Accreditation - Hartnell College!!

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Plans (III.D.12), 2016 Financial Plan (III.D.9) Self Evaluation Hartnell College has refined its financial planning and development process to demonstrate the linkage between resource allocation and institutional planning. Data-driven Program Review for all areas of the institution has been progressively integrated with institutional planning and resource allocation processes as demonstrated through the RAC and FIS Planning Agendas. The resource allocation process is not a new element in the colleges planning model, but enterprise integration has not been as comprehensive as it could be. Transparency has been a key priority in ensuring the successful implementation of the college’s resource allocation process. The college is fully aware of the need to continue to focus more on informing the faculty, classified staff and students of the resource allocation process. However, Hartnell College has improved in the area of disseminating information to The college community about the current fiscal situation of the state budget and its impact on the college. The college continues to focus its efforts in the area of access to presentation data, via the college website and research reports. Additionally, the college continues to engage all areas of the institution to participate meaningfully in shared governance. The college meets this standard. Planning Agenda None. III.D.1.a Financial planning is integrated with and supports all institutional planning. Descriptive Summary The budget development process is designed to achieve a budget that reflects the mission and supports the priorities established as a result of the institutional planning and assessment processes described earlier (section I.B) and using the planning documents developed from the needs assessment. Role of Shared Governance: The Resource Allocation Committee (RAC) serves as the conduit for financial information provided throughout the institution. Through its subcommittee, the Financial Information Subcommittee (FIS), RAC gathered necessary financial data and led the collaborative process to analyze the college’s budget gap and identify costsaving solutions. Through careful course planning, the college continues to maintain class size average of 31. Other operating efficiencies and cost savings were targeted by streamlining functions. The goal is to establish a sustainable budget target with allocation Page 5
levels that support the college’s core mission. (III.D.2 Meeting Minutes from the committees, III.D.6.a-c Budget presentations) INSTITUTIONAL PLANNING RESULTING IN SIGNIFICANT RESERVES Despite the economic downturn that began in 2008, the District has acquired new facilities, furniture and equipment and experienced virtually no reductions in force (RIF). Through the shared governance and collaborative effort, the District managed to absorb a 3% increase in expenses each year and increase the reserves from $1.3 to $8.1 million. This was achieved by taking advantage of one-time opportunities, such as: 1. In 2008-09, restored borrowed and lost FTES from prior years. Failure to have done so would have reduced Base Operating Revenues by $1.7 million that year and each year thereafter. 2. In 2008-09, moved the “mortgage” for King City Center into the bond, reducing general fund expenditures by approximately $250,000. 3. In 2009-10, moved nursing from Natividad Hospital to the CALL building, again reducing general fund expenditures by $250,000 per year. 4. In 2010, summer classes were not offered, which reduced costs by approximately $1 million. These one time opportunities account for the reserves as follows: $1.7 million x 3 years = $5.1 million $250,000 x 3 years = $750,000 $250,000 x 3 years = $750,000 Summer 2010 = $1.0 million Total = $7.6 million + the initial balance of $1.3 = $8.9 million (III.D.13 Financial statements to show reserve) Guaranteed Class Schedule: Through thoughtful planning, course review, and scheduling design, the college now offers a guaranteed class schedule. This pledge allows students the flexibility to meet their own scheduling needs and more quickly reach their educational goals. This, in combination with the college’s responsiveness to the findings in the District wide needs assessment, is the primary reason that Hartnell was able to complete its FTES restoration. The Chief Business Officer has presented and conducted budget update sessions with the Board of Trustees at its regular Board meeting, administrators meeting and the FIS meeting which resulted to a greater understanding of the methodology used to derive the State Apportionment funding. A continuous update is provided to all interest groups as budget development occurs during the fiscal year. This process allows for a timely communication all stakeholders of the impact of the current state funding in the achievement of the mission and goals of the District. (III.D.6.a-c Budget presentations) INSTITUTIONAL PLANNING RESULTING IN MAJOR GRANT FUNDING Page 6
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Accreditation - Hartnell College!!

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