COMPREHENSIVE NON-INSTRUCTIONAL PROGRAM PLANNING AND ASSESSMENT
(Program Review)
ADMINISTRATIVE SERVICES SERVICE AREA
Service Area(s):
Office of the Executive Director of Advancement
Author(s):
Jackie Cruz, Terri Ugale
Date:
January 1, 2014
COLLEGE MISSION STATEMENT
Hartnell College provides the leadership and resources to ensure that all students shall have equal access to a
quality education and the opportunity to pursue and achieve their goals. We are responsive to the learning needs of
our community and dedicated to a diverse educational and cultural campus environment that prepares our students
for productive participation in a changing world.
1. How does the service area support/strengthen the college’s ability to fulfill its mission?
The Office of the Executive Director of Advancement supports and strengthens the college’s
mission through a continued focus on galvanizing resources for student access, student
success, student achievement, and innovative programming. Garnering resources
successfully in support of the college and its students is accomplished through extensive
collaborations with the community, college leadership, faculty, k-12 partners, foundation
board of directors, and government partners. This office has annual action plans and a 5
year funding plan aligned with Hartnell College’s Governing Board Strategic Priorities.
2.
What are the service area’s key duties, responsibilities, functions, activities, and tasks?
The Office of the Executive Director of Advancement oversees all operations of the office of
advancement and the foundation. This office seeks the advice of President’s Task Force,
Foundation Board of Directors, the President’s Cabinet, Superintendent/President and his
staff, the Advancement Council, and 11 advisory committees. This office complies with
district and Foundation Board policies. The Office oversees public and private funding plans
for the district outside of the general fund. In fulfilling these responsibilities, the office
provides a connection between the external community, interested philanthropist and the
college leadership to maximize resources for the district’s priorities and goals.
The office supports all the activities of the Executive Director of Advancement in her role as
chief development officer for the District, including oversight and supervision of all other
functions of advancement (see attached organizational chart).
The office also supports the foundation board of directors, managing the board’s calendar,
agenda, minutes and other details. Board of Directors support also includes management of
the nominating committee and its annual process.
The office provides specific, practical support to two governance groups: Board of Directors
and the Advancement Council. The office also provides similar support to a variety of
advisory committees and funding committees and task groups. This includes issuing
agendas/materials, taking and posting minutes, and communications.
The following is a list of committees, task force and advisory groups receiving support from
this office:
President’s Task Force, Nominating Committee, Investment Committee, Ag Steering
Athletics Funding Committee, Planned Giving Committee, Planned Giving Advisory
Council, Women’s Education Leadership Initiative Vision Committee, Western Stage
Council, Arts Advisory Council and the Finance Committee.
3.
What data are used to measure how well the service area is performing with respect to the
above-identified duties, responsibilities, functions, activities, and tasks? What do these data suggest
about the service area’s effectiveness and its need for continuous quality improvement?
See the attached evidence in support of the completion of numerous duties, responsibilities,
functions, activities, and tasks (see #4). The information provided demonstrates that the
Office of the Executive Director of Advancement is effective in performing the identified
duties, responsibilities, functions, activities, and tasks.
4.
What are the service area’s greatest strengths and most significant accomplishments during
the past three years? (Feel free to use information provided in the response to question #3, above.)
Succesful in developing a new 5-year funding plan in alignment with district strategic
priorities. (See President’s Task Force 5 year funding plan attached).
The Foundation launched a President’s Task Force and conducted a college-wide needs
assessment to identify key initiatives appropriate for private support. A six month planning
process gave all campus employees an opportunity to submit proposals that had the potential
to improve and address student and college needs. Chaired by Margaret D’Arrigo-Martin,
the task force included 43 members. Four meetings were held with different initiatives
presented at each meeting. Meetings also included a ranking of the 26 proposed initiatives
according to perceived need for the projects in the community and their ability to attract
private funding. In addition to community leaders, the Task Force included Vice Presidents,
Deans and college staff. Presentations on key initiatives include Andy Newton on the Math
and Science Institute, Zahi Atallah on agriculture, Debra Kaczmar on Nursing and Allied
Health, Danny Teresa on athletics and Joe Welch on Computer Science Information
Technology.
The result of the Task Force’s is strategic plan for the Hartnell College Foundation aligned
with the vision and strategic priorities of Hartnell College. These priorities will address
important higher education needs throughout our community. The top initiatives that have
been identified are indicated to the right. Teams are now being put in place to carry this
important work forward.
Developed a grant development process to benefit Hartnell College. (See Chart and forms
attached)
Support of the Foundation Board of Directors evidenced by timely, accurate, and
comprehensive management of board meetings, materials, and communications.
Increased marketing efforts in TV, radio and print media.
Increased advisory and volunteer involvement at Hartnell College.
See attached list of advisory committees, taskforce and councils.
Launched a new Planned Giving Program.
Secured an alumni database of 40,000 and communicated with alumni for the first time in the
history of the college.
Developed relationships with private foundations and individuals which resulted in greater
private support for the college. (See funding progress spreadsheet)
Recruited well respected and prominent leaders in this community to the Foundation board of
Directors (See board of Directors list).
5.
What are the service area’s major challenges during the past three years—that is, what
aspects of the service area are most in need of improvement? (Feel free to use information provided
in the response to question #3, above.)
The principal challenge facing the Office is that of staffing to engage and develop
relationships on behalf of the college. The potential for the college is huge and we are in a
great position to present a case for support to our alumni, retired faculty, community leaders,
and government stakeholder, but we are limited in our manpower.
The Executive Director of Advancement oversees all of the private and public development
for the college as well as other advancement functions. A major part of the role is developing
effective relationships with the foundation board of directors and our major donors. The
current staffing of this office is not sufficient to expand our donor base. This results in the
office not being able to launch comprehensive efforts in alumni relations or special events.
What are the service area’s service area outcomes?
6.
A.
The Office of the Executive Director of Advancement will coordinate effective Foundation
Board of Directors meetings to keep them informed, engaged and as a result support the college.
7.
How are these service area outcomes assessed?
Evidence of board of directors meetings, minutes and packets attached.
Evidence of e-mail communications from executive assistant informing the foundation board
of directors of upcoming meetings.
8.
Identify the service area outcomes that have been successfully met during the past three
years, and explain how they were successfully met. Also, discuss the steps that are being taken to
ensure continuous quality improvement with respect to these outcomes.
Service area outcome
The Office of the Executive Director of Advancement will coordinate effective Foundation Board of
Directors meetings to keep them informed, engaged and as a result support the college.
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July 2012 – June 2013
Board of Directors packets on a quarterly basis
Executive Committee packets on a monthly basis
Planning meeting agendas two weeks ahead of time
Planning meetings scheduled regularly as evidenced on the calendar
To ensure continuous quality improvement, the Office of the Executive Director of
Advancement will continue to seek opportunities to enhance the quality of the meetings.
9.
Identify the service area outcomes that have not been met successfully during the past three
years. Explain the ways in which the service area is engaging in continuous quality improvement
with respect to this challenge. (Note: Be sure to include and to elaborate upon at least some of this
information in the “Annual Action Plan”).
Service area outcome met.
10.
How successfully has the service area collaborated with other areas at the college (both
instructional and non-instructional)? What steps are being taken to ensure continuous quality
improvement in the area of collaboration?
The Executive Director of Advancement is an active participant of the President’s Executive
Cabinet which includes senior administrative staff from all areas of the college. Meetings
with the Executive Cabinet take place on a weekly basis. The Executive Director of
Advancement participates in monthly management meetings. The Executive Director of
Advancement attends industry steering committee meetings, advisory councils, grants team
meetings, grants oversight council for various parts of the college. The Executive Director of
Advancement coordinates donor visits to various areas of the campus in collaboration with
deans, faculty Vice president’s and the Superintendent/President. Public and private grants
are developed by teams of faculty, deans and vice president’s and development work requires
deep collaboration with staff and faculty throughout the campus. All of these activities and
meetings provide an ongoing opportunity for collaboration.
The executive assistance works closely with a number of offices on campus, particularly the
offices of the vice presidents and especially the office of the Superintendent/President.
To ensure continuous quality improvement a task log is maintained of all assignments among
senior administrative staff. The task log is reviewed and updated on a monthly basis.
11.
Describe the professional development opportunities taken advantage of by members of the
service area within the past two years. In addition, please explain the ways in which service area
personnel’s engagement in these opportunities has helped the service area meet its various
obligations and fulfill the college’s mission.
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Along with attendance at professional meetings, workshops, and conferences, membership
and/or service with associations, agencies, and organizations contribute to the professional
development of the Executive Director of Advancement.
Community Foundation Community Impact Grants committee
Youth Orchestra Salinas Board of Directors
Salinas City Elementary District Foundation Board of Directors
YMCA Salinas, Vice Chair
Building Healthy Communities, Body of Work Member, Systems Group Member
Sun Street Centers Board of Directors
Community Foundation Neighborhood Grants Committee
Attended Council for Advancement in Support of Education 2013
Attended Council for Advancement in support of Education Major Gifts Institute
Attended Stanford’s Non-profit management institute March 2013
Attended California Health Professions Consortium November 2013
Attended Pathways for Prosperity Network at the California Department of Education
Attended California Endowment board retreat
Attended building healthy communities learning and evaluation retreats
Professional development for senior executive assistant.
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Raisers Edge Training
Google Apps Training (2013)
12.
Does the college provide adequate support and resources for the service area (financial,
administrative, facilities-related, equipment-related, and so on)? Does the service area have
sufficient staffing to support its ability to meet its service area outcomes? Please use relevant,
specific examples and evidence to support and clarify your responses.
Additional staffing is needed to support the overall functions of the office of advancement.
The Office of the Executive Director of Advancement is adequately staffed. The college
supports this office. One area that needs support is a travel budget and training support for
the Executive Director of Advancement and the Executive Assistant. The rationale for this
additional support follows.
The Executive Director of Advancement leads financial development efforts for the
District. The executive assistant in the office of the Executive Director of Advancement
manages all aspects of supporting the Advancement council. This office requires resources
to meet with potential supporters, partners and program officers in the local, regional and the
state level. Travel and meetings are a regular part of the relationship building process. This
office does not have a travel budget for meetings to enable the continuous development of
new relationships and the continued stewardship of existing ones.
Our current supporters include foundations our of Palo Alto, San Francisco, Sacramento and
Los Angeles. This office could strengthen its ability to deepen relationships and garner more
support for the college with adequate travel support.
Professional development opportunities for the executive assistant needs to be strengthened.
13.
If the service area’s current needs—identified in the response to item #12—are not being
met, explain the ramifications of this state of affairs.
The ultimate result is that this office will not have the adequate resources to enhance existing
funding relationships or begin new relationships that would be of financial benefit to the district.
14.
How successfully has the service area addressed external compliance regulations and issues,
and what steps have been taken to ensure complete success concerning this matter? Please use
relevant, specific examples and evidence in your response.
The Office works closely with all other programs and services to ensure compliance with
state and federal reporting. The Office of the Executive Director of Advancement is not
directly responsible for the completion of many of these reports, but is responsible for
ensuring their timely and accurate submission. Some specific examples of ensuring
compliance include:
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Compliance for private foundation, federal and state grant reporting and fiscal compliance
Compliance with IRS charitable regulations
Compliance with Accounting principles consistent with non-profit accounting and UPMIFA
Compliance with Brown Act regulations (open meetings)
Compliance with personnel laws and regulations
Compliant with Donor Bill of Rights
15.
Please provide any other information or comments that are relevant to this review of the
service area.
16.
Please provide an EXECUTIVE SUMMARY of this service area review, using the Administrative
Services Service Area “Executive Summary” template.
17.
The information requested during this comprehensive review process is intended to be
meaningful and useful for the purpose of continuous quality improvement for the service area. To
this end, each year the service area will develop a workable, year-long, follow-up action plan
(entitled “Annual Action Plan”) that both derives from and addresses key information provided by
the comprehensive review. Each yearly action plan will outline specific initiatives focusing on the
service area’s identified areas in need of strengthening, its identified challenges that need to be met,
and the like. (Please use the Administrative Services Service Area “Annual Action Plan” template.)