Accreditation - Hartnell College!!

The college budget development process integrates program review, institutional
effectiveness, and educational planning with resource allocation. The procedure is designed
to solicit input from faculty, classified staff, students, and administrators. The ultimate
outcome of the procedure is a budget that is fiscally prudent and supports the mission and
goals of the college. The budget development procedure aligns with district policies,
procedures, and timelines. The information and decisions from this process are disseminated
to the constituents through the various councils in a transparent process.
The college faculty, staff and students established the Shared Governance Task Force in
spring of 2007 for the purpose of assessing the college’s established shared governance
process, committee structure and effectiveness. The combined efforts of faculty, staff and
students integrate program review, institutional planning, budgeting, and hiring. As a result,
realistic instructional, student services, and administrative support plans which comprise the
college’s Educational Master Plan rely on assessment data and continuous improvement
processes to set priorities and allocate resources College wide.
(http://www.hartnell.edu/shared_governance/committees/,
http://www.hartnell.edu/academic_senate/governance/Shared_Governance_Handboo_08-
Final_Updated09.pdf)
Since 2007, the business services department has worked very closely with shared
governance committees, particularly the Resource Allocation Committee (RAC) and its
finance subcommittee. The budget setting 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.
(http://www.hartnell.edu/shared_governance/committees/resources/minutes_view.html?id=106,
http://www.hartnell.edu/shared_governance/committees/financial/minutes_view.html?id=105,
http://www.hartnell.edu/academic_senate/SharedGovernanceCommitteeReviews/matrix.pdf)
A concerted effort has been made to develop clearer college wide understanding of the
institution’s finances and budget processes, with significant attention given to understanding
the correlation between revenue generation and FTES. Regular updates of information
impacting the budget are provided by the chief Business officer. This information became
necessary both for monitoring the current year budget and for the preparation of the budget
for the fiscal year to follow.
The budget development process for FY 2012-13 began in early spring 2012 at the same time
that adjustments to the current year’s budget were made to reflect all the cuts required by the
state.
Self Evaluation
Over the last five years, the District has implemented a budget process open to participation
by members of the college community. The budget setting 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.
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