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The Annual Report for Pennsylvania Highlands Community College highlights many accomplishments pertaining to strategic goals for the institution, as well as other relevant college data for the 2012-2013 academic year.
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Annual Report2012 | 2013
PENNSYLVANIA HIGHLANDS COMMUNITY COLLEGE
Table of Contents
Message from the President ........................................................................................................................ 2
Mission, Vision, and Core Values ................................................................................................................. 3
The College’s Strategic Plan ......................................................................................................................... 5
The Strategic Plan, 2010-2015 ......................................................................................................... 5
Perpetual Improvement Model ...................................................................................................... 8
Strategic Priorities - Goals and Accomplishments ........................................................................... 9
Office of External Relations, Progress Summary ....................................................................................... 14
College Data ................................................................................................................................................ 18
Student Enrollment and Demographics ......................................................................................... 19
Annual Enrollment ................................................................................................................... 19
Unduplicated Headcount ........................................................................................................ 19
Credit Enrollment by Semester ............................................................................................... 19
Student Demographics ............................................................................................................. 19-21
Gender ..................................................................................................................................... 20
Ethnicity ................................................................................................................................... 20
Age ........................................................................................................................................... 21
County of Residence ................................................................................................................ 21
Program Enrollment .................................................................................................................. 21-23
Program Headcount and FTEs ............................................................................................ 22-23
Program Type .......................................................................................................................... 23
Graduates .................................................................................................................................. 23-24
Degrees/Awards by Program ............................................................................................. 23-24
Degrees/Awards by Program Type .......................................................................................... 24
Institutional Resources ......................................................................................................................... 24-26
Employee Data ............................................................................................................................... 24
Category and Employment Status ........................................................................................... 24
Gender and Ethnicity ............................................................................................................... 24
Facilities Data ................................................................................................................................. 25
Finance Data ............................................................................................................................. 25-26
Revenues and Expenses ..................................................................................................... 25-26
Operating Fund Sources .......................................................................................................... 26
Tuition and Fees ............................................................................................................................. 26
[2]
Message from the President
Dear College Community:
Once again, we have completed another successful year as the community college for the Southern Alleghenies,
and our growth has been significant. We are rapidly approaching the 2,000 full-time-equivalent (FTE)
enrollment mark for credit students, and our continuing education department is now a multi-dimensional and
entrepreneurial enterprise that’s destined to be a significant source of revenue. Our Somerset and Huntingdon
Centers have grown better than our plans projected, and the Ebensburg Center has been transformed from
‘money pit’ to moneymaker. The much anticipated Blair County Center has opened in the Logan Valley Mall.
The Blair Center is expected to grow rapidly, making it the ‘sister site’ to the Richland campus, and we are
exploring the possibility of adding a center in Mifflin. It’s likely that it will be as far as our geographic expansion
goes – at least for a few years. Our focus will shift from growing our service area to growing our enrollment. I
would like to see us reach 2,500 FTE before my retirement some three to five years from now.
We have become a prime economic development engine for Cambria County, bringing more than $12 million
through our own operations. The overall economic impact we have on the region is in excess of $50 million due
to the increased level of employment and financial stability of our graduates, most of whom remain in our area
after graduation.
We finished the academic year with some national notoriety as we were listed as the 28th in the nation for net
affordability of two-year public colleges. We were the best overall for public two-year colleges in Pennsylvania.
This status may be challenged, however, as we go forward as the Cambria County Commissioners have assigned
a portion of the dedicated millage to another project. This new cut in our sponsorship dollars combined with
the incredibly low tuition rate paid by in-county residents creates a shortfall. Our Cambria County students pay
a tuition and fees amount that is less than what’s required to provide their education. Our out-of-county
students pay tuition and fees that are sufficient to cover the costs, but we should not depend on them to bridge
the financial gap for other students.
My priority goal over the next few years is to build our financial resources to the levels needed to provide the
highly-skilled faculty and staff that are essential to being a high-quality community college. The residents of our
region deserve the best service possible. I know we can get there together. Our administration, faculty, and
staff are one of the best teams working together in Pennsylvania.
Let’s do this.
Sincerely,
Walter J. Asonevich, President
[3]
Mission, Vision and Core Values of
Pennsylvania Highlands Community College
Mission Pennsylvania Highlands Community College provides quality, affordable opportunities for learning that meet
regional needs in a supportive, student-oriented environment.
Vision Pennsylvania Highlands Community College will be a nurturing, dynamic center for teaching and learning. We
will be a model for individual development and a catalyst for regional renewal.
Core Values Pennsylvania Highlands Community College strives to be a community of learners where every student,
employee and community member is respected and supported. As such, the College is deeply committed to the
following values:
Student Success
Creating a student-centered environment where individuals are challenged, encouraged, and supported to
achieve their educational, professional and personal goals while developing a spirit of intellectual curiosity and a
commitment to lifelong learning.
Quality and Accountability
Establishing performance standards throughout the institution, developing measures to document effectiveness
and committing to continuous improvement in pursuit of excellence.
Integrity and Ethics
Holding each member of the organization to high professional and personal standards. These principles are also
embodied in the Statement on Professional Ethics adopted by the College’s Faculty.
Collaboration and Collegiality
Informing and involving members of the College community in discussion and problem solving at all levels in an
atmosphere marked by civility and cordiality conducted with respect for personal and professional differences
remember as well the value of humor and humility.
Responsiveness to Diverse and Changing Community Needs
Developing innovative and creative responses to the region’s dynamic economic, workforce and social needs
based on interactions with all segments of the community.
Strategic Plan2012 | 2013
[5]
The Strategic Plan, 2010-2015
The Pennsylvania Highlands Community College has been using various strategic planning processes since its
inception in 1994. Each strategic planning process has involved various levels of interactivity on behalf of the
Board of Trustees, administration and staff. Over the years several key elements have been difficult to
incorporate into the planning process; the use of measurable institutional data to gauge results and tying the
planning process to the institution’s budget.
In 2009-2010, a five-year strategic plan will be developed by the President’s Cabinet with input from each of the
Board Committees. The five-year plan will serve as the basis for the development of the annual action items
which will support the goals and objectives of the plan.
The following are the Priorities, Goals, and Objective for FY 2012 to FY 2015.
Priority: Assess Institutional Effectiveness
o Goal: To improve the overall institutional effectiveness assessment plan and implement the plan
based on assessment data
o Goal: To determine student satisfaction
Establish a schedule to survey students once every three years beginning in FY2012
o Goal: To determine employee satisfaction
Establish a schedule to survey employees every three years beginning in FY2012
o Goal: To provide professional development opportunities to non-faculty employees
Develop and implement a new employee orientation program by fall 2012
Hire a professional development coordinator by FY2013
o Goal: To determine the effectiveness of College regionalization
Conduct first five-year comprehensive review of all additional locations in FY2015
o Goal: To assure the quality of academic programs
Full implementation of comprehensive academic assessment plan by FY2012
Achieve National Alliance of Concurrent Enrollment Partnerships (NACEP) accreditation
by FY2013
Priority: Achieve Regionalization
o Goal: To build and pursue the multi-campus map for regionalization
Hire full-time director for Huntingdon additional location by FY2012
Decide whether to add Clearfield to College’s service area by end of FY2012
Full implementation of regional political support plan by FY2012
Lease facility and hire staff for Blair County additional location by FY2014
o Goal: To leverage diverse workforce needs in program development in the College’s service area
Develop marketing plan to disseminate information on workforce training options
across the 6-county region by FY2012
Locate training sites in all service area locations by FY2013
Implement workforce training marketing plan by FY2013
o Goal: To establish community relationships throughout College service area
[6]
Increase involvement with municipal leadership in all locations by FY2012
Have 100% involvement of cabinet-level staff on external boards in our service areas by
FY2013
Priority: Improve Academic Services
o Goal: To improve academic programs.
Create Associate of Science (A.S.) or Associate of Arts (A.A) versions of three additional
programs by fall 2012
Implement new program in engineering technology by FY2012
Create Associate of Science (A.S.) or Associate of Arts (A.A) versions of three additional
programs by fall 2013
Create two single-semester certificate programs each year for five-years.
o Goal: To increase first-time/full-time retention fall-to-fall and spring-to-spring
Revamp current FYE curriculum to adhere to nationally-recognized FYE programs by
FY2012
Develop a career development office by FY2013
Add two new 200-level general education courses each year for five years
Build a Fine Arts Department and Fine Arts (A.A.) program by FY2015
o Goal: To increase the matriculation rate of part-time to full-time students
Eliminate incentives that allow part-time students to remain in part-time non-
matriculated status by FY2012
Redesign catalog to optimize transfer options within General Studies and Liberal Arts
areas by FY2012
Provide training to all academic advisors on transfer flexibility of College’s programs by
FY2013
Redesign catalog to optimize search-ability through online content by FY2013
o Goal: To improve course/program transferability
Produce a partnership catalog by FY2012
o Goal: To increase number of specialized accreditations of College programs
National Alliance of Concurrent Enrollment Partnerships (NACEP) accreditation by
FY2013
Commission on Accreditation of Allied Health Education Programs (CAAHEP)
accreditation by FY2014
National Association for the Education of young Children (NAEYC) accreditation by
FY2014
o Goal: To improve developmental education
Create a developmental department by FY2012
Develop and implement course alignment between developmental courses and 100-
level courses by FY2013
o Goal To increase and improve continuing education offerings and associated revenues
Hire a Dean of Continuing Education by FY2013
Increase continuing education offerings at additional locations by 3% each year for five
years
Priority: Strengthen Fiscal Stability and Remain Affordable
[7]
o Goal: To develop and implement the five-year financial plan for expansion
Identify staffing needs for each additional location over the next five-years by FY2012
o Goal: To develop and implement a comprehensive facilities master plan
Identify and hire a firm to produce the facilities master plan by FY2015
o Goal: To develop and implement a five-year staffing plan
o Goal: To achieve permanent ownership of a main campus facility
The accomplishments of various departments are outlined beginning on page 15.
[8]
[9]
Objective Lead Officers Status
Priority: Assess Institutional Effectiveness
Goal: Improve overall institutional effectiveness assessment plan and implement the
plan based on assessment data
Program advisory
committees trained in
using data for assessment
(Title III)
VP for Academic
Affairs & Student
Services
Training was conducted during the All-College
Advisory Committee meeting on November 1,
2012.
Goal: To provide professional development opportunities to non-faculty employees
Develop and implement a
new employee
orientation program by
the fall of 2012
AVP of Human
Resources
Research was conducted through SHRM and
CUPA for best-practices. First new employee
orientation was held in January, 2013.
Goal: To assure the quality of academic programs
Full implementation of
comprehensive academic
assessment plan by
FY2013
VP for Academic
Affairs & Student
Services
New Assessment Plan was developed and
endorsed by Faculty Senate. It was approved
by the Board at the meeting on February 28,
2012 and is fully implemented.
Implement Academic
Master Plan as part of
Title III first-year goal
VP for Academic
Affairs & Student
Services
Academic Master Plan implemented in the Fall
of 2012.
Priority: Achieve Regionalization
Goal: To build and pursue the multi-campus map for regionalization
Lease facility and hire
staff for Blair County
additional location by
FY2013.
President &
Executive
Cabinet
The Blair Center located in the Logan Valley
Mall was substantially finished with
construction on June 30, 2013 with classes
scheduled to begin in the Fall of 2013. The
Blair Center Director was hired and began
recruiting during the Spring of 2013 from the
Ebensburg location.
[10]
Investigate opportunities
for expansion in to Mifflin
County and the Northern
Tier Counties
President &
Executive
Cabinet
In progress. Several meetings were held with
county business leaders and legislators to
discuss possible locations and training needs.
Goal: To leverage diverse workforce needs in program development in the College’s
service area
Locate training sites in all
locations of service area
by FY2013
AVP for
Continuing
Education
Training sites were identified and a list is on-
file for locations throughout our service area.
Implement workforce
training marketing plan by
FY2013
AVP for
Continuing
Education
A marketing plan has been created and will be
updated annually as part of the budget
preparation process.
Implement Healthcare IT
Specialist Program
(TAACCCT Grant)
VP for Academic
Affairs & Student
Services
The program was launched in the Fall of 2012
with 19 student enrolled.
Goal: To establish community relationships throughout College service area
Involve 100% of cabinet-
level staff on external
boards in our service area
by FY2013
Cabinet Dr. Walter Asonevich: Johnstown/Cambria County
Chamber of Commerce, JARI (Second Vice Chair),
Somerset County Economic Development Council,
Southern Alleghenies Workforce Investment Board,
Cambria County Alliance for Business and Industry
(Chair); Dr. Ted Nichols: Westmont Family Counseling
Ministries (President); Lorraine Donahue: Learning
Lamp; Trish Corle: Policy Council for Early Head Start
Program (Treasurer); Barb Zaborowski: American
Association of University Women, Johnstown
(President), PA Library Association (Vice President), The
Steeples Project; Grace Markum: JARI Board, Junior
Achievement-Cambria County Leadership Council.
Outreach to businesses to
establish career
placement and internship
opportunities per Title III
grant
VP for Academic
Affairs & Student
Services
This effort is ongoing and the metrics for
measuring the success of this goal are under
development. The new Director of Career
Planning was hired in March of 2013.
Priority: Improve Academic Services
Goal: To improve academic programs
[11]
Create two single-
semester certificate
programs each year for
five years
VP for Academic
Affairs & Student
Services
In-process. There are issues with Gainful
Employment and the level of education
required for the developed certificates.
Because 16 credits are required for financial
aid, the single-semester objective may need
to be modified.
Develop new program in
Computer Science by
FY2013, ready for
implementation in Fall of
2013
VP for Academic
Affairs & Student
Services
The new Computer Science program begins in
the Fall of 2013.
Implement new program
in Engineering Technology
by FY2013
VP for Academic
Affairs & Student
Services
The Pre-Engineering transfer program was
approved at the Board meeting in May of
2013.
Goal: To increase first-time/full-time retention fall-to-fall and spring-to-spring
Add two new 200-level
general education courses
every year for five years
VP for Academic
Affairs & Student
Services
ENG 260 (Monsters in Literature) and ENG 271
(World Literature) were added in the Spring of
2013.
Create a Career
Development Office by
FY2013
VP for Academic
Affairs & Student
Services
The office (Career Planning and Employer
Services) is fully operational.
Implement new
orientation strategies to
increase retention (Title
III)
VP for Academic
Affairs & Student
Services
The orientations held in the Fall of 2012 and
Spring of 2013 were modified to incorporate
suggestions from the FYE Summit and
Planning Committee. Revisions will be made
as data and feedback are received.
Goal: To increase the matriculation rate of part-time to full-time students
Provide training to all
academic advisors on
transfer flexibility of the
College’s programs by
FY2013
VP for Academic
Affairs & Student
Services
Training was conducted during both the Fall
and Spring semesters.
Redesign catalog to
optimize search function
through online content by
FY2013
VP for Academic
Affairs & Student
Services, AVP for
External
Relations
Completed. Fewer printed copies of the
catalog will be generated. Updates to the
catalog will be featured on the College’s web
page. The new web page will provide easy
access to the digital catalog.
Goal: To increase the number of specialized accreditations for College programs
[12]
Obtain National Alliance
of Concurrent Enrollment
Partnerships (NACEP)
accreditation
VP for Academic
Affairs & Student
Services
Application submitted June 30th.
Goal: To improve developmental education
Implement course
alignment between
developmental and 100-
level courses by FY2013
VP for Academic
Affairs & Student
Services
The alignment of developmental courses in
Reading, English, and Math were all
successfully completed.
Goal: To increase and improve continuing education offerings and associated revenues
Hire an AVP of Continuing
Education by FY2013
President The AVP of Continuing Education was hired in
2011.
Increase continuing
education offerings at
additional locations by 3%
each year for five years
AVP for
Continuing
Education
Physical classes held by site for FY2013:
Richland, 183; Somerset, 20; Ebensburg, 19;
Huntingdon, 4
Priority: Strengthen Fiscal Stability and Remain Affordable
Meet match requirements
for the Title III Grant
President & AVP
for External
Relations
The match for 2013-2013 has been met;
sources are being sought for FY 2013
Pursue more EITC funds
to offset the operating
costs of the ACE program
President & AVP
for External
Relations
Donations were requested for the 2012-2013
academic year via letter. Several local
businesses contributed for the first time or
increased their donations. The effort
continues into the 2013-2014 academic year.
End FY2013 with a deficit
in Continuing Education of
less than $60,000; EMS
programs will generate
profit
President & AVP
for Continuing
Education
In progress.
Additional Goals and Accomplishments
[13]
Bring EMS training
revenue to the level
required to hire a full-
time coordinator
President & AVP
for Continuing
Education
A full-time position has been created for an
EMS program coordinator.
Bring the College into
compliance with Title IX
requirements by Spring
2013
AVP for
External
Relations
Employee training was begun during the
Spring of 2013; investigators were trained
and ATIXA certified in June of 2013.
Facility maintenance VP of
Finance &
Administration
A roof assessment was completed for the
Richland Campus as a first-step in
replacement of the roof at that facility.
Employee evaluation VP of
Finance &
Administration
Appraisal Smart, a new online
performance management system was
implemented and used successfully to
complete 2012-2013 employee
performance evaluations.
Budgeting VP of
Finance &
Administration
Adaptive Planning, a new budgeting tool
was implemented to help streamline the
increasingly complicated budgeting
process.
Office processes VP of
Finance &
Administration
Modifications/improvements were made
in the Bursar’s Office related to processing
the payment plan, financial aid refunds,
and electronic communications.
Student communication VP of
Finance &
Administration
Implemented the mass notification system
OneCallNow to help the Bursar’s Office
communicate with groups of students.
The Financial Aid Office has also been able
to leverage the use of OneCallNow.
Technology VP of
Finance &
Administration
The local area network was upgraded to
10 gigabytes to provide faster access to
network services; the College entered a 2-
year agreement to join the
KINBER/PennREN statewide broadband
network. The network is intended to
foster collaboration and innovative use of
technology; we will also use the
connection for off-site back-ups and
disaster recovery.
Outreach2012 | 2013
[15]
The Pennsylvania Highlands Community College
Office of External Relations Progress Summary, 2012-2013
Government and Community Relations The College continues to see the positive development of government and community relationships as a key component of our growth and success. Our regional development has been a direct result of our exposure to the local leaders in these communities and our ability to engage with local legislators and politicians in conversation related to our services. We accomplish this goal in a variety of ways. Our annual legislative reception provides our Administration and Board members an opportunity to meet with our state legislators to discuss the impact of the College on the region. We also attend a variety of Chamber events, speak at local group meetings such as Lions and Rotary Clubs, hold open houses at our locations and sponsor events for other community partners. We are also very involved with our regional Advisory Councils. These Councils are made up of local business and community leaders that have an interest in helping to advance the development of the centers. We value their input and look to these members to help us shape the academic offerings of the centers by providing insight into the employment needs of each particular region. This year, our students, faculty, and staff combined to donate over $30,000 to local charities and provided over 1,000 hours of community service. This is the result of creating a culture and atmosphere that promotes giving and engaging with local not for profit organizations. We are very proud of these efforts and look to surpass them next year. Marketing and Media Relations The College continues to engage in the latest technologies available to enhance our marketing. Utilizing social
media, electronic bill boards and advertising on local web pages has resulted in an increase in visibility. Current
and future students are welcomed to connect with the College through contests on both Facebook and twitter.
We are able to provide more varied messages by utilizing electronic billboards to change our advertising
frequently. We are in the process of creating a new website design which will be more user friendly for staff and
students as well as the community at large.
Our annual Presidents State of the College Address has been very well received by the local media. This
informational gathering includes Students, Faculty and Staff as well as Trustees and aligns with the President’s
goal of creating a more transparent operation.
The College logo received an overhaul during this year with input from the marketing workgroup. It is currently
featured on all advertising and will be utilized in a new letterhead design very soon.
Foundation
[16]
The PHCC Foundation continues to work toward providing meaningful financial assistance to the development of
the College. Working with a Board of Directors, the Foundation has set a goal of obtaining $1 million in assets by
the end of the 2016 fiscal year. These assets are garnered through annual campaign donations, special
fundraising events and the development of scholarship funds for our students.
This years’ annual campaign raised just over $50,000 with our fundraising events bringing in an additional
$14,000. The Foundation has also benefited from the College’s Title III grant that was awarded in September
2012. This grant includes an opportunity for the Foundation to raise funds that will then be matched by the
grant. During the first year of the 5 year grant award, the Foundation received $15,000 in matching funds. The
remaining four years should bring in an additional $172,000 in grant and matching funds. These funds will be
placed into an endowment that will be held by the College and utilized to further development academic
programs and enhance professional development opportunities for faculty and staff.
We are excited about our efforts in Huntingdon County as we are working with our Huntingdon County Advisory
board members to visit local business owners and engage them in the continued development of that campus
through our annual campaign. This is an approach that will be utilized in Somerset and other regional locations.
EMPLOYEE (105 full-time employees)
Participants 75
Total donations $13,290.00
COMMUNITY/BOARD (26 total board members)
Board Members 20
Businesses/Individuals 25
Total donations $42,820.00
Designations Amount
Unrestricted $40,026.00
One Book $6133.00
Asonevich Scholarship $3641.00
Mangarella Scholarship $500.00
Phi Theta Kappa $1059.00
AAUW Scholarship -
Valenty Scholarship $75.00
NAIFA Scholarship $26.00
[17]
Huntingdon $4550.00
Total $56,110.00
Grants
We are pleased to have been awarded a number of local grants during this year. These grants provide the
College with the best opportunity to enhance programs and enrollment and lead to improved relationships with
funding organizations throughout the region.
Grant Amount Purpose
Fend Foundation/ACE $11,000.00 Scholarships for ACE students in the 5 Greater Johnstown area School Districts
Fend Foundation $7000.00 Scholarships for incoming freshmen from the 5 Greater Johnstown Area School Districts
Lee Initiatives $1,350.00 To be used in Public Safety Courses
Lee Initiatives $2,496.00 To be used in the Biology Department
Title III $15,000.00 To create an endowment
Total Grants Received $36,846.00
EITC
The Colleges Educational Improvement Tax Credit Program raises funds that support our Accelerated College
Education (ACE ) Program. The College utilizes these donations to ensure that the tuition rate for this project
remains affordable for everyone involved. The total amount donated for this year was $62,634.30.
Scholarships
The College added five new scholarships during this fiscal year. They include: Stan and Helen Westbrook
Scholarship, Huntingdon Hope Scholarship, Krishan Bhatia Scholarship, Griffith Family Scholarship and American
Legion Home Association of Ebensburg Scholarship. These scholarships and those that were previously held
brought in $53,096.80 in donations and promises to give.
Total funds generated by the Foundation this year on behalf of the institution were $225,703.85.
College Data2012 | 2013
[19]
Student Enrollment and Demographic Information
Annual Enrollment
Unduplicated Headcount
Credit
Non-Credit 1,871
Credit Enrollment by Semester
Fall, 2012 Spring, 2013 Summer, 2013
Headcount 3,047 1,966 742
Credits 24,687 16,657 3,995
FTE’s 2,057.25 1,388.083 332.92
Enrollment Type
Type of Student
Accelerated College Education (The Accelerated College Education (ACE) program (also known as Dual or Concurrent Enrollment) is a partnership between school districts
and the College which allows high school students to earn Pennsylvania Highlands' credits while in high school.)
Program Headcount and FTE Information
Program
Fall, 2012 Spring, 2013
Headcount FTE Headcount FTE
BAHS Business Administration, AA in High School 2 0.75 2 0.75
GNHS General Studies, AA in High School 101 45.33 89 27.92
Enrollment Type
Type of Student
ACE Fall, 2012 Spring, 2013
Dual Enrollment 1538 325
Associates in HS 103 101
Total 1641 426
Core Fall, 2012 Spring, 2013
New 401 140
Returning 933 1,222
Total Core 1,334 1,362
[20]
Degree-Seeking Status of CORE students
Fall, 2012 Spring, 2013
Degree Seeking 1,238 1,207
Non-Degree Seeking 96 155
Full-Time / Part-Time Status - % of CORE students
Fall, 2012 Spring, 2013
Full-Time 68.22% 60.87%
Part-Time 31.78% 39.13%
Gender - % of CORE students
Fall, 2012 Spring, 2013
Male 42.50% 41.04%
Female 57.50% 58.96%
Ethnicity - % of CORE students
Fall, 2012 Spring, 2013
Caucasian 88.99% 89.06%
African American 5.25% 4.84%
Hispanic 0.60% 0.37%
Asian or Pacific
Islander 0.22% 0.37%
American Indian or
Alaska Native 0.37% 0.37%
Unknown 4.57% 4.99%
Non-Core Fall, 2012 Spring, 2013
Conemaugh
Nursing
55 129
Conemaugh
Radiology
16 19
Conemaugh
Histotechnology
0 6
First Energy 0 0
JWF 2 23
[21]
Age - % of CORE students
Fall, 2012 Spring, 2013
Under 18 1.05% 3.45%
18-24 67.17% 65.71%
25-29 9.60% 9.18%
30-34 5.55% 5.80%
35-39 6.37% 5.87%
40-49 6.67% 5.95%
50-64 2.77% 3.16%
65+ 0.22% 0.22%
Unknown 0.60% 0.66%
Non-Traditional (25+) 31.78% 30.84%
County of Residence - % of CORE students
Fall, 2012 Spring, 2013
Bedford 0.82% 0.88%
Blair 2.10% 2.79%
Cambria 75.41% 72.39%
Fulton 0.00% 0.00%
Huntingdon 3.07% 3.01%
Somerset 15.29% 15.71%
All Other Counties 3.31% 5.22%
Program Headcount and FTE Information
Program
Fall, 2012 Spring, 2013
Headcount FTE Headcount FTE
AC Accounting, AAS 11 10.08 12 9.00
ACAS Accounting- Associate of Science 9 8.42 14 12.67
ACDT Architectural/Civil: CAD & Design, AAS 34 32.25 32 28.17
AO Administrative Office Assistant 5 4.50 5 4.50
BAAS Business Administration 30 26.58 30 26.08
BIOT Biotechnology 4 3.75 4 3.83
BM Business Management, AAS 87 69.17 88 68.92
BMO Business Management Online, AAS 7 4.50 15 11.00
CDA Child Development, AA - - 1 1.00
CDAS Child Development, AAS 7 6.25 9 7.50
CDC Child Development, CERT - - 1 0.50
CDD Child Development, DIP 2 1.50 1 1.00
CJ Criminal Justice, AAS 64 56.83 53 46.50
CJAS Criminal Justice – AS Degree 48 46.25 52 50.75
[22]
CM Communication, AA 1 0.25 - -
CMST Communication Studies 1 1.00 1 0.08
CTNA CICT – Network Administration, AAS 59 55.58 64 59.92
CTTC CICT – Telecommunications, AAS 1 1.00 - -
CUL Culinary Arts, AAS 31 28.67 28 26.08
ECAA Early Childhood Education, AA 5 4.33 7 5.33
ECML Early Childhood Mgmt. Leadership, CERT - - 9 4.00
EE Early Childhood Education, AAS 22 18.33 21 17.58
EUT Electric Utilities Technology, AAS - - - -
GN General Studies, AGS 502 454.83 471 417.08
GNO General Studies Online, AGS - - - -
HC Health Care Management, AAS 1 0.50 - -
HCTS Healthcare Tech Specialist 18 16.08 20 16.92
HIST Health Professions: Histotechnology 2 1.25 8 2.58
HS Human Services - - 1 0.75
HSGN Human Services – Generalist, AAS 52 45.92 37 33.33
HSGR Human Services – Gerontology, AAS 1 0.50 1 0.25
ISA Information Security and Analysis 2 0.75 1 0.33
LA Liberal Arts, AA 5 2.92 3 2.75
MC Medical Coding Specialist, DIP 35 26.75 34 25.17
MDAT Medical Assisting Technology, AAS 96 86.00 91 80.50
MO Medical Office Specialist, DIP 1 0.25 - -
MPR Media Production - - 1 1.00
NM Non-Matriculating 1629 699.50 603 179.25
OA Administrative Office Assistant 1 0.75 - -
PARA Health Professions: Paramedic - - 2 1.42
PH Pharmacy Technician, CERT 17 15.42 18 14.33
PM Pre-Communications/Media, AA 1 0.50 1 0.58
PREN Pre-Engineering 2 1.58 4 2.42
PRPI Professional Pilot 7 5.75 6 5.58
PSY Psychology, AA - - 2 2.00
RCM Restaurant / Culinary Management - - 1 0.25
RT Radiologic Technology, AAS 15 7.08 20 6.58
TECH Technology Studies, AAS 3 3.00 3 3.00
TECHN Technology Studies: Nanotechnology 1 1.00 1 1.00
TM Technology Management 5 3.67 5 3.33
TP Teacher Education, AA 20 19.25 19 17.67
WAN WAN/CISCO Networking 11 9.75 10 8.08
WELD Welding Technology, AAS 22 19.67 17 14.42 Note: Several programs have been discontinued, combined with other programs, or renamed in the 2011-2012 academic year.
[23]
Program Type and FTE Information
Program
Fall, 2012 Spring, 2013
Headcount FTE Headcount FTE
AAS Associate of Applied Science 544 478.25 550 457.41
AS Associate of Science 94 87 106 97.50
AA Associate of Arts 537 484.66 504 445.49
CERT Certificate 19 16.17 28 18.66
DIP Diploma 39 29.25 36 26.67
Degrees/Awards conferred by Program
Program Awards
AC Accounting, AAS 4
ACDT Architectural/Civil: CAD & Design, AAS 17
AO Administrative Office Assistant 1
BAAS Business Administration 2
BM Business Management, AAS 22
BMO Business Management Online, AAS 1
CJ Criminal Justice, AAS 11
CJAS Criminal Justice – AS Degree 6
CTNA CICT – Network Administration, AAS 10
CTTC CICT – Telecommunications, AAS 1
CUL Culinary Arts, AAS 3
ECML Early Childhood Mgmt. Leadership, CERT 7
EE Early Childhood Education, AAS 14
GN General Studies, AA 35
HC Health Care Management, AAS 1
HIST Health Professions: Histotechnology 1
HSGN Human Services – Generalist, AAS 18
ISA Information Security and Analysis 1
LA Liberal Arts, AA 4
MC Medical Coding Specialist, DIP 15
MDAT Medical Assisting Technology, AAS 22
PARA Health Professions: Paramedic 1
PH Pharmacy Technician, CERT 13
RT Radiologic Technology, AAS 18
TECH Technology Management, AAS 2
TM Technology Management 2
TP Teacher Education, AA 2
WAN WAN/CISCO Networking 1
WELD Welding Technology, AAS 4
[24]
Program Type and Degrees/Awards Conferred
Program Type Awards
AAS Associate of Applied Science 162
AA Associate of Arts 28
AGS Associate of General Studies 13
CERT Certificate 21
DIP Diploma 15
Total 239
Institutional Resources
Employee Data, Fall of 2012
Category and Employment Status
Full-Time Part-Time Total
Instructors 27 92 119
Executive/Administrative 38 0 38
Other Professionals,
Support Services
13 1 14
Technical &
Paraprofessionals
0 0 0
Clerical & Secretarial 18 14 32
Service & Maintenance 9 1 10
Total 105 108 213
Employment Status, Gender and Ethnicity
Full-Time Part-Time Total
Male Female Male Female Male Female
Caucasian 44 60 47 60 91 120
African American 0 1 0 1 0 2
Hispanic 0 0 0 0 0 0
Asian or Pacific Islander 0 0 0 0 0 0
American Indian or
Alaska Native
0 0 0 0 0 0
Unknown 0 0 0 0 0 0
Total 44 61 47 61 91 122
[25]
Facilities Data
Square Feet Assignable
Square Feet
Richland 128,967 99,205
Ebensburg 24,651 19,248
Somerset-West Main St 3,759 2,959
Huntingdon 3,258 1,638
Somerset-Georgian Place 3,868 1,994
Blair 4,343 2,490
Total 168,846 127,534
Finance Data
Revenue and Expenses, 2011-2012
College Foundation
REVENUES
Operating Revenues
Student Tuition & Fees 6,402,235
Government Grants 7,199,707
Government Grants - Capital 4,446
Auxiliary Enterprise 95,210
In-kind Revenues 43,912
Contributions 130,625
Fundraising 19,611
State Appropriations:
Operating 2,461,267
Mandated 871,897
Other Appropriations 208,908
County Appropriations 1,205,000
Private Gifts 6,756
Interest and Dividends 13,253
Unrealized Gains and Losses (4,884)
Other Non-Operating Revenue / (Expenses) 85,506
Total Operating Revenues 18,540,932 202,517
EXPENSES
Education & General:
Instruction 3,365,583
Academic Support 1,639,000
Student Services 1,796,872
Institutional Support 1,947,761 12,756
[26]
Operations & Facility Maintenance 1,616,988 32,350
Government Grants 6,592,802
Provision for Uncollectible Accounts 51,518
Depreciation 996,966
Grants to PHCC 25,376
Fundraising 4,526
In-kind Expenses 43,912
Interest 151,705
Total Operating Expenses 18,159,195 118,920
Change in Net Assets
Net Assets – Beginning of the Year 9,929,489 436,081
Current Year Net Income (Loss) 381,737 83,597
Net Assets – End of the Year 10,311,226 519,678
Operating Fund Sources (as of June, 2012)
Source Amount % of Operating Funds
Tuition 6,402,235 56%
State 3,542,072 31%
Local (Cambria County) 1,205,000 11%
Other 187,472 2%
Total 11,336,779 100%
Tuition, 2012-2013
Per-Credit Tuition
Fall 2012
In-County Regional Out of County Out of State
Full-Time Tuition $1,465.00 $2,637.00 $2,930.00 $4,395.00
Per-Credit Tuition $97.00 $175.00 $194.00 $291.00
Note: Does not include course fees.
Spring 2013 and Summer 2013
In-County Regional Out of County Out of State
Full-Time Tuition $1,450.00 $2,610.00 $2,900.00 $4,350.00
Per-Credit Tuition $96.00 $173.00 $192.00 $288.00
Note: Does not include course fees.
