Program Planning and Assessment (PPA)
for Services, Offices & Non-Instructional Programs
Comprehensive Review, Annual Review & Action Plan
Spring 2015
The purpose of Program Planning and Assessment at Hartnell College is to obtain an honest and authentic view of a service/office/program and
to assess its strengths, opportunities, needs, and connection to the mission and goals of the college. The process is based on the premise that each
area reviews assessment data and uses these data to plan for improvement. The results of these annual cycles provide data for a periodic
comprehensive review that shows evidence of improvement and outlines long-range goals.
The Program Planning and Assessment process improves and increases the flow of information and data at Hartnell College. The result of the
process also improves institutional effectiveness.
Service/Office/
Non-Instructional Program
Office of the Executive Director of Institutional
Advancement
Date Completed (must be in final
form by 3/27/15)*
Date Submitted
to VP
*Please note that you should work with your colleagues and supervisor/director/dean to ensure that this report is completed, revised as needed, in
its final form and submitted no later than the end of March.
List of Contributors, including Title/Position
Name
Jackie Cruz
Terri Ugale
Loyanne Flinn
Karen Hagman
Miguel Martinez
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Title/Position
Executive Director
Executive Assistant
Director of Public Grants Development and Operations
Associate Director of Philanthropy
Director of Development for Athletics
Esmeralda Montenegro
Kira Bona
Director of Communications
Accounting Manager
VP/Division Head’s Comments (required):
_______________________
Typed Name of VP/Division Head
______________
Date
This PPA report is organized in 3 sections and 9 subsections as follows:
I.
II.
III.
Comprehensive Review – a. Overall Service/Office/Program Effectiveness,
b. Staffing Profile, and c. Service/Office/Program Goals.
Annual Review – a. Data & Trends, b. Service/Program Modality, c. Outcomes,
and d. Previously Scheduled Activities.
Annual Action Plan – a. New Activities and b. Resource Requests.
INSTRUCTIONS
 For services/offices/non-instructional programs scheduled for comprehensive review in spring 2015, please
complete Sections I, II, and III.
 For services/offices/non-instructional programs scheduled for annual review, please complete Sections II and
III.
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I.
COMPREHENSIVE REVIEW
Please complete this section for services/offices/non-instructional programs scheduled for comprehensive review
in spring 2015. Go to Section II for services/offices/non-instructional programs scheduled for annual review in
spring 2015.
A. OVERALL SERVICE/OFFICE/PROGRAM EFFECTIVENESS
1. Describe your service/office/non-instructional program in terms of its overall effectiveness over the past several
years.
Please consider the questions below in describing your area.
•
•
•
•
•
•
•
•
•
What are your area’s primary functions?
How are students/employees served by the service/office/program?
What are the unique aspects of the service/office/program?
How does the service/office/program relate to the needs of the community?
How does the service/office/program interface/collaborate with other areas on campus?
What is working well in service/program provision?
Have state and/or federal mandates/rules/certifications particular to the service/program been met?
What policies and/or practices, both institutionally and departmentally, have been implemented to improve functions over the past
few years?
What professional activities have staff recently (last three years) participated in?
[Begin response here]
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B. STAFFING PROFILE
1. In the table indicate the number in terms of FTE. For instance, 1 full-time staff person is 1.0, and a half-time person is .5.
Positions
2012-13
2013-14
2014-2015
Management, Supervisors
Classified Staff
Classified Staff- Part-time
Faculty Staff
Faculty – Part-time
Student Workers
Professional Experts
Total Full Time equivalent Staff
2. What staffing factors/challenges have influenced the effectiveness of the service/office/program?
[Begin response here]
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C. SERVICE/OFFICE/PROGRAM GOALS
1. List and describe service/office/program goals for the next comprehensive review cycle. Be sure to highlight
innovative, unique, or other especially noteworthy aspects.
In considering your service’s/office’s/program’s future goals, please review Hartnell’s vision and mission statements.
VISION STATEMENT
Hartnell College will be nationally recognized for the success of our students by developing leaders who will contribute to the
social, cultural, and economic vitality of our region and the global community.
MISSION STATEMENT
Focusing on the needs of the Salinas Valley, Hartnell College provides educational opportunities for students to reach academic
goals in an environment committed to student learning, achievement and success.
[List and describe service/office/program goals here]
1)
2)
3)
4)
5)
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II. ANNUAL REVIEW
This section must be completed for ALL services/offices/non-instructional programs, including those scheduled for
a comprehensive review in spring 2015.
A. DATA & TRENDS
1. Provide available data and information that define target recipients of the service/office/non-instructional program,
including numbers/size, types and characteristics/needs of current and potential users, students, clients, and/or
other relevant populations. List the sources of this data and information.
The Office of the Executive Director supports two governance groups, the Advancement Council and the Foundation Board of
Directors and the associated Executive Committee, Nominating Committee, Finance Committee, Investment Committee and Audit
Committee.
Committees and Advisory Groups that receive support from the Office of the Executive Director include: President’s Executive
Cabinet, President’s Task Force, Nominating Committee, Investment Committee, Ag Steering, Athletics Funding Committee, Planned
Giving Committee, Planned Giving Advisory Council, Women’s Education Leadership Institute Western Stage Council, Arts Advisory
Council and the Finance Committee.
2. Analyze and report on salient patterns and trends in this data. Given these patterns and trends in users, needs, usage
and/or other key factors, identify particularly challenging issues in service/program provision, office functioning,
and the evaluation of the service/office/non-instructional program.
Philanthropic investors are expecting a more complex relationship with the college; they want to be more than our “bank”; they want a
meaningful partnership. We want this too, and it takes additional time and effort to accomplish.
Expansion of The Western Stage position and the Director of Development for Athletics position have increased engagement with
these departments and exposed a gap in administrative coordination across the organization.
Agendas and minutes are prepared, distributed and approved in a timely manner. Meetings are well-run. Communications are well
timed and raise awareness and status for the college.
3. Provide any other relevant data and describe any other relevant qualitative factors that affect service/program
provision, office functioning, and the evaluation of the service/office/non-instructional program. List the sources of
this data and information.
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Timely agendas and minutes and well-run meetings are some of the qualitative factors.
A factor that impacts the organization is the connectivity of communications and fundraising in collaboration with the President’s
Office, Director of Communications, funding committees, Board of Directors, and Executive Cabinet.
B. SERVICE/PROGRAM MODALITY
1. Describe the different physical locations (campuses, sites, etc.) at which, the various delivery vehicles (phone, online,
face-to-face, etc.) through which, and the times (of day, evening, week, etc.) at which the service/program is provided to
intended recipients. Consider staffing and other resources available to serve user needs for each location, vehicle, and
time specified.
The Office of Institutional Advancement and Hartnell College Foundation is open Monday through Friday from 8am – 5pm. This does not
adequately represent the significant staff time and effort that supports many college, community and philanthropic events during other days
and hours of the week. In addition to our main hub in Building E, we have staff located in Building K, Building H, and on the Alisal Campus.
The location that we do not have a regular presence at is the King City Center.
2. Compare service/program quality provided across locations, vehicles, and times. Are there differences? To what do you
ascribe the differences in your service/ program? Discuss any other relevant factors regarding diverse service/program
modalities and environments.
We provide full service at our hub, engaged services with staff in other locations, and occasional service to South County. There is currently a
presence at the Alisal Campus. There needs to be more of a presence in King City in support of the Dean of South County. We are
attempting to launch a South County initiative to deepen relationships in that area. The demands of the staff and President pose a challenge
as far as bandwidth.
3. Describe the process to change and improve service/program quality for the more challenging locations, vehicles, and/or
times.
In order to adequately serve the south county area, and coordinate location and discipline specific staff, we need additional staffing support.
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OUTCOMES
SERVICE AREA OUTCOMES
Each service unit/office/non-instructional program develops its own Service Area Outcomes (SAOs). The outcomes should be directly related
to the work of the service unit/office/non-instructional program, challenging but attainable, and measureable. SAOs should articulate what
specifically is to be achieved; their measurement should assess how well the service unit/office/non-instructional program is performing.
1. Please complete the following tables.
List Service Area Outcome(s) scheduled for
assessment as previously specified
What changes have occurred in the
service/office/ program as a result of
dialogue?
Was a Service Area Outcome
Assessment Summary completed
(if expected)?
1.Faculty and staff will be regularly
informed/updated on the grants process
Faculty and staff will report satisfaction with
grant seeking process
Convened group to develop process and
presented process at Student Success
Conference, Advancement Council and
Academic Senate; Information about
process and product is on Foundation
website
Presentation, survey results presented to
Advancement Council
Yes
2.Faculty and staff experience an organized, clear
process for grant seeking
List Service Area Outcome(s) scheduled for assessment in
AY 15-16
1.Strategic Plan for Operations for the Hartnell College Foundation
Yes
How will the Outcome(s) be assessed?
Completed and presented to Foundation Board of
Directors
2.Faculty and staff experience an organized, clear process for grant
Presentation, survey results presented to Advancement
seeking
Council
3.Plan 15-16 to reconvene President’s Task Force
President’s Task Force reconvened and input
incorporated to long-term funding plan
4.Meeting with each area’s Vice Presidents and Deans to assess Meetings documented with each area’s Vice Presidents
alignment and support
and Deans to assess alignment and support
5.Number of donors and partners the Office of the Executive Director of A guest roster will be available for donors and partners
Institutional Advancement serves along with new partnerships
to sign in
developed
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Describe how service area outcomes were specifically addressed by the service/office/program during the past year.
Was there review and analysis of the data? How did the staff engage in discussion? Were any interventions conducted? Are there any
plans to make changes/improvements in the service/office/program?
A group developed the process with input from staff and faculty, administrators and executive cabinet. The process was presented in various
venues and information was added to the Foundation website. The process was evaluated with a survey. The results were presented to the
Advancement Council.
2. Describe assessment activities that need to be strengthened or improved. What are the challenges to achieving these
improvements?
Assessment activities adequately provide for evaluation and continuous improvement of the grants development process. The President’s
Task Force needs to be reconvened to review and provide advice on progress to date and any additions to the long term funding plan.
C. PREVIOUSLY SCHEDULED ACTIVITIES
This subsection focuses on activities that were previously scheduled. An activity can address many different aspects of your service/office/program,
and ultimately is undertaken to improve or enhance your service/office/program, and keep it current.
Activity scheduled
What success has been
achieved to date on this
activity?
1. Oversee successful
development of all
Major Gifts, Planned
Gifts, annual fund and
public grants to meet the
strategic priorities of the
college and the
President’s Task Force
Funding Plan.
2. Oversee effective
development and
implementation of a
campus wide
communications plan
The Task Force Funding
None
Plan has been aligned with
the Strategic Priorities of
the college.
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Report to the community,
College Branding, and
Communications Plan
were completed.
What challenges
existed or continue to
exist?
Will activity continue
into AY 15-16?
Will activity continue
into AY 16-17?*
Yes
Yes
The challenge for the
Yes
Report to community is
getting on a more
timely schedule
Yes
for the college and the
Foundation including
communication with
donors and key
stakeholders.
* For each activity that will continue into AY 2016-17 and that requires resources, submit a separate resource request in Section III.
1. Evaluate the success of each activity scheduled, including activities completed and those in progress. What measurable
outcomes were achieved? Did the activities and subsequent dialogue lead to significant change in service or program
success?
The Executive Director’s time is split 50% to the College and 50% to the Foundation. The Task Force Funding Plan has been aligned with the
Strategic Priorities of the college. Report to the community, College Branding, and Communications Plan were completed. The challenge for
the Report to community is getting on a more timely schedule.
III. ANNUAL ACTION PLAN
This section must be completed for ALL services/offices/non-instructional programs, whether scheduled for
annual or comprehensive review in spring 2015.
A. NEW ACTIVITIES
This subsection addresses new activities for, and continuing new activities into, AY 2016-17. An activity can address many different aspects of your
service/office/program, and ultimately is undertaken to improve, enhance, and or keep your service/office/program current. A new activity may or
may not require additional resources. The first activity listed should be the most important; the second activity listed the second most important, etc. Activities
can include but are not limited to:
a.
b.
c.
d.
e.
f.
g.
NEW CURRICULUM
FURTHER DEVELOPMENT OF THE PROGRAM OR SERVICE
GRANT DEVELOPMENT AND PROPOSALS
FACULTY AND STAFF TRAINING
MARKETING/OUTREACH
ENROLLMENT MANAGEMENT
STUDENT SERVICES
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h. ADMINISTRATIVE SERVICES
i. SUPPORT OPERATIONS
j. FACILITIES
1. List information concerning new projects or activities planned. The first activity listed should be the most important; the second
activity listed the second most important, etc. Please keep in mind that resources needed, if funded, would not be approved
until spring 2016 and provided until FY 2016-17. Ongoing activities involving resources that will no longer be available
from grant funds starting FY 2016-17 must be planned for appropriately.
Activity
1. Oversee the
successful
development of all
Major Gifts,
Planned Gifts,
annual fund and
public grants
2. College
communication
with donors and key
stakeholders.
3. Strategic PlanOperations
4.Alumni Relations
Strategic Plan
Goal(s)
No. & Letter
(e.g., 5A)*
Related SAOs, SLOs,
PLOs, or goals
Desired
Outcome(s)
Person
Responsible
Estimated Date of
Completion (can be
more than one year
in length)
4D, 6A
2, 3, 4
Supplies
Training
Jackie Cruz
June 2018
4D, 6A
3, 5
Supplies
Training
Esmeralda
Montenegro
On-going
3B, 4A, 5A,
6A
4D, 6A
1
Supplies
Training
Jackie Cruz
Fall 2015
5
Supplies
Training
Jackie Cruz
On-going
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
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Resources Needed
Comments
*** Please complete items 2a-e immediately below for EACH new activity. ***
2. This item is used to describe how the new activity, or continuing new activity, will support the service/office/program.
Consider:
• Faculty
• Other staffing
• Facilities
• Equipment (non-expendable, greater than $5,000), supplies (expendable, valued at less than $5,000),
• Software
• Hardware
• Outside services
• Training
• Travel
• Library materials
• Science laboratory materials
a) Describe the new activity or follow-on activity that this resource will support.
Supplies and training are needed to increase the capacity for fundraising and communications.
b) Describe how this activity supports all of the following that apply:
1) Service Area Outcome (list applicable service area outcome)
2) Program level Outcome (list applicable program level outcome)
3) Course level Outcome (list applicable course level outcome)
4) Service/Program Goal (list applicable service /program goal outcome)
5) Strategic Plan Goal (list applicable strategic plan outcome)
Strategic priority goals 3, 4, 5 & 6.
c) Does this activity span multiple years?
☒ YES
☐ NO
If yes, describe the action plan for completion of this activity.
The Funding Plan has annual targets to achieve final results in June 2017. Other activities are on-going.
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d) What measureable outcomes are expected from this activity? List indicators of success.
New activities are reflected in proposed new SAO’s to be measured in 15-16.
e) What are the barriers to achieving success in this activity?
Supplies and training are needed to increase operational capacity.
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B. RESOURCE REQUESTS
If new/additional resources are needed for your service/office/program, it is important that you identify them and project their cost, and that these
resources and costs be considered through the College’s integrated planning (budget development, funding decision making, and resource
allocation) processes. A resource is likely to be something needed to support an activity that you have identified in IIIA above, in which case you
must link the resource with a specific activity number (first column below). The first activity listed should be the most important; the second activity listed
the second most important, etc. A resource could also be something necessary for your service/program to function properly to improve student
learning, such as updated equipment in a room/facility; in such case be sure to note that the resource is NOT tied to a specific activity.
Activity
No.
Personnel
Classified
Staff/
Faculty
(C/F/M)*
Supplies/Equipment
(S/E)**
Technology
Hardware/
Software
(H/S)***
Contract
Services
Training
Travel
Library
Materials
Facilities/Space
e.g. Science
Labs
Projected
Costs
1.
$2,000
$3,000
$5,000
2.
$2,000
$3,000
$5,000
3.
$2,000
$3,000
$5,000
4.
$2,000
$3,000
$5,000
* Personnel: Include a C or F after the amount to indicate Classified Staff or Faculty.
** S for Supplies, E for Equipment.
*** H for Hardware, S for Software.
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APPENDIX A. Strategic Priorities & Goals
(from Hartnell College Strategic Plan 2013-2018)
Priority 1: Student
Access
Goal 1A: Hartnell College will provide higher education, workforce development, and lifelong
learning opportunities—with seamless pathways—to all of the college’s present and prospective
constituent individuals and groups.
Priority 2: Student
Success
Goal 2A: Hartnell College will provide a supportive, innovative, and collaborative learning
environment to help students pursue and achieve educational success.
Goal 2B: Hartnell College will provide a supportive, innovative, and collaborative learning
environment that addresses and meets the diverse learning needs of students.
Priority 3: Employee
Diversity and Development
Goal 3A: Hartnell College is committed to 1) increasing diversity among its employees; 2)
providing an environment that is safe for and inviting to diverse persons, groups, and
communities; and 3) becoming a model institution of higher education whose respect for
diversity is easily seen and is fully integrated throughout its policies, practices, facilities, signage,
curricula, and other reflections of life at the college.
Goal 3B: To attract and retain highly qualified employees, Hartnell College is committed to
providing and supporting relevant, substantial professional development opportunities.
Priority 4:
Effective Utilization of Resources
Goal 4A: To support its mission, Hartnell College is committed to the effective utilization of
its human resources.
Goal 4B: Hartnell College is committed to having its physical plant, furnishings, and grounds
maintained and replaced in a planned and scheduled way to support learning, safety, security,
and access.
Goal 4C: Hartnell College will maintain a current, user-friendly technological infrastructure
that serves the needs of students and employees.
Goal 4D: Hartnell College is committed to maximizing the use and value of capital assets,
managing financial resources, minimizing costs, and engaging in fiscally sound planning for
future maintenance, space, and technology needs.
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Priority 5:
Innovation and Relevance for Programs and Services
Goal 5A: Hartnell College will provide programs and services that are relevant to the realworld needs of its diverse student population, while also developing and employing a culture of
innovation that will lead to improved institutional effectiveness and student learning.
Priority 6: Partnership
with Industry, Business Agencies and Education
Goal 6A: Hartnell College is committed to strengthening and furthering its current
partnerships, in order to secure lasting, mutually beneficial relationships between the college
and the community that the college serves.
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