Program Planning and Assessment (PPA)
for Services, Offices & Non-Instructional Programs
Comprehensive Review, Annual Review & Action Plan
Spring 2015
The purpose of Program Planning and Assessment at Hartnell College is to obtain an honest and authentic view of a
service/office/program and to assess its strengths, opportunities, needs, and connection to the mission and goals of the college. The
process is based on the premise that each area reviews assessment data and uses these data to plan for improvement. The results of these
annual cycles provide data for a periodic comprehensive review that shows evidence of improvement and outlines long-range goals.
The Program Planning and Assessment process improves and increases the flow of information and data at Hartnell College. The result of
the process also improves institutional effectiveness.
Service/Office/
Non-Instructional Program
Date Completed (must be in final
form by 3/27/15)*
Date Submitted
to VP
Financial Aid/Scholarship Department
March 30, 2015
March 30, 2015
*Please note that you should work with your colleagues and supervisor/director/dean to ensure that this report is completed, revised as
needed, in its final form and submitted no later than the end of March.
List of Contributors, including Title/Position
Name
Mary Dominguez
Jessica Tovar
Monica Carrasco
Lenni Chavez
Sandra Gonzales
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Title/Position
Dean Student Affairs
Financial Aid Lead
Financial Aid Specialist
Financial Aid Specialist
Financial Aid Specialist
Clara Maldonado-Moreno
Melissa Romero
Cecilia Vasquez
Yesenia Zamora
Ben Grainger
Nathaniel McGriff
Ligia Polio
Marina Reyes
Imelda Suarez
Financial Aid Specialist
Financial Aid Specialist
Financial Aid Technician
Financial Aid Technician
Enrollment Services Specialist
Enrollment Services Specialist
Enrollment Services Specialist
Enrollment Services Specialist
Enrollment Services Specialist
VP/Division Head’s Comments (required):
I have read this comprehensive review of the Financial Aid department. I do not recommend the hiring of a full-time Financial
Aid Director. Nor do I see a need to reorganize the department. Hence, I do not recommend the reclassification of Financial Aid
technicians to Specialists. I do support increasing the hours of the ¾ Enrollment Specialist at the Alisal Campus to full-time and
the establishment of a travel budget for Financial Aid staff to support the Enrollment Specialist at the King City center throughout
the academic year.
Romero Jalomo
_______________________
Typed Name of VP/Division Head
9/11/15
______________
Date
This PPA report is organized in 3 sections and 9 subsections as follows:
I.
II.
III.
Comprehensive Review – a. Overall Service/Office/Program Effectiveness,
b. Staffing Profile, and c. Service/Office/Program Goals.
Annual Review – a. Data & Trends, b. Service/Program Modality, c. Outcomes,
and d. Previously Scheduled Activities.
Annual Action Plan – a. New Activities and b. Resource Requests.
INSTRUCTIONS
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 For services/offices/non-instructional programs scheduled for comprehensive review in spring 2015,
please complete Sections I, II, and III.
 For services/offices/non-instructional programs scheduled for annual review, please complete Sections II
and III.
I.
COMPREHENSIVE REVIEW
Please complete this section for services/offices/non-instructional programs scheduled for comprehensive
review in spring 2015. Go to Section II for services/offices/non-instructional programs scheduled for annual
review in spring 2015.
A. OVERALL SERVICE/OFFICE/PROGRAM EFFECTIVENESS
1. Describe your service/office/non-instructional program in terms of its overall effectiveness over the past
several years.
Please consider the questions below in describing your area.

What are your area’s primary functions?
The purpose of financial aid programs is to remove financial barriers that may prevent students from pursuing your educational goals. By
working on your application together, we help students understand how to pay their way through college and how they can reach their
goals more quickly.
When students access financial assistance at Hartnell, they begin to tailor their educational path to fulfill their aspirations, whether they
want to transfer to a four-year university, earn a certificate of completion, or earn an associate degree.
Financial Aid programs attempt to fill the gap that may exist between the cost of education and the money available to students from family,
employment, savings, and other resources. Hartnell’s Financial Aid programs assist students who might otherwise be unable to continue
their education due to financial hardship.
We offer a variety of financial aid programs that are funded by government and private sources to help the student get through college.
These include grants, work-study opportunities, and scholarships. Since there are so many ways to finance students education, Hartnell's
Financial Aid Office provides key information to help students access the kind of assistance to meet their unique needs.
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
How are students/employees served by the service/office/program?
To ensure full access to college for those, who due to financial disadvantages, might be denied the opportunity for post-secondary education.
The Financial Aid Office maintains a financial aid delivery system to provide timely disbursement of federal, state, and private funds to those
eligible students to assist them in remaining in college.

What are the unique aspects of the service/office/program?
The Financial Aid Department is unique in that it is the only department that can disburse both federal and state financial aid to enrolled Hartnell
students.

How does the service/office/program relate to the needs of the community?
The Financial Aid Department offers financial aid presentation to community agencies and local high schools that make a request. In addition,
we host a Cash for College event every year in February to the community at large to complete their upcoming year’s Federal FAFSA application.
In addition we offer financial aid presentations to local high schools and community agencies. Below are the number of financial aid
presentations/workshops that were held during the last three years:
2011-2012
2012-2013
2013-2014
109 Events
90 Events
86 Events
2,849 students served
2,737 students served
2,709 students served

How does the service/office/program interface/collaborate with other areas on campus?
The Financial Aid Department collaborates with the following departments
o We work with EOPS/DSPS in processing FAFSA records so EOPS/CARE/Cal Works can award their program eligible students.
o We work with the TRIO program in processing FAFSA records so they can work with their program eligible students.
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o
o
o
o
o
o
o
o
o
o
o
o

We work with Veterans Program in processing FAFSA records so they can work with student Veterans who are receiving financial aid..
We work with Admissions & Records in consultation on student residency, student fees, grading deadlines, and academic standings.
We work with Sports Counseling & the Athletic Department to ensure that they are aware of Out of State Delay of Program
requirements and deadlines for out of state student athletes.
We work closely with the Hartnell College Foundation on the disbursement of Scholarship funds.
We work very closely with the Counseling Faculty on SAP processing for financial aid students who are on disqualification.
We work with all of the Academic Dean’s Offices in interpreting both state and federal financial aid regulations.
We work very closely with the Business Office/Cashier’s Office on all financial aid disbursement processes and in reconciliation of all
financial aid awarded programs.
We work very closely with the IT department and all of the programmers in issues relating to financial aid.
We assist departments when called upon for bilingual services.
The Dean of Student Affairs/Enrollment Services works very closely with the Dean of Student Affairs and other Student Affairs Mangers
on all issues regarding financial aid and scholarship processes.
The Dean of Student Affairs/Enrollment Services works with all three Vice-Presidents on various issues of financial aid regulations.
The Dean of Student Affairs/Enrollment Services works closely with the Vice President for Fiscal Services and the College President
regarding the College’s financial aid process.
Have state and/or federal mandates/rules/certifications particular to the service/program been met?
The Financial Aid program is very heavily regulated in both Federal and State regulations. All of the staff hired must meet FSA requirements in
terms of being in good status with the Federal Student Aid Commission. They must understand the verification process, how to request and
manage FSA funds, how to disburse FSA funds, how to process overawards and overpayments, how to return FSA funds, how to reconcile all FSA
funds including reconciliation of Pell and campus based programs, they must understand the college’s accounting system and understand the
college’s financial management systems.
o
o
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The Financial Aid Department worked with the Admissions & Records Department to ensure compliance with the federal financial
aid mandate of reporting enrollment data to the National Clearinghouse several times each semester.
The Financial Aid Department has been working with other Student Affairs departments such as the Admissions & Records and
Counseling staff to ensure that we are meeting the mandates of SB1456 the Student Support Services Program including the loss of
BOGW eligibility.

What policies and/or practices, both institutionally and departmentally, have been implemented to improve
functions over the past few years?
The Financial Aid staff has worked diligently in the last several years to streamline processes both internally and externally. Here are a few of
the processes in which have been streamlined to improve services to students:
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
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Moved to a one-stop Student Services building
Merged departments with Admissions & Records
Created a new Enrollment Services Specialist position to the department.
Created a new Financial Aid Lead position to the department.
Created new Student Ambassador Positions to the department.
Implemented the processing of financial aid disbursements are made through Higher One services. This means that students have
their financial aid disbursement funds deposited directly into their own bank account or their higher one bank account.
Implemented the process of streamlining our “non-verified” student files by creating an “auto” non-verified process that uses
technology to determine student eligibility.
Re-tooled the Federal WorkStudy Program to ensure that all departments across campus that hire a federal financial aid student
understand their roles in and responsibilities.
We developed a Student Academic Progress (SAP) workshop that all students must attend prior to being able to file an appeal.
Re-tooled the Student Academic Progress (SAP) requirements and the process in which a student can file a SAP Appeal. Students
only have to file one appeal for the entire year instead of an appeal each semester.
Re-tooled the R2T4 processes.
We created a “Money Mondays” event that is held every Monday (except holidays) in the computer lab close to our office. The
open lab is available from 3pm-6pm and is staffed with two to three Financial Aid Technicians that provided one-on-one assistance
to students who need to complete the FAFSA and or make corrections.
Migrated all reports and customization for the Financial Aid Module to the new SQL Ellucian platform.
Created new web pages for the Financial Aid Department using the College’s new Drupal web platform.
All current year financial aid verification forms are on the Financial Aid web page.
Created EMAIL authorization for students to receive confidential information to avoid waiting in long lines, and for distance on line
students, faster service for students.
Assistance in the Front Counter for students needing IRS Transcripts to log in to IRS.GOV so that they can print their transcripts and
include with the Verification Forms, faster service in obtaining transcripts for verification- helps avoid returning to office.
Assistance with activation of the Higher One Panther Gold Card to ensure faster payment- (avoids slower process printing checks)
We developed a Student Loan Default Prevention Program for the College which involved constituents from across campus.
o
o

We lowered our Student Default Rate to below 30% for the last two years.
Supported the College’s Panther Prep days with financial aid presentations to students and parents.
What professional activities have staff recently (last three years) participated in?
The staff annually attends any of the following conferences to remain in compliance with training requirements.
o
o
o
o
o
o
Federal Student Aid Conference (FSA) held at the annually in December every year
California Community College Student Financial Aid Administrators Association (CCCSFAA) Annual conference held every spring
semester
Western Association of Student Financial Aid Administrators (WASFAA)
California Association of Student Financial Aid Administrators (CASFAA)
Federal Student Aid Training Sessions (Loan Default, Compliance, etc.)
3CDUG Conference/Workshops
B. STAFFING PROFILE
1. In the table indicate the number in terms of FTE. For instance, 1 full-time staff person is 1.0, and a half-time
person is .5.
Positions
Management, Supervisors
Classified Staff
Classified Staff- Part-time
Faculty Staff
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2012-13
2013-14
2014-2015
1.0
1.0
1.0
10.0
10.0
10.0
.75
.75
.75
n/a
n/a
n/a
Faculty – Part-time
Student Workers
Professional Experts
Total Full Time equivalent Staff
n/a
n/a
n/a
3.0
4.0
4.0
.5 (20 hrs)
.5 (10 hrs)
.5 (10 hrs)
15.25
16.25
16.25
2. What staffing factors/challenges have influenced the effectiveness of the service/office/program?
1. The most challenging aspect that the department faces is the lack of having a Financial Aid Director in its organizational structure. The Dean
serves as the administrator for Admissions & Records, International Students, and the Veterans Program in addition to the Financial Aid
Office. It is very difficult for both the Financial Aid Lead and the Dean to keep on top of all of the ever changing federal and state regulations
and all of the required structures that must be put into place to keep the College in Title IV Compliance. Failure to comply with these federal
regulations could result in warning, sanctions, and possible removal from all Title IV financial aid. Often times, other departments such as
the Admissions & Records, Academic Affairs and our IT department must be called in to strategize and review the new regulations for
implementation. As a result of not having a full-time Financial Aid Director, we have not been able to have regular training sessions for all
financial aid staff on key processes which have resulted in some miscommunication with students.
With such a large population of students receiving financial aid (approximately 83%) at our institution, it is especially critical that we
remain in full compliance with financial aid regulations. We have hired a retired Financial Aid Consultant for the last four years (5-10
hours per week)to assist us in writing our policies and procedures; she keeps us informed of new policy regulation changes, serves as
a resource for looking at complex financial aid process. In order to maintain federal and state financial aid compliance and to
ensure professional training for staff and improved services to students we need a Financial Aid Director position.
2. The role of the Financial Aid Technicians has also changed over the last several years in that they have to support new
processes/changes to regulations such as Return to Title IV calculations, etc. We need to look at the possibility of reclassifying this
position to reflect the duties and responsibilities that are now required.
3. As an accreditation standard, it is important that we offer students the same level of financial aid service at our Alisal Campus and
King City Center as we do at the Main Campus. Unfortunately, there isn’t sufficient funding to cover the cost of a full-time
Enrollment Services Specialist at the Alisal Campus. We also need to ensure that the same level of service is being offered to our
office site locations which means that the ESS’s at those locations need to have ongoing training on financial aid.
We need to increase the current Enrollment Services Specialist position at the Alisal Campus to full time. Currently the position is
scheduled for 30 hours per week. This would ensure that students receive services from 9am-6pm Monday-Thursday and 8am-5pm
Fridays. The current position does not work on Fridays.
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4. We need to enhance the financial aid services at the King City campus. We have had several students who have been told to come
to the Main Campus financial aid office because the ESS at the KC campus wasn’t sure how to handle the situation. We need to offer
more training to both off campus ESS’s to ensure that they are well trained and are offering consistent financial aid services. A
suggestion was made by the financial aid staff to send a current financial aid staff member to work at the KC center at least once per
week which would then support the training need as well.
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SERVICE/OFFICE/PROGRAM GOALS
1. List and describe service/office/program goals for the next comprehensive review cycle. Be sure to highlight
innovative, unique, or other especially noteworthy aspects.
In considering your service’s/office’s/program’s future goals, please review Hartnell’s vision and mission statements.
VISION STATEMENT
Hartnell College will be nationally recognized for the success of our students by developing leaders who will contribute to
the social, cultural, and economic vitality of our region and the global community.
MISSION STATEMENT
Focusing on the needs of the Salinas Valley, Hartnell College provides educational opportunities for students to reach
academic goals in an environment committed to student learning, achievement and success.
1)
Assist students with financial assistance to meet their educational goals.
2)
Package and distribute financial aid awards to students in a timely and efficient manner.
3)
On behalf of the College, remain in compliance with both federal and state financial aid requirements.
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II. ANNUAL REVIEW
This section must be completed for ALL services/offices/non-instructional programs, including those
scheduled for a comprehensive review in spring 2015.
A. DATA & TRENDS
1. Provide available data and information that define target recipients of the service/office/non-instructional
program, including numbers/size, types and characteristics/needs of current and potential users, students,
clients, and/or other relevant populations. List the sources of this data and information.
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2. Analyze and report on salient patterns and trends in this data. Given these patterns and trends in users, needs,
usage and/or other key factors, identify particularly challenging issues in service/program provision, office
functioning, and the evaluation of the service/office/non-instructional program.
The number of students served by the Hartnell College Financial Aid Department has held steady over the last three years. We traditionally
serve between 7,100-7,600 students every year. Each year, there has been a slight increase in the awards provided to students. Each year,
we are required to keep up with both federal and state mandates.
The newest financial aid program to the system is called the California Dreamers which is AB 131 which allows students who meet AB540
criteria to apply for and receive state-funded financial aid such as institutional grants, community college fee waivers, Cal Grant and Chafee
Grants. In addition, AB 130, also allows AB540 students to apply for and received non-state funded scholarships for public colleges and
universities. The challenges that the department faces is that the loading of student data from CSAC is a manual process and very time
consuming.
3. Provide any other relevant data and describe any other relevant qualitative factors that affect service/program
provision, office functioning, and the evaluation of the service/office/non-instructional program. List the
sources of this data and information.
The most challenging aspect that the department faces is the lack of having a Financial Aid Director in its organizational structure. The Dean
serves as the administrator for Admissions & Records, International Students, and the Veterans Program in addition to the Financial Aid
Office. It is very difficult for both the Financial Aid Lead and the Dean to keep on top of all of the ever changing federal and state regulations
and all of the required structures that must be put into place to keep the College in compliance. Failure to comply with these federal
regulations could result in warning, sanctions, and possible removal from a Title IV financial aid. Often times, other departments such as the
Admissions & Records, Academic Affairs and our IT department must be called in to strategize and review the new regulations for
implementation. With such a large population of students receiving financial aid at the institution, it is especially critical that we remain in
full compliance with financial aid regulations.
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B. SERVICE/PROGRAM MODALITY
1. Describe the different physical locations (campuses, sites, etc.) at which, the various delivery vehicles (phone,
online, face-to-face, etc.) through which, and the times (of day, evening, week, etc.) at which the service/program
is provided to intended recipients. Consider staffing and other resources available to serve user needs for each
location, vehicle, and time specified.
In additional to offering financial aid services at the Main Campus, we also offer financial aid resource and intake services at our King City Center
and Alisal Campus. The Enrollment Services Specialist serves as a one spot position in assisting students in Admissions & Records functions as
well as in financial aid functions.



The Main Campus hours are: Monday-Thursday 8am-6pm and Fridays 9am-1pm
King City Center hours are: Monday-Friday 8am-5pm
Alisal Campus hours are: Monday-Thursday 9:30am-6pm
2. Compare service/program quality provided across locations, vehicles, and times. Are there differences? To what
do you ascribe the differences in your service/ program? Discuss any other relevant factors regarding diverse
service/program modalities and environments.
Both the registration processing and the intake of financial aid forms and processes seem to be more prevalent here on the Main Campus than
they do at the offsite locations as the Main Campus is where all of the processing occurs. Often times, students are referred by the offsite center
staff to come to the Main Campus for more detailed information. The sheer volume of work that is conducted by the ESS’s on the Main
Campus is very different from the volume of work conducted by the two offsite ESS’s. As an example, during the first week of the spring
semester, a Main Campus ESS was asked to work at the KC Center as the ESS was out sick. In a five hour period, the ESS reported assisting 17
students. That same ESS easily assists 17 students in 30 minutes on a regular basis during peak registration times.

Another key difference that should be noted between the Main Campus and offsite locations is that the offsite ESS’s have been asked to perform
these three tasks which are part of the student success/matriculation process but are not on the current Enrollment Services Specialist job
description:


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Make appointments for Counselors
Make appointments and administer the STAAR assessment

Collect student fees; prepare receipts as appropriate; sell parking permits, produce reports from cash register to balance and
reconcile cash drawer and make deposits to Cashier’s Office.
The Main Campus ESS’s are not required to perform these functions as we have major departments to handle these responsibilities again
because of the sheer volume of students at the Main Campus.
3. Describe the process to change and improve service/program quality for the more challenging locations, vehicles,
and/or times.
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
We need to schedule regular staff financial aid trainings in addition to regular meetings in which the financial aid staff can be kept
apprised of changes/updates that occur through the Student Affairs organization so they can stay well informed. Regularly scheduled
training would help to develop more efficient services to students.

We plan on continuing to support the ongoing training of the off campus Enrollment Services Specialist throughout the coming months.
It is extremely important to continue to obtain the support of the King City Center’s Dean to release the ESS to regularly attend trainings.
C. OUTCOMES
SERVICE AREA OUTCOMES
Each service unit/office/non-instructional program develops its own Service Area Outcomes (SAOs). The outcomes should be directly
related to the work of the service unit/office/non-instructional program, challenging but attainable, and measureable. SAOs should
articulate what specifically is to be achieved; their measurement should assess how well the service unit/office/non-instructional
program is performing.
1. Please complete the following tables.
List Service Area Outcome(s) scheduled for
assessment as previously specified
What changes have occurred in the
service/office/ program as a result of
dialogue?
Was a Service Area Outcome
Assessment Summary completed
(if expected)?
Students will be able to utilize the financial aid
staff resource when completing their financial aid
application using the Department of Education’s
online FAFSA application during the Financial Aid
Money Monday’s sponsored event.
What our next steps are: Since the College
annually enrolls approximately 2,500 new/new
transfer students each year, the Financial Aid
office would like to continue reassessing their
services every two years to ensure that we
continue to maintain a high level of services to
our students.
What we looked at: We looked at
the results of our student
satisfaction survey that was
administered to students as they
were assisted by a financial aid staff
member at the front counter during
the Spring 2014 semester. We also
looked at our Money Monday event
surveys for Spring 2014 and Summer
2014.
The next assessment period will be in
Spring/Summer 2016.
What we found: The recent
student satisfaction survey results
showed that the services received
by students from the financial aid
staff were well above the 80%
satisfaction rate.
In addition, the data results from
the Money Monday event showed
that 90% of our students that were
survey found the information
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provided at the Money Monday
event to very informative. In
addition, 88% of the participants
indicated that they would attend a
similar event in the future.
Students will be able to report their level of
satisfaction with the services they receive from the
staff of the financial aid office.
Next Steps:
While the current results exceeded our
expectations, we will continue to administer
the survey every two years since the College
enrolls approximately 2,500 new/transfer
students each year.
What we found: Student Survey
Results showed of the 113 students
who responded to the survey, 100%
of the participants rated their
experience in working with the
financial aid staff as excellent or
good.
The next assessment period will be in Spring
2016
The Scholarship process will provide students with an
understanding of the eligibility criteria and process
required for applying for HC Scholarships.
Next Steps:
Since our survey results were overwhelmingly
positive, we will continue to assess our level of
service to students every two years.
The next assessment period will be in Fall
2016.
What we found: Student survey
results showed of the 45 students
that responded to the survey,
99% of the participants had
indicated that felt that the
workshop was beneficial in assisting
them in learning about apply for HC
scholarships.
99% of the participants indicated
that they found the information
provided very useful.
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List Service Area Outcome(s) scheduled for assessment in
AY 15-16
How will the Outcome(s) be assessed?
Students will be able to utilize the financial aid
staff resource when completing their financial aid application using the
Department of Education’s online FAFSA application during the Financial Aid
Money Monday’s sponsored event.
Assessment Tool:
A mixed model of quantitative/ qualitative survey. This
survey was a partially open-ended leaving students to selfreporting their level of satisfaction.
Target Date: Spring 2016
Criteria for Assessment:
Students surveyed will report a level of positive support for
the Money Monday events.
Students will be able to report their level of satisfaction with the services they
receive from the staff of the financial aid office.
Assessment Tool:
A mixed model of quantitative/ qualitative survey. This
survey has a true/false rating with students self-reporting
their level of satisfaction.
Target Date: Spring 2016
Criteria for Assessment:
Students surveyed will report at least an 80% satisfaction
rating with the services they receive from the financial aid
staff.
Financial aid processes and services will be such that students will be able to
receive financial aid disbursements in a timely fashion.
Assessment Tool:
We will be using data gathered from our student information
system Ellucian in order to determine on which of the Grant
Lists students receive their first disbursement of Pell Grant.
Target Date: End of Spring 2016
Criteria for Assessment:
The percentage of students receiving their first disbursement
of Pell Grant for the semester on the first, second, or third
grant lists will be higher when compared with the same
semester of the previous school year.
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Students will be able provide information back to the Financial Aid
Department about how they utilize electronic means (PAWS, gmail, etc.) to
access information about their financial aid status at Hartnell College.
Assessment Tool:
A mixed model of qualitative/ quantitative survey will be
administered.
Target Date: Fall 2015
Criteria for Assessment:
Students surveyed will be able to identify the means in which
electronic system they found their financial aid information.
2. Describe how service area outcomes were specifically addressed by the service/office/program during the past
year.
Was there review and analysis of the data? How did the staff engage in discussion? Were any interventions
conducted? Are there any plans to make changes/improvements in the service/office/program?
For both student learning outcomes assessments, we used a mixed model of quantitative/qualitative survey. The surveys were partially openended leaving students to self-report their level of satisfaction. The surveys were provided to students at the end of their interaction with the
financial aid staff and at the end of our Money Monday events. Surveys were tallied each week for the semesters in which the surveys were
generated.
The results were then shared with the financial aid staff at a financial aid staff meeting held the following semester. The open-ended comments
were read aloud at the meeting so that the staff could see the positive remarks that students noted. At the meeting it was decided that we
would reassess again in spring 2016 as we know we will continue to have new students that need financial aid assistance.
3. Describe assessment activities that need to be strengthened or improved. What are the challenges to achieving
these improvements?
At this time, there is no immediate need to improve the two areas that were assessed.
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D. PREVIOUSLY SCHEDULED ACTIVITIES
This subsection focuses on activities that were previously scheduled. An activity can address many different aspects of your
service/office/program, and ultimately is undertaken to improve or enhance your service/office/program, and keep it current.
Activity scheduled
What success has been
achieved to date on
this activity?
What challenges
existed or continue
to exist?
Will activity
continue into AY
15-16?
Will activity
continue into AY 1617?*
Now that the SQL
migration has occurred,
the program is currently
being re-written by an IT
consultant in the new
SQL programming
language.
This item has been placed on We are currently
the CORE IT project list from developing an
Financial Aid – Jan. 2015
assessment model for all
IT projects.
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Currently in progress
Maybe
1. Implement auto
The process was working for
populate non-verified
the most part in Spring 2014
financial aid students to RP and Fall 2014;
(ready to pay) status.
2. Develop an ISIR import
process from the CA
Student Aid Commission
(CSAC) for CA Dreamers
ISIR Records
3. Increase the hours of
the Enrollment Services
Specialist at the Alisal
Campus from 30-40 hours
Implement the online
BOGW fee waiver using
the Chancellor’s Office
new CCCApply
Reconfigure the
Satisfactory Academic
Progress (SAP) process to
ensure that it meets the
Department of Education’s
(DOE) most recent
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Budget
This item has been placed on We are currently
the CORE IT project list from developing an
Financial Aid – Jan. 2015
assessment model for all
IT projects.
This item has been placed on We are currently
the CORE IT project list from developing an
Financial Aid – Jan. 2015
assessment model for all
IT projects.
regulations.
Implement
Communication Module
(automatic emails/letters)
on such financial aid
processes such as:
 FA Award letters
 SAP notifications
 R2T4 notifications
 All FA/student
notifications
We are currently in the
process of creating the last
of the communication
tracks.
We need to have an easy
This item has been placed on We are currently
process to merge duplicate the CORE IT project list from developing an
student records.
Financial Aid – Jan. 2015
assessment model for all
IT projects.
Go back to having the District
provide matching funds
(25%) in support of the
Federal Work Study Program
(FWS)
Currently in progress
Maintenance only
Yes
Yes
Yes
Yes
This was completed in the
2013-2014 year.
Develop better
queries/reports for FA
analysis
Merge Student Account
Receivables (AR) and
Financial Aid (FA) into one
student account.
Purchase and implement a
new software system for the
maintenance and review
process of student
scholarships
This was completed in the
2014-2015 year.
This has not been started
The Foundation must
support the purchase of
this program.
* For each activity that will continue into AY 2016-17 and that requires resources, submit a separate resource request in Section III.
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1. Evaluate the success of each activity scheduled, including activities completed and those in progress. What
measurable outcomes were achieved? Did the activities and subsequent dialogue lead to significant change in
service or program success?
For the two items that were completed, there has been significant improvement. As a result of the District picking up 25% of the FWS salaries, we
were able to hire more student workers for the campus. The merging of student account receivables has reduced the College’s student account
receivable balance and has increased the revenue for the Student Activities Department since the $10.00 fee was collected for them.
The other items have hit a major roadblock which the entire College is facing. For the last 10-12 months, the College has been working on the new
Ellucian SQL product which required the College to review all of its “customized” processes and re-write them into the new SQL language. This
was a huge undertaking for the entire College not to mention the impact to the financial aid department which had a high number of customized
programs and reports. Recently, the College has re-instituted the “CORE” team which is currently in the process of developing a project rubric that
can be used to prioritize all IT projects from across the campus. As you can see above, all of these projects are in limbo at the moment awaiting
this process to occur. It is our hope that we will have all projects completed by the end of the 2015-2016 year. However, it should be noted that
depending on support of the IT department, they may not be completed until the 2016-2017 year.
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III. ANNUAL ACTION PLAN
This section must be completed for ALL services/offices/non-instructional programs, whether scheduled for
annual or comprehensive review in spring 2015.
A. NEW ACTIVITIES
This subsection addresses new activities for, and continuing new activities into, AY 2016-17. An activity can address many different aspects
of your service/office/program, and ultimately is undertaken to improve, enhance, and or keep your service/office/program current. A new
activity may or may not require additional resources. The first activity listed should be the most important; the second activity listed the second most
important, etc. Activities can include but are not limited to:
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
NEW CURRICULUM
FURTHER DEVELOPMENT OF THE PROGRAM OR SERVICE
GRANT DEVELOPMENT AND PROPOSALS
FACULTY AND STAFF TRAINING
MARKETING/OUTREACH
ENROLLMENT MANAGEMENT
STUDENT SERVICES
ADMINISTRATIVE SERVICES
SUPPORT OPERATIONS
FACILITIES
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1. List information concerning new projects or activities planned. The first activity listed should be the most important; the
second activity listed the second most important, etc. Please keep in mind that resources needed, if funded, would not be
approved until spring 2016 and provided until FY 2016-17. Ongoing activities involving resources that will no longer
be available from grant funds starting FY 2016-17 must be planned for appropriately.
Activity
Strategic Plan
Goal(s)
No. & Letter
(e.g., 5A)*
Related SAOs, SLOs,
PLOs, or goals
Desired
Outcome(s)
Resources Needed
Person
Responsible
Estimated Date of
Completion (can be
more than one year
in length)
1.Hire a Full-Time FA
Director position
1A
2A
2B
4A
The College will remain in
FA compliance and students
will have streamlined
processes. Goal #3
The College
remains in
compliance with
FSA and staff
and students
will be better
served.
$99,450 (salary &
benefits)
Dr. Romero
Jalomo
2016-2017
2.Re-classify the Financial
Aid Technicians
1A
2A
4A
Goal #1 & 3
Approx. $24,000
Mary
Dominguez
2016-2017
3. Increase the current
Enrollment Services
Specialist at the Alisal
Campus from ¾ time to full
time.
4.Mileage reimbursement
for the FA Staff to work at
the KC Center a couple of
times a month.
1A
2A
4A
Goal #1 & 3
To ensure that
the current job
duties matches
the employees
job description.
Students at the
Alisal Campus
would be better
served.
$20,500.00
Mary
Dominguez
August 2016
1A
2A
4A
Goal #1
Ensure students
at the KC Center
are receiving
comparable
financial aid
services as the
Main Campus
$3,000.00
Mary
Dominguez
2016-2017
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
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Comments
*** Please complete items 2a-e immediately below for EACH new activity. ***
2. This item is used to describe how the new activity, or continuing new activity, will support the service/office/program.
Consider:
 Faculty
 Other staffing
 Facilities
 Equipment (non-expendable, greater than $5,000), supplies (expendable, valued at less than $5,000),
 Software
 Hardware
 Outside services
 Training
 Travel
 Library materials
 Science laboratory materials
a) Describe the new activity or follow-on activity that this resource will support.
Activity #1: The College will remain in Title IV financial aid compliance and students will have streamlined processes (See Section #1B2 for further
explanation.)
Activity #2: The College’s financial aid employees will be working to a job description that truly reflects their current duties and responsibilities. (See
Section #1B2 for further explanation).
Activity #3: In order to fully comply with Accreditation standards, and to better serve students at the Alisal campus, the Enrollment Services Specialist
position needs to be a full-time position. This will ensure that students receive comparable financial aid services at our off site location.
Activity #4: In order to fully comply with Accreditation standards, and to better serve students at the King City Center, the Enrollment Services Specialist
needs additional training to provide comparable financial aid services at our off site location.
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b) Describe how this activity supports all of the following that apply:
1) Service Area Outcome (list applicable service area outcome)
2) Program level Outcome (list applicable program level outcome)
3) Course level Outcome (list applicable course level outcome)
4) Service/Program Goal (list applicable service /program goal outcome)
5) Strategic Plan Goal (list applicable strategic plan outcome)
Activity #1: This activity would support the department’s program goal of remaining in compliance with both federal and state financial aid
requirements.
Activity #2: This activity would ensure that we are meeting the College’s strategic priorities for student access and student access. This
activity would also be supporting the department’s program goal of maintaining a level of efficiency to students.
Activity #3: This activity would ensure that we are meeting the College’s strategic priorities for student access and student access. This
activity would also be supporting the department’s program goal of maintaining a level of timely and efficient services to students.
Activity #4: This activity would ensure that we are meeting the College’s strategic priorities for student access and student access. This
activity would also be supporting the department’s program goal of maintaining a level of timely and efficient services to students.
c) Does this activity span multiple years?
☐ YES
☒ NO
If yes, describe the action plan for completion of this activity.
N/A
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d) What measureable outcomes are expected from this activity? List indicators of success.
Activity #1: A Program Area Outcome (PAO) would be assessed with the Financial Aid employees to ensure that we are meeting their
professional development needs regarding financial aid. A success indicator could also be the passing of a Federal Title IV audit.
Activity #2: The indicator of success for this activity would be that the College passes a Federal and/or State financial aid audit.
Activity #3: The measureable outcome will be assessed using our Student Area Outcomes(s) model to ensure that we are meeting the
needs of the Alisal Campus student population.
Activity #4: The measurable outcome will be assessed using our Student Area Outcome(s) model to ensure that we are meeting the needs
of the King City Center student population.
e) What are the barriers to achieving success in this activity?
Activity #1:
The College’s fiscal capabilities
Activity #2:
The College’s fiscal capabilities
Activity #3:
The College’s fiscal capabilities
Activity #4:
The College’s fiscal capabilities
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B. RESOURCE REQUESTS
If new/additional resources are needed for your service/office/program, it is important that you identify them and project their cost, and that these
resources and costs be considered through the College’s integrated planning (budget development, funding decision making, and resource
allocation) processes. A resource is likely to be something needed to support an activity that you have identified in IIIA above, in which case you
must link the resource with a specific activity number (first column below). The first activity listed should be the most important; the second activity listed
the second most important, etc. A resource could also be something necessary for your service/program to function properly to improve student
learning, such as updated equipment in a room/facility; in such case be sure to note that the resource is NOT tied to a specific activity.
Activity
No.
Personnel
Classified
Staff/
Faculty
(C/F/M)*
Supplies/Equipment
(S/E)**
Technology
Hardware/
Software
(H/S)***
Contract
Services
Training
Travel
Library
Materials
Facilities/Space
e.g. Science
Labs
Projected
Costs
1.
M
$99,450.00
2.
Classified
$24,000.00
3.
Classified
$20,500.00
4.
5.
* Personnel: Include a C or F after the amount to indicate Classified Staff or Faculty.
** S for Supplies, E for Equipment.
*** H for Hardware, S for Software.
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X
$3,000.00
APPENDIX A. Strategic Priorities & Goals
(from Hartnell College Strategic Plan 2013-2018)
Priority 1: Student
Access
Goal 1A: Hartnell College will provide higher education, workforce development, and lifelong
learning opportunities—with seamless pathways—to all of the college’s present and prospective
constituent individuals and groups.
Priority 2: Student
Success
Goal 2A: Hartnell College will provide a supportive, innovative, and collaborative learning
environment to help students pursue and achieve educational success.
Goal 2B: Hartnell College will provide a supportive, innovative, and collaborative learning
environment that addresses and meets the diverse learning needs of students.
Priority 3: Employee
Diversity and Development
Goal 3A: Hartnell College is committed to 1) increasing diversity among its employees; 2)
providing an environment that is safe for and inviting to diverse persons, groups, and
communities; and 3) becoming a model institution of higher education whose respect for
diversity is easily seen and is fully integrated throughout its policies, practices, facilities, signage,
curricula, and other reflections of life at the college.
Goal 3B: To attract and retain highly qualified employees, Hartnell College is committed to
providing and supporting relevant, substantial professional development opportunities.
Priority 4:
Effective Utilization of Resources
Goal 4A: To support its mission, Hartnell College is committed to the effective utilization of
its human resources.
Goal 4B: Hartnell College is committed to having its physical plant, furnishings, and grounds
maintained and replaced in a planned and scheduled way to support learning, safety, security,
and access.
Goal 4C: Hartnell College will maintain a current, user-friendly technological infrastructure
that serves the needs of students and employees.
Goal 4D: Hartnell College is committed to maximizing the use and value of capital assets,
managing financial resources, minimizing costs, and engaging in fiscally sound planning for
future maintenance, space, and technology needs.
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Priority 5:
Innovation and Relevance for Programs and Services
Goal 5A: Hartnell College will provide programs and services that are relevant to the realworld needs of its diverse student population, while also developing and employing a culture of
innovation that will lead to improved institutional effectiveness and student learning.
Priority 6: Partnership
with Industry, Business Agencies and Education
Goal 6A: Hartnell College is committed to strengthening and furthering its current
partnerships, in order to secure lasting, mutually beneficial relationships between the college
and the community that the college serves.
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