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Accreditation - Hartnell College!!

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Institutional Self Evaluation – 12-05-12<br />

practices in community colleges. The subscription service provides twice a year updates to<br />

policies as new laws and regulations impose new or different requirements on colleges. The<br />

Board is in the midst of a comprehensive review and update of its policies to align with the<br />

CCLC‘s suggestions.<br />

The superintendent/president ensures that others in the community also are apprised of<br />

proposed and passed changes to laws and regulations impacting community colleges, through<br />

public comments (IV.B.94), e-mail, Town Hall meetings, and reports to the Board (IV.B.95).<br />

Self Evaluation<br />

The current Superintendent/President is continuing the path set previously to assist the Board<br />

in its comprehensive review of board policies, and to assist staff in completing the<br />

administrative procedures that implement them. The Superintendent/President places a high<br />

priority on communicating changes in the legal and policy landscape that affect community<br />

colleges, and assuring that everyone knows what they are and what they mean.<br />

The college meets this standard.<br />

Planning Agenda<br />

None.<br />

IV.B.2.d<br />

The president effectively controls budget and expenditures.<br />

Descriptive Summary<br />

Since at least 2007, the Superintendent/President has effectively exercised control over the<br />

budget and expenditures.<br />

CONSERVATIVE FISCAL PLANNING AND BUDGET CONTROL<br />

Soon after taking office, the former Superintendent/President ordered a forensic analysis of<br />

the District‘s finances and a financial planning document through 2016. At the same time,<br />

she began training all of her managers, not just those in the business office, about community<br />

college finances. Everyone was educated about how the college received money from the<br />

state, the relationship between FTES and revenue, and possible ways to increase funding<br />

from the state. Budget workshops were not simply an annual presentation for the Board; they<br />

became topics for town hall meetings, shared governance committee meetings, and e-mails to<br />

all employees. (IV.B.97)<br />

Page 317

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