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
Facilities/Maintenance/Asset
Management
*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
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
2|P ag e
2011-12
2012-13
2013-2014
Student Workers
Professional Experts
Total Full Time
equivalent Staff
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 Facilities, Maintenance and Asset Management Department maintains 338,059 of
assignable square footage and 833, 922 of gross square footage which includes Main Campus,
Alisal Campus and our King City Center. This information comes from our space inventory
which is updated and submitted to the state chancellor’s office annually.
The needs include cleaning, building repairs, preventative maintenance, and landscape
maintenance. With the recent addition of the new iSupport software the college staff,
employee’s will be able to electronically fill out a work order, be able to receive updates on
their request and fill out a satisfaction survey once the work has been completed.
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.
The college keeps growing in size; however the number of maintenance personal required
to perform the maintenance of our sites has not kept up with that growth. A big challenged for
the department would be to add additional position/staff to complete the current department
workload. The additional staff needs should be evaluated and planned to improve the overall
service provided by the department.
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.
The IT and Facilities Maintenance Departments have started the process of the
Implementation of web base/online work order/preventative maintenance on line tool
system that will aid in cost savings, increase efficiency and improve services as well as
provide customers the opportunity to provide input on services provided. Hire
unfilled/vacant staff positions, mentor, train current management positions.
4|P ag e
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 Facilities, Maintenance and Asset Management office is located in the Main Campus
building L. Our services are provided to all three locations, Main Campus, Alisal Campus and
our King City Center. Our hours of operations our Monday through Friday 8a.m. to 10 p.m.
the night shift consisting of custodial staff, Maintenance technicians are assigned work for our
Alisal and King City sites through our work order system and travel to address the needs using
district vehicles.
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.
The Facilities Maintenance personal our located/assigned to two of our three sites, Main
Campus and Alisal Campus. For our King City Center we contract out the custodial cleaning
and for the maintenance portion we send our maintenance technicians to address any
maintenance issues/needs.
3. Describe the process to change and improve service/program quality for the more
challenging locations, vehicles, and/or times.
The biggest challenge currently faced is in the human resource needs, the college keeps
growing in size, however the number of maintenance personal required to perform the
maintenance of the campuses has not kept pace with that growth. A big challenge for the
department would be to add additional positions to aid with the current workloads. The
additional staffing needs need to be evaluated and planned to be able to improve the overall
service provided by the department.
5|P ag e
B. 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
Faculty will indicate that they
are aware of safety features and
procedures available on campus.
The faculty, staff and students
will report they are satisfied
with the cleanliness,
maintenance of the campus
buildings.
Students, staff and
community members will
report they are satisfied the
playing fields (soccer and
football) are maintained to a
level that supports
competitive play and student
and public safety.
6|P ag e
What changes have occurred
in the service/office/
program as a result of
dialogue?
The following changes
where completed.
1. Interior classroom
locks
2. Internal notification
system.
3. Exterior notification
system
4. AEDs throughout the
campus
5. Disaster Guides in
Classrooms.
Was a Service Area
Outcome Assessment
Summary completed
(if expected)?
A survey was
completed, the results
of this exercise shows
a need for increased
awareness by faculty
of emergency
procedures.
The software program
was purchased and is in
the process of being
implemented this summer
2014. The laptops will be
ordered in July, 2014 with
the new year’s budget.
Also the technician’s
accounts are being set-up.
Next Steps,
The training for
technicians, log in
and systems
training.
A focus group (consisting
of the athletic coaches,
Director of Athletics, and
grounds personal) meet in
May to review the playing
fields with field
maintenance
professionals. The
recommendation was to
develop a field
maintenance program
The focus group will
meet again in
December 2014 to
reassess the playing
field conditions
after a full season of
play.
Brining the system
on line.
Informing campus
community of the
new process.
which included monthly
fertilization and over
seeding before and during
the playing season.
List Service Area Outcome(s)
scheduled for assessment in
AY 14-15
How will the Outcome(s)
be assessed?
The faculty, staff and students
will report they are satisfied
with the cleanliness,
maintenance of the campus
buildings.
The new program
iSupport allows the
requester (faculty, staff,
and students) the ability
to evaluate the level of
service they received.
The focus group will meet
to review the conditions
of the playing fields after
the completion of the
season.
Students, staff and
community members will
report they are satisfied the
playing fields (soccer and
football) are maintained to a
level that supports
competitive play and student
and public safety.
Faculty will indicate that they
are aware of safety features and
procedures available on campus
Several training sessions
will need to be developed
and presented to faculty
and staff. Scheduling will
be made with the
assistance of the
Academic Affairs
department. Outcomes
will be reassessed after
trainings.
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?
On the playing fields a maintenance program was developed and implemented.
Campus safety initiatives were set in place and training was started.
Campus Maintenance software program was purchased and is in the process of being
implemented this summer 2014. The laptops will be ordered in July, 2014 with the New Year’s
Budget.
7|P ag e
3. Describe assessment activities that need to be strengthened or improved. What
are the challenges to achieving these improvements?
On the playing fields a maintenance program was developed and implemented, a review will
be done at the end of the playing season by the focus group. The challenge we foresee is the
length of the playing season 10 months out of the year.
On the new work order system, once the laptops have been purchased and received the
training of the staff and the college community on the new system will be somewhat of a
challenge, they are so used to picking up the phone and placing their work order.
Campus Safety is ongoing from continuing to install new safety features throughout all three
sites to training of the emergency response team and staff. Some of the things the college is
currently looking at are emergency shutdown buttons that will lockdown all keyless entry
building with the push of a button on Main and Alisal Campuses. At our king City Center the
installations of safety glass at the front office counters, and looking at building back door
alarms.
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?
What challenges
existed or
continues to exist?
Will activity
continue into
AY 14-15?
Will activity
continue into
AY 15-16?*
1. Safety
Improvements
Campus Safety
The following changes
where completed.
1. Interior
classroom
locks
2. Internal
notification
system.
3. Exterior
notification
system
4. AEDs
throughout the
campus
5. Disaster
Guides in
Classrooms.
Field maintenance
program implemented.
Emergency
response team
and faculty
training
Yes
Yes
Long playing
seasons, allowing
the fields enough
Yes
No
2. Field
Maintenance
8|P ag e
time to
recuperate.
3. Work Order
Purchase of the software.
Implementation
Yes
No
system
of the new process
campus wide and
training of the
maintenance staff.
* 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?
On Campus Safety, even after implementing five initiatives that will greatly enhance the safety
of the college to student and staff the results of the pre and posttest exercise showed a need for
increased awareness. Future training sessions will need to be developed and presented to
faculty and staff.
On Field Maintenance, the fields have never looked this great. The key factor will be to reassess
the condition of the field after the completion of the playing season since the maintenance
program implemented is ongoing throughout the playing season.
On the work Order system the software has been purchased, staff has been trained. The next
steps would be to purchase the ipads for the maintenance staff and allow them to get
comfortable/use to the system then send out a campus wide communication announcing the
new system.
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
9|P ag e
Strate
gic
Plan
Goal(
s)
No. &
Letter
Related
SAOs, SLOs,
PLOs, or
goals
Desired
Outcome(s)
Resources
Needed
Person
Responsible
Estimated
Date of
Completion
(can be more
than one year
in length)
Comments
1.
Department
Manager/Supervisor
staff development.
(e.g.,
5A)*
3A,
3B,
and
4A
2.
Playing Fields
(football &
Soccer)
maintained
2A,
2B
4B,
3.
Work order
system
2A
2B
4A
4B
Goal, to
create a
more highly
qualified,
professional
department
management
staff in the
maintenance
department.
Maintain the
playing
fields (soccer
and
Football) to
a level that
will support
competitive
play,
student, and
public
safety.
The goal
would be to
better serve
the college
campus,
allow the
requester
(Faculty,
Staff, and
Students)
the ability to
evaluate the
level of
service they
received.
None
Director,
Facilities,
Operations,
and Asset
Management
This goal will
take about 18
months to
complete; this
goal is based
on current
staff s ability
to adapt to
change.
$80,000
budget to
purchase
equipment
Director
Facilities,
Operations
and Asset
Management
None
Director
Facilities,
Operations
and Asset
Management
This will be a
two year
process, a
maintenance
program has
been
implemented,
and core
group will
review after
playing
season.
Completion of
this initiative
is expected to
be end of fall
semester
2014
4.
5.
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
*** Please complete this page for each new activity. ***
Management staff development maintenance
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
10 | P a g e
·
·
·
·
Training
Travel
Library materials
Science laboratory materials
a) Describe the new activity or follow-on activity that this resource will support.
Professional development will aid the managers and supervisors improve their skills to better
support their staff and give them the tools to work to resolve any issues that may arise in the day
to day operations of the different departments.
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
The activity will aid in the Service/Program goal to create and maintain a highly qualified,
professional diverse and responsive workforce. This is a continuous improvement process, looking at
what changes can be made to better serve our college community.
c) Does this activity span multiple years?
YES
NO
If yes, describe the action plan for completion of this activity. What’s the action
plan?
The action plan will include scheduled training sessions with the IT department to cover the
following, e-mail, word, excel, along with supervisor training with the HR LCW workshops.
d) What measureable outcomes are expected from this activity? List indicators of
success.
Manager and Supervisors to be leadership role models to their staff, this is accomplished by one
on one meetings going over issues and coming up with solutions that meet the needs of the college,
help create an atmosphere of openness, trust, and support for employees to better serve our
students. The managers and supervisors will be encouraged to take advantage of the training
provided by the college in IT (Computer Skills) and HR (LCW). The indicators for success would be
the supervisors being able to use the computers tools provided, increase communication with
staff/direct reports and a better understanding of the union contract, being able to assist with
reports such as the program review.
e) What are the barriers to achieving success in this activity?
The biggest barrier I foresee is changing entrenched work behavior by some personnel. Just because
things have been done a certain way for a long time does not dictate how work is to be done in the
future. We need to continually assess work duties and adjust as needed.
*** Please complete this page for each new activity. ***
Playing field maintenance (Football & Soccer)
11 | P a g e
3. 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
f) Describe the new activity or follow-on activity that this resource will support.
This activity will support the athletic programs and community programs that use our playing
fields. Measure H funds was able to provide funds to rebuild the fields now we need to develop a
program to maintain the fields.
g) Describe how this activity supports any of the following:
6) Service Area Outcome
7) Program level Outcome
8) Course level Outcome
9) Service/Program Goal
10)
Strategic Priority Goal
This activity fall under the Service Area Outcome (Students, staff, and community members will
report they are satisfied with the playing conditions.)
h) Does this activity span multiple years?
YES
NO
If yes, describe the action plan for completion of this activity.
A core group was formed at the beginning of the process, after the playing season. The group will
re-evaluate the conditions of the playing fields and make a determination if equipment will need to be
purchased to bring the renovation process in-house rather than outsourcing the work plan.
i) What measureable outcomes are expected from this activity? List indicators of
success.
A core group was formed consisting of athletic and maintenance personal. A meeting with field
turf professionals determined two courses of action; one was to set-up a maintenance program
which included over seeding and fertilization before and during the playing season. The core
group will meet again at the end of the season and re-evaluate the playing field conditions. If the
results do not meet the needs of the college, the next steps would be to implement a more
aggressive renovation process that will include the purchase of new equipment. Success would
come when a program is in place that will allow the college to be able to properly maintain the
conditions of the fields throughout the year, the core group will agree that the conditions of the
playing fields have increased by 75% at the end of the playing season.
12 | P a g e
j) What are the barriers to achieving success in this activity?
The biggest barrier is competing with the use of the fields. The playing season has grown to 10
months out of the year. The time allowed to do field renovation is limited to the winter season when
the playing field turf normally becomes dormant.
B. RESOURCE REQUESTS
If new/additional resources are needed for your service/office/program, it is important that you
Activity
No.
Personnel
Classified
Staff/
Faculty
(C/F/M)*
Supplies/
Equipment
(S/E)**
Technology
Hardware/
Software
(H/S)***
Contract
Services
Training
Travel
Library
Materials
Science
Labs
Projected
Costs
1.
2.
E Equipment
$80,000
3.
4.
5.
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
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.
13 | 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:
14 | 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.
15 | P a g e