HARTNELL COMMUNITY COLLEGE DISTRICT
Board of Trustees – Regular Meeting Agenda – REVISED (page 4)
July 2, 2013
TIME/PLACE
Main Campus, Building B, Room 208 – 5:00 p.m.
411 Central Avenue
Salinas, CA 93901
Board of Trustees
Candi DePauw, President
Patricia Donohue, Vice President
Bill Freeman, Elia Gonzalez-Castro, Ray Montemayor
Erica Padilla-Chavez, Demetrio Pruneda
Elaine Duran Luchini, Student Trustee
Dr. Willard C. Lewallen, Board Secretary
Superintendent/President
The Board of Trustees welcomes you to its meetings. The agenda and supporting documents are on the college’s
website at www.hartnell.edu/board. Contracts requiring approval of the Board on this agenda are available to view
in the President’s Office. Typically, the agenda consists of the following:
A. CONSENT AGENDA: These matters include routine administrative and financial actions and normally
approved by a single majority vote.
B. REGULAR AGENDA: Action Items: These items include significant administrative and financial actions
classified by departmental areas and approved by majority vote for each item.
Information Items: These items include presentations to the Board and items for discussion prior to Board
action, normally taken at the next meeting.
C. CLOSED SESSION: In accordance with Government Code Sections, 3549.1, 54956.9, 54957 and/or 54957.6,
the Board of Trustees may meet in Closed Session to consider legal, personnel, labor, and/or contract matters.
INDIVIDUALS DESIRING TO ADDRESS THE BOARD: The Board of Trustees is committed to maintaining a
respectful and productive environment that fosters a culture of civility where members of the campus, the
community, and the Board feel safe to express themselves and are free from discrimination, bullying, harassment
and threats. We welcome your comments and expect them to be presented in a civil manner and for decorum to be
maintained.
Any member of the audience desiring to address the Board should complete and submit to the Clerk prior to the
meeting, if possible, a Speaker Request Form, available at the door. When the item PUBLIC COMMENTS is taken,
the Board President will recognize those who have filled out a Speaker Request Form in the order in which they are
received. The Board President may limit the time of presentation to three minutes per speaker, and a maximum of
fifteen minutes. Pursuant to Board Policy 1025, members of the public shall also be able to address the Governing
Board regarding items on the agenda as those items are taken up. Following public comment, the Board President
will limit discussion to the Board only.
MISSION STATEMENT: Hartnell College provides the leadership and resources to ensure that all students shall
have equal access to a quality education and the opportunity to pursue and achieve their goals. We are responsive to
the learning needs of our community and dedicated to a diverse educational and cultural campus environment that
prepares our students for productive participation in a changing world.
ACCOMMODATIONS: All meeting locations are wheelchair accessible. The following services are available
when requests are made by 4:00 p.m. of the Wednesday before the Board meeting: American Sign Language
interpreters or use of a reader during a meeting; large print agenda or minutes; assistive listening devices. Please
contact, the Office of the President at (831) 755-6900, if you need assistance in order to participate in a public
meeting or if you need the agenda and public documents modified as required by Section 202 of the Americans with
Disabilities Act.
HCCD –REGULAR MEETING – JULY 2, 2013
Page 1 of 4
I.
OPEN SESSION, CALL TO ORDER
A. CALL TO ORDER
B. PLEDGE OF ALLEGIANCE
C. ROLL CALL
II.
PUBLIC COMMENTS
Fifteen minutes (three-minute maximum per person) set aside to receive public comments on closed
session, public session, or items not on the public session agenda, but within the jurisdiction of the
Board.
III.
SWEARING IN OF STUDENT TRUSTEE FOR ACADEMIC YEAR 2013-2014
IV.
REPORTS FROM ORGANIZATIONS AND LOCATIONS
• Academic Senate – Tony Anderson, President
• Associated Students – James Stephens, President
• Classified Senate – Vacant
• Hartnell College Faculty Association – Chris Svendsen, President
• California Schools Employee Association – Stephen Otero, President
• L-39 – Dale Fuge, Steward
• Center for Advanced Technology – Dr. Zahi Atallah, Dean
• South County and King City Education Center – Renata Funke, Dean
• Superintendent/President – Dr. Willard Lewallen
V.
PRESENTATIONS
A. REFINANCING OPPORTUNITY FOR MEASURE H
The board will receive a presentation on a refinancing opportunity from Ivory Li, Senior Vice
President, Piper Jaffray.
B. NEW GOVERNANCE AND PLANNING MODEL
The board will receive a presentation on the college's new governance and planning model.
VI.
CONSENT AGENDA
A. MINUTES
Adopt the minutes of May 28, 2013 (Development) and June 4, 2013 (Regular) meetings.
B. DISBURSEMENTS
Ratify the disbursements from any or all of the following funds: general; debt service; bookstore;
child development; capital outlay projects; scheduled maintenance; property acquisition; bond
projects; cafeteria; self-insurance; retirees health benefits; associated student body; scholarship,
loan, and trust; and intercollegiate athletics.
C. STUDENT INSURANCE USA
Approve to extend the agreement with Student Insurance USA for the administration and
payment of student liability insurance claims, effective August 1, 2013 through July 31, 2014.
The cost of this service is $124,456 and paid from unrestricted general funds.
HCCD –REGULAR MEETING – JULY 2, 2013
Page 2 of 4
D. AGREEMENTS FOR HIGH SCHOOL EQUIVALENCY PROGRAM (HEP)
Approve to enter into agreements with the Salinas Education Center, the Soledad Community
Education Center and the Clinica de Salud del Valle de Salinas for HEP at a cost of
approximately $400 per student, effective July 3, 2013 through June 30, 2014.
E. GRANITEROCK COMPANY AGREEMENT
Ratify the agreement between HCCD and Graniterock Company for the Earthwork Project. The
cost of the project is $103,180 paid from Measure H funds.
F. MONTEREY/SALINAS TRANSIT
Approve the agreement between HCCD and the Monterey/Salinas Transit to offer a one-way Free
Fare Zone for students from the Main and Alisal Campuses and/or the King City Education
Center effective August 1, 2013 through July 31, 2014.
G. APPOINTMENTS TO THE CITIZENS' BOND OVERSIGHT COMMITTEE
Appoint John Buttgereit as the college support organization representative, and Dennis Donohue as
the business representative to the Bond Oversight Committee for a two-year term, effective July 3,
2013.
H. BOARD TRAVEL
Approve the travel for Student Trustee Duran-Luchini to attend the Community College League
of California Annual Student Trustee Conference, August 16-17, 2013, Embassy Suites, Garden
Grove, California. The cost (travel, lodging, registration, meals) is estimated at $1,500 paid from
unrestricted general funds designated for board education/development.
I.
VII.
PERSONNEL ACTIONS
Approve and/or ratify personnel actions.
ACTION ITEMS
A. LEASE-LEASEBACK CONSTRUCTION DELIVERY METHOD / PROJECT LABOR
AGREEMENT
Consideration of and possible action to rescind: the Board’s March 5, 2013 action authorizing the
use of the lease-leaseback construction contracting method for the construction of the Science
Building; the Board’s May 7, 2013 action approving the Request for Proposals and Qualifications
for the lease-leaseback construction services, as well as the requirement for the inclusion of a
project labor agreement; and the Board’s June 4, 2013 action to appoint Board members and a
HCCD employee to the project labor agreement ad hoc negotiation committee.
B. AUTHORIZATION TO UTILIZE DESIGN-BID-BUILD CONSTRUCTION DELIVERY
METHOD FOR NEW SCIENCE BUILDING
Consideration of and possible action to authorize the administration to utilize the traditional
design-bid-build construction contracting method for the construction of the Science Building, if
the Board acts to rescind its March 5, 2013, May 7, 2013 and June 4, 2013 actions regarding the
approval of the lease-leaseback construction contracting method, the Request for Proposals and
Qualifications, the project labor agreement requirement, and authorization of a Board ad hoc
negotiation team.
C. BUDGET REVISIONS
Ratify the budget revisions numbered 10336 to 10364.
D. SUBMITTAL OF FIVE-YEAR CAPITAL CONSTRUCTION PLAN
Approve the submittal of the Five-Year 2015-2019 Capital Construction Plan to the California
Community College Systems Office.
HCCD –REGULAR MEETING – JULY 2, 2013
Page 3 of 4
E. BOARD POLICY 5500, STANDARDS OF STUDENT CONDUCT
Approve the final reading of revised board policy 5500, Standards of Student Conduct.
F. ELLUCIAN AGREEMENT FOR DATATEL COLLEAGUE IMPROVEMENTS
Approve the agreement with Ellucian for professional services and new products in support of the
action plan to improve the effective utilization of Datatel Colleague.
G. AMEND RESOLUTION 13:5, EARLY INCENTIVE RETIREMENT PROGRAM
Amend Resolution No. 13:5, Early Retirement Incentive for STRS Members.
VIII.
INFORMATION ITEMS
A. CONSTRUCTION PROJECTS
Receive the written report on current construction projects.
Joseph Reyes, Director, Facilities
B. BUDGET UPDATE
Receive a budget update on fiscal year 2012-13.
Alfred Muñoz, Vice President, Administrative Services
C. FINANCIAL STATEMENTS
Receive the financial statements ending May 31, 2013.
D. REPORTS FROM BOARD OF TRUSTEES
Receive Trustee reports on matters of interest to the college.
IX.
BOARD OF TRUSTEES MOVE TO CLOSED SESSION
1. Public Employee Performance Evaluation
(Government Code Section 54957)
Title: Superintendent/President
2. Conference with Labor Negotiator
(Government Code Section 54957.6)
Employee Unit: Hartnell College Faculty Association
Agency Representative: Terri Pyer
3. Conference with Legal counsel - Anticipated Litigation
(Government Code § 54956.9(b))
Significant Exposure to Litigation: 1 Case
X.
RECONVENE PUBLIC SESSION AND REPORT OUT FROM CLOSED SESSION, IF ANY
XI.
ANNOUNCEMENT OF FUTURE MEETINGS
1. July 16, 2013, 5:00 p.m., Board Development
2. August 6, 2013, 5 p.m., Regular Meeting
3. September 3, 2013, 5 p.m. Regular Meeting
XII.
ADJOURNMENT
HCCD –REGULAR MEETING – JULY 2, 2013
Page 4 of 4
AGENDA ITEM FOR BOARD MEETING OF: July 2, 2013
Title
Present Refinancing Opportunity For
Measure H General Obligation Bond
Program
Number
V. A.
Area
Status
Presentation
Office of Administrative Services
Prepared by: Alfred Muñoz, Vice President
Reference
Strategic Priority - 4
Accreditation Standard - III.B; III.D.
BACKGROUND/SUMMARY
In November 2002, voters in the District authorized the issuance of $131 million in general obligation
bonds (Measure H) to finance the acquisition, construction, renovation, repair, and modernization of
certain District property and facilities. Over the following years, the District issued Series A through D
Bonds.
Due to lower interest rates the District currently has an opportunity to refinance a portion of the issued
bonds which will reduce the total debt service on such issued bonds. The amount of reduction in debt
service is dependent on market interest rates at the time the financing is implemented. The likelihood
of interest rate increases gives a sense of urgency to this matter. The incremental funds generated
through the refinancing are to be used to reduce the debit obligation.
Piper Jaffray’s senior vice president, Ivory Li, will present refinancing opportunity to Board.
RECOMMENDATION
No action required by the Board of Trustees at this time.
BUDGET IMPLICATION - None
Fund:
Amount
$
Total
$
6/26/2013
Presentation to the Board of Trustees
Regarding Refinancing Opportunity
For Measure H General Obligation Bond Program
July 2, 2013
Overview of Measure H General Obligation Bond Program
 Approved by Voters on November 5, 2002
 Passage Rate: 65.7%
 Estimated Tax Rate: $19.83 per $100,000
 Entire $131,000,000 Authorization Has Been Issued in Four Series of Bonds:
– Series 2003A:
$35,000,000
Issued in April 2003
– Series 2006B:
$34,995,518
Issued in June 2006
– Series 2009C:
$12,597,888
Issued in June 2009
– Series 2009D:
$48,405,079
Issued in September 2009
 $29,062,042 Refunding Bonds Were Issued in April 2005 to Refinance a Portion of Series A
Bonds
1
1
6/26/2013
Tax Rate Performance for Measure H
1
2
3
4
5
6
7
8
9
Tax
Year
Actual
Total
Assessed Value
2005
Actual Series 2003A Refunding Series 2006B Series 2009C Series 2009D Combined
Annual $35,000,000 $29,062,042 $34,995,518 $12,597,888 $48,405,079
Tax Rate
Change Debt Service Debt Service Debt Service Debt Service Debt Service Per $100,000
1995-1996
1996-1997
1997-1998
1998-1999
1999-2000
2000-2001
2001-2002
2002-2003
2003-2004
2004-2005
2005-2006
2006-2007
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
2012-2013
$9,216,665,478
$9,601,484,239
$10,082,583,339
$10,561,614,729
$11,595,575,483
$12,658,968,881
$13,913,458,344
$15,680,423,551
$16,692,389,281
$17,850,991,122
$19,941,566,701
$22,394,154,634
$24,338,030,786
$24,087,625,393
$22,161,439,963
$21,199,638,857
$21,161,813,298
$21,465,020,487
4.18%
5.01%
4.75%
9.79%
9.17%
9.91%
12.70%
6.45%
6.94%
11.71%
12.30%
8.68%
-1.03%
-8.00%
-4.34%
-0.18%
1.43%
$2,772,864
$763,031
$668,501
$1,528,688
$2,138,688
$2,188,688
$2,243,688
$2,303,688
$2,363,688
$2,423,688
$2,488,688
$1,500,573
$1,787,241
$1,882,241
$1,857,241
$1,882,241
$1,927,241
$1,942,241
No
Repayment
Due Until
Fiscal Year
2022-23
No
Repayment
Due Until
Fiscal Year
2022-23
$17.37
$18.62
$17.14
$20.23
$16.09
$18.52
$21.04
$21.42
$23.15
$22.25
Average tax rate has been $19.58 as compared to Tax Rate Statement projection of $19.83.
2
Overview of Refinancing Opportunity
 Similar to Refinancing a Home Mortgage (High Interest Rates  Low Interest Rates)
 Average Interest Rate: 5.16% on Old Bonds vs. 2.98% (Estimated) on New Bonds(1)
 Does NOT Increase Length of Old Bonds (No Extension of Bond Term)
 Amount of Existing Bonds Eligible to be Refinanced: $40,000,000 - $60,000,000
 Estimate of Total Savings to Local Taxpayers (Net of Costs): $500,000 - $2,500,000
 All Transaction Fees are Contingent and Paid from Proceeds of New Bonds
 Length of Time Required to Complete: 45-90 Days
(1) Assumes interest rates as of June 18, 2013 and credit ratings of “Aa2/AA-/ –” ; Preliminary, subject to change.
3
2
6/26/2013
Historical Interest Rates Since Issuance of 2005 Refunding Bonds
6.00%
5.50%
Series
2006B
2005
Refundin
g
5.00%
4.50%
4.00%
Now
Series
2009D
3.50%
3.00%
2.50%
%
2.00%
4/7/13
12/7/12
8/7/12
4/7/12
12/7/11
8/7/11
4/7/11
12/7/10
8/7/10
4/7/10
12/7/09
8/7/09
4/7/09
12/7/08
8/7/08
4/7/08
12/7/07
8/7/07
4/7/07
12/7/06
8/7/06
4/7/06
12/7/05
8/7/05
4/7/05
30-Year "AAA" Interest Rate
Average 30-Year "AAA" Interest Rate
4
Debt Service Comparison & Estimated Savings(1)
Tax
Year
2013-2014
2014-2015
2015 2016
2015-2016
2016-2017
2017-2018
2018-2019
2019-2020
2020-2021
2021-2022
2022-2023
2023-2024
2024-2025
2025-2026
2026-2027
2027-2028
2028-2029
2029-2030
Estimated
New Bonds
Debt Service
$ 1,012,112
$ 1,014,550
$ 3,245,976
3 245 976
$ 4,755,905
$ 4,954,391
$ 5,212,038
$ 5,434,749
$ 5,664,826
$ 5,912,326
$ 3,335,150
$ 3,443,750
$ 3,656,500
$ 3,886,750
$ 922,750
$ 1,178,250
$ 1,459,250
$ 1,758,750
Old Bonds
Debt Service
$1,073,013
$1,073,013
$3 303 013
$3,303,013
$4,785,679
$4,987,109
$5,245,715
$5,467,378
$5,699,575
$5,946,375
$3,366,988
$3,474,438
$3,686,888
$3,917,250
$1,110,000
$1,370,000
$1,650,000
$1,950,000
Estimated Total Savings to District Taxpayers
(Net of All Fees):
Estimated
Savings
To Taxpayers
$ 60,901
$ 58,462
$ 57,036
57 036
$ 29,773
$ 32,717
$ 33,677
$ 32,628
$ 34,749
$ 34,049
$ 31,838
$ 30,688
$ 30,388
$ 30,500
$ 187,250
$ 191,750
$ 190,750
$ 191,250
$1,258,406
(1) Assumes interest rates as of June 18, 2013 and credit ratings of “Aa2/AA-/ –” ; Preliminary, subject to change.
5
3
6/26/2013
Sample Press Release to Community
Press Release
Hartnell Community College District
Deliver Savings to Local Taxpayers
The Hartnell Community College District is proud to announce its most recent initiative to benefit its students and
community members. This initiative will deliver bond interest rate savings to local taxpayers from the refinancing of
some of the District’s Election of 2002 (Measure H) Bonds.
Under the leadership of the District Board of Trustees, the District administration chose to take advantage of
historically low interest rates to refinance a portion of the Measure H Bonds without extending the term of those bonds.
The District was able to reduce the interest rates on the prior bonds from [5.16%] to [3.02]%, reducing the community’s
tax bill by
b approximately
i
l [$ To
T Be
B Determined]
D
i d] over the
h next [17] years.
(Insert Quote from Board President or Superintendent Lewallen here, if possible)
While the District will not receive any part of the savings, the District Board and administration pursued this
opportunity strictly on behalf of local taxpayers as part of their continued support for the education of the students of its
community.
6
Sample Refinancing Schedule
July 2, 2013
Presentation to Board Regarding Bond Refinancing Opportunity
August
g
6,, 2013
District Board Meeting
g to Approve
pp
Bond Refinancing
g Resolution
Mid-August 2013
Presentations
Meeting at District to Prepare for Bond Credit Rating Agency
Late August 2013
Meetings with Bond Credit Rating Agencies in San Francisco
Early September 2013
Receipt of Bond Ratings
Mid-September 2013
Sale of New Refinancing Bonds
Late September 2013
Closing of New Refinancing Bonds
Press Release to Community
7
4
AGENDA ITEM FOR BOARD MEETING OF:
July 2, 2013
Title
Number
New Governance and Planning Model
V. B.
Area
Status
Office of the Superintendent/President
Office of Advancement
Prepared by Willard Lewallen
Superintendent/President
Presentation
Reference
Strategic Priorities – 1 to 6
Accreditation Standards – IV.A.1-5
BACKGROUND/SUMMARY
During the 2012-13 year the District was engaged in a review and assessment of the District's
governance and planning structures. Governance and planning structures, when high functioning,
provide the mechanisms by which college employees fully participate in decision-making for the
District. Following is a chronology of events and activities that led to the final version of the District's
new governance and planning model.
November 6, 2012
November 19, 2012
March 2013
April 2013
May 2013
May 16, 2013
May 22, 2013
May 29, 2013
NEXT STEPS
July 2013
July - August 2013
Fall Semester 2013
Invitation sent to representatives of constituent groups to participate in a
governance planning retreat.
16 employees participated in an all day governance planning retreat (report
from retreat is attached).
Key outcome from retreat was recommendation to form a task force to
develop a new governance structure that incorporated findings from the
retreat.
Governance Planning Task Force is formed and consists of representatives
from all constituent groups.
Governance Planning Task Force begins meeting.
Governance Planning Task Force produces draft of new governance and
planning model.
Draft of new governance and planning model posted to college web site.
Town Hall meeting held to present new governance and planning model.
Governance and Planning Task Force finalizes new governance and
planning model along with handbooks for all governance councils
(attached).
Web site to be established for governance and planning model.
Web site to be established for all governance councils.
Constituent groups appoint members to governance councils.
Governance councils begin meeting.
RECOMMENDATION
None; no action required by the Board of Trustees.
Hartnell College
·
·
·
·
Mission
Vision
Goals
Strategic Plan
EXTERNAL
ENVIRONMENT
Governance and Planning Model
COUNCILS &
PLANNING GROUPS
Academic Affairs
Council
Academic Senate 1
Accreditation
Council
20%
Policies/
Procedures
Administrative
Services Council
1
0987
0000
Trends/
Forecasts
Actions
RE
VIE
W
Labor
Market Info
D
EN
20%
D
EN
20%
Advancement
Council
College Planning
Council
RE
VIE
W
20%
MM
CO
RE
20%
Recommended
MM
CO
RE
Community and
Partners Input
President’s Executive
Cabinet
APPROVE
APPROVE
Plans/Initiatives
Facilities
Development
Council
Resource
Allocation
Faculty
·
·
·
·
·
·
·
Program
Review
Administrators
SLOs
Accreditation
Performance
Indicators
Site Visits
Institutional
Effectiveness
Existing
Plans/
Initiatives
Student Affairs
Council
Technology
Development
Council
Other Committees
and Workgroups
1 – Per collegial consultation, some Academic
Senate items do not go to CPC
Communication of
decisions and
implementation of
plans, actions, resource
allocation, policies and
procedures to
appropriate councils
and/or groups.
Evaluation of the
effectiveness of plans,
actions, policies, and
procedures.
Note: Some
recommendations
require BOT
approval.
Board of
Trustees
RE
VIE
W
INTERNAL
ENVIRONMENT
APPROVE
Adopted by Governance Planning Task Force
May 29, 2013
HARTNELL COMMUNITY COLLEGE DISTRICT
COLLEGE P LAN N I N G COUNCI L HAN DBOOK
MISSION STATEMENT
Hartnell College provides the leadership and resources to ensure that all students shall have
equal access to a quality education and the opportunity to pursue and achieve their goals.
We are responsive to the learning needs of our community and dedicated to a diverse
educational and cultural campus environment that prepares our students for productive
participation in a changing world.
VISION STATEMENT
Hartnell College shall provide its diverse communities and student population with equal
opportunities for educational access and success.
Hartnell College shall implement programs and services that recognize its culturally
diverse community, and provide fair and ethical treatment of its entire population.
Hartnell College shall actively recruit, support and retain the best personnel.
Hartnell College shall seek and dedicate resources to be a technologically advanced
institution.
Hartnell College shall support a learning environment that rewards creativity, innovation,
and risk-taking.
Hartnell College shall anticipate and respond to change.
Hartnell College shall be a valuable resource and facilitator of change for its communities.
Hartnell College shall enhance its local and global community partnerships and outreach
activities.
Hartnell College shall excel in the recruitment, retention, and placement of students.
STRATEGIC PRIORITIES (will eventually become college goals)
Strategic Priority 1 - Student Success
Strategic Priority 2 - Student Access
Strategic Priority 3 - Employee Diversity and Development
Strategic Priority 4 - Effective Utilization of Resources
Strategic Priority 5 - Innovation and Relevance for Educational Programs and Services
Strategic Priority 6 - Partnerships with Industry, Business, Agencies, and Education
Hartnell College Mission Statement
Hartnell College provides the leadership and resources to ensure that all students shall have equal access to a quality education and the opportunity to
pursue and achieve their goals. We are responsive to the learning needs of our community and dedicated to a diverse educational and cultural campus
environment that prepares our students for productive participation in a changing world.
MEMBERSHIP (and terms of service)
◊
◊
◊
◊
◊
◊
◊
◊
◊
◊
◊
◊
Faculty Academic Senate President (co-chair, permanent)
VP of Academic Affairs (co-chair, permanent)
HCFA President (permanent)
VP of Student Affairs (permanent)
VP of Administrative Services (permanent)
Dean of Academic Affairs (2 years, selected by superintendent/president)
Dean of South County Education Services (permanent)
CSEA President (permanent)
1 Classified Manager, Supervisor, or Confidential (2 years, to be selected by the
superintendent/president)
5 Faculty (2 year terms, to be selected by Academic Senate)
3 Classified Staff (2 CSEA, 1 L-39, 2 year terms, to be selected by CSEA and L-39)
2 Students (1 year terms, ASHC president plus one other to be selected by ASHC)
FREQUENCY OF MEETINGS
Semimonthly during the academic year.
COUNCIL RESPONSIBILITIES
PURPOSE: To function as the highest level collaborative council for the college with a focus
on planning, resource allocation, accreditation, and institutional effectiveness.
RECEIVES INFORMATION FROM: other college councils and/or committees when items have
the potential for college wide implications or impact.
MAKES RECOMMENDATIONS TO: superintendent/president.
1. COUNCIL RECOMMENDATIONS
◊ For items that have college wide implications or impact, review recommendations
from all other Councils.
2. BOARD POLICIES & ADMINISTRATIVE PROCEDURES
◊ Review and recommend for approval new or revised Board policies and administrative
procedures after they have been reviewed and recommended by the appropriate
Council.
3. ACCREDITATION
◊ Make recommendations during the accreditation self evaluation process.
◊ Review and recommend approval of accreditation reports (i.e., self study, midterm,
follow up).
4. BUDGET
◊ Develop, implement, and evaluate a campus budget development and resource
allocation process.
◊ Submit recommended budget plans to the superintendent/president.
2|Page
4-17-2013, 4-30-2013, 5-15-2013
5. PLANNING/RESEARCH
◊ Review college goals and key performance indicators regularly.
◊ Review and recommend approval of college plans (e.g., strategic, technology,
facilities, etc.)
◊ Review evaluations of college plans and make recommendations for improvement.
6. PROGRAM REVIEW
◊ Review program review reports and recommendations.
◊ Review and recommend approval for the implementation of new programs.
◊ Review and recommend approval for discontinuance of programs that cannot be
strengthened.
7. STUDENT LEARNING OUTCOMES
◊ Review reports on the status of SLOs development, assessment, and results.
8. EVALUATION OF COUNCIL EFFECTIVENESS
◊ Conduct annual evaluation of the effectiveness of the Council in the spring
semester each year.
3|Page
4-17-2013, 4-30-2013, 5-15-2013
HARTNELL COMMUNITY COLLEGE DISTRICT
ACADEMIC AFFAIRS COUNCIL HANDBOOK
MISSION STATEMENT
Hartnell College provides the leadership and resources to ensure that all students shall have
equal access to a quality education and the opportunity to pursue and achieve their goals.
We are responsive to the learning needs of our community and dedicated to a diverse
educational and cultural campus environment that prepares our students for productive
participation in a changing world.
VISION STATEMENT
Hartnell College shall provide its diverse communities and student population with equal
opportunities for educational access and success.
Hartnell College shall implement programs and services that recognize its culturally
diverse community, and provide fair and ethical treatment of its entire population.
Hartnell College shall actively recruit, support and retain the best personnel.
Hartnell College shall seek and dedicate resources to be a technologically advanced
institution.
Hartnell College shall support a learning environment that rewards creativity, innovation,
and risk-taking.
Hartnell College shall anticipate and respond to change.
Hartnell College shall be a valuable resource and facilitator of change for its communities.
Hartnell College shall enhance its local and global community partnerships and outreach
activities.
Hartnell College shall excel in the recruitment, retention, and placement of students.
STRATEGIC PRIORITIES (will eventually become college goals)
Strategic Priority 1 - Student Success
Strategic Priority 2 - Student Access
Strategic Priority 3 - Employee Diversity and Development
Strategic Priority 4 - Effective Utilization of Resources
Strategic Priority 5 - Innovation and Relevance for Educational Programs and Services
Strategic Priority 6 - Partnerships with Industry, Business, Agencies, and Education
Hartnell College Mission Statement
Hartnell College provides the leadership and resources to ensure that all students shall have equal access to a quality education and the opportunity to
pursue and achieve their goals. We are responsive to the learning needs of our community and dedicated to a diverse educational and cultural campus
environment that prepares our students for productive participation in a changing world.
MEMBERSHIP (and terms of service)
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Vice President of Academic Affairs (co-chair, permanent)
Academic Senate President or designee (co-chair, permanent)
Dean of Student Affairs or designee (permanent)
Vice President of Information and Technology Resources or designee (permanent)
Associate Vice President of Human Resources or designee (permanent)
Accreditation Liaison Officer (permanent)
College Curriculum Committee Chair (permanent)
2 Deans of Academic Affairs (2-year term, to be selected by the Vice President of
Academic Affairs)
1 Manager, Supervisor, or Confidential (2-year term, to be appointed by
superintendent/president)
4 Faculty (2-year term, to be appointed by Academic Senate)
2 Classified Employees (2-year term, to be appointed by CSEA and L-39)
2 Students, (1-year term, to be appointed by Associated Students)
FREQUENCY OF MEETINGS
Monthly during academic year
PURPOSE
Working collaboratively with other councils and committees, the Academic Affairs Council
provides opportunities for educational access and student success by serving as a
recommending body to the College Planning Council.
RECEIVES INFORMATION FROM
The following sources appropriate to the work of the Council, including but not limited to:
Other Councils and Committees, Academic Senate, Program Reviews, SLOs, Accreditation,
Performance Indicators, Site Visits, Institutional Effectiveness Outcomes, Existing Plans and
Initiatives, Labor Market Information, Community and Partner Input, Other Trends and/or
Forecasts.
MAKES RECOMMENDATIONS TO
 College Planning Council
 Other Councils, Committees, Academic Senate
COUNCIL RESPONSIBILITIES
1. COUNCIL RECOMMENDATIONS
 Provide leadership in the development, planning, preparation, and assessment of
instructional programs.
 Recommend staffing needs based on data provided by the assessment of instructional
programs.
 Make recommendations for Flex/Duty Day activities.
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5-29-2013
2. BOARD POLICIES & ADMINISTRATIVE PROCEDURES
 Review and recommend approval to the College Planning Council for new or revised
Board policies and administrative procedures related to instruction.
3. ACCREDITATION
 Review and keep knowledge current regarding accreditation standards, eligibility
requirements, and policies related to the Academic Affairs Council.
 Provide input when appropriate to accreditation processes.
 Promote a campus culture that is focused on accreditation, inclusive of but not
limited to institutional activities that foster assessment, evidence building and
continuous improvement.
4. BUDGET
 Make recommendations to the College Planning Council for the academic affairs
budget.
 Identify priorities for instructional facilities and resources and make
recommendations for allocations.
 Identify priorities for technology issues related to instruction and make
recommendations to Technology Planning Council and College Planning Council.
5. PLANNING/RESEARCH
 Review Academic Affairs goals and key performance indicators regularly and report to
the College Planning Council.
 Promote the use and understanding of data related to instruction as a basis for
institutional decision-making and reporting requirements to state and federal
agencies.
 Promote staff development activities for faculty and staff to improve their individual
effectiveness consistent with the college mission, vision, and goals.
 Review annual reports from Deans for Flex Calendar Activities.
6. PROGRAM REVIEW
 Provide leadership in the development and supervision of the timely review of
instructional programs.
 Provide reports to the College Planning Council containing a summary of findings,
goals and action plans resulting from program review.
 Review recommendations pertaining to academic program discontinuance and make
recommendations for action to the College Planning Council.
7. STUDENT LEARNING OUTCOMES
 Support the development, implementation, and assessment of student learning
outcomes at the course, program, and degree levels.
 Provide reports to the College Planning Council on student learning outcomes
assessment.
8. EVALUATION OF COUNCIL EFFECTIVENESS
 Conduct annual evaluation of the effectiveness of the Council (spring semester).
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5-29-2013
HARTNELL COMMUNITY COLLEGE DISTRICT
ACCR EDI TATI ON COUN CI L HANDBOOK
MISSION STATEMENT
Hartnell College provides the leadership and resources to ensure that all students shall have
equal access to a quality education and the opportunity to pursue and achieve their goals.
We are responsive to the learning needs of our community and dedicated to a diverse
educational and cultural campus environment that prepares our students for productive
participation in a changing world.
VISION STATEMENT
Hartnell College shall provide its diverse communities and student population with equal
opportunities for educational access and success.
Hartnell College shall implement programs and services that recognize its culturally
diverse community, and provide fair and ethical treatment of its entire population.
Hartnell College shall actively recruit, support and retain the best personnel.
Hartnell College shall seek and dedicate resources to be a technologically advanced
institution.
Hartnell College shall support a learning environment that rewards creativity, innovation,
and risk-taking.
Hartrnell College shall anticipate and respond to change.
Hartnell College shall be a valuable resource and facilitator of change for its communities.
Hartnell College shall enhance its local and global community partnerships and outreach
activities.
Hartnell College shall excel in the recruitment, retention, and placement of students.
STRATEGIC PRIORITIES (will eventually become college goals)
Strategic Priority 1 - Student Success
Strategic Priority 2 - Student Access
Strategic Priority 3 - Employee Diversity and Development
Strategic Priority 4 - Effective Utilization of Resources
Strategic Priority 5 - Innovation and Relevance for Educational Programs and Services
Strategic Priority 6 - Partnerships with Industry, Business, Agencies, and Education
Hartnell College Mission Statement
Hartnell College provides the leadership and resources to ensure that all students shall have equal access to a quality education and the opportunity to
pursue and achieve their goals. We are responsive to the learning needs of our community and dedicated to a diverse educational and cultural campus
environment that prepares our students for productive participation in a changing world.
MEMBERSHIP (and terms of service)
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Accreditation Liaison Officer (Council chair, permanent)
Academic Senate President or designee (permanent)
Dean of Institutional Planning and Effectiveness (permanent)
Co-chairs for Standards (current co-chairs serve until the college organizes for next
self-evaluation process)
2 Classified Staff Members (to be selected by CSEA and L-39, 2 year term)
1 Manager, Supervisor, or Confidential (to be selected by Superintendent/President, 2
year term)
2 Students (to be selected by ASHC, 1 year term)
FREQUENCY OF MEETINGS
At least once per semester and as needed (more frequent when self evaluation process
begins).
PURPOSE
To implement, monitor, review, evaluate, and revise college accreditation activities and
procedures in accordance with ACCJC Accreditation Standards, Policies, and Eligibility
Requirements.
RECEIVES INFORMATION FROM
The following sources appropriate to the work of the Council, including but not limited to:
Other Councils and Committees, Academic Senate, Program Reviews, SLOs, Accreditation,
Performance Indicators, Site Visits, Institutional Effectiveness Outcomes, Existing Plans and
Initiatives, Labor Market Information, Community and Partner Input, Other Trends and/or
Forecasts.
MAKES RECOMMENDATIONS TO
College Planning Council
Other Councils, Committees, Academic Senate
COUNCIL RESPONSIBILITIES
1. ACCREDITATION
◊ Serve as the steering committee for the accreditation process.
◊ Provide leadership in the development, planning, preparation, and completion of
accreditation self evaluation report.
◊ Promote a campus culture that is focused on accreditation, inclusive of but not
limited to institutional activities that foster assessment, evidence building, and
continuous improvement.
◊ Ensure compliance with ACCJC Standards, Policies, and Eligibility Requirements.
◊ Remain knowledgeable of current and pending changes related to accreditation.
◊ Monitor completion of self-identified planning agenda items from self evaluation.
◊ Monitor completion of recommendations contained in action letter from ACCJC.
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5-28-2013, 5-20-2013, 4-22-2013
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Monitor timely completion of all required accreditation reports including: self
evaluation, midterm report, progress reports, substantive change, annual report, and
any other required reports.
2. BOARD POLICIES AND ADMINISTRATIVE PROCEDURES
◊ Review and recommend for approval new or revised Board policies and administrative
procedures related to accreditation.
3. PROFESSIONAL DEVELOPMENT
◊ Promote staff development activities for employees to improve effectiveness related
to accreditation.
◊ Make recommendations for Flex/Duty Day activities related to accreditation.
4. EVALUATION OF COUNCIL EFFECTIVENESS
◊ Conduct annual evaluation of the effectiveness of the Accreditation Council (spring
semester).
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5-28-2013, 5-20-2013, 4-22-2013
A
HARTNELL COMMUNITY COLLEGE DISTRICT
ADM I N I STR ATI VE SER VI CES COUN CI L HANDBOOK
MISSION STATEMENT
Hartnell College provides the leadership and resources to ensure that all students shall have
equal access to a quality education and the opportunity to pursue and achieve their goals.
We are responsive to the learning needs of our community and dedicated to a diverse
educational and cultural campus environment that prepares our students for productive
participation in a changing world.
VISION STATEMENT
Hartnell College shall provide its diverse communities and student population with equal
opportunities for educational access and success.
Hartnell College shall implement programs and services that recognize its culturally
diverse community, and provide fair and ethical treatment of its entire population.
Hartnell College shall actively recruit, support and retain the best personnel.
Hartnell College shall seek and dedicate resources to be a technologically advanced
institution.
Hartnell College shall support a learning environment that rewards creativity, innovation,
and risk-taking.
Hartnell College shall anticipate and respond to change.
Hartnell College shall be a valuable resource and facilitator of change for its communities.
Hartnell College shall enhance its local and global community partnerships and outreach
activities.
Hartnell College shall excel in the recruitment, retention, and placement of students.
STRATEGIC PRIORITIES (will eventually become college goals)
Strategic Priority 1 - Student Success
Strategic Priority 2 - Student Access
Strategic Priority 3 - Employee Diversity and Development
Strategic Priority 4 - Effective Utilization of Resources
Strategic Priority 5 - Innovation and Relevance for Educational Programs and Services
Strategic Priority 6 - Partnerships with Industry, Business, Agencies, and Education
Hartnell College Mission Statement
Hartnell College provides the leadership and resources to ensure that all students shall have equal access to a quality education and the opportunity to
pursue and achieve their goals. We are responsive to the learning needs of our community and dedicated to a diverse educational and cultural campus
environment that prepares our students for productive participation in a changing world.
MEMBERSHIP (and terms of service)
◊ Vice President of Administrative Services - Chair (permanent)
◊ Associate Vice President of Human Resources (permanent)
◊ Director of Facilities, Operations & Asset Management (permanent)
◊ Dean of Academic Affairs or designee (2-year term, to be appointed by the
superintendent/president)
◊ 2 Faculty (to be appointed by Academic Senate)
◊ 3 Classified (2 CSEA, 1 L-39, 2-year term, to be appointed by CSEA and L-39)
◊ 1 Classified Manager, Supervisor, or Confidential (2-year term, to be appointed by the
superintendent/president)
◊ 2 Students (1-year term, to be appointed by Associated Students)
FREQUENCY OF MEETINGS
Monthly during the academic year
PURPOSE
The Administrative Services Council (ASC) maintains an open and transparent structure in
support of college community needs. The ASC is governed by a group of members
consisting of Administration, Faculty, Confidential, and Classified employees. The council
develops and implements district-wide procedures, responds to reports from
district/campus committees, monitors strategic plan and program review for respective
areas, and articulates budget requests.
RECEIVES INFORMATION FROM
The following sources appropriate to the work of the Council, including but not limited to:
Other Councils and Committees, Academic Senate, Program Reviews, SLOs, Accreditation,
Performance Indicators, Site Visits, Institutional Effectiveness Outcomes, Existing Plans and
Initiatives, Labor Market Information, Community and Partner Input, Other Trends and/or
Forecasts.
MAKES RECOMMENDATIONS TO
 College Planning Council
 Other Councils, Committees, Academic Senate
COUNCIL RESPONSIBILITIES
1. COUNCIL RECOMMENDATIONS
◊ Communicates interests and concerns of staff and constituency groups
◊ Communicates council decisions to staff and constituency groups
2. BOARD POLICIES & ADMINISTRATIVE PROCEDURES
◊ Prepare, review, and recommend new or revised Board policies and administrative
procedures for submission to the College Planning Council.
3. ACCREDITATION
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5-29-2013
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Review and keep knowledge current regarding accreditation standards, eligibility
requirements, and policies related to the Administrative Services Council.
Provide input when appropriate to accreditation processes.
Promote a campus culture that is focused on accreditation, inclusive of but not
limited to institutional activities that foster assessment, evidence building, and
continuous improvement.
4. BUDGET
◊ Develop, implement, and evaluate an administrative budget.
◊ Submit recommended budget plans to the superintendent/president.
5. PLANNING/RESEARCH
◊ Review college goals and key performance indicators regularly.
◊ Review and recommend approval of college plans (e.g., strategic, technology,
facilities, etc.).
◊ Review evaluations of administrative plans and make recommendations for
improvement.
6. PROGRAM REVIEW
◊ Review program review reports and recommendations.
◊ Review and recommend approval for the implementation of new programs.
◊ Review and recommend approval for discontinuance of programs that cannot be
strengthened.
7. SERVICE AREA OUTCOMES
◊ Review reports on the status of SAO development, assessment, and results.
8. EVALUATION OF COUNCIL EFFECTIVENESS
◊ Conduct annual evaluation of the effectiveness of the Council (spring semester).
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5-29-2013
HARTNELL COMMUNITY COLLEGE DISTRICT
ADVAN CEM EN T P LAN NI N G COUN CI L HANDBOOK
MISSION STATEMENT
Hartnell College provides the leadership and resources to ensure that all students shall have
equal access to a quality education and the opportunity to pursue and achieve their goals.
We are responsive to the learning needs of our community and dedicated to a diverse
educational and cultural campus environment that prepares our students for productive
participation in a changing world.
VISION STATEMENT
Hartnell College shall provide its diverse communities and student population with equal
opportunities for educational access and success.
Hartnell College shall implement programs and services that recognize its culturally
diverse community, and provide fair and ethical treatment of its entire population.
Hartnell College shall actively recruit, support and retain the best personnel.
Hartnell College shall seek and dedicate resources to be a technologically advanced
institution.
Hartnell College shall support a learning environment that rewards creativity, innovation,
and risk-taking.
Hartnell College shall anticipate and respond to change.
Hartnell College shall be a valuable resource and facilitator of change for its communities.
Hartnell College shall enhance its local and global community partnerships and outreach
activities.
Hartnell College shall excel in the recruitment, retention, and placement of students.
STRATEGIC PRIORITIES (will eventually become college goals)
Strategic Priority 1 - Student Success
Strategic Priority 2 - Student Access
Strategic Priority 3 - Employee Diversity and Development
Strategic Priority 4 - Effective Utilization of Resources
Strategic Priority 5 - Innovation and Relevance for Educational Programs and Services
Strategic Priority 6 - Partnerships with Industry, Business, Agencies, and Education
Hartnell College Mission Statement
Hartnell College provides the leadership and resources to ensure that all students shall have equal access to a quality education and the opportunity to
pursue and achieve their goals. We are responsive to the learning needs of our community and dedicated to a diverse educational and cultural campus
environment that prepares our students for productive participation in a changing world.
MEMBERSHIP (and terms of service)
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Faculty (co-chair, 2-year term, to be appointed by Academic Senate)
Executive Director of Advancement (co-chair, permanent)
VP of Academic Affairs or designee (permanent)
Dean of Student Affairs or Academic Affairs (2-year term, to be appointed by
superintendent/president)
VP of Administrative Services or designee (permanent)
Dean of South County Education Services (permanent)
Grant Accounting Manager (permanent)
1 Classified Manager, Supervisor, or Confidential (2-term, to be appointed by
superintendent/president)
2 Faculty (2-year term, to be appointed by Academic Senate)
2 Classified (1 CSEA, 1 L-39, 2-year term, to be appointed by CSEA and L-39)
2 Students (1 -year term, to be appointed by Associated Students)
FREQUENCY OF MEETINGS
Monthly meetings during academic year
PURPOSE
Review and recommend the annual Advancement and Development work plan with resource
identification.
RECEIVES INFORMATION FROM
The following sources appropriate to the work of the Council, including but not limited to:
Other Councils and Committees, Academic Senate, Program Reviews, SLOs, Accreditation,
Performance Indicators, Site Visits, Institutional Effectiveness Outcomes, Existing Plans and
Initiatives, Labor Market Information, Community and Partner Input, Other Trends and/or
Forecasts.
MAKES RECOMMENDATIONS TO
◊ College Planning Council
◊ Other Councils, Committees, Academic Senate
COUNCIL RESPONSIBILITIES
1. COUNCIL RECOMMENDATIONS
◊ For items that have college wide implications or impact, review recommendations
from other councils.
2. BOARD POLICIES & ADMINISTRATIVE PROCEDURES
◊ Prepare, review, and recommend new or revised Board policies and administrative
procedures for submission to the College Planning Council.
3. ACCREDITATION
 Review and keep knowledge current regarding accreditation standards, eligibility
requirements, and policies related to the Advancement Planning Council.
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5-29-2013
 Provide input when appropriate to accreditation processes.
 Promote a campus culture that is focused on accreditation, inclusive of but not
limited to institutional activities that foster assessment, evidence building, and
continuous improvement.
4. BUDGET
◊ Develop, implement, and evaluate an advancement budget and resource allocation
process based on the needs of the Office of Advancement to better serve the college.
◊ Submit recommended budget plans to the superintendent/president.
5. GRANTS
◊ Receive
◊ Receive
◊ Receive
◊ Receive
reports
reports
reports
reports
of proposed grants or Letters of Inquiry
on grants making trends, opportunities, and challenges
from grant funded activities
from Grants Oversight Council and grants team
6. PLANNING/RESEARCH
◊ Review Office of Advancement and Development goals and key performance
indicators regularly.
◊ Review and recommend approval of Office of Advancement plans (e.g., strategic
funding needs, technology, facilities, etc.).
◊ Review evaluations of Office of Advancement plans and make recommendations for
improvement.
7. PROGRAM REVIEW
◊ Review program, review reports and recommendations.
8. SERVICE AREA OUTCOMES
◊ Review reports on the status of SAO development, assessment, and results.
9. EVALUATION OF COUNCIL EFFECTIVENESS
◊ Conduct annual evaluation of the effectiveness of the Council (spring semester).
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A
HARTNELL COMMUNITY COLLEGE DISTRICT
FACI LI TI ES DEVELOPM EN T COUN CI L HAN DBOOK
MISSION STATEMENT
Hartnell College provides the leadership and resources to ensure that all students shall have
equal access to a quality education and the opportunity to pursue and achieve their goals.
We are responsive to the learning needs of our community and dedicated to a diverse
educational and cultural campus environment that prepares our students for productive
participation in a changing world.
VISION STATEMENT
Hartnell College shall provide its diverse communities and student population with equal
opportunities for educational access and success.
Hartnell College shall implement programs and services that recognize its culturally
diverse community, and provide fair and ethical treatment of its entire population.
Hartnell College shall actively recruit, support and retain the best personnel.
Hartnell College shall seek and dedicate resources to be a technologically advanced
institution.
Hartnell College shall support a learning environment that rewards creativity, innovation,
and risk-taking.
Hartnell College shall anticipate and respond to change.
Hartnell College shall be a valuable resource and facilitator of change for its communities.
Hartnell College shall enhance its local and global community partnerships and outreach
activities.
Hartnell College shall excel in the recruitment, retention, and placement of students.
STRATEGIC PRIORITIES (will eventually become college goals)
Strategic Priority 1 - Student Success
Strategic Priority 2 - Student Access
Strategic Priority 3 - Employee Diversity and Development
Strategic Priority 4 - Effective Utilization of Resources
Strategic Priority 5 - Innovation and Relevance for Educational Programs and Services
Strategic Priority 6 - Partnerships with Industry, Business, Agencies, and Education
Hartnell College Mission Statement
Hartnell College provides the leadership and resources to ensure that all students shall have equal access to a quality education and the opportunity to
pursue and achieve their goals. We are responsive to the learning needs of our community and dedicated to a diverse educational and cultural campus
environment that prepares our students for productive participation in a changing world.
MEMBERSHIP (and terms of service)
◊
◊
◊
◊
◊
◊
◊
◊
Vice President of Administrative Services (Chair, permanent)
Vice President of Information& Technology Resources (permanent)
Director of Facilities, Operations & Asset Management (permanent)
Director of Categorical Programs or designee (2-year term)
2 Faculty (2-year term, to be appointed by Academic Senate)
3 Classified (1 CSEA, 2 L-39, 2-year term, to be appointed by CSEA and L-39)
1 Classified Manager, Supervisor, or Confidential (2 year term, to be appointed by
superintendent/president)
2 Students (1-year term, to be appointed by Associated Students)
FREQUENCY OF MEETINGS
Monthly during the academic year
RECEIVES INFORMATION FROM
The following sources appropriate to the work of the Council, including but not limited to:
Other Councils and Committees, Academic Senate, Program Reviews, SLOs, Accreditation,
Performance Indicators, Site Visits, Institutional Effectiveness Outcomes, Existing Plans and
Initiatives, Labor Market Information, Community and Partner Input, Other Trends and/or
Forecasts.
MAKES RECOMMENDATIONS TO
 College Planning Council
 Other Councils, Committees, Academic Senate
PURPOSE
The Facilities Council will develop, review, and evaluate plans and policies and set directions
for facilities in accordance with the vision, mission, core values, and strategic plan of the
college.
COUNCIL RESPONSIBILITIES
1. COUNCIL RECOMMENDATIONS
◊ Communicates interests and concerns of staff and constituency groups related to
facilities
◊ Communicates council decisions to staff and constituency groups related to five year
construction plan
2. BOARD POLICIES & ADMINISTRATIVE PROCEDURES
◊ Prepare, review, and recommend new or revised Board policies and administrative
procedures for submission to the College Planning Council.
3. ACCREDITATION
◊ Review and keep knowledge current regarding accreditation standards, eligibility
requirements, and policies related to the Facilities Council.
◊ Provide input when appropriate to accreditation processes.
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◊
Promote a campus culture that is focused on accreditation, inclusive of but not
limited to institutional activities that foster assessment, evidence building, and
continuous improvement.
4. BUDGET
◊ Develop, implement, and evaluate a facilities budget.
◊ Submit recommended budget plans to the superintendent/president.
5. PLANNING/RESEARCH
◊ Review college goals and key performance indicators regularly.
◊ Review and recommend approval of college plans (e.g., strategic, technology,
facilities, etc.).
◊ Review evaluations of facilities plans and make recommendations for improvement.
6. PROGRAM REVIEW
◊ Review program review reports and recommendations.
◊ Review and recommend approval for the implementation of new programs.
◊ Review and recommend approval for discontinuance of programs that cannot be
strengthened.
7. SERVICE AREA OUTCOMES
◊ Review reports on the status of SAO development, assessment, and results.
8. EVALUATION OF COUNCIL EFFECTIVENESS
◊ Conduct annual evaluation of the effectiveness of the Council (spring semester).
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HARTNELL COMMUNITY COLLEGE DISTRICT
TECHN OLOGY P LAN NI N G COUN CI L HAN DBOOK
MISSION STATEMENT
Hartnell College provides the leadership and resources to ensure that all students shall have
equal access to a quality education and the opportunity to pursue and achieve their goals.
We are responsive to the learning needs of our community and dedicated to a diverse
educational and cultural campus environment that prepares our students for productive
participation in a changing world.
VISION STATEMENT
Hartnell College shall provide its diverse communities and student population with equal
opportunities for educational access and success.
Hartnell College shall implement programs and services that recognize its culturally
diverse community, and provide fair and ethical treatment of its entire population.
Hartnell College shall actively recruit, support and retain the best personnel.
Hartnell College shall seek and dedicate resources to be a technologically advanced
institution.
Hartnell College shall support a learning environment that rewards creativity, innovation,
and risk-taking.
Hartnell College shall anticipate and respond to change.
Hartnell College shall be a valuable resource and facilitator of change for its communities.
Hartnell College shall enhance its local and global community partnerships and outreach
activities.
Hartnell College shall excel in the recruitment, retention, and placement of students.
STRATEGIC PRIORITIES (will eventually become college goals)
Strategic Priority 1 - Student Success
Strategic Priority 2 - Student Access
Strategic Priority 3 - Employee Diversity and Development
Strategic Priority 4 - Effective Utilization of Resources
Strategic Priority 5 - Innovation and Relevance for Educational Programs and Services
Strategic Priority 6 - Partnerships with Industry, Business, Agencies, and Education
Hartnell College Mission Statement
Hartnell College provides the leadership and resources to ensure that all students shall have equal access to a quality education and the opportunity to
pursue and achieve their goals. We are responsive to the learning needs of our community and dedicated to a diverse educational and cultural campus
environment that prepares our students for productive participation in a changing world.
MEMBERSHIP (and terms of service)
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◊
◊
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VP of IT (Chair, permanent)
Dean Academic Affairs or designee (permanent)
Dean of Student Affairs or designee (permanent)
Director of IT (permanent)
Distance Education Coordinator (permanent)
1 Classified Manager, Supervisory or Confidential (2-year term, to be appointed by
superintendent/president)
5 Faculty (2-year term, to be appointed by Academic Senate)
2 Classified Staff (1 CSEA, 1 L-39, 2-year term, to be appointed by CSEA and L-39)
2 Students (1-year term, to be appointed by Associated Students)
FREQUENCY OF MEETINGS
Monthly during the academic year
PURPOSE
The Technology Planning Council’s (TPC) primary focus is to review, update, prioritize and
monitor the Technology Master Plan in accordance with resource identification. The TPCwill
also review, assess, and prioritize technology requests and recommendations from the
campus not part of the Technology Master Plan.
RECEIVES INFORMATION FROM
The following sources appropriate to the work of the Council, including but not limited to:
Other Councils and Committees, Program Reviews, SLOs, Accreditation, Performance
Indicators, Site Visits, Institutional Effectiveness Outcomes, Existing Plans and Initiatives,
Labor Market Information, Community and Partner Input, Other Trends and/or Forecasts.
MAKES RECOMMENDATIONS TO
◊
◊
College Planning Council
Academic Affairs, Student Affairs and Administrative areas
COUNCIL RESPONSIBILITIES
The Technology Council provides planning and direction for the technological support of
instructional departments, library, student and administrative services in support of the
Technology Master Plan.
1. COUNCIL RECOMMENDATIONS
◊ For items that have college wide implications or impact, review recommendations
from other Councils
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2. BOARD POLICIES & ADMINISTRATIVE PROCEDURES
◊ Review and recommend for approval new or revised Board policies and administrative
procedures after they have been reviewed and recommended by the appropriate
Council.
3. ACCREDITATION
◊ Review and keep knowledge current regarding accreditation standards, eligibility
requirements, and policies related to the Technology Planning Council.
◊ Provide input when appropriate to accreditation processes.
◊ Promote a campus culture that is focused on accreditation, inclusive of but not
limited to institutional activities that foster assessment, evidence building and
continuous improvement.
4. BUDGET
◊ Develop, implement, and evaluate the IT budget based on campus needs and in
accordance with the campus resource allocation process.
◊ Submit recommended budget plans to the College Planning Council.
5. PLANNING/RESEARCH
◊ Review college goals and key performance indicators regularly.
◊ Review and recommend approval of IT plans
◊ Review evaluations of college plans and make recommendations for improvement.
6. PROGRAM REVIEW
◊ Review program review reports and recommendations for Information Technology.
◊ Review and recommend approval for the implementation of new services and
technologies.
7. SERVICE AREA OUTCOMES
◊ Review IT reports on the status of SAOs development, assessment, and results.
8. EVALUATION OF COUNCIL EFFECTIVENESS
◊ Conduct annual evaluation of the effectiveness of the Council (spring semester).
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5-29-13
HARTNELL COMMUNITY COLLEGE DISTRICT
STUDEN T AFFAI R S COUNCI L HAN DBOOK
MISSION STATEMENT
Hartnell College provides the leadership and resources to ensure that all students shall have
equal access to a quality education and the opportunity to pursue and achieve their goals.
We are responsive to the learning needs of our community and dedicated to a diverse
educational and cultural campus environment that prepares our students for productive
participation in a changing world.
VISION STATEMENT
Hartnell College shall provide its diverse communities and student population with equal
opportunities for educational access and success.
Hartnell College shall implement programs and services that recognize its culturally
diverse community, and provide fair and ethical treatment of its entire population.
Hartnell College shall actively recruit, support and retain the best personnel.
Hartnell College shall seek and dedicate resources to be a technologically advanced
institution.
Hartnell College shall support a learning environment that rewards creativity, innovation,
and risk-taking.
Hartnell College shall anticipate and respond to change.
Hartnell College shall be a valuable resource and facilitator of change for its communities.
Hartnell College shall enhance its local and global community partnerships and outreach
activities.
Hartnell College shall excel in the recruitment, retention, and placement of students.
STRATEGIC PRIORITIES (will eventually become college goals)
Strategic Priority 1 - Student Success
Strategic Priority 2 - Student Access
Strategic Priority 3 - Employee Diversity and Development
Strategic Priority 4 - Effective Utilization of Resources
Strategic Priority 5 - Innovation and Relevance for Educational Programs and Services
Strategic Priority 6 - Partnerships with Industry, Business, Agencies, and Education
Hartnell College Mission Statement
Hartnell College provides the leadership and resources to ensure that all students shall have equal access to a quality education and the opportunity to
pursue and achieve their goals. We are responsive to the learning needs of our community and dedicated to a diverse educational and cultural campus
environment that prepares our students for productive participation in a changing world.
MEMBERSHIP (and terms of service)
◊
◊
◊
◊
◊
◊
◊
◊
◊
Vice President of Student Affairs (co-chair, permanent)
Faculty (co-chair, permanent, to be appointed by Academic Senate)
Vice President of Academic Affairs or designee (permanent)
Vice President of Technology or designee (permanent)
Dean of Student Affairs (2-year term, to be appointed by VP of Student Affairs)
1 Classified Manager, Supervisor, or Confidential (2-year term, to be appointed by
superintendent/president)
3 Classified (2 CSEA, 1 L-39, 2-year term, to be appointed by CSEA and L-39)
3 Faculty (2-year term, to be appointed by Academic Senate)
2 Students (1-year term, appointed by Associated Students)
FREQUENCY OF MEETINGS
Monthly during the academic year
PURPOSE
To promote student success, work collaboratively with other councils and committees.
RECEIVES INFORMATION FROM
The following sources appropriate to the work of the Council, including but not limited to:
Other Councils and Committees, Academic Senate, Program Reviews, SLOs, Accreditation,
Performance Indicators, Site Visits, Institutional Effectiveness Outcomes, Existing Plans and
Initiatives, Labor Market Information, Community and Partner Input, Other Trends and/or
Forecasts.
MAKES RECOMMENDATIONS TO
◊ College Planning Council
◊ Other Councils, Committees, Academic Senate
COUNCIL RESPONSIBILITIES
1. COUNCIL RECOMMENDATIONS
◊ For items that have college-wide implications or impact concerning student access
and success.
2. BOARD POLICIES & ADMINISTRATIVE PROCEDURES
◊ Review and recommend for approval new or revised Board policies and administrative
procedures.
3. ACCREDITATION
◊ Review and keep knowledge current regarding accreditation standards, eligibility
requirements, and policies related to the Student Affairs Council.
◊ Provide input when appropriate to accreditation processes.
◊ Promote a campus culture that is focused on accreditation, inclusive of but not
limited to institutional activities that foster assessment, evidence building, and
continuous improvement.
2|Page
5-29-13
4. BUDGET
◊ Review recommended budget plans.
◊ Submit recommended budget plans to the College Planning Council
5. PLANNING/RESEARCH
◊ Review college goals and key performance indicators regularly.
◊ Review and recommend approval of college plans (e.g., strategic, technology,
facilities, etc.)
◊ Review evaluations of college plans and make recommendations for improvement.
6. PROGRAM REVIEW
◊ Review program review reports and make recommendations to College Planning
Council.
◊ Review new program proposals and recommend approval for new programs.
7. STUDENT LEARNING OUTCOMES
◊ Review reports on the status of SLOs development, assessment, and results.
8. EVALUATION OF COUNCIL EFFECTIVENESS
◊ Conduct annual evaluation of the effectiveness of the Council (spring semester).
3|Page
5-29-13
Governance Planning Retreat
Monday, November 19, 2012
Summary Report
Retreat Facilitated by
Eaton Cummings Group
Report Submitted
December 11, 2012
Table of Contents
Major Headings
Page
1.
Introduction
3
2.
Hartnell College Governance Planning Retreat
4
2.1.
Retreat Structure: Assumptions and Organization
4
2.2.
Governance Retreat Working Agenda
5
2.3.
Expectations
5
2.4.
Hartnell: “Top of Mind.” “Why it’s special and important.”
6
3.
4.
2.5. Essential Purposes of the Hartnell Governance Process 6 2.6.
7
Governance Values
External Trends Likely to Influence the Future Success of
Hartnell Governance and related SWOT Analysis
7
3.1.
Trends
8
3.2.
SWOT Analysis and Governance Expectations
8
Next Steps—Implement Improvements
4.1.
Key Messages—
Talking Points to Share with the College Community
2 10
10
1.
Introduction
Hartnell College, originally named Salinas Junior College, was founded in 1920.
The Hartnell Community College District was formed in 1949. With two
locations Salinas in Monterey County, the College serves the Salinas Valley and
draws students primarily from Salinas, Bradley, Castroville, Chualar, Greenfield,
Jolon, King City, Lockwood, Moss Landing, San Ardo, San Lucas, Soledad and
adjacent rural areas.
Effective July 1, 2012, Dr. Willard C. Lewallen, previously president of West
Hills College in Coalinga, California was appointed Superintendent/President of
the Hartnell Community College District. Almost immediately following his
appointment, Dr. Lewallen was called upon to make or implement decisions that
could benefit from internal constituent input. Some of theses decisions required a
College-wide perspective and no previously existing or formally agreed-upon
element of the current governance structure seemed completely appropriate to the
task. By default, the Resource Allocation Committee had become the vehicle of
choice to hear and react to these decision areas by the Superintendent/President.
Dr. Lewallen in concert with members of the College’s executive team and
representatives of various college committees agreed that in order to promote
effective communication and make the most productive use of faculty, staff and
student participation, a priority effort should be devoted to revisiting and
clarifying aspects of the College’s governance structure. The current (2008)
Hartnell College Committee Handbook outlines the functions, outcomes/products,
membership and related process expectations of four College-Wide Committees
and six Academic Senate Standing Committees. Although effective in most
areas, the handling of issues relating to college-wide strategy, planning and board
policy implementation are less clear.
As some have noted, the California community colleges make up the largest
system of higher education in the world, a system that is responsible for a
complex, and continuously emerging, mission. In this environment,
participatory governance is a topic of particular importance and plays many roles
– promoting transparency, strengthening communications, protecting constituent
prerogatives, providing a forum for differing opinions to be heard, offering a
vehicle for coalitions to unite, confirming decisions and shaping broad-based
institutional support.
3 Although there are variations in the ways in which shared governance is
implemented, in general, shared governance reinforces established practice and
stability using a discussion and decision-making framework that emphasizes
“doing things the right way.” In the current era in which the external
environment is offering up dynamic change on almost every front, participatory
governance also has an often-unrealized value-added role – using collective
insight to shape a vibrant, asset-driven future – emphasizing heightened
awareness of external trends and employing sophisticated strategy. Finding and
supporting the best participatory governance options ensures the college remains
competitive, responsive to public policy and focused on emerging student and
community needs.
This is no easy task. Today’s environment places stresses and strains on
participatory governance and asks that it balance consistency and adaptation over
time with the need for more rapid redeployment of energy and resources to keep
pace with the external environment. As the community college of Monterey
County, Hartnell College is located in one of the Nation’s most beautiful and
dynamic regions. Agriculture, tourism and defense have long been a main stay of
the economy. For the future the College will be expected to be a major partner in
finding ways to provide higher paying jobs. The County increasingly is expected
to see its economy based on career fields requiring further education and research.
2.
Hartnell College Governance Planning Retreat
2.1.
Retreat Structure: Assumptions and Organization
Participants in the Governance Retreat are the planning team; they are considered the
College’s “governance experts.” Participants are expected to be knowledgeable and
sensitive to the history and role of governance at Hartnell College and to provide “prework” content for planning. Prior to the Retreat, participant opinions were solicited using
an on-line questionnaire. Results were compiled by the Eaton Cummings Group. The
questionnaire collected information about expectations for the governance structure and a
SWOT analysis to gather reactions to the current governance structure.
The Retreat was organized based on the following principles:
•
•
•
The process encourages and benefits from different points of view
The process is driven by a sequence of focused, interactive discussions with frequent
prioritization of participant input
Future success in revising or modifying the College’s participatory governance
structure will require the full participation of the Hartnell College community
including administrators, faculty, staff and students
4 •
•
•
•
2.2.
Governance Retreat Working Agenda
•
•
•
•
•
•
•
•
•
•
•
•
2.3.
During the retreat, working task groups were reconfigured at intervals to give
participants an opportunity to benefit from the full range of ideas and experiences of
each participant
Retreat results are always considered a work in progress
Consultant/facilitators manage the process, and
The list of Retreat results included in this Report is presented with minimal editing to
preserve the spirit and participant energy expressed during the session.
Welcome—Dr. Lewallen
Introductions and Retreat Expectations
Regulatory provisions related to “Collegial Consultation and Participatory
Governance”
Hartnell Governance Process: Purposes and Values
Trends likely to influence the success of Hartnell College
The “Is Map” Process
SWOT Analysis Discussion
Hartnell Governance Process: Changes? What are the Benefits?
The “Nitty Gritty” of Change
Process to Communicate and Implement Change
Next Steps
Closing Remarks
Expectations
Participants were asked to review the working agenda and suggest three outcomes
that would make the investment of time and talent in the Governance Planning
Retreat worthwhile. Divided into small working/discussion groups, the participants
identified the following list of priority outcomes.
•
•
•
•
•
•
•
Confirm consensus that changes/improvements are needed in governance
structure that facilitate decision-making.
Identify changes in governance that should happen.
Define shared governance, roles and responsibilities.
Produce effective action plan for communication beyond just responding to
the “inbox” of things brought to various governance committees.
Produce a clear roadmap/action plan moving forward.
Suggest ideas for how to strengthen shared governance:
o Participation-expanded?
o Structure (hub [RAC is limited] and spokes) – See Committee Handbook
(Spring 2008) page 5
o Issue report from Retreat (Summarize the Purpose; Recommendations
Decisions; and highlight Discussions).
Clarify role of shared governance vs. responsibilities and decision-making that
fall outside of or beyond shared governance.
5 2.4.
Hartnell: “Top of Mind.” “Why it’s special and important.”
Before thinking deeply about issues of governance issues, participants were asked
to step back and think about Hartnell College and identify what it is about
Hartnell that makes it special to students and the community and worthy of
everyone’s investment of time, talent and resources. These are reasons that
governance is important and important to get right. Hartnell is special because:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Impact—when Hartnell works, Salinas works.
Success of students in the community—internships.
Great people work here.
Generations of learners-families and extended families are and have been
students here.
Community affection and respect.
Inclusive—everyone is welcomed here.
We understand our community and our students—we’re here for them.
We’re passionate about what we do.
We’re committed to each student’s success.
We can/must improve to survive and thrive.
We have solid, productive partnerships in the community.
We have a successful Foundation.
We’re dedicated to non-traditional students.
We’re a technology-infused college.
We represent hope—1st, 2nd and 3rd chances.
We understand and help interpret a changing world and the importance of the
role of education to students and the community.
2.5. Essential Purposes of the Hartnell Governance Process Participants were asked to identify the most basic purposes for the Governance
Process at Hartnell College. In order to assess the usefulness of the various
components of the Governance Process it is essential to determine what is
expected of Governance.
•
•
•
•
•
•
•
•
Bring together expertise and develop governance expertise leading to a
common vision for the future.
Inclusiveness, welcoming dissent to derive better decisions.
Providing a process that people trust even if recommendations don’t go “their
way.” It is understood that everyone has been heard and the best, defensible
recommendation has been made.
Facilitate the mission, vision and ultimate worth of the College.
Strengthen accountability. “The committee is doing its job.”
Establish clarity regarding process, ownership, and timetable.
Opportunity to provide input into decision-making.
Reach consensus on recommendations.
6 •
•
•
•
2.6.
Define and communicate the roles of constituents in decision making.
Emphasize student success/outcomes.
Vehicle for individual voices to be heard at all levels:
division/department/college.
Advance a strong sense of ownership in the work and purposes of Hartnell
College.
Governance Values
Based on the purposes of the governance structure at Hartnell College, participants
were asked to suggest an underlying value structure that is represented by the
purposes of governance at Hartnell College. Enumerating and referring to Values
reflected in the College’s governance system helps to focus governance deliberations
and also sends a message to accrediting bodies, boards of control and governing
bodies that governance at Hartnell is not just a procedural exercise, it is a reflection of
a set of values that keeps the College on course with recommendations that influence
decision-making. Values expressed include the following:
•
•
•
•
•
•
•
•
•
•
•
•
3.
Respect for the ideas of others.
Responsibility/ownership for the consequences of recommendations.
Service to the community, selflessness.
Respect for divergent points of view.
Encourage discussion that promotes the learning experience for participants.
Offer an environment that encourages open dialogue and discussion.
Trust that others will listen, value and treat opinions in an honest,
straightforward manner.
Professionalism – emphasize and bring the best, most informed perspective to
the governance process.
Transparency – maintain an open process with inclusive communication.
Golden rule – treat and respect others and their opinions in a manner that you
would like to be treated.
Rigor—discussions will be based on detailed analysis with the most
thoughtfully and objectively investigated facts – enabling everyone to
consider all sides and understand the “ big picture.”
Respect and encourage participants to “speak up” – emphasizing that
governance is about the issue and its implications, not the person.
External Trends Likely to Influence the Future Success of
Hartnell Governance and related SWOT Analysis
Retreat participants identified, discussed and prioritized external trends likely to influence the future success of Hartnell College in service to students and Monterey County. The trends that follow are considered most important when considering the future shared governance process of Hartnell College. The discussion questions posed to the working/discussion groups were: 7 What are the significant external trends likely to influence the future success of Hartnell College in service to students and the community? Which of these trends will likely have a direct bearing on the functioning on the governance process? 3.1.
Trends
3.1.1. Increased accountability for student success: Underprepared students (8 votes);
Student Learning Outcomes (7 votes); Unrealistic mandates (5 votes); Research
on student persistence and success (3 votes); Faculty development (3 votes);
Greater awareness of the needs of those we serve (2 votes).
Governance Implications: Accountability, enhanced professional practice,
extent to which we can/should invest in colleagues.
3.1.2. Uncertain, shrinking budget resources: (26 votes)
Governance Implications: Choices, strategy, prioritization—all driving resource
allocation.
3.1.3. Technology: Impacting teaching and administrative functions, including software
to support student success: (4 votes)
Governance Implications: Increased rate of adoption and adaptation—stresses
and strains on personnel—need to agree to update IT—pressure on resource
allocation.
3.2. SWOT Analysis and Governance Expectations
Participants provided raw material for the SWOT Analysis as part of a pre-work
assignment administered via SurveyMonkey in advance of the planning retreat.
Confidential assessments of the Hartnell College governance process Strengths,
Weaknesses, Opportunities and Threats were submitted to and compiled by the
consultant/facilitators and presented, without attribution, at the retreat (See
Attachment C for Governance Expectations and Attachment D for the Summary
SWOT Analysis).
Working in small groups, participants were asked to identify the most influential/significant strengths, weaknesses (interpreted as “areas for improvement”), opportunities and threats associated with the current governance process. The results from each working team were presented to the full group and, following discussion, reduced to those items judged to be priorities when considering possible improvements to the governance process. As identified by participants, the strengths, weaknesses, opportunities and threats likely to be most influential are listed below. 8 3.2.1. Strengths
• Dedicated people with a genuine interest in the success of governance process
and
• A commitment to transparency.
3.2.2. Opportunities
• Resource Allocation Committee (RAC 2.0 or Super RAC)—Create a more
far-sighted, inclusive college strategic planning and budget council.
• Refine existing governance committees to make them more meaningful and
effective—some oversee too much to be meaningful and some have no
immediate role.
• Regular meetings that follow a pattern of meaningful decision-making.
• Streamline existing committees and clarify their charge/responsibilities.
• Focus the mission of each committee so it is not so all encompassing as to be
ineffective.
•
3.2.3. Areas for Improvement
• Clarify how recommendations are communicated
• Make it clear which areas of discussion and recommendation fall within
shared governance and which are exempt
• Clarify how items move from one committee to another. Are we making
recommendations (or decisions) and to whom? Ultimately, how are decisions
made and who makes them?
3.2.4. Future Expectations for the Hartnell Governance Process
• Make process open to all and give flexibility (time in schedules) for people to
participate (allot time for “citizen inquires”).
• Respect all points of view; seek out alternative viewpoints to be represented
on governance committees. Look for people who provide broad institutional
perspective for decision-making—guard against excessive, single minded,
pushing of personal or employee group “agendas.”
• Clarify/define the structure and purpose of committees. What is the end
goal/purpose for each committee? What outcomes are we seeking? Do we
need all of the committees we have? What are we trying to accomplish and
does our current structure help or hinder progress? If the latter is true, restructure the committees.
• Develop communications plans and processes for each committee. What
needs to be communicated? To whom? How? By when?
• Clarify the flow of information and recommendations. Where are, or should
there be “co-dependencies and mutual support” between and among
committees?
9 4.
Next Steps—Implement Improvements
Participants generally supported the core of the current governance
structure, but strongly suggested that administration focus on improvements
that could be made in the current Hartnell governance structure. Priorities
included the following:
•
•
•
•
•
•
•
•
•
•
•
•
4.1.
Re-invent RAC (2.0 or super RAC to broaden the scope and vision—
emphasizing a more future-focused orientation). What should super RAC be
tasked to do? Who should be involved as members?
Create a special task force to take recommendations from this retreat: redesign the governance committee structure, clarify inter-dependencies, create
annual calendars for the flow of governance work, revise committee charges
and clarify expected outcomes.
Share results from today at upcoming governance committee meetings.
President Lewallen to communicate results of the retreat and next steps to the
college at-large (creatively—flip video, songs?).
Make governance redesign a standing item on the executive staff agenda.
Create a “picture” of the new governance model at Hartnell.
Make governance cool!
Cultivate interest/confidence in revamped governance at Hartnell.
Edit the governance handbook and create a video about it.
Identify three agree-upon “successes” of the governance structure (as it is
today—things that have strengthened the college) and tout them.
An expected feature of the governance structure should include an agile
group/function that can capitalize on emerging opportunities or manage crises.
Create a unique communiqué’: “Dispatches from the Future of Hartnell.”
These should be communications that link governance to the strategic future
of the college (not a disembodied super-structure off to the side) and keep
people thinking…
Key Messages—Talking Points to Share with the College Community
•
•
•
•
•
•
We agree that we need to clarify and refine our governance structure.
We want to strengthen the future of Hartnell—our vision and strategy—
through the governance structure.
Collaboration was clearly in evidence today. We’re together in this and we
support one another.
Having a governance system that we can trust will help us make the important
(and sometimes tough) decisions that confront us.
Governance at Hartnell reflects what we value, especially transparency.
We’re hungry for follow-through and are newly re-committed to it!
10 Attachments Attachment A – List of Participants—To be provided by Hartnell College
Attachment B – Formal Agenda – As Distributed at Retreat—To be provided by Hartnell College
Attachment C – Governance Expectations—To be provided by Hartnell College Attachment D – SWOT Analysis— To be provided by Hartnell College
11 ATTACHMENT A
LIST OF INVITEES/PARTICIPANTS
Alfred Munoz
Ann Wright
Brian Lofman
Cheryl O'Donnell
Dale Fuge
Elaine Duran
Margie Wiebusch
Mary Dominguez
Matt Coombs
Mitzi Alexander
Stephen Otero
Steven Triano
Tammy Moreno
Theresa Carbajal
Tony Anderson
Wayne Ross
Willard Lewallen
Vice President of Administrative Services
Faculty Member, President of Faculty Association
Dean of Instruction
Faculty Member
Classified Staff Member, L-39
Student, Representative to Board of Trustees
Classified Staff Member, President of CSEA
Vice President of Student Affairs
Vice President of Information Technology
Classified Staff Member
Classified Staff Member
Faculty Member
Confidential Staff Member
Faculty Member
Faculty Member, Academic Senate President
Student, President of ASHC
Superintendent/President
ATTACHMENT B - AGENDA
Hartnell College
Governance Planning Retreat
Monday, November 19, 2012
8 a.m.-4 p.m.
CALL 208
Welcome and Opening Remarks—President Lewallen
Introductions and Retreat Expectations
Regulatory Provisions related to Collegial Consultation and Participatory
Governance
Hartnell College Governance Process: Purposes
Hartnell College Governance Process: Values Implied
Trends likely to influence the success of Hartnell College
The “Is Map” in Practice






How does a new program or service get added?
How are board policies and administrative procedures developed?
How does an existing program or service get discontinued?
What actions can the president take without consultation?
What actions can the faculty take without consultation?
How are institutional plans “effectively” linked to the budgeting process?
SWOT Analysis Discussion
Should the current Governance Process be changed? What benefits would
result?
The “Nitty Gritty” of Change
The Process to Communicate and Implement Change
Immediate Next Steps
Closing Remarks—President Lewallen
1
ATTACHMENT C - EXPECTATIONS
Hartnell College Governance Survey
1. Which of the following best describes you as a respondent? (Not required to complete
survey)
Response
Response
Percent
Count
Faculty member
23.1%
3
Classified staff member
38.5%
5
Administrator/manager
23.1%
3
Student
15.4%
2
answered question
13
skipped question
1
2. 1. Above all else shared governance at Hartnell College should:
Response
Count
12
answered question
12
skipped question
2
3. 2. Above all else shared governance at Hartnell College should:
Response
Count
12
1 of 17
answered question
12
skipped question
2
4. 3. Above all else shared governance at Hartnell College should:
Response
Count
11
answered question
11
skipped question
3
5. STRENGTHS – What are the strengths of our current governance system? In what areas
is it effective?
Response
Count
10
answered question
10
skipped question
4
6. WEAKNESSES – What about our governance system needs to be improved?
Response
Count
11
2 of 17
answered question
11
skipped question
3
7. OPPORTUNITIES – What are the most conspicuous opportunities for simplification or
enhancement in structure or function of the current governance system?
Response
Count
11
answered question
11
skipped question
3
8. THREATS – What threats, if any, should we be aware of as we consider changes to the
current governance? Institutional Politics? Organizational Cultural? Use of Institutional
Time and Talent? Other?
Response
Count
10
answered question
10
skipped question
4
9. Further Thoughts and Related Comments
Response
Count
6
3 of 17
answered question
6
skipped question
8
Page 3, Q1. 1. Above all else shared governance at Hartnell College should:
1
provide all constituent groups with an opportunity to participate effectively in
collegial consultation.
Nov 10, 2012 4:08 PM
2
1. Be inclusive of all constituent groups on campus 2. Set reporting guidelines
and structure and track action items so that information can be shared 3.
Include input from folks that decisions made will so that we are sure that
everyone has a say
Nov 9, 2012 4:40 PM
3
Analyze the needs of the campus and wants
Nov 9, 2012 2:41 PM
4
empower employees
Nov 9, 2012 2:18 PM
5
Be a balance between faculty and staff in planning and the decision making
process
Nov 9, 2012 12:48 PM
6
Open communication with all campus communities (faculty, staff,
administration,L39...)
Nov 9, 2012 11:53 AM
7
Well communicated and understood. I know this to be a fact from many
conversations that I have been involved in. I believe there are many
misconceptions as to what shared governance is especially in terms of
committees being labeled as shared governance.
Nov 9, 2012 10:11 AM
8
Result in actions that support the College's mission, vision and strategic plan.
Nov 9, 2012 9:05 AM
9
provide interested people with a chance to participate (and conduct ongoing
recruiting)
Nov 8, 2012 8:23 PM
10
That it is an open and seamless process in which staff/students can understand
and follow
Nov 8, 2012 5:31 PM
11
Improve communication between departments, especially when students are
involved. Would love to see teachers mentioning events in classrooms such as
Western Stage, Sports and anything else that would promotes school spirit.
Nov 7, 2012 7:38 PM
12
Assist and inform staff of what to expect in the near future
Nov 6, 2012 3:43 PM
4 of 17
Page 3, Q2. 2. Above all else shared governance at Hartnell College should:
1
be clearly defined so that it can be understood by the majority of employees.
Nov 10, 2012 4:08 PM
2
Be transparent, this is not just for facutly
Nov 9, 2012 4:40 PM
3
Should have equal representation that follows an approved structure.
Nov 9, 2012 2:41 PM
4
provide the district's administration with a broad institutional perspective upon
which they can pull from when decision-making
Nov 9, 2012 2:18 PM
5
Be administrative accountability
Nov 9, 2012 12:48 PM
6
Fair representation
Nov 9, 2012 11:53 AM
7
Be a reality. There are too many committees that still do not have representation
from appropriate stakeholders in the process. In addition, there are committees
that were defined as shared governance that haven't been meeting for years.
How can we follow through with processes and try to ensure that those
processes work as intended when the necessary components aren't in place?
Nov 9, 2012 10:11 AM
8
Be inclusive of diverse voices and effect consensus when possible. But
consensus should not trump implementation of ideas that will move the
institution forward despite the lack of complete agreement.
Nov 9, 2012 9:05 AM
9
give participants a chance only only to be heard, but to participate in decision
making
Nov 8, 2012 8:23 PM
10
That we have full participation (I hope that people actually see the value)
Nov 8, 2012 5:31 PM
11
Ensure students get their test graded in a timely manner. It shouldn't take a
month to get a paper back. Students should know where they stand grade wise
from week to week.
Nov 7, 2012 7:38 PM
12
Be able to assess different situations when given so as to make wise decissions
Nov 6, 2012 3:43 PM
5 of 17
Page 3, Q3. 3. Above all else shared governance at Hartnell College should:
1
be an effective model for providing input into institutional planning and decisionmaking.
Nov 10, 2012 4:08 PM
2
Be sure that there are enough committees set up to tackle all areas. Be sure
that membership is inclusive.
Nov 9, 2012 4:40 PM
3
communicate with campus community on decisions and how they will be
implemented
Nov 9, 2012 2:41 PM
4
adequately represent its constituent groups
Nov 9, 2012 2:18 PM
5
Be the legal authority of the governing Board
Nov 9, 2012 12:48 PM
6
Have accountability . . . who really owns it? Where do we go to address shared
governance issues? The Senates? Management? The President?
Nov 9, 2012 10:11 AM
7
Be engaged in civilly and respectfully, and with open-mindedness to creative and
innovative ideas.
Nov 9, 2012 9:05 AM
8
to communicate its work to all
Nov 8, 2012 8:23 PM
9
That committees that are developed are fully functioning as they were intended
Nov 8, 2012 5:31 PM
10
Make sure that teachers are not implementing their own policies outside of the
policies the school has in place. Such as attendance or not being able to use the
bathroom during class. Teachers even tell students that if the go to the bathroom
during a quiz, or the three hour final, they must turn their paper in and that they
are done taking the exam. Even had one teacher tell me I needed a doctors note
to use the bathroom.
Nov 7, 2012 7:38 PM
11
Be open to ALL
Nov 6, 2012 3:43 PM
6 of 17
ATTACHMENT D - SWOT ANALYSIS
Hartnell College Governance Survey
1. Which of the following best describes you as a respondent? (Not required to complete
survey)
Response
Response
Percent
Count
Faculty member
23.1%
3
Classified staff member
38.5%
5
Administrator/manager
23.1%
3
Student
15.4%
2
answered question
13
skipped question
1
2. 1. Above all else shared governance at Hartnell College should:
Response
Count
12
answered question
12
skipped question
2
3. 2. Above all else shared governance at Hartnell College should:
Response
Count
12
1 of 17
answered question
12
skipped question
2
4. 3. Above all else shared governance at Hartnell College should:
Response
Count
11
answered question
11
skipped question
3
5. STRENGTHS – What are the strengths of our current governance system? In what areas
is it effective?
Response
Count
10
answered question
10
skipped question
4
6. WEAKNESSES – What about our governance system needs to be improved?
Response
Count
11
2 of 17
answered question
11
skipped question
3
7. OPPORTUNITIES – What are the most conspicuous opportunities for simplification or
enhancement in structure or function of the current governance system?
Response
Count
11
answered question
11
skipped question
3
8. THREATS – What threats, if any, should we be aware of as we consider changes to the
current governance? Institutional Politics? Organizational Cultural? Use of Institutional
Time and Talent? Other?
Response
Count
10
answered question
10
skipped question
4
9. Further Thoughts and Related Comments
Response
Count
6
3 of 17
answered question
6
skipped question
8
Page 3, Q4. STRENGTHS – What are the strengths of our current governance system? In what areas is it
effective?
1
Resource and Allocation Committee appears to function well as a group that
makes recommendations to the superintendent/president regarding the
allocation of resources. Recommendations from other groups seem to flow well
to the RAC for the purpose of recommending allocation of resources.
Nov 10, 2012 4:08 PM
2
dedicated people
Nov 9, 2012 2:41 PM
3
The administration understands the value of shared governance and the
importance of participation. This is effective most effectively in the area of fiscal
management, where governance has taken a hand in decision-making during
these hard economic times.
Nov 9, 2012 2:18 PM
4
collaboration across disciplines
Nov 9, 2012 11:53 AM
5
For the most part, the structure, as defined, is solid. A lot of thought and
planning went into setting up the structure and defining the committees, etc. As
far as I can see, the committees which are primarily faculty driven are the most
effective areas.
Nov 9, 2012 10:11 AM
6
Various constituent groups are represented in the structure It has been effective
in times of crisis.
Nov 9, 2012 9:05 AM
7
genuine interest in its success commitment to transparency (esp in financial area
and facilities) there has been some good work done, but it has been sporadic
Nov 8, 2012 8:23 PM
8
I really don't believe that there are any current strengths to my knowledge. I
liked the previous structure.
Nov 8, 2012 5:31 PM
9
Just having this survey and the willingness to come to the table to talk is a plus.
Nov 7, 2012 7:38 PM
10
The group is able to up-end diffacult items and send a precise line of command
Nov 6, 2012 3:43 PM
7 of 17
Page 3, Q5. WEAKNESSES – What about our governance system needs to be improved?
1
There is no governance group suitably established that can focus on college
wide issues and concerns (e.g., institutional planning, institutional outcomes,
district policies, administrative procedures, etc.). The current governance
committees have numerous "products" listed, but there is little or no evidence
that many have been produced or that there has been engagement by these
committees in the many of the products. For example, under the Program
Planning and Assessment Committee there is an "annual report of college
outcomes." There is no evidence of such a report. Under the PPAC there is
"accreditation self study and mid-term report." There is an Accreditation
Steering Committee that is guiding the self study process and there is no
mention in the timeline about involvement of the PPAC. Under the RAC there is
"maintain and update the Educational Master Plan," "maintain and update the
Facilities Master Plan," and "update planning documents." There is little or no
evidence of that the RAC has been engaged in these activities. Under the
Technology, Human Resources, and Facilities Planning Committee there is
"update facilities master plan with resource identification." There is no evidence
of this and this is also listed as a product for the RAC. It seems that some of the
governance committees have too many operational areas to manage. For
example, Technology, Human Resources, and Facilities Planning is unwieldy.
Facilities planning alone needs a separate committee due to the magnitude and
scope of the what is involved. Not certain there is a need for a "Human
Resources Planning Committee." Recommendations related to staffing should
come up through the budget development processes and procedures with
considerable integration of program review. Definition of "collegial consultation."
Certainly there are definitions in the ed code and title 5, but what does it mean at
Hartnell College? Where is the board policy and administrative procedure for
"Participation in Local Decision-Making?" Only 2 of the 5 shared governance
committees have as "products" to review and update of policies and procedures
and those that are listed are very narrow in scope (facilities usage, technology
usage, and student). What is the mechanism for review and recommendation of
all other policies and procedures?
Nov 10, 2012 4:08 PM
2
Proper representation Meetings should continue through out the year No
Structure
Nov 9, 2012 2:41 PM
3
The governance system needs to be improved through providing adequate
representation throughout the entire classified sector. Over the past few years,
due to some political issues between CSEA and Classified Senate the Classified
senate has become sedatary, and has been able to provide only minimal
involvement leaving a portion of the classified service (L39 and Confidential
employees) with little representation within the Shared Governance processes.
In some way, through Classified Senate or other representation, shared
governance could be improved by providing stronger representation/involvement
from these groups.
Nov 9, 2012 2:18 PM
4
It seems that certain groups of administrators often exercise decisions outside
their primary area of expertise, certain administrators/mangers are not qualified
or are unsure and therefore allow this to happen so they can keep their position.
I think the Rack Committee needs to to be eliminated or revamped because it
seems to be the only committee that holds any weight and other committees
seem to be marginalized. It also seems to give the president finale authority.
Why not just use your general counsel? Board does not seem to to be
educated enough on the issues that affect the college to make a proper final
Nov 9, 2012 12:48 PM
9 of 17
Page 3, Q5. WEAKNESSES – What about our governance system needs to be improved?
decision administrators/mangers sometime forget that faculty are not just
employees but professionals with special training and knowledge and qualified to
make decisions in their areas of expertise
5
how things are communicated
Nov 9, 2012 11:53 AM
6
Appropriate representation on the committees. In my experience, representation
by both classified and management has been lacking. This is detrimental to the
process. It is so important that there be involvement from all areas and a chance
for those areas to have input into the decision making process. We need that
group of people, be it a council, cabinet, committee, that has a say in final
decisions that involve planning and resource allocation. And it has to be more
than the small membership that currently constitutes RAC.
Nov 9, 2012 10:11 AM
7
1. Clarity in what we're attempting to accomplish. Perhaps the best way to focus
efforts of those participating in shared governance is by aligning the work of
committees with the College's strategic plan (once we have one). Many items in
such a plan will involve the work of shared governance committees. Such work
could be assigned to committees with a clear, realistic deadline by which the
work must be accomplished/decisions must be made. In this way, there would be
a direct correspondence between the work of committees and other committees
with a view toward accomplishing the College's forward-looking strategic
agenda. As well, committees would spend less time on tangential issues or,
worse still, idle chatter. 2. Clear pathways to taking action. It should be made
clear what areas of discussion and decision making fall within shared
governance, but which areas do not. For those are appropriate for shared
governance, there needs to be explicit understanding of how items move from
one committee to others and ultimately how decisions are made. Are they
recommendations? If so, to whom? Are they decisions? Who is responsible for
implementing such decisions, and during what timeframe must the decisions be
implemented? How will all of these decisions and actions be tracked? 3.
Committees that are too large. The number of committees may need to be
sufficiently large to accomplish the institution's business, but for a College of our
size, given the workload of folks, and that it is frequently difficult to identify folks
who are willing to serve, having smaller committees where each member
contributes something substantively makes more sense perhaps that having
large size committees where folks cannot attend meetings or may not make
contributions.
Nov 9, 2012 9:05 AM
8
We have not yet figured out how to make it an ongoing part of college life. We
act in crisis mode too much. Because it is not integrated well into college life,
people tend to see it is superfluous and a time waster. We need more dialogue
about what shared governance (aka participatory governance) is and is not.
People need to understand this and trust the conclusions. They don't like to feel
manipulated or that their work is not valued. We need to see that our work
produces results. (that is does produce results, and those results are
communicated)
Nov 8, 2012 8:23 PM
9
The committee structures are too large to be handled by a handful of committee
members. Many members would have to serve on several subcommittees to get
the work done.
Nov 8, 2012 5:31 PM
10
The rotation of classes to ensure students can stay on course with their ed-
Nov 7, 2012 7:38 PM
10 of 17
Page 3, Q5. WEAKNESSES – What about our governance system needs to be improved?
plans. During the past cuts some classes were not being offered for four
semesters. At the same time you see high school work being offered.
11
QWE some times done get all the right information so as to be objective
11 of 17
Nov 6, 2012 3:43 PM
Page 3, Q6. OPPORTUNITIES – What are the most conspicuous opportunities for simplification or enhancement
in structure or function of the current governance system?
1
Create a governance group that can focus on college wide issues, concerns,
and/or decisions (e.g., institutional planning, institutional outcomes, district
policies, administrative procedures, etc.). Create a governance group that
focuses on accreditation on an ongoing basis. This would not be the steering
committee that functions primarily during the development of the self study. This
group would focus on accreditation matters and issues regardless of the cycle of
accreditation. It would be a standing committee or council. Redefine the
committees and their products so that they are effective, meaningful, and useful
in contributing to planning and decision-making.
Nov 10, 2012 4:08 PM
2
have regular meetings and follow a structure
Nov 9, 2012 2:41 PM
3
I believe a closer look at the represntation on each of the shared governance
committees should be looked at. When the new structure was developed many
groups felt they should have representation on all committees but this may not
be so, or if it is, may not need as much reprsentation as they have. Also a
review cycle that includes looking at the effectiveness of committees and
reevaluating which commmittees we have and need would be positive.
Nov 9, 2012 2:18 PM
4
stated above get rid of RACK
Nov 9, 2012 12:48 PM
5
I do not know at this time
Nov 9, 2012 11:53 AM
6
The first would be to have the discussion . . . the current system was put into
place in 2008 and like so many other things, we don't seem to invest much time
in assessing how well we are doing. We did attempt to review the process in the
fall of 2011 and committee leaders met and brought forward input. However,
nothing came from that meeting - at least not to my knowledge. I am
encouraged though that with the new leadership this will change. The second,
which was started during flex day, is to ensure that committees have adequate
representation in terms of membership.
Nov 9, 2012 10:11 AM
7
A College Planning Committee or related is needed. RAC should no longer
reside at the center of the governance structure. Review and revise the shared
governance committee products. Some of those things, for example, are not
getting done, so perhaps they should be eliminated. Review the ACCJC
standards to ensure that all of the important areas are included within the
ongoing work of the shared governance structure where appropriate.
Nov 9, 2012 9:05 AM
8
We are already aware that some of the committees in the existing structure are
too unwieldy. I can't remember the names of the committees half the time. I think
they generally feel that the responsibilities are described clearly and well in the
shared governance documents. Some committees, such as RAC, have
indicated that they think they need more voting members. It seems that the most
successful committees are those whose work and objectives are clearly defined
as well as the timelines for the work. A good example is the full time faculty
hiring committee; another is the SLO/PPA committee.
Nov 8, 2012 8:23 PM
9
Create 3 separate committees instead of the 1 large committee such as the
Matriculation/Enrollment Management/Student Policy.
Nov 8, 2012 5:31 PM
10
Would love to see third party evaluating teachers, not co-workers.
Nov 7, 2012 7:38 PM
13 of 17
Page 3, Q6. OPPORTUNITIES – What are the most conspicuous opportunities for simplification or enhancement
in structure or function of the current governance system?
11
A open forum type setting
Nov 6, 2012 3:43 PM
14 of 17
Page 3, Q7. THREATS – What threats, if any, should we be aware of as we consider changes to the current
governance? Institutional Politics? Organizational Cultural? Use of Institutional Time and Talent? Other?
1
Without some revision and modification, the current governance structure
appears ill-suited to facilitate planning and decision-making now and into the
future.
Nov 10, 2012 4:08 PM
2
Many people would like to participate but do not because they are afraid to fall
behind in work.
Nov 9, 2012 2:41 PM
3
The challenge between CSEA and Classified Senate. Some
departments/people feel that they can't participate because their boss won't
allow them too/doesn't support them. The Organizational structural change over
the past 5 years leaves challenges for representation through Classified Senate
that need to be resolved in determining how to provide adequate, broad
representation.
Nov 9, 2012 2:18 PM
4
I think the current supervisors need to know where the skeletons are, in other
words no one person is arbitrarily making important decisions absent the advice
of the people it directly affects This seemed to be the mode of operation for the
last 4yrs.
Nov 9, 2012 12:48 PM
5
Political "baggage" from Hartnell's past and limited time allowed for
Counseling/Library Faculty to share in committee work because of different
weekly hour work loads.
Nov 9, 2012 11:53 AM
6
Be careful to not alienate the people who have done so much work over the last
many years. As with most organizations, ours is not too different . . . the
20%/80% rule is alive and well here. I am hearing more and more from
individuals that they are feeling very discouraged and frustrated and are losing
their motivation and desire to participate. The thought and belief that "we can
change and be part of that change" is dwindling. As we move forward and
create institutional history with our newer employees we shouldn't lose sight of
those who have a lot of institutional history.
Nov 9, 2012 10:11 AM
7
Many folks are burnt out at the institution, either because they have been doing a
lot of work continually over a long period of time (perhaps a relatively small
group of people who have been involved in numerous committees), and/or they
have become disaffected due to historical reasons. As well, folks who are
relatively "new" to the institution have much work to do within their
disciplines/areas and may not view shared governance as especially important.
To gain participation, the work of shared governance should be (a) focused and
(b) and lead to a clear pathway to ensure that the work will be actively
considered (nothing guaranteed as a result, of course). Taking minutes at these
meetings has been an ongoing concern. The fact of the matter is that
administrative assistant time is highly valued for work in their respective offices.
If minutes are to be expected, a simple template should be utilized and focused
on decisions on actions, perhaps with a clear statement of rationale. This
approach might not require an administrative assistant be present at meetings.
Nov 9, 2012 9:05 AM
8
The committee work must be linked to planning and budgeting. We must have a
clear sense of process and how to proceed in a timely manner. People are
vexed by a sense of a constant feeling of crisis. People will not commit to this if
they do not feel that their work is respected and valued.They really don't like
feeling like window dressing. Building trust will be a major challenge. We also
Nov 8, 2012 8:23 PM
16 of 17
Page 3, Q7. THREATS – What threats, if any, should we be aware of as we consider changes to the current
governance? Institutional Politics? Organizational Cultural? Use of Institutional Time and Talent? Other?
need to be clear, as we evaluate shared governance, if the problem lies with the
organizational model or elsewhere. Did we give it a fair chance? Was our
process reasonable, and we just did not commit to it? Were the wrong people
involved?
9
None that I know of
Nov 8, 2012 5:31 PM
10
As a student I hear lots of people calling Hartnell College Hartnell High. This is
eating away at our image as a top local school. I hear staff telling students they
should go to MPC.
Nov 7, 2012 7:38 PM
Page 3, Q8. Further Thoughts and Related Comments
1
I am thrilled that we will be discussing Shared Governance and look forward to
the upcoming changes.!
Nov 9, 2012 2:18 PM
2
Shared means everyone has a role, not just a select few. someone needs to be
made accountable for the final decision but the process needs to be well defined
so the stakeholders feel that their opinion is heard.
Nov 9, 2012 12:48 PM
3
None at this time
Nov 9, 2012 11:53 AM
4
Is it too late to add a few more people to the list of participants? I was very
surprised to see that Kelly Locke was not included in the list of participants.
Kelly's past experience in leadership at the College is very valuable. She is
probably one of the most knowledgeable and well rounded employees that I
know of in terms of understanding shared governance, the role of the Academic
Senate, and institutional history.
Nov 9, 2012 10:11 AM
5
We have tried to be successful at shared governance for a long time. For this to
be successful, this has to be meaningful-and accessible- for all constituent
groups. We have to figure out a way to do that, and to solve our perennial
problem of timely communication.
Nov 8, 2012 8:23 PM
6
I would love to see this school get involved in service learnig. This might open
the minds of students as well as that of the staff.
Nov 7, 2012 7:38 PM
17 of 17
AGENDA ITEM FOR BOARD MEETING OF:
Title
Minutes
Area
Office of Superintendent/President
Prepared by Willard Lewallen,
Superintendent/President
July 2, 2013
Number
VI. A.
Status
Consent
BACKGROUND / SUMMARY
Submitted for review and consideration of adoption are the following minutes:
May 28, 2013, Development
June 4, 2013, Regular Meeting
RECOMMENDATION
The administration recommends that the Board of Trustees review, revise as appropriate, and
adopt the minutes presented.
Unadopted
HARTNELL COMMUNITY COLLEGE DISTRICT
MINUTES
Board of Trustees – Development
Building A, Room 116
411 Central Avenue
Salinas, California
May 28, 2013
OPEN SESSION
Trustee DePauw called the meeting to order at 5:07 p.m.
PLEDGE OF
ALLEGIANCE
Trustee Padilla-Chavez led the pledge of allegiance.
ROLL CALL
Patricia Donohue
Candi DePauw
Elaine Duran-Luchini (Student)
Bill Freeman
Elia-Gonzalez-Castro
Ray Montemayor
Erica Padilla-Chavez
Demetrio Pruneda
Also in attendance: Dr. Willard Lewallen, Superintendent/President and facilitator,
Dr. Jerome Hunter (College Braintrust)
PUBLIC
COMMENTS
There were no public comments.
BOARD SELF
EVALUATION
Consistent with good educational practice and the accreditation standards of the
Accrediting Commission for Community and Junior Colleges (ACCJC), the board
conducted their annual self-evaluation using the online tool, Survey Monkey. The
results showed 100% member participation. (Appendix A)
Dr. Lewallen introduced Dr. Jerome Hunter, former superintendent/president and
College Braintrust Consultant, stating that Dr. Hunter would facilitate tonight's
session.
Dr. Hunter provided the board with the ACCJC publication, Guide to Accreditation
for Governing Boards, and Section 4: Accreditation and the Board's Role, from the
Community College League of California publication, Trustee Handbook. He stated
that this particular publication is one of the best resources available to trustees.
Further, he stated accreditation is a process and not an event – it is ongoing and not
just looked at every six years and that the board did a fine job in their survey
because the survey tied the questions with accreditation standards.
Through the facilitation of Dr. Hunter, the board reviewed the survey results and
noted questions and comments they wished to discuss further. Dr. Hunter suggested
that the board might want to focus on areas that rated 3 or less; however, all
HCCD – BOARD DEVELOPMENT – MAY 28, 2013
Page 1 of 2
questions were open for further discussion. The board identified questions 1, 2, 16,
17, 21, 25, and 27 as questions they wished to focus on this evening.
The board engaged in a lengthy discussion about the questions and comments
related to equality, trust, mutual respect, compassion, difference of opinions, and
agree to disagree. Due to lack of time, the board did not address each of the
identified questions; however, they were able to identify items they wished to
address and resolve. Those identified included respect and trust, open and honest
communication, equal access to rules, parliamentary procedures, placing items on
the agenda, and the use of technology during meetings. Dr. Hunter stated that he
would provide a summary the items to Dr. Lewallen. The board thanked Dr. Hunter
for his service. Trustee DePauw thanked the board for their participation in the selfevaluation process. In closing, Trustee Pruneda quoted, "Power is no blessing in
itself except when it is used to protect the innocent", Jonathan Swift.
CLOSED SESSION
The board and Dr. Willard Lewallen moved into closed session at 6:50 p.m. to
discuss:
1. Public Employee Performance Evaluation
(Government Code Section 54957)
Title: Superintendent/President
The board reconvened open session at 7:05 p.m. and reported no action from Closed
RECONVENE AND
REPORT OUT FROM Session.
CLOSED SESSION
ADJOURNMENT
The meeting adjourned at 7:05 p.m.
Candi DePauw
Board of Trustees President
HCCD – BOARD DEVELOPMENT – MAY 28, 2013
Willard Lewallen
Board Secretary
Page 2 of 2
Unadopted
HARTNELL COMMUNITY COLLEGE DISTRICT
MINUTES
Regular Meeting of the Board of Trustees
June 4, 2013
King City Education Center
117 North Second Street
King City, CA 93930
OPEN SESSION
Meeting called to order at 5:30 p.m. by Trustee DePauw at the King City
Education Center, King City, CA.
PLEDGE OF ALLEGIANCE
Trustee Montemayor led the Pledge of Allegiance.
ROLL CALL
Candi DePauw, President
Patricia Donohue, Vice President
Bill Freeman (via teleconference)
Elia Gonzalez-Castro
Ray Montemayor
Erica Padilla-Chavez
Demetrio Pruneda
Elaine Duran Luchini (Student Trustee)
Dr. Willard Lewallen, Board Secretary/Superintendent/President
Immediately after roll call, Trustee DePauw sadly announced that Donna
Vaughn, Superintendent, Salinas City School District lost her battle to cancer.
In her memory, the board and assembly held a moment of silence.
In addition, she announced that Trustee Freeman was participating via
teleconference and as such, all action taken would be by roll call.
Also, Trustee DePauw announced that each June, the student trustee is
administered the oath of office; however, due to an oversight, Student Trustee
Duran Luchini will be sworn in at the July 2, 2013 meeting. This opportunity
will allow her family and friends to be present, also. Trustee DePauw
presented Student Trustee Duran Luchini with flowers and thanked her for her
service over the last academic year. Dr. Lewallen noted that it is a rare
occasion for a student trustee to serve two years and the additional year
provides a wonderful opportunity for Student Trustee Duran Luchini.
Student Trustee Duran Luchini stated that, at times, she has felt forgotten, but
promised not to let that happen this year.
Trustee DePauw reminded the board of the two reference documents that help
identify accreditation standards and strategic priorities as noted on board item
coversheets.
HCCD REGULAR MEETING – JUNE 4, 2013
Page 1 of 8
PUBLIC COMMENTS
Chris Davis, owner, King City Town Square, urged the board to visit the
Town Square, to visit the Gleason House (property owned by the college), to
consider selling that property, and to consider purchasing the empty lot across
from the center – that he believes the additional parking space is needed.
Peter Calvert, faculty, addressed the early retirement incentive stating that the
incentive must be beneficial to the district and to the employee and that HCFA
is uncertain if there will be seven faculty who are prepared to take advantage
of the incentive package. He encouraged the board to consider fewer than
seven retirees, if the result showed a net savings to the district.
REPORTS FROM
ORGANIZATIONS AND
LOCATIONS
There were no reports from the Academic Senate, Associated Students,
C.S.E.A., L-39, or the Center for Advanced Technology.
Faculty Association
Peter Calvert, faculty, reported that Dr. Ann Wright could not attend tonight's
meeting. In addition, he reported that faculty had a successful year, that
officers for next academic year were elected, and that negotiations are going
well.
South County/King City Education Center
Renata Funke reported on: 1) enrollment data for summer and fall, 2)
outreach efforts at the local high schools, 3) meeting with the Greenfield
Union School District to discuss ways to better serve the adult population, 4)
class observations, 5) recruitment efforts for adjunct, 6) meeting with the city
mayor and manager, 7) meet and greet for the new superintendent at Soledad
Unified School District, and 8) she worked a table at the County Fair.
President's Report
Dr. Lewallen thanked everybody for all of the wonderful student celebrations
last week and that the apprenticeship program for electricians will have a
graduation ceremony Friday evening – he is invited to address the graduates
and their families. He reported that all campuses are busy with preparing for
summer and fall. Dr. Lewallen thanked the human resources staff for all of
their work in the recruitment of new personnel this summer.
PRESENTATION
Tentative Budget for Fiscal
Year 2013-14
Alfred Muñoz, Vice President, Administrative Service, gave a presentation on
the tentative budget for fiscal year 2013-14 (Appendix A). The board will
consider adoption of the budget at a special meeting scheduled June 18, 2013,
5 p.m., Main Campus, 411 Central Avenue, Salinas, Building B, Room 208.
CONSENT AGENDA
Motioned (Donohue), seconded (Padilla-Chavez) and by roll call vote of 7-0
and by advisory vote of Aye (Student), the board moved to approve and/or
ratify consent agenda items B through G. Item A, Minutes were pulled for
discussion and separate vote (Elaine Duran Luchini).
HCCD REGULAR MEETING – JUNE 4, 2013
Page 2 of 8
A. MINUTES
Motioned (Padilla-Chavez), seconded (Duran Luchini) and by roll call vote of
7-0 and by advisory vote of Aye (Student), the board moved to adopt the
minutes of April 16, 2013 (Development) and May 7, 2013 (Regular) as
revised.
The revised minutes of May 7, 2013 will include a statement made by the
student trustee. That statement is on Page 8, last sentence.
B. DISBURSEMENTS
The board ratified the disbursements from any or all of the following funds:
general; debt service; bookstore; child development; capital outlay projects;
scheduled maintenance; property acquisition; bond projects; cafeteria; selfinsurance; retirees health benefits; associated student body; scholarship, loan,
and trust; and intercollegiate athletics.
C. CURRICULUM
The board ratified the Curriculum Committee actions from the May 2 and
May 16, 2013 meetings.
D. AGREEMENT - KEENAN
AND ASSOCIATES
The board approved to extend the agreement between HCCD and Keenan and
Associates for the administration of Workers' Compensation run-off claims,
effective July 1, 2013 through June 30, 2014.
E. MOU – MINI CORP
PROGRAM
The board approved the Memorandum of Understanding (MOU) between the
California Mini-Corp and Hartnell Community College District effective
August 1, 2013 through August 31, 2014.
F. OUT-OF-COUNTY
TRAVEL – BORONDA
STUDY GROUP
The board ratified the out-of-country travel for Jennifer Pagliaro, instructor in
art, Carl Christensen, Boronda program coordinator, and the 2013 Boronda
Study Group from June 1 through June 16, 2013. Trustee Gonzalez-Castro
asked about retired faculty hired for the program to which Dr. Lewallen
responded that retired faculty are, at times, eligible for part-time hire.
G. PERSONNEL
ACTIONS
The board approved and/or ratified personnel actions. (Appendix B)
ACTION ITEMS
BUDGET REVISIONS
Motioned (Freeman), seconded (Montemayor) by roll call vote of 7-0, and
by advisory vote of Aye (Student Trustee), the board moved to ratify the
budget revisions numbered 10203 to 10277. Trustee Padilla-Chavez asked
to clarify the budget increase related to the cafeteria fund.
RESOLUTION 13:6
Motioned (Freeman), seconded (Padilla-Chavez) by roll call vote of 7-0, and
by advisory vote of Aye (Student Trustee), the board moved to adopt
Resolution 13:6, Budget Revisions for fiscal year 2012-13.
RESOLUTION 13:7
Motioned (Padilla-Chavez), seconded (Montemayor) by roll call vote of 7-0,
and by advisory vote of Aye (Student Trustee), the board moved to adopt
Resolution 13:7, Calling the November 5, 2013 Election for Trustee Areas
5, 6, and 7.
HCCD REGULAR MEETING – JUNE 4, 2013
Page 3 of 8
RESOLUTION 13:8
Motioned (Donohue), seconded (Padilla-Chavez) by roll call vote of 7-0,
and by advisory vote of Aye (Student Trustee), the board moved to adopt
Resolution 13:8, Establishing the Appropriations Limit for 2013-2014.
BOARD POLICY 5410
Motioned (Donohue), seconded (Duran Luchini) by roll call vote of 7-0, and
by advisory vote of Aye (Student Trustee), the board moved to approve the
final and second reading of board policy 5410, Associated Student
Elections. Student Trustee Duran Luchini reported that she was happy to
see this policy move forward, that discussions were tough, and that the
students worked together to come up with a compromise. Trustee PadillaChavez commended the students for their work.
BOARD POLICY 6800
Motioned (Donohue), seconded (Pruneda) by roll call vote of 7-0, and by
advisory vote of Aye (Student Trustee), the board moved to approve the
final and second reading of board policy 6800, Safety.
EQUAL EMPLOYMENT
OPPORTUNITY PLAN
Motioned (Donohue), seconded (Freeman) by roll call vote of 7-0, and by
advisory vote of Aye (Student Trustee), the board moved to approve the
Equal Employment Opportunity Plan and moved to approve the revision to
the committee structure.
Prior to the vote, Terri Pyer, Associate Vice President, Human Resources,
provided a history on the development of the plan and stated that the deadline
to submit the plan to the Chancellor's Office is June 30. Trustee PadillaChavez stated that she would like to see data especially since the plan speaks
directly to strategic priority 3. Dr. Lewallen recommended a revision to the
advisory committee structure to include a co-chair elected from the other
members of the committee. Trustee Pruneda asked about community and
student participation and Dr. Lewallen responded that the committee members
have the ability to change the committee structure. Trustee Padilla-Chavez
asked if committee meetings are subject to Brown Act due to the board
approving the committee. Legal counsel, Tom Manniello, stated that he
would look into the question and respond to the administration.
PUBLIC COMMENTS – PLA
NEGOTIATING TEAM
Ron Chesshire, Monterey/Santa Cruz Building Construction Trades Council,
stated that he looks forward to the appointment of board members, to
negotiating an agreement that is beneficial to the community, and looks
forward to a full partnership with the college.
PLA NEGOTIATING TEAM
Trustee DePauw expressed concern regarding board members negotiating
agreements because the college has staff and procedures to execute this work.
She read excerpts from publications from the Accrediting Commission and
Community College League that address board duties and responsibilities and
she read a statement from the March 2007 Accreditation Visiting Team Report
which stated that, at that time, proper board roles, responsibilities, and
behaviors were not met. She explained her purpose in making tonight's
statements is because she believes it is important to remind the board that
board behavior is an important factor in accreditation and that the decision to
appoint members to a negotiating committee was sudden and did not provide
an opportunity for the board to discuss the issue.
HCCD REGULAR MEETING – JUNE 4, 2013
Page 4 of 8
Trustee Montemayor stated that the board has voted and he asked members to
recall a development session where the board discussed best practices (i.e.,
agree not to agree and to accept the decisions of the board). Trustees Pruneda
and Freeman agreed with Trustee Montemayor; that even if other members do
not agree with the decision, the board still needs to move forward with the
appointments. Trustee Padilla-Chavez stated that the college has a
negotiations process that is working and cannot support the board using a
process that does not include staff. There was discussion to revise the
committee structure to include one staff member (appointed by the
Superintendent/President) and two board members elected by the board.
Trustee Gonzalez-Castro questioned why it was important to have a staff
member on the committee – would it really make a difference. Student
Trustee Duran-Luchini stated that she liked the idea because it seemed to be a
compromise. Trustee Donohue stated that having two members and one staff
would help further the approval process. Trustee Montemayor stated that he
believes the committee would move the process along. He called for the
question and the board voted on the motion to modify the negotiating
committee structure.
Motioned (Donohue), seconded (Padilla-Chavez), by roll call vote of 4-3, and
MOTION TO MODIFY PLA
by advisory vote of Aye (student trustee), the board moved to modify the
NEGOTIATING COMMITTEE committee structure for the PLA negotiating team to include one staff
STRUCTURE
member (to be appointed by the Superintendent/President) and two board
members elected by the board.
Yes: DePauw, Donohue, Gonzalez-Castro, Padilla-Chavez
No: Freeman, Montemayor, Pruneda
ELECTION TO APPOINT
MEMBERS
Trustee DePauw opened the floor for nominations.
Nominee: Trustee Pruneda (Freeman)
No:
Donohue
Yes: Freeman, Gonzalez-Castro, Montemayor, Padilla-Chavez, Pruneda,
DePauw
Advisory Yes: Student Trustee Duran-Luchini
Nominee: Trustee Montemayor (Freeman)
No:
Padilla-Chavez
Yes:
Donohue, Freeman, Gonzalez-Castro, Montemayor, DePauw, Pruneda
Advisory No: Student Trustee Duran-Luchini
Nominee: Trustee Padilla-Chavez (Donohue)
Trustee Padilla-Chavez withdrew her nomination.
Trustee Padilla-Chavez nominated Trustees DePauw, Donohue, and GonzalezCastro – each declined the nomination.
Trustees Montemayor and Pruneda were appointed to serve on the negotiating
committee for the project labor agreement.
HCCD REGULAR MEETING – JUNE 4, 2013
Page 5 of 8
Trustee Freeman left the meeting at 7:30 p.m.
INFORMATION ITEMS
CONSTRUCTION PROJECTS
– UPDATE
The board received an updated, written report on the current construction
projects. The report is on Page 142 of the June 4, 2013 meeting agenda
packet posted at: W:\board\packets\060413.pdf.
Joseph stated the current projects nearing completion in June/July are: PE
Field House, Solar Project, Campus Safety and Security, and CAB North
Renovation.
ANNUAL REPORT –
CITIZENS' BOND
OVERSIGHT COMMITTEE
The board received the annual report from the Independent Citizens' Bond
Oversight Committee for academic year 2011-2012. The board asked how
many dollars remained in the bond. Joseph Reyes responded approximately
$28 million.
BUDGET UPDATE
Alfred Muñoz, Vice President, Administrative Services, presented a budget
update as of April 30, 2013. The presentation is on page 151 of the June 4,
2013 meeting packet posted: W:\board\packets\060413.pdf
FINANCIAL STATEMENTS
The board received the financial statements ending April 30, 2013.
COUNTY TREASURER'S
REPORT OF INVESTMENTS
The board received the County Treasurer's Report of Investments for the
Quarter Ending March 31, 2013.
BOARD POLICY 5500
The board reviewed and discussed the first reading of revised board policy
5500, Standards of Student Conduct.
ADMINISTRATIVE
PROCEDURE 5510
The board received the implementing procedure for board policy 5500,
Standards of Student Conduct.
ADMINISTRATIVE
PROCEDURE 5410
The board reviewed the implementing procedure for board policy 5410,
Associated Student Elections.
PROPOSED LEGISLATION
The board received proposed legislation affecting California community
colleges. Dr. Lewallen summarized the proposed legislation: AB 447
(Williams), AB806 (Wilk), and AB 955 (Williams). Dr. Lewallen stated that
he would keep the board updated as the bills move forward.
RESPIRATORY CARE
PROGRAM –
ACCREDITATION
The board received an update on the accreditation site visit for the Respiratory
Care Program. Representatives from the accrediting commission visited the
college on May 20 and 21 and while at the campus stated that Hartnell has
done an excellent job and that he fully expects a favorable report. The
program will go before the accrediting board in July. He thanked the staff for
their incredible work.
HCCD REGULAR MEETING – JUNE 4, 2013
Page 6 of 8
REPORTS FROM THE
BOARD
Trustee Pruneda reported that he attended Commencement, TRiO and HEP.
Each of the student celebrations were wonderfully, planned events. He
announced the TWS Gala is November 23rd and asked the board for their
support. Also, he reported on his involvement with the California Pesticide
Reform – that the community needs to be informed about the affects of
pesticides. In closing, he encouraged the board to look into the early
retirement incentive; that he has no problem supporting to reduce the number
retirees.
Trustee Montemayor agreed that the student celebrations were wonderful and
he asked that the board consider reducing the number of retirees for the early
retirement incentive at an upcoming meeting.
Student Trustee Duran Luchini reported that she heard Dr. Trent – that she
was inspiring. Also, she reported that the student leaders sponsored an
appreciation luncheon for faculty and staff and that the event was a huge
success. In addition, she was happy to attend the student celebrations; that
she looks forward to when she graduates. In closing, she looks forward to
next year.
Trustee Donohue reported that she is sorry to learn about the resignations of
Dr. Brooke Haag and Dr. Richard Prystowsky – both have been wonderful
and valuable employees. Also, she gave kudos to Carla Johnson and Mary
Dominguez for their work on Commencement and recognition ceremonies. In
addition, the pining ceremony is a special event as was Manuel Bersamin's
beautiful voice at the TRiO celebration - the college continues to graduate
more students each year.
Trustee Padilla-Chavez stated that she is sorry that she could not attend all of
the student celebrations this year, but agrees that they are special and
especially enjoys attending the HEP celebration because her father is a HEP
graduate. She gave kudos to the Foundation Office for their work on the
Party in the Library – it was a wonderfully executed event. In closing, she
looks forward to attending TWS performance, Grapes of Wrath and she
thanked staff for facilitating the use of facilities for the immigration forum –
that she received many compliments on staff support.
Trustee Gonzalez-Castro congratulated each of the graduates this year – that
the celebrations were amazing. She apologized that she could not attend the
HEP and TRiO celebrations, but knows how incredible they are. She thanked
Al Muñoz for his presentation on the budget and she thanked Renata Funke
for her hospitality at the King City Education Center this evening.
Trustee DePauw stated that she enjoyed attending each of the student
celebrations and she thanked everyone for coming to King City this evening.
HCCD REGULAR MEETING – JUNE 4, 2013
Page 7 of 8
MOVE TO CLOSED
SESSION
The board, Dr. Lewallen, Superintendent/President, Terri Pyer, Associate
Vice President, Human Resources, and legal counsel, Tom Manniello, moved
to closed session at 8:00 p.m. to discuss:
1. Conference with Labor Negotiator
(Government Code Section 54957.6)
Employee Unit: Hartnell College Faculty Association
Agency Representative: Terri Pyer
2. Conference with Labor Negotiator
(Government Code Section 54957.6)
Employee Unit: Classified Schools Employee Association
Agency Representative: Terri Pyer
RECONVENE PUBLIC
SESSION / REPORT OUT
FROM CLOSED SESSION
Trustee DePauw reconvened the public session at 8:44 p.m. and reported the
board took no action in Closed Session.
ANNOUNCEMENTS
Next meetings:
1. Development Session – June 18, 2013, 5 p.m., Main Campus, B-208
2. Regular Meeting – July 2, 2013, 5 p.m., Main Campus, B-208.
ADJOURNMENT
The meeting adjourned at 8:45 p.m.
Candi DePauw
Board President
HCCD REGULAR MEETING – JUNE 4, 2013
Willard Lewallen, Ph. D.
Board Secretary
Page 8 of 8
5/31/2013
Hartnell Community
College District
2013-14
2013
14 Tentative Budget
June 4, 2013
Presented by Alfred Muñoz, CBO
www.hartnell.edu
411 Central Avenue Salinas, CA. 93901
831-755-6700
GF Tentative Budget
Apportionment - FTES
District
Di
ti t
Enrolled
7,373
7,000
7,089
2009-10 FTES
2010-11 FTES
2011-12 FTES
2012-13
2012
13 FTES
( Projected)
2013-14 FTES (Budget)
Funded
7,000
7,000
6,465
Unfunded
373
-0545
6,750
6,545
205
6,800
6,610
190
Total Unfunded FTES 1,123 since 2009-10 = ($5,126,495)
www.hartnell.edu
411 Central Avenue Salinas, CA. 93901
831-755-6700
1
5/31/2013
Apportionment Funding
$
$40,000,000
$35,471,168
$35,000,000
$34,692,917
$35,393,835
$33,068,962
$33,458,690
2011‐12
2012‐13
$34,130,384
$30,000,000
$25,000,000
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$2008‐09
www.hartnell.edu
2009‐10
2010‐11
411 Central Avenue Salinas, CA. 93901
2013‐14
831-755-6700
GF Tentative Budget 2013-14
Revenue Budget Assumptions:
• State will backfill Redevelopment Tax
shortfall
• COLA of 1.57%
• Restoration/Growth of 1.63 %
• Min. 2% growth in property taxes
www.hartnell.edu
411 Central Avenue Salinas, CA. 93901
831-755-6700
2
5/31/2013
Benefits Impact to Budget
Projected CalPERS School Rates Under
Adopted
p
Formula Changes
g (currently 11.417%)
Current Method
Proposed Method
2014-15 2016-17
12.3%
13.9%
13.3%
15.9%
2018-19
15.7%
18.9%
2021-22 2023-24
17.2%
18.4%
19.6%
20.5%
DISTRICT INCREASED COST
Current Method
Proposed Method
www.hartnell.edu
$58,501
$124,753
$172,730 $312,845 $451,978 $578,512
$311,860 $546,583 $639,553 $752,488
411 Central Avenue Salinas, CA. 93901
831-755-6700
Benefits Impact to Budget
Health Care Costs:
2010-11
2010
11
5.8%
2011-12
0%
2012-13
15.24%
2013-14
18.45% ($550,000 - $600,000)
2014-15+ Unknown
Average Rate Increase 9.8%
www.hartnell.edu
411 Central Avenue Salinas, CA. 93901
831-755-6700
3
5/31/2013
Redevelopment Risk
Governor’s Proposal: Reduced State Funding = Former RDA
Funding Property Taxes – State continues to backfill property
tax shortfall into 2013-14
Legislative Analyst’s Office Concerns: Governor’s projection
overestimates property tax revenue offset to state
apportionment.
Litigation – Cities filing legal action against State Department
of Finance. Impact to K-14 is unknown at this time.
www.hartnell.edu
411 Central Avenue Salinas, CA. 93901
831-755-6700
Hartnell GF Tentative Budget 2013-14
RESOURCES
Federal
State
Local
Transfer-In
Total Revenue
REQUIREMENTS
Academic Salaries
Classified Salaries
Benefits
Supplies/Materials
pp
Other Operating
Capital Outlay
Transfer-Out
Total Expenditures
Surplus
www.hartnell.edu
$
25,500
15,405,736
19,638,924
480,000
35,550,160
$ 13,165,979
7,625,445
7,953,187
609,675
,
5,230,474
184,200
623,000
$35,391,960
$158,200
411 Central Avenue Salinas, CA. 93901
831-755-6700
4
5/31/2013
2013-14 Tentative Budget
Unrestricted General Fund Balance
Forecast June 30, 2013
$10.9 million
Forecast Surplus 2013-14
.2
Forecast June 30, 2014 Balance
11.1
5% minimum reserve
(1.8)
Economic uncertainty/cash flow
(3
(3.5)
5)
Reserve available for operations
www.hartnell.edu
$5.8 million
411 Central Avenue Salinas, CA. 93901
831-755-6700
10
2012-13 Through 2015-16 Budget Outlook
Revenue, Expenditures, and Reserve Balance
45,000,000
40,000,000
35,000,000
30,000,000
Revenue
25,000,000
Reserve
20,000,000
Expenditures
15,000,000
10,000,000
5,000,000
2011-12
www.hartnell.edu
2012-13
2013-14
2014-15
411 Central Avenue Salinas, CA. 93901
2015-16
831-755-6700
5
5/31/2013
11
Graph Data Assumption
Increase in staffing level 2013-14 through 2015-16
Revenue (Based on Governor’s May Revise)
• 2013-14 Based on State approved budget
• State COLA 1.57% for 2013-14; 2% thereafter
•
FTES Restoration funding 1.63% for 2013-14.
Expenditures
Continued step increase in wages
Continued increase in cost of health benefits (18.45% for 2013-14)
Inflationary cost of supplies, materials and services
www.hartnell.edu
411 Central Avenue Salinas, CA. 93901
831-755-6700
Tentative Budget – Other Funds
Est. Beginning Reserve
Revenue
Expense
Ending Reserve
www.hartnell.edu
Restricted GF
$
$100,000
9,707,697
9,707,697
Bookstore
$
$1,200,124
133,000
110,000
$100,000
$1,223,124
411 Central Avenue Salinas, CA. 93901
831-755-6700
6
5/31/2013
Tentative Budget – Other Funds
Est. Beginning Reserve
Revenue
Expense
Ending Reserve
www.hartnell.edu
Child Develop.
$
$170,860
565,265
736,125
$
-0-
Capital Outlay
$
$2,627,897
2,543,000
1,310,000
$3,860,897
411 Central Avenue Salinas, CA. 93901
831-755-6700
Tentative Budget – Other Funds
State Match
Est. Beginning Reserve
$
$24,368
Revenue
-0Expense
-0Ending Reserve
www.hartnell.edu
Property Acquisition
$
$1,195,844
300,000
57,600
$24,368
411 Central Avenue Salinas, CA. 93901
$1,438,244
831-755-6700
7
5/31/2013
Tentative Budget – Other Funds
Est. Beginning Reserve
Revenue
Expense
Bond Fund
$
$33,510,000
25,000
7,582,000
Cafeteria
$ 210,000
670,600
722,170
Ending Reserve
$25,953,000
$ 158,430
www.hartnell.edu
411 Central Avenue Salinas, CA. 93901
831-755-6700
Tentative Budget – Other Funds
Est. Beginning Reserve
Revenue
Expense
Self Insured
$ 950,036
4,000
192,000
Retiree Health
$ 4,270,425
12,000
-0-
Ending Reserve
$ 762,036
$ 4,282,425
www.hartnell.edu
411 Central Avenue Salinas, CA. 93901
831-755-6700
8
5/31/2013
Tentative Budget – Trust Funds
Est. Beginning Reserve
Revenue
Expense
Assoc. Student
$ 536,191
133,700
97,600
Ending Reserve
$ 572,291
www.hartnell.edu
Scholarships, etc
$ 25,460
51,300
51,000
$ 25,760
411 Central Avenue Salinas, CA. 93901
831-755-6700
Tentative Budget – Trust Funds
Est. Beginning Reserve
Revenue
Expense
Intercollegiate
$ 91,689
63,800
74,000
Financial Aid
$
-012,817,560
12,817,560
Ending Reserve
$ 81,489
$
www.hartnell.edu
411 Central Avenue Salinas, CA. 93901
-0-
831-755-6700
9
5/31/2013
2013-14 Tentative Budget
Recommendations:
• Approve Tentative Budget at June 18th Board meeting
• Update board on progress in revising tentative budget to final budget
• Approve final budget no later then September 15th.
www.hartnell.edu
411 Central Avenue Salinas, CA. 93901
831-755-6700
10
PERSONNEL ACTIONS APPROVED/RATIFIED AT THE BOARD OF TRUSTEES REGULAR
MEETING OF JUNE 4, 2013
I. Request to hire short-term employee:
A. Approve short-term staffing request:
1. Accounting Assistant – Business - $ 16.14/hr (20 hrs/week), to help at the cashier’s office
with morning coverage due to beginning of the semester rush on paying for ID’s, parking
permits and adding classes. August 12 to August 30, 2013 and January 13 to January 31,
2014.
II. Retirements, resignations, releases, and leave requests
A. Approve resignation of faculty employee:
1. Brooke Haag, Physics Instructor (#F-102), effective June 1, 2013.
B. Ratify resignation of management personnel:
1. Richard Prystowsky, Interim Dean of Institutional Planning & Effectiveness, (#A-2),
effective June 1, 2013.
III Appointments
A. Ratify appointments of part-time instructors for summer session 2013:
1. Patrizia Ahlers-Johnson, Psychology
2. Irene Amster, English
3. Elizabeth Andrade, Psychology
4. Alejandro Arce, Photography
5. Elizabeth Avila-Mora, Psychology
6. Olga Blomgren, English
7. Derek Bonsper, Health Services
8. Murat Bulut, Mathematics
9. Fernando Cabrera, Spanish
10. Alejandra Campos, Spanish
11. Juan Campos, Computer Information Systems
12. Bobby Carrillo, Administration of Justice
13. Luis Chacon, Ethnic Studies
14. Mark Cisneros, English
15. Philip Collins, Music
16. Catherine Dacosta, Math
17. Don Dally, Theatre Arts
18. Sergio Diaz, Counseling
19. Jana Donckers Stiebel, Anthropology
20. Javier Dorantes-Rivera, Welding
21. Mathew Escover, Political Science
22. Sewan Fan, Physics
23. William Faulkner, Music
24. Isabel Ferraris, Biology
25. Thomas Forgette, Welding
26. James Frye, English
27. Susan Fujimoto, English
28. Nathaniel Harkleroad, Agricultural Business & Technology
29. Patricia A. Henrickson, Early Childhood Education
30. Humberto Hernandez-Rico, Spanish
31. Lynn Hilden, Mathematics
32. John Himelright, Philosophy
33. Chris Houston, English
Page 1 of 3
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
44.
45.
46.
47.
48.
49.
50.
51.
52.
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54.
55.
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64.
65.
66.
67.
68.
69.
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72.
73.
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75.
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77.
78.
Jonathan Hubbard, Biology
Judy Huddleston, English
Hortencia Jimenez, Ethnic Studies
Jeffrey Lewis, Administration of Justice
Salina Lopez, Psychology
Matthew Love, Chemistry
Maria Marquez, Spanish
Cicely McCreight, Counseling and Psychology
Robin McKee-Williams, Theater Arts
Ann Merville, Anthropology
Mariam Mooney, Math
Glenda Mora, English
Peggy Munoz-Meador, Political Science
Pamela Murakami, Arts
William Musselman, Automotive Technology
Norma Nichols, Counseling
Juan Oliverez, History
Jose Oviedo, Mathematics
Samuel Pacheco, History
Brian Palmer, Math
Jaeduck Park, English
Michael Parker, Administration of Justice
Thomas Pinkerton, Agricultural & Industrial Technology
Megan Plumb, English
Raylene Potter, Algebra
Marry Pratt, Psychology
Mercedes Quintero, Counseling
Elizabeth Ratay, Music
Wendy Roscher, English
Steven Shore, History
Tracey Spencer, Administration of Justice
Alicia Steinhardt, Biology
Eric Strayer, Sociology
Deborah Sturt, Communication
Patricia Sullivan, Photography
Janine Tabor, English
Afshin Tiraie, Math
Jose Trujillo, Administration of Justice
Nancy Villicana, Counseling
Marisol White, Sociology
Neil Withers, Math
Daphne Young, English
Paul Yun, English
Levy Nino Zamora, Communication
Emily Zuniga, Counseling
B. Ratify appointments of Professional Experts:
Hartnell’s theater arts program/The Western Stage (TWS) provides students the opportunity
to learn their craft within a professional context. The Young Company (YC) exposes young
people to theater arts:
1. Nina Capriola, $4000 total, director, June 1 – July 19, 2013.
2. Mark Englehorn, $4500 total, director, June 1 – August 24, 2013.
3. Art Morales, $11,200 total, master carpenter, May 1 – December 21, 2013.
Page 2 of 3
4.
5.
6.
Joe Niesen, $4000 total, choreographs, May 18 – July 6, 2013.
Christina Perez, $3000 total, sound design, May 9 – August 9, 2013.
Steve Uccello, $250 total, musician, April 27 – May 5, 2013.
Grants and special programs associated with the Center for Advanced Technology typically
require execution of program elements related either to outreach and promotion of CTE study
and career options, or to linking CTE students with career opportunities in the form of
internships and job placements. In some cases, both objectives are met:
7. Christine Pedersen, $35/hr (25 hrs/week), coordinator, April 1 – June 30, 2013.
The mission of the East Salinas GEAR UP program is to increase the number of students who
are prepared to enter and succeed in post-secondary education and to increase parent
involvement by assisting Spanish-speaking GED students in mastering subject matter: reading
and writing, social science, social studies, and math:
8. Elvia Claudia Flores, $25/hr (10 hrs/week), instructional facilitator, April 13 - June 29,
2013.
Supplemental Instruction (SI) is a peer-led academic support program that helps students
enrolled in certain historically challenging courses. SI leaders in the Tutorial Center facilitate
student learning through out-of-class discussion and study skills support:
9. Katia Gonzalez, $14.42/hr (11 hrs/week), tutor, April 11 – May 31, 2013.
10. Jeromy Santos, $14.42/hr (11 hrs/week), tutor, April 11 – May 31, 2013.
The Athletic Program provides competitive opportunities for Hartnell students, and
professional experts assist coaches in fulfilling the program’s mission:
11. Esperanza Celestino, Jr., $25/game, score book, November 1, 2012 – February 28, 2014.
12. Joseph Nemeth, $25/game, score clock operator, November 1, 2012 – February 28, 2014.
13. Gabriel Ramirez, $25/game, game announcer, November 1, 2012 – February 28, 2015.
C. Ratify appointments of volunteers:
1. Arthur D. Berlanga, Physical Education, March 5 – December 30, 2013.
2. Michol M. Rios, The Western Stage, April 8 – April 12, 2013.
D. Ratify appointments of student workers for spring semester 2013:
1. Jamil Cary, New Media Center, Student Worker IV
2. Jesus Edeza, MESA, Student Worker IV
3. Juan Huerta, Child Development Center, Student Worker III
4. Judy Julius, Maintenance, Student Worker I
5. Rosalin Lopez, Security, Student Worker II
6. Cynthia Martinez, New Media Center, Student Worker IV
7. Maricela Mendoza, Academic Affairs, Student Worker I
8. Wesley Oakley, ACE, Student Worker III
9. Leo Osornio, MESA, Student Worker I
10. Juan Tovar, Maintenance, Student Worker I
Page 3 of 3
AGENDA ITEM FOR BOARD MEETING OF:
Title
July 2, 2013
Number
VI. B.
Disbursements
Area
Status
Consent
Office of Administrative Services
Prepared by: Alfred Muñoz, VicePresident
Reference
Strategic Priority – 4
Accreditation Standard – III.D.
BACKGROUND / SUMMARY
The attached lists of disbursements from district accounts are presented for ratification.
COUNTY WARRANTS
Any or all of the following funds:
General; Debt Service; Bookstore; Child Development Center; Capital Outlay; Scheduled
Maintenance/State-Funded Projects; Property Acquisition; Bond Projects; Cafeteria; SelfInsurance; Retirees’ Health Benefits; Associated Student Body; Scholarship, Loan, and Trust;
and Intercollegiate Athletics
DATE
05/06/13
05/13/13
05/20/13
05/2213
05/29/13
Subtotal
WARRANT NUMBER
12989431
12990199
12991426
12991689
12992572
12989580
12990328
12991509
12991754
12992685
NO OF
WARRANTS
AMOUNT
150
130
84
66
114
$603,315.03
$942,359.01
$248,475.68
$18,858.30
$497,552.08
$2,310,560.10
Note: Legal fees in above summary total $10,437.85
DATE
May 13
CHECKING ACCOUNTS
General Fund Revolving
NO OF
WARRANT NUMBER
WARRANTS
10517
10522
5
Total
AMOUNT
$1,910.00
$2,312,470.10
RECOMMENDATION
The administration recommends that the Board of Trustees ratify the disbursements from district
accounts.
BUDGET IMPLICATION
(Budgeted item/Increase/Decrease)
Fund:
None
Total
Amount
$0.00
$0.00
AGENDA ITEM FOR BOARD MEETING OF:
July 2, 2013
Title
Extend Agreement for Liability Insurance
with Student Insurance USA
Number
VI. C.
Area
Office of Administrative Services
Prepared by: Alfred Muñoz, Vice President
Status
Consent
Reference
Strategic Priority – 4
Accreditation Standard –III.D.3.g.
BACKGROUND / SUMMARY
Student Insurance USA has administered and paid District student liability insurance claims for several
years. They have negotiated discounted rates with Anthem Blue Cross and Chartis to provide coverages.
These coverages include:
Basic Coverage
Company: Anthem Blue Cross
Type/Coverage: Students &
Athletes
Premium: $117,615
Super Catastrophic Coverage
Company: Chartis
Type/Coverage: Athletes –
claims over $25,000
Premium: $4,407
Catastrophic Coverage
Company: Chartis
Type/Coverage: Students –
claims over $50,000
Premium: $2,434
RECOMMENDATION
The administration recommends that the Board of Trustees approve to extend the agreement with
Student Insurance USA for the administration and payment of student liability insurance claims.
TERM: August 1, 2013 through July 31, 2014
BUDGET IMPLICATION
The cost of services is$124,456 (an increase of $340 from 2012-13) and will be paid from general
unrestricted funds.
Budgeted Item:
General Fund
Amount
$124,456
Total
$124,456
AGENDA ITEM FOR BOARD MEETING OF:
July 2, 2013
Title
High School Equivalency Program (HEP)
Number
VI. D.
Area
Office of Academic Affairs
Prepared by: Stephanie Low
Vice President
Status
Consent
Reference
Strategic Priorities – 1, 2, 5 and 6
Accreditation Standards – I.A.1., II.A.1.a.,
II.A.2.d.,and II.B.3.a.
BACKGROUND/SUMMARY
Hartnell College’s High School Equivalency Program (HEP) is federally-funded and provides services
to support students completing their high school equivalency/General Education Diploma (GED).
These services include reimbursement for GED testing, re-testing, registration and error fees, books and
course materials, health assessment and education, and academic counseling for college placement.The
purpose of these agreements is to provide support for the High School Equivalency Program students
academic year 2013-14.
RECOMMENDATION
The administration recommends that the Board of Trustees approve to enter into agreements between
HCCD and each of the following: Salinas Adult School, Soledad Adult School, and Clinica de Salud
del Valle de Salinas.
TERM: Grant Year III: July 3, 2013 – June 30, 2014
BUDGET IMPLICATION
Expenses supported by the HEP grant at approximately $400 per student served. Total cost per
agreement not to exceed $30,000.
(Budgeted item - Grant)
Fund 12: HEP 12-400-00-703560-57500
Amount
$30,000
Total
$30,000
AGENDA ITEM FOR BOARD MEETING OF:
July 2, 2013
Title
Ratify the Agreement between Graniterock
Company for the Earthwork Project
Number
VI. E.
Area
Facilities, Operations, & Asset Management
Prepared by: Joseph Reyes, Director
Status
Consent
Reference
Strategic Priority – 4
Accreditation Standard –III.B.
BACKGROUND/SUMMARY
In anticipation of the upcoming Science Building project, the District utilized the Informal Bidding
Process for this project, to bid this project. Per Uniform Public Construction Cost Accounting Act,
projects from $45,000 to $175,000 may bid by informal bidding. The project consists of the removal of
the surplus dirt, which currently sits in the footprint of the project. The material is not a suitable fill
material and will be completed exported from the campus. Once that work is done a topographic survey
will be performed so that all of the Lease-Lease-Back contracts are all bidding off of the same site.
CONTRACTOR
LOCATION
BID AMOUNT
GRANITEROCK
WATSONVILLE, CA
$103,180
DON CHAPIN
SALINAS, CA
$103,367
GRANITE CONSTRUCTION
WATSONVILLE, CA
$152,654.70
RECOMMENDATION
The administration recommends that the Board of Trustees ratify the agreement between Graniterock
Company and Hartnell College.
TERM: June 17, 2013 through July 17, 2013
BUDGET IMPLICATION
Budgeted Item:
Measure H
Amount
$103,180
Total
$103,180
AGENDA ITEM FOR BOARD MEETING OF:
Title
Agreement with Monterey-Salinas Transist
(MST)
Area
Prepared by: Dr. Romero Jalomo, VP
Student Affairs
July 2, 2013
Number
VI. F.
Status
Consent
Reference
Strategic Priorities – 1, 2, 4, and 6
Accreditation Standards – IIB
BACKGROUND / SUMMARY
Monterey/Salinas Transit Free Fare Zone has been provided to Hartnell College students.
Students are allowed to ride without paying a fare for their one-way trip away from the Main
Campus, Alisal Campus, and/or King City Center. The King City Center will be added as a Free
Fare Zone.
RECOMMENDATION
The administration recommends that the Board of Trustees approve the agreement between
Monterey/Salinas Transits (MST) and Hartnell Community College District effective August 1,
2013 through July 31, 2016.
TERM: August 1, 2013 through July 31, 2016
BUDGET IMPLICATION
(Budgeted item/Increase/Decrease)
Fund:
75-200-00-000000-55105
Amount
$70,000.00
Total
$70,000.00
AGENDA ITEM FOR BOARD MEETING OF:
July 3, 2013
Title
Appointment of two Representatives
to the Bond Oversight Committee
Number
VI. G.
Area
Status
Office of the Superintendent/President
Prepared by Willard Lewallen
Superintendent/President
Consent
Reference
Strategic Priority – 6
Accreditation Standard – III. B.
BACKGROUND / SUMMARY
The structure of the Bond Oversight Committee includes seven (7) members:
1) student, 2) a member active in a business organization representing the business community
located in the District, 3) a member active in a senior citizens’ organization, 4) a member active
in a bona-fide taxpayers association, 5) a member active in a support organization for the
college, such as a foundation, and 6) member of the community at-large.
At present, there are two vacancies: 1) a member active in a business organization representing
the business community located in the district, 2) a member active in a support organization for
the college, such as a foundation.
RECOMMENDATION
The administration recommends that the Board of Trustees appoint Mr. John Buttgereit,
Foundation Board Member and President, Buttgereit, Pettitt, & Davis, and Dennis
Donohue, President, Royal Rose, to the Bond Oversight Committee for a two-year term,
effective July 3, 2013.
AGENDA ITEM FOR BOARD MEETING OF:
Title
July 2, 2013
Number
VI. H.
Travel for Student Trustee
Area
Superintendent/President
Prepared by: Dr. Willard Lewallen
Status
Consent
Reference
Strategic Priorities – 3, 4
Accreditation Standard – IV.B.1.f.
BACKGROUND / SUMMARY
The Annual Student Trustee Workshop is designed to help student board members become
knowledgeable, influential, education policy-makers. Also, the workshop provides the
opportunity for newly elected student trustees to meet and talk to other student trustees from
around the State.
The workshop, scheduled August 16-17, 2013 is at the Embassy Suites, Garden Grove, CA
The cost (registration, lodging, meals and travel) to attend the conference is estimated at
$1,500.
RECOMMENDATION
The administration recommends that the Board of Trustees approve the travel for Student
Trustee Duran Luchini to attend the Community College League of California 2013 Student
Trustee Workshop.
BUDGET IMPLICATION
(Budgeted item)
Fund:
Unrestricted General Fund /Board Education/Development
Amount
$1,500
Total
$1,500
Home
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Student Trustees Workshop
Home > Events
Friday & Saturday, August 16 & 17, 2013
Embassy Suites Anaheim South
REGISTER ONLINE
The new student trustee faces a challenging introduction to the board, the college
and the art of trusteeship. This workshop is designed to help student board
members become knowledgeable, influential, education policy-makers. It also
provides the opportunity to meet and talk to other student trustees from around
the state.
Participants will receive the Trustee Handbook and Effective Student Trustees
by Nick Kachiroubas, as well as other information for student trustees.
Registration Fee: $295
includes Friday dinner, Saturday lunch and workshop materials.
Schedule
Friday, August 16
1:00 p.m. — Registration Opens
2:00 p.m. - 5:30 p.m. — Workshop
5:30 p.m. - 6:00 p.m. — Election of CCCT Board of Directors Student Member
7:00 p.m. — Dinner
Saturday, August 17
8:30 a.m. - 3:00 p.m. — Workshop (includes lunch)
Location: Embassy Suites, Anaheim South
11767 Harbor Boulevard
Garden Grove, CA 92840
Room rates for this event are $134 plus room tax for single or double occupancy.
This special rate is guaranteed only if reservations are made on or prior to
Thursday, July 25, or until the room block sells out.
6/26/2013
AGENDA ITEM FOR BOARD MEETING OF:
July 2, 2013
Title
Number
Personnel Actions
VI. I
Area
Status
Human Resources & Equal Employment
Opportunity
Consent
Prepared by: Terri Pyer
Reference
Strategic Priority – 4
Accreditation Standard – III.A.
RECOMMENDATION
The administration recommends that the Board of Trustees approves and ratifies the personnel
actions as listed:
Approval of:
1
request for short-term employment
Ratification of:
5
4
2
1
49
66
22
2
13
appointments of academic personnel
appointments of management positions
appointments of regular classified positions
part-time instructor hire for spring semester
part-time instructor hires for summer session
part-time instructor hires for fall semester
appointments of professional experts
appointments of substitutes
student worker hires for summer session
Detail
I.
Approve short-term staffing request:
A. CDC Teacher – Child Development Center - $27.60/hr (40 hrs/week). August 12, 2013
– December 24, 2013.
II.
Appointments
A. Ratify appointments of academic personnel:
1. John Perez, Mathematics Instructor, (#F-7), Academic Affairs, Step 4, Column B,
effective August 16, 2013.
1
2.
Janet Flores, Spanish Instructor, (#F-52), Academic Affairs, Step 4, Column B,
effective August 16, 2013.
3.
Meagan Plumb, English Instructor, (#F-67), Academic Affairs, Step 3, Column B,
effective August 16, 2013.
4.
Christopher Zepeda, Cross Country & Track and Field Coach/Physical Education
Instructor, (#F-120), Academic Affairs, Step 6, Column B, effective August 16,
2013.
5.
Slava Bekker, Chemistry Instructor, (#F-121), Academic Affairs, Step 3, Column
E, effective August 16, 2013.
B. Ratify appointments of management positions:
1. Tracey Lee Richardson, Controller (#A-12), Administrative Services,
Management Salary Schedule, Range V, Step D, effective August 1, 2013.
2.
Debra Kaczmar, Dean of Nursing and Allied Health (#A-20), Range III, Step C,
effective July 1, 2013. This action represents a change from an interim to a regular
position.
3.
Brian Lofman, three-month extension of appointment to Interim Dean of
Instruction, (#A-61), Range III, Step E, through September 30, 2013.
4.
Lori A. Kildal, Vice President of Academic Affairs (#A-47), Range I(a), Step E,
effective August 12, 2013.
C. Ratify appointments of classified employees:
1. Ryan Gregory Frazier, 30 hours per week, 10 months per year, Instructional
Technology Technician – Classified, (#CC-123), Range 22, Step A, effective June
17, 2013.
2.
Gerald L. Johnson, full-time, 40 hours per week, 12 months per year, Maintenance
Specialist, Maintenance, (#CL-9), Step A, Range 32, effective July 1, 2013. This
action represents a change from a temporary to a regular position.
D. Ratify appointment of part-time instructor for spring semester 2013:
1. Theodore Dolas, Theater Arts
E. Ratify appointments of part-time instructors for summer session 2013:
1. Tammy Attaway, Counseling
2. Ed Barber, Physical Education
3. Eric Becerra, Counseling
4. Gabriel Bravo, Counseling
5. Denise Castro, Physical Education
6. Liz Cecchi-Ewing, Library
7. Dolores Christensen, Counseling
2
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
44.
45.
46.
47.
48.
49.
Nichole Crais, Physical Education
Gloria Curtis, Library
Theodore Dolas, Theater Arts
Thu Duong, Library
Jeffrey Eaton, Physical Education
Mark Englehorn, Theater Arts
Denyss Estrada, Counseling
Sewan Fan, Physics
Donna Federico, Theater Arts
Jennifer Fellguth, Library
Susan Fujimoto, English as a Second Language
Gary George, Physical Education
Toni Gifford, Nursing
Richard Givens, Physical Education & Counseling
Elvia Guzman, Counseling
Justin Hansen, Physical Education
Jeffrey Heyer, Theater Arts
Dan Kaplan, Biology
Harvey Landa, Theater Arts
Sylvia Langland, Physical Education
Vince Lewis, Counseling
Paul MacDonald, Physical Education
Joseph Martinez, Counseling
Jeff McGrath, Theater Arts
William McKee, Theater Arts
Rosalinda McNamara, Library
Martha Pantoja, Counseling
David Parker, Theater Arts
Jamie Pedroza, Physical Education. Appointment based on equivalency by:
Master's degree in education with a minor in coaching. Has 21 upper division
master-level units in discipline.
Linda Plummer, Library
Tammi Ross, Physical Education
Nancy Saldana, Counseling
Steve Seymour, Physical Education
Alexandre Stoykov, Computer Science and Information Systems
Mary Ann Toney, Physical Education
Paula Tyler, Physical Education
Gemma Uribe, Counseling
Senorina Vasquez, Mathematics
Tracey Villanueva, Health Services
Nancy Villicana, Counseling
Levy Zamora, Communications
Chris Zepeda, Physical Education
F. Ratify appointments of part-time instructors for fall semester 2013:
1. Patrizia Ahlers-Johnson, Psychology
3
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
44.
45.
46.
47.
48.
Elizabeth A. Andrade, Psychology
Lorenzo Aragon, Theatre Arts
Amanda G. Avres, English
Amy L. Barrett-Burnett, Alcohol & Other Drugs
Zoe Buck, Astronomy
Murat Bulut, Mathematics
Susan Cable, Theater Arts
Juan Jose Campos, Business
Lucas P. Cantin, Chemistry
Marisela G. Cerda, Psychology
Luis F. Chacon, Ethnic Studies
Don Dally, Theater Arts
David J. Doglietto, Administration of Justice
Theodore M. Dolas, Theater Arts
Jana L. Donckers Stiebel, Anthropology
Julia C. Edgcomb, Psychology
Linda J. Edlund, Anthropology
Mathew M. Escover, Political Science
Sewan Fan, Physics
Donna Federico, Theater Arts
Alicia Fregoso, Psychology
Nellis Gilchrist, Alcohol & Other Drugs
Katherine E. Harris, Biology
Lawrence Harris, Political Science
Jeffrey Heyer, Theater Arts
John S. Himelright, Philosophy
Carolyn Jensen, Mathematics
Ben Jimenez, Administration of Justice
Hortencia Jimenez, Ethnic Studies
Dan Kaplan, Biology
Jeffrey S. Kessler, Psychology
Larry K. Lachman, Alcohol & Other Drugs
Harvey Landa, Theater Arts
William V. Laughton, Administration of Justice
Sam Lavorato, Administration of Justice
Jeffrey D. Lewis, Administration of Justice
Vince Lewis, Counseling
Anne M. Lopez, Administration of Justice
Salina F. Lopez, Psychology
Suzanne Mann, Theater Arts
Joseph Martinez, Counseling
Robin McKee-Williams, Theater Arts
Ann Merville, Anthropology
Peggy Munoz-Meador, Political Science
Norma Nichols, Counseling
Juan Oliverez, Ethnic Studies
Samuel J. Pacheco, History
4
49.
50.
51.
52.
53.
54.
55.
56.
57.
58.
59.
60.
61.
62.
63.
64.
65.
66.
Martha Pantoja, Counseling
David Parker, Theater Arts
Michael D. Parker, Administration of Justice
Gerardo Perez, Business
Merry J. Pratt, Psychology
Vicki A. Robison, History
Charmaigne L. Scott, Business
Steven M. Shore, History
Tracey L. Spencer, Administration of Justice
Eric P. Strayer, Sociology
Afshin Tiraie, Mathematics
Daniel H. Torres, Business
Jose D. Trujillo, Administration of Justice
Nancy Villicaña, Counseling
Dana J. Weston, Psychology
Marisol M. White, Sociology
Neil E. Withers, Mathematics
William J. Wolak, Theater Arts
G. Ratify appointments of Professional Experts:
Provides fitness tests for the employees of the City of Salinas. Develops contracts, schedules
tests, provides results and does the billing:
1. David Beymer, $2,590 total, test administrator, June 1 – July 27, 2013.
Physical Education swim classes require lifeguard services:
2. Jim Helm, $15/hr (25 hrs/week), lifeguard, July 1, 2013 – June 30, 2014.
3. Carissa Perez, $15/hr (20 hrs/week), lifeguard, June 17, 2013 – June 30, 2014.
Hartnell’s theater arts program/The Western Stage (TWS) provides students the opportunity to
learn their craft within a professional context:
4. Scott Davis, $3,550 total, director, June 1 – November 24, 2013.
5. Derek Duarte, $7,200 total, lighting design, June 14 - December 14, 2013.
6. Ted Dolas, $5,000 total, scenic design, June 10 – November 18, 2013.
7. Jeff Mokus, $9,000 total, sound design, June 21 – November 16, 2013.
The Foster Kinship Care Education Program (FKCE) provides advanced training for current
and prospective foster, relative, and non-related extended family member caregivers, adoptive
parents, and local agency employees. It also provides support for foster home recruitment
activities. This grant-funded program is a joint effort of the California Community College
Chancellor’s Office and the Department of Social and Employment Services (DSES).
Assignments include orientation leaders, trainers, childcare and activity providers, and
program coordination:
8. Susan Derichsweiler, $30/hr (as needed), FKCE trainer, July 1, 2013 – June 10,
2015.
9. Jason Herrier, $13/hr (as needed), childcare, July 1, 2013 – June 10, 2015.
10. Genoveva Jimenez, $13/hr (as needed), childcare, July 1, 2013 – June 10, 2015.
5
11.
12.
13.
14.
Maricela Lemus, $13/hr (as needed), childcare, July 1, 2013 – June 10, 2015.
Morgan Lucier, $50/hr (as needed), FKCE instructor, July 1, 2013 – June 10,
2015.
Chris Shannon, $55/hr (as needed), FKCE instructor, July 1, 2013 – June 10,
2015.
Alice Talavera, $50/hr (as needed), FKCE instructor, July 1, 2013 – June 10,
2015.
On-site visit for the Respiratory Care Practitioner Program was required for approval to launch
the program for fall semester. The director was required to be present:
15. Douglas Eden, $80/hr (32 hrs), director – instructional aide, May 15 – 22, 2013.
Summer Health Institute is a yearly summer program for talented, qualified high school
students sponsored by a nursing grant provided by Salinas Valley Memorial Hospital and other
partners. Professional experts mentor students in basic nursing laboratory skills:
16. Aleksandra Shavanova, $15/hr (28 hrs/week), instructional aide, June 24 – 27,
2013.
17. Daleth Foster, $35/hr (28 hrs/week), instructional aide, June 24 – 27, 2013.
18. Michael Gibson, $15/hr (28 hrs/week), instructional aide, June 24 – 27, 2013.
19. Jin Kim, $15/hr (28 hrs/week), instructional aide, June 24 – 27, 2013.
20. Stacy Sanchez-Soria, $15/hr (28 hrs/week), instructional aide, June 24 – 27, 2013.
21. Kurstin Thomas, $15/hr (28 hrs/week), instructional aide, June 24 – 27, 2013.
Hartnell College provides Crisis Counseling Services that are completely confidential and free
of charge to enrolled Hartnell students. A Marriage & Family Therapist Counseling Intern is
available to assist students in crisis:
22. Trinh MacDonald, $20/hr (20 hrs/week), counselor, June 24, 2013 – July 1, 2014.
H. Ratify appointment of substitutes:
1. Yesenia Contreras, $14.99/hr (40 hrs/week), administrative assistant, May 20 –
June 30, 2013.
2. Eva Diaz, $15.78/hr (up to 40 hrs/week), clerical assistant, May 13 – June 30,
2013.
I. Ratify appointment of Student Worker for summer session 2013:
1. Colin Auxier, Information Systems, Student Worker IV
2. Yanira Cortez, Cafeteria, Student Worker I
3. Ekaterina Franco, Library-Circulation, Student Worker I
4. Gabriel Hernandez, Information Systems, Student Worker III
5. Zachary Johnson, Information Systems, Student Worker III
6. Leilani Lewellyn, Cafeteria, Student Worker I
7. Eduardo Margarito, Information Systems, Student Worker III
8. Maricela Mendoza, Office of Academic Affairs, Student Worker I
9. Vanessa Montano, Student Support Services/TRiO, Student Worker I
10. Vanessa Rouch, Title V, Student Worker II
11. Stefannie Sanchez-Flores, Financial Aid, Student Worker III
12. Nicolasa Villalobos, Cafeteria, Student Worker I
13. Alejandro Zarate, Cafeteria, Student Worker I
6
AGENDA ITEM FOR BOARD MEETING OF:
July 2, 2013
Title
Lease-leaseback Construction Delivery
Method, Project Labor Agreement, and Ad
Hoc Negotiation Team
Number
VII. A.
Area
Status
Office of Superintendent/President
Prepared by: Willard Lewallen,
Superintendent/President
Action
Reference
Strategic Priority – 4
Accreditation Standard – III.D.
BACKGROUND / SUMMARY
On March 5, 2013 the Board took action to authorize the administration to utilize the
construction contracting method known as “lease-leaseback” for the new science building. The
Board subsequently took action on May 7, 2013 approving the Request for Proposals and
Qualifications (RFP/Q) for the lease-leaseback construction service proposals. The Board
approved the RFP/Q contingent on negotiating a project labor agreement (PLA) with the
Monterey and Santa Cruz Counties Building and Construction Trades Council, and established a
negotiating team on behalf of Hartnell Community College. The Board’s May 7, 2013 approval
of the RFQ/P was further conditioned upon the incorporation of the anticipated PLA into the
RFP/Q prior to its distribution to potential contractors, which would require contractors on the
project to agree to be bound by the terms of the PLA. On June 4, 2013, the Board took action to
appoint Board members and a HCCD employee to the PLA ad hoc negotiation committee.
RECOMMENDATION
Consideration of and possible action to rescind: the Board’s March 5, 2013 action authorizing
the use of the lease-leaseback construction contracting method for the construction of the
Science Building; the Board’s May 7, 2013 action approving the Request for Proposals and
Qualifications for the lease-leaseback construction services, as well as the requirement for the
inclusion of a project labor agreement; and the Board’s June 4, 2013 action to appoint Board
members and a HCCD employee to the project labor agreement ad hoc negotiation committee.
AGENDA ITEM FOR BOARD MEETING OF:
July 2, 2013
Title
Authorization to Utilize Design-Bid-Build
Construction Delivery Method for New
Science Building
Number
VII. B.
Area
Status
Office of Superintendent/President
Prepared by: Willard Lewallen,
Superintendent/President
Action
Reference
Strategic Priority – 4
Accreditation Standard – III.D.
BACKGROUND / SUMMARY
This action item is contingent upon the Board’s rescission of the Board’s March 5, 2013, May 7,
2013 and June 4, 2013 actions which (1) authorized the administration to utilize the leaseleaseback construction contracting method for the Science Building, (2) authorized the use of the
proposed Request for Proposals and Qualifications (RFP/Q) for the lease-leaseback construction
services, (3) required the RFP/Q to include a requirement that contractors enter into a project
labor agreement (PLA), and (4) appointed Board members to a PLA negotiations committee. If
the Board acts to rescind these prior actions, the Board may then consider and take action to
authorize the administration to utilize the traditional design-bid-build construction contracting
method for the construction of the Science Building. If the Board rescinds the prior actions and
approves a motion to authorize the use of the traditional design-bid-build construction
contracting method, no lease-leaseback construction contracting method would be used, no PLA
would be required, and the previously approved RFP/Q and ad hoc negotiation team would be
terminated.
RECOMMENDATION
Consideration of and possible action to authorize the administration to utilize the traditional
design-bid-build construction contracting method for the construction of the Science Building, if
the Board acts to rescind its March 5, 2013, May 7, 2013 and June 4, 2013 actions regarding the
approval of the lease-leaseback construction contracting method, the Request for Proposals and
Qualifications, the project labor agreement requirement, and authorization of a Board ad hoc
negotiation team.
AGENDA ITEM FOR BOARD MEETING OF:
Title
July 2, 2013
Number
VII. C.
Budget Revisions
Area
Status
Office of Administrative Services
Action
Prepared by: Alfred Muñoz, Vice President
Reference
Strategic Priority – 4
Accreditation Standard – III.D.
BACKGROUND / SUMMARY
The Board of Trustees recognizes that the annual budget of the District is a financial plan and is subject
to adjustments during the fiscal year caused by changes in enrollments, programs, services, and the cost
of goods and services.
Revisions to the adopted budget are subject to approval by the Board of Trustees. Budget revisions
consist of transfers between major object expenditures or from the appropriations for contingencies, as
well as budgetary increases for the use of funds not included in the original budget.
All budget entry numbers are assigned automatically assuring a complete sequence accounting. Numeric
breaks on the attached report are due to the exclusion of budget transfers, which do not require Board
approval. The accompanying Budget Journal Entry Detail Report was produced directly from the
accounting software.
RECOMMENDATION
The administration recommends that the Board of Trustees ratify budget revisions for fiscal year 20122013 numbered 10336 to 10364.
BUDGET IMPLICATION
(Budgeted item/Increase/Decrease)
Fund:
None
Amount
$0.00
Total
$0.00
AGENDA ITEM FOR BOARD MEETING OF:
July 2, 2013
Title
Approve Five-Year Capital Construction
Plan for 2015-2019
Number
VII. D.
Area
Facilities, Operations, & Asset Management
Prepared by: Joseph Reyes, Director,
Facilities and Asset Managemt
Status
Action
Reference
Strategic Priority – 4
Accreditation Standard –III.B.
BACKGROUND/SUMMARY
Each year, the District is required to submit a Five-Year Capital Construction plan and related project
proposals to the California Community College Systems Office. This plan serves as the basis for
evaluation by the Chancellor’s Office staff of future state funded capital construction projects. The five
year period covered by this year’s plan is from 2015-2019.
Major capital construction projects included in the Plan are:
1. Technical Training Building
2. Science Building
3. PE Fieldhouse
4. Nursing and Health Sciences Building
5. CAB Renovation Projects
The Five-Year Capital Construction Plan reflects a combination of state and locally funded projects.
This approach is consistent with the Chancellor’s Office thinking regarding how projects will move up
the priority list, with those that have shared funding obtaining a high likelihood of state funding.
RECOMMENDATION
The administration recommends that the Board of Trustees approve the submittal of the Five-Year
(2015-2019) Capital Construction Plan to the California Community College Systems Office.
Calif. Comm. Colleges
No. Project
ASF
Occupancy
Total Cost
Five Year Construction Plan
District Projects Priority Order
Hartnell Joint CCD
Source
2013/2014
2014/2015
1 Center for Assessment and Lifelong Le
0
2010/2011
$10,961,000
State
$6,881,000 NonState
Hartnell College
2 Center for Applied Technology
2010/2011
$13,172,000
State
$13,337,000 NonState
Hartnell College
3 Technical Training Building
12,823
2013/2014
$6,400,000 NonState
Hartnell College
4 PE Fieldhouse
NonState
Hartnell College
(C)(E)
$350,000
5 CAB Modernization (North)
2013/2014
$1,850,000 NonState
Hartnell College
(C)(E)
$1,400,000
6 Science Building
16,631
2015/2016
$28,065,000
Hartnell College
(C)
(E)
$24,660,000
$1,307,000
2013/2014
$350,000
NonState
7 Health Science and Nursing Building
13,330
2020/2021
$10,494,000 NonState
Hartnell College
8 CAB ADA Compliance (Exterior)
2013/2014
$541,500 NonState
Hartnell College
(C)(E)(P)(W)
$541,500
9 CAB Elevator
Hartnell College
(C)(E)(P)(W)
$491,500
2013/2014
$491,500
NonState
Page 5
Schedule of Funds
2015/2016
2016/2017
2017/2018
(P)(W)
$873,000
10 Modernization of Merrill Hall
2015/2016
$777,500 NonState
Hartnell College
(P)(W)
(C)(E)
$125,000
$652,500
11 CAB Modernization (South)
2016/2017
$700,000 NonState
Hartnell College
12 Campus Signage
2013/2014
$126,000
NonState
Hartnell College
(C)(E)(P)(W)
$126,000
NonState
Hartnell College
(C)
$2,500,000
13 Alisal Solar Project
2013/2014
$2,500,000
6/12/2013
(P)(W)
$80,000
(C)(E)
$620,000
2018/2019
(C)(E)
$9,621,000
2019/2020
AGENDA ITEM FOR BOARD MEETING OF:
July 2, 2013
Title
Final Reading Board Policy 5500,
Standards of Student Conduct
Number
VII. E.
Area
Status
Action
Prepared by: Dr. Romero Jalomo
Vice President, Student Affairs
Reference
Strategic Priority
Accreditation Standard II.A.7.b
BACKGROUND/SUMMARY
The Office of Student Affairs is currently reviewing all student board policies and procedures.
Board Policy 5500 was approved by the board of trustees at their regular meeting of May 9,
2012; however, a revision is needed to separate the board policy from the administrative
procedures.
RECOMMENDATION
The administration recommends that the Board of Trustees approve BP 5500, Standards of
Student Conduct as its second and final reading.
REVISED
HARTNELL COLLEGE
BP 5500
Standards of Student Conduct
Reference:
Education Code Sections 66300 and 66301;
Accreditation Standard II.A.7.b
The CEO or designeeshall establish procedures for the imposition of discipline on students in
accordance with the requirements for due process of the federal and state law and regulations.
The procedures shall clearly define the conduct that is subject to discipline, and shall identify
potential disciplinary actions, including but not limited to the removal, suspension or expulsion
of a student. The procedures shall be made widely available to studentsthrough the college
catalog and other means.
The Board shall consider any recommendation from the CEO for expulsion. The Board shall
consider an expulsion recommendation in closed session unless the student requests that the
matter be considered in a public meeting. Final action by the Board on the expulsion shall be
taken at a public meeting.
See Administrative Procedure 5500
Formerly BP 3100 (revised/renumbered); Adopted 5/8/12
Revised: __________________
CURRENT POLICY
HARTNELL COLLEGE
5500 Standards of Conduct
Reference: Education Code Sections 66300 and 66301; Accreditation Standard II.A.7.b
The Governing Board of Hartnell College requires that student conduct must reflect the
standards of appropriate behavior consistent with the educational purposes of the College.
Student conduct should reflect consideration of the rights of others, and students are expected
to cooperate with all members of the College community and conform to Federal, State and
local laws, Board regulations, College regulations, and applicable provisions of civil law.
The CEO or designee shall have the right to administer suitable and proper corrective measures
for misconduct, including suspension.
The CEO or designee shall establish procedures for the imposition of discipline on students in
accordance with the requirements for due process of the federal and state law and regulations.
The procedures shall clearly define the conduct that is subject to discipline, and shall identify
potential disciplinary actions, including but not limited to the removal, suspension or expulsion
of a student. The procedures shall be made widely available to students.
The Board shall consider any recommendation from the CEO for expulsion. The Board shall
consider an expulsion recommendation in closed session unless the student requests that the
matter be considered in a public meeting. Final action by the Board on the expulsion shall be
taken at a public meeting.
The following conduct shall constitute good cause for discipline, including but not limited to the
removal, suspension or expulsion of a student.
•
•
•
Causing, attempting to cause, or threatening to cause physical injury to another person.
Physical or verbal abuse of any person or group, or conduct which intimidates,
threatens, or endangers the health or safety of any person or group. Assault, battery, or
any threat of force or violence upon the College’s staff members, students, or visitors.
Possession, sale or otherwise furnishing any firearm, knife, explosive or other dangerous
chemicals or object, including but not limited to any facsimile firearm, knife, or
explosive, unless, in the case of possession of any object of this type, the student has
obtained written permission to possess the item from a District employee, which is
concurred in by the college president.
Unlawful possession, use, sale, offer to sell, or furnishing, or being under the influence
of, any controlled substance listed in Chapter 2 (commencing with Section 11053) of
Division 10 of the California Health and Safety Code, an alcoholic beverage, or an
intoxicant of any kind on District property or at events sponsored by the District; or
Page 1 of 3
CURRENT POLICY
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
unlawful possession of, or offering, arranging or negotiating the sale of any drug
paraphernalia, as defined in California Health and Safety Code Section 11014.5.
Committing or attempting to commit robbery or extortion.
Causing or attempting to cause damage to district property or to private property on
campus.
Stealing or attempting to steal District property or private property on campus, or
knowingly receiving stolen District property or private property on campus.
Failure to pay just debts such as fines or loans, and failure to return borrowed property.
Gambling in any form.
Willful or persistent smoking in any area where smoking has been prohibited by law or
by regulation of the college or the District.
Committing sexual harassment as defined by law or by District policies and procedures.
Engaging in harassing or discriminatory behavior based on race, sex, (i.e., gender)
religion, age, national origin, disability, or any other status protected by law.
Hazing or any acts of discrimination that injures, degrades, or disgraces another person
or group.
Willful misconduct which results in injury or death to a student or to college personnel
or which results in cutting, defacing, or other injury to any real or personal property
owned by the District or on campus.
Disruptive behavior, willful disobedience, habitual profanity or vulgarity, or the open
and persistent defiance of the authority of, or persistent abuse of, college personnel.
Interference with the normal operations of the College (e.g., obstruction or disruptions
of teaching, research, administration, disciplinary procedures, pedestrian, or vehicular
traffic, or other College activities, including its public service functions or other
authorized activities on College premises).
Failure to comply with lawful directions of College officials, faculty, staff, or campus
safety officers who are acting within the scope of their duties.
Violation of District policies or College regulations concerning the registration of student
organizations, the use of District facilities, or the time, place, and manner of public
expression.
Using or consulting sources or materials, including electronic devices, during an
examination unless expressly authorized by the instructor or as a permitted
accommodation.
Cheating, plagiarism (including plagiarism in a student publication), or engaging in other
academic dishonesty.
Dishonesty, forgery, alteration or misuse of college documents, records or
identification; or knowingly furnishing false information to the District.
Unauthorized entry upon or use of college facilities.
Lewd, indecent, or obscene conduct on District-owned or controlled property or at
District-sponsored or supervised functions.
Engaging in expression which is obscene; libelous, or slanderous; or which so incites
students as to create a clear and present danger of the commission of unlawful acts on
college premises, or the violation of lawful District administrative procedures, or the
substantial disruption of the orderly operation of the District.
Page 2 of 3
CURRENT POLICY
•
•
•
•
Persistent, serious misconduct where other means of correction have failed to bring
about proper conduct.
Transmission, copying, or use of any material in violation of any United States or state
regulation is prohibited. This includes, but is not limited to, copyrighted material,
threatening or obscene material, or material protected by trade secrets. Downloading,
viewing, storing or printing files or messages that are profane, obscene, or that use
language that is offensive or degrading to others is not allowed.
Unauthorized preparation, giving, selling, transfer, distribution, or publication, for any
commercial purpose, of any contemporaneous recording of an academic presentation in
a classroom or equivalent site of instruction, including but not limited to handwritten or
typewritten class notes, except as permitted by any district policy or administrative
procedure.
Violations of other applicable federal and state statutes and College rules and
regulations.
Additional standards of student conduct may be found in the Students Rights and Responsibility
Handbook.
Formerly BP 3100 (revised/renumbered; Adopted 5/8/12
Page 3 of 3
AGENDA ITEM FOR BOARD MEETING OF:
July 2, 2013
Title
Ellucian Agreement for Enterprise System
(Datatel Colleague) Improvements
Number
VII. F.
Area
Information and Technology Resources
Prepared by:
Matt Coombs,
Vice President
Willard Lewallen,
Superintendent/President
Status
Action
Reference
Strategic Priorities: 1, 2, 3, 4
Accreditation Standard –III.C.
BACKGROUND/SUMMARY
During 2012-13 the District has engaged in a comprehensive assessment of our core computer and
information technology systems. It became clear very quickly there is a need to improve the
capabilities of our system to enhance employee productivity, efficiency, and effectiveness.
Additionally, there is a need to enhance information tools for students so they can access many
services on their own related to academic planning. The current processes to obtain accurate data
and analytics throughout campus has too many bottlenecks and requires data investigation and
manual manipulation in order to derive even the most basic information such as student
demographics, student enrollment, and data related to student success.
Below is a chronology of key events and activities related to the assessment, review, and
recommendations.
October 30, 2012
Initial meeting with Ellucian to discuss strategy for assessing Hartnell
College utilization of Datatel Colleague.
March 13-14, 2013
Ellucian team visited Hartnell College and performed an assessment
of core enterprise system services and capabilities. See attached
schedule of visit and the number of employees involved. Assessment
consisted of observing, interviewing, and determining effectiveness of
Datatel Colleague.
April 26, 2013
Ellucian team visited Hartnell College to present findings from
assessment conducted March 13-14 and to present tentative action
plan to address findings.
May 15-16, 2013
Ellucian team presented demonstrations of system products, modules,
and solutions that address the findings from the assessment. See
attached schedule of visit.
The action plan (attached) is focused on how Hartnell College can leverage existing investments,
improve on business processes, and add critical software additions to meet strategic needs of the
District. The action plan includes the following improvements/enhancements that support the
Board-adopted strategic priorities.
Student Success
Improve utilization of Colleague
Utilize Communication Management
Implement Degree Audit and Student Planning
Implement Colleague Portal
Student Access
Roll out new Web Advisor (Student Self-Service) - PAWS
Implement Instant Enrollment
Implement Ellucian Mobile
Employee Diversity and Development
Implement On Demand Training Library
Initiate Ellucian training on Fridays
Effective Utilization of Resources and Innovation and Relevance for Educational Programs and
Services
Migration to SQL Server version of Colleague
Increase use of Communications Management
Chart of Accounts Restructure
Implement Web Time Entry
Bring Degree Audit to current (and enter transfer equivalencies when student first matriculates)
Utilize Academic Probation rules
Revitalize the Continuing Education program
Facilities (renaming buildings)
Track faculty credentials and qualifications
Utilize the Fixed Assets module
Utilize Colleague Waitlist functionality
Implement a co-curricular transcript for students
Roll out new Colleague UI and Student Self-Service Finance Views
A key component and major cost item ($240,000) of the action plan and agreement (attached) includes
an Ellucian-provided project manager who will be on site full-time for 12 months during the
implementation.
RECOMMENDATION
The administration recommends the Board of Trustees approve the agreement with Ellucian to provide
professional services and new products in support of the action plan to improve the effective utilization
of Datatel Colleague.
BUDGET IMPLICATION
(Budgeted item)
Fund:
Capital Outlay Fund
Amount
$699,040
Total
$699,040
HARTNELL COLLEGE
Action Planning Discovery Agenda
March 13-14, 2013 – CAB-112
Day 1, Wednesday, March 13, 2013
Time
Identified Group
8:15 – 8:30 am Project Lead & Executive Sponsors
8:30 – 9:30 am
IT staff
9:30 – 10:15 am
Counseling/Advising - CALL-110
10:15 – 10:30 am
Break
10:30 – 11:00 am
Admissions and Records Office
11:00 – 12:00 pm
Financial Aid Office
12:00 – 1:00 pm
Lunch with Student Leadership
1:00 – 2:30 pm
Scheduling/Office of Instruction
2:30 – 2:45 pm
Break
2:45 – 3:45 pm
Faculty Contracting
3:45 – 4:45 pm
Financial Services/Payroll
4:45 – 5:30 pm
Academic Deans and Key Faculty
Day 2, Thursday, March 14, 2013
8:30 – 9:30 am Human Resources
9:30 – 10:30 am Finance Office (GL and Purchasing)
10:30 – 10:45 am
10:45 – 11:30 am
Break
Continuing Education/
Workforce Development
11:30 – 12:30 pm
Student Life/Retention Services/Degree Completions
12:30 –
1:30 –
2:30 –
3:30 –
4:00 –
Lunch
Institutional Research/Planning
Foundation and Grants
Business Advisor Prep for Executive Meeting
Executive Summary Meeting
1:30 pm
2:30 pm
3:30 pm
4:00 pm
5:00 pm
Attendees
President's Executive Cabinet
Matt Coombs, Al Grainger, Min Hu, Abel Rodarte
Mary Dominguez, LaVerne Cook, Aaron Szamos
Mary Dominguez, Irene Haneta, Lorena Nunez
Mary Dominguez, Melissa Romero, Jessica Tovar, Karen Martinez,
David Techaira, Kris Summers
Tammy Moreno, Dustin Wood, Richard Prystowsky, Abel Rodarte,
Nora Torres, Stephanie Low
Tammy Moreno, Dustin Wood, Richard Prystowsky, Abel Rodarte,
Nora Torres, Stephanie Low
Dolores Javier, Dora Sanchez, Sharon Alheit, Fred Placido, Abel Del Real
Stephanie Low, Brian Lofman, Debra Kaczmar, Renata Funke,
Zahi Atallah, Dan Teresa
HR Staff, Dora Sanchez, Dolores Javier
Dolores Javier, Dora Sanchez, Sharon Alheit, David Techaira, Al Muñoz,
Fred Placido
Willard Lewallen, Tammy Moreno, Molly Lewis, Zahi Atallah,
Stephanie Low, Al Munoz, Mary Dominguez,
Delia Edeza, Mary Dominguez, Richard Prystowsky, Kelly Locke,
Kathy Mendelsohn
Richard Prystowsky, Langston Johnson, Cheryl O'Donnell
Jackie Cruz, Al Muñoz, Sharon Alheit, Loyanne Flinn, Andy Newton
President's Executive Cabinet
Ellucian Demonstration
DAY 1
9 – 10 a.m.
SharePoint Portal
10 – 10:30 a.m.
Break
Noon – 1:30 pm.
Lunch Break
3-3:30 p.m.
Break
Overview of
College
Audience: Colleague overview presentation for the executive officers to provide a big picture view of the value of the
integrated solution—demonstrating a few choice analytical reports
DAY 2
9 a.m. – Noon
HR/Payroll
Three hours includes position budgeting/position control, benefits/deductions and leave management, hiring and
employee records management, faculty contract management, employee self-service, work-study, payroll processing and
reporting
10:30 a.m. –
Noon
1:30 -3 p.m.
3:30 – 4 p.m.
Retention Alert
Student Planning
Includes demonstration of student, faculty, and administrative points of view.
Audience: General, all types of users, people responsible for constituent engagement, student representatives, student
services, faculty, etc.
Audience: student services, student affairs, retention officers, counselors and advisors, financial aid
Audience: academic advisors, student representatives, student services, admissions and records
Audience: human resources, payroll, and interested folks from business office
Noon – 1:30 pm.
1:30-4:30 p.m.
Lunch Break
Finance
Three hours, includes financial statement generation, projects accounting, budget management, purchasing, payables,
approvals management.
Audience: business office, budget officer, purchasing, accounts payable.
This can be broken down to 90 minute segments, to allow for more specific audience
Hartnell Community College
Action Plan
Sharon Keith, M.A.
Business Advisor
April 2013
Goals and Objectives ..............................................................................................3
Maximize Your Ellucian Enterprise Platform ........................................1
Hartnell Community College’s Strategic Goals.....................................2
Action Planning Goals and Overall Findings.........................................3
Challenges and Recommendations ........................................................................4
Fundamental Institutional Challenges .................................................5
Do more with less............................................................................5
Create a culture shift.......................................................................5
Continuous Learning Environment ..................................................6
Improve Reporting Capabilities .......................................................6
Improve Utilization of Existing Functionality ..................................7
Recommendations................................................................................8
Establish a Support Structure to Sustain Success ............................8
Optimize Your Current Technology Investment ..............................8
Benefit from Strategic Technology Solutions ..................................9
Strategic Solution Descriptions ..........................................................10
Ellucian Recommended Service Solutions ..........................................11
Let’s Get Started ...................................................................................................14
Goals and Objectives
Maximize Your Ellucian Enterprise Platform
Hartnell Community College has been an Ellucian client since December 19, 1997 with the shared mission of providing
superior services to students, faculty, and staff. Ellucian’s offerings have expanded significantly to include technology
serving both the administrative and academic community.
Hartnell Community College has made a strategic decision to evaluate its educational enterprise platform and realign
critical business processes to achieve its strategic goals.
At Ellucian, we appreciate the opportunity to collaborate with you on this initiative and are confident that our in-depth
Action Planning process will provide you with a solid foundation to help you optimize your existing Ellucian solutions,
accelerate institutional effectiveness, and enhance student and staff success.
We have evaluated the information obtained during the Ellucian evaluation that Hartnell Community College’s team
participated in with your Business Advisor, Sharon Keith, on March 13-14, 2013. In this Action Plan, we present findings
based on these evaluations along with our prioritized recommendations and a suggested timeline to maximize your
Ellucian enterprise platform.
A major emphasis of our proposed plan focuses on helping you leverage your existing investment in Ellucian solutions
and align business processes with strategic goals to achieve your most imperative results.
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 1
Hartnell Community College’s Strategic Goals
The following are specific goals identified in the Hartnell College Board of Trustees Strategic Priorities that can be
supported by maximizing your Ellucian enterprise education platform. Ellucian’s solutions are intended to support the
achievement of these goals using the most cost effective and integrated technologies and business processes.
HARTNELL COMMUNITY
COLLEGE STRATEGIC GOALS
ELLUCIAN RECOMMENDATIONS
Student Success
Improve utilization of Colleague to increase accuracy and availability
of data; Improve utilization of Communication Management to
increase communications with students; Implement Degree Audit
and Student Planning to increase student completion goals;
Implement Colleague Portal to increase communications with
students and to build a greater sense of community.
GOAL 2
Student Access
Roll out new Web Advisor Self Service functionality (i.e. Hartnell
PAWS) for greater student access to information; Implement
Colleague Portal to increase student access to information;
Implement Ellucian mobile to support student requests for access via
mobile devices; Implement Degree Audit and Student Planning to
increase student access to matriculation information; Implement
Instant Enrollment to enable online registration of continuing
education courses
GOAL 3
Employee Diversity
and Development
eLearning Library to expand and continue staff training on Colleague
for greater utilization of Colleague and to support staff development.
GOAL 4
Effective Utilization of
Resources
Conduct Colleague cross functional training and consulting in all
areas to more effectively utilize existing functionally and understand
Colleague across all departments; Engage in Business Process
Mapping in all departments to streamline and document processes.
GOAL 5
Innovation and
Relevance for
Educational Programs
and Services
Implement Degree Audit and Student Planning to assist with course
planning and course scheduling projections; Implement Colleague
Reporting and Operating Analytics (CROA) for academic program
planning and relevance, course planning and relevance and
enrollment projections.
GOAL 6
Partnerships with
Industry, Business,
Agencies, and
Education
Improve use of Communication Management with outside
constituencies to improve relationships via regular and targeted
communication; Improve the Hartnell website to increase usability
and highlight Hartnell events and student successes.
GOAL 1
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 2
Action Planning Goals and Overall Findings
Dr. Willard Lewallen, Superintendent/President at Hartnell Community College, engaged Ellucian to evaluate the overall
use of your Ellucian solutions by institution staff and determine where opportunities exist to increase efficiencies and
maximize return on investment.
The primary objective in conducting the Action Planning evaluation process on 3/13/2013 and 3/14/2013 was to align
the institution’s goals with actionable initiatives that will result in increased productivity and resource savings over time.
Key outcomes of the Action Planning process are to:

Improve utilization and efficiencies of the Ellucian solution

Explore new technologies that will enhance staff, faculty, and student success

Establish a support structure to sustain success
The Action Plan findings and recommendations represented in this report are focused on strengthening operational
excellence and improving the student experience to support the continued growth and success of Hartnell Community
College.
Several high-level observations resulting from the onsite evaluations include:

Majority of processes are paper-based with minimal use of rules to automate

Staff is highly motivated to improve the use of Colleague and become more efficient

Most staff noted a significant lack of training in the use of the system’s basic and advanced features resulting in
a heavy reliance on IT to find the answers

Staff has strong reliance on IT for report creation and query support. The current reporting production requires
extensive manual manipulation and IT intervention.

Faculty and office staff expressed a desire to extract data and run their own reports

Most staff interviewed were unaware of some key functionality that existed

Reporting requests & some department process setups are centralized to IT & IR
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 3
Challenges and
Recommendations
Fundamental Institutional Challenges
Now more than ever higher education institutions are facing critical challenges that must be met head-on in
order to achieve institutional strategic goals. While various departments are using certain modules quite
effectively, our in-depth, campus-wide evaluation has determined that most departments are using the
system independently. There is minimal data sharing and inter-communications and most departments
are not using the solution to its fullest potential.
During the onsite discoveries we heard some common challenges described by participants across campus.
By addressing these challenges as part of a holistic Action Plan, your institution will be better prepared to
face today’s emerging trends and will be more agile to handle tomorrow’s unique challenges.
Do more with less
Today’s budget challenges have all institutions looking to "do more with less." Your mandate is to offer
more and better services to students and staff, while at the same time reducing your institution’s costs.
It’s never been more imperative to automate the entire student lifecycle—from when a student is first
recruited by an institution to relationship management after a student graduates.
By enhancing the use of existing solutions you can leverage numerous automation features to cut down on
your staff’s cumbersome (and often error-prone) manual processes. Automation provides a more
repeatable, reliable, and efficient means for things such as communicating with your students and printing
reports, schedules or bills that are needed on a regular basis.
An aggressive and targeted plan to help you optimize your investment in Ellucian technology, streamline
your campus-wide workflow, and automate your strategic business processes will enable everyone on your
staff to reduce the total cost of ownership of your technology and offer better service to students.
Unfortunately, many departments at Hartnell Community College are not taking advantage of existing
automation features and instead are relying on manual, paper-based and batch processing efforts to
accomplish critical tasks.
A few examples from the findings that support the need for change include:

Every term 3 full days are spent reviewing faculty contract and load information and then sending
this information to the departments for additional verification.

Projects and grant information is being maintained outside of Colleague. Greater efficiencies and
reporting would be experienced using the Projects Accounting module in Colleague.

Data integrity is an issue across the database resulting in inconsistent and inaccurate reporting
which requires hours of manual massaging and manipulation of data. Training is needed in all areas
and an easier end user reporting tool will allow all departments to review data on a regular basis.
Create a culture shift
The business of higher education has changed. Limited no longer to administrative and back office
functions, the business of higher education today demands focus on a blend of domains across the
campus—from teaching and learning to strategic planning.
In the face of dynamic change, your faculty and staff must learn to adapt quickly and act strategically in
order to accelerate institutional effectiveness and achieve results at your institution. Unfortunately, many
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 5
departments at Hartnell Community College have numerous long-term employees who are used to doing
the same things in the same ways, and they often don’t have the time or ability to implement new
capabilities and processes to increase their operational effectiveness.
Today’s higher education administrators face increasing demands to be more effective and accountable
when managing their institution. It’s never been more important to build a culture of proactive leadership
based on individual ownership and accountability.
By creating this culture shift at Hartnell Community College you will be positioned for the rapidly evolving
future of education—with more efficient processes, increased student satisfaction and retention, improved
employee morale, and noticeable campus-wide progress toward priorities and business goals.
A few examples from the findings include:

The HR department heavily manages the process of instructor entry. Assignment contracts
workflow is best served if the instructor entry began at the departments.

The college owns Web Time Entry and has tried to implement previously without success. They
need a champion at the executive level to support this roll-out. Currently staff is entering time
cards manually (approximately 400 at 2 minutes a time card every week).
Continuous Learning Environment
Across every department, virtually every employee voiced their interest in obtaining additional training and
support to enhance their productivity, increase operational effectiveness, and enhance the student
experience.
Due to tightening budgets, shrinking resources, and employee turnover, the Hartnell Community College
team faces a critical lack of solution training, plans, business processes, and documentations.
In order to propel Hartnell Community College forward and achieve strategic goals, it is imperative to
establish an environment of continuous learning, where system users are encouraged to gain training to
enhance their skills and capitalize on vital new capabilities. Ellucian offers numerous training opportunities
– both in-person and online – that can help your team learn how to optimize the impact of your enterprise
education platform.
A few examples from the findings that support the need to address this challenge include:

Staff wants to use Colleague to flag academic probation but need consulting.

Staff wants to use Communications Management (contracts, vendor communications, staff
communications) but need training.
Improve Reporting Capabilities
In an era of increasing need for accountability, it’s never been more important to have key metrics at your
fingertips to monitor your institution’s performance and meet critical institutional reporting requirements.
Your ability to be agile in your response to the challenges of the higher education environment is
predicated on your ability to stay ahead of the curve.
Ellucian’s suite of reporting offerings can provide a significant improvement for the management and staff
to allow accurate planning and forecasting to provide critical insight into the institution today and for the
future.
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 6
During our evaluations staff reported the need for improved reporting capabilities and a preference for less
reliance on Information Technology staff to provide reports necessary for day to day operations.
Some of the findings that support this need include:

The nursing/health department has to report to 4 different accrediting bodies and they cannot
consistently and accurately access data

An Excel spreadsheet is being used in Counseling/Advising to report to the departments on fill
rates, drops, FTES, census dates. The information is not being pulled from Colleague but is
manually created and edited which takes a minimum of 40 hours to develop each term.
Improve Utilization of Existing Functionality
Hartnell Community College and Ellucian have been partners for <#> years. During that time Ellucian has
continued our commitment to providing expanded capabilities and campus-wide solutions which will better
serve your institution.
At the same time natural events such as staff turnover, growing competition within higher education, and
expectations for more analytical reporting created the need for Hartnell Community College to leverage
more efficient and effective ways to use existing and emerging Ellucian solutions.
Ellucian’s proposed methodology for improving utilization and effectiveness of your existing solutions
involves bringing our experienced subject matter experts onsite to consult and implement best-practice
business processes as they pertain to new solutions and advanced functionality within the existing system.
Our approach for Hartnell Community College is prescriptive, with a commitment of focusing on current
industry best practices and regulatory compliance.
A few opportunities to capitalize on best practices discovered during our evaluations include:

Hartnell rents facilities to external organizations but the billing is not being handled in Colleague.
This results in over 50% of the invoices not being paid because it is not in Colleague and therefore
not being tracked.

The Satisfactory Academic Process (SAP) rules haven’t been reviewed in the last 5 years. These
should be reviewed at least yearly.

Return of Title 5 process needs to be reviewed and updated to ensure compliance with federal
mandates.

There are currently two AR types being kept in Colleague (one for Student receivables and one that
FA posts). Need to consolidate to one AR type.

Consulting is needed to help improve eligibility rules to accommodate non-verified selected
students. Currently the staff reviews thousands of records manually to ensure compliance.
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
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Recommendations
Hartnell Community College has been an Ellucian client since 1997 and has achieved significant results and
progress in many areas throughout the campus including Continuing Education/Workforce Development,
Scheduling/Office of Instruction, Admissions and Records, Counseling/Advising, Financial Aid, Finance Office
(GL and Purchasing), Human Resources, Information Technology, Foundation and Grants, Institutional
Research & Planning, Financial Services/Payroll, Student Life/Retention Services/Degree Completion and
Academic Deans and Key Faculty, all of which participated in our onsite interviews.
Since that time, Ellucian has continued its commitment to institutions such as Hartnell Community College
by developing powerful new functionality, capabilities and service offerings that will enhance the overall
performance and efficiency of the solutions currently in place at Hartnell Community College.
Our recommendations are focused on solutions that result in increased staff efficiencies and automation
that will support a culture of continuous process improvement. The objective is to provide actionable
initiatives that will focus your efforts on enhancements that are directly aligned with your institutional
goals. These recommendations are based on years of best practice experience with hundreds of
institutions such as Hartnell Community College in combination with the information gathered during the
onsite discoveries.
Our goal is to help you capitalize on available solutions to achieve institutional excellence and student
success.
Establish a Support Structure to Sustain Success
Creating a strong support structure and a culture of continuous learning will help Hartnell Community
College achieve and sustain long-term success with its Ellucian solutions. Our evaluation of Hartnell
Community College’s current technology infrastructure has uncovered several opportunities for
strengthening processes and culture to achieve maximum results over the long term.
These evaluations resulted in the following opportunities to establish a support structure:

Promote cross-functional teams when process mapping the multi-department initiatives

Schedule “Ellucian Fridays” for end user collaboration and testing in the lab

Document end-user procedures

Move to a culture of planning, accountability and timelines

Commit to funding annual training and user conferences for staff
Optimize Your Current Technology Investment
We have identified several areas where Hartnell Community College is not currently taking full advantage of
Colleague’s capabilities and system-wide integration. Our recommendations are focused on taking actions
that result in increased staff efficiencies and process automation to support a culture of continuous process
improvement. The objective is to provide actionable initiatives that will drive staff efficiencies and student
success—both immediately and over a multi-phase rollout period.
Based on our evaluation the recommendations below represent opportunities for Hartnell Community
College to optimize current technology solutions and take full advantage of the solutions already in place.

Increase use of Communications Management
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 8

Chart of Accounts Restructure

Implement Web Time Entry

Bring Degree Audit to current (and enter transfer equivalencies when student first matriculates)

Utilize Academic Probation rules

Revitalize the Continuing Education program

Facilities (renaming buildings)

Track faculty credentials and qualifications

Utilize the Fixed Assets module

Utilize Colleague Waitlist functionality

Implement a co-curricular transcript for students

Roll out new Colleague UI and Student Self-Service Finance Views
Benefit from Strategic Technology Solutions
Ellucian has a singular focus on helping educational organizations succeed in today’s dynamic environment.
As such, we have leveraged our long-term collaboration with our clients and the broader education
community to develop solutions that drive innovation across the student lifecycle.
Our evaluation of challenges and institutional strategic goals at Hartnell Community College has uncovered
several opportunities where investment in new technologies can deliver significant return on investment
over the course of a multi-phase plan. Our evaluations across campus resulted in the following
recommendations:

In today’s connected world, people expect, and deserve technologies that help them engage with
your institution as easily as they engage with their favorite app. But the mobile market is volatile
and changing and finding a flexible, cost-effective way to support your mobile initiatives hasn’t
been easy. Ellucian Mobile brings together the best of Ellucian Mobile Access and Ellucian Mobile
Connection into a single new approach to help colleges and universities advance mobile initiatives
faster and extend applications and services to a broad range of campus stakeholders.

In today’s competitive environment Hartnell Community College is looking for better ways to
engage constituents, deliver distinctive experiences, and develop the lasting relationships that will
make a difference to the future of your institution. Students, faculty, administrators, and other
stakeholders have come to expect a familiar and seamless user experience when they go online.
Additionally for you and your colleagues, instant access to the information that resides in your
institution’s data engines is nothing short of mission-critical. Colleague Portal offers complete
integration with every service and data element in your ERP solution, as well as single sign-on to
third-party applications and reporting tools.

Microsoft SQL Server enables users to manage their IT infrastructures easily with automated
diagnostics, tuning, and configuration to reduce operating costs and maintenance, and to manage
easily very large amounts of data. Across all areas of higher education, there is mainstream support
for SQL, so it is relatively easy to find qualified IT staff to maintain and support Microsoft SQL Server
environments. As a standardized database platform, SQL Server enables programmers to better
focus on their activities – including data management, training, and security practices.
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 9
Strategic Solution Descriptions
Descriptions of the most strategic recommended solutions have been provided below. Additional
information on all recommended solutions can be found at http://www.ellucian.com/Solutions/A-Z/ .
Please contact your Business Advisor, Sharon Keith, for additional information.
ELLUCIAN MOBILE
COLLEAGUE SELFSERVICE STUDENT
EDUCATION PLANNING
COLLEAGUE PORTAL
ELLUCIAN MOBILE is a comprehensive and extensible mobile platform
that provides you with a complete mobile ecosystem that supports
the mobile strategy that’s right for your institution. With Ellucian
Mobile, you can deliver a complete mobile solution that can be easily
integrated with existing—and constantly evolving—IT platforms and
strategies, controlled to look the way you want, and extended to
include any additional mobile service you believe are important to
your constituents – from bus schedules to library integration. Ellucian
Mobile provides you with implementation and customizations
options and leverages common and standard mobile framework –
native and Web all to achieve the best user experience. Ellucian
Mobile is true to the Ellucian XE vision. It’s a comprehensive mobile
platform that will evolve with an ever changing mobile and higher
education world while protecting your investment.
Self-Service Student Education Planning transforms the student
experience by helping them explore and compare different programs
and make better/easier decisions about what courses to take and
when. It is designed for advisors to approve and document student’s
course plans for the upcoming term or terms. Advisors review
educational plans online, detailing each student’s course
requirements needed to complete a degree, and allowing students
the convenience of accessing their plans 24x7 via WebAdvisor.
Registration can be limited to the approved educational plan, if so
desired, with Registration Rules. Progress is mapped for each
student’s course requirements enabling institutions to more
accurately forecast course demand, allocate appropriate resources,
and more efficiently use those resources.
Colleague Portal is a student web portal that offers complete
integration with every service and data element in Colleague® by
Ellucian, as well as single sign-on to third-party applications and
reporting tools. Instead of jumping between multiple systems,
databases, and screens looking for data, you’ll spend more time
connecting points of information to produce valuable analyses.
Colleague Portal gives students, faculty, staff, and alumni fingertip
access to all the information and resources they need. And
knowledge workers can view critical information and build
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 10
dashboards that provide up-to-the-minute graphical representations
of key performance indicators across campus. Dozens of pre-built
personas targeting specialized higher education institutional roles–
such as advisor, bursar, faculty, executive, and director--provide a
singular user experience for everyone who accesses your institution’s
system.
MICROSOFT SQL
SERVER
Microsoft SQL Server is designed to scale reliably to meet the needs
of even the largest campus enterprises – including those with
extremely demanding environments. SQL Server has a proven record
in handling large amounts of data and critical enterprise workloads. In
addition, because of its scalability and flexibility, Microsoft SQL Server
offers an excellent server performance-to-cost ratio.
A distributed environment gives you the option of scalability. For
example, if one of your servers is at maximum capacity, rather than
buying a new, more powerful server, you can buy a smaller server
and deploy Colleague on two physical boxes. With a distributed
environment, there is no direct connection between the application
server and the Colleague database. All transactions from Colleague go
through the data access server. We designed the architecture to
support database independence.
COLLEAGUE
REPORTING AND
OPERATING
ANALYTICS
Reporting and Operating Analytics delivers intuitive ad hoc reporting
and powerful operating dashboards in one solution. The ad hoc
reporting tool lets you use simple drag-and-drop functionality to
build, customize, and modify canned reports. Dashboards help
executives quickly assess critical performance indicators and identify
areas for action.
Colleague Reporting and Operating Analytics is a combination of two
vital reporting elements: ad-hoc reporting and operating dashboards.
The ad-hoc reporting tool has simple drag and drop functionality to
build, customize, and modify reports and report templates delivered
by Colleague. Dashboards answer critical questions important to the
institution’s management team. Colleague Reporting and Operating
Analytics also include data marts and a series of pre-written, ad-hoc
reports spanning all system areas and offices at your institution.
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 11
Ellucian Recommended Service Solutions
As the demand for proficiency and efficiency grows at your institution, it is critical for you to find creative
ways to work more effectively and achieve results. Ellucian Services provides a broad range of consulting
options to help you align your institution’s tactical efforts with your strategic goals, processes, culture, and
resources. That’s how we ensure that every step your institution takes is a step in the right direction.
Below is a short description of the services that are being recommended as part of this holistic Action Plan
Report. Additional information can be requested through your Business Advisor, Sharon Keith.
ELLUCIAN APPLICATION
CONSULTING SERVICES
At Ellucian, we offer the implementation services your institution
needs to help build a solid digital framework and get the absolute
most out of your technology investments. Thanks to our proven
methodology, our team of consultants works with you to determine
an implementation plan that keeps your campus online throughout
the entire implementation process. And because of our extensive
experience working with institutions of higher education like yours,
we’re adept at delivering on time—and on budget—implementations
that maximize the value of your investment.
Project Management
To make sure your projects are strategically implemented, on time,
and on budget, Ellucian developed a formal process to manage your
project through its full life cycle.
Ellucian Delivery Methodology
Our unique methodology, developed specifically for higher education,
is based on a collection of best practices and Project Management
Institute (PMI) standards. This methodology is used by our delivery
teams to implement all of our customers’ projects, whether large fullscale ERP systems or specific project components. It allows us to
establish clearly defined controls and project deliverables to ensure
that deadlines are met, budgets are adhered to, and quality is
preserved.
This approach enables you to maintain management oversight of
critical, enterprise-wide projects, while we help you conduct the best
possible implementation.
Program Management Office
To ensure that our processes and standards always stay in check—
and so our customers’ implementations stay consistent and on
target—we run our project management and delivery services
through a program management office that defines and maintains
policies and standards. That way, our project managers have the
controls they need to assure our partner institutions experience a
thoroughly effective implementation.
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 12
BUSINESS PROCESS
MODELING
By engaging with institutional stakeholders and leadership, Ellucian
process experts can help you identify “future state” business
processes that support your strategic goals and then deliver the tools
you will need to support those business processes with agility and
efficiency. We deliver a clear set of initiatives, action items, and
requirements to help you achieve your future state model.
On-site sessions are delivered by Ellucian consultants working with
institutional personnel to determine the future state of the key
processes.
Together, we:

Define the process

Identify inefficiencies

State the process goals and align the process to the strategic
goals of the institution

Identify the people and technology critical to the success of
the process

Identify initiatives, actions, and steps to achieve the future
state
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 13
Let’s Get Started
Realizing the Strategic Vision
Executive leadership at Hartnell Community College must commit to aligning people, processes and
technology to effectively accomplish the mission and vision of the College. This commitment will be
evidenced in allocating of financial and human capital resources to projects that position the College for
continued success. No individual division, department, or executive leader can assume the challenge
alone. The College as a whole must commit to pursuing the vision as a cohesive unit.
In this time of budget reductions, stagnant enrollments, and outcomes-based funding models, the time to
evaluate and improve business processes and explore reallocation of resources has never been more
critical. Ellucian believes that executing the recommendations presented in this Action Plan will result in
substantial staff productivity gains and an enhanced and more personalized user experience for students
and staff.
The journey begins with the excitement generated from this assessment and the recommendations it
contains. Success will be realized when College leadership and stakeholders move from reading our report
to taking action to implement change.
Timeline for Success
Hartnell Community College and Ellucian will work together to achieve maximum results for the College
over time. The Ellucian team has worked together to create an optimized timeline to implement the
recommendations included in this report. The timeline on the following page is a living, breathing
document, and the Ellucian team will work closely with all key stakeholders and leadership to adjust as
necessary to ensure institutional success.
Next Steps
With the move toward expanded offerings and enrollment growth, the time to evaluate and improve
business processes has never been more critical. Ellucian believes that executing the Action Plan
presented to Hartnell Community College will result in substantial staff productivity gains and an enhanced
and more personalized user experience for students and staff.
Next steps to begin driving results are:
STEP 1: PRIORITIZE ELLUCIAN RECOMMENDATIONS
STEP 2: EXECUTIVE TEAM APPROVALS
STEP 3: DEVELOP PROJECT PLAN
STEP 4: ALLOCATE RESOURCES
We welcome the opportunity to partner with Hartnell Community College in defining and achieving best-inclass models of operational excellence and student success.
Let’s get started.
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 15
Action Plan Proposed Timeline
Phase 1
Phase 2
Degree Audit
Phase 3
Action Plan
Revisit
Student Planning
SQL Migration
Web Time Entry
Fixed Assets
Chart of Accounts Restructure
UI 4.x
Projects
Accounting
Self Service
Student Finance
HR Workflow
Employment Actions
Colleague Reporting and
Operating Analytics
Colleague Portal
Department Usage Audits (A&R, Human Resources, Financial Aid, Accounts
Receivables/Cash Receipts, Financials)
Department Business Process Mapping (A&R, Human Resources,
Financial Aid, Accounts Receivables/Cash Receipts, Financials)
Ellucian
Mobile
Department Consulting (A&R, Human Resources, Financial Aid, Accounts
Receivables/Cash Receipts, Financials)
Project Management
May – Dec
2013
Jan - Mar
Apr - Jun
Jul - Sep
2014
Oct - Dec
Jan - Mar
Apr - Jun
2015
Jul - Sep
Oct - Dec
© 2013 Ellucian. All Rights Reserved – Confidential & Proprietary
© 2012 Ellucian. All Rights Reserved – Confidential & Proprietary
Page 16
AGENDA ITEM FOR BOARD MEETING OF:
Title
July 2, 2013
Number
VII. G
Amend Resolution No. 13:5, Early
Retirement Incentive for STRS Members
Area
Office of the Superintendent/President
Prepared by Willard Lewallen
Superintendent/President
Status
Action (Roll-call)
Reference
Strategic Priorities 3, 4
Accreditation Standard – III.A.2
BACKGROUND/SUMMARY
The board of trustees adopted Resolution No. 13:5, Early Retirement Incentive for STRS
Members on May 7, 2013 for the purpose of offering an early retirement incentive to qualified
full-time STRS members. The adopted resolution contained a provision that a minimum of
seven retirees would be necessary to implement the early retirement incentive. Per Education
Code Section 22714, the outcome of the early retirement incentive cannot result in any
additional expense to the District. Provided that it is cost neutral, it is not necessary to require a
certain number of employees to retire. The amended resolution for consideration removes the
requirement that seven (7) employees must retire to implement the retirement incentive.
However, regardless of the number of retirees, the early retirement incentive can only be
implemented if it is cost neutral to the District.
RECOMMENDATION
The administration recommends that the Board of Trustees amend Resolution No. 13:5
supporting the implementation of an early retirement incentive program for STRS members.
HARTNELL COMMUNITY COLLEGE DISTRICT
RESOLUTION 13:5
Early Retirement Incentive for STRS Members
On motion by______________, seconded by _________________ the following resolution is adopted:
WHEREAS, Education Code Section 22714 provides that a school district may permit members
of the State Teachers’ Retirement System who retire to receive up to two years of additional service credit
at the time of retirement; and
WHEREAS, the employing school district shall pay to the State Teachers’ Retirement Fund an
amount equal to the actuarial present value cost of the additional service credit, and a fee to cover
administrative costs; and
WHEREAS, the Hartnell Community College District wishes to make this program available to
members eligible for retirement and who retire within the designated program period of May 8, 2013
through July 7, 2013; and
WHEREAS, the Hartnell Community College District makes the offer to eligible members, it
does so contingent upon realizing a total neutral cost to the District, and a minimum of seven members to
retire; and
WHEREAS, the Hartnell Community College District places a contingency upon the offer, all
members who submit retirement letters relying on the conditions of the offer may withdraw their letter
should the contingency nullify this resolution.
NOW, THEREFORE, BE IT RESOLVED, that the Governing Board of the Hartnell Community
College District hereby adopts this program, and
BE IT FURTHER RESOLVED that eligible employees’ effective date of retirement under this
program be after this resolution is adopted and before July 7, 2013.
PASSED AND ADOPTED this 2nd day of July 2013, by the Hartnell Community College District Board
of Trustees of Monterey and San Benito counties, California.
I, Willard Lewallen, Secretary of the Board of Trustees of the Hartnell Community College
District, do hereby certify the foregoing to be full, true, and a correct copy of a resolution adopted by the
said Board at its regular meeting on July 2, 2013, which action is contained in the minutes of the meeting
of said Board.
AYES:
NOES:
ABSENT:
_______________________________
Board President
______________________________
Dr. Willard Lewallen
Secretary of the Board
AGENDA ITEM FOR BOARD MEETING OF:
Title
Construction Update
Area
Facilities, Operations & Asset Management
Prepared by: Joseph Reyes, Director
July 2, 2013
Number
VIII. A.
Status
Information
Reference
Strategic Priority – 4
Accreditation Standard – III.B.
BACKGROUND / SUMMARY
Each month, the Board of Trustees receives an oral and written report on current design,
planning, and construction projects. Completed projects are removed from the report and current
activities are updated monthly. The construction consultant and district manager are available at
the meeting to answer questions
RECOMMENDATION
None, no action required by the Board of Trustees
HARTNELL COLLEGE
Construction Update
Prepared by Joseph Reyes, Director, Maintenance
Presented to the Board: July 2, 2013
CURRENT PROJECTS
1.
2.
Technical Training Building (813028) – 2010 – Hartnell issued a request for qualifications (RFQ) for
architectural services related to the design of the Technical Training Building on the Alisal Campus. A total
of eight firms submitted a RFQ. A group of faculty and staff (the users of the building) met and shortlisted a
total of 5 firms for interviews. The users then interviewed the firms and they selected NTD based off of
previous similar project experience and cost.
May 2010
Approved NTD architect firm of Salinas
January 2012
Plans submitted to (DSA) Division of State Architects
August 23, 2012
Project out for rebid
October 2, 2012
Board awarded contract to Dilbeck and Sons of Salinas, CA
CAB Building First Floor/North Remodel (814001) – 2012 The renovation will accommodate
humanresources, vice president of academic affairs, deans, TRiO program, and supportstaff.
April 2, 2013
Board awarded contract to Tombleson Inc., of Salinas, CA
3.
CAB Elevator (840104) – 2013 An elevator will be installed on CAB north side of the building. Currently,
the elevator in CAB south is not reliable and often breaks down. The new elevator will tie into the CAB
ADA compliance work and make it easier for students coming from the main entrance, 411 Central Avenue,
to get to the second and third floors of CAB.
4.
CAB ADA Compliance (840103)- 2013 The area on the west side of CAB will get a complete ADA
upgrade to all of the pathways. In addition, the mote, which is between the Student Center and CAB, will be
filled allowing better access between two buildings.
5.
Science Building (813026)- 2013 56,690 sq. ft. Building, State of the Art Classrooms, Labs, and
Technology. State of the Art Planetarium.
OCCUPIED PROJECTS IN FINAL STAGES OF COMPLETION
Alisal Campus Center for Applied Technology (in DSA close out process)
CALL Building (in DSA close out process)
COMPLETED PROJECTS*
Date Closed Out
October 2004
November 2005
June 2006
December 2008
February 2009
Project Name
Campus Infrastructure Phase I
Parking Structure
Learning Resource Center (LRC)
CAB Refresh #1
CAB Refresh #2
Page 1 of 2
September 2010
September 2010
December 2010
June 2010
January 2011
April 2011
August 2011
September 2011
September 2011
December 2011
December 2011
January 2012
January 2013
January 2013
April 2013
June 2013
June 2013
June 2013
June 2013
Lighting Phase II
CAB Refresh #3
Pool Renovation
NE Landscape Project
CAB Refresh #4
Alisal Landscape Project
City Sidewalk Replacement
City Sidewalk Phase II
Alisal Campus Sign
Alisal Campus Bus Turnaround
CAB Boiler/Chiller and Roof Replacement
Campus Infrastructure II
Alisal Campus Additional Parking
Student Center
Annex Demolition
Campus Safety & Security Improvements
Campus Maps & Directional Signage
PE Field House
Solar Canopy Structures, Alisal Campus
*Completed means that all of the claims and paperwork have been submitted and no further action/claims on this
project will be forthcoming from the District.
Future Projects
CAB Building 1ST Floor /South
Merrill Hall Remodel
Keyless Entry
Project
1) Technical Training
Building
2) CAB 1stFloor/North
Remodel
3) CAB Elevator
4) CAB ADA
5) Science Building
Budget
$6,402,850
Funding Source
Measure H
$1,850,000
Measure H
$491,500
Measure H
$541,500
Measure H
$28,065000
Measure H
Page 2 of 2
AGENDA ITEM FOR BOARD MEETING OF:
Title
Budget Update 2012-13 and 2013-14
Area
Office of Administrative Services
Prepared by: Alfred Muñoz,Vice President
July 2, 2013
Number
VIII. B.
Status
Information
Reference
Strategic Priority – 4
Accreditation Standard – III.D.
BACKGROUND / SUMMARY
Provide Trustees updated budget information over the term of the fiscal year.
RECOMMENDATION
None, no action required by the Board of Trustees
6/27/2013
BUDGET UPDATE
AS OF
5/31/2013
BUDGET UPDATE 5/31/2013
Actual
Budget
%
Revenue $27.9 million $32.4 million
86.1%
Expense $28.9 m
84.7%
$34.1 m
Revenue Over Expense (Deficit) $(766,056) @ 5/31/2013
Revenue Over Expense (Surplus) $2,074,112 @ 5/31/2012
1
6/27/2013
BUDGET UPDATE 5/31/2013
2011-12
2012-13
Diff
Revenue $32.5million $27.9 million $4.6 million
Expense
$30.7 m
$28.9 m
$ 1.8 m
Cash
$6.6 m
$6.6 m
$ 0.0 m
R
Reserve
$10
$10.3
3m
$8
8.0
0m
$ 2.3
23m
Apport.
$11.5 m
$ 6.3 m
$ 5.2 m
CASH FLOW
Cash Balance 4/30/13
Receipts:
Property Taxes
Student Receipts
Apportionment
Other
Expenditures:
Payroll and Benefits
Vendor Disbursements
Cash Balance 5/31/13
$ 8,858,407
52,195
24,924
1,071,804
81,292
2
2,351,252
351 252
1,103,679
$ 6,633,691
2
6/27/2013
2013-14 BUDGET UPDATE
STATE APPROVED BUDGET
Impact to Hartnell
• COLA 1.57%
Increases Basic Allocation from $3,598,340 to
$3,654,834 = $56,494 change
Increases Revenue Per Credit FTES from $4,565
$4,636
,
=$
$71 change
g
to $
Total COLA Impact Increase: $521,189
2013-14 Budget Update
Growth/Restoration 1.63%
Impact to Hartnell
Additional FTES Funded 106.68
Revenue impact: $494
$494,198
198
3
6/27/2013
2013-14 Budget Update
Revenue Impact Summary
COLA
Growth/Restoration
Subtotal
1% Esti.
Esti Coefficient Deficit
$521,189
494,198
$1,015,387
(304 774)
(304,774)
Apportionment Increase $710,613
2013-14 Budget Update
Major Expenditure Impact
Apportionment Increase
Health Benefit Cost Increase
Solar Cost Savings
Trustee Election Cost
Estimated Salary/Wage Step Incr.
Esti. 2% Inflation supplies, etc.
Net
$710,613
(550,000)
180,000
(145,000)
(173,817)
(120,000)
($83,204)
Additional staff for 2013-14 not included in
above costs.
4
AGENDA ITEM FOR BOARD MEETING OF:
Title
Financial Statements
Area
July 2, 2013
Number
VIII. C.
Status
Office of Administrative Services
Information
Prepared by: Alfred Muñoz, Vice President
Reference
Strategic Priority – 4
Accreditation Standard – III.D.
BACKGROUND / SUMMARY
Financial statements of district funds for the period ending May 31, 2013 are attached for
information.