Program Planning and Assessment (PPA)
for Services, Offices & Non-Instructional Programs
Comprehensive Review, Annual Review & Action Plan
Spring 2014
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 (every five years) comprehensive review that shows evidence of
improvement and outlines long-range goals.
The Program Planning and Assessment process will improve and increase the flow of information
and data at Hartnell College. The result of the process will also improve institutional effectiveness.
Service/Office/
Non-Instructional Program
Date Completed (must be
in final form by 3/31/14)*
Date Submitted
to VP
June 29, 2014
Business Office
*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
Tracey Richardson, Controller
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
è For services/offices/non-instructional programs scheduled for
comprehensive review in spring 2014, please complete Sections I, II, and III.
è 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 2014. Go to Section II for
services/offices/non-instructional programs scheduled for annual review in
spring 2014.
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?
How are students/employees served by the service/office/program?
What are the unique aspects of the service/office/program?
How does the service/office/program relate to the needs of the community?
How does the service/office/program interface/collaborate with other areas on campus?
What is working well in service/program provision?
Have state and/or federal mandates/rules/certifications particular to the service/program
been met?
What policies and/or practices, both institutionally and departmentally, have been
implemented to improve functions over the past few years?
What professional activities have staff recently (last three years) participated in?
COMPREHENSIVE REVIEW DOES NOT APPLY FOR 2015/16
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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
2011-12
2012-13
2013-2014
Management,
Supervisors
Classified Staff
Classified Staff- Part-time
Faculty Staff
Faculty – Part-time
Student Workers
Professional Experts
Total Full Time
equivalent Staff
2. What staffing factors/challenges have influenced the effectiveness of the service/
office/program?
[Begin response here]
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C. SERVICE/OFFICE/PROGRAM GOALS
1. List and describe service/office/program goals for the next comprehensive
review cycle—Fall 2014 through Fall 2018. Be sure to highlight innovative,
unique, or other especially noteworthy aspects.
A new mission and vision is currently before the board for approval in February. In considering
your service’s/office’s/program’s future goals, please review the proposed new mission and
vision 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.
[List and describe service/office/program goals here]
1)
2)
3)
4)
5)
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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
2014.
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.
The Business Office serves the varied needs of students, staff and administrators. The
following service areas are included within the Business Office: Cashiering, Mail Room,
Accounting, Payroll, Accounts Payable, Accounts Receivable and Grants Accounting
Management.
All current payroll and accounting files are kept in the Business Office. Mail is sorted and
distributed to mailboxes in the mail room. Cash and checks are kept in a safe within the
Cashiers work area. Financial reports are maintained within the ERP system (Colleague).
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 Business Office had a change in leadership during this annual review period. The previous
controller left in April 2013 and the new controller started in August 2013. During the last 11
months, the Business Office has undertaken many projects with the goal of increased
efficiency, effectiveness and overall customer satisfaction.
The Cashiers were challenged with working in shared space within the Enrollment Services
area while their work space was remodeled. They managed to provide the services needed by
the students even though they were in temporary space. The result was a much more customer
friendly cashiers window for students and a more ergonomic work space for the cashiers.
The majority of the Business Office Team has been involved in multiple Colleague projects such
as the Chart of Accounts redesign, major write-off of old Accounts Receivable dating back to
2002/2003, combining the Financial Aid receivables into the student receivables general
ledger account and Web Time Card Entry. The staff maintains a positive outlook as they
handle these additional duties along with their usual job responsibilities.
The Business Office has less staff than it did in 2006-2007 when there were 15 full time staff.
Currently, the Business Office has only 13.5 staff. Due to a relocation of the office of the Vice
President of Administrative Services, the main Business Office no longer has administrative
support and dedicated reception and phone coverage. The Office relies on a federal work study
student to provide front office coverage during the limited hours the student is allocated for the
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semester. Once again, the staff work to help people as they come in with questions when we do
not have our student worker scheduled.
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.
Through our work with our Ellucian consultant, we have identified several areas where the
Business Office use of the Colleague ERP system fell short of best practices. The effort of
working through these processes with the consultant and attempting to put in new, improved
processes has taken time from the entire staff on a nearly weekly basis. We are hopeful that,
when we have instituted a number of improvements, our work will be more efficient, and we
can be more thoughtful in accomplishing our work with greater attention to the satisfaction of
the campus community.
We also have old policies and procedures which need updating and new policies and
procedures which need to be created. This, too, will result in efficiencies, but requires a
significant time for our staff to create.
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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.
The Business Office is physically located on the first floor of the E building on the main
campus, one of two joined buildings whose first floors contain the bulk of the administration’s
services: President’s Office, Administrative Services Office, Business Office, Foundation Office,
Academic Affairs Office, Institutional Planning and Effectiveness Office, and HR (along with
FKCE, TRiO, and computer programming). Currently, most of our services are provided via
face-to-face interactions, telephone assistance, and online exchanges of information and
materials. The Business Office and the Grants Team Office is open from 8 a.m. to 5 p.m.
The Cashiers and mail room is physically located on the first floor of the B building on the
main campus near the bulk of student services: Enrollment Services, Counseling, and DSPS.
The mail room is open from 8am to 5pm. The cashiers window is open from 8am to 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.
The Business Office does not have a physical presence anywhere but on the main campus.
Materials left for the Business Office at other college locations are delivered by interoffice mail
or hand carried to the Business Office by Alisal or South County staff.
The cashier window is the only one of our service areas which stays open until 6pm. In theory
this is a great service for our student. However in practice, the traffic between 5 – 6pm is very
limited except for during the start of the term days. Due to limited staff, having them on
staggered hours creates internal control issues.
3. Describe the process to change and improve service/program quality for the more
challenging locations, vehicles, and/or times.
The Business Office may change the cashier window hours in the near future. When this
happens, we will continue to offer extended hours during the start of each term. The plan to
change staff to a concurrent work schedule will allow us to implement greater internal
controls and thereby increase adherence to our fiduciary responsibilities.
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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/noninstructional 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
Campus constituents will be
satisfied with information
provided on Business Office web
page.
Budget Managers and Board of
Trustees will be satisfied with the
annual budget creation process.
Campus constituents will be
satisfied with services provided
by the Business Office.
What changes have occurred
in the service/office/
program as a result of
dialogue?
Survey results were compiled
this week. We are already
identifying improvements we
plan to make.
Was a Service Area
Outcome Assessment
Summary completed
(if expected)?
No, will be completed
6/30/14
Provided templates to
budget managers for budget
creation process for 20142015. Distributed annual
budget creation calendar to
Board of Trustees.
Survey results were compiled
this week. We are already
identifying improvements we
plan to make.
No. Plan for survey to
be sent out the week of
7/7/2014
List Service Area Outcome(s)
scheduled for assessment in
AY 14-15
Budget Managers will be satisfied
with the mid-year budget review
process.
How will the Outcome(s)
be assessed?
Budget Managers will be satisfied
with the Chart of Accounts
conversion process.
Hartnell employees will be satisfied
with the web time card entry process.
Customer satisfaction
survey
No, will be completed
6/30/14
Customer satisfaction
survey
Customer/employee
satisfaction survey
2. Describe how service area outcomes were specifically addressed by the
service/office/program during the past year.
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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?
The Business Office moved forms from the R drive onto the Administrative Services website. A
survey was sent out to ask the Hartnell community for feedback regarding the departmental
website. The review of the data has been completed. The analysis will be documented on the
outcome forms on June 30, 2014. Changes have already been discussed. The quickest change
will occur when the new Drupal website is released for all of the Hartnell web pages.
A survey was handed out to students who visited the cashiers window over several days
during the beginning of the summer term. A survey regarding the other service areas of the
Business Office was emailed out to faculty and staff. All of the data has been reviewed. The
analysis will be written up on the outcome form on June 30, 3014. Discussion will occur with
the Business Office Team regarding how to improve on areas of concern while continuing to
maximize our areas of strength.
The budget process still needs to be assessed. A survey will be sent out the week of July 7.
3. Describe assessment activities that need to be strengthened or improved. What
are the challenges to achieving these improvements?
The assessment completed for the cashiers window needs to be improved. The process required
that the cashier hand the survey to students who visited the window. The students were asked
to return the survey to a locked ballot box. A process will need to be developed in which the
cashier is not handling the survey.
When people answered the survey about the website, they often responded regarding the
Hartnell web site overall instead of specifically about the Administrative Services
departmental web page. We found the same confusion regarding questions about the service
areas of Administrative Services. For example, even though we asked folks to respond
specifically about Payroll Services, we received comments about HR. Also, people used the
opportunity to gripe about Hartnell in general which was not helpful and provided no useful
information.
While nuggets of good information were gleaned from these surveys, the most helpful surveys
have been the ones we have attendees of our training sessions complete. Writing an effective
survey for the entire campus community is a skill that we need to improve upon so that we
receive good information.
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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
Will activity
existed or continue continue into
to exist?
AY 14-15?
Will activity
continue into
AY 15-16?*
1Upload Business
Office forms to the
Administrative
Services web site
The Business Office
forms have been
moved from the R
drive and are now
available for
download from the
Administrative
Services web page.
Yes
Yes
2. Remodel of the
cashiers workspace
The new cashier
workspace has
created a more
customer friendly
environment for the
students and a more
ergonomic space for
the cashiers.
No
No
3. Chart of Accounts
(COA) Redesign
The completed COA
crosswalk was sent
to the Ellucian
consultant for final
review in
preparation for
testing the
conversion.
The Business Office
met with the
COGNOS report
writer on May 6,
2014 to identify all
of the reports which
need conversion.
There were
different fillable
PDF and Excel
versions of many
of the forms. We
had to decide
which version was
more user friendly
and eliminate the
use of the 2nd
version.
The remodel took
longer than
expected. The
cashiers worked
out of a temporary
space within
Enrollment
Services. The
armored car
pickup was
rerouted to the
main Business
Office during this
time period.
Time continues to
be a factor with all
staff involved in
this project.
Yes
No
Time and
resources continue
to be a factor. The
IT staff are
stretched thin. The
data warehouse
seems to not be in
a workable state in
order to move the
COGNOS report
conversion
Yes
Yes
4. Conversion of all
query builder reports
to COGNOS reports
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forward at this
time.
* For each activity that will continue into AY 2015-16 and that requires resources, submit a separate
resource request in Section III.
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?
Moving all Business Office forms to the Administrative Services website was successful. In the
Business Office survey there were comments made which indicated satisfaction with the
accessibility of the forms. The cashiers have commented on their satisfaction with their remodeled
work area.
The Chart of Accounts (COA) redesign is still in progress. At this time its success cannot be
evaluated. The COA crosswalk has been completed and sent forward to the Ellucian consultant in
preparation for conversion testing. The redesign process has led to a cleanup of many accounts.
The conversion of Datatel query builder reports into COGNOs reports started with a May 6 meeting
with the COGNOS report writer. The success of this project cannot be evaluated at this time since no
reports have been completed yet.
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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
2014.
A. NEW ACTIVITIES
This subsection addresses new activities for, and continuing new activities into, AY 2015-16. 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.
1. List information concerning new projects or activities planned. Please keep in mind that
resources needed, if funded, would not be approved until spring 2015 and provided until
FY 2015-16. Ongoing activities involving resources that will no longer be available from
grant funds starting FY 2015-16 must be planned for appropriately.
Activity
Strategic
Plan
Goal(s)
No. &
Letter
(e.g.,
5A)*
2A, 4A,
4C, 4D
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)
Improve service
contact with
students related
to outstanding
balances.
Access to
Colleague’s
Communications
Module, approval
to use COTOPS,
Training, .5 FTE
accounting
assistant
Controller,
Payroll
Supervisor
October
2014
2.
Implement use of
Colleague’s
Communications
Module
2A, 4A,
4C, 4D
Ability to send
and track
communications
with students
regarding
overdue accounts
Training on
Colleague’s
Communications
module, .5 FTE
accounting
assistant
Controller,
Payroll
Supervisor
August
2014
3.
Implement use of
Colleague’s
Budget
Management
Module
4A, 4C,
4D
More efficient
and effective
process for
budget creation
and
maintenance.
50%
decrease in
student
accounts
receivable
from July 1,
2014 to
June 30,
2015
50%
decrease in
student
accounts
receivable
from July 1,
2014 to
June 30,
2015
Decrease
the amount
of time it
takes to put
together
the annual
budget.
Training, .5 FTE
accounting
assistant
Controller
January
2015
1.
Implement use of
the Chancellor’s
Office COTOPS
program for
student accounts
receivable
collections
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
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Comments
*** Please complete this page for each new activity. ***
Implement use of the Chancellor’s Office COTOPS program for student accounts receivable collections
1. 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.
This activity will support student success by keeping students accountable for their financial
future.
b) Describe how this activity supports any of the following:
1) Service Area Outcome
2) Program level Outcome
3) Course level Outcome
4) Service/Program Goal
5) Strategic Priority Goal
This activity will help us in our ongoing efforts towards Student Success by teaching students
about financial responsibility. The use of COTOPS aligns with the campus goal of maximizing
technological infrastructure. COTOPS also is an avenue of managing financial resources more
efficiently and effectively. This activity aligns with Strategic Priorities and goals (2A, 4A, 4C, 4D).
c) Does this activity span multiple years?
YES X
NO
If yes, describe the action plan for completion of this activity. N/A
The implementation timeline is Fall 2014 however this will be an ongoing activity.
d) What measureable outcomes are expected from this activity? List indicators of
success.
There will be a couple of indicators of success. The first one will be when the Chancellor’s Office
accepts accounts into the COTOPS program. The second indicator will be a significant decrease in
the amount of student accounts receivables.
e) What are the barriers to achieving success in this activity?
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The possible barriers to success are time and a delay in the implementation of Colleague’s
Communications Management module . The Business Office needs a way to effectively send and
track communications with the students regarding their overdue accounts. COTOPS participation
requires that students are sent communication which warns them that if they do not pay they will
have their accounts turned over to the state tax board for collection which will prevent them from
receiving tax refunds or lottery winnings until their overdue accounts are paid.
Once the Communications Management module is implemented, notification letters about the
collections process will be sent to students. Once a grace period for payment has passed, the
Business Office Team will need training for using the COTOPS system. Also, the Chancellor’s Office
will have to accept the accounts we send them.
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Implement use of Colleague’s Communications Module
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.
This activity will support student success by keeping students informed of their overdue
account balances.
b) Describe how this activity supports any of the following:
1) Service Area Outcome
2) Program level Outcome
3) Course level Outcome
4) Service/Program Goal
5) Strategic Priority Goal
This activity will help us in our ongoing efforts towards Student Success by keeping students
informed regarding their overdue account balances. The increased use of Colleague’s software
aligns with the campus goal of maximizing technological infrastructure. These align with
Strategic Priorities and goals (2A, 4A, 4C, 4D).
c) Does this activity span multiple years?
YES X
NO
If yes, describe the action plan for completion of this activity. N/A
Implementation should be accomplished this year however the software will have ongoing use.
d) What measureable outcomes are expected from this activity? List indicators of
success.
With constant communication with students and information about the use of COTOPS, the
expected outcome is a significant decrease in the amount of student accounts receivable.
e) What are the barriers to achieving success in this activity?
Time is the biggest obstacle. With the Business Office Team and IT staff involved in multiple
projects, scheduling implementation may be a challenge. Also, a Business Office staff member will
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need to be responsible for the ongoing communications with students. Ideally the current Accounts
Receivable person will undertake this endeavor however there are tasks that this individual
performs which may need to be reassigned. If a .5 FTE accounting assistant is not approved, this
will become a work load issue for the Business Office. Currently the Enrollment Services Office
sends out all communications with students regarding their account balances if they have
registered for classes. The Business Office would take over this function as well as send out
communications to all student who have an account balance.
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Implement use of Colleague’s Budget Management Module
3. 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.
This activity will support the efficient and effective use of the college’s financial resources.
b) Describe how this activity supports any of the following:
1) Service Area Outcome
2) Program level Outcome
3) Course level Outcome
4) Service/Program Goal
5) Strategic Priority Goal
This activity will help us in our ongoing efforts towards efficiently tracking the use of the college’s
financial resources. It will create greater efficiency with the creation of the annual budget. The
increased use of Colleague’s software aligns with the campus goal of maximizing technological
infrastructure. These align with Strategic Priorities and goals (4A, 4C, 4D).
c) Does this activity span multiple years?
YES X
NO
If yes, describe the action plan for completion of this activity. N/A
Implementation should be accomplished this year however the software will have ongoing use.
d) What measureable outcomes are expected from this activity? List indicators of
success.
A beneficial outcome will include a decrease in the amount of time spent on the creation of the
annual budget. A second outcome will be an easier and more efficient and effective process for
budget creation and management. And finally, budget managers will indicate they have an
increased level of satisfaction with the annual budget creation process.
e) What are the barriers to achieving success in this activity?
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Time is the biggest obstacle. With the Business Office Team and IT staff involved in multiple
projects, scheduling implementation may be a challenge. Also the scope of the capabilities of the
Budget Management module is unknown. If Budget Managers have the ability to create their
annual rollover budget requests within the software, there will be training involved for the end
user as well as for the Business Office.
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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 (governance, 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). All resource requests completed in the various columns of a specific row
must be linked to the new or continuing activity numbered on the first column of that
same row. 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)*
C: .5 FTE
accounting
assistant
Supplies/
Equipment
(S/E)**
Technology
Hardware/
Software
(H/S)***
Contract
N/A
N/A
2.
C: .5 FTE
accounting
assistant
N/A
N/A
3.
Implement use
of Colleague’s
Budget
Management
Module
C: .5 FTE
accounting
assistant
1. Implement
use of the
Chancellor’s
Office COTOPS
program for
student accounts
receivable
collections
Implement use
of Colleague’s
Communications
Module
Training
Travel
Library
Materials
Science
Labs
N/A
No cost
-
N/A
N/A
N/A
$45,000
N/A
$3,000
N/A
N/A
N/A
$48,000
(.5 FTE is
a duplicate
of above
request,
training
may
already be
covered in
the Spring
Forward
budget)
$50,000
(.5 FTE is
a duplicate
of above
request,
training
may
already be
covered in
the Spring
Forward
budget)
$45,000
(.5 FTE is
a duplicate
of above
request)
Services
$5,000
C: .5 FTE
accounting
assistant
* Personnel: Include a C, F, or M after the amount to indicate Classified Staff, Faculty, or Manager.
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Projected
Costs
** S for Supplies, E for Equipment. If additional supplies, for example, are needed for ongoing activities, this
should be requested through the budget rollover process.
*** H for Hardware, S for Software.
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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.
Priority 5:
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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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