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
Nursing and Allied Health
Date Completed (must be in final form by 3/27/15)*
Date Submitted to VP
4/2/2015
*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
Debra Kaczmar
Catalina Gonzalez
Belinda May Saechao
Title/Position
Dean of Academic Affairs: Nursing and Allied Health
Administrative Assistant I
Program Assistant II
VP/Division Head’s Comments (required): This is a heavily impacted office servicing a large student population. Office staff need more
training and help.
Lori Kildal
_______________________
Typed Name of VP/Division Head
7/2015
______________
Date
This PPA report is organized in 3 sections and 9 subsections as follows:
I.
Comprehensive Review – a. Overall Service/Office/Program Effectiveness,
b. Staffing Profile, and c. Service/Office/Program Goals.
II.
Annual Review – a. Data & Trends, b. Service/Program Modality, c. Outcomes,
and d. Previously Scheduled Activities.
III.
Annual Action Plan – a. New Activities and b. Resource Requests.
INSTRUCTIONS
➔ 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?
● How are students/employees served by the service/office/program?
● What are the unique aspects of the service/office/program?
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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 has staff recently (last three years) participated in?
Nursing and Allied Health serves more than 175 students enrolled in the registered and vocational nursing, respiratory care, and emergency technician
programs. The administrative staff is available every day from 0800 to 1700 answering inquiries, directing prospective students to academic counseling
services, and helping students with programmatic needs. Bilingual help is available to students, making services as accessible as possible. In addition, the
department is in contact with an untold number of students enrolled in prerequisite courses and interested in the program The service area proactively
distributes information that assists students, potential students, faculty, and the public regarding program requirements, outreach events, and services. Staff
members serves as liaisons between the department, the college, district personnel, accreditation entities, and the public.
Nursing and Allied Health programs have separate admission processes. Prospective students apply and are selected according to published admission
criteria. The yearly admission processes requires administrative staff to create, process and screen more than 400 applications per year. Applications have
seven components that must be reviewed, entered into a database, and validated by administrative staff before being transferred to the
Admissions/Selection Committee. Admission and rejection letters and emails must be sent to every applicant. Once admitted, student files are created and
managed by the administrative staff. Five years of files are kept active by staff according to regulatory body requirements.
Each program is responsible to a regulatory body that grants accreditation and continued approvals. Reports, documents, and evidence of compliance are
prepared and submitted when audited. The administrative staff supports the dean and program directors during the accreditation site visits by making
appointments and handling visiting team arrangements. The vocational and registered nursing programs are reviewed every two years, the emergency
medical technician program is reviewed every three years, and the respiratory care program is reviewed yearly.
Programs have community advisory board meetings yearly. Approximately 40 stakeholders are invited to each meeting. Invitations, refreshments,
accommodations, and programming are responsibilities of the administrative staff. In exchange, the administrative staff participates in community
advisory boards and college-related governance groups.
Nursing and Allied Health has 27 active community partnerships. Most partnerships include provisions for clinical experiences for students. Contracts,
memoranda of understanding, business affiliation agreements, standard practices, agency policies and procedures related to students, and licensing
regulations are audited yearly and revised as necessary.
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The programs have extensive supply and equipment needs. Disposable equipment requires accurate ordering and inventory processes to ensure sufficient
quantities for learning activities. In addition, durable equipment requires regularly scheduled maintenance and replacement. Without a designated lab
assistant, the responsibility for ordering, unpacking, organizing, and maintaining the inventory list falls on the administrative staff.
Within the last few years, the administrative staff has standardized as many procedures and processes as possible. Responsibilities have been delineated
which has increased efficiency. The serious overcrowding remains a significant unsolved problem. Administrative and programmatic activities and
student enrollments are negatively affected by the lack of physical space.
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
2012-13
2013-14
2014-2015
Management, Supervisors
1
1
1
Classified Staff
2
2
2
Classified Staff- Part-time
0
0
0
Faculty Staff
8
8
8
Faculty – Part-time
14
14
15
Student Workers
0
0
1
Professional Experts
3
3
6
Total Full Time equivalent Staff
11
11
11
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2. What staffing factors/challenges have influenced the effectiveness of the service/office/program?
Limited success in recruiting qualified staff negatively influences the effectiveness of the program and services. A faculty position remained vacant for
one academic year causing untold stress on the staff and faculty who had to assume added responsibilities. Inability to fill a simulation technician position
continues to affect student learning programs negatively.
Another persistent challenge to the effectiveness of services and programs is overcrowding. The physical space is detrimental to student study and faculty
work conditions. The addition of the new respiratory care program compounded an already impacted space. In response, the staff is working on a plan to
alleviate some of the congestion. Reorganization will help, but not solve the problem. A learning environment that includes larger classrooms, simulation
labs, and faculty space is needed.
A third challenge is the limited number of staff development opportunities for the program assistant and administrative assistant. The administrative staff
has responsibilities that other staffs may not have. An increase in computer-related, data management, and report writing seminars would improve the
effectiveness of the office.
C. 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.
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1. To provide good customer service to students, faculty, and community stakeholders.
2. To increase online services that will minimize detrimental effects on the environment.
3. To optimize the physical environment for students, faculty, and staff.
4. To enhance the overall educational experience of students and the working conditions of faculty by maintaining accurate and time-sensitive
information about events and opportunities on the website, plasma screens, announcement board, and weekly reports.
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/noninstructional 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.
July 2014-Sept 2014 the administrative staff conducted a list of frequently asked questions from walk-in and phone calls
received.
There has been no change in the number of complete applications regardless of format.
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.
82% of the phone calls/walk-ins were regarding general questions about Nursing and Allied Health programs.
Areas to improve: Website, information sheets, create a brochure
18% of the phone calls/walk-ins were regarding questions from accepted incoming students who will begin the program
Summer/ Fall
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Areas to improve: Mandatory orientation documentation/ organization
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.
Students are happy about forms being available online and in fillable format. Students voice frustration with lack of
space and privacy.
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.
Clinical classes are held throughout the Monterey County. On any day, students and faculty are working in communitybased and acute care healthcare settings. Agencies are located in Santa Clara, Santa Cruz, Watsonville, Salinas, Monterey,
Seaside, Carmel, Chualar, Gonzales, King City, and San Luis Obispo. Most clinical class start times are determined by the
agencies. Routinely, students start at 0600 or 1400, depending on the course section hours. Class durations are between
four and 12 hours. Classes are scheduled seven days per week and 24-hours a day.
Communication between the office and faculty at clinical sites is maintained through phone and online contacts. For
example, instructors call the office when unexpected or untoward events occur. Phones at the office are manned at all
times and instructors have contact information for the dean and other faculty members during weekend and evening
hours.
Resources at clinical sites are similar but not the same as those on campus. Clinical agencies make resource materials
available to students. Students and instructors bring necessary text books and electronic resources to the clinical sites.
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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.
Because of variability in student learning opportunities afforded at the clinical agencies, instructors modify student
rotations to balance clinical experiences. For example, the respiratory care faculty creates grids that track each student’s
clinical placements. Within the four semesters, students are exposed to similar, if not equal, clinical opportunities.
Administrative staff responds to individual clinical facility requirements. Reports, validations, faculty certifications,
contracts, and business agreements are completed for each. Staff is responsible for fulfilling Hartnell College, regulatory
agencies, and clinical facility requirements simultaneously, a daunting and detail-oriented obligation.
3. Describe the process to change and improve service/program quality for the more challenging locations,
vehicles, and/or times.
Resources at clinical sites vary in quantity and availability. Instructors and students bring learning materials when
necessary. In addition, Hartnell College takes responsibility for providing materials used exclusively by students. Clinical
rotations at distant sites are a financial burden for both faculty and students. Efforts to decrease the travel costs have been
unsuccessful.
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 measurable.
SAOs should articulate what specifically is to be achieved; their measurement should assess how well the service unit/office/noninstructional program is performing.
1. Please complete the following tables.
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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)?
Provide excellent customer service to
students, faculty, community members and
partnerships
Based on 2014 customer service
survey results, Nursing and Allied
Health Staff effectively met the needs
of its customers and provided service
in a respectfully timely manner.
Staff members or administrator are
always in the office at all times
between 0800 and 1700 to answer
phone calls, direct students to
academic counseling service, and help
them programmatic needs. Bilingual
help is available to students.
Reduced use of papers by making pdf
online forms such as flyers, program
information sheets, and program
applications.
Student are taking full advantage of
Hartnell College student services.
Yes
Be accountable to students and faculty
Website/Go Green
Keep students informed of events and
opportunities that Hartnell College offers
such as counseling, financial aid,
admissions, scholarship, library services,
athletics etc...
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Yes
Yes
Yes
List Service Area Outcome(s) scheduled for assessment in
AY 15-16
How will the Outcome(s) be assessed?
Improve the Nursing and Allied Health website to attract more
students. This will assist prospective and current students to
A brief survey will be added to measure the
effectiveness of the website improvements and
receive accurate information and make deadlines visible.
Create an organizational storage plan to increase a productive
workflow.
also create input of students/faculty/community
members’ needs of our department.
To have an open dialogue with immediate
supervisor regarding the layout of the storage unit
and create a chart that would best meet the needs
of the office/department.
1. 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?
The staff members of our unit work effortlessly to offer consistency in delivering excellent customer service to our
students, staff and community members. We compile data to support our unit by offering surveys to our students that
measure our outcome of providing services, efficiency and accuracy of provided information. In doing this, we review the
surveys and look at different trainings that are offered within the college; in addition, we discuss these outcomes in our
office meetings.
2. Describe assessment activities that need to be strengthened or improved. What are the challenges to
achieving these improvements?
The current challenge our office faces is the limited space available for our students and faculty. We are currently
addressing these challenges and are working on a plan to alleviate some of the congestion. Reorganization is a temporary
fix but ultimately a larger classroom space including stimulation labs and faculty space is needed.
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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?
1.
Re-organized
storage supplies room
Supplies, instructor
demo boxes and other
teaching equipment are
separated and relocated
into separate rooms
(storage room and
supplies room) which
provided easy access
and less congestion
access to equipment and
supplies; provided more
space for other
equipment
To have adjunct
faculty and clinical
instructors trained
on the new
organizational
scheme; to provide
communication of
updates of ongoing
changes in the
supplies room; to be
able to utilize a
system that will
provide low
inventory supplies;
to plan accordingly
due to limited space
and size of
equipment; to
identify other
supplies that are
outdated and
remove them from
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Will activity
continue
into AY 1516?
Yes
Will activity
continue into
AY 16-17?*
Yes
the supplies and
storage room
2. Fillable Admissions
Online Forms
Student support has
improved through the
use of online fillable
forms and web
materials. There’s been
a decrease in the
numbers of complaints
about the admission
process.
Transition student to
utilize the online
fillable forms and
decrease the use of
paper.
Yes
Yes
Communication with
Maintain a friendly
Yes
Yes
the Nursing and Allied
environment and
3.Customer Service
prospective
and
current
professional dialog
Survey
students, and
between the Nursing
community members
and Allied Health
has improved this year.
staff and the
Students feel more
prospective students
comfortable asking
is key and will
more detailed
continue improving
questions.
on these skills.
* For each activity that will continue into AY 2016-17 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?
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Our department has been able to measure our activities by utilizing student surveys to evaluate the department’s progress.
The data and comments that were collected from these surveys serve to indicate the areas that need most improvement.
We continue to have staff meetings to address these areas and develop action plans to better serve the students. In
addition, we review our department’s webpage to provide the most updated and accurate information to prospective,
current student as well as other departments and community members. With these implemented changes, we have
decreased traffic in our small spaced office and have been able to provide quality services to our students.
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:
1. Reorganization of physical space
2. Standardized forms and procedures
3. Faculty and staff cross-training
4. Website redesign
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.
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Activity
Strategic
Plan
Goal(s)
No. &
Letter
(e.g.,
5A)*
Related SAOs,
SLOs, PLOs, or
goals
Desired
Outcome(s)
Resources
Needed
Person
Respons
ible
Estimated Date
of Completion
(can be more
than one year
in length)
1.
Reorganizatio
n of physical
space
4A-D
The physical
environment will
be optimized for
students, faculty,
and staff.
Organized
and
uncluttered
Nursing and
Allied Health
suite.
Shelving
Facilities plan
Personnel
Catalina
Belinda
Debra
August 2015
2.
Standardizati
on of forms
and
procedures
4C, 4D
Online services will
minimize
detrimental effects
on the
environment.
Online
admission
packet
Staff time
devoted to
project
Training
Catalina
December 2015
3.
Faculty and
staff crosstraining
3B
To provide good
customer service to
students, faculty,
and community
stakeholders.
Reports of
high levels of
customer
service
satisfaction
by students,
faculty, and
community
stakeholders.
Faculty and
staff training
time
All
December 2015
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Comment
s
Faculty and
staff
competently
complete
tasks and
responsibiliti
es when
required.
4.
Website
redesign
4A-D
To provide good
customer service to
students, faculty,
and community
stakeholders.
To increase online
services that will
minimize
detrimental effects
on the
environment.
To enhance the
overall educational
experience of
students and the
working conditions
of faculty by
maintaining
accurate and timesensitive
information about
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Updated
website that
contains
pertinent
information
and is
intuitively
accessed
Drupal
Training
Fillable forms
training
Online access
training
Catalina
Belinda
Debra
Faculty
December 2015
events and
opportunities on
the website,
plasma screens,
announcement
board, and weekly
reports.
5.
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
#1. ** 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.
Reorganization of physical space
a)
Describe the new activity or follow-on activity that this resource will support.
Scheduling courses and activities within the Nursing and Allied Health space
Administrative and programmatic activities related to goals.
b)
Describe how this activity supports all of the following that apply:
Service/Program Goal
To optimize the physical environment for students, faculty, and staff.
Reorganization of physical space will improve the learning environment for students and the working environment for
faculty and staff.
c)
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Does this activity span multiple years?
X☐ YES
☐ NO
If yes, describe the action plan for completion of this activity.
On-going. Will continue to place high priority on organizing the physical space used by Nursing and Allied Health
d)
What measurable outcomes are expected from this activity? List indicators of success.
All equipment is placed in areas easily accessible to faculty and staff.
Faculty and students express satisfaction related to learning and working environments.
e)
What are the barriers to achieving success in this activity?
No space on campus for expansion at this time
No skills lab personnel
#2 ** 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.
Standardized forms and procedures will streamline office responsibilities for staff and simplify processes for students and
faculty.
a)
Describe the new activity or follow-on activity that this resource will support.
Simplification of processes through standardization, such as admission policies and accreditation
Administrative and programmatic activities related to goals.
b)
Describe how this activity supports all of the following that apply:
Service/Program Goal (list applicable service /program goal outcome)
To increase online services that will minimize detrimental effects on the environment.
Standardized online forms streamline office responsibilities as well as reduce use of natural resources.
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c)
Does this activity span multiple years? X☐ YES
☐ NO
If yes, describe the action plan for completion of this activity.
On-going. Will continue to convert existing forms and create new forms using online modalities
d)
What measurable outcomes are expected from this activity? List indicators of success.
Three new online fillable forms by December 15, 2015
e)
What are the barriers to achieving success in this activity?
Time and lack of training to complete tasks
#3 ** 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.
Faculty and staff cross-training will increase the depth of coverage and understanding of others’ jobs and responsibilities.
a)
Describe the new activity or follow-on activity that this resource will support.
Respect for each other’s position and responsibilities through understanding
Good customer service to students, faculty, and community stakeholders.
Administrative and programmatic activities related to goals.
b)
Describe how this activity supports all of the following that apply:
Service/Program Goal
Administrative and programmatic activities related to goals.
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To provide good customer service to students, faculty, and community stakeholders.
opportunities for staff to provide responsive customer service.
c)
Cross training increases
Does this activity span multiple years? X☐ YES
☐ NO
If yes, describe the action plan for completion of this activity.
On-going. Periodic surveys of performance will be completed and reviewed by staff.
d)
What measurable outcomes are expected from this activity? List indicators of success.
Given selected tasks and responsibilities within job descriptions, staff comfortably cross-covers with proficiency and
accuracy that translates into efficient and effective customer service.
e)
What are the barriers to achieving success in this activity?
Staff and faculty turnover and lack of training and aptitude.
#4 ** 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.
Website redesign will alert students and community stakeholders of programmatic activities.
a)
Describe the new activity or follow-on activity that this resource will support.
Participation in programmatic events by alumni and interested community stakeholders
Administrative and programmatic activities related to goals.
b)
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Describe how this activity supports all of the following that apply:
1)
Service/Program Goal (list applicable service /program goal outcome) To enhance the overall educational
experience of students and the working conditions of faculty by maintaining accurate and time-sensitive information
about events and opportunities on the website, plasma screens, announcement board, and weekly reports.
Maintaining a user friendly website and media platforms that portray accurate and time-sensitive information about
events and opportunities will optimize educational experiences and community stakeholder involvement.
c)
Does this activity span multiple years? X☐ YES
☐ NO
If yes, describe the action plan for completion of this activity.
On-going. Website, plasma screens, announcement board, facebook, and weekly reports will be reviewed by staff every
two weeks. Updates will occur when necessary.
B.
d)
What measurable outcomes are expected from this activity? List indicators of success.
Increased participation of alumni and community stakeholders in Nursing and Allied Health academic and
programmatic activities
A decrease in calls asking questions that are answered on the website
e)
What are the barriers to achieving success in this activity?
Loss of contact with alumni, inability to reach desired audience/stakeholders
Lack of proficiency with Drupal
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.
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Activity
No.
Personnel
Classified
Staff/
Faculty
(C/F/M)*
1.
Movers
Reorganiz
ation of
physical
space
Supplies/
Equipment
(S/E)*
*
Shelving
Technology
Hardware/
Software
(H/S)***
Contra Training Travel Library
Facilities/
ct
Space
Materials
e.g. Science
Service
s
Labs
movers
$10, 000
Storage
Containers
Cabinets w/
locks
2.
Classified
Sim lab
staff. 30
technician hours/week
(or faculty)
3.
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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Projected
Costs
Skills/Simulatio $46,800/
n Lab
year
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.
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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:
Innovation and Relevance for Programs and Services
Goal 5A: Hartnell College will provide programs and services that are relevant to the real-world 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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