Accreditation - Hartnell College!!

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Institutional Self Evaluation – 12-05-12 Excellence (formerly the Digital Bridge Academy), in March 2012 (after being here in September 2008 to assist with the rollout of the program at Hartnell); and a workshop for the entire college on October 13, 2011, on Systems Thinking and Race by professor john powell (his name has no upper case letters). The college also has sponsored several events and learning opportunities designed to do double duty as professional development and community building. For instance, since 2008, the college has sponsored more than 90 faculty and staff to take the eight-day Faculty Experiential Learning Institute, which serves as the foundation course for the Academy for College Excellence. In April 2008, flex day consisted of an Agriculture Tour for all faculty and some staff members. This day-long bus tour gave faculty and staff a better sense of the economic engine that drives the Salinas Valley, and the employment opportunities that exist for their students in the high technology world of agriculture. In September 2008, the college held an all college two-and-a-half day retreat, conducted by the Monterey Institute of Social Architecture at the Naval Post-Graduate School. The college also sponsored a semester-long Spanish for Professionals class, taught by a Salinas Adult School teacher. In addition to paying for the classes that ran three hours per week, employees were given 90 minutes of release time to take the classes. Both classified unions‘ collective bargaining agreements provide for professional growth, and increased pay after completing certain milestones of growth. Additionally, the CSEA agreement contains a tuition waiver program, allowing its members to take classes at Hartnell at no cost. All employees who earn degrees during the school year are recognized in the college‘s graduation program and at a separate employee educational recognition celebration. The college recognizes that, for an activity such as professional development to become a part of the culture, it must have a home, both organizationally and physically. It started that planning when the ―new‖ library was conceived. Included in the Library and Learning Center, which opened in 2006, is a Faculty Resource Center, open to all faculty and staff. It is a walk in, staffed, training area designed to be a space where employees can learn basic and advanced technological skills. This center was built for the specific purpose of providing professional development, training, and support of faculty and staff. Also, during the redesdign of the college center, a seldom-used classroom space was repurposed to be a faculty and staff lounge. This is sometimes the site of committee meetings, brown bag sessions, and impromptu workshops. Finally, in the redesign of the first floor of the CAB north building, the HR space will include a work area with computer stations for employees to come and take online courses, training tests, and to work on particular work-place skills, either individually or in small groups. Hartnell re-established a Staff Development Committee in the fall of 2012 as part of the shared governance process. This function unintentionally disappeared from the committee structure when the new shared governance model was created in 2008. The purpose of this committee is to plan professional development activities for all staff. The committee submitted a grant proposal to the President‘s Task Force for funding in fall 2012. Self Evaluation Page 216
Institutional Self Evaluation – 12-05-12 The college provides and supports a broad range of professional development opportunities for faculty, classified staff, and administrators, including workshops, classes, seminars, town halls, and other related activities. Laudably, much of this activity is generated by the employees themselves, through shared governance committees and through sharing news of free and low-cost opportunities. At the same time, the college has attempted to provide opportunities that have the greatest impact for the college as a whole. Without dedicated funding, though, the college has not been able to provide the level of activity that it would like, especially the kind of professional development that requires travel. Several offices and departments have felt the effects of not being able to attend conferences, losing out on networking opportunities, and having to work harder to stay current on technological, legal, and pedagogical trends without the benefit of conference attendance. The strategic plan may well provide a path that strengthens the college‘s professional development program. The college meets this standard. Planning Agenda The college‘s strategic plan will address the development of its employees. The college will continue to seek funding for such a program, and will continue to use the wonderful resources it already has put in place for this activity. III.A.5.b With the assistance of the participants, the institution systematically evaluates professional development programs and uses the results of these evaluations as the basis for improvement. Descriptive Summary All of the development activities have embedded feedback mechanisms. The Faculty Development committee meets twice monthly to assess professional development programs. Each program has a vehicle for feedback from individual participants. Each year, the committee begins its work by sending out a survey to all faculty soliciting their requests for development ideas and needs. The training workshops for the managers and workshops conclude with surveys, and those survey results are shared with the HR office after each session and collectively during the Page 217
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Page 251 and 252: Approximately $9.7 million or 21% o
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and restricted funds; and to demons
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Planning Agenda None. III.D.3.d The
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III.D.3.g Contractual agreements wi
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III.D.4 Financial resource planning
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Standard III D: Evidence III.D.1 Ha
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Accreditation - Hartnell College!!

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