 

Unrestricted Appropriation 0 0 0 0 - 

RHEC Funding 109,758 0 109,758 219,517 (109,759) 

Total Revenue 1,138,601 440,341 1,578,942 2,473,638 (894,696) 

Actual TOTAL TOTAL Variance 

TOTAL Over (Under) 

Object Description at TOTAL Annual 

9/30/2009 Expenses Budget Budget 

Expenditures 

5103 Salaries - Cr. PT Fac - all terms 149,097 92,204 241,301 522,655 (281,354) 

5105 Salaries - Cr. PT Faculty - SIPG 0 0 0 0 - 

5107 Non Credit PT Faculty - all terms 19,283 68,047 87,330 145,503 (58,173) 

6000 Contracted Services 17,477 14,680 32,157 34,000 (1,843) 

6021 Capital Leases 0 0 0 0 - 

6100 Instructional Supplies 5,338 3,249 8,587 32,000 (23,413) 

6160 Microcomputer Supplies 0 0 0 1,400 (1,400) 

- 

Direct Instructional Expenditures 191,194 178,180 369,374 735,558 (366,184) 

5002 

Other Expenditures 

PT Administrator 0 0 0 0 - 

5301 FT Classified Staff 48,758 127,531 176,289 176,289 (0) 

5302 PT Classified Staff 25,804 71,140 96,944 123,369 (26,425) 

5303 PT Classified Staff On-Call 20,855 40,448 61,302 78,185 (16,883) 

5304 Overtime 3,379 3,963 7,342 7,342 (0) 

5812 PT Benefits 16,984 22,593 39,577 67,287 (27,710) 

5800 Benefits 12,189 31,883 44,072 44,072 0 


6025 Advertising 14,500 0 14,500 111,000 (96,500) 

6028 Custodial Contract 0 0 0 0 - 

6050 Off-Campus Rentals 231,788 529,231 761,020 770,587 (9,567) 

6140 Custodial Supplies 0 0 0 0 - 

6200 Telephone 2,825 8,620 11,445 12,000 (555) 

6220 Postage 151 0 151 0 151 

6310 Travel 300 0 300 1,900 (1,600) 

6510 Electricity 24,227 27,018 51,245 80,000 (28,755) 

7160 Equipment 1,412 12,640 14,052 22,194 (8,142) 

Total Indirect Expenditures 413,020 892,294 1,305,314 1,527,042 (221,728) 

Total Expenditures 604,214 

1,070,474 

1,674,688 

2,262,600 

(587,912) 

Operating Income (Loss) 534,387 (630,133) (95,746) 211,038 (306,783) 

* Revenue & spring teaching expense projections will be done in the spring. 

27

FY2010 

HOWARD COMMUNITY COLLEGE AT 

LAUREL COLLEGE CENTER 

Actual HCC HCC Variance 

Object Description HCC Projected* Annual Over (Under) 

at HCC HCC Annual 


Revenue 

Fall /Winter 


Non Credit 30,840 0 30,840 65,000 (34,160) 

Spring 

Tuition Revenue (1,779) 0 (1,779) 155,000 (156,779) 

Non Credit (70) 0 (70) 22,000 (22,070) 

Summer 

Tuition Revenue 147,259 0 147,259 200,000 (52,741) 

Non Credit 20,369 0 20,369 10,000 10,369 

Other Revenue 

Misc. Revenue 0 0 0 

State Funding** 56,654 169,964 226,618 226,618 0 

RHEC Funding 109,758 0 109,758 219,517 (109,759) 

Total Revenue 666,587 169,964 836,551 1,138,135 (301,584) 

Actual HCC HCC Variance 

Object Description HCC Over (Under) 

at HCC HCC Annual 

9/30/2009 Encumbrances Expenses Budget Budget 

Expenditures 

5102 Salaries - Cr. PT Faculty 0 0 0 0 

5103 Salaries - Cr. PT Faculty - All terms 69,997 57,303 127,300 315,000 (187,700) 



5107 Non Credit PT Faculty 10,188 6,639 16,827 75,000 (58,173) 

6000 Contracted Services 0 0 0 2,500 (2,500) 

6021 Capital Lease 0 0 0 0 

6100 Instructional Supplies 1,159 248 1,407 10,000 (8,593) 

6160 Microcomputer Supplies 0 0 0 0 

0 


5002 

Other Other Expenditures 

Expenditures 

PT Administrator 0 0 0 0 

5301 FT Classified Staff 0 0 0 0 

5302 PT Classified Staff 3,394 10,181 13,575 40,000 (26,425) 

5303 PT Classified Staff On-Call 8,117 0 8,117 25,000 (16,883) 

5304 Overtime 0 0 0 0 

5812 PT Benefits (7.65%) 7,290 0 7,290 35,000 (27,710) 

5800 Benefits (25%) 0 0 0 0 

6000 Contracted Services 0 0 0 2,500 (2,500) 

6025 Advertising 0 0 0 75,000 (75,000) 

6028 Custodial Contract 0 0 0 0 

6050 Off-Campus Rentals 115,894 235,214 351,108 351,108 0 

6140 Custodial Supplies 0 0 0 0 

6200 Telephone 2,825 8,620 11,445 12,000 (555) 

6220 Postage 151 0 151 0 151 

6310 Travel 300 0 300 1,300 (1,000) 

6510 Electricity 0 0 0 0 0 

7160 Equipment 0 0 0 500 (500) 

Total Indirect Expenditures 137,971 254,015 391,987 542,408 (150,421) 

Total Expenditures 219,316 318,205 537,521 944,908 (407,387) 

Operating Income (Loss) 447,271 (148,241) 299,030 193,227 105,803 


28

FY2010 

PRINCE GEORGE'S COMMUNITY COLLEGE AT 

LAUREL COLLEGE CENTER 

Actual PGCC PGCC Variance 

PGCC Projected* Over (Under) 

Object Description at PGCC PGCC Annual 


Revenue 

Fall/Winter 


Non Credit 42,820 0 42,820 75,000 (32,180) 

Spring 

Tuition Revenue 0 0 0 275,000 (275,000) 

Non Credit 0 0 0 65,000 (65,000) 

Summer 

Tuition Revenue 0 0 0 175,000 (175,000) 

Non Credit 0 0 0 60,000 (60,000) 

Other Revenue 

Chamber of Commerce 0 0 0 0 0 

State Funding 90,126 270,377 360,503 360,503 (0) 

Unrestricted appropriation 0 0 0 0 0 

RHEC Funding 0 0 0 0 0 

Total Revenue 472,014 270,377 742,391 1,335,503 (593,112) 

Actual PGCC PGCC Variance 

PGCC Over (Under) 

Object Description at PGCC PGCC Annual 

9/30/2009 Encumbrances Expenses Budget Budget 

Expenditures 

5102 Salaries - Cr. PT Faculty - SII 32,925 0 32,925 19,535 13,390 

5103 Salaries - Cr. PT Faculty - Fal 46,174 34,901 81,075 81,075 0 

5104 Salaries - Cr. PT Faculty - Spr 0 0 0 80,490 (80,490) 

5105 Salaries - Cr. PT Faculty - SI 0 0 0 26,555 (26,555) 

5107 Non Credit PT Faculty 9,095 61,408 70,503 70,503 (0) 

6000 Contracted Services 17,477 14,680 32,157 31,500 657 

6021 Capital Lease 0 0 0 0 0 

6100 Instructional Supplies 4,179 3,001 7,179 22,000 (14,821) 

6160 Microcomputer Supplies 0 0 0 1,400 (1,400) 


5002 

Other Other Expenditures 

Expenditures 

PT Administrator 0 0 0 0 0 

5301 FT Classified Staff 48,758 127,531 176,289 176,289 (0) 

5302 PT Classified Staff 22,410 60,959 83,369 83,369 (0) 

5303 PT Classified Staff On-Call 12,738 40,448 53,185 53,185 0 

5304 Overtime 3,379 3,963 7,342 7,342 (0) 

5812 PT Benefits (7.65%) 9,694 22,593 32,287 32,287 (0) 

5800 Benefits (25%) 12,189 31,883 44,072 44,072 0 


6025 Advertising 14,500 0 14,500 36,000 (21,500) 

6028 Custodial Contract 0 0 0 0 0 

6050 Off-Campus Rentals 115,894 294,017 409,911 419,479 (9,568) 

6140 Custodial Supplies 0 0 0 0 0 

6200 Telephone 0 0 0 0 0 

6220 Postage 0 0 0 0 0 

6310 Travel 0 0 0 600 (600) 

6510 Electricity 24,227 27,018 51,245 80,000 (28,755) 

7160 Equipment/Furniture 1,412 12,640 14,052 21,694 (7,642) 

Total Indirect Expenditures 275,048 638,279 913,327 984,634 (71,307) 

Total Expenditures 384,898 

752,269 

1,137,167 

1,317,692 

(180,526) 

Operating Income (Loss) 87,116 (481,892) (394,776) 17,811 (412,586) 


29

M-0534 Renovations to 

McCuan Hall & Smith 

Theatre (A Bldg) 


CAPITAL PROJECTS 

SUMMARY SHEET 

Results as of September 30, 2009 

STATE, COUNTY EXPENDITURES 

FUNDS AVAILABLE EXPENDITURES ENCUMBRANCES BUDGET 

PROJECTS & OTHER BUDGETED 

THROUGH 

FY09 FOR FY10 FY10 FY10 BALANCE-TO-DATE 

M-0512 Athletic & Fitness 

Center & Field 

REVENUE 

Renovations 

$5,446,391.00 $4,638,218.09 $808,172.91 $0.00 $808,172.91 $0.00 

$12,612,500.00 $12,536,808.29 $75,691.71 $0.00 $75,691.71 $0.00 

M-0526 Parking Garages $1,417,000.00 $246,493.55 $1,170,506.45 $1,653.65 $677,589.52 $491,263.28 

M-0528 HVAC 

Replacement and 

Upgrade $1,819,000.00 $1,414,487.44 $404,512.56 $256,408.10 $148,104.46 $0.00 

M-0530 Rouse Company 

Foundation Student 

Services Hall (SSB) 

M-533 Renovations to 

Vacated Student Services 

Area (CLB) 

$28,748,750.00 $28,724,647.76 $24,102.24 $7,097.04 $17,005.20 $0.00 

$18,980,810.00 $13,512,707.43 $5,468,102.57 $649,763.49 $2,945,916.65 $1,872,422.43 

M-0537 Belmont 

Conference Center $10,020,000.00 $4,914,208.70 $5,105,791.30 $0.00 $131,973.62 $4,973,817.68 

M-0538 Children's 

Learning Center (CLC) $824,000.00 $824,000.00 $0.00 $0.00 $0.00 $0.00 

M540 - Safety, 

Compliance & Facility 

Renewals (New Systemic) 

$3,529,000.00 $1,571,238.23 $1,957,761.77 $161,737.27 $1,177,225.45 $618,799.05 

M- 0532 - Allied Health 

Instructional Building 

$4,008,000.00 $0.00 $4,008,000.00 $0.00 $0.00 $4,008,000.00 

TOTAL $87,405,451.00 $68,382,809.49 $19,022,641.51 $1,076,659.55 $5,981,679.52 $11,964,302.44 

30

CAPITAL BUDGET 


For ease of reading all new information appears in green. 


Project M-0512 – Athletic and Fitness Center and Field Renovations 

This project was started in FY96 and included the current building renovations and the 

reconditioning and improvements to the athletic fields. Previously completed areas 

included the renovation of the athletic and fitness center, a new gym floor and 

swimming pool upgrades. In addition, a new air conditioning system was added to the 

building. The athletic fields saw the addition of a new storm water management pond, 

four athletic fields and a new 400-meter track along with Americans with Disabilities Act 

(ADA) access to fields and ambulance service to the remaining sections of the building. 

Due to budget constraints, this project was phased over a number of years. The college 

is currently completing phase V in FY10, which includes the installation of a multipurpose 

turf field for use by soccer, lacrosse, baseball, softball, and other recreational 

activities along with the installation of fencing around the field. This portion of the 

project should be completed by November 2009. 

Two more phases are planned in this capital project, which will occur in FY14 and FY15, 

depending on the availability of funds. These phases include the installation of a field 

building with spectator seating, completion of exterior lighting, necessary utilities, and 

additional fencing in FY14. Replacement of exterior building siding and upgrading of 

building electrical systems are anticipated to occur in FY15. 

Project – M-0534 – Renovations to McCuan Hall and Smith Theatre 

The purpose of this project was to design and renovate McCuan Hall and the Smith 

Theatre, a total of approximately 33,932 net assignable square feet and 49,860 gross 

square feet. This renovation is basically complete. The sound system was installed 

after the major renovations occurred and the Smith Theatre re-opened. The college is 

currently completing the punch-list items and expects to close out the project this year. 

M-0526 – Parking Garages 

After a thorough analysis of the campus land plans, future building sites, and forest 

conservation and wetland restrictions, the college determined that construction of 

parking decks was more feasible than additional surface parking lots. The first 500space 

parking garage was constructed in FY05 under capital project M-0529. The 

current project represents a 750-space parking garage and the funding to date 

represents the design funding only. The architect has been hired and the site for the 

garage is currently being studied. Possible sites include the location adjacent to the 

Hickory Ridge building, the location at the front entrance field, and the area adjacent to 

the first parking garage. 

31

M-0528 HVAC Replacement and Upgrade 

The purpose of this project was to replace and upgrade the college’s HVAC system, 

which included renovations to replace air handlers, baseboard radiation, and piping as 

well as duct modifications and direct digital controls. Renovations were previously done 

in the James Clark, Jr, Library Hall with current renovations underway for the nursing 

building. Modifications to the nursing building include the replacement of baseboard 

radiation and piping as well as induction terminal reheat units. 

M-0530 Rouse Foundation Student Services Hall 

The purpose of this project was to design and construct a student services facility of 

103,770 gross square feet and 62,465 net assignable square feet. The building 

provides a one-stop shop approach for students to receive a variety of services, 

including academic support, admissions and advising, counseling, registration, financial 

aid, career services, student support services, testing, tutoring, business office, 

bookstore services, and dining services. Although the building was completed, several 

adjustments needed to be made to the cashier’s area and security. Punchlist items are 

being finalized and the project will be closed out this year. 

M-0533- Renovations to the Vacated Student Services Area (CLH) 

The space that was previously occupied by student services has been vacated, and 

renovations are currently occurring in the James Clark, Jr. Library Hall. The renovated 

space totals 53,890 NASF. This includes: (1) the renovation of the vacated space 

following the move into the new student services building; (2) the expansion of the 

science and technology disciplines including life sciences, wireless technology, 

biomedical engineering, engineering transfer, and photonics; (3) the necessary 

improvements to the library and cultural center; (4) the consolidation of instructional 

areas; (5) the consolidation of administrative spaces and functions; and (6) the 

upgrading and/or replacement of building systems including Federal Pacific Energy 

equipment, HVAC, electrical, telecommunications, ADA accessibility, security 

structures, restrooms, and elevators. 

Renovations for the building were phased to accommodate the continual operations of 

the network operations center and the library and are expected to be complete next 

spring. Final furniture and equipment for the building will be delivered at that time. 

M-0537 – Belmont Conference Center. 

In August 2009, the college’s board of trustees made the decision to sell Belmont. The 

college received county support toward the acquisition of the Belmont Conference 

Center and the renovation of the stone barn in FY08. Funds were allocated by both the 

college and the county to support this project. The funds provided by the county in the 

capital budget were Paygo funds. On the purchase, $2,200,000 was spent of county 

funds and $2,250,718 was spent with a combination of college and foundation funds. 

With regard to the barn renovations, $2,820,000 had been allocated by the county. The 

expenditures and encumbrances to date total $595,465. Although the design of the 

barn renovation was 75% complete, no construction on the barn was started. The 

32

“other” funds of $2,800,000 authorized in FY09 and FY10 for barn construction have not 

been put into the project and will not be encumbered as the barn renovations will not 

occur. Hence the budget balance noted on the sheet of $4,973,818 needs to be 

reduced by the $2,800,000 leaving $2,173,818 in the project. 

M-0538 Children’s Learning Center (CLC) 

This represents the completion of the 4,400 square feet of shell space that was built out 

in the Children’s Learning Center. The college spent $32,000 on furniture and 

equipment from the unrestricted funds in prior years for this project. The project was 

completed in FY09 and will be closed out this year. 

M-0540 Safety, Compliance, Facility Renewals (New Systemic) 

This project began in FY08 and includes improvements to the college’s physical plant 

as well as major deferred maintenance and facility renewals. Projects in-progress and 

completed to date include: 

• Phased installation of campus-wide security access/camera control 

system/rekeying; 

• ADA renovations; 

• Phased public restroom upgrades; 

• Phased deferred maintenance per building assessment study; 

• Interior improvements (classrooms, offices, and other); 

• Conversion of science and technology building lower level spaces to 3 

classrooms and 2 labs; 

• Conversion of spaces for radiologic technology classrooms and equipment; 

• Facilities master plan development; and 

• IT upgrades and modifications. 

M-0532 – Health Sciences (Allied Health) Instructional Building 

The purpose of this project is to design and construct a health sciences building of 

approximately 55,650 net assignable square feet (NASF) and 94,830 gross square feet 

(GSF). Currently, the health sciences division offers programs including cardiovascular 

technology, emergency medical technician/paramedic, exercise science, life fitness, 

health care, health education, human services, nursing, radiologic technology, surgical 

technology, physical therapy, and respiratory therapy. In addition to these offerings, 

dental assistant/hygienist and occupational therapy are new programs proposed to be 

housed in the new building. The disciplines above include the state’s workforce 

shortage areas as reported by the Maryland Higher Education Commission. Of the 

fourteen disciplines proposed for this facility, twelve support the state’s workforce 

shortage areas. Funds represent the design for the project and the administration has 

selected an architect for the building. Approvals are needed from the board of trustees 

and the state Board of Public Works (BPW) before the project can begin. 

33

93 




B-3 Board Core End – Student and Stakeholder Focus 

Background: This report addresses the board core end - Student and Stakeholder 

Focus. HCC aligns its operations with the two Educational Excellence criteria for 

this category. Measures were selected by the board in 2003. The dashboard was 

introduced as a vehicle to summarize the information in 2005. Green – signals 

that HCC is operating above the benchmark, yellow – performance is at the 

benchmark, and red – the operating level is still below the benchmark. Detail 

pages follow the dashboard. Any updates are indicated in blue. Information 

concerning benchmarks is in purple. 

At its September 27, 2006, meeting, the trustees reset and approved all the current 

benchmarks for the most recent list of required Maryland Higher Education 

Commission (MHEC) indicators. For one component of this category the national 

Baldrige examiners rated the college in an higher band of scoring than the visiting 

Maryland team. 

At its November 29, 2006, meeting, the trustees requested that the administration 

supply a short Talking Points summary for each core end. This summary is provided 

at the end of the report. 

Once viewed by the board, this report will be posted on the college’s website so that 

members of the college community can become familiar with the measures that are 

part of the board core end (key performance indicator) system. The website address 

is: http://www.howardcc.edu/about_hcc/campus_profile/board_core_ends/index.html 

The administration and relevant staff review the details of all the reports that 

contribute to these measures. Plans for improvement are developed and included in 

appropriate core work and/or strategic planning for the next integrated strategic 

planning and budget development cycles. 

Purpose: Report on the progress of the institution 

Timeline: Annual 


This item is for information only and requires no board action. 

Compliance: This report is in compliance with Board By-Law VIl - Board 

Execution and Evaluation of Policy: Suggested Timeline for 

Important Tasks.

94 

Category 3 - Student and Stakeholder Focus 

This category examines how the college determines the requirements, needs, 

expectations, and preferences of students, stakeholders, and markets. 

Source 

External 

Quality 

Feedback 

MHEC 

Item Current Benchmark 

Student and Stakeholder Engagement 

How does your organization determine requirements, 

needs, expectations, and preferences of students, 

stakeholders, and markets to ensure the continuing 

relevance of your educational programs, offerings, and 

services; to develop new opportunities; and to create an 

overall climate conducive to learning and development for 

all students? 

Student and Stakeholder Relationships, Satisfaction, 

and Changing Expectations 

How does your organization build relationships to attract, 

satisfy, and retain students and stakeholders; to increase 

student and stakeholder loyalty? Describe how your 

organization determines student and stakeholder 

requirements for new, or changes, to services/programs. 

1. Graduate satisfaction with educational goal 

achievement 

2. 

Baldrige 

2008 

70-85% 

MPEA 

2007 

50-65% 

Baldrige 

50-65% 

MPEA 

50-65% 

50-65% 

50-65% 

93.8% 98.0% 

Non-returning student satisfaction with educational 

goal achievement 68.4% 75.0% 

3. Graduate satisfaction with transfer preparation 

89.3% 83.0% 

4. Graduate satisfaction with job preparation 

5. Employer satisfaction with career program graduates 

100% 90% 

83% 90% 

6. Employer/organization satisfaction with contract 

training 

100% 100% 

7. Number of business organizations provided training 

and services under contract 

Occupational program Associate degrees and 

credit certificates awarded by program area: 

50 65 

8a. Business 30 20 

8b. Data Processing 8 10 

8c. Engineering Technology 14 14 

8d. Health Services 188 110 

8e. Natural Science 0 0 

8f. Public Service 2 8 

9. Percent of career program graduates employed 

full/time in a related field 

89% 85%

95 

Source 

In-class 

surveys 

Item Current Benchmark 

Wage growth of occupational degree graduates: 

10a. Median income one year prior to graduation $18,416 - n/a 

10b. Median income three years after graduation $46,934 - n/a 

10c. Percent increase 155% - n/a 

1. 

Overall student satisfaction by age 

(YESS Survey) 

Progress relevant to credit course objectives 

(Individual Development and Educational 

3.83 4 

2. Assessment (IDEA) Survey) 80% 80% 

3. Excellence of teacher (IDEA Survey) 78% 80% 

4. Quality of instruction-overall (YESS Survey) 77% 80% 

5. 

Overall noncredit course satisfaction as measured 

on course evaluations (ConEd Survey) 

Also see the FY09 “Comment Card Trends” report. 

98.5% 

80%

96 

External Measures 

The college prepared and submitted applications to various Baldrige-based quality 

awards competitions; the results are indicated below. 

Maryland Performance Excellence Award 

(MPEA) Application 

Range of total applicant scores 

August 2006 - Score interval in which 

HCC was rated 

August 2007 - Score interval in which 

HCC was rated 

Baldrige Criteria 

1000 points 

Overall 

Score 

Category 3: 

Student and Stakeholder 

Focus 

85 points 

3.1 40 

points 

3.2 45 

points 

0- 

9% 

0- 

9% 

10- 

29% 

10- 

29% 

National Baldrige Award Application 

30- 

49% 

30- 

49% 

October 2005 - HCC’s Score 

Score is given as an interval, e.g., 

Total: 376-475 

December 2008: 561-711 

No range is provided for other 

applicant scores 

50- 

69% 

50- 

69% 

70- 

89% 

70- 

89% 

90- 

100% 

90- 

100% 

Action: 

The college receives a detailed feedback report delineating strengths and weaknesses 

in each category. A team reviews those reports, collects information on the process 

improvements that occur in the intervening months, and submits a new application. 

After winning the U.S. Senate Productivity Award in April 2008, HCC was a finalist and 

hosted a site visit in October 2008 for the Baldrige award. A new team created and 

submitted a Baldrige application in May 2009. The college will not receive a site visit; 

HCC awaits the feedback report. 

Benchmark: 

When the benchmark was originally set, institutions receiving an overall score of 450 

or more received at least site visits. In April 2009, the board accepted the 

administration’s recommendation to increase the benchmark: HCC will receive a 

rating for category #2 of 50-65% percent on the Maryland Performance 

Excellence Award by 2013 or Baldrige by 2009.

Next are ten measures mandated by MHEC. The college can compare the results to 

all Maryland community colleges and also to peer (based on number of students) colleges: 

College of Southern Maryland, Harford Community College, and Frederick Community 

College. 

Percentage of graduates indicating that their educational goal was completely or partly 

achieved at the time of graduation. 

Graduate satisfaction 

with educational goal 

achievement 

Alumni 

Survey 

1994 

Alumni 

Survey 

1998 

Alumni 

Survey 

2000 

Alumni 

Survey 

2002 

92.9% 98.3% 96.4% 94.3% 

Alumni 

Survey 

2005 

93.8% 

n=137/ 

146 

State 

AVG: 93.9% 96.2% 94.7% 

Peer 

AVG: 94.4% 94.3% 92.6% 

Alumni 

Survey 

2008 

Postponed 

by MHEC 

until fall 

2009 

*(due to 

MHEC 

staffing 

challenges) 

Benchmark 

2008 

98.0% 

Percentage of students enrolled in the spring term that neither received an award nor enrolled in 

the subsequent fall term who indicated that they achieved their educational goal. 

Non-returning student 

satisfaction with 

educational goal 

achievement 

Spring 

2000 

Cohort 

Spring 

2001 

Cohort 

Spring 

2003 

Cohort 

Spring 

2005 

Cohort 

75.4% 71.4% 74.7% 68.6% 

n=208/ 

303 

Spring 

2007 

Cohort 

68.4% 

n=78/ 

114 

State 

AVG: 67.6% 70.4% 70.4% 

Peer 

AVG: 64.0% 71.3% 70.5% 

Spring 

2009 

Cohort 

Postponed 

by MHEC 

until fall 

2009* 

Benchmark 

2009 

75.0% 

Percentage of community college transfer program graduates who transferred to a four-year 

institution who rated their preparation for transfer as very good or good. 

Graduate satisfaction 

with transfer 

preparation 

97 

Alumni 

Survey 

1996 

Alumni 

Survey 

1998 

Alumni 

Survey 

2000 

Alumni 

Survey 

2002 

78.8% 80.7% 82.4% 76.6% 

n=36/ 

47 

Alumni 

Survey 

2005 

89.3% 

n=67/ 

75 

State 

AVG: 81.2% 83.1% 82.5% 

Peer 

AVG: 83.0% 82.0% 82.8% 

Alumni 

Survey 

2008 

Postponed 

by MHEC 

until fall 

2009* 

Benchmark 

2008 

83.0%

Percentage of credit career program graduates employed full-time in areas related or somewhat 

related to their academic major who rated their preparation for employment as very good or good. 

Alumni Alumni Alumni Alumni Alumni Alumni 

Survey Survey Survey Survey Survey Survey Benchmark 

1996 1998 2000 2002 2005 2008 

2008 

Graduate satisfaction with 82% 85% 84% 85% 100% Postponed 90% 

job preparation 

n=17/ n=32/ by MHEC 

State 

20 32 until fall 

2009* 

AVG: 

Peer 

85.9% 79.8% 82.9% 84.5% 

AVG: 79.3% 77.3% 87.3% 77.4% 

Percentage of employers who rated the overall preparation of career program graduates as very 

good or good. 

Alumni Alumni Alumni Alumni Alumni Alumni 

Survey 

1996 

Survey 

1998 

Survey 

2000 

Survey 

2002 

Survey 

2005 

Survey 

2008 

Benchmark 

2008 

Employer satisfaction with 82% 100% 91% 80% 83% Cancelled 90% 

career program graduates 

n=4/ n=10/ by 

State 

5 12 MHEC* 

AVG: 

Peer 

97.0% 94.0% 95.6% 91.2% 

AVG: 98.3% 94.3% 98.3% 90.0% 

Percentage of employers and organizations who rated their satisfaction with contract training as 

very satisfied or satisfied. 

FY03 FY04 FY05 FY06 FY07 FY08 

Employer/organization 94.6% 100% 100% 100% 100% 100% 

satisfaction with contract 

training 

n=61/ 

61 

n=45/ 

45 

n=48/ 

48 

n=50/ 

50 

State AVG: 98.5% 97.6% 99.3% 97.3% 98.5% 98.2% 

Peer AVG: 99.3% 98.0% 99.7% 95.3% 100% 98.1% 

The unduplicated number by site of businesses or organizations provided workforce and/or 

workplace-related training and services under a contractual agreement. 

Number of businesses or 

organizations provided 

training and services 

98 

under contract 


Benchmark 

FY10 

100% 

Benchmark 

FY10 

63 66 61 45 48 50 65 

State AVG: 74 68 75 72 69 

Peer AVG: 76 66 88 76 64

Occupational program Associate degrees and credit certificates awarded by program 

area. 

Occupational program Associate 

degrees and credit certificates awarded 

by program area 

a. Business 

(examples: Business Management, 

Retailing, E-Commerce, Office 

Technology, Hospitality Management) 

b. Data Processing 

(Computer Support Technology, 

Information Technology) 

c. Engineering Technology 

(Computer Aided Design Technology, 

Electronics Technology) 

d. Health Services 

(Nursing-RN,PN,CVT) 

e. Natural Science 

(No programs during these years, next 

year - Plant Science) 

f. Public Service 

(Early Childhood Development, Police 

Science-new) 

FY04 FY05 FY06 FY07 FY08 

Benchmark 

FY10 

17 17 10 17 30 20 

15 10 10 21 8 10 

11 14 10 14 14 14 

82 106 148 128 188 110 

0 0 0 0 0 0 

10 6 3 9 2 8 

For comparison (note- other colleges have additional programs that count within these 

categories; some examples for each are indicated): 

a. Business -State Avg 83 89 85 95 

-Peer Avg 73 68 81 96 

(Examples: Human Resources Management, Air Traffic Control, Flight Training ) 

b. Data Processing -State Avg 52 48 42 39 

-Peer Avg 53 46 37 40 

(UNIX Specialist Certificate, Cobol Specialization, GIS Technician) 

c. Engineering Tech -State Avg 23 23 25 27 

-Peer Avg 10 10 10 8 

(Drafting Certificate, Automotive Technology, Carpentry) 

d. Health Services -State Avg 127 149 153 168 

-Peer Avg 95 98 112 111 

(Dental Hygiene, Medical Assistant, Mortuary Science) 

e. Natural Science -State Avg 7 8 6 6 

-Peer Avg 1 3 4 4 

(Tree Care Technology, Floral Design, Natural Resources and Wildlife Technology) 

f. Public Service -State Avg 67 69 72 69 

-Peer Avg 45 58 61 66 

(Juvenile Justice, Cartography, Tourism Sales and Marketing) 

99

Percent of career program graduates employed full-time in a related field. 

Percent of career program 

graduates employed full-time 

in a related field. 

Alumni 

Survey 

1998 

Alumni 

Survey 

2000 

75% 89% 

State 

Avg. 

Peer 

Avg. 

Alumni 

Survey 

2002 

95% 

n=20/21 

Alumni 

Survey 

2005 

89% 

n=32/26 

85% 83% 

85% 88% 

Alumni 

Survey 

2008 

Postponed 

by MHEC 

until fall 

2009* 

Benchmark 

Survey 

2008 

Percent increase in the median annual income of full-time employed occupational program associate 

degree graduates one year prior to graduation to three years after graduation. ONLY Maryland 

data. 


Benchmark 

FY10 

Wage growth of 

occupational 

degree graduates 

a. Median income 

one year prior to 

graduation 

b. Median income 

three years after 

$16,620 $15,854 $15,128 $19,477 $19,353 $18,416 n/a 

graduation $48,037 $48,238 $52,419 $47,758 $45,598 $46,934 n/a 

c. Percent increase 189% 204% 247% 145% 136% 155% n/a 

For comparison: 

a. Median income 

one year prior to 

graduation 

-State Avg $13,618 $13,649 $15,055 $16,458 $15,108 

-Peer Avg $15,590 $15,758 $16,472 $15,530 $16,014 

b. Median income 

three years after 

graduation 

-State Avg $35,487 $36,616 $38,251 $34,907 $35,925 

-Peer Avg $37,676 $41,075 $42,732 $37,743 $39,221 

c. Percent increase 

-State Avg 184% 191% 179% 122.9% 146.5% 

-Peer Avg 146% 145% 157% 151.9% 164.3% 

100 

85%

The next three measures are also Vital Signs. 

Internal Measures 

CREDIT STUDENT SATISFACTION BY AGE GROUP 

Overall Student Satisfaction by Age as Measured by the Annual YESS Survey 

Benchmark Current 

Benchmark 

FY04 FY05 FY06 FY07 FY08 FY09 FY10 

Status 

25 & 

younger 3.78 3.79 3.69 3.83 3.71 3.82 4.00 Getting There 

26 - 39 3.84 3.82 3.81 3.94 3.76 3.80 4.00 Getting There 

40 - 59 3.93 3.93 3.89 4.12 3.79 4.01 4.00 Exceeded 

60+ 3.78 3.88 3.72 4.17 4.01 4.04 4.00 Exceeded 

Overall 3.81 3.81 3.73 3.86 3.73 3.83 4.00 Getting There 

101 

Description of the Indicator: The YESS survey is administered every year to a 

sample of HCC credit students in the spring semester. Ratings are given on a five-point 

satisfaction scale, ranging from "Very Satisfied" (5) to "Very Dissatisfied" (1). The 

ratings on this chart are each year's averaged ratings for all of the items on the survey 

that are rated on the five-point scale by age group. (For FY09, N= (25 & younger) 947, 

(26-39) 209, (40-59) 70, (60+)14, spring enrollment 7,619, YESS respondents-1,296) 

Benchmark: Set by the board, the overall or composite rating for overall student 

satisfaction will be 4.00 for all age groups. 

Performance Outcome: Satisfaction ratings went up for all age groups in FY09. The 

benchmark was exceeded by the two oldest age groups in FY09. 

Data Source: Data is from HCC's annual YESS survey administered and analyzed by the planning, 

research and organizational development (PROD) office.

IDEA Survey Rating 

Currently enrolled credit students are given the systematic opportunity annually to 

rate their classes, their programs, their goal achievement, college services, and the 

college overall. Benchmark (set by the board): Eighty percent of the responding credit 

students will evaluate the college programs and services at the satisfactory or above 

level. 

The college routinely administers course evaluations in credit courses. The students of 

all new instructors complete evaluations. Students of other faculty evaluate their 

classes on a rotating schedule. The college is currently using the Individual 

Development and Educational Assessment (IDEA) survey developed and scored by 

Kansas State University. During the 2008-2009 academic year (AY), the IDEA survey 

was administered to students in 1,293 course sections. Students in eighty percent of 

these classes evaluated the course at the satisfactory or above level when rating their 

progress against relevant course objectives. Students in seventy-eight percent of these 

classes responded at the satisfactory or above level when rating the excellence of the 

teacher. 

On the YESS survey, the overall quality of instruction is rated slightly lower at 77 

percent. Note numbers in the boxes represent number of survey respondents. 

102 

Quality of Instruction-Overall 

717 863 

1122 1050 

1296

103 

NONCREDIT Student Satisfaction 

Benchmark Current 

Benchmark 

FY04 FY05 FY06 FY07 FY08 FY09 FY10 Status 

97.5% 98.5% 98.2% 97.9% 97.4% 98.5% 80% Exceeded 

Description of the Indicator: A survey is administered at the end of a noncredit 

class to all HCC students. Course ratings are given on a five-point satisfaction 

scale, ranging from "Excellent" (5) to "Poor" (1). This indicator measures the 

percent of students choosing excellent, good, or satisfactory on the 5-point scale. 

For FY09 n=12,076/12,261. 

Benchmark: Set by the board, eighty percent of all respondents will rate their 

overall course satisfaction as satisfactory, good, or excellent. 

Performance Outcome: The benchmark has been exceeded for the past six 

years. 

Data Source: Data is from HCC's division of continuing education and 

workforce development’s student course evaluations analyzed by the PROD 

office.

Comment Card Trends 

There were a total of 172 comment cards received in FY09, a 7 percent decrease over 

FY08. Similar to last year, the number of traditional paper cards outnumbered the 

online cards: 60 percent (103) of the cards received in FY09 were traditional paper 

cards and 40 percent (69) from the online web form. 

The percentage of student comments decreased slightly this year, while the percentage 

of visitor comments rose slightly. The percentage of staff comments remained relatively 

the same. Those classified as “other” (e.g., parent of a student or unknown) decreased 

slightly as well. 

As can be seen in chart 3, compliments and problems are still the most frequent 

comment types. Examples of some of the comments labeled as problems are: online 

registration, website navigation, or issues with staff/faculty. A large portion of the 

compliments cited a staff member by name. Copies of cards commending an individual 

are sent to that person to acknowledge his/her contribution to HCC. 

104

As in previous years, comment cards sent by HCC’s stakeholders were distributed to 

the appropriate vice president of the topic area for his/her review and action. As in the 

past, students tend to make the most comments about departments under the VPSS 

area. Staff comments most often fall under the VPAF area on topics such as security, 

food service, and parking. 

Board Talking Points: 

• Students are highly satisfied (77-98 percent) with their instructors and the 

instructional processes at HCC. 

• Students who graduate and go on to transfer institutions as well as those who go 

directly into the workforce are highly satisfied (83-93 percent) with the preparation 

they received at HCC. 

• The median income of HCC occupational program degree graduates three years 

after graduation outpaces ($7,500-11,000) the comparative peer and state earnings. 

105

106 

C – President’s Report 



Regular Session Item C 

Pictured left to right: 

Valerie Gross, Gina Lyon, 

Joseph Murray 

Choose Civility Symposium 

On Thursday, October 8, the Howard County Library hosted its annual Choose 

Civility Symposium. HCC was recognized for its Friendly Campus initiative, 

receiving a Choose Civility Award for educational institutions. Congressman Elijah 

Cummings and County Executive Ken Ulman were there to congratulate the 

recipients on their efforts. A brief video was shown featuring Gina Lyon, Linda Wu, 

and me talking about the importance of the Friendly Campus. Gina represented 

HCC by accepting the award and giving remarks. 

Additionally, the Mediation & Conflict Resolution Center (MCRC) provided a 

workshop for attendees. Candace Olds and Timothy Johnson, MCRC volunteers, 

led an interactive session called: “There Oughta Be a Law!” Thanks to Candy and 

Tim for their dedication to MCRC and the promotion of peaceful conflict resolution. 

HCC Ranks 5 th in the 2009 Digital Community Colleges Survey 

The Center for Digital Education has recognized HCC as one of the top ten national 

winners for 2009! In the large colleges category, which includes colleges with 7,500 

or more students, HCC ranked 5 th , edging out the only other Maryland institution, 

Anne Arundel Community College, which came in 6 th . In 2007, HCC was recognized 

as 10 th for mid-size colleges and in 2008, as 6 th among large community colleges 

(their definition of mid-size is between 3,000 and 7,500 students, and large is over 

7,500 students). Coming in ranked as 5 th in 2009 shows that HCC has continued to 

improve year after year. This recognition would not have been possible without the 

assistance of Jeff Fairbanks, Tom Glaser, Steve Horvath, PJ Kahlor, Virginia 

Kirk, Amy Krug, Sung Lee, Rick Pollard, and Roger Stott, who responded to the 

Center for Digital Education’s comprehensive survey.

107 

BRAC Award 

Kudos to Patty Keeton, executive director, workforce development, on receiving the 

Howard County Chamber of Commerce’s 2009 Base Realignment and Closure 

(BRAC) Advocate of the Year Award. Patty shares this award with Dr. Sam 

Seymour, business coordinator at the Johns Hopkins University Applied Physics 

Laboratory, who chaired the “New Programs for the Future” taskforce of the 2007- 

2008 Commission on the Future. This award is presented to recognize individuals 

who have played a significant volunteer role as Howard County and the region to 

prepare for BRAC-related growth. Joining Patty to celebrate this well-deserved 

recognition at the Chamber’s Signature Event were her family and friends from 

HCC. 

Healthy Workplaces 2009 

Howard Community College has been awarded the silver designation for “Healthy 

Workplaces 2009” by the Howard County Government. In this first year of the 

Healthy Workplaces program, silver is the highest possible designation. The county 

recognized HCC for its commitment to the health and wellness of its employees 

through exercise programs, wellness information sessions, work/life policies, and 

safety, among other things. Howard Magazine will run a special section on the 

county’s Healthy Howard initiative, including Healthy Workplaces, in its December 

issue. 

Thank you to the folks who prepared the application for this award, especially 

Patricia Harwood, with assistance from Melissa Cahill, Dave Jordan, Tara Rupp, 

and Karlyn Young. 

National Webinar Participants 

The division of continuing education and workforce development was one of two 

community colleges featured on a national webinar on “Top 10 Survival Strategies 

for Non-Credit Programs” sponsored by the National Council on Continuing 

Education and Training. JoAnn Hawkins, associate vice president, discussed 

techniques used at HCC that have helped continuing education survive and thrive in 

this economy. Over 100 continuing education professionals from across the country 

participated in the webinar.

108 

Book Connection Author in Town 

This fall, hundreds of HCC students are reading the Howard County Book 

Connection selection for 2009-2010, When the Emperor Was Divine, a slim and 

elegantly crafted novel that renders a searing account of one Japanese-American 

family's experiences during the second World War. On Tuesday, October 20, author 

Julie Otsuka read and signed books at the college and at the East Columbia 

Library. The Howard County Book Connection Project is a partnership of Howard 

Community College and Howard County Library; this event is cosponsored by the 

Howard County Poetry and Literature Society (HoCoPoLitSo). 

Children’s Learning Center Receives 100%! 

As part of the Maryland child care license process, all centers receive an 

unannounced license inspection every other year. The Maryland State Department 

of Education (MSDE) license consultant for the Children’s Learning Center surprised 

them with an unannounced inspection visit earlier this month. You will be pleased to 

know that the CLC received a 100% adherence on all items in 22 different 

categories. 

Kudos to Angela Bailey, Lori Crocken, Karen Gregoire, Gina Gulliford, Amy 

Haflett, Latishia Johnson, Beth Kolbe, Michelle Kreiner, Polina Lotkina, 

Melanie Martin, Julie Newton, Nona Nourbakhsh, Kim Pins, Melissa Prinz, 

Robin Shipman, Rocio Toledo, and Martha Zilvetty for their professional 

knowledge and adherence to best practices, and to housekeeping and plant ops 

for keeping the facility clean and safe. 

Career Links Open House 

Career Links, a program of counseling and career services designed to assist single 

parents or displaced homemakers with financial need, hosted an open house on 

Wednesday, September 16. The open house is a fall tradition that serves as an 

opportunity for students to drop by the counseling center for a light snack, learn 

about upcoming events, ask any questions that have arisen since school has 

started, and generally mingle with staff and other students. The intent is to make 

these “non-traditional” students feel welcome at HCC. 

The Career Links staff works closely with students to identify and access the 

resources necessary for academic, career, and employment success. A trio of parttime 

staff dedicated to serving program participants, Anita Blake, assistant director, 

Kassy Hargadon-Zester, personal counselor, and Vanessa Turner, administrative 

assistant, were on hand to welcome new and returning students. More than a dozen 

of the programs 75 participants took time out of their hectic schedules to stop by the 

counseling center to enjoy food while mingling with other students. Staff took the 

opportunity to learn more about services students are seeking to assist with program 

planning for later in the fall and spring 2010 semesters. 

Thanks to Anita, Kassy and Vanessa for putting together this event, the counseling 

and career services staff for opening the counseling center’s library to host the

109 

open house, and the Sodexo staff for preparing the food that was served to the 

students. 

Thanks to the 2009 Baldrige Application Team 

We recently received notification that HCC was not selected for a Baldrige site visit 

this fall. HCC was among nine applicants in the education category this year and 

only one is receiving a site visit. We will receive our feedback report by the end of 

November. At that time, we will review the strengths and opportunities for 

improvement outlined by the examiners. Fortunately, all of our experience with the 

Baldrige process is of tremendous value for our Middle States self-study and future 

site visit and strengthens our efforts to provide pathways to success for our students. 

Thank you to everyone in the HCC community for the ongoing efforts in using the 

Baldrige educational excellence framework to examine and continuously improve 

our work processes at HCC. A special note of gratitude goes to the individuals and 

teams who worked so hard to put together our application this past spring and did 

preparation in case we were selected: Lynn Coleman, Janet Cullison, Nassim 

Ebrahimi, Jean Frank, Nancy Gainer, Tom Glaser, Barbara Greenfield, Susan 

Hellenbrand, Steve Horvath, Zoe Irvin, Jackie Jenkins, Dave Jordan, Cheoleon 

Lee, Sung Lee, Barbara Livieratos, Janice Marks, Kim McNair, Melanie Moore, 

Cindy Peterka, Rick Pollard, Ron Roberson, Betsy See, Karlyn Young, and Erin 

Yun. 

HCC’s H1N1 Flu Information Site 

HCC’s website has a new link regarding H1N1 information. You can check it out by 

going to the HCC homepage (www.howardcc.edu) and looking for the red icon on 

the right side of the page. This page is a great resource for information regarding 

prevention, what to do if you get sick, and information updates. Thanks to Randy 

Bengfort, Shelly Bilello, Llatetra Brown, Judi Bulliner, Lynn Coleman, Patricia 

Harwood, Dave Jordan, Bob Marietta, Janice Marks, Ken McGlynn, Karina 

Meier, and Roger Stott for their contributions in getting these pages up and running. 

Maryland Green Registry 

Wendy Walberg, student, and Kimberly Davis, environmental services supervisor, 

went to the Coca Cola plant on Wednesday, September 30, 2009, which sponsored 

an event to give homage to the members of the Maryland Green Registry. HCC was 

the only college represented at the event. The Maryland Green Registry is a 

“voluntary self-certification program designed to promote and recognize “greening” 

efforts by organizations of all types and sizes in the State.” Anyone interested in 

reading the story or seeing a video of the event can go to 

http://www.governor.maryland.gov/pressreleases/090930.asp. 

Market Festival 

On Tuesday, October 6, the office of student life and continuing education 

sponsored the college’s third Community Market Festival. The college welcomed a 

dozen local vendors that sold a variety of items from jewelry to apple pie, with the

110 

goal of educating the campus community about the benefits of purchasing locally. 

Vendors included Bark!, Earth Alley, Eleven Treasures, The Green Candle Store, 

HCC Environmental Club, Nest, Orchard Country Produce, Our Beading Heart, 

Roots, Tigerlilly Shop, Unger’s Fruit Market, the Wellness Center, and Zeke’s 

Coffee. This event would not have been possible without the planning assistance of 

Sara Baum and Tracie Palm. Special thanks go to the volunteers who ensured that 

the event ran smoothly: Olga Chernova, Arnette Hayward, Kristin McCarthy, and 

Tara Rupp. Also, kudos to A/V services and plant operations for their flexibility, 

and the Columbia Association for donating the use of pop-up canopies. 

New j-ref Board Member 

Congratulations to Tom Glaser, who has been elected to the j-ref board for a threeyear 

term. J-ref is a private, not-for-profit organization dedicated to fostering the 

entrepreneurial spirit in Howard County. 

Commission on Aging Representative 

Roxanne Farrar, continuing education coordinator, has been appointed to the 

Howard County Commission on Aging and will represent the college on this 

important commission. As part of her responsibilities, Roxanne is in charge of 

programming for seniors through continuing education and has established a variety 

of creative partnerships and courses for this population. 

Celebrating Our Right to Read 

HCC’s first annual “Celebrate Your Right to Read” campaign held September 29- 

October 1 was a huge success! Two showings of the film Snow Falling on Cedars 

attracted 120 moviegoers, with others visiting the display/information tables, while 

many more participated in the student readings of selections from a variety of 

banned literature. Thank you to everyone who helped make this events possible 

including, Gail Hollander, Rick Leith, Tracie Palm and the office of student life, 

Brett Burrier, Cameron Coates, Christina Corcoran, Jennifer Deliazard, Brigitte 

Hisky, Chelsey Pearce, Taylor Peppers, Mike Scrivener, Deb Talbott, Jonathan 

Tucker, Arla Webb, Angela Wood, and Howard County librarians Cindy Jones 

and Lisa Bankman. 

Beethoven Piano Sonata Concert Series 

The September 26 th opening concert to the 2009-2010 HCC Beethoven Piano 

Sonata Cycle, Lecture, and Master Class Series was a great success! 

Approximately 200 area musicians, educators, students, and music lovers attended 

this historic musical event in the Smith Theatre and were treated to a masterful 

performance given by world-renowned pianist and one of the foremost interpreters of 

Beethoven’s music, Anne Koscielny. The insightful pre-concert lecture was given 

by HCC music faculty member, Dr. Hsien-Ann Meng, to a full house audience in the 

Monteabaro Recital Hall prior to the concert. 

At the second Beethoven concert on October 17, Ms. Koscielny performed one of 

the most challenging and complex works ever written for piano, the "Hammerklavier"

111 

sonata. The pre-concert lecture was given by HCC music faculty, Dr. Benjamin 

Myers. All proceeds go to HCC music student scholarships. 

Thank you to the directors of the series, Dr. Hsiu-Hui Wang and Dr. Wei-Der 

Huang as well as Sarah Angerer, James Bailey, Dave Beaudoin, Dave 

Blachowicz, Joan Bob, Janelle Broderick, Dr. Marian Buck-Lew, Todd Butler, 

Kathia Castillo, Judith Cavendish, Josh Cookson, Graham Denhard, Chris 

Dodd, Nedje Douyon, Margie Dunklee, Faith Dyment, Nancy Gainer, Carol 

Galbraith, Patti Grim, Dr. Cathleen Jeffcoat, Julie Jones, Margaret Kahlor, Dr. 

Deborah Kent, Justin Knight, Valerie Lash, Danielle Malloy, Missy Mattey, Rita 

Mayhew, Bill McCormack Jr., Margie McDonald, Tim McKay, Sam McMenamin 

Eric Moore, Geren Mortensen, Elizabeth Moss, Tracie Palm, Melissa Ratti, Ron 

Roberson, Colette Roberts, Kathy-Ann Royster, David Rybczynski, Bill 

Scanlan Murphy, Mike Scrivener, Jane Sharp, Mark Smedley, Natasha Staley, 

Dr. Kristina Suter, Christi Sutton, Jackie Taylor, Lee Tydings, Karen Vadnais, 

Heather Vaughan, Dr. Sheng-Tsung Wang, Arla Webb, Marie Westhaver, Jane 

Winer, Dr. Kuei-I Wu, staff from the Horowitz Visual and Performing Arts 

Center, the crew from the HCC-TV studio, the print shop staff, and the music 

department for their assistance and support. 

United Way Kick Off a Success 

The HCC United Way Kick-off “Tailgate Lunch Party” on Tuesday, October 13, 2009, 

on the Quad had beautiful weather, generated a great crowd, and was a big 

success. The kick-off festivities included lunch, games, music, and a chili cook-off 

taste testing competition. Many staff, students, and faculty came out and showed 

their team spirit by wearing their favorite team’s jersey or colors in support of this 

event. The initial accounting for HCC’s United Way Campaign shows $487.00 

raised at the kick-off event alone! This is just the start towards HCC’s $20,000 goal. 

Thanks to those who dedicated their time to help make this event a success: Jodi 

Allaire, Daryl Beard, Darrell Dale, Colleen D’Agrosa, Alaka Dharmadhikari, 

Wendell Epps, Anthony Gibson, Farida Guzdar, Vince Harding, Patty Keeton, 

Buff Kelly, Jeremy Kesler, Sharon Lyon, Robert Mang, Chez McElven, Justin 

Megauhey, Billy Moody, Melanie Moore, Megan Myers, Dianna Reynolds, 

Jimmy Robbins, Kathy Ann Royster, Mike Scrivener, Jane Sharp, Arla Webb, 

Jonathan Wilkes, Kerri Worden, Andre Wright, Karlyn Young, Erin Yun, office 

of student life, Sodexo staff, and security staff. 

Fall Transfer Fair 

On Wednesday, October 7, the office of admissions and advising sponsored the Fall 

Transfer Fair. More than 700 students seeking to transfer spoke to admissions 

representatives from 61 colleges and universities from the region. An information

112 

session was held during the day about the new Dickinson College-HCC Honors 

Partnership. In the evening, interested students attended an information session 

about the Excelsior College Consortium. 

Many thanks to the office of admissions and advising and in particular Debbie 

Bauley, Laura Cripps, Jennifer Gray, Jeanette Kissel, Dorothy Plantz, Jim 

Robbins, Joi Ryan, Jane Scott, and Eva Surowiec. Additional thanks to financial 

aid services, the office of international education, plant operations, security, 

the office of student life, the teacher education program, and the welcome and 

information center for making this day a success for our students. 

Development Update 

September Foundation Revenue 

Gifts and Pledges Only 

2009 2008 

Monthly total [1] $124,958 $177,073 

Endowment funds $5,415 $2,710 

Scholarship funds $70 $1,080 

Grant funds $2,719 $14,230 

[1] Endowment, scholarship, and grant revenues reflect ONLY funds that have been restricted to those 

specific types of accounts. The monthly total includes all revenue and therefore is not a sum of the 

numbers indicated for endowment, scholarship, and grant funds. 

Major Donor Party 

The major donor party was attended by approximately 120 major donors on Friday, 

September 25, 2009 at the Apple Ford dealership. For the second year in a row, the 

show room was a unique and elegant venue and members of the Doetsch family 

were gracious hosts. 

Capital Update 

Athletic Fields Renovations 

Atlas Track and Clark Companies were hired by the college through the 

Pennsylvania Education Joint Purchasing Council (PAEJPC) contract to complete 

phase five of the field renovations. The design/build services included excavation, 

grading, field restoration, fencing, and installation of FieldTurf on a multi-purpose 

athletic field to be used for soccer, lacrosse, softball, and baseball. Change orders 

were requested for approval in September and will be requested at the October 

board meeting for walkway re-grading, perimeter fencing, and ball barrier netting. All 

of these items address safety issues and liability. The edge of the walkway was 

raised to correct the severe drop at the corner; the perimeter fencing is being 

installed to protect the field from possible damage and vandalism; and the ball 

barrier netting is also requested as a safety precaution. The project remains on

113 

schedule and is expected to be complete in November 2009. College staff are 

developing plans for a ribbon-cutting ceremony. 

McCuan Hall and Smith Theatre Renovations 

There are a few punchlist items in the Smith Theatre pending completion including 

the sound system and signage. Once completed, the college will closeout this 

project. 


The work associated with the cashiers’ area, the security dispatch center, and the 

test center has been completed. The work associated with the financial aid office is 

slated to begin at the end of October with proposed completion by January 1, 2010. 

Following this renovation, the college will perform necessary punchlists and prepare 

for project closeout. 

James Clark, Jr. Library Building Renovations 

Construction continues to progress and the project is now 90 percent complete. The 

final phase of this project is phase four and includes the south side of the building 

encompassing the remaining portion of the library, the information literacy room, and 

student/faculty training rooms. The library component has been completed and has 

been turned over to the college. The remaining items under phase four are 

scheduled for completion in February followed by the development of punchlist items 

in March 2010. 

The college has been pleased with the progress and coordination throughout the 

project. The project remains under budget and ahead of schedule. 

Health Sciences Building 

The college awarded the contract for professional architectural services for the 

design of the new health sciences building to Ayers Saint Gross. The purpose of 

this project is to design and construct a new health sciences building of 94,830 gross 

square feet to support the health sciences disciplines. The college submitted the 

request for state funding participation to the Maryland Department of General 

Services on September 22, 2009, for Maryland Board of Public Works approval. 

Following approval, the college will issue the notice to proceed and purchase order 

to Ayers Saint Gross (ASG). Per the project specifications, the college is requiring 

ASG to manage the certification process to assist it in achieving Leadership in 

Energy and Environmental Design (LEED) silver certification. 

The college is very excited to be working with the proposed team on this building 

and expects to have the kick-off meeting in late October 2009. 

Shuttle Services and Temporary Parking on Grand Prix Field 

Shuttle service from the Wilde Lake Village Center to the college’s campus ended on 

September 25, 2009. As a proactive measure, the college extended the use of the 

Wilde Lake parking area through the end of November. In the event of inclement

114 

weather, the college will order shuttle service on an as-needed basis. Parking will 

continue on lot F (the former Grand Prix field) as long as weather permits. 

Parking Garage #2 

The next parking garage was originally scheduled to be located on the Hickory 

Ridge parking lot. After examining other areas on campus that may be better suited 

for the next garage, locations proposed included the former Grand Prix field or the 

area behind plant operations adjacent to the current parking garage. The location is 

being finalized with the master planning process. To date, no construction drawings 

have been started. 

Facilities Master Plan Update 

The master plan process was launched over the summer and is well underway. 

Ayers Saint Gross Architects won the bid for the professional services and has 

developed an outstanding team to address all of the college’s requirements for the 

master plan. JMZ Architects and Planners, one of the consultants assigned to this 

project, is performing the space needs analysis and utilization study, environmental 

scan, and academic plan. 

During the data collection phase, it was evident that the fall 2009 enrollment data 

was necessary to provide accurate projections for the college’s space needs. 

Therefore, the college requested that JMZ re-do what was done to date on the 

classroom utilization study using the 2009 fall course data. Both the college and the 

consultants agree that the most current data is required to complete the space 

needs analysis as this data will drive the need and provide justification for future 

capital projects over the next ten years. The fee associated with this additional work 

is being presented to the board for approval at its October meeting. 

At the September board meeting, a presentation was given to the board to update 

the trustees on the facilities master planning process progress to date. In addition, a 

two-day planning workshop will be conducted with the steering committee on 

October 26 and 27. Following this workshop, ASG will meet with the board to review 

guiding principles and present concepts for discussion in November. The master 

plan is proposed for completion and submission to the state on April 2010. 

Campus-wide Safety, Compliance, and Facility Renewal Projects 

The college prioritizes and schedules its immediate renovation needs as 

documented in the facilities condition assessment and identified in the capital 

budget. The current renovation projects in progress or recently completed are listed 

below. The college is evaluating and prioritizing its list of projects for fiscal year 

2010. 

In progress: 

• On-going deferred maintenance items; 

• On-going interior and exterior signage design and installation; 

• Stairway ADA phones;

115 

• Nursing Building second floor men’s restroom renovations; 

• Athletic and Fitness Center fire alarm replacement; and 

• Various carpet replacements throughout campus. 

Recently completed: 

• HVAC replacement for nursing building.

116 

D – Board Member Comments 



Regular Session Item D

117 



Regular Session Item E 

E – Report of the Legislative and Community Relations 

Committee 

• October 5, 2009, Meeting Notes



Legislative and Community Relations Committee 

Meeting Notes 

October 5, 2009 – 12:00 p.m. 

Rouse Company Foundation Student Services Hall – RCF 120B 

Present: Katherine K. Rensin, committee chair; Roberta E. Dillow, trustee; Mary 

S. Esmond, trustee; and Kathleen Hetherington, president 

Staff: Nancy S. Gainer, executive director of public relations; and Erin M. Yun, 

director of board relations/special projects. 

Topic Outcome 

Trustee Rensin brought the meeting to order at 12:13 p.m. 

1. Attendance at 

National Legislative 

Summit 

2. Review of 

Legislators on Key 

Committees 

& 

3. Discussion of 


with Legislators 

The meeting adjourned at 1:30 p.m. 

118 

The legislative and community relations committee will make a recommendation to 

the board that some members of the board attend the national legislative 

conference this year. 

The committee members discussed the necessity of communicating the needs of 

the college’s students and the impact of further cuts to elected officials. 

Specifically, the impact of state cuts on the county’s maintenance of effort 

requirement was discussed. 

Dr. Hetherington gave an update on the MACC statewide advocacy goal and steps 

that have been taken to date, including the identification of statewide champions 

among elected officials and information gathering about connections that elected 

officials have to community colleges. Jill Biden has been asked to be the keynote 

speaker at the Maryland Trustee Workshop in early 2010. 

Nancy Gainer gave an overview of the campaign that the public relations office is 

currently developing targeted towards elected officials. Additionally, she is working 

to develop a cadre of spokespeople including parents, students, and alumni who 

can speak on behalf of the college. 

Erin Yun will forward information to the trustees about the state legislative 

committees critical to the college and the legislators that sit on them. She will then 

gather information about which trustees have relationships with these elected 

officials. 

Additional suggestions included gathering letters from students to state legislators 

and county officials, feature stories in the Business Monthly and Maryland Life, and 

sending legislators clippings of stories on the college. Nancy Gainer will follow-up 

on these suggestions. Additionally, efforts are being made to connect elected 

officials directly with students throughout the year. 

The committee also discussed the need to give both state and county elected 

officials a clear image of the impact on students of cuts and a potential increase in 

tuition. 

The legislative breakfast in January was discussed, particularly ways to connect 

both state and county officials with students and highlight the ways that HCC 

supports them and the community.

119 

F – Approval of Minutes 






Regular Session Item F


BOARD OF TRUSTEES 

WORK SESSION MINUTES 


The Board of Trustees of Howard Community College (HCC) met in work session on 

Wednesday, September 23, 2009, in The Rouse Company Foundation Student Services Hall 

(room 400) at Howard Community College, Columbia, Maryland. Chair T. James Truby 

brought the work session to order at 6:04 p.m. Other board members present included vice 

chair Katherine K. Rensin, and trustees Roberta E. Dillow, Kevin J. Doyle, and Mary S. 

Esmond. Kathleen B. Hetherington, secretary-treasurer, was also present. Trustees 

Patrick Huddie and Louis G. Hutt, Jr. were absent. 

I. Introduction of New Employees 

Ron Roberson, vice president of academic affairs, introduced Jacqueline Dzubak, 

interim instructor, English, and Assefa Fisseha, instructor, radiologic technology. 

Lynn Coleman, vice president of administration and finance, introduced Elizabeth 

Moss, interim director, purchasing, inventory, and contract administration, and Phil 

Riggins, environmental services manager. 

Cindy Peterka, vice president of student services, introduced Kevin Maffey, 

admissions and advising information specialist (intake). 

II. Introduction of Constituency Group and Cross-Functional Team Leaders 

120 

Kate Hetherington, president, introduced diversity committee co-chair Julie Jones, 

audience services manager and website designer, and salary and benefits committee 

vice chair, Anna Hamilton, technical support analyst, student computer support. 

Ron Roberson introduced faculty forum president, Ann Repka, assistant professor, 

biology. He also introduced curriculum and instruction committee chair, Sharon 

Lyon, professor, physical science. 

Lynn 

Coleman introduced support group chair, Judy Darling, office associate V, 

welcome center; Yvonne Beachum, office associate IV, math and distance/alternative 

learning office; and Jennifer Lepore, front desk information specialist in the continuing 

education office. She also introduced facilities and sustainability team co-chair, 

Shelly Bilello, capital programs administrator. 

Tom 

Glaser, vice president of information technology, introduced 

professional/technical group chair Margaret Wedde, office supervisor, health 

sciences/social sciences/teacher education division office; and representatives, Jodi 

Allaire, president’s office technology manager; Schnell Garrett, assistant director, 

student life; Lisa Ragland, admissions and academic advisor; and Valerie Smith, 

senior network administrator. 

Cindy 

Peterka, vice president of student services, introduced student government 

association president, Giancarlo Simpson, and vice president, Janet Lubov. She 

also introduced enrollment management team co-chairs, Randy Bengfort, director,

marketing and communications, and Barbara Greenfeld, associate vice president for 

enrollment services. 

Erin Yun, director of board relations and special projects, introduced administrators’ 

group chair, Linda Wu, director, administrative information systems, and vice chair, 

Missy Mattey, director of development. She also introduced college council 

president, Valerie Smith. 

Zoe 

Irvin, executive director, planning, research, and organizational development, 

introduced professional development team co-chair, Karlyn Young, director, human 

resources. 

III. Information 

Session: Facilities Master Plan Progress Report #1 

Lynn Coleman gave an outline of the facilities master plan, which is updated every five 

years. Ayers Saint Gross representatives Ed Kohls and Amelle Schultz presented 

the progress to date on the plan, which is expected to be complete by the spring of 

2010. Focus groups included members of the college community, and the 

surrounding community. An environmental scan, space utilization study, and 

facilities condition assessment are also being conducted. Natural and built areas 

were studied including space needs, parking/traffic circulation, landscape/grounds 

and handicap accessibility, and expanded food services. The steering committee 

identified three planning principles: one identity, collegiate atmosphere, and 

sustainability. 

Chair 

Truby asked for a copy of the draft report to share with the board. 

T he work session adjourned at 6:50 p.m. 

The 

above constitutes the official minutes of the September 23, 2009, work session of the 

Howard Community College Board of Trustees as approved on October 28, 2009, and is a 

true and correct copy of same. 

Kathleen B. Hetherington, secretary/treasurer 

121



REGULAR SESSION MINUTES 


The Board of Trustees of Howard Community College (HCC) met in regular session on 

Wednesday, September 23, 2009, in The Rouse Company Foundation Student Services Hall 

(room 400) at Howard Community College, Columbia, Maryland. Chair T. James Truby brought 

the regular session to order at 7:06 p.m. Other board members present included vice chair 

Katherine K. Rensin, trustees Roberta E. Dillow, Kevin J. Doyle, and Mary S. Esmond. 

Kathleen B. Hetherington, secretary-treasurer, was also present. Trustees Patrick Huddie and 

Louis G. Hutt, Jr. were absent. 

A. Approval of September 23, 2009, Agenda 

A recommendation to approve the September 23, 2009, agenda, was moved by Trustee 

Dillow, seconded by Trustee Doyle, and unanimously approved. 


122 

1. Board End: Strategic Planning 

Zoe Irvin, executive director of planning, research, and organizational 

development, gave an overview. 

This item was for information only and required no board action. 


Lynn Coleman, vice president of administration and finance, gave an overview. 

She discussed the proposed projects in the FY11 capital budget, including the 

project priorities recommended by the audit and finance committee. Chair Truby 

and Trustee Doyle gave an overview of the audit and finance committee’s 

deliberations. The board discussed upcoming capital projects, specifically the 

health sciences building and parking. The board will vote on the final version of 

the capital budget in October. 

3. Maryland Higher Education Commission (MHEC) Performance 

Accountability Report 

Zoe Irvin reviewed highlights of the MHEC performance accountability report. 

A recommendation to approve this report, was moved by Trustee Doyle, 

seconded by Trustee Rensin, and unanimously approved. 

4. Financial Statements Disclosure Schedule and Financial Statements 

Lynn Coleman reviewed highlights of the financial statements and the disclosure 

schedule.



Dr. Hetherington acknowledged the work of Missy Mattey, director of development, her 

team, and all of the volunteers for the Grand Prix; Missy Mattey reported a tentative 

figure of $60,000, which will probably change after all the money is counted. Based on 

the economy and the new location, it was felt this was a good number. She reported that 

fewer raffle tickets were sold this year and most sponsors supported at a lower level 

including Coca-Cola. Vice Chair Rensin talked about the cost of putting on this event in 

a year when in-kind contributions were down. Missy Mattey recognized plant operations, 

security, information technology, all the volunteers, and the Grand Prix chairs. She said 

that Marama Farm has many opportunities for future growth. Trustee Esmond cautioned 

against publicizing the “expectation” of the winner giving the car back because that might 

discourage people from purchasing raffle tickets. Trustee Esmond also mentioned that it 

was a public show of support for the college that members of the community offered to 

have the event on their farm. Vice Chair Rensin suggested generating excitement for 

next year’s event on Saturday, September 25, 2010, with a countdown calendar on the 

front lawn of the campus. 

Dr. Hetherington mentioned several events and meetings in the past month. Dick 

Talkin’s art salon on September 17 was attended by 140 people and raised $40,000 in 

pledges that evening and more funds are expected. The Department of Budget and 

Management’s capital budget hearing was held on September 23 and HCC was asked 

about the status of Belmont, the Clark Library Hall renovation, and the allied health 

building. Dr. Hetherington, Lynn Coleman, and Ron Roberson, vice president of 

academic affairs, met with their counterparts from Carroll and Frederick community 

colleges to discuss the Mid-Maryland Allied Health Consortium located in Mt. Airy. Betty 

Noble, business faculty, and Dr. Hetherington taped an episode of the Down to Business 

television show with Michael Mobley that will air next month. She reminded board 

members of the major donor party on Friday, September 25 at 6:00 p.m. at Apple Ford. 


123 

Chair Truby commented about the energy level at this year’s Grand Prix. He said if one 

would have imagined the ideal setting and layout, Marama Farm was it. He commended 

fellow trustees for being there and supporting the event. 

Trustee Esmond commented that she is continually impressed with the detailed 

information presented in the board materials and by the people who work at HCC. She 

feels privileged to be a board member. She also commented that having the Grand Prix 

at Marama Farm took the event out to the western part of the county and brought 

awareness of the college to that part of the county. 

Trustee Dillow reiterated trustee Esmond’s comment about taking the Grand Prix out to 

the western part of the county. She also commented on the Rouse Scholars reception 

and on HCC being the only U.S. institution invited to participate in the archeological dig 

in France. Nancy Gainer, executive director of public relations, talked about pitching the 

story to the local and national media. The Baltimore Sun will run the story on Sunday.

Trustee Doyle commented that the Grand Prix was a great event. 

Vice Chair Rensin echoed comments about the Grand Prix. She commended Missy 

Mattey and commented that the early drawings for the raffle were a good idea. 

E. Report of the Legislative and Community Relations Committee and the Audit and 

Finance Committee 

Vice Chair Rensin asked board members to think of ways to advance HCC’s legislative 

agenda and emphasized that it is very important that each board member talk to 

legislators. President Hetherington has been meeting with all of the legislators. Trustee 

Esmond recommended routinely marketing the college to our legislators. Ideas included 

student involvement and building on the work of Dr. Hetherington as she leads the 

Maryland Association of Community Colleges (MACC) advocacy group. 

Chair Truby gave a brief overview of the audit and finance committee meeting and 

mentioned that the auditors were impressed by HCC’s accounting system and financial 

controls and will issue a clean audit letter. 


F. Approval of Minutes 

A recommendation to approve the August 26, 2009, work session, regular session, and 

closed session, minutes was moved by Trustee Dillow, seconded by Trustee Doyle, and 

unanimously approved. 


1. Proposed new hires; 

2. Spending allowance increase for the athletic and fitness center fire alarm upgrade 

in the amount of $216,753 awarded to Siemens Building Technologies, Landis 

Division; 

3. Athletic fields phase V change orders 2 ($4,809.96) and 3 ($31,734.74) in the total 

amount of $844,717.61 awarded to Atlas Track and Tennis, Inc.; 

4. Health care insurance agreement estimated at $5,122,000 with Howard County 

currently having the right to select carriers; 

5. Website technology services in the amount of $43,500 awarded to Systems 

Alliance, Inc.; 

6. Office copiers in the amount of $60,480 awarded to Enoch Office Equipment; and 

7. Architectural/engineering services for the health sciences building in the amount 

of $4,002,656 awarded to Ayers Saint Gross. 

A recommendation to approve the consent items was moved by Trustee Rensin, 

seconded by Trustee Dillow, and unanimously approved. 

H. Discussion Item 

124 

1. Sodexo Agreement 

Lynn Coleman gave an overview of the amendment. 

A motion to approve the amendment as submitted was moved by Trustee Dillow,


Adjournment 

seconded by Trustee Doyle, and unanimously approved. 

1. Issue Bin 



Erin Yun, director of board relations/special projects, reminded board members of 

the major donor party on September 25, the chamber’s signature event on 

October 2, and the diploma recognition ceremony on November 8 with Tom 

Perez, former secretary of labor, licensing, and regulation, as the keynote 

speaker. 






Chair Truby read the resolution to adjourn the regular session and move into closed 

session. 

The regular meeting was adjourned at 8:37 p.m. 

The above constitutes the official minutes of the September 23, 2009, regular meeting of the 

Howard Community College Board of Trustees as approved on October 28, 2009, and is a true 

and correct copy of same. 


125



CLOSED SESSION MINUTES 


The Board of Trustees of Howard Community College (HCC) met in closed session on 

Wednesday, September 23, 2009, in room 400 of the Rouse Company Foundation 

Student Services Hall at Howard Community College, Columbia, Maryland. At 

approximately 8:37 p.m., Chair Truby read a resolution to enter into closed session at 

the conclusion of the public meeting, which was supported unanimously by the board. 

Other board members present included vice chair Katherine K. Rensin and trustees 

Roberta E. Dillow, Kevin J. Doyle, Mary S. Esmond, and Patrick L. Huddie. Kathleen B. 

Hetherington, secretary-treasurer, was also present. Additionally, Lynn Coleman, vice 

president of administration and finance was in attendance. 

WHEREAS, The board of trustees of Howard Community College is authorized 

by Section 10-508 of the State Government Article of the Annotated Code of Maryland 

to conduct certain portions of its meetings in closed session. 

NOW, THEREFORE, BE IT RESOLVED, that the board of trustees of Howard 

Community College hereby conduct its meeting in closed session beginning on 

September 23, 2009, at the conclusion of the regular meeting in room 400 of the Rouse 

Company Foundation Student Services Hall to discuss the appointment, employment, 

assignment, promotion, discipline, demotion, compensation, removal, resignation, or 

performance evaluation of appointees, employees, or officials over whom it has 

jurisdiction; and consult with staff, consultants, or other individuals about pending or 

potential litigation as permitted under Section 10-508(a)(1)(i) and (8) respectively and 

that such meeting shall continue in closed session until the completion of business. 

The meeting was adjourned at 9:05 p.m. 

The above constitutes the official minutes of the September 23, 2009, closed session of 

the Howard Community College Board of Trustees as approved October 28, 2009, and 

is a true and correct copy of same. 


126

127 



Regular Session Item G 

G – Consent Items were previously distributed to members 

of the Board of Trustees

Board of Trustees’ 

Consent Materials 


6:00 pm 


RCF-400

1. Board members practice respectful dialogue 

that serves the best interests of the college. 

2. Each board member works to integrate servantleadership 

into the board culture. 

3. Each board member has the opportunity to 

speak uninterrupted. 

4. Board members come prepared – board chair 

needs to understand what is required and set 

time and material appropriately. 

5. Board chair acts as caretaker for the board – 

acts as filter, evaluates agenda for time well 

spent. 

6. Board chair speaks for the board to the media. 

7. Consent materials are available 10 days in 

advance; remaining board materials are 

available seven days in advance. 

8. Board members should route any requests for 

additional information to the board chair or the 

president at least two business days prior to the 

board meeting.

Howard Community College’s 

Dragon Principles 

We promise to help our students, employees, and community 

members “get there from here.” 

We pledge to... 

Be friendly 

Be helpful to our students and community 

Be considerate of each other 

And we pledge to… 

Value Innovation


Advanced Consent Agenda 



RCF-400 





5. Professional Services to write the Part I/II Facility Program for the new 

Science, Engineering, and Technology Building 









1

1 – Proposed New Hires 



Consent Item 1 

Background: The following item is a summary of the proposed new hires for 

Howard Community College. Each employee’s salary is determined by objective 

analysis of the job skills of the position and by placement in the appropriate salary 

range, as approved by the board. 

Purpose: To obtain board approval for new hires 

Timeline: September 2, 2009 – October 5, 2009 


The administration requests that the board of trustees approve: 

Item: List of new hires 

Source of funds: The position and/or the funds are in the FY10 budget as 

approved by the board at its April 22, 2009, meeting. 

Compliance: This request is in compliance with college procedure, Selection 

of Faculty and Staff – 63.02.03, and within the presidential 

boundaries related to compensation, fiscal conditions, and other 

appropriate limitations. 

2

BUDGETED HIRES (Position Control Positions) 1 


PROPOSED NEW HIRES 

For October 2009 Board Meeting 

1 Position Control position hires are those employees hired who are budgeted employees of the core workforce. 

2 Annual salary is shown for exempt employees; estimated annual compensation is shown for non-exempt employees since official compensation is an hourly amount (not shown); the employee’s salary may reflect part-time or ten-month employment. 

3 Ranges shown are taken from the published salary schedules which include only 12-month salaries for full-time staff. Faculty ranges may be 10 or 12-month as applicable. 

4 Current employee of the workforce who successfully competed for a vacant position within the college. 

10/5/09 


Title 

Assistant Textbook Manager 

October 2009 

Title 

Instructor, Nursing 

Department 

Bookstore 

Department 

Health Sciences 

Position Control Status 

New Position 

(Temporary with Benefits) 

Position Control Status 

New Position 

Grant Funded 

3 

Grade 

8 

Grade 

Instructor 

(12 month) 

Range for Grade 3 

$34,769-$57,717 

Range for Grade 3 

$54,468-$78,979 

Compensation 2 

$36,957.60 

Compensation 2 

$62,718.00 

Name 

Grim, Dewey 4 

Name 

Paul, Debby 

Effective 

Date 

9/15/09 

Effective 

Date 

10/05/09

2 – Fiscal Year 2011 Capital Budget 




Background: The following document is the final proposed version of Howard 

Community College’s FY11 capital budget. The preliminary budget was presented 

to the audit and finance committee on September 17, 2009. Following review, 

recommendations from the committee were incorporated into the document and 

presented to the full board at its meeting on September 23, 2009. Due to the diligent 

review by the audit and finance committee, there were no changes recommended at 

the September board meeting. Therefore, the proposed budget is provided to the 

board of trustees for final approval as a consent item. The final document will be 

submitted to the County Executive and County Council in early November 2009. 

Purpose: To obtain board approval for the final proposed FY11 capital 

budget 

Timeline: July 1, 2010 – June 30, 2011 


The administration requests that the board of trustees approve the following 

document including the priority of capital project requests. 

Source of funds: FY11 Capital Budget. 

Compliance: This request is in support of the board of trustees’ policies and 

Governance Process: Board’s Role and Presidential 

Boundaries: Budgeting/Forecasting. 

4

Proposed 

Fiscal Year 2011 

Capital Budget 

Preliminary Board Review – September 17, 2009 

10901 Little Patuxent Parkway Columbia, Maryland 21044 

5


Capital Budget 

Fiscal Year 2011 


Mr. T. James Truby, Chair 

Ms. Katherine K. Rensin, Vice Chair 

Ms. Roberta E. Dillow 

Mr. Kevin J. Doyle 

Ms. Mary S. Esmond 

Dr. Patrick L. Huddie 

Mr. Louis G. Hutt, Jr. 

Dr. Kathleen B. Hetherington, Secretary-Treasurer 

6

TABLE OF CONTENTS 

INTRODUCTION......................................................................................................................... 1 

PRIORITY OF FISCAL YEAR 2010 CAPITAL PROJECT REQUESTS ............................ 9 

PROJECT DESCRIPTIONS ..................................................................................................... 10 

FY06 PARKING GARAGES (PROJECT NUMBERS M-0529 and M-0526) ........................... 10 

FY04 ROUSE COMPANY FOUNDATION STUDENT SERVICES HALL (PROJECT 

NUMBER M-0530) ................................................................................................................... 12 

FY05 RENOVATIONS TO McCUAN HALL AND SMITH THEATRE (PROJECT NUMBER M- 

0534) ......................................................................................................................................... 14 

FY95 SAFETY, COMPLIANCE, AND FACILITY RENEWALS (PROJECT NUMBER M-0540) 

.................................................................................................................................................. 16 

FY08 CAMPUS ROADWAYS AND PARKING (PROJECT NUMBER M-0542) ..................... 19 

FY06 RENOVATIONS TO VACATED STUDENT SERVICES AREAS – CLARK LIBRARY 

AND ST BUILDINGS (PROJECT NUMBER M-0533) ............................................................ 21 

FY10 HEALTH SCIENCES BUILDING (PROJECT NUMBER M-0532) ............................... 23 

FY11 NURSING BUILDING RENOVATIONS (PROJECT NUMBER M-0536) ..................... 26 

FY96 ATHLETIC & FITNESS CENTER AND ATHLETIC FIELDS RENOVATIONS 

(PROJECT NUMBER M-0512) ................................................................................................ 28 

FY99 HVAC REPLACEMENT AND UPGRADE (PROJECT NUMBER M-0528) .................. 31 

FY10 SCIENCE, ENGINEERING, AND TECHNOLOGY BUILDING (PROJECT NUMBER 

M-0543) .................................................................................................................................... 32 

FY09 HICKORY RIDGE BUILDING RENOVATIONS (PROJECT NUMBER M-0535) ........ 34 

FY11 MATHEMATICS BUILDING (PROJECT NUMBER M-0539) ...................................... 36 

FY13 BUSINESS/COMPUTER SYSTEMS AND SOCIAL SCIENCE/TEACHER EDUCATION 

BUILDING (PROJECT NUMBER M-0544) ............................................................................ 37 

FY15 MAINTENANCE BUILDING (PROJECT NUMBER M-0545) ...................................... 39 

FY07 BELMONT CONFERENCE CENTER (PROJECT NUMBER M-0537) ........................ 41 

SUMMARY OF CAPITAL PROJECT FUNDING ................................................................ 42 

OTHER IMMEDIATE NEEDS AND FUTURE PROJECTS ............................................... 43 

FY 2011 Capital Budget iii 

7

INTRODUCTION 

The capital budget delineates future projects planned as part of Howard Community College’s (HCC) 

five-year capital improvements program and ten-year facilities master plan. The renovation and new 

construction of campus facilities are critical components of these plans and are consistent with the 

college’s mission, vision, values, and strategic goals. Justification for capital projects particularly 

involving new construction is directly related to the college’s enrollment growth. Typically, capital 

projects are planned using a ten-year student enrollment projection. The current enrollment and ten-year 

projected enrollment growth along with the state space allocation guidelines are then calculated and used 

in determining higher education space needs that are eligible for capital funding. 

In accordance with the provisions of the Education Article of the Annotated Code of Maryland and the 

Code of Maryland Regulations (COMAR), each college is mandated to generate a comprehensive 

facilities master plan that establishes a framework for the orderly development of all capital 

improvements that support the institution’s role and mission. The plan is required to cover a period of no 

less than ten years with a land-use plan covering twenty years. In addition, it is required that the plan be 

updated every five years, whenever major changes occur in role and mission, or when changes occur in 

plan components that have significant facilities implications. 

The last plan was completed in March 2006, covering the period 2005 through 2015. Request for 

proposal documents were developed last spring to solicit professional services for the development of the 

new facilities master plan to cover the period 2010 through 2020. The entire master planning process 

takes approximately a year. Development of the plan is timely with the installation of HCC’s new 

president, recent completion of the Commission on the Future, as well as the college’s new mission, 

vision, and strategic goals recently adopted. 

This plan will guide the facilities development and renovations of existing buildings and systems for the 

college. The advancement of the college’s institutional plan and the development of a comprehensive 

strategy will direct the college’s future facilities construction and renewals. A thorough examination of 

the college’s academic programs, enrollment patterns, unique institutional characteristics, staffing trends, 

and instructional direction will be conducted. The plan will analyze campus development data, land use, 

buildings and systems, campus development assets, and alternatives for capital projects. In addition, a 

new area of interest with the state is space utilization. A thorough assessment of the college’s room usage 

and occupancy rates will be conducted along with the examination of existing buildings for the 

sequencing of renovations and deferred maintenance consistent with the college’s programmatic changes 

and enrollment increases was proposed. 

The plan will focus primarily on the Columbia main campus; however, the college’s other satellite 

locations shall be analyzed with respect to academic programs, enrollment, and unique characteristics, 

and incorporated into the master plan document. 

The components to be completed and integrated as part of the facilities master planning process include: 

• Facilities Condition Assessment 

• Space Needs Analysis 

• Academic Plan 

• Environmental Scanning 

• Technology and Infrastructure Review 

• Landscape Plan 

• Transportation and Traffic Study 

FY 2011 Capital Budget 1 

8

• Security Assessment (assessment being completed; requires integration) 

• Sustainability Climate Action Plan (plan being completed; requires integration) 

• Signage Master Plan (plan under development; requires integration) 

The campus facilities master plan creates a roadmap for the college to follow in future years to 

accommodate its enrollment growth, making it an invaluable tool that will drive the college’s future 

capital budget requests and help identify immediate and long-term needs. Components of the facilities 

master plan are then summarized each year in the annual capital budget submissions to the county and 

state, which also includes a five-year capital improvements program. The proposed FY11 capital budget 

request reinforces the overwhelming need for ongoing facilities construction and renewals on HCC’s 

campus. 

HCC has received outstanding capital support from both the county and state to assist in the funding of 

facilities renewals and new construction. The justification is the college’s current and projected 

enrollment and the critical space needs required to accommodate this growth. Based on the growth trends 

for headcount enrollment, the college is expected to grow by 22 percent over the next ten years. 

The following chart illustrates current and projected growth trends by fiscal year: 

Unduplicated Headcount Enrollment* 

Credit and Noncredit by Fiscal Year 

Fiscal Year Credit Non-Credit Total Headcount 

FY02 9,012 13,690 22,702 

FY03 9,262 13,640 22,902 

FY04** 9,545 14,722 23,751 

FY05 9,950 14,221 23,548 

FY06 10,135 14,253 23,729 

FY07 10,538 14,952 24,812 

FY08 11,274 17,056 27,609 

FY09 11,771 17,467 28,538 

FY13 (Projected) 13,066 19,301 32,367 

FY18 (Projected) 14,361 21,135 35,496 

* Students may be duplicated between credit and noncredit courses. 

** Beginning in FY04, the figure for “all students” is an overall unduplicated count of credit and noncredit rather than a sum. 

Source: Planning Information System, Planning Research and Organizational Development, HCC 

Enrollment Projections for MD Public Colleges and Universities, MHEC, June 2009 

The unduplicated headcount for FY09 was 11,771 for credit courses and 17,467 for noncredit courses, 

continuing education, and workforce development programs. The above table also includes a five-year 

projection and a ten-year projection using 22 percent increase for credit enrollment and 21 percent 

increase for noncredit. 

The Maryland Higher Education Commission (MHEC) collects, analyzes, and reports enrollment data 

from all Maryland public colleges and universities. For reporting purposes, MHEC separates the data into 

two categories: 1) full-time students and 2) part-time students; and provides projection for both credit and 

noncredit enrollments. All projection models involve the application of a linear regression analysis. 

Credit enrollments can be predicted by applying the historical relationship between the state’s population 

and past in-state enrollments to future population projections. Noncredit enrollments are forecasted by 

applying the historical relationship between the adult population 20 years of age or older in the county 

2 FY 2011 Capital Budget 

9

and past noncredit enrollments at the campus to future population projects. The predicted number of 

students at the community colleges was determined on the basis of the recent market share, growth rate of 

each institution, and the anticipated change in the college-age population in each county. 1 

MHEC continues to report that community colleges maintain a higher growth percentage than the fouryear 

institutions. This difference is attributed to the rising number of high school graduates attracted to 

the Maryland community colleges over the past ten years due to affordable tuition and fees and 

articulation programs with four-year institutions. Tuition increases are expected to have an impact on 

full-time and part-time college enrollments and colleges will be affected by changes in the per capita 

income of Maryland residents. 

This year, the Maryland Higher Education Commission reports that there will be a sharp difference 

between the community colleges and the public four-year institutions in the growth rates of full-time and 

part-time enrollments. Community colleges are projected to rise by 22 percent for full-time enrollments 

while the four-year institutions are anticipated to rise by only 10 percent. However, part-time enrollments 

are projected higher at the four-year institutions at 32 percent then the community colleges at 11 percent. 

The assumptions for these increases as previously noted are based on state population projections, 

historical enrollments, trends in high school graduates, changes in per capita income, and tuition increases 

at public four-year institutions. 

Growth rates at Howard Community College surpass the state average of 15 percent total credit 

enrollments for community colleges. HCC is projected to rise by 22 percent for both full-time students 

and part-time students over the next ten years. Consistent with last year, HCC’s noncredit forecast also 

exceeds the state average for total noncredit enrollments. Howard is projected to increase by 21 percent 

for continuing education enrollments while the state average for all community colleges is only projected 

to rise by 10 percent during the next ten-year period. 

This data is also consistent with the statistics reported by the college’s planning, research, and 

organizational development office as well as with the Census Bureau and Howard County’s Department 

of Planning and Zoning. The Census Bureau report provides growth estimates with regional and state 

comparisons. The Howard County Department of Planning and Zoning uses that data to produce the 

growth estimates based on new housing units and historic population patterns. Population growth is also 

estimated based on the type of units built, estimated household size, and vacancy rates. 2 

The Census Bureau recently released its intercensal population estimates for the period from April 1, 

2000, the time of the last Decennial Census, to July 1, 2008. The population estimates are based on 

growth by three components of change: 1) natural population increase (births minus deaths); 2) 

international migration; and 3) internal or domestic migration. Over the eight-year period, the county’s 

population increased by 27,153 residents, an 11 percent increase. Of this population growth, 66 percent 

was due to natural population increase (births minus deaths); 22 percent was due to international 

migration; and 12 percent from internal or domestic migration. Howard County continues to experience 

growth in its population, housing, and economy due to its strategic location in the Baltimore-Washington 

corridor, the labor pool is large, educated, and diverse. Opportunities for continued growth are well 

documented with the migration of young families into the area, the rapid development of the local 

economy, and the development of new communities. 

However, these growth rates, supported by population projections and census data for Howard County, 

show that while the natural population increase and international migration increase have remained 

relatively constant, the domestic migration continues to slow. Looking at the detailed internal migration 

data some noticeable trends have occurred resulting in less internal migration numbers: 1) more Howard 

County residents are moving to other counties in the Baltimore region and 2) more Howard County 


10

esidents are moving completely out of state, particularly to the surrounding states of Virginia, 

Pennsylvania, and Delaware. It is speculated that the reduction of internal migration could be a result of 

the limited supply of housing as well as the sharp increase in prices over the past several years causing 

residents to relocate to counties where housing may be more affordable. 3 

In December 2008, County Executive Ken Ulman renewed the Howard County Spending Affordability 

Advisory Committee. The committee examined the current economic conditions and projections with 

growth in the county to determine future revenue growth. In particular, the committee considered the 

impact of personal income growth, real and personal property taxes, and the impact of national state and 

local economies. 

While the pre-recession economy was very good for Howard County, the upcoming years are shaping up 

to be one of the most difficult periods that the country has faced. Revenues will not grow as fast as they 

have over the past decade, and both expenditures and expectations will have to be adjusted to reflect this 

new reality. The committee reports that despite the national and local recessions, the long-term outlook 

for Howard County remains strong. Factors such as location, wealth, low crime rate, and a robust quality 

of life help to maintain that position. Individuals and families move to the county because of the schools 

and the quality of life offered. In addition, Howard County has a strong and vibrant economy and BRACrelated 

development should begin in the next few years. All of this economic activity should translate 

into a return to long-term economic expansion and revenue growth for the county. 

However, this upcoming year will be a very difficult time for the national, state, and local economies. 

The committee noted that it was especially concerned that the impact of this recession will be felt for a 

number of years even if there is a timely national recovery because of revenue collection patterns 

primarily in income tax but also in development related revenues and property taxes. The decline in 

income tax collection from the bad economy in calendar years 2008, 2009, and 2010 will affect the 

revenue collections well into FY12. This means that the county will have to be vigilant and wary in 

projecting revenues and setting spending limits or the upcoming and future fiscal years. 

While it is not likely that the revenue growth over the next ten years will be as strong as it has been over 

the past decade, the county understands it has real needs to build, renovate and expand schools, 

community college facilities, parks, fire stations, transportation, and to maintain its infrastructure of 

roads, storm drains, and other facilities. The level of funding requested for capital projects is likely to 

translate into future debt service payment in the operating budget far beyond what the county can afford. 

The committee’s discussions addresses what level of debt can the county afford and how does that 

translate into bonds authorized in the budget without jeopardizing the bond rating or impacting the ability 

to afford other services. 

It is known that governments tend to be pro-cyclical meaning that they spend more when times are good 

and less when times are bad. The committee discussed the need to be counter-cyclical, that is the need to 

invest more when times are not so good. Postponing essential repairs and improvements will not serve 

the long-term interests of the county. Relatively small changes in levels of bond authorizations do not 

have a substantial impact on total spending levels because bond costs are amortized over a 20-year period. 

Therefore, the committee recommended that $100 million dollars of new bonds each year, supported by 

general fund revenues, continues to be an affordable level given the needs and priorities of the county. If 

the economy is not in recovery by FY12, the county will have to divert funds from the other operating 

costs to cover the debt service costs of this level of debt. However, the county has been well served by 

investing in maintaining its infrastructure and the committee believes that this policy should continue. 

Even with this level of capital funding, education capital funding will continue to be a difficult problem. 

The county will make difficult choices to prioritize funding for school capital construction as well as the 

community college and other areas within the county. Delays in non-essential projects will be considered 


11

while maintaining the high standards county residents expect and ensuring the quality of education. 4 

Therefore, the identification of new trends for growth projections and future planning is critical to the 

college. The county continues to show a steady annual growth rate, which will directly impact the 

enrollment growth at the college. The county’s growth rate over a 35-year period yields 11 percent, 

which is higher than the State of Maryland, which only grew by 6.4 percent. The State of Maryland is 

ranked 17 th in the United States for numbers of residents and 24 th in the United States for percentage 

growth. Howard County’s growth rate of 11 percent remains higher than the Maryland average. 

In absolute numbers, Howard County ranked 4 th in the state for population growth. The greatest 

population increase remains in Montgomery County followed by Baltimore County, Frederick, and then 

Howard. The three jurisdictions continuing to lose population include Baltimore City, followed by 

Allegany and Dorchester counties. In general, the natural population increase was greater for the larger 

counties in proportion to size. 5 

As noted earlier, the Base Realignment and Closure Commission (BRAC) is another initiative that will 

impact the county and the college’s enrollment growth. The college continues its work with the Howard 

County’s Task Force for the Fort Meade expansion requirements of BRAC. The BRAC effort is expected 

to bring new jobs to the Howard County region. The impact of this growth is not reflected in any of the 

county’s current planning data but the college is preparing to meet workforce requirements associated 

with the expansion of base personnel and contractors. 

The college’s existing curricula and training that correspond with the Fort Meade workforce expansion 

include information technology, network security, multimedia production, language instruction, and 

management training. Growth at Fort Meade will require the college to expand its capabilities with these 

and other workforce training and certification requirements at the Charles Ecker Business Center, Laurel 

College Center, and the main campus in Columbia. 

With the consistent population increase seen countywide, non-residential development, growing school 

enrollments, and other county efforts such as BRAC, the college has seen an increasing proportion of 

enrollments at the college both credit and noncredit. Therefore, the college has been forced to expand its 

physical space and renovate its existing buildings in order to accommodate these new students and the 

faculty and equipment necessary for them. The college is expected to continue its growth in order to 

serve the county and citizens of Maryland. 

For facilities planning purposes, the headcount enrollment is translated into full-time equivalent (FTE) 

and full-time day equivalent (FTDE) figures. The converted data in conjunction with approved space 

factors is the basis for justifying campus space needs. Based on historical enrollment patterns, the county 

growth patterns supported by Howard County population projections and census data, and the rapidly 

growing high school enrollments, anticipated growth is projected from 3,415 FTDE students in FY10 to 

4,127 FTDE in FY19 for a 21 percent increase. 

State Participation 

In FY10, the state approved funding for one project: the planning and design phase for the new health 

sciences building in the amount of $2,004,000 (50 percent state share). Continued state support is 

necessary to manage growth in higher education and specifically for community colleges as the funds 

available for capital projects have become even more competitive. Efforts by the community college 

boards and presidents have secured additional funding for the community colleges in the capital budget 

over the past couple of years and the presidents are continuing this endeavor for FY11. However, while 

the overall capital grant program funds have increased, the number of projects eligible for funding has 

greatly diminished. One reason is that the costs of the projects have increased dramatically over the last 


12

few years making the available funds more competitive. In order to alleviate some of the burden, the 

community colleges have agreed to work with the state to split-fund the construction dollars on eligible 

projects. 

During the 2007 legislative session, the joint chairman’s report mandated that the Maryland Association 

of Community Colleges (MACC) in coordination with the community colleges, develop a process to 

submit a combined capital request for the community colleges based on the funding anticipated in the 

CIP. Therefore, a prioritization model was created containing several evaluation components that were 

compiled to create one systematic methodology for ranking capital projects. The presidents are diligently 

working with their state legislators to ensure that this funding occurs. Over the next decade, community 

colleges will continue to serve the largest share of undergraduates; therefore, it is critical that the state 

fully support the current funding model. 

County Participation 

The college recognizes the limitations on the county’s bond funding and has requested state funding on 

eligible projects. However, it is mandated that 50 percent local participation be achieved to obtain the 

state match. In addition, the uncertainty of the state support places a heavier funding burden on the 

college and the county. Therefore, the college continues to pursue innovative funding alternatives for 

capital projects. As noted under state participation, the community colleges have agreed to work with the 

state to split-fund the construction dollars on eligible projects to alleviate the burden of funding 

construction in one year. Similarly, if beneficial to the county, the college is proposing this for the county 

funding as well. Continued county support is essential to manage and address enrollment growth. 

Sustainability 

In April 2007, the college’s board of trustees and president made a bold statement by signing the 

American College and University Presidents Climate Commitment. This agreement demonstrates HCC’s 

leadership within the college community and throughout society to minimize global warming emissions 

as well as provide the knowledge and education to achieve climate neutrality. HCC was the first 

community college in Maryland to sign the statement. The college has committed to addressing the 

climate challenge by reducing global warming emissions and by integrating sustainability into its 

curriculum to better serve its students and meet a social mandate that will help create a thriving, ethical, 

and civil society. This commitment will help provide students with the knowledge and skills required to 

address the critical challenges faced by the world and enable them to benefit from the economic 

opportunities that will arise as a result of solutions they develop. 

The college initiated sustainable practice requirements including a statement in all RFPs and program 

documents on sustainability principles and green building certification. As part of the county executive’s 

initiative to make Howard County a model green community, LEED Silver Certification is expected for 

new construction in order to receive county funding. Therefore, the college is requiring the selected 

architect and construction firm will achieve a LEED Silver Certification Building Rating on all new 

construction projects. The college follows the Leadership in Energy and Environmental Design (LEED) 

Green Building Rating System as the nationally accepted benchmark for the design, construction, and 

operation of green buildings. LEED gives building owners and operators the tools they need to have an 

immediate and measurable impact on their buildings’ performance. LEED promotes a whole-building 

approach to sustainability by recognizing performance in five key areas of human and environmental 

health, which include sustainable site development, water savings, energy efficiency, materials selection, 

and indoor environmental quality. 6 

The county executive’s initiatives for Smart Growth and sustainable communities will also impact the 

college. New planned developments and communities as well as planned improvements to the county’s 

transit system are expected to contribute to the enrollment growth at the main campus as well as at the 


13

Laurel College Center. Watershed-based planning will also contribute to planned growth as it provides 

the framework to coordinate environmental planning in the county. Watershed planning and management 

includes all of the activities related to preserving, protecting and restoring the streams, wetlands, forests, 

and other natural resources within the watershed. Howard County lies within the watersheds of two 

major tributaries to the Chesapeake Bay: the Patuxent and Patapsco Rivers. The county has conducted 

stream corridor assessment surveys and biological water quality monitoring in all of the major county 

watersheds. In 2009, the Watershed Protection Group began developing an updated watershed 

management plan to provide an assessment of current conditions and an action pan for continuing efforts 

to protect and restore water quality and habitat in the watershed. 7 

In addition, General Growth Properties, Inc. (GGP) continues to develop plans in response to the county’s 

framework document, Downtown Columbia: A Community Vision, which provides a long-term vision for 

Columbia’s future. Downtown Columbia is expected to be a diverse area with recreational, cultural, and 

educational amenities; enhance connectivity through innovative transportation alternatives; protect and 

enhance the county’s natural resources; balance and phase growth; and involve everyone in decisions 

concerning the future and evolution of downtown Columbia. 8 

All of these initiatives will have a direct impact on the college. HCC administration will consider these 

projects carefully during the development of the new facilities master plan in addition to its action plan 

for achieving climate neutrality. In September 2008, the college completed its greenhouse gas emissions 

inventory and in September 2009, it will submit its Climate Action Plan based on that inventory. The 

college has taken steps to develop a comprehensive plan to achieve climate neutrality as well as an 

institutional action plan that will be provided to the Advancement of Sustainability in Higher Education 

(AASHE) for posting and dissemination. 

Project Priorities 

Current and new projects for this fiscal year are listed on page nine. Priorities for these projects are set by 

the college’s board of trustees. In addition, other immediate needs and future capital projects are 

identified at the end of this document and are supported by the college’s facilities master plan. 

Summary 

Due to the consistent enrollment growth that the college has experienced over the last decade, the college 

must expand its physical space and renovate its existing buildings to accommodate new students and the 

faculty and equipment necessary to educate these students. 

As previously noted, state space guidelines assist in determining higher education space needs that are 

eligible for capital funding. The space allocation guidelines are used to compute each college’s maximum 

allowances for each type of space listed in the national Higher Education General Information Survey 

(HEGIS) Space Classification System. These guidelines are used by the state in evaluating individual 

construction projects as well as for long-range capital planning. 

Capital projects are planned using a ten-year enrollment projection, which produces a full-time day 

equivalent student count. This count is used in conjunction with the on-campus weekly student contact 

hours (WSCH), and space factors as the basis for determining space needs. Based on the state’s capital 

space allocation guidelines, the college is eligible for the new buildings proposed in the capital budget. 

As a result, the college was able to secure funding for three new buildings on campus. 

The Duncan Hall for English, Languages, and Business was completed in 2003, followed by the Horowitz 

Visual and Performing Arts Center in 2006, and, finally, The Rouse Company Foundation Student 

Services Hall in 2007. In addition to new construction projects, the college has received support to 

renovate its existing buildings including the Smith Theatre and McCuan Hall in 2008, the Children’s 


14

Learning Center expansion in 2008, and the James Clark, Jr. Library building, which will be completed in 

2010. Additionally, the college built a parking garage in 2006 with $450,000 from the state and the 

balance paid for by a bond floated by the county, which is being repaid by student fees. However, even 

after completing these construction and renovation projects, the college continues to show a 

projected ten-year deficit of 187,805 NASF. 

Under the new capital budget prioritization model, campus space is categorized into three areas as 

academic or instructional space, student space, and institutional space. The data presented below includes 

the current space needs and ten-year projected space needs based on the current and future facilities 

inventory at each of the community colleges. The analysis includes an evaluation of the community 

college’s academic square foot inventory - classrooms, labs, study space, and offices; as well as campuswide 

totals for all three areas – academic, student, and institutional. 

The chart lists the institutions ranked first through fourth, with first representing the largest deficits based 

on need. The results of this analysis show that Howard has the second largest space deficits for 

academic and instructional space. Even when evaluating total campus space, Howard is ranked second 

for current inventory deficits and third for its ten-year projected deficits 9 . However, this information is 

only one component that weighs into the capital project prioritization model. 

Academic Space Only 

Facilities Inventory Deficits – MACC Prioritization Data 

Capital Budget Analysis FY11 

Current Space 

Needs/Deficits 

in NASF 

Ten-Year Space 


in NASF 

1 Montgomery 231,461 Montgomery 225,518 

2 Howard 48,340 Howard 61,036 

3 Harford 33,524 Cecil 22,902 

4 CSM 30,478 CSM 7,878 

Academic, Student, and Institutional Space 

Current Space 


in NASF 

Ten-Year Space 


in NASF 

1 Montgomery 472,061 Montgomery 516,136 

2 Howard 131,114 CCBC 195,687 

3 Anne Arundel 123,773 Howard 187,805 

4 CCBC 123,547 Carroll 67,731 

The data truly emphasizes the seriousness of Howard’s campus-wide space deficiencies. HCC’s capital 

needs are urgent and critical and a top priority for the president and board of trustees. In order to continue 

to carry out the mission, vision, values and strategic goals of the college, the proper infrastructure must 

exist. 


15

PRIORITY OF FISCAL YEAR 2011 CAPITAL PROJECT REQUESTS 

Listed below are the capital project requests and priorities as approved by the board of trustees. Only 

projects that require funding are assigned priorities. Each of these projects is described in more detail in 

the sections that follow. 

Year 

Requested 

FY11 

FY11 

FY11 

FY12 

FY12 

FY13 

FY13 

FY14 

FY14 

FY14 

FY15 

FY16 

Board 

Priorities 

High 

High 

High 

Medium 

Medium 

Medium 

Medium 

Medium 

Medium 

Medium 

Medium 

Medium 

HCC 

Project No. 

M-0526 

M-0532 

M-0540 

M-0542 

M-0543 

M-0536 

M-0545 

M-0533 

M-0512 

M-0539 

M-0535 

M-0544 

HCC Project 

Parking Garage #1 (completed FY07) 

Parking Garage #2(requested FY11) 

Health Sciences Building 

Safety, Compliance, and Facility Renewals 

Campus Roadways and Parking: 

Roadway & Circle (requested FY12) 

Parking Garage #3 (requested FY13) 

Science, Engineering, and Technology Building 

Nursing Building Renovations 

Maintenance Building 

Renovations to Vacated Student Services Areas: 

Clark Library Building (being completed FY10) 

ST/SA Building Renovations (requested FY14) 

Athletic & Fitness Center & Field Renovations – 

Phase V (being completed FY10) 

Phase VI (requested FY14) 

Mathematics Building 

Hickory Ridge Building Renovations 

Business/Computer Systems and Social 

Science/Teacher Education Building 

High Priority – These projects are those requiring funding in FY11. Funding for these projects is critical 

to meet HCC’s current capital needs. 

Medium Priority – These projects are being requested in future fiscal years and although the college 

understands that funding will be critical to meet the goals of its long-term capital improvements program 

and facilities master plan, they are a lesser priority then those projects requested in FY11. 


16

PROJECT DESCRIPTIONS 

FY06 PARKING GARAGES (PROJECT NUMBERS M-0529 and M-0526) 

Description 

This project originally began as part of the Peter and Elizabeth Horowitz Visual and Performing Arts 

Center project number M-0529, but was broken out as a separate line item for tracking purposes and 

future garage projects. After a thorough analysis of the campus land plans, future building sites, and 

forest conservation and wetland restrictions, the college determined that construction of a parking deck 

was more feasible than additional surface parking lots. 

In addition to the garage noted above, the college is proposing the construction of two more parking 

facilities. These have been identified as immediate needs in the revised facilities master plan. Possible 

sites include the location adjacent to the Hickory Ridge building, the location on the front entrance field 

and the area adjacent to the first parking garage. 

Justification 

Even with the completion of the first parking garage on campus, the college is experiencing significant 

parking shortages. With the construction of the Peter and Elizabeth Horowitz Visual and Performing 

Arts Center and now the Rouse Company Foundation Student Services Hall, the parking deficit is 

compounding. With consideration to future development on campus, the most feasible solution is to 

construct more parking decks. After extensive discussions regarding innovative funding alternatives, the 

county agreed to float bonds for the college. The college is seeking county support in addition to 

repayment to the county with revenue from student fees. 

Project Overview 

Parking Garage #2 

• Capacity: 750 parking spaces 

• Areas Served: Campus-wide 

• Occupancy: Student parking 

Employee parking 

Plant operations storage 

• Project Status: Construction proposed to begin August 2010 

Changes Since FY10 

As previously noted, one of the most critical areas on campus is the parking shortage. With consideration 

of future infrastructure and campus expansion including the new health sciences building, the college 

must address its parking issues before its facility development and renewals. The critical parking 

situation on campus warrants the inclusion of the parking garage project in the current capital budget 

request. Therefore, the FY11 capital budget request includes construction funds for the second parking 

garage of 750 spaces. Discussions with the county regarding funding of the parking deck have taken 

place and the college will continue to pursue alternative options in the future to help alleviate this ongoing 

problem. 

The architect is currently studying entry and exits points for the proposed location of the second garage. 

The first location at Hickory Ridge is encountering egress issues that are being investigated further. If 

that location is not viable, the second site is proposed at the Grand Prix field, and the third adjacent to the 

exiting garage behind plant operations. If the third option is determined to be the preferred, the college 

will need to work with the county to modify the roadway system. 


17

Project Schedule and Cost Summary 

Presented below is a summary of funding for this project. The college is providing funds listed under the 

“other” column. The source of these funds are provided by the college through donations, grant 

solicitations, college fund balances, student fees, and operating budget. The county agreed to float the 

bonds for the first parking garage with the college repaying the county for the cost of construction. The 

first parking garage associated with the Peter and Elizabeth Horowitz Visual and Performing Arts Center 

was funded in the amount of $7,556,000. Future requests are identified below. 

Year Description County State Other CC Bonds Total 

FY04 Design – parking garage $0 $0 $263,000 $263,000 

FY05 Construction – parking garage 0 450,000 0 450,000 

FY06 Design – additional funds garage 0 0 44,500 44,500 

FY06 Design – additional funds 

pedestrian bridge 

0 0 11,500 11,500 

FY06 Construction – parking garage 0 0 0 7,231,000 7,231,000 

FY07 Construction – parking garage 0 0 0 700,000 700,000 

FY07 Construction – parking garage 0 0 0 (375,000) (375,000) 

Subtotal for HVPA Garage M-0529 $0 $450,000 $319,000 $7,556,000 $8,325,000 

FY07 Design – 750 spaces 0 0 0 1,213,000 1,213,000 

FY11 Construction – 750 spaces 12,000,000 0 0 3,000,000 15,000,000 

Subtotal for Garage #2 M-0526 12,000,000 0 0 4,213,000 16,213,000 

Total for All Parking Garages $12,000,000 $450,000 $319,000 $11,769,000 $24,538,000 


18

FY04 ROUSE COMPANY FOUNDATION STUDENT SERVICES HALL (PROJECT 

NUMBER M-0530) 

Description 

The purpose of this project was to design and construct a student services facility of 103,770 gross square 

feet and 62,465 net assignable square feet. The building provides a one-stop shop approach for students to 

receive a variety of services, including academic support, admissions and advising, counseling, 

registration, financial aid, career services, student support services, testing, tutoring, business office, 

bookstore services, and dining services. Prospective students are able to go directly to the Welcome 

Center where they can obtain all necessary information about entering the college in one convenient 

location. Lounge and study space for both individual and group study are also available. And the 

development of the quad was finally completed with the construction of this new building. 

Justification 

The college had envisioned the creation of a one-stop shop facility for students where they can do a 

number of enrollment activities at one time with students being able to apply, test, register, and seek 

financial aid in one location. The current facilities for student services functions were inadequate and 

could not effectively serve the needs of the college or students. The plans for the new student services 

building created a central location of services for enrolled students and prospective students, offering a 

one-stop shop approach for its students to make the enrollment process seamless. 

Renovations to Existing Buildings 

The college will need to renovate the vacated areas of the campus to provide additional classroom space 

for new and expanded course offerings. Renovations required to the James Clark, Jr. Library Building are 

currently underway and progressing on schedule. 


• Building Footprint: 103,770 GSF / 62,465 NASF 

• Areas Served: academic support, admissions and advising, counseling, registration, financial 

aid, career services, student support services, testing, tutoring, finance, cashier 

services, bookstore services, dining services, security, and welcome center. 

• Occupancy: 1 café 

1 cyber café 

1 bookstore with 6 auxiliary services offices 

3 dining rooms 

1 welcome center 

1 security office and dispatch center 

1 admissions and advising suite with 24 offices 

1 records and registration suite with 7 offices 

1 finance suite with cashiers area and 16 offices 

1 financial aid suite with 9 offices 

1 academic support, counseling and career suite with 38 offices 

1 learning assistance center with 8 offices 

1 test center with 4 offices 

6 computer labs 

4 tutoring rooms 

5 testing rooms 

5 conference rooms 

storage, custodial, telecommunications areas 

• Project Status: completed March 2007 


19


The installation of the Dragon Walk and exterior plaques symbolize the changing face of the college and 

helps make the campus a productive and inviting place to learn, study, work and visit. The final punchlist 

items are being completed and this project will be ready for closeout. 


There is no current or future funding request for this project; therefore, it is not included in the summary 

of capital projects. This project is listed until the project is completed. Presented below is a summary of 

past funding for this project. The college is providing funds listed under the “other” column. The source 

of these funds are provided by the college through donations, grant solicitations, student fees, and 

operating budget. 

Year Description County State Other Total 

FY04 Planning and Design – new building $720,000 $721,000 0 $1,441,000 

FY05 Planning and Design – expanded dining area 67,000 67,000 0 134,000 

FY06 Construction – new building 12,325,000 12,325,000 0 24,650,000 

FY07 Furniture and Equipment – new building 1,020,000 1,020,000 200,000 2,240,000 

FY07 Funds reallocated from ILB for furniture 530,000 0 0 530,000 

Total $14,662,000 $14,133,000 $200,000 $28,995,000 


20

FY05 RENOVATIONS TO McCUAN HALL AND SMITH THEATRE (PROJECT 


Description 

The purpose of this project was to design and renovate McCuan Hall and the Smith Theatre, a total of 

approximately 33,932 net assignable square foot and 49,860 gross square feet. This renovation will 

complete the necessary modifications needed for the media arts area, which is the remaining discipline of 

the arts and humanities division located in this space. The arts and humanities areas are grouped into four 

major areas: performing arts, visual arts, media arts, and administrative support. Of the four areas 

described above, performing arts, visual arts, and the administrative areas are housed in the new Peter and 

Elizabeth Horowitz Visual and Performing Arts Center while media arts will consolidate to the vacated 

areas in the existing McCuan Hall. The entrance to the building will be planned with aesthetics in mind 

and allow for the gathering of people as well as easy access for handicapped individuals. 

Renovations to Existing Building 

Following the move of visual and performing arts to the new building, the college renovated the vacated 

areas to provide additional classroom space to address current enrollment growth. These renovations also 

included the development of the media arts wing, the TV studio, the expansion of senior administration 

areas, the Smith Theatre and lobby, and the remaining arts and humanities spaces. 

Future technology is moving towards instruction on demand, which can involve using online self-paced 

instruction as well as CD and digital technologies. It is critical to continue to develop these technologies 

at the college and enable community access. 

Justification 

Student enrollment in the overall arts and humanities courses have seen tremendous growth. Similar to 

the performing arts disciplines, the visual and media arts are severely hindered with regard to growth 

because of the lack of sufficient facilities. 



• Areas Served: media arts, visual and performing arts, faculty, administration 

• Occupancy: 1 TV studio/media production 

1 TV student studio lab 

11 media arts labs 

4 media arts offices 

3 general use classrooms 

1 student art gallery 

1 theatre with adjoining assembly service areas 

1 box office 

1 concessions area 

1 theatre/house office 

8 visual and performing arts faculty offices 

39 administrative offices 



• Project Status: completed June 2009 


21


The construction phase and furniture and equipment phase are complete. The final punchlist items are 

being finalized and this project will be ready for closeout. 


There is no current or future funding request for this project; therefore, it is not included in the summary 

of capital projects. This project is listed until the project is completed. Presented below is a summary of 

funding for this project. 


FY05 Planning and Design $0 $380,000 $0 $380,000 

FY06 Planning and Design 380,000 0 0 380,000 

FY07 Construction 4,887,000 4,887,000 0 9,774,000 

FY08 Furniture and Equipment 790,000 790,000 0 1,580,000 

FY08 Construction – add alternates 500,000 0 0 500,000 

Total $6,557,000 $6,057,000 $0 $12,614,000 


22

FY95 SAFETY, COMPLIANCE, AND FACILITY RENEWALS (PROJECT NUMBER M- 

0540) 

Description 

This project was formerly known as campus-wide systemic renovations. Over the last decade, however, 

the project has evolved to much more than merely improvements to the college’s physical plant and has 

expanded to deferred maintenance and facility renewals at all the college campuses including Laurel and 

Belmont. With the implementation of new state and county codes, stringent ADA and safety compliance, 

and critical maintenance requirements, this project has been appropriately renamed. 

Justification 

Below are the necessary projects inclusive of all college campuses and locations that include compliance 

with current safety standards and necessary facility renewals: 

FY08 Phased installation of campus-wide security access/camera control 

system/rekeying 

ADA renovations 

Phased public rest room upgrades 

Phased deferred maintenance per Building Assessment Study 

Interior improvements (classrooms, offices, and other) 

Landscape Plan development 

Conversion of ST lower level spaces to 3 classrooms and 2 labs 

Conversion of spaces for Rad Tech classrooms and equipment 

Total 

FY09 Phased installation of campus-wide security access/camera control 





Facilities Master Plan development 

IT upgrades and modifications 

Phase two Rad Tech classroom conversion 

Total 

FY10 

FY11 

FY12 


Total 

Phased installation of campus-wide security access/camera control system 






Phased signage package installation 

Rigging systems replacements 

Total 

Phased installation of campus-wide security access/camera control 


270,000 

71,000 

108,000 

312,000 

221,000 

100,000 

750,000 

350,000 

$2,182,000 

50,000 

50,000 

50,000 

50,000 

100,000 

500,000 

160,000 

151,000 

$1,111,000 

236,000 

$236,000 

203,000 

80,000 

120,000 

250,000 

249,000 

950,000 

500,000 

500,000 

$2,852,000 


23 

215,000 

83,200

FY13 

FY14 

FY15 






Total 








Total 








Total 








Total 

124,800 

260,000 

250,000 

300,000 

200,000 

$1,433,000 

223,600 

87,000 

130,000 

270,400 

250,000 

300,000 

200,000 

$1,461,000 

232,500 

90,000 

135,500 

281,000 

250,000 

300,000 

200,000 

$1,489,000 

241,800 

94,000 

141,000 

292,200 

250,000 

300,000 

200,000 

$1,519,000 


The college is currently completing a new facilities condition assessment associated with the facilities 

master plan update. The assessment will include comprehensive building studies and the examination of 

critical campus systems. The building assessment study provides the college with a campus-wide audit of 

all building systems including mechanical, electrical, structural, plumbing, and life safety. It is a valuable 

tool to assess new and existing systems and determine building efficiency, as well as it incorporates a 

database system that yields deferred maintenance lists that can be used as justification for building 

renovations. The goal of this assessment is to develop deferred maintenance schedules that will 

ultimately reduce operating costs and increase building efficiency. 

As the campus has grown significantly to accommodate the college’s enrollment growth, information 

technology modifications and upgrades are a necessary component of campus development and have been 

added as a component of this project. Currently, the college’s computer cable infrastructure in each 

existing building is being evaluated and will need to be replaced to meet current industry standards. 

Cabling management systems should be installed in the ceilings and old cabling discarded. Blown fiber 

conduit should be installed to provide fiber connectivity within the buildings to meet future network 


24

capacity for video, voice and data communication to classrooms and offices. In addition, the college’s 

Private Branch Exchange (PBX) system is undergoing replacement in phases. The PBX system is a 

dependable but dated type of telephone system that provides a wide range of features and will be 

expanded as the college grows. The college’s current PBX has reached its life expectancy and is being 

replaced with a new system. This area is critical as the college must have in place the framework to assist 

in creating an infrastructure to support the present and future addition of technology into the college’s 

environment. 

The FY10 projects included campus-wide interior improvements to classrooms, offices and other critical 

areas. Projects proposed for FY11 include the phased installation of the campus-wide security access and 

camera control system, ADA modifications, upgrades for public restrooms, deferred maintenance, interior 

improvements, IT upgrades, rigging systems replacement, signage replacement. 


Presented below is a summary of funding for this project. 


FY08 Construction/Equipment 2,182,000 0 0 2,182,000 


FY10 Construction/Equipment 236,000 0 0 236,000 






Total for Safety, Compliance, Facility Renewals M-0540 $12,283,000 $0 $0 $12,283,000 


25

FY08 CAMPUS ROADWAYS AND PARKING (PROJECT NUMBER M-0542) 

Description 

This project was previously included as part of the campus-wide systemic renovations. As the campus 

has grown to accommodate the college’s significant enrollment growth and three new buildings were 

constructed on campus, the college’s roadway infrastructure has not kept pace with the new construction. 

With the severe parking shortage on campus, the college completed a 518-space parking garage. In 

addition to this garage, the college is proposing the construction of two more parking facilities. The 

inclusion of parking garages on campus as well as the new construction and increased usage force the 

college to upgrade its campus roadways and address necessary changes to vehicular and pedestrian traffic 

patterns. 

Currently, the college has three vehicular access points along two major roads. The main entrance off 

Little Patuxent Parkway is heavily wooded and is also obscured by the parking lot in front of Duncan 

Hall. There are also limited street signs telling of the approach to the campus. The secondary entry point 

exists off Hickory Ridge Road of which there is no signage alerting the driver’s arrival at the campus. 

This entrance is also being utilized more as the main entry becomes more congested. The third entry, in 

the form of a right-in and right-out, is east of the main entrance on Little Patuxent Parkway. This 

entrance is primarily used for access to the new parking garage as well as deliveries to main receiving. 

Generally, visibility from Little Patuxent Parkway is very limited with few site lines and the access off 

Hickory Ridge Road is inadequate. While the traffic circle functions well for vehicles, it can be difficult 

to determine where to go. And while the internal campus road functions well for automobiles, there are 

pedestrian conflicts at two locations. The campus roadway upgrades and modifications have been 

identified as immediate needs in the revised facilities master plan. 

Justification 

Since construction began in 2001 with the first instructional building, the college’s roadways have 

endured significant abuse by construction vehicles in addition to the everyday wear and tear from the 

college community. The college must upgrade its campus roadways to provide safe driving conditions 

and address state and local codes and compliance. The revised facilities master plan recommends a new 

campus road layout that keeps automobile traffic on the periphery of the campus leaving a car-free 

learning environment. There will then be four entry points celebrated with signage, a change in paving 

materials, crosswalks, and other physical language telling of the entrance to an education institution. 

Pick-up and drop-off points are planned along with new transit patterns to keep the buses from traveling 

through the parking lots. Improvements to the service road as well as modifications to the traffic circle 

are the most immediate needs. The circle must be reconstructed in accordance with county design 

standards for a single-lane roundabout with mountable curbs enabling movement of buses and trucks. 


As part of the facilities master plan, the college required the consultants to evaluate the vehicular and 

pedestrian traffic. The request for FY12 concentrates on reconstruction of the traffic circle and service 

road improvements. The county has also requested that the college expand the front entrance to allow for 

two entry lanes into the campus to alleviate the backup of traffic from Little Patuxent Parkway. This is a 

critical area that must be addressed in order to maintain access to the college. 

Following the completion of the second parking garage, project M-0526 will be closed. Therefore, the 

college is combining campus roadways and parking into the same project number and moving the funding 

request for the third garage for FY13 to this project. 


26




FY12 Design/Construction–improve service road & circle $1,020,000 $0 $0 $1,020,000 

FY13 Design – 750 space Garage #3 at ELB 900,000 0 0 900,000 

FY14 Construction – 750 space Garage #3 at ELB 15,000,000 0 0 15,000,000 

Subtotal for Garage #3 at ELB 15,900,000 0 0 15,900,000 

FY14 Design/Construction–phased roadway resurfacing 225,000 0 0 225,000 

FY15 Design/Construction– phased roadway resurfacing 230,000 0 0 230,000 



Total $17,865,000 $0 $0 $17,865,000 


27

FY06 RENOVATIONS TO VACATED STUDENT SERVICES AREAS – CLARK 

LIBRARY AND ST/SA BUILDINGS (PROJECT NUMBER M-0533) 

Description 

The space that was previously occupied by student services has been vacated, and renovations are 

occurring in the James Clark, Jr. Library, student activities (SA), and science and technology (ST) 

buildings to provide new classroom space and adequate office space for the remaining staff and faculty. 

The vacated space totals 26,218 NASF, which consists of 16,091 NASF contained in the library building, 

9,831 NASF in the ST building, and 296 NASF in the SA Building. Of the three buildings to be vacated, 

the first project is the James Clark, Jr. Library renovations followed by the renovations to the ST/SA 

buildings. The second floor of the library building, which houses the library and learning center, is 

undergoing modifications to allow for improved computer access and to accommodate other 

technological advances that are currently used in the learning resource center spaces. Therefore, the 

space to be renovated in the James Clark, Jr. Library Building including the vacated space on the first 

floor plus the second floor totals 53,890 NASF. 

Justification 

The college needs to renovate the vacated areas of the campus to provide additional classroom space for 

new and expanded course offerings as well as improved offices and student services areas. Library 

building renovations were required to ensure that the library continued to provide quality services to the 

college community and to the community at large, including online access to library services. Other areas 

that require consideration include the information technology department, wellness center, outcomes 

assessment office, international programs area, and necessary faculty offices. These areas were examined 

during the design phase of the library building renovations. Additionally, with the continued enrollment 

growth and the full-time day student population increasing, there has been a growing interest to expand 

student clubs and organizations. Renovations will also be necessary for the student activities area in order 

to respond to student requests to have meeting space for their clubs. 

The first phase of this project, which includes the renovations to the James Clark, Jr. Library building, 

will correct several facilities problems, including: (1) the renovation of the vacated space following the 

move into the new student services building; (2) the expansion of the science and technology disciplines 

including life sciences, wireless technology, biomedical engineering, engineering transfer, and photonics; 

(3) the necessary improvements to the library and cultural center; (4) the consolidation of instructional 

areas; (5) the consolidation of administrative spaces and functions; and (6) the upgrading and/or 

replacement of building systems including Federal Pacific Energy equipment, HVAC, electrical, 

telecommunications, ADA accessibility, security structures, rest rooms, and elevators. 

The facilities prior to renovation were extremely inadequate and overcrowded with few amenities in a 

single area. The essential components of this project were to renovate the vacated spaces in order to 

provide additional instructional space, and to provide the needed modifications to the existing library. In 

order to serve both prospective and current students adequately, the college needed to expand the space, 

relocating key services and renovating the vacated spaces that have been converted into much needed 

classroom, lab, office, and service areas. 

The vacated areas were renovated following the move into the new student services hall. Phase one of 

this project began with the planning and design of the James Clark, Jr. Library Building and is scheduled 

for completion in FY10. Phase two, which is scheduled to begin in FY14 with the modifications to the 

ST and SA buildings. Renovations to the library, ST, and SA buildings are required to ensure that the 

college continues to provide quality services to the community. 


28


James Clark, Jr. Library 


• Areas Served: Library, science and technology, information technology, information literacy, 

outcomes assessment, wellness center, international education office, cultural 

arts center, faculty, administration 

• Occupancy: Library with circulation desk, stacks, archives 

18 library study/collaboration areas 

1 engineering lab plus 1 prep room 

4 large technology classrooms 

2 medium technology classrooms 

6 small technology classrooms 

2 anatomy and physiology labs plus 2 prep rooms 

1 science specimen room 

1 open computer lab 

1 information literacy lab 

1 faculty/student lab 

1 Wellness center 

1 Cultural arts center 

1 International education office 

1 Network operations center 


7 faculty offices 

1 conference room 


• Project Status: proposed for completion June 2010 


Furniture and equipment funds were received from the county in FY10. The layout and installation of 

furniture is underway. Since the project was phased to accommodate the continual operations of the 

network operations center and the library, the remaining furniture will be next spring 2010. This project 

is critical in order to bring the library building up to current standards, address the facilities problems, and 

provide much needed space for the associated programs housed in that building. 




FY06 Planning and Design – Clark library building $0 $615,000 0 $615,000 

FY07 Planning and Design – Clark library building 615,000 0 0 615,000 

FY09 Construction – Clark library building 7,889,000 7,889,000 0 15,778,000 

FY10 Furniture – Clark library building 2,080,000 0 0 2,080,000 

FY14 Planning and Design – ST/SA buildings 735,000 735,000 0 1,470,000 

FY15 Construction – ST/SA buildings 6,700,000 6,700,000 0 13,400,000 

FY16 Furniture – ST/SA buildings 620,000 620,000 0 1,240,000 

Total $18,639,000 $16,559,000 $0 $35,198,000 


29

FY10 HEALTH SCIENCES BUILDING (PROJECT NUMBER M-0532) 

Description 

The purpose of this project is to design and construct a health sciences building of approximately 55,650 

net assignable square feet (NASF) and 94,830 gross square feet (GSF). One factor in identifying the 

academic thrust of an institution is the distribution of student participation among disciplines. The 

college offers a wide variety of high quality programs and learning opportunities to help build a vibrant 

community and assist students in discovering their unique strengths and achieving their goals. Of the 

nine instructional divisions at the college, health sciences has seen one of the largest increases in 

enrollment over the last decade. This new building will provide the facilities necessary to prepare 

students for a career in health sciences. 

Justification 

Interest in health sciences and medical careers has increased significantly. Of all the states in the U.S., 

Maryland projects the greatest job-growth in the nursing and allied health fields. The supply of graduates 

from Maryland postsecondary health care programs is less than 60 percent of the occupational demand 

projected. The top demand for healthcare occupations continues to be the gap between demand and 

supply. (Report of Maryland's Top Demand Healthcare Occupations -- Projected Demand and Reported 

Supply Provided by Maryland Higher Education Institutions). 

Maryland is facing an unprecedented nursing crisis. The Maryland Department of Health and Mental 

Hygiene has designated both licensed practical nurse (LPN) and registered nurse (RN) as health 

occupation shortage areas. A confluence of factors has brought about this shortage, including increased 

numbers of patients seeking care; increased acuity of patients admitted to hospitals; greater variety of 

careers open to women; the aging of the current nursing workforce; and gender stereotyping that portrays 

nursing as a “female” occupation. 

The National Center for Health Statistics reports that Maryland’s unfilled need for nurses will continue to 

continue around 17,000 through 2012. According to the Maryland Hospital Association (MHA), the 

hospital workforce shortage has continued to persist in the state of Maryland, particularly for nursing. 

The MHA's annual survey revealed that nursing vacancy rates have remained higher than across the 

United States, with Maryland hospitals seeing a nursing vacancy rate of 10 percent for budgeted but 

unfilled positions and the United States experiencing an 8 percent vacancy rate. MHA, which surveyed 

41 hospital positions, also found there was a shortage of allied health professionals. Almost half of the 

positions surveyed experienced increased vacancy rates in 2008. Positions such as physician assistants, 

occupational therapists, speech therapists, and respiratory therapists were particularly hit hard, with 

vacancies over 15 percent. 

Currently, the health sciences division offers programs including cardiovascular technology, emergency 

medical technician/paramedic, exercise science, life fitness, health care, health education, human services, 

nursing, radiologic technology, surgical technology, physical therapy, and respiratory therapy. In 

addition to these offerings, dental assistant/hygienist and occupational therapy are new programs 

proposed to be housed in the new building. The disciplines above include the state’s workforce shortage 

areas as reported by the Maryland Higher Education Commission. Of the fourteen disciplines proposed 

for this facility, twelve support the state’s workforce shortage areas. 

Enrollments over the last five years have increased dramatically, showing an 86 percent increase in 

nursing programs and an 89 percent increase in allied health. Projections for these disciplines show an 

overall growth in weekly student contact hours (WSCH) of 115 percent over the next ten years. 


30

Two programs that were added to the college’s curriculum include: (1) a mid-year admissions nursing 

program; and (2) an accelerated twelve-month associate degree in nursing program. This proposed 

facility will provide the necessary space to support the health sciences, allied health, and medical careers 

disciplines. It will provide the needed instructional lab space and related administrative support 

functions. Specific areas include classrooms, lecture hall, meeting room, general class labs, specialized 

class labs, administrative areas, faculty offices, and building support areas. It will also house a central 

utility plant that will provide the physical connectivity of utilities. 

The college’s current programs as well as others associated with the Mid-Maryland Allied Healthcare 

Education Consortium, provide further justification for the immediate need of this facility. Based on the 

current and projected headcount, the current facilities are severely inadequate. The college must expand 

its physical space and renovate its existing buildings and utility services in order to accommodate its 

students. 


The college will need to renovate the vacated areas of the campus to provide additional instructional 

classrooms, lab space, and administrative space. Renovations to the nursing building will be required to 

ensure that the college continues to provide quality services for the community including the newest 

technological advances. 



• Areas Served: Health sciences - cardiovascular technology, emergency medical 

technician/paramedic, exercise science, life fitness, health care, health 

education, human services, nursing, radiologic technology, surgical technology, 

physical therapy, and respiratory therapy (proposed programs: dental 

assistant/hygienist and occupational therapy) 

• Occupancy: 1 large classroom 

1 large meeting/assembly area 

28 labs with service areas 

2 simulation labs 

5 group study and project rooms 

45 faculty offices 

1 division office area 



• Project Status: planning and design beginning September 2009 


This project first appeared in the capital budget book and was referred to as the Allied Health Building 

but is now more appropriately renamed the Health Sciences Building. Planning and design funds were 

received from both the county and state in FY10. Continued state support is necessary to manage growth 

in higher education and specifically for community colleges as the funds available for capital projects 

have become even more competitive. While the overall capital grant program funds have increased, the 

number of projects eligible for funding has greatly diminished. One reason is that the costs of the projects 

have increased dramatically over the last few years making the available funds more competitive. In order 

to alleviate some of the burden, the community colleges have agreed to work with the state to split-fund 

the construction dollars on eligible projects. Since the construction phase will cover approximately 20 

months, the state has requested split-funding the construction dollars to alleviate the burden of funding 

construction in one year. Similarly, if beneficial to the county, the college is proposing this for the county 


31

funding as well. 




FY10 Planning and Design – new building $2,004,000 $2,004,000 $0 $4,008,000 

FY11 Construction – new building (split-funded) 4,623,000 9,311,500 0 13,934,500 

FY12 Construction – new building (split-funded) 14,000,000 9,311,500 0 23,311,500 

Subtotal Construction 18,623,000 18,623,000 0 37,246,000 

FY13 Furniture and Equipment – new building 1,700,000 1,700,000 0 3,400,000 

Total $22,327,000 $22,327,000 $0 $44,654,000 


32

FY11 NURSING BUILDING RENOVATIONS (PROJECT NUMBER M-0536) 

Description 

Once the space that is currently occupied by health sciences is vacated, renovations will need to occur to 

the nursing building of 33,097 gross square feet and 18,410 net assignable square feet. Renovations to 

classroom space and meeting space are necessary to allow for additional classroom and lab space as well 

as administrative areas. 

Justification 

Following the move into the new health sciences building, the college will be required to renovate the 

existing nursing building. This building is the second oldest building on campus, constructed in 1976. 

The building is divided by a central circulation corridor that is flanked by classrooms to the north and 

south. This allows for circulation in both directions, however, students are forced to sit and stand in the 

corridors waiting for classes to exit. Although the college has been diligent in providing minor 

renovations to individual classrooms and labs, instructional programs scheduled in this facility are sharing 

the classroom and lab spaces. It is clear that the current nursing building cannot support the demand for 

additional instructional spaces and that the building is being used to its maximum capacity. The college 

must expand its physical space and renovate its existing buildings and utility services in order to 

accommodate its students and employees. 


The college will need to renovate the vacated areas of the campus to accommodate administrative areas, 

offices for staff and faculty, general use class labs, and meeting space. The nursing building is physically 

connected to the McCuan Hall, so the extension of administration in to the vacated spaces on the second 

floor is programmatically sound. In addition, the insertion of class labs and meeting space on the first 

floor will allow for natural connectivity of the two buildings. Because of its location, it is the perfect 

opportunity to address the unmet needs in the administration area. With the nursing building attached to 

the administration building, the college can consolidate areas and allow for the overflow of offices into 

the nursing building. Renovations to the nursing building will be required to ensure that the college 

continues to provide quality instruction and outstanding customer services to its community. 



• Areas Served: classrooms, labs, human resources, public relations and marketing, audio visual 

services, faculty, administration 

• Occupancy: general use classrooms 

general use labs 

faculty offices 

human resources office 

training rooms 

public relations and marketing office 

audio visual services office 

conference rooms 


• Project Status: proposed for FY13 


33


This project is critical following the move into the new health sciences building. Similar to the changes 

seen with the allied health disciplines, the significant increase in enrollments and the on-going need for 

additional space, force the college to move this project to the forefront and identify this building as a 

critical need. 




FY13 Planning and Design $349,000 $349,000 $0 $698,000 



Total $4,379,000 $4,379,000 $0 $8,758,000 


34

FY96 ATHLETIC & FITNESS CENTER AND ATHLETIC FIELDS RENOVATIONS 

(PROJECT NUMBER M-0512) 

Description 

This project includes the current building renovations and the reconditioning and improvements to the 

athletic fields. Due to budget constraints, this project was phased over several years. The components to 

this project are outlined below. 

Building Renovations 

The purpose of this project was to establish a health fitness lab; modify the HVAC throughout the athletic 

and fitness center; replace the gym floor; renovate the locker rooms; and renovate the swimming pool 

area. In addition, air conditioning was added to the building. 

In FY01, the replacement of the gym floor was completed. Since that time, the new HVAC system has 

been installed and the final renovations were completed in FY03. The remaining renovations needed to 

the building include replacement of the building’s exterior siding and additional electrical upgrades. 

Based on the established priorities and phasing schedule, the final modifications are planned for FY10. 

Athletic Fields 

The purpose of this project is to renovate and reconfigure the soccer, lacrosse, baseball, softball, and 

practice fields and install a new running track and stadium area. All phases are dependant on the 

availability of funds and priority of other components of this project. The existing fields were in poor 

condition and dire need of restoration. All field renovations have taken place with the exception of the 

baseball and softball area. Stormwater management for the entire quadrant including the children’s 

learning center was addressed as well as reforestation requirements for the entire campus. 

Justification 

Building Renovations 

It was essential to modify and upgrade the current athletic facilities in order to properly serve the credit 

and credit-free programs, the college community and the citizens of Howard County. The facilities are 

used seven days a week for approximately fifteen hours a day. With the completion of the building 

modifications, the college is able to provide the necessary accommodations for the varsity athletes, as 

well as recreational and league programs. 


The present athletic fields were in need of major repair in order to provide a safe playing environment and 

to meet Title IX standards. In addition, the existing fields were not in compliance with the National 

Junior Collegiate Athletic Association (NJCAA) standards for use in competition and are inadequate in 

size for their usage. Previously, there was no level playing area for team or recreational use, and the 

fields were hazardous as they all have some type of protruding rock, holes, or dips. As stated in the 

facilities master plan, the reconditioning of the fields included a new competition field and running track, 

athletic practice fields, a baseball and softball field. Installation of these new fields was critical to 

enhance the college’s recreational and athletics programs. 

The college must improve the athletic facilities to successfully participate in collegiate athletics. The 

demand for the sports programs has increased as the full-time student population has grown. More 

importantly, it is critical to provide a safe environment for the students and community. 


35

The planned renovations are as follows: 

FY00 Initial planning and design of the health fitness lab, locker room renovations, and 

locker rooms. 

FY01 Continued planning and design of the health fitness lab, air conditioning of the locker 

rooms and gym, and replacement of the gym floor. 

FY02 

FY03 

FY04 

FY05 

FY07 

FY14 

FY15 

Construction of the health fitness lab and equipment and air conditioning for the 

remaining areas; additional HVAC modifications; renovation of the locker rooms; and 

renovations to the swimming pool and tennis courts. 

Athletic Fields Phase 1 - the development of the forest delineation plan, forest 

conservation plan, boundary survey, topographic survey, site development plan, 

landscape plan, and the grading and seeding of one temporary playing field that is 

level and free of holes. Funds that were previously allocated for this project have 

been consolidated below. 

Development of the stormwater management pond and design services for fields. 

Athletic Fields Phase 2 - Renovate four athletic fields, remove track and grade site, 

provide access road and tree removal, install utility extension and water lines, and 

provide sanitary sewer. 

Athletic Fields Phase 3 - Installation of new 400-meter track, high jump, shot put, and 

long jump areas; installation of fencing; and additional field grading. 

Athletic Fields Phase 4 – Installation of ADA path for access to fields and ambulance 

service; installation of handicapped parking areas; correction of drainage issues. 

Athletic Fields Phase 5 – Installation of multi-purpose turf field for use by soccer, 

lacrosse, baseball, softball and other recreational activities; installation of additional 

associated fencing. 

Athletic Fields Phase 6 - Installation of field building with spectator seating; 

completion of exterior lighting, necessary utilities, and additional fencing. 

Replacement of exterior building siding and upgrading of building electrical systems. 

Remarks 


The design of the fields is ongoing and the construction of phase five is underway. Due to the condition 

of the existing fields and the extent of work required, the cost and scope of the project increased. With 

consideration to the complexity of this project and funding limitations, the college proposed phasing the 

field renovations over several years as shown above. 


36

The phase five renovations for the athletic fields include the installation of a multi-purpose turf field to 

serve soccer, lacrosse, baseball, softball, and other recreational activities. Additional associated fencing 

will also be installed as required. 


With consideration to the complexity of this project and funding limitations, the college decided to phase 

the athletic fields renovations over several years. Phase five described above will be completed in FY10. 

The final phase of the athletic fields is not anticipated until FY13 and will include spectator seating, 

concessions areas, and restroom facilities. The final request in FY14 will be to upgrade the athletic and 

fitness facility to meet building code requirements. 


Presented below is a summary of funding for this project. Funds listed under the “other” column are 

provided by the college. The source of these funds are provided by the college through donations, grant 

solicitations, student fees, and operating budget. 


FY01 Planning, Design and Construction – interior $809,000 $50,000 $68,000 $927,000 

& prior building 

FY02 Construction, Furniture and Equipment – 

interior building 

490,000 550,000 161,943 1,201,943 

FY02 Planning and Construction Phase 1 – athletic 

fields 

0 0 199,782 199,782 


fields 

0 350,000 366,666 716,666 


fields 

400,000 346,683 0 746,683 


fields 

400,000 453,317 0 853,317 


fields 

0 400,000 0 400,000 


fields 

400,000 0 0 400,000 


fields 

350,000 350,000 0 700,000 

FY15 Planning and Construction – building electrical 

systems and siding replacement 

1,278,000 0 0 1,278,000 

Total $4,127,000 $2,500,000 $796,391 $7,423,391 


37

FY99 HVAC REPLACEMENT AND UPGRADE (PROJECT NUMBER M-0528) 

Description 

The purpose of this project was to replace and upgrade Howard Community College’s HVAC system, 

which included renovations to replace air handlers, baseboard radiation, and piping as well as duct 

modifications and direct digital controls. Renovations were previously scheduled in the following areas: 

Smith Theatre, library, nursing, administration, Burrill Galleria, and the ST buildings. However, with the 

scheduled renovations to specific buildings as planned per the college’s capital improvements program 

and facilities master plan, HVAC replacements that were previously proposed as separate projects are 

now included as a component of the corresponding building renovation. The college has found this to be 

a more cost effective approach as well as a more efficient method of project management. 

Justification 

The completed modifications to the James Clark, Jr. Library Building, which was the original building on 

campus, included replacement of air handlers/duct modification, replacement of baseboard radiation, and 

piping as well as the direct digital controls. The modifications to the nursing building, which was the 

next phase, included the replacement of baseboard radiation and piping as well as induction terminal 

reheat units. 

Remarks 

The college completed the construction of the James Clark, Jr. Library Building modifications first and is 

completing the modifications to the nursing building baseboard radiation and piping in the next phase. 

These are the needed replacement equipment changes due to currently failed systems. In addition, 

consideration must be given to the central plant cooling towers and ice chillers that are nearing their life 

expectancy. 


With the James Clark, Jr. Library building modifications completed in the first phase, this next phase is to 

continue with the HVAC renovations to the nursing building. Since the nursing building renovations are 

planned in FY13, the college evaluated the current status of the nursing building as well as the central 

plant equipment to determine that the replacement of the cooling towers and reconditioning of the ice 

chillers is a higher priority along with the nursing building modifications. College staff will continue to 

prioritize the necessary HVAC modifications for the college. While there is no request for FY11, this 

project remains active until all modifications are completed. 


Presented below is a summary of funding for this project. There is no current or future funding request 

for this project; therefore, it is not included in the summary of capital projects. Funds listed under the 

“other” column are provided by the college. The source of these funds are provided by the college 

through donations, grant solicitations, student fees, and operating budget. 


FY03 and prior Design and Construction $700,000 $558,649 $47,500 $1,306,149 

FY05 Design and Construction 512,900 0 0 512,900 

Total $1,212,900 $558,649 $47,500 $1,819,049 


38

FY10 SCIENCE, ENGINEERING, AND TECHNOLOGY BUILDING (PROJECT 


Description 

The purpose of this project is to design and construct a science, engineering, and technology building of 

approximately 100,000 gross square feet. This new facility will provide the necessary space to support 

the science and engineering disciplines. The college offers a wide variety of high quality programs and 

learning opportunities to help build a vibrant community and assist students in discovering their unique 

strengths and achieving their goals. Of the nine instructional divisions at the college, science and 

technology has seen a dramatic increase in enrollment over the last decade. This new building will 

provide the facilities necessary to prepare students for careers in science and engineering. 

Justification 

Since 1999, the science and technology division has grown 65 percent over the last five years and is 

continued to show significant growth as seen in the ten-year projection of 50 percent by 2017. The 

continued growth in science and technology will no longer permit the current labs to accommodate the 

demand. 

Current facilities problems include insufficiency of space for classrooms, laboratories, offices and their 

support functions. Inadequacy of facilities includes ineffective laboratory design, aged and improperly 

equipped laboratory facilities, inadequate laboratory service rooms for storage and hazardous materials, 

fragmentation of functions, inappropriate mix of academic classrooms and labs, in appropriate mix of 

tutorial and open study environments, lack of facilities that support collaborative learning environments, 

undersized offices, and insufficient support spaces. 



• Areas Served: science, engineering, and technology disciplines 

• Occupancy: classrooms 

meeting/assembly area 

science labs with service areas 

science prep rooms 

group study and project rooms 


division office area 





This project has appeared in the capital budget book for several years under future capital projects and 

originally connected with new health sciences in a 200,000 gross square feet building. With 

consideration to debt capacities and funding limitations at both the county and state, the college decided 

to propose two smaller buildings at approximately 100,000 gross square feet rather than one large facility. 

The science, engineering, and technology building is being proposed for funding in FY12. With the 

significant increase in enrollments and the demand experienced for these programs, it was imperative to 

move this project forward and identify this building as an immediate need. 


39




FY12 Planning and Design – new building $2,258,000 $2,258,000 0 $4,516,000 


FY14 Furniture and Equipment – new building 1,900,000 1,900,000 0 3,800,000 

Total $23,793,000 $23,793,000 $0 $47,586,000 


40

FY09 HICKORY RIDGE BUILDING RENOVATIONS (PROJECT NUMBER M-0535) 

Description 

The continuing education and workforce development division supports the college’s mission by 

providing noncredit courses, contract credit courses and professional services to individuals, county 

agencies, and employers. Approximately forty full-time and part-time administrative, professionaltechnical 

and support and support staff are currently located in the Hickory Ridge building, with three 

additional continuing education staff and two technical support staff in the Gateway building. The 

purpose of this project will allow the continuing education division to utilize the entire Hickory Ridge 

building. This renovation will occur after the mathematics building is completed. 

Renovations to the Hickory Ridge building will be required to ensure that the college continues to provide 

quality services to the community, including online and web accessibility. The college will need to 

renovate the vacated areas and the HVAC systems as well as other major systems in this building need a 

complete overall. In addition, parking spaces will be required to meet projected growth based on 

enrollment trends. 

Justification 

Continuing education provides special services to the Howard County community and state agencies such 

as contract training (credit and noncredit) in business management, healthcare, advanced technology and 

other areas. Services also include open enrollment classes for personal and professional development, 

year-round enrichment programs for elementary, middle and high school students, non-traditional high 

school diplomas for adults, credit opportunities in a noncredit format, adult basic skills and literacy 

courses, and a variety of levels of English as a second language training. The continuing education and 

workforce development division produces approximately 25 percent of the total full-time equivalent 

(FTE) enrollments for HCC. 

Courses and programs are offered in a variety of formats and are held at various sites throughout Howard 

County. The majority of classes are held either on the first floor of the Hickory Ridge building of 

approximately 18,300 square feet or at the Ecker Business Training Center of approximately 16,000 

square feet in the Gateway building located at Columbia Gateway Drive in Columbia. The division is 

presently experiencing major growth in the English as a second language program and the English 

Language Institute and has needed to expand into six offices, six additional classrooms, and a 

conference/storage room on the second and third floors of Hickory Ridge comprising an additional 7,100 

square feet in Hickory Ridge. In addition, the Kids on Campus program reached capacity by using all 

available space at the Hickory Ridge building during its summer 2009 program. 

Classes are also offered at the Laurel College Center—where the continuing education division shares 

36,663 square feet of instructional space with the HCC credit and Prince George’s Community College 

credit and non-credit divisions. Because of space limitations in Hickory Ridge and Gateway, continuing 

education uses approximately 200 square feet of space in the nursing building and the Children’s 

Learning Center for yoga and T’ai Chi, plus ten to fifteen classrooms in three high schools in Howard 

County for evening classes for an additional 12,000 square feet. Belmont Conference Center also 

provides space for noncredit offerings. 

The majority of the space to which continuing education currently has access are in shared facilities 

where the space is not assured for the future. The space that HCC occupies in the Gateway building is 

owned by the county and is considered a valuable asset that may be sold in the near future. As Laurel 

College Center develops as a higher education center and adds partners and programs, less space will be 

available for continuing education. The dramatic growth in first-time, full-time students means growth in 

the mathematics program and limits on continuing education’s ability to expand within the Hickory Ridge 


41

uilding. Classes at the high school have always presented a logistical problem to the students because of 

differences in operating hours, calendars, and emergency closing policies. The new continuing education 

building will assure that the division continues to have operating space and will reduce management costs 

by consolidating operations that are currently distributed throughout many different sites. 

The college’s strategic initiatives and goals commit the institution to taking a lead role in workforce 

training and supporting Howard County government and Maryland’s economic development efforts. 

Given the sluggish economic conditions, certain areas of workforce training have remained relatively flat 

over the past couple of years but that is expected to change and increase as the economy improves and 

companies invest more in their employees. Advances in technology, heightened global competition, fastpaced 

innovation, and shifting demographics of the regional workforce demand skilled individuals 

prepared for these changes. The college’s mission charges the institution with responding to the 

economic needs of its community. 



• Areas Served: continuing education and workforce development 


class labs 

meeting and assembly area 








This project has appeared in the capital budget book for several years under future capital projects. Since 

it is not scheduled for funding until FY14, the college periodically conducts a space analysis to identify 

more efficient uses of space. During the facilities master planning process, the space utilization study will 

help assess the current and future conditions for continuing education. With the significant increase in 

continuing education enrollments, it is critical to identify this building as a future capital need. 




FY15 Planning and Design – new building $710,000 $710,000 $0 $1,420,000 


FY17 Furniture and Equipment – new building 620,000 620,000 0 1,240,000 

Total $7,810,000 $7,810,000 $0 $15,620,000 


42

FY11 MATHEMATICS BUILDING (PROJECT NUMBER M-0539) 

Description 

The mathematics division currently shares the Hickory Ridge building with continuing education. The 

purpose of this project is to design and construct a new mathematics building of approximately 71,000 

gross square feet. The construction of a new math building serves two purposes: 1) to accommodate the 

increased enrollment growth and future need for math instructional space; and 2) to renovate the existing 

building exclusively for continuing education. This plan will allow for the Hickory Ridge building to be 

solely dedicated to continuing education with the possibility of incorporating activities currently housed 

at the Gateway Building as well. 

Justification 

Since 1998, the math division has grown almost 35 percent. Students are able to take courses that range 

from self-paced labs for developmental students to advanced calculus. Each year this division has grown 

so that the projected ten-year growth is expected at 38 percent by 2017. With this continued growth the 

current classrooms will no longer be able to accommodate the demand. 

Advances in technology, heightened global competition, fast-paced innovation, and shifting 

demographics of the regional workforce demand skilled individuals prepared for these changes. The 

college’s mission charges the institution with responding to the economic needs of its community. 



• Areas Served: mathematics 


class labs 









During the development of the facilities master plan, mathematics is expected to be identified as a viable 

program justifying the need for its own facility. It is anticipated that after a thorough analysis it will be 

determined to be in the best academic and economic interest of the college to construct a new facility for 

the mathematics division. With the significant increases in math enrollments, it is important to identify 

this building as a necessary capital project. 




FY14 Planning and Design – new building 1,160,000 1,160,000 0 2,320,000 


FY16 Furniture and Equipment – new building 820,000 820,000 0 1,640,000 

Total $12,580,000 $12,580,000 $0 $25,160,000 


43

FY13 BUSINESS/COMPUTER SYSTEMS AND SOCIAL SCIENCE/TEACHER 

EDUCATION BUILDING (PROJECT NUMBER M-0544) 

Description 

The business/computer systems disciplines currently share the Duncan Hall for English, Languages, and 

Business with the English and world languages division. Once the English and world languages division 

expands in Duncan Hall, the business/computer systems and social science/teacher education areas will 

need to move to a new facility. The purpose of this project is to design and construct a building of 

approximately 88,000 gross square feet. 

Justification 

The new facility will be designed to concentrate several departments into consolidated areas, and to meet 

new programmatic demands for lab type settings that facilitate computer assisted learning and technology. 

The new space will expand the business/computer systems and social science/teacher education offerings 

that are in high demand. Computer classes and office technology programs will also be expanded into the 

new building to meet the additional needs caused by enrollment increases. 

This facility is a priority and is based on its importance to the community and the local economy as well 

as the need for additional space. The program goals of meeting enrollment growth, the development of an 

instructional infrastructure that fully utilizes new technology and software to assist the learning process, 

and the consolidation of the computer labs and office technology offerings into one area can be 

accomplished most effectively with the development of this new building. 

In addition, parking spaces will be required to meet projected growth based on enrollment trends. The 

college expects to construct another parking garage associated with the buildings on the south of campus. 



• Areas Served: business, computer systems, social science, teacher education 


class labs 









During the development of the facilities master plan, it is expected that business/computer systems and 

social science/ teacher education will be identified as viable programs needing their own facility. 

Currently, the business/computer systems division is located in Duncan Hall, but after a thorough analysis 

of enrollment trends and projections, it is anticipated that it will be necessary to construct a new facility to 

house this division in addition to social science/teacher education. With the significant enrollment 

increases and community demands, it is important to identify the building as a necessary capital project. 


44




FY16 Planning and Design $1,320,000 $1,320,000 $0 $2,640,000 



Total $14,220,000 $14,220,000 $0 $28,440,000 


45

FY15 MAINTENANCE BUILDING (PROJECT NUMBER M-0545) 

Description 

As the college continues to grow, the campus maintenance area has not kept pace with new construction 

and renovations. Additionally, the college’s utilities need to be upgraded to support future buildings and 

load requirements. In order to properly serve the needs of the campus, the college proposes to design and 

construct a maintenance building and central utility plant of approximately 36,000 gross square feet. 

Building utilities such as chilled water, heating hot water, plant steam, and cooling water are not only 

required to support the load requirements for HVAC but are needed to handle process loads as well. A 

central utility plant is designed to house water-cooled chillers, steam boilers, heat exchangers, air 

compressors, and water pumps separate from buildings in order to save space. 

Locating these utilities in a different building separates the main building function from the working 

facility. The utility plant can be designed to house at least two of each utility generators to provide system 

redundancy and the ability to diversify the load for optimum energy efficiency. On a campus with future 

growth planned, the utility plant is designed with expansion capability and space for future equipment 

with main headers sized for future load. In addition, all emissions from boiler stacks and vents are 

centralized for ease of maintenance and treatment. This project includes a central utility plant that will 

serve future facilities to be located on the college’s campus. This facility is necessary to support future 

buildings and load requirements. 

Justification 

With the completion of three new buildings on campus, this brings the college’s total on-campus gross 

square feet to an astounding 662,261. Additionally, the college is in the planning phase for the new 

health sciences building which will raise that number by approximately 90,000 gross square feet. In order 

to properly service the campus buildings, infrastructure and college community, a maintenance building 

must be constructed. With the continued growth, the current facilities can no longer accommodate the 

demand. 

Advances in technology and fast-paced innovation are also considerations for this new facility. New 

technologies as well as sustainability initiates such as green technology, solar power, and geothermal 

energy will assist the college in developing cost-saving programs that will enhance building and 

efficiency and ultimately decrease operating costs. 

The college is investigating alternatives including energy service companies (ESCO), energy performance 

contracts (EPC), and a satellite central utility plant (SCUP). 

An ESCO is a business that develops, installs, and arranges financing for projects designed to improve the 

energy efficiency and maintenance costs for facilities over a seven to twenty-year time period. ESCOs 

generally act as project developers for a wide range of tasks and assume the technical and performance 

risk associated with the project including those associated with EPCs. Typically, they offer the following 

services: 

develop, design, and arrange financing for energy efficiency projects; 

install and maintain the energy efficient equipment involved; 

measure, monitor, and verify the project's energy savings; and 

assume the risk that the project will save the amount of energy guaranteed. 


46

Consideration is also being given to a SCUP which could provide for physical connectivity of future 

expansion for campus development. While the cooling sources for the north campus remain as individual 

cooling plants, the college must give consideration to future development primarily on the south end of 

campus but for long-term redundancy for the north side as well. 

There were two cooling sources considered for the south campus. The first was individual cooling plants 

for each building consisting of water cooled centrifugal electric chillers, cooling towers, pumps, and 

appurtenances. The second was a SCUP serving the entire south campus and consisting of multiple 

cooled centrifugal electric chillers, cooling towers, pumps, and appurtenances. If the SCUP is a viable 

option, it needs to be planned with the construction of the new health sciences building. The equipment 

space provided within the building would need to be planned adequately for all future equipment required 

to serve the entire south campus. Piping for distribution of the chilled and heating hot water to the 

various building would be provided utilizing direct buried pre-insulated piping within protective casing. 

As each of the phases are constructed per the new facilities master plan, additional equipment would be 

installed in the SCUP and the distribution piping systems would be extended. 

A Present Value analysis of the two options was performed. In this analysis, the values of future 

expenditures are presented in terms of the value at Year 0 of the study. As all items in the analyses are 

costs, the option with the lowest Present Value is the recommended option. Therefore, the provision of a 

SCUP was recommended for the south campus as it had the lowest Present Value for both heating and 

cooling plants. However, a site study and SCUP study will be required this fall 2009 before a final 

determination is made. 



• Areas Served: visual arts, performing arts, music, theatre, dance, faculty, administration 

• Occupancy: recital hall 

black box theatre 

art gallery 

8 preparation dressing/green rooms 

34 class laboratories 

21 faculty teaching studios 


1 division office area 

1 conference room 


• Project Status: completed October 2006 


With the expansion of the college’s campus, significant enrollment increases, and community demands, it 

is important to identify this building as a critical capital project. 




FY13 Planning and Design – new building $305,000 $305,000 $0 $610,000 


FY15 Furniture and Equipment – new building 400,000 400,000 0 800,000 

Total $4,105,000 $4,105,000 $0 $8,210,000 


47

FY07 BELMONT CONFERENCE CENTER (PROJECT NUMBER M-0537) 

Description 

With the support from the Howard Community College Educational Foundation, Inc. (HCCEF), the 

college acquired the Belmont Conference Center in November 2004. Belmont is an 81.77-acre parcel 

consisting of a full service conference center and the Manor House that was constructed in 1738, among 

other structures. Belmont features three meeting facilities: the Carriage House, the Manor House, and the 

Dobbin House. In addition, it features overnight accommodations and among its amenities, Belmont 

features hiking trails, tennis and volleyball courts, swimming pool, and an indoor exercise room. The 

68.25-acre parcel, which excludes the Dobbin property of 13.52 acres, is under easement by the Maryland 

Historical Trust. 

Belmont currently offers accommodations for conferences, weddings, and retreats. The college’s original 

plans were to continue to operate Belmont as a conference center and integrate its current hospitality 

management and culinary arts programs into Belmont’s operations. By supporting Belmont’s business 

objectives and Howard Community College’s educational goals, Belmont would have continued to serve 

the community and also offered an outstanding experience for the college’s students. 

Justification 

Established in 1738, the Belmont estate in Elkridge is an historic treasure. Since 1964, when two 

Washington-based organizations established and operated the Belmont Conference Center, the estate 

began taking on a new legacy of enriching the professional and personal growth of citizens through 

corporate and association conferences, special events and family gatherings. Belmont’s dual roles are 

intertwined. The historic preservation of Belmont is dependent on its successful operation as an 

educational and cultural center. 


In August 2009, the college’s board of trustees made the decision to sell Belmont. To assist in the 

preservation and restoration of this historic facility, the college received county support towards the 

acquisition of the Belmont Conference Center and the renovation of the stone barn in FY08. Funds were 

allocated by both the college and the county to support this project. The funds provided by the county in 

the capital budget were Paygo funds. With regard to the barn renovations, the expenditures and 

encumbrances to date total $595,464.50 leaving a balance of $2,224,535.50 to date*. The “other” funds 

authorized in FY09 and FY10 will not be encumbered as the barn renovations will not occur**. 


Presented below is a summary of funding for this project. Funds listed under the “other” column are 

provided by the college through donations, grant solicitations, student fees, and operating budget. 


FY08 Land acquisition $2,200,000 $0 $2,200,000 $4,400,000 

FY08 *Barn renovations and expansion 2,820,000 0 0 2,820,000 

FY09 **Barn renovations (geothermal and other costs) 0 0 1,400,000 1,400,000 

FY10 **Barn renovations (additional costs) 0 0 1,400,000 1,400,000 

Total $5,020,000 $0 $5,000,000 $10,020,000 


41

SUMMARY OF CAPITAL PROJECT FUNDING 

Prior FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 

CURRENT PROJECTS FOR FY 2011 Funds Funds Funds Funds Funds Funds Funds Funds Funds Funds Funds TOTAL 

Parking Garages - M-0529 and M-0526 

County - 

State 450,000 

Other 319,000 

CC Bonds 8,769,000 

Safety, Compliance, and Facility Renewals - M-0540 

County 2,182,000 

State - 

Other - 

Campus Roadways - M-0542 

County - 

State - 

Other - 

Ren to Stud. Svcs Areas, Clark Libr. & ST Bldg-M-0533 

County 615,000 

State 615,000 

Other - 

Health Sciences Building - M-0532 

County - 

State - 

Other - 

Nursing Building Renovations - M-0536 

County - 

State - 

Other - 

Athletic & Fitness Ctr and Fields Renovations - M-0512 

County 2,499,000 

State 2,096,683 

Other 796,391 

Science, Engineering, and Technology Building - M-0543 

County - 

State - 

Other - 

Hickory Ridge Building Renovations - M-0535 

County - 

State - 

Other - 

Mathematics Building - M-0539 

County - 

State - 

Other - 

Business/Computer Systems & Social Sci/Teacher Ed - M-0544 

County - 

State - 

Other - 

Belmont Conference Center - M-0537 

County 5,020,000 

State - 

Other 2,200,000 

Maintenance Building - M-0545 

County - 

State - 

Other - 

- 

- 

- 

- 

1,111,000 

- 

- 

- 

- 

- 

7,889,000 

7,889,000 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

1,400,000 

- 

- 

- 

- 

- 

- 

- 

236,000 

- 

- 

- 

- 

- 

2,080,000 

- 

- 

2,004,000 

2,004,000 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

1,400,000 

- 

- 

- 

12,000,000 

- 

- 

3,000,000 

2,852,000 

- 

- 

- 

- 

- 

- 

- 

- 

4,623,000 

9,311,500 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

1,433,000 

- 

- 

1,020,000 

- 

- 

- 

- 

- 

14,000,000 

9,311,500 

- 

- 

- 

- 

- 

- 

- 

2,258,000 

2,258,000 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

1,461,000 

- 

- 

900,000 

- 

- 

- 

- 

- 

1,700,000 

1,700,000 

- 

349,000 

349,000 

- 

- 

- 

- 

19,635,000 

19,635,000 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

305,000 

305,000 

- 

- 

- 

- 

- 

1,489,000 

- 

- 

15,225,000 

- 

- 

735,000 

735,000 

- 

- 

- 

- 

3,480,000 

3,480,000 

- 

350,000 

350,000 

- 

1,900,000 

1,900,000 

- 

- 

- 

- 

1,160,000 

1,160,000 

- 

- 

- 

- 

- 

- 

- 

3,400,000 

3,400,000 

- 

- 

- 

- 

- 

1,519,000 

- 

- 

230,000 

- 

- 

6,700,000 

6,700,000 

- 

- 

- 

- 

550,000 

550,000 

- 

1,278,000 

- 

- 

- 

- 

- 

710,000 

710,000 

- 

10,600,000 

10,600,000 

- 

- 

- 

- 

- 

- 

- 

400,000 

400,000 

- 

- 

- 

- 

- 

1,551,000 

- 

- 

240,000 

- 

- 

620,000 

620,000 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

6,480,000 

6,480,000 

- 

820,000 

820,000 

- 

1,320,000 

1,320,000 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

1,583,000 

- 

- 

250,000 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

1,067,000 

1,067,000 

- 

- 

- 

- 

620,000 

620,000 

- 

- 

- 

- 

11,990,000 

11,990,000 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

- 

$ 

1,616,000 

- 

- $ 

260,000 

- 

- $ 

- 

- 

- 

- 

- 

- 

- 

- 

- 

$ 

$ 

$ 

10,675,000 

10,675,000 

- $ 

- 

- 

- 

- 

- 

- 

- 

- 

- 

$ 

$ 

$ 

910,000 

910,000 

- $ 

SUBTOTAL - COUNTY 10,316,000 9,000,000 4,320,000 19,475,000 18,711,000 24,350,000 27,739,000 21,987,000 11,031,000 15,510,000 13,461,000 175,900,000 

SUBTOTAL - STATE 3,161,683 7,889,000 2,004,000 9,311,500 11,569,500 21,989,000 11,025,000 18,960,000 9,240,000 13,677,000 11,585,000 120,411,683 

SUBTOTAL - OTHER 3,315,391 1,400,000 1,400,000 

- 

- 

- 

- 

- 

- 

- 

- 6,115,391 

SUBTOTAL - CC BONDS 8,769,000 

- 

- 3,000,000 

- 

- 

- 

- 

- 

- 

- 11,769,000 

GRAND TOTAL $ 25,562,074 $ 18,289,000 $ 7,724,000 $ 31,786,500 $ 30,280,500 $ 46,339,000 $ 38,764,000 $ 40,947,000 $ 20,271,000 $ 29,187,000 $ 25,046,000 $ 314,196,074 


- 

- 

- 

- 

- 

- 

$ 

$ 

24,538,000 

17,033,000 

18,125,000 

35,198,000 

44,654,000 

8,758,000 

30,854,074 

47,586,000 

15,620,000 

25,160,000 

28,440,000 

10,020,000 

8,210,000

IMMEDIATE NEEDS 

OTHER IMMEDIATE NEEDS AND FUTURE PROJECTS 

• Ecker Business Training Center (BTC) - Currently, the BTC occupies 14,247 gross square feet in the 

Gateway building. With increased demands from growing businesses in Howard and the surrounding 

counties, this space needs to be doubled. If county departments move out of the building, the college 

will request additional space in the building. 

• Laurel College Center (Regional Higher Education Center) – The Laurel College Center resulted from a 

unique joint effort between Prince George's Community College and Howard Community College to 

make higher education and continuing education more accessible to the residents of Laurel and the 

surrounding area. While the existing facility is adequate for the current student population, the college 

needs to consider additional space if enrollment continues to grow. 

• Land Acquisition – The main academic core of the college is located on the north side of campus. 

During the last facilities master planning process, the ten-year plan addressed expansion on the south end 

of campus. The college exterior periphery is surrounded by streams and buffers, floodplains, and 

wetlands. Based on the existing grounds and infrastructure, the college is landlocked with no parcel of 

real property that has access or egress. The college will need to investigate available parcels surrounding 

the campus in order to address its challenges with growth and development. 

• Mid-Maryland Allied Healthcare Education Consortium – The state approved this consortium, which is 

designed to increase the number of allied health professionals in critical shortage areas. The agreement 

includes the sharing of specific healthcare programs between HCC, Carroll Community College (CCC), 

and Frederick Community College (FCC). The colleges are investigating a shared satellite location that 

would be accessible to all three colleges in Mount Airy. This facility would address healthcare training 

in areas facing shortages of trained professionals. 

• Leased Space – Due to the critical space deficits the college is experiencing, it will need to consider 

leased space in the interim if new construction projects are not funded. The college is investigating 

available leased space in the immediate area adjacent to the community college’s main campus. 

1 

Enrollment Projections 2009-2018 Maryland Public Colleges and Universities, Maryland Higher Education 

Commission, June 2009 

2 

2000 Census Overview, Howard County Department of Planning and Zoning, August 2001 

3 

Howard County Population Growth 2000-2008, Howard County Department of Planning and Zoning, June 2009 

4 

Spending Affordability Advisory Committee Report FY2010, Howard County, Maryland, March 2009 

5 


6 

Leadership in Energy and Environmental Design, U.S. Green Building Council, 2009 

7 

Environmental Planning:Watershed Planning, Howard County Department of Planning and Zoning, April 2009 

8 


9 

MACC Prioritization Data FY 2011, Capital Prioritization Model, Maryland Association of Community College, 

August 2009 


50




3 – Administrative Reporting Project Consulting Services 

Background: HCC uses Datatel’s administrative computing software and database 

to support the business processes and services of the college. The college recently 

purchased Business Objects reporting tools software from Datatel for use with the 

college’s administrative computing system database. This reporting software will 

allow end users the ability to extract data out of the administrative system database 

through a self-service web-based model. This product will also provide the college 

with the ability to do longitudinal studies, provide data for vital signs and institutional 

research and assessment. To install and implement this software and specific high 

priority reporting projects, the college would like to contract with ASR Analytics. The 

project team from ASR Analytics has the knowledge that best fits the needs of HCC. 

This project team helped develop Datatel’s recommended reporting strategies and 

roadmap. They have first-hand knowledge of Colleague and its data structure. ASR 

Analytics is offering its services and pricing through the General Services 

Administration (GSA) contract for management, organizational, and business 

improvement services (MOBIS). ASR Analytics will provide services to install the 

technology infrastructure and software application and establish tactical data 

resources for end user’s reports. The cost of the installation of the reporting tool is 

$12,160 and the cost to implement reporting tools and establish reports is $86,240 

for a total of $98,400. This project is proposed to be completed by May of 2010. 

Purpose: To obtain board approval to contract with ASR Analytics to help 

implement the administrative reporting software, Business 

Objects 

Timeline: FY10 

Bids: ASR Analytics is on the GSA schedule 



Amount: $98,400 for the installation and implementation of Business 

Objects reporting tools 

Vendor: ASR Analytics 

Source of funds: FY10 operating budget for the administrative information system 

department cost center 

Compliance: This request is in compliance with college procedure, 

Purchasing – 62.05.01. 

51




4 – Administrative Software Consulting Services 

Background: HCC uses Datatel’s administrative software to support the business 

processes and services. The administrative software has an integrated database and 

application modules that assist with electronic processing of student enrollment 

requirements, student records, finance transactions, payroll, facilities scheduling, 

reporting, human resource, and development administration. The administrative 

software is supported by the administrative information systems department, which 

provides project assistance, staff training, operational integrity, and technical support. 

As part of the continuing growth of HCC and changes in federal and local regulations, 

new projects are being implemented to meet these needs. Functions such as direct 

lending, reporting, Colleague Advancement, benefits enrollment, and communications 

management have become vital to the daily operations of the administrative system. In 

order to meet these needs, the college will need to purchase additional services from 

Datatel for consulting and training in addition to the amount of $336,885 for FY10 that 

the board approved in May for a total of $426,885. 

Purpose: To obtain board approval to pay for additional consulting services 

for project implementations and support of direct lending ($45,000), 

reporting ($8,000), Colleague Advancement ($18,000), benefits 

enrollment ($3,000), communications management ($6,000) and 

end user training/consulting ($10,000) for a total of $90,000 


Specifications: Datatel consulting services and new software purchases 



Amount: $90,000 additional plus $336,885 (previously approved) for a total 

of $426,885 

Vendor: Datatel Incorporated 

Source of funds: FY10 operating budget for the administrative information systems 

department cost center 

Compliance: This request is in compliance with college procedure, Purchasing – 

62.05.01. 

52




5 – Professional Services to write the Part I/II Facility 

Program for the new Science, Engineering, and Technology 

Building 

Background: Proposals were solicited for professional services to develop a Part I/II 

facility program for the new science, engineering, and technology building. Section 3- 

602(d) of the State Finance and Procurement Article of the Annotated Code of Maryland 

requires that before an appropriation may be authorized for a capital project, the unit of 

government requesting the appropriation shall submit a facility program justifying the 

project and describing in detail the scope and purpose of the project. 

The Part I provides the justification and description of the proposed capital project. It 

provides a detailed description to enable the Maryland Department of Budget and 

Management (DBM), Maryland Department of General Services (DGS), Maryland 

Higher Education Commission (MHEC), and other regulatory agencies to confirm the 

eligibility of the project and budgeted cost estimate. 

The Part II describes the technical aspects of the proposed project and fully explains 

what is being requested. It provides environmental, spatial, and physical characteristics 

in detail. It is also used as the instructions to the architect/engineer and provides the 

necessary information for design services. 

The entire facility program (Part I and II) define the rationale and scope of work; address 

project goals and priorities; outline functional needs and existing conditions; reference 

construction codes, design standards, methods and practices; tabulate required space 

allocations using approved guidelines; and presents the functional relationships 

between spaces. It also must include maps, site plans, diagrams, floor plans, 

charts/tables, cost estimate, environmental assessment form, and project consistency 

report. 

In the past, the college has written these programs in house. Due to the complexity of 

this building and the specialized nature of space requirements for science facilities, the 

college is seeking a qualified firm to develop the program. 

The request for proposal (RFP) document was issued on September 17, 2009, with the 

proposal closing date of October 8, 2009. Firms were asked to provide their 

professional qualifications and staff proposed; present a management plan to include 

their methodology for data collecting, calculating, organizing, coordinating, accuracy 

and quality control; provide a list of similar past projects and references that would 

demonstrate their ability to successfully complete the required services; and submit a 

price proposal to meet the scope of services. 

53

In addition to the public notice, the college direct-mailed to four firms who were 

recommended by other institutions. There were seven firms that requested the RFP: 

• Barton Malow Company 

• Comprehensive Facilities Planning 

• Facility Programming and Consulting 

• JMZ Architects and Planners 

• Owner Services Group 

• Prime Vendor, Inc. 

• RJE, AIA, Architect & Planner 

Of the seven aforementioned firms, three submitted proposals. The college used a 

competitive best-evaluated proposal as the procurement method resulting in the 

following ranking of proposals: 

1) JMZ Architects and Planners 

2) Facility Programming and Consulting 

3) Nalls Architecture partnering with Comprehensive Facilities Planning 

Purpose: To obtain board approval to award the contract for professional 

services to develop the Part I/II facility program for the new science, 

engineering, and technology building 

Location: The college’s main campus and associated programs 

Timeline: Services to begin immediately following board approval with 

scheduled deliverable of April 28, 2010 

Specifications: To provide professional services to develop a Part I/II facility 

program for the new science, engineering and technology building 

in compliance with DBM and DGS regulations and guidelines 

Bids: The college estimated that 450 hours would be required to 

complete the scope of work. JMZ was the only firm on target for 

the project scope, proposing 452 hours, three site visits and 

approximately 12 meetings. Their project experience includes 

higher education institutions in Maryland, science and technology 

facilities, and proven success with Maryland regulations for the 

development of facility programs. Facility Programming and 

Consulting proposed only 288 hours and while they had a strong 

understanding of the project scope, they did not have any project 

experience in Maryland. Nalls Architecture proposed 802 hours 

and five visits, which is excessive. In their proposal, they also 

included an analysis of CADD files and existing building data, which 

is not necessary for a new construction project. Although they were 

the low bid based on 450 hours, they did not have a clear 

understanding of the project scope and they did not have project 

experience in Maryland. 

54

The total scores and price proposals are as follows: 

Rank Firm 

Proposed 

Price 

Adjusted Price 

Based on 450hrs 

Final 

Score 

1 JMZ Architects and Planners $69,300 $68,993 80.5 

2 Facility Programming & Consulting $49,248 $76,950 67.8 

3 Nalls Architecture with CFP $106,066 $59,513 67.0 



Amount: $69,300 

Vendor: JMZ Architects and Planners, P.C. 

Source of funds: FY10 plant operations budget (fund 72) 


62.05.01. 

55

6 – Rep Stage Paymaster Agreement 




Background: In late spring of 2009, Howard County Government informed the college 

that it could no longer cover Rep Stage productions under its self-insurance and 

workers compensation program. This change impacted various actors, stage 

managers, directors, and designers who participate in professional theatres and 

performing arts venues as members of theatrical unions such as the Actors’ Equity 

Association (AEA), United Scenic Artists (USA), and the Society of Stage Directors and 

Choreographers (SSDC). The primary reason for this change was the high number of 

workers compensation claims filed the previous fiscal year. The determination was 

made based on several factors: 1) these individuals were not hired as employees to 

work at the college on a continual basis; 2) they reside out-of-state; and 3) the college 

cannot control their scope of work, duties, responsibilities, and performance outside of 

the production period, which is only a few weeks. 

Previously, the college was signing the union agreements as “employer of record,” 

which requires the college to fund workers compensation, unemployment, health, and 

pension benefits. As the “employer,” the performers’ payments were processed through 

the college’s payroll system, which increased liability and exposure to the college for 

individuals who were not employees. 

Rep Stage has a contractual relationship with AEA that allows it to operate under the 

status of a Small Professional Theatre. This classification requires Rep Stage to follow 

certain guidelines that have been negotiated by the Small Professional Theatre group. 

In order to keep the Small Professional Theatre classification, Rep Stage continues to 

contract directly with the AEA member. However, to satisfy the county’s requirement, 

Rep Stage has contracted with the University/Resident Theatre Association, Inc. 

(U/RTA) for the use of its paymaster service. This service is one that U/RTA provides 

through its contract management program to schools and theatres that wish to hire 

professional artists but are unable to pay them in accordance with either college or 

union requirements. 

Rep Stage pays U/RTA the full amount of the artists’ salaries and benefits and U/RTA 

becomes the employer of record and issues the paychecks, including the required 

benefits, directly to the artists. In doing this, U/RTA also assumes the risk for workers 

compensation, so that the artists are now covered under its workers compensation 

program. For this paymaster service, the college pays U/RTA five percent overhead 

plus a maintenance fee (totaling $10,634.09 for the entire FY10 season). 

Therefore, while the corresponding payments to U/RTA appear to be substantial, the 

funds are a pass-through to the artists and U/RTA is receiving $10,634.09 for its 

services. 

56

There are very few firms available that offer these types of services. The three firms 

recommended were U/RTA, PES Payroll, and Entertainment Partners. Upon 

investigation, only U/RTA offers a complete program of payroll and contract 

management services and has experience working with colleges and universities 

nationally. Since its inception in 1979, the U/RTA Contract Management Program 

(CMP) has handled more than 3,000 professional artists at diverse colleges, 

universities, arts councils, branches of the armed forces, nonprofit theatre companies, 

and other producing organizations. As a nonprofit organization, U/RTA is able to 

maintain low overhead and passes these savings on to the clients using the CMP. 

While membership in U/RTA is not required to use their services, there are currently 43 

member institutions including some of the most prestigious professional theatre training 

programs and theatres in the country. 

The U/RTA CMP offers a complete contracting and employment system to 

organizations that, for many different reasons, are unable to directly engage 

professional union artists. Institutional policy or government regulations often prevent a 

college or university from contributing to the union pension and health funds that are 

associated with most union contracts. A small theatre company or presenting 

organization may not yet have developed the management staff or expertise capable of 

dealing with union contracts, weekly reports, and federal and state requirements. A 

company simply may not wish to devote the staff time, costs, and space to the 

complicated management demands associated with hiring on union contracts. 

The primary reason HCC needs to use this service is to comply with county government 

regulations. In addition, based on U/RTA’s portfolio and the current state of the 

economy, this firm was the most responsible choice for the college. 

Purpose: To obtain board approval for the contractual relationship with 

University/Resident Theatre Association, Inc. 

Location: Rep Stage, Howard Community College, main campus 


Specifications: U/RTA paymaster services are contracted on a production or showby-show 

basis. Based on the 2009-2010 season, below is a 

breakdown of the payments to U/RTA: 

Productions 7/1-9/30/09: Payments Approved and Processed To Date 

Salary & Benefits 

Paid to Artists 

(Producer Costs) 

Service Fees 

Paid to U/RTA 

(Overhead) 

Total Payment 

Amount to 

U/RTA 

WITTENBERG 14,821.42 1,101.07 15,922.49 

HYSTERIA 30,643.30 2,332.16 32,975.46 

Subtotal $ 45,464.72 $ 3,433.23 $ 48,897.95 

57

Productions 10/1-6/30/09: Payments Estimated for Remaining Season 

Salary & Benefits 

Paid to Artists 

(Producer Costs) 

Service Fees 

Paid to U/RTA 

(Overhead) 

Total Payment 

Amount to 

U/RTA 

HYSTERIA (actor change) 1,196.07 79.81 1,275.88 

DICKENS OF A CAROL 8,154.97 657.75 8,812.72 

THE GLASS MANAGERIE 18,266.21 1,393.31 19,659.52 

ON THE VERGE… 26,143.66 2,007.18 28,150.84 

THE GOAT, OR WHO IS 

SYLVIA 

30,418.34 2,320.92 32,739.26 

Contingency (actor changes) 9,721.94 741.89 10,463.83 

Subtotal $ 93,901.19 $ 7,200.86 $ 101,102.05 

Total Annual Payments: $ 139,365.91 $ 10,634.09 $ 150,000.00 

Bids: Sole Source 



Amount: The college has estimated the number of performers and total fees 

required for the remaining season, October 1 through June 30, 

2010. Since these amounts are estimated, the college has 

included a contingency amount to cover actor changes and 

unforeseen conditions. Therefore, the college requests a not-toexceed 

amount of $150,000 as follows: 

Amount Paid Service Fees Not-to-exceed 

To Artists Paid to U/RTA Amount 

$139,365.91 $10,634.09 $150,000.00 

Vendor: University/Resident Theatre Association, Inc., 1560 Broadway, 

Suite 712, New York, New York 10036 

Source of funds: FY10 operating budget, Rep Stage cost center 


62.05.01. 

58

7 – Athletic Fields Phase V Change Order 4 




Background: Phase V of the athletic fields project addresses an existing athletic field 

that needs to be upgraded to meet Title IX standards. The field has rocks, holes, and 

dips, which are safety hazards. The scope of this project is the design/build services for 

the installation of a synthetic turf multi-purpose athletic field, which includes soccer, 

lacrosse, and future baseball. 

The administration requested that the board of trustees approve the lump sum fee of 

$799,982.25 with Atlas Track & Tennis, Inc. The total authorization for this phase was 

$800,000 ($400,000 state share) plus the balance remaining from prior phases of 

$132,932, meaning the total funds available for phase five is $932,932; therefore, the 

project remains within budget. 

Subsequent to the original contract approval, the administration brought to the board 

requests for increases of spending allowances to cover change order 1 ($8,190.66) 

inlaid men’s and women’s lacrosse markings, change order 2 ($4,809.96) to raise and 

re-grade a low grade area along the walkway around the field, and change order 3 

($31,734.74) for perimeter fencing, which have been previously approved by the board 

of trustees. 

At this time, the administration requests additional funds for change order 4 in the 

amount of $11,543.92 for furnishing and installation of ball barrier netting. 

Purpose: To obtain board approval for the athletic fields phase V, change 

order 4 

Location: Main campus athletic fields 

Timeline: Began May 2008 until completion 

Specifications: Furnish and install ball barrier netting 20 feet high by 160 linear feet 



Amount: $ 8,190.66 (change order 1) 

$ 4,809.96 (change order 2) 

$ 31,734.74 (change order 3) 

$ 11,543.92 (change order 4) 

$799,982.25 Original Contract Amount 

59

Total: $856,261.53 

Vendor: Atlas Track & Tennis, Inc. 

Source of funds: FY10 Capital Budget 


62.05.01. 

60




8 – Change Order 1 for Professional Services for 

Facilities Master Plan 

Background: Proposals were solicited for professional services to develop a 

comprehensive facilities master plan that will establish a framework for the orderly 

development of all capital improvements to support the mission, vision, values, and 

strategic initiatives of the college. This project was awarded to Ayers Saint Gross at the 

college’s board meeting on April 22, 2009. The scope of work included several 

components to be integrated as part of the master planning process: 

• Facilities Condition Assessment 

• Space Needs Analysis 

• Academic Plan 

• Environmental Scanning 

• Technology and Infrastructure Review 

• Landscape Plan 

• Transportation and Traffic Study 

• Security Assessment (assessment being completed; requires integration) 

• Sustainability Climate Action Plan (plan being completed; requires integration) 

• Signage Master Plan (plan under development; requires integration) 

Based on the scope of services, the negotiated fee was as follows: 

FEE NEGOTIATIONS 

Item 

Basic Services – 

Firm/Consultant Fee 

Part 1: Campus Master Planning, Facilities 

Assessment, Landscape Plan, Cost Estimating 

Ayers Saint Gross $289,300 


Part 2: MEP Engineer 

Leach Wallace $48,000 


KCI $83,400 

Part 3: Site & Civil Engineer 

Special Services – 

Part 1: Space Needs Analysis, Academic Plan, 

Environmental Scan 


Part 2: Information Technology 


Part 3: Transportation & Traffic 


Part 4: Environmental (Sustainability) 

JMZ $134,500 

Shen Milsom Wilke $14,500 

Kittelson $12,500 

Biohabitats $27,330 

SUBTOTAL $609,530 

Reimbursable Expenses $15,000 

TOTAL: $624,530 

61

During the data collection phase, it was evident that the fall 2009 enrollment data was 

necessary to provide accurate projections for the college’s space needs. Therefore, the 

college requested that JMZ re-do what was done to date on the classroom utilization 

study using the 2009 fall course data. The following steps are required from the 

consultant: 

• Review and format classroom day courses schedules for credit and noncredit 

courses; 

• Establish study rules and perform data cleansing; 

• Select maximum occupancy points for noncredit courses, review approach with 

college; 

• Complete the seat area and fill analysis; and 

• Complete the room utilization analysis. 

The additional time associated with this owner-driven change order equates to an 

additional fee of $9,850. Both the college and the consultants agree that the most 

current data is required to complete the space needs analysis as this data will drive the 

need and provide justification for future capital projects over the next ten years. 

Purpose: To obtain board approval to award change order 1 in the amount of 

$9,850 for additional work associated with the space needs 

analysis 

Location: Main campus plus satellite locations, as required 

Timeline: April 23, 2009 through April 2010 

Specifications: To complete the facilities master plan per the scope of services 

described in the request for proposal documents, addenda, and 

additional services clarified during price proposal negotiation. The 

final master plan will be delivered to the state by April 2010. 

Bids: The owner-requested change order in the amount $9,850 is being 

requested to accommodate the 2009 fall course data in the space 

needs analysis. 



Amount: $9,850 change order 1 plus $624,530 original contract amount 

totals $634,380 for the new contract amount 

Vendor: Ayers Saint Gross Architects and Planners 

Source of funds: FY09 Capital Budget, Safety, Compliance, and Facility Renewals. 


62.05.01. 

62




9 – Commencement and Nursing Pinning Expenses 

Background: For the last three years, HCC has held its commencement and nursing 

pinning ceremony on the college’s grounds. Last year, HCC signed an agreement with 

the vendor, Party Plus, after completing a bid process. HCC is eligible to renew the 

agreement for two more years. 

Feedback about having the event on campus has been overwhelmingly positive. 

Therefore, the college’s commencement ceremony and the nursing pinning ceremony 

will again be held at HCC. A tent, chairs, staging, and other supplies must be secured 

in order to prepare for the events. The total charge for the tent services last year was 

$82,026 for a 100-foot by 225-foot tent. With the increased number of students 

graduating, a tent measuring 100-feet by 250-feet will be needed to accommodate an 

additional 275 students and guests. The additional charge would be $4,751 for a total 

cost of $86,777. 

Purpose: To obtain board approval for rental of tent, chairs, and other items 

for the FY10 commencement and nursing pinning ceremonies 

Location: The field surrounding parking lot F (formerly known as the Grand 

Prix field) 

Timeline: The ceremonies will take place on May 27, 2010 

Specifications: A 100-foot by 250-foot tent to be rented and erected on the 

commencement field. Additional items and services to be rented 

will include the platform stage, seating for at least 2,275 students 

and guests, 100 VIP and platform seats, lighting within the tent, 

generators, wooden flooring for a walkway to the stage, ADA 

compliant ramps to the stage, two equipment attendants to assist 

during the events, and carpeting. 

Bids: Party Plus was the bidder awarded the contract in 2009 



Amount: $86,777 

Vendor: Party Plus 

Source of Funds: FY10 commencement budget 

Compliance: This request is in compliance with college procedure, 

Purchasing - 62.05.01. 

63

10 – Comcast Enterprise Services 




Background: At its April 2009 meeting, the board of trustees approved FY10 internet 

services provided by Comcast Commercial Services, Inc. in the amount of $59,400 for 

40 megabits per second (Mbps) of bandwidth. Comcast Commercial Services was 

originally awarded the college contract in 2006 and the April 2009 approval extended 

the contract at FY06 rates. 

The agreement has a provision to increase bandwidth. The college would like to 

increase its bandwidth from 40 Mbps to 75 Mbps in order to better serve student needs. 

The internet has become increasingly necessary to deliver course content and to 

provide the means for student research. 

The college would like to secure the additional bandwidth of 75 Mbps at an annual cost 

of $99,000. The board previously approved $59,400 for this service. The additional 

amount for the bandwidth increase is $39,600 ($99,000 - $59,400) prorated for the 

remaining 8 months of FY10, which equals $26,400. 

Additionally, the college has engaged Comcast to supply cable television for the athletic 

and fitness center. This service will be for student use in the weight room facility and 

will enhance the use of this facility as a shelter in case of an emergency within the 

county. This installation cost is $6,698 plus additional annual cable fees of $1,360. 

Purpose: To obtain board approval to increase the college’s bandwidth and 

obtain cable television access for the athletic and fitness center 

Timeline: November 1, 2009 – June 30, 2010 



Amount: $26,400 Increased bandwidth from 40 Mbps to 75 Mbps 

$ 6,698 Installation cost for athletic and fitness center 

$ 1,360 Additional cable fees for athletic and fitness center 

$34,458 Total Additional Amount 

$59,400 Previously Approved Amount 

NEW FY10 TOTAL: $93,858 

Vendor: Comcast Commercial Services, Inc. 

Source of funds: FY10 Operating Budget 


62.01.01. 

64

11 – Telephone System Upgrade Switches 




Background: The board of trustees approved the upgrade of the college’s private 

branch exchange (PBX) telephone system at its March 25, 2009, meeting. The 

approval was for a three-phase approach for a total amount of $1,235,701. The first 

phase has been completed and the new phone system is currently operational on 

campus. During the first phase, the college purchased and installed centralized 

technology that enabled the new system to be operational and expanded for campus 

use. The second phase of the project will include the upgrade of network technology 

that will enable the expansion of the system on campus. 

The college would like to purchase the network equipment for phase two from Digital 

Intelligence Systems Corporation (DISYS). The purchase will be in the amount of 

$177,522 and is part of the Clark Library Hall project. This phase of the project will 

provide network switch upgrades in the college’s network closets to accommodate the 

upgrade of phones in offices and classrooms. 

DISYS holds a University of Maryland contract and is also an authorized vendor on the 

Maryland Educational Enterprise Consortium (MEEC) agreement. The switches are 

being purchased through the University of Maryland contract, which provides highly 

competitive pricing for this technology. 

Purpose: To obtain board approval to purchase and install the telephone 

network equipment in phase two 


Specifications: NEC telephone system equipment upgrade 



Amount: $177,522 

Vendor: Digital Intelligence Systems Corporation 

Source of funds: FY06 and FY07 capital budgets, Clark Library Hall 


62.01.01 

65




12 – Lot F Stream Channel Design Fund Increases 

Exploration Research 

Background: Exploration Research, Inc., was solicited to provide final calculations for 

the stream channel between parking lot A and Duncan Hall determining lot F (the 

parking lot by the former Grand Prix field) run-off. The calculations included protecting 

water quality and recharge practices from this junction to the existing pond outfall, 

photo-documentation of existing channel conditions, and the summary of findings. 

Howard County then required a commitment to renovate the stream within two years. 

Based on Exploration Research’s unique knowledge of the project, the administration 

determined the company as a sole source and authorized the design of a stream 

channel stabilization plan based on the parking lot A stream channel study, addressing 

the channel erosion in the vicinity of the footbridge over the stream. In compliance with 

Maryland Department of Natural Resources requirements, the administration also 

authorized Exploration Research to prepare the State’s Notice of Intent (NOI) permit 

application, and the monitoring of discharge storm water associated with construction 

activities for lot F including required inspections after rainfall of over 0.1 inch, with a 

minimum of one inspection per week for the estimated duration of the project of eight 

weeks. The board of trustees previously approved the request by the administration for 

Exploration Research, Inc. as sole source and the spending allowance of $30,495 (see 

table below) in May 2009. 

Design Phase Stream Channel (Exploration Research) 

Item Description Fees $ 

1 Stream channel run-off calculations 4,975 

2 Stream channel stabilization plan 17,250 

3 MD Department of Natural Resources requirement for storm 

5,500 

water discharge submittal and inspections during construction 

4 Reimbursable at 10% 2,770 

Total: 30,495 

At this time, the administration requests an increase of the above authorized spending 

allowance of $30,495 by $12,000 for a total of $42,495 to cover expenditures accrued 

due to re-design requirements for the stream channel stabilization plan by the Howard 

Soil Conservation District and Maryland Department of the Environment. 

Purpose: To obtain board approval to increase the spending allowance with 

Exploration Research, Inc. to cover the fees accrued for additional 

design services for the stream channel stabilization plan 

Location: Main campus, stream channel between parking lot A and Duncan 

Hall 

66

Timeline: Stream channel stabilization plan design submitted May 4, 2009. 

Review by agency begins. 

Specifications: Stream-channel stabilization 



Amount: $30,495 original request 

$12,000 increase request 

$42,495 - Total 

Vendor: Environmental Research, Inc. 

Source of funds: Capital systemic budget 


62.05.01. 

67

13 – Technology Purchases 




Background: Convergences Technology is a preferred vendor for the college’s server 

virtualization and storage area network and load balance system, because of its 

excellent service record and its partnership with VMware, EMC, and Citrix. 

Convergences Technologies provides lower cost to higher education using the 

academic and General Service Administration (GSA) pricing for software and hardware. 

The GSA contracts provide professional services and products to federal government 

and public agencies. The GSA contract number for Convergences Technology is GS- 

35F-0408R and expiration date is March 2010. 

Since July 1, 2009, the college has spent $12,000 with Convergences Technology for 

technical services. Current FY10 purchases are expected to exceed $25,000 due to 

purchases of a network load balancer for Blackboard CE6, VMware licenses, and 

Network Storage for the library building upgrades. It is anticipated that the network load 

balancer will cost $17,000, VMware licenses will cost $25,000, and Network Storage will 

cost $26,000 for a total of $68,000. 

Purpose: To obtain board approval for technology purchases 




Amount: $68,000 

Vendor: Convergence Technical Consulting 

Source of funds: Information Technology’s FY10 operating budget 


62.05.01. 

68

128 



Regular Session Item H-1 

H-1 Discussion Item: 

Howard Community College Debt Policy 

Pursuant to Article 95, Section 22F(d) of the Annotated Code of Maryland, Howard 

Community College is required to adopt a debt policy that is consistent with the 

Maryland Constitution, Articles 23A, 24 and 31 of the Annotated Code of Maryland 

and all other applicable statutes, charters, and local laws. 

Since the Howard Community College Board of Trustees’ (the Board’s) borrowing 

authority is limited by the applicable provisions of Title 16 of the Education Article of 

the Annotated Code of Maryland, the college has not incurred long-term debt for real 

estate and/or improvements. 

However, the Howard Community College Educational Foundation, Inc. (HCCEF) 

has borrowed funds for various real estate properties and the college has entered 

into long-term capital leases with the HCCEF to utilize these properties. 

In addition, the Howard County government has also borrowed funds for the 

college’s capital projects and the college has agreed to repay the debt service on 

these projects through student fees, tuition, and donations. In addition, the college 

has utilized lease purchase agreements to purchase personal property, including 

fixtures for the operation of the college, as authorized by Section 16-302 of the 

Education Article, Annotated Code of Maryland. The college has also entered rental 

agreements to lease space for college operations. 

Accordingly, the college, in consultation with legal counsel, has developed the 

following debt policy to provide guidance on any repayment obligations and to 

promote the continued sound financial management of Howard Community College. 

Types of Debt 

Intermediate Term Lease Purchase Agreements: 

The college will use lease purchase agreements when it is economically feasible 

and efficient. Lease purchase agreements may be entered for: 

• Personal property including fixtures, as long as the personal 

property/equipment serves as security for the transaction; 

• Energy savings contracts where the lease payments are funded by future 

savings in utility costs 

All lease purchase agreements must be approved by the college’s board of trustees.

129 

Leases for Rental Property 

The college may enter into agreements to lease property for college operations. The 

lease agreement with the landlord may or may not include leasehold improvements. 

All leases for rental property must be approved by the college’s board of trustees 

and must be subject to cancellation for non-appropriation. 

Long-Term Debt 

The college may not incur long-term debt for the acquisition of real estate and 

improvements. However, the college may be obligated to the county or HCCEF for 

debt that those entities may incur on behalf of the college. The college may also 

utilize the following entities, which may borrow funds on the college’s behalf, for 

specific projects: 

• Maryland Economic Development Corporation (MEDCO); 

• Maryland Health and Higher Education Facilities Authority (MHHEFA); 

• Maryland Industrial Development Financing Authority (MIDFA) 

• Maryland Small Business Development Financing Authority (part of MD Dept 

of Business & Economic Development); 

• Maryland Transportation Authority 

All long-term debt must be approved by the college’s board of trustees. 

Vested Vacation Benefits 

Vacation benefits are earned by college employees based on time in service and the 

rights to such benefits are vested. The college records vested vacation benefits as 

earned in accordance with generally accepted accounting principles. In the 

unrestricted fund, only the amount owed to employees at year-end is accrued as an 

expense and recorded as a liability. The amount of vested vacation benefits is not 

included in measures used to evaluate the college’s debt affordability. 

Accounts Payable 

Expenses that the college incurs during the course of current operations may be 

accrued as accounts payable at year-end. The amount recorded as accounts 

payable is not included in measures used to evaluate the college’s debt affordability. 

Short-term Operating Debt 

The expense associate with day-to-day operations of the college will be covered by 

current revenues. However, because the college may experience temporary cash 

shortfalls, prior to receipt of state or county payments, the college may incur shortterm 

debt, which would be defined as a line of credit or a loan. This debt would be 

for a year or less. The amount of the short-term debt will be based on cash flow 

projections for the fiscal year and will comply with applicable federal and state 

regulations. Operating revenues will be pledged to repay the debt, which will 

generally be repaid in one year or less. The costs of such borrowings will be 

minimized to the greatest extent possible.

130 

In the event Howard Community College does issue debt, it will not use variable rate 

debt instruments, interest rate exchange agreements or swaps, and other 

derivatives including futures and options. 

All short-term operating debt shall be approved by the college’s board of trustees. 

Term of Debt 

Any debt incurred for lease purchase agreements and/or long-term debt financed by 

others will not have a term that exceeds the economic life of the asset or 

improvement that is financed. Long-term debt is not considered appropriate for any 

recurring purpose such as current operating and maintenance expenditures. 

Debt Affordability Measure 

The college shall review current year debt service payments and debt as a 

percentage of total revenues (unrestricted, restricted, plant and student activity 

before debt service income) annually with the audit and finance committee of the 

board of trustees. Ten percent or below is considered an appropriate level with 15 

percent and above as a cause for concern. Included in the numerator of the debt 

calculation shall be the current year debt service for: 

• Intermediate term lease purchase agreements 

• Any capital leases 

• Any long-term debt with the county or other approved entities 

that the college has agreed to repay 

Debt Reserves 

If unexpended funds are available the board may designate funds to cover future 

debt service payments. 

The college shall continually review outstanding obligations for opportunities to 

achieve savings through early pay-offs and refinancing when economically feasible 

and advantageous. 

This policy was adopted by the Howard Community College Board of Trustees at 

their meeting of October 28, 2009. 

___________________________________ 

Board Chair 

___________________________________ 

Witness

131 

I-1 Issue Bin 



Regular Session Item I-1 

Background: In an effort to organize meetings and better utilize board members’ 

time, an issue bin has been implemented. Topics brought up at board meetings or 

work sessions that may require action or discussion at a later date have been 

collected and recorded on this list and will be reviewed at each board meeting until 

they are resolved/addressed. 

Board Liaisons to Ongoing Projects 

Project Liaison(s) 

Capital Projects T. James Truby 

Entrepreneurial Center Louis G. Hutt, Jr. 

Foundation Board Roberta E. Dillow 

Sustainability Patrick L. Huddie; Roberta E. Dillow 

MACC Board of Directors T. James Truby 

Facilities Master Plan Roberta E. Dillow 

Possible future location of Laurel College On Hold 

Center 

Student Housing On Hold 

Belmont Conference Center T. James Truby; Roberta E. Dillow 

The board liaison role is to represent the board of trustees in tracking various 

issues/projects, bringing any information of specific importance to the board’s 

attention. 

Committee: Members: 

Audit and Finance 

T. James Truby, committee chair 

Kevin J. Doyle, Louis G. Hutt, Jr. 

Legislative and Community Relations 

Katherine K. Rensin, committee chair 

Roberta E. Dillow, Mary S. Esmond 


This item is for discussion and information and does not require board approval.

I-2 Fiscal Year 2010 Board Calendar 

Board Calendar 



Date Event 

November 2009 

Tentative Agenda Items 

November 4, 2009 Audit and Finance 

• Quarterly Sole Source Report 

Wednesday 

Committee 

• Parameters of FY11 Operating Budget 

8:30 am 

Café on the Quad - 

• Salary and Benefits Committee 

RCF-120B 

Recommendations 

• Tuition and Fees 

• FY09 Single Audit 

November 5, 2009 Cry of the Pepperbird • FYI for Trustees 

Thursday 

Revisited 

• Dawn Cooper Barnes and husband 

11:30 am – 2:00 pm Monteabaro Hall 

Nathaniel Barnes, Liberia's ambassador to 

NEW! 

the U.S. 

November 8, 2009 Twenty-Fifth Annual • Trustees Invited 

Sunday 

Diploma Recognition • For students who have successfully 

3:00 pm 

Ceremony 

completed the general education 

Smith Theatre 

development program (GED) or the 

external diploma program (EDP) 

November 11, 2009 Student/Donor Luncheon • Trustees Invited 

Wednesday 

12:30-1:30 pm 

RCF-400/401 

November 13, 2009 Howard County Center • FYI for Trustees 

Friday 

for African American 

4:30 pm 

Culture Opening 

NEW! 

Clark Library 

November 16, 2009 Legislative and 

• Planning for Legislative Breakfast 

Monday 

Community Relations • Review of HCC Legislative Agenda 

8:30-10:00 am 

Committee Meeting 

Schoenbrodt Boardroom 

• Student Advocacy Day 

November 18, 2009 Work Session / 

• HCCEF Annual Report 

Wednesday 

Regular Meeting 

• Informational Tour: Enrollment Services 

6:00 pm 

RCF-400 

(tentative) 

• Recommendations on 

Sabbatical/Administrative Leave 

• Report on Board End: Information and 

Analysis 

• Proposed FY11 Legislative Agenda 

December 2009 

December 2, 2009 Entrepreneurial 

• Trustees Invited 

Wednesday 

Celebration 

5:30-8:30 pm 

RCF-400 

December 9, 2009 Consent Items / 

• FY10 Presidential Mid-Year Evaluation 

Wednesday 

Closed Session 

6:00 pm 

Belmont – Carriage 

House 

132

December 9, 2009 

Wednesday 

7:30 pm 

Date Event Tentative Agenda Items 

• Dinner will be in the Manor House Dining 

Room 


Thursday 

6:00-10:00 pm 


Tuesday 

6:30 pm 

December 24, 2009 – 

January 3, 2010 


Tuesday 

7:30 am 

(tentative) 


Wednesday 

6:00 pm 


Monday 

8:30 am 


Monday 

10:00 am 


Monday 

12:00-7:00 pm 


Wednesday 

6:00 pm 

February 4, 2010 

Thursday 

8:30 am 

February 8-10, 2010 

Monday–Wednesday 

NEW! 


Wednesday 

9:00 am-1:30 pm 


Wednesday 

133 


Holiday Dinner 

Belmont 

Chamber Holiday Party 

Columbia Sheraton 

Nursing Recognition 

Ceremony 

Smith Theatre 


• RSVP Required 


• Mid-Year RN 

HCC Winter Break • College Closed Thursday - Sunday 

Annual Legislative 

Breakfast 

RCF-400 

Budget Work Session 

RCF-401 

New Employee 

Recognition Breakfast 

Burrill Galleria 

January 2010 

Winter Convocation in 

the Smith Theatre and 

Clark Building Dedication 

at the Library Entrance 

MACC Trustee 

Leadership Conference 

and Legislative 

Reception 

Calvert House, Annapolis 


RCF-400 

Legislative and 

Community Relations 

Committee Meeting 

February 2010 

Schoenbrodt Boardroom 

ACCT Legislative 

Summit 

Marriott Wardman Park 

Hotel - Washington, DC 

Community College 

Student Advocacy Day 

Annapolis, MD 

Board Mid-Year Retreat 

• Legislators Invited 

• County Council and Executive Invited 

• Students Invited 

• Review of FY11 Integrated Strategic Plan 

and Operating Budget 


• New employees recognized 


• Welcome from Board Chair 


• Registration begins at 12:00 noon 

• Approval of FY11 Integrated Strategic Plan 

and Operating Budget 

• Award Nominations 

• Progress of Annapolis Session 

• Student Advocacy Day 

• Meeting for Trustees, Presidents, and 

other Community College Leaders and 

Advocates 

• FYI for Trustees 

• Agenda – TBD


9:00 am – 1:00 pm 

NEW! 

RCF-401 

February 17, 2010 Former HCC Boards • Trustees Invite 

Wednesday 

Social 

• Current and Former HCCEF Board 

6:30 pm 

RCF-400 

Members, Former Board of Trustees 

Members, Former Capital Campaign 

Council Members, and Former Howard 

Business Ventures Board Members Invited 

February 24, 2010 Work Session / 

• Informational Tour: Entrepreneurial 

Wednesday 


Program 

6:00 pm 

RCF-400 

• Report on Board End: Faculty and Staff 

Focus 

• FY09 Workforce Snapshot 

• Award Recipients 

March 2010 

March 8, 2010 

Silas Craft Fundraiser • Trustees Invited 

Monday 

5:00–8:00 pm 

Hunan Manor Restaurant • Fundraiser for the College 

March 9, 2010 

Dean’s Reception 


Tuesday 

Smith Theatre/HVPA • Recognition for Dean’s List and 

12:30 pm & 6:00 pm Grand Hall 

Distinguished Students 

March 10, 2010 


• Interviews with Potential Audit Firms 

Wednesday 

Committee 

• Areas for Audit Review 

8:30 am 


• Semi-Annual Non-Purchasing Agreement 

RCF-120B 

Disclosure 


• Review of Salary Schedules (if necessary) 

• Review of Outstanding College Debt 

March 18, 2010 

Alumni Social Event • Trustees Invited 

Thursday 

TBD 

• Mingle with Alumni, Faculty, and HCCEF 

6:00-8:00 pm 

(Cancelled) 

Board Members 

March 24, 2010 

Work Session / 

• Informational Tour: Learning Outcomes 

Wednesday 


Assessment 

6:00 pm 

RCF-400 

• Audit Areas for Review 

• Report on Board End: Educational and 

Support Process Management 

April 2010 

April 3-9, 2010 

April 17, 2010 

Saturday 

10:00 am – 4:00 pm 

April 21, 2010 

Wednesday 

1:30-3:00 pm 

April 23, 2010 

Friday 

134 

HCC Spring Break 

Howard County 

GreenFest 

Burrill Galleria 

Silas Craft Collegians 

Graduate and Transfer 

Recognition Ceremony 

RCF-400 

Turf Field Opening 

Athletic Field 

• College Closed Saturday - Friday 

• Open to the Public 


• Trustees Invited


Time – TBD 

NEW! 

April 28, 2010 

Wednesday 

6:00 pm 

April 30, 2010 

Friday 

6:30-10:30 pm 

May 5, 2010 

Wednesday 

6:00 pm 

May 6, 2010 

Thursday 

5:00-8:00 pm 

NEW! 

May 7, 2010 

Friday 

6:30-9:00 pm 

May 12, 2010 

Wednesday 

8:30 am 

May 19, 2010 

Wednesday 

6:30-9:00 pm 

May 24, 2010 

Monday 

12:30 pm 

May 24, 2010 

Monday 

1:30 pm 

May 26, 2010 

Wednesday 

6:00 pm 

135 



RCF-400 

Vino Scholastico 

RCF-400/401 

Phi Theta Kappa 

Statewide Recognition 

Dinner 

Turf Valley 

Columbia Foundation 

Spring Party 

May 2010 

Student Awards Banquet 

Sheraton Columbia 


Committee 


RCF-120B 

Third Annual Student 

Athlete’s Banquet 

Sheraton Columbia 

Pre-Convocation Lunch 

Café on the Quad 

Spring Convocation 

Smith Theatre 


Regular Meeting / 


RCF-400 

• Informational Tour: Police Academy 

• FY11 Operating Budget Approval (if necessary) 

• FY11 Faculty Promotions 

• Candidates for Commencement 

• Report on Board End: Leadership 


• HCC’s Fourth Annual Wine Tasting of 

Distinctive International Fine Wines to 

Benefit Howard Community College 

Student Scholarships 

• Pre-event Tasting 6:00-7:00 

• Main Event 7:00-10:00 

• Board Chair Invited 

• Ceremony to recognize the All-Maryland 

Academic Team 

• Hosted by Howard Community College 


• RSVP Required 


• Trustees Invited and Participate in 

Presenting Awards 


• Meeting with Auditors (FY10 Report) 

• Year-end Purchases 



• Lunch Preceded by Innovation Fair 

• Trustees’ Award for Outstanding Service to 

Howard Community College Presentation 



• Recognition Event for Retired Employees, 

Degree Recipients, New Employees, and 

Career Service Awards 

• Informational Tour: English and World 

Languages 

• Vision, Mission, Values, and Strategic 

Goals 

• Election of FY11 Board Officers 

• Authorization for Board Chair to Approve 

on Behalf of Board until next Regular


Meeting 

May 27, 2010 

Nursing Recognition • Trustees Invited 

Thursday 

Ceremony 

10:00 am 

HCC Campus/Grand Prix 

Field 

May 27, 2010 

Reception for Platform • Trustees Invited 

Thursday 

Party 

12:30 pm 

RCF-400 

May 27, 2010 

Thursday 

2:00 pm 

June 7, 2010 

Monday 

8:00 am – 2:00 pm 

Commencement 

HCC Campus/Grand Prix 

Field 

Board Retreat 

Belmont 


• Board Members Confer Degrees 

June 2010 

• Agenda – TBD 

Looking to the Future: 

NEW! Saturday, September 25, 2010 – Grand Prix 

Saturday, December 4, 2010 – President’s Gala to celebrate the college’s 40 th anniversary 

Notes: 

Additional audit and finance and legislative and community relations committee meetings may be necessary during the course of the year. 

In addition to the tentative agenda items noted above, the following routine agenda items will be addressed at each work session/regular meeting of the 

Board of Trustees: introduction of new employees (work session); agenda; minutes; new hires; non-purchasing agreements signed by the board chair; 

monthly financial statement and monthly personnel summary. 

Special work sessions will be scheduled as necessary should the occasion arise. 

Shaded areas represent board meetings and other activities that trustees are highly encouraged to attend. 

Red denotes information changed from original posting. NEW! denotes item not on last calendar. 

136

137 




I-3 Agreements Signed by the Board Chair Disclosure 

Background: The agreements included in this disclosure are representative of the 

following categories: 

1. Non-purchasing - As resolved by the board of trustees at its December 16, 1998, 

meeting, the administration discloses any non-purchasing agreements that have 

been signed by the board chair to the full board on a monthly basis. All other nonpurchasing 

agreements will be disclosed to the board on a semi-annual basis. 

2. Pass-Through Contracts - At its September 19, 2001, meeting, the board of 

trustees approved a revision to the college's administrative purchasing procedure 

that would permit approval of "pass-through" contracts greater than $25,000 by the 

board chair. "Pass-through" contract approvals made by the board chairman are 

disclosed to the full board on a monthly basis at its public meetings. 

Purpose: This disclosure lists those purchasing and non-purchasing 

agreements that have been signed by the board chair. 

Timeline: September 10, 2009, through October 15, 2009 

There were no items for the board chair to approve during this time period.

138 

I-4 Personnel Summary 

Background: The following document contains personnel summaries. 

Purpose: Disclosure to the board 

Timeline: September 2009 


This item is for information only and requires no board action. 



Regular Session Item I-4

10/6/09 

Section I – Change in Status 


SUMMARY OF PERSONNEL ACTIVITY 

SUMMARY OF PERSONNEL ACTIVITY 

September 1, 2009 – September 30, 2009 

ASSOCIATE DIVISION CHAIR RE-APPOINTMENTS (3-YEAR TERM) 

Title 

Department 

Position 

Control Status Grade Range for Grade Compensation 1 Name Effective Date 

Associate Division Chair, Arts 

and Humanities Arts and Humanities Re-Appointment 

SPECIAL ASSIGNMENT 

Title Department 

Interim Director, Mediation & 

Conflict Resolution Center 

(25 Hours) 

Interim Academic Advisor 

Mediation/Conflict Resolution 

Center 

(25 Hours) Admissions & Advising 

Acting Director of International 

Education International Education 

Acting Benefits Manager Human Resources 

Rep Stage Interim Managing 

Director (22.5 Hours) 

Arts & Humanities – Rep 

Stage 

Associate Division 

Chair $73,057-$121,275 $81,256 Beaudoin, David 7/01/09 

Position 

Control Status Grade Range for Grade Compensation 1 Name 

Existing Position 

Replacement 

Temp with Benefits 

13 $52,522-$87,187 $38,727 Rockefeller, Kathryn 9/03/07 Undetermined 

New Position 


12 $48,363-$80,283 $32,247 Cripps, Laura 8/04/08 Undetermined 

Replacement 


15 $61,945-$102,828 $61,945 Cain, Christele 2/20/09 Undetermined 

Replacement 


14 $57,039-$94,685 $63,410 Cahill, Melissa 3/01/09 Undetermined 

Replacement 13 $52,522-$87,187 $32,886 Tarr Hart, Nancy 7/01/09 Undetermined 

PHASED RETIREMENT 

Title Department 

Position Control 

Status Grade Range for Grade Compensation 1 English/World 

Name Effective Date 

Professor, English 

Languages N/A N/A N/A N/A Wiley, Linda 2/01/09 

SEPARATIONS 

Title Department Position Control Status Grade 

Range for 

Grade Compensation 1 Name 

Counselor, Student Support Services Student Support Services N/A N/A N/A N/A Hunter, Martha 9/30/09 

Director of Service Learning Academic Affairs Office N/A N/A N/A N/A Parreco, Carol 9/30/09 

1Annual Salary is shown for exempt employees; estimated annual compensation is shown for non-exempt employees since official compensations are an hourly amount (not shown). 

139 

Eff. 

Date 

End 

Date 

Effective 

Date

Section II – Leaves 

10/06/09 


SUMMARY SUMMARY OF OF PERSONNEL ACTIVITY 

September 1, 2009 – September 30, 2009 

SABBATICAL LEAVE 

Name Position Beginning Date of Leave Ending Date of Leave 

Mitchell, Helen Professor, Philosophy; Director of Women’s Studies 8/03/09 12/31/09 

Dardello, Andrea Professor, English 8/03/09 12/31/09 

ADMINISTRATIVE LEAVE 

Name Position Beginning Date of Leave Ending Date of Leave 

Lowe, William 

140 

Assistant Professor, English 7/01/09 6/30/10

141 




Resolution for Board of Trustees to Meet in Closed 

Session on October 28, 2009 

WHEREAS, The board of trustees of Howard Community College is 

authorized by Section 10-508 of the State Government Article of the Annotated 

Code of Maryland to conduct certain portions of its meetings in closed session. 

NOW, THEREFORE, BE IT RESOLVED, that the board of trustees of 

Howard Community College hereby conduct its meeting in closed session beginning 

on October 28, 2009, at the conclusion of the regular meeting in The Rouse 

Company Foundation Student Services Hall, room 400 to consult with staff, 

consultants, or other individuals about pending or potential litigation; as permitted 

under Section 10-508 and that such meeting shall continue in closed session until 

the completion of business.

Board of Trustees

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