Integrated Planning &
Sustainable Continuous
Quality Improvement
Dr. Brian Lofman & Colleagues
Dean, Institutional Planning
and Effectiveness
February 17, 2015
GROWING LEADERS
Opportunity.
Engagement.
Achievement.
www.hartnell.edu
GROWING
LEADERS
Opportunity.
Engagement.
Achievement.
www.hartnell.edu
GOALS FOR IPE OFFICE 2014-2018
1. Steward effective institutional planning toward
fulfilling college mission and meeting strategic
priorities and goals.
2. Strengthen institutional effectiveness toward
ongoing, documented performance measurement
against college mission and strategic priorities and
goals.
3. Encourage and support data driven decisions across
the college.
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
MODEL FOR INTEGRATED PLANNING &
SUSTAINABLE CONTINUOUS QUALITY IMPROVEMENT
To put all this in perspective, at the start of last
spring’s visit by the ACCJC external evaluation
team, we were asked to provide a diagram of
our planning model.
We didn’t have one. Now we do.
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
MODEL FOR INTEGRATED PLANNING &
SUSTAINABLE CONTINUOUS QUALITY IMPROVEMENT
CONTEXT:
• Organizational Values
• Community Relevance
INSTITUTIONAL PURPOSE & DIRECTION:
• Mission
• Vision
3 TO 5 YEAR PLANNING:
• Strategic Plan
• Long Term Plans
• Comprehensive Program Reviews
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
MODEL FOR INTEGRATED PLANNING &
SUSTAINABLE CONTINUOUS QUALITY IMPROVEMENT
3 YEAR CYCLE
for Annual Program Planning, Assessment, Resource
Requests/Allocation & Improvement
• YEAR 1: PPA Reports with Annual Reviews & Action
Plans / 15 Month Planning
• YEAR 2: Data Driven Decision Making – Participatory
Governance & Budget Development
• YEAR 3: Resource Allocation & Plan Implementation
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MODEL FOR INTEGRATED PLANNING &
SUSTAINABLE CONTINUOUS QUALITY IMPROVEMENT
CYCLE REPEATS FOR CONTINUOUS IMPROVEMENT
• Continues into Next Year for Annual Planning
(Powered by the Panther)
• Continues into Next Year for Strategic & Long Term
Planning
✓ Approval of Long Term Institutional Plans does NOT
Result in Automatic Resource Provision
✓ Specific Resources Required for Making Progress on
Long Term Plans Must be Requested Well in Advance of
Each New Fiscal Year
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
HARTNELL’S VALUES
Students First
We believe the first question that should be asked when making decisions is
“What impact will the decision have on student access, learning, development,
achievement, and success?”
Academic and Service Excellence
We commit to excellence in teaching and student services that develop the
intellectual, personal, and social competence of every student.
Diversity and Equity
We embrace and celebrate differences and uniqueness among all students and
employees. We welcome students and employees of all backgrounds.
Ethics and Integrity
We commit to respect, civility, honesty, responsibility, and transparency in all
actions and communications.
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
HARTNELL’S VALUES
Partnerships
We develop relationships within the college and community, locally and
globally, that allow us to grow our knowledge, expand our reach, and
strengthen our impact on those we serve.
Leadership and Empowerment
We commit to growing leaders through opportunity, engagement, and
achievement.
Innovation
Through collaboration, we seek and create new tools, techniques, programs,
and processes that contribute to continuous quality improvement.
Stewardship of Resources
We commit to effective utilization of human, physical, financial, and
technological resources.
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
COMMUNITY RELEVANCE
• Connect
• Understand
• Partner
• Build
• Share
• Reflect
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
HARTNELL’S MISSION
MISSION
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.
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
HARTNELL’S MISSION
• Typical Role of Community Colleges:
•
•
•
•
Academic transfer programs
Career-technical education and workforce
development
Basic skills instruction
Other support services
• BP 1200
•
The vision, mission, and values statements
of the Hartnell Community College District
serve to guide all planning and decisionmaking
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
HARTNELL’S MISSION
• ACCJC Guidelines:
•
•
•
•
•
The institution demonstrates a strong commitment to
a mission that emphasizes student learning and
student achievement.
The institution’s programs and services are aligned
with its mission.
The mission guides institutional decision-making,
planning, and resource allocation and informs
institutional goals for student learning and
achievement.
The institution articulates its mission in a widely
published statement approved by the governing
board.
The mission statement is periodically reviewed and
updated as necessary.
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
HARTNELL’S VISION
VISION
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.
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
HARTNELL’S VISION
• The vision statement is Hartnell’s
destination for the length of its
strategic plan.
• Vision statements contain the specific
characteristics or features that will
define the organization in the future.
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Mission & Vision Statements & CI Process
• Continuous Improvement Process:
•
•
•
Mission, Vision and Values Statements
Reviewed every five years
Next review will occur in 2016-17
•
•
•
•
•
•
Survey opinions of college employees
Solicit recommendations for change
College Planning Council recommends changes
to Superintendent/President
Superintendent/President recommends changes
to Board of Trustees
Documented in BP 1200 and implemented
CI Process evaluated
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INVENTORY OF LONG TERM PLANS
Strategic Plan 2013-2018 Plus
8 Additional Long Term Institutional Plans
PREVIOUSLY EXISTING:
• Technology Master Plan 2011-2018
• President’s Task Force Funding Plan 2012-2017
• Equal Employment Opportunity (EEO) Plan
• Basic Skills Initiative (BSI) Action Plan
RECENTLY DEVELOPED:
• Continuous Improvement (CI) Plan
• Student Success & Support Program Plan (SSSPP)
• Student Equity Plan (SEP)
• Facilities Master Plan
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
INVENTORY OF LONG TERM PLANS
EACH LONG TERM PLAN:
✓Has Lead
✓Aligns Activities with Strategic Plan Goals
✓Includes Activities that will Assist in Closing Gaps
Covered in the Strategic Plan (e.g., activities included
in SSSPP and SEP).
✓Is Assessed Annually
✓Is Revised as Needed
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE ASSESSMENT
TECHNOLOGY MASTER PLAN
Annual Assessment of the Technology Master Plan
•
•
•
•
7 Year Plan
3 years into the Plan
There are 27 primary plan activities that are aligned to
strategic priorities 1 and 2
Campus survey indicated a need to upgrade/replace
systems
Spring
2014
Survey
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE ASSESSMENT
TECHNOLOGY MASTER PLAN
Strategic Priority 1 and 2 Initiatives
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Deploy online parking decal and daily ticket system
Modernize Hartnell College’s website
Deploy a new website site on an open source content management platform making it easier to
get to critical information, services, and program pathways and keep content current and
relevant
Enhance the College’s student information system, Datatel Colleague - Student, to better meet
faculty, staff, administrator, and student needs
Pilot a decentralized “cloud based virtual desktop” computing system to improve access and
personalization of services via the central data center. This will create greater time on task
opportunities and provide greater access to services available to all types of students
Deploy a new student portal system to integrate online student services
Support Academic Computing by maintaining and installing (when directed) smart classrooms
and computer labs
Enhance Campus Safety by deploying a better notification and crisis management systems
Deploy workgroup printing across campus
License and implement Cognos 10 to support data-driven decision making at the College by
engaging users with information on-demand
Technology refresh of computers
Upgrade server room infrastructure
Deploy new Distance Education Learning Management System
Enhance assistance with instructional computing and professional development through a
responsive faculty training facility and learning management solution
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE ASSESSMENT
TECHNOLOGY MASTER PLAN
Strategic Priority 1 and 2 Initiatives
15. Support Academic Computing by maintaining and installing (when directed) smart
classrooms and computer labs
16. Migrate key network systems from Novell Netware’s eDirectory to Microsoft’s Active
Directory to more comprehensive support for services such as single sign-on, integration,
and system/data security. This will also allow the campus to support multiple wireless
devices
17. Deploy stronger, more sophisticated wireless environment
18. Provide centralized data storage / backup for user electronic data
19. Replace Help Desk software
20. Renovate facilities for data center systems
21. Deploy a better curriculum management system
22. Integrate Voyager registration with Colleague Student Registration
23. Provide users with access to college network services from off-campus
24. Provide mobile access to current information via the web and mobile apps for tablets,
Chromebooks, smart phones, etc.
25. Upgrade Pay for Print system to online and modern dispensing machines
26. Deploy Remote Computer Assistance Software
27. Increase user of Digital Signage; Increase coordination of messaging
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE ASSESSMENT
TECHNOLOGY MASTER PLAN
Progress/Status of the Technology Master Plan – Year 3 of 7
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE ASSESSMENT
TECHNOLOGY MASTER PLAN
Annual Assessment of the Technology Master Plan
•
•
•
7 Year Plan
3 years into the Plan
There are 27 primary plan activities that are aligned to
strategic priorities 1 and 2
•
•
•
•
•
74% are complete
At the end of this year 90% will be complete
All SP areas are ahead of schedule
At this pace, all initiatives will be complete by 2016
Most Significant Student Outcomes
•
•
•
•
•
24/7 access to college resources on or off campus
Increased wireless capacity – wireless device support
Increased and improved information tools and presentation
Improved learning and teaching spaces
Increased student services offered
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
COMPREHENSIVE & ANNUAL PROGRAM
PLANNING & ASSESSMENT (PPA) REPORTS
COMPREHENSIVE PPA REPORT:
• Must be Completed for Most Programs & Services
• Comprehensive Review Conducted at Least Once
Every 5 Years
• Long Term View
• Reflect Backward/Look Forward Several Years
• Evaluate the Overall Program
• Establish 5 Year Goals
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
COMPREHENSIVE & ANNUAL PROGRAM
PLANNING & ASSESSMENT (PPA) REPORTS
ANNUAL PPA REPORT:
• Must be Completed for Most Programs & Services
• Year-To-Year View
• Reflect Back/Look Forward 1-2 Years
• Assess Specific Outcomes
ACTION PLAN:
• Identifies Future Activities Aimed at Making
Improvements
• Request Resources
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
ANNUAL INTEGRATED PLANNING
ASSESSMENT, PLANNING & PRIORITIZING
EACH CYCLE MOVES THROUGH 3 ACADEMIC YEARS
Example:
2014 Program Planning and Assessment (PPA)
Process Toward Fiscal Year 2015-16
Spring 2014 – Planning & Assessment Reporting:
• Development and Submission of Program Planning &
Assessment (PPA) Report
• Within Each Division, Establishment of Priorities
Across Requests in Different Categories (Faculty,
Staff, Equipment, etc.)
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ANNUAL INTEGRATED PLANNING
PARTICIPATORY GOVERNANCE
Early Fall 2014 – PPA Budget Requests at Division Level Flow
Through Governance Councils:
•
•
•
•
•
•
Academic Affairs Council – VPAA
Administrative Services – VPAS
Advancement Council – ED Advancement
Student Affairs Council – VPSA
Technology Development Council – VPITR
Requests for Full-Time Faculty move through the Full-Time Faculty
Hiring Committee (Academic Senate)
Late Fall 2014 – All PPA Budget Requests Flow Through College
Planning Council / Recommendations To Super./President
Constituent Groups Represented on Governance Councils: Acad.
Senate/Faculty, Administrators, Associated Students, CSEA, L-39
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
ANNUAL INTEGRATED PLANNING
BUDGET DEVELOPMENT & RESOURCE ALLOCATION
Spring 2015 – Formulation of Proposed Tentative Budget
• Superintendent/President Approves CPC Recommendations in
Whole or in Part for Inclusion in Proposed Tentative Budget (new
resource requests)
February - May 2015
• Rollover budget process
June 2015 – Tentative Budget Approval
• Board of Trustees (BOT) Reviews and Approves Tentative Budget
Summer 2015
• Adjust tentative budget based on final state budget approval
September 2015
• Board of Trustees (BOT) Reviews and Approves Final Budget
Summer 2015, Fall 2015 & Spring 2016 – Resource Allocation
• Resources Allocated to Departments and Programs
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE PPA REPORT
CHEMISTRY PROGRAM
Hartnell College Chemistry
Program Planning and
Assessment
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE PPA REPORT
CHEMISTRY PROGRAM
Hartnell College Chemistry Program
32
850-900
200
4-5
lecture/lab sections per year
students per year
FTES per year
FTEF per semester
3
3
1.75-2
2
Stockroom)
$8,000
Full Time Faculty
Adjunct Faculty
Science Lab Technicians
Student Workers (Chemistry
Chemistry Lab Supply budget (annual)
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE PPA REPORT
CHEMISTRY PROGRAM
Hartnell College Chemistry: 3 Tracks
STEM and
Pre-Med
Non-Science
Majors (GE)
Allied Health
Nursing
CHM 1
(210 students)
CHM 12
(60 students)
CHM 22
(500 students)
CHM 23
(55 students)
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CHM 60
(55 students)
CHM 22
CHM/PHY 32
(new)
SAMPLE PPA REPORT
CHEMISTRY PROGRAM
Chemistry Program Goals
“The Chemistry Program strives to meet the needs of
science, engineering, allied health and nursing, and
general education students by scheduling chemistry
courses that maximize efficiency while continuing to
increase student retention rates, success rates,
persistence rates, and transfer rates to four year
universities.”
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE PPA REPORT
CHEMISTRY PROGRAM
Chemistry Program Data, 2010-2013
Course
3 Yr Enrollment
Increase, %
FTES
Retention Rate,
%
Success Rate, %
CHM 22
13%
4.2% yoy
85
83 – 89%
57 – 82%
CHM 23
21%
6.5% yoy
5
CHM
1A/1B
48%
14% yoy
54
CHM
12A/12B
73%
20% yoy
16
> 95%
Overall
Program
27%
8.2% yoy
170
69 – 83%
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> 93%
64 – 96%
53 – 72%
SAMPLE PPA REPORT
CHEMISTRY PROGRAM
Chemistry Program Data Conclusions:
Chemistry enrollments are growing.
However, to continue to maintain course quality and safety in our
program, we require additional:
• Personnel - lab technical support and instructors
• Chemistry Lab Supply budget
• Facilities
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE PPA REPORT
CHEMISTRY PROGRAM
Chemistry Goals
Previous Year/Continuing Activities: 2013-14
STEM Scheduling Grid
Purchase of Equipment and Supplies
Science Academy
New Science Building
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE PPA REPORT
CHEMISTRY PROGRAM
Chemistry Program
Level Outcome:
Apply appropriate
chemical theories,
concepts, principles,
methods, and laboratory
skills to relevant science
and engineering settings.
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE PPA REPORT
CHEMISTRY PROGRAM
Science Academy (funded by Title V)
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE PPA REPORT
CHEMISTRY PROGRAM
Science/Chemistry Academy Success
Summer 2012
20 students
45% did not feel
confident about taking
a chemistry class
Fall 2012 CHM 22
100% retention and success
A = 25%, B=50%, C=25%
Winter 2013
40 students
28% did not feel
confident about taking
a chemistry class
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Spring 2013 CHM 22
100% retention and success
A = 30%, B=53%, C=17%
SAMPLE PPA REPORT
CHEMISTRY PROGRAM
Resource Requests: 2013-14
Enrollment Management
CHM 22/23
Personnel
Science Lab Technician
(hired Summer 2014, FT 10 month, 30 hours
chem)
Technology and Science Equipment
Gas Chromatograph Autosampler (June 2014)
NMR (Sept. 2014)
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE PPA REPORT
CHEMISTRY PROGRAM
Chemistry PPA: Present and Future
STEM scheduling grid
Personnel – instructors, technical support
Purchase of equipment and supplies
Science Academy
New Science Building
STEMArt Lab
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
INVENTORY OF CONTINUOUS
IMPROVEMENT (CI) PROCESSES
FIVE CATEGORIES:
A. Organizational Effectiveness
B. Effectiveness of Strategic Planning
C. Effectiveness of Strategic Operations
D. Processes for Employee Hiring & Job Classification
E. Performance Evaluation Procedures
Total of 30 Processes
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
INVENTORY OF CONTINUOUS
IMPROVEMENT (CI) PROCESSES
A. Organizational Effectiveness – 5 Processes:
A1. Board Policies (BPs) & Administrative Procedures
(APs)
A2. Organizational Structure
A3. Governance System
A4. Internal & External Communications
A5. Organizational Climate
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
INVENTORY OF CONTINUOUS
IMPROVEMENT (CI) PROCESSES
B. Effectiveness of Strategic Planning – 7 Processes:
B1. Mission/Vision/Values Development, Review & Revision
B2. Community Research & Environmental Scanning
B3. Long Term Institutional Planning:
• B3a. Strategic Plan Development, Review & Revision
• B3b. Long Term Institutional Plans—Development,
Review & Revision
B4. Long Term Program Planning:
• B4a. Academic Program Establishment, Revitalization &
Discontinuance
• B4b. Non-Instructional Program Establishment,
Revitalization & Discontinuance
• B4c. Comprehensive Program Review
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
INVENTORY OF CONTINUOUS
IMPROVEMENT (CI) PROCESSES
C. Effectiveness of Strategic Operations –
6 Processes:
C1. Curricular Development, Review & Revision
C2. Annual Planning & Assessment:
• C2a. Annual Program Planning & Assessment
• C2b. Annual SLO Assessment
C3. Budget Development & Resource Allocation
C4. Enrollment Management
C5. Partnership Establishment & Management
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
INVENTORY OF CONTINUOUS
IMPROVEMENT (CI) PROCESSES
D. Processes for Employee Hiring & Job Classification
– 5 Processes:
D1. Hiring Processes:
• D1a. Full-Time Hiring
• D1b. Part-Time Hiring
D2. Review of Job Classifications:
• D2a. Cyclical Job Classification Review—Classified
Staff
• D2b. Individual Job Classification Review—
Classified Staff
• D2c. Job Classification Review—Other Employees
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
INVENTORY OF CONTINUOUS
IMPROVEMENT (CI) PROCESSES
E. Performance Evaluation Procedures – 7 Processes:
E1. BOT Evaluation
E2. CEO Evaluation
E3. Manager Evaluation
E4. Classified Staff Evaluation
E5. Faculty Evaluation Processes:
• E5a. Probationary Faculty Evaluation
• E5b. Tenured Faculty Evaluation
• E5c. Adjunct Faculty Evaluation
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
INVENTORY OF CONTINUOUS
IMPROVEMENT (CI) PROCESSES
EACH CI PROCESS:
✓ Is Assigned to 1 or More Leads
✓ Has Its Own Evaluation Cycle – Every Year, Every 5
Years, etc.
✓ Evaluation Involves Various Persons, Tools and Data
in the Assessment Process
✓ Evaluation Involves Some Level of Oversight
✓ Evaluation Requires Specifying Improvement
Needed & When Expected
✓ Evaluation Allows for Improvement of the Process
Itself
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SAMPLE EVALUATION
GOVERNANCE EFFECTIVENESS
Survey Tool for each Council:
Council Tasks
• For example, “Outcomes of each council meeting were
clear and understood.”
Information adequacy
• For example, “Council members had appropriate
information to make informed decisions.”
Participation
• For example, “Council members attended regularly.”
Respectful Dialogue
• For example, “Different opinions and values were
represented.”
Council Purpose and Responsibilities
• For example, “The Council worked effectively towards
fulfilling its purpose and responsibilities.”
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SAMPLE EVALUATION
GOVERNANCE EFFECTIVENESS
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SAMPLE EVALUATION
GOVERNANCE EFFECTIVENESS
Results: Overall Governance Effectiveness
Strengths of the governance system identified through the evaluation
• Over 80percent of respondents indicated satisfaction with the governance
system.
Themes of effectiveness from respondents:
• Open and transparent
• Greater participation of all constituent groups than in the past
• Opportunities for participation and engagement
• Good structure
• Posting of all agendas, minutes, and materials creates accessibility for all
Improvements for the governance system to be considered for 2014-15
• Reporting back to constituent groups
• Attendance at meetings
• Examination of quorum rules due to lack of attendance
• Flow of information to and from CPC
• Amount of time needed to move items through the governance system
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
SAMPLE EVALUATION
GOVERNANCE EFFECTIVENESS
Improvements Recommended/Made:
To improve communication about governance
actions and discussion, a
“summary/highlights” document was created
and is posted to the college web site following
each CPC meeting. An email is sent to all
employees following each meeting informing
them that the document is available for review.
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
17 MONTHS OF PROGRESS
INTEGRATED PLANNING, INSTITUTIONAL
EFFECTIVENESS & CONTINUOUS IMPROVEMENT
ACTIVITIES IN THE PAST 17 MONTHS:
✓New Organizational Values
✓New Mission & Vision
✓Approval & Implementation of Strategic Plan
✓Updating & Assessment of Established Long Term
Plans & Development of New Long Term Plans
✓Two Partially Completed Cycles of Annual Integrated
Planning & Assessment
✓Third Cycle Started this spring 2015
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
17 MONTHS OF PROGRESS
ACTIVITIES IN THE PAST 17 MONTHS (continued):
✓Implementation of New Governance System
✓Development & Implementation of Model for
Integrated Planning & Sustainable Continuous
Quality Improvement, including Systematic Linking
of Program Planning & Assessment with
Participatory Governance and Budget Development
✓Development and/or Elaboration of 27 Continuous
Improvement Processes (3 Remaining)
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PROGRESS CONTINUES . . .
OTHER ACTIVITIES:
✓Initiation of Regular Evaluation of CI Processes to
Occur this summer 2015
✓Becoming a Leader in CI Activities
→ Presentations at CCLC, ACCCA & RP
Conferences
✓Continuing to Elevate Data Driven Decision Making
at the College
→ Centralizing the Institutional Research Function
within IPE Office
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu
QUESTIONS
&
COMMENTS
GROWING LEADERS Opportunity. Engagement. Achievement. www.hartnell.edu