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The submission describes strategic planning processes, including vision, mission, values, objectives, action plans, and ongoing progress tracking. It also addresses the communication structure with the Joint Operating Committee, the role of administrative teams, and evidence requirements, while highlighting non-compliance findings and improvement opportunities related to alignment, two-way communication, and performance measures.",{"@graph":63,"@context":111},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":41,"@type":70,"position":76},"https://docshare.wps.com/template/letters/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/huntingdon-county-career-and-technology-center-application-of-accreditation-seeking-on-site-evaluation-standard-april-21-23-2015/255510/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/huntingdon-county-career-and-technology-center-application-of-accreditation-seeking-on-site-evaluation-standard-april-21-23-2015/255510.png","ImageObject",442,249,{"name":88,"@type":89},"Dipper","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-19","2026-09-13",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",7,{"@type":103,"mainEntity":104},"FAQPage",[105],{"name":106,"@type":107,"acceptedAnswer":108},"What improvement opportunities and non-compliance issues were identified in this section?","Question",{"text":109,"@type":110},"The document highlights opportunities such as regular administrative meetings, developing documented goals and performance measures, and ensuring mission and vision consistency. Non-compliance comments include missing or mismatched evidence, lack of demonstrated two-way communication, and insufficient performance measurement documentation.","Answer","https://schema.org",{"og:url":78,"og:type":113,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":115,"canonical":78},"index,follow",{"doc_id":117,"site_id":56},255510,1791024033,{"code":4,"msg":5,"data":120},{"doc_id":117,"user_id":121,"nickname":88,"user_avatar":122,"doc_module":9,"category_id":40,"category_name":41,"doc_title":59,"doc_description":61,"doc_content":123,"file_id":124,"file_url":125,"file_type":126,"file_size":127,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":128,"language":129,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":130,"faqs":131,"seo_title":132,"seo_description":61,"update_tm":133,"read_time":134},1374404997633,"https://ap-avatar.wpscdn.com/davatar_a8503ba1806abce46bf441b54a3ca4cd","Name of Institution: _Huntingdon County Career and Technology Center  Date of On-Site Evaluation:   April 21-23, 2015  Category A – Organizational Leadership:  \nThe Standard  \nThe institution’s leaders address the organization’s values, purpose, focus, and performance expectations, as well as its focus on students and stakeholders, including student learning, faculty/staff, organizational learning, regulatory requirements, and public responsibilities.  \nThe organization develops strategic plans including the vision, mission, and values, clear objectives, designsand implements specific action plans and performance expectations, and tracks improvement towards the objectives.  \n\n| a. | Provides direction to the overall organization: |\n| --- | --- |\n| 1. | Does the administrative team set and disseminate values, direction, and performance expectations? Is two-way communications ensured on these items? (List the names and job titles of the administrative team for the applicant institution)\u003Cbr>A dedicated team leads Public Postsecondary Vocational Education (PPVE) at the Huntingdon County Career and Technology Center (HCCTC) . The Joint Operating Committee (JOC) sets the vision for the overall PPVE. The HCCTC JOC, with input from school superintendents, community members, and business leaders, set the vision for programming for adults in Huntingdon County. The administrative members of this dedicated team are as follows:\u003Cbr>Donald Burd, Administrative Executive Director (Since Sept. 16, 2013)\u003Cbr>Michael Douglas, Assistant Director (Since March 3, 2014) Sharon Miller, Adult Education Coordinator\u003Cbr>Lynn Wertman, Assistant to the Business Office Kim Huff, Practical Nursing Coordinator\u003Cbr>David Carolus, Maintenance Supervisor\u003Cbr>Katherine Hefright, Adult Nursing Assistant Coordinator (Since Nov. 1, 2014) Dianne Stewart, Adult Education Administrative Assistant\u003Cbr>The Management Team meets twice a year, unless problems are brought to the Adult Education Coordinator’s attention and needs immediate attention. The team focuses on maintaining the focus on its mission and planned timelines. Using the strategic plan and input from the faculty, staff, students and occupational advisory committees to insure that focus remains on the education of students and on the established goals.\u003Cbr>The Executive Director and the Adult Education Coordinator report monthly to the Joint Operating Committee, bringing items for board approval and providing progress reports.\u003Cbr>Ongoing phone, email and face-to face communication takes place with all staff on a day to day basis.\u003Cbr>A.a.1 . Exhibits:\u003Cbr>Organizational Chart\u003Cbr>Full list of Adult Education Members and Official Job Titles Fall and Spring OAC Meeting Notes-See Director\u003Cbr>Comments: The narrative mentions two groups,(administrative team , management team) . We were unable to determine the composition of the management team. We were provided with minutes from a |\n\n\n|  | group called the Adult Advisory committee, which was not mentioned in the narrative or provided as evidence in this section.\u003Cbr>Two way communication was not demonstrated with the provided information. No performance measures were indicated. Instructor interview indicated that OAC meeting minutes were only responded to on a sporadic basis.\u003Cbr>Strengths:\u003Cbr>Opportunities for Improvement: Regular administrative meetings could serve to benefit Adult Education by providing constant feedback and direction. Documented goals and performance measures could be developed to ensure continuous improvement.\u003Cbr>Non-Compliant: |\n| --- | --- |\n| 2. | What is the organization’s official vision and mission that clearly reflects its overall purpose of existence and implies/includes PPVE in its scope?\u003Cbr>The Mission of The Huntingdon County Career and Technology Center was developed by a collaboration of major stakeholders, instructors and administration. The HCCTC’s mission reads as follows:\u003Cbr>“Huntingdon County Career and Technology Center is committed ","cbCaiq5fGLm5Ut73","https://ap.wps.com/l/cbCaiq5fGLm5Ut73","pdf",1063898,68,"English","# Category A – Organizational Leadership: The Standard\n## Direction, communication, and performance expectations\n## Vision, mission, and PPVE scope\n## Communication to stakeholders","[{\"question\":\"What improvement opportunities and non-compliance issues were identified in this section?\",\"answer\":\"The document highlights opportunities such as regular administrative meetings, developing documented goals and performance measures, and ensuring mission and vision consistency. Non-compliance comments include missing or mismatched evidence, lack of demonstrated two-way communication, and insufficient performance measurement documentation.\"}]","Huntingdon County Career and Technology Center - Application of Accreditation Seeking On-Site Evaluation Standard - April 21-23, 2015 | PDF",1789290199,24]