Program Planning and Assessment (PPA)
for Services, Offices & Non-Instructional Programs
Comprehensive Review, Annual Review & Action Plan
Spring 2014
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 (every five years) comprehensive review that shows evidence of
improvement and outlines long-range goals.
The Program Planning and Assessment process will improve and increase the flow of information
and data at Hartnell College. The result of the process will also improve institutional effectiveness.
Service/Office/
Non-Instructional Program
Date Completed (must be
in final form by 3/31/14)*
6/18/14
Date Submitted
to VP
6/27/14
Cafeteria
*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
Joseph Reyes Director, Facilities, Operations and Asset Management
Jill Sweeney, Food Service Manager
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
è For services/offices/non-instructional programs scheduled for
comprehensive review in spring 2014, please complete Sections I, II, and III.
è For services/offices/non-instructional programs scheduled for annual
review, please complete Sections II and III.
I.
COMPREHENSIVE REVIEW
Please complete this section for services/offices/non-instructional programs
scheduled for comprehensive review in spring 2014. Go to Section II for
services/offices/non-instructional programs scheduled for annual review in
spring 2014.
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?
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
Management,
Supervisors
Classified Staff
Classified Staff- Part-time
Faculty Staff
Faculty – Part-time
Student Workers
Professional Experts
Total Full Time
equivalent Staff
2|P ag e
2011-12
2012-13
2013-2014
2. What staffing factors/challenges have influenced the effectiveness of the service/
Office/program?
C. SERVICE/OFFICE/PROGRAM GOALS
1. List and describe service/office/program goals for the next comprehensive
review cycle—Fall 2014 through Fall 2018. Be sure to highlight innovative,
unique, or other especially noteworthy aspects.
A new mission and vision is currently before the board for approval in February. In considering
your service’s/office’s/program’s future goals, please review the proposed new mission and
vision 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.
1)
2)
3)
4)
5)
3|P ag e
II. ANNUAL REVIEW
This section must be completed for ALL services/offices/non-instructional
programs, including those scheduled for a comprehensive review in spring
2014.
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 Cafeteria is located in the main campus in building C with a small café at our Alisal
Campus in building A. The main campus cafeteria benefited from Measure H funds and
received a facelift updating finishes with the addition of some new equipment a few years ago.
The Alisal food service area was completed a few years ago and only allows us to provide
limited services. Food is prepared on main campus cafeteria and transported to Alisal
Campus.
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.
We recently hired the new food service manager and foresee one challenge in trying to change
the culture of the department staff. Recently, a survey was conducted and customer
satisfaction was a little disappointing with only 36% really felt welcomed.
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.
With the hiring of the new food service manager the department will focus on the following
areas; develop a marketing plan, evaluate all food and beverage services provided, and
training of staff to include Serv-Safe food handlers training, portion control, proper cleaning
protocols, and customer service.
4|P ag e
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.
On the main campus we have a full service kitchen that includes a grill, soup area, and
sandwich area. Soon it will include a salad bar. Hours of operation are Monday through
Thursday 8:00 a.m. through 7:30 p.m. and on Fridays 8:00 a.m. through 2:00 p.m.
On Our Alisal Campus we have limited services. It was not designed to be a full service kitchen,
rather a small café only serving food that has been prepared on main campus and transported
over. The hours of operations are Monday through Thursday 9:00 a.m. through 1:30 p.m.
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.
On the main campus we have a full service kitchen; this allows the department to provide a full
range of services to include catering. Catering service is provide for various college activities
as well as for community activities. The Alisal Campus was only designed for minimal service
to students and staff.
3. Describe the process to change and improve service/program quality for the more
challenging locations, vehicles, and/or times.
The first improvement will be in the customer service area. The process will begin with two
meeting with staff per month. Team building training will be provided. Staff will assess issues
and problems and work towards positive outcomes that will be beneficial to staff and students.
Management will emphasize accountability and leadership by example. The cafeteria hires
many student workers throughout the year. Staff will focus on being a positive influence to the
students.
5|P ag e
C. 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/nonInstructional 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
Student, Staff and community
will report food service provided
meet their needs.
List Service Area Outcome(s)
scheduled for assessment in
AY 14-15
Student, Staff and community
will report food service provided
meet their needs.
What changes have occurred
in the service/office/
program as a result of
dialogue?
A new food service manager
was recently hired. A
reassessment of food cost,
staff training that included
Serv-Safe certification,
portion control, and
customer service.
Was a Service Area
Outcome Assessment
Summary completed
(if expected)?
Yes, and this will be
ongoing with the goal
of completing an
electronic survey
every semester. Some
of the recommended
changes have been
implemented.
How will the Outcome(s)
be assessed?
Every semester an
electronic survey will be
sent out.
2. 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?
The survey clearly showed that the college needs to make some changes. We had over 140
responses. The most important value was not the cost of the food to be lower, rather 20%
wanted organic fresh and whole foods, followed by people trying to count calories at 19%
followed by 18% wanted more adventurous and expanding culinary taste. The snacks
responses indicated that 27% enjoyed fresh fruit nuts and grains and only 13% said chips.
6|P ag e
As a result of the survey a new menu for the café/grill will be created. There will be healthier
options, more diversified beverage choices, more new salads and we will be offering a new
salad bar for the fall semester 2014. There are special soups each day along with specials that
provide a robust menu selection.
3. Describe assessment activities that need to be strengthened or improved. What
are the challenges to achieving these improvements?
Based on the assessment/survey completed for the food service department the area that
seems to stand out the most is the need to improve on customer service.
The approach will be to change the past culture of the kitchen food service area into a positive
more inviting environment. The step to accomplish this will be to have twice a month
department team building meeting, which will focus on customer service skills, exceeding
customer expectations. This area was a little disappointing that only 36% really felt welcomed.
D. 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
1. No previously
activities where
scheduled, the hiring
of the new food
service manager was
completed.
What success has
been achieved to
date on this activity?
What challenges
existed or
continues to exist?
Will activity
continue into
AY 14-15?
Will activity
continue into
AY 15-16?*
NA
NA
NA
NA
2.
3.
* For each activity that will continue into AY 2015-16 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 hiring of the new food service manager was completed; the training of staff and student
workers on the Safe-Serv program and certification was also completed. Staff training will be
ongoing alone with the recommended changes learned from the surveys.
7|P ag e
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
2014.
A. NEW ACTIVITIES
This subsection addresses new activities for, and continuing new activities into, AY 2015-16. 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.
1. List information concerning new projects or activities planned. Please keep in mind that
resources needed, if funded, would not be approved until spring 2015 and provided until
FY 2015-16. Ongoing activities involving resources that will no longer be available from
grant funds starting FY 2015-16 must be planned for appropriately.
Activity
1.
Staff
development
on customer
services
Strategic
Plan
Goal(s)
No. &
Letter
(e.g.,
5A)*
3A, 3B
4A
Related
SAOs, SLOs,
PLOs, or
goals
Desired
Outcome(s)
Resources
Needed
Person
Responsible
Improve
customer
service/welc
ome
Improve
above 50 %
previous
survey
showed 36%
None
Food Service
Manager
2.
3.
4.
5.
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
8|P ag e
Estimated
Date of
Completion
(can be more
than one
year in
length)
The process
will take
about 18
months
Comments
The changing
of past culture
will be a
challenge;
many
employees
have been here
for many
years.
*** Please complete this page for each new activity. ***
Food services staff development
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.
This activity will support the whole college community; everyone will feel welcomed and be
provided better service.
b) Describe how this activity supports any of the following:
1) Service Area Outcome
2) Program level Outcome
3) Course level Outcome
4) Service/Program Goal
5) Strategic Priority Goal
This activity will support the Service Area Outcome of achieving a higher level of customer
satisfaction; goal will be to improve the atmosphere, allow all to feel welcome and receive better
service. This will be in line with Strategic Priorities and Goals 3A, 3B, and 4A
c) Does this activity span multiple years?
YES
NO
If yes, describe the action plan for completion of this activity.
Meetings with staff will be twice a month to discuss issues and problems, develop action plans,
and also use this opportunity for team building.
d) What measureable outcomes are expected from this activity? List indicators of
success.
Every semester an online survey will be conducted, a close eye will be kept on customer
satisfaction along with what is working and what else can be done to improve in this area.
9|P ag e
e) What are the barriers to achieving success in this activity?
The current staff has been in their current positions a long time. The only barrier I foresee at this
time is changing the way things have been done in the past. I will work with cafeteria manager to
develop staff training related to customer service.
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 (governance, budget development, funding decision making, and resource
Activity
No.
Personnel
Classified
Staff/
Faculty
(C/F/M)*
Supplies/
Equipment
(S/E)**
1.
Technology
Hardware/
Software
(H/S)***
Contract
Services
Training
Travel
Library
Materials
Science
Labs
XX
Projected
Costs
$2,000
2.
3.
4.
5.
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). All resource requests completed in the various columns of a specific row
must be linked to the new or continuing activity numbered on the first column of that
same row. 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.
* Personnel: Include a C, F, or M after the amount to indicate Classified Staff, Faculty, or Manager.
** S for Supplies, E for Equipment. If additional supplies, for example, are needed for ongoing activities, this
should be requested through the budget rollover process.
*** H for Hardware, S for Software.
10 | P a g e
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.
Priority 5:
11 | P a g e
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.
12 | P a g e