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)*
Date Submitted to VP
Human Resources
June 13, 2014
*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
Terri Pyer, Associate Vice President HR and EEO
This PPA report is organized in 3 sections and 9 subsections as follows:
I.
II.
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.
III.
Annual Action Plan – a. New Activities and b. Resource Requests.

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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TAFFING
ROFILE
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 2011-12 2012-13 2013-2014
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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ERVICE
FFICE
ROGRAM
OALS
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.
V ISION S TATEMENT
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.
M ISSION S TATEMENT
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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A.
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 Human Resources Office serves the employment needs of Hartnell College employees, including the nearly 100 full-time faculty, 220 part-time faculty, 38 managers and supervisors, 140 classified employees, many short-term, temporary employees that include professional experts and student workers, and its dozens of retirees who elect to continue to participate in the District’s health benefits program.
These needs include hiring and promotion, equal employment opportunity, orientation, benefits and leaves administration, wage administration, training and development, health and wellness programs, performance evaluation and management, employee relations, collective bargaining, and grievance and complaint processing.
Electronic employee records are kept in the college’s database of record, Ellucian’s Colleague system. Personnel files are located in the file room in the HR Office area.
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.
During the last year, we increased the numbers of employees in each group by an overall average of approximately 10 percent (faculty 11%, administrators 20%, classified 8%), filling critical positions in response to gaps in our organizational structure. While this is ultimately beneficial to our organization, the amount of time and resources that are devoted to recruitment, hire, orientation, and training activities has been challenging to our office’s ability to provide efficient service. We also have centralized the recruitment and hiring of adjunct faculty in our office, a process that had been distributed throughout the academic offices. This increased recruitment activity has been time and material intensive, and also has been challenging to absorb.
Once our college’s administrative structure was stabilized and fully staffed, we were able to improve our ability to timely assess employee performance. Over the last year, we have improved our evaluation completion dramatically, through persistent communication with supervisors and the development and maintenance of a tracking system. We also have focused attention on meeting the needs and interests of employees in skill development and other professional development activities. These activities are labor intensive, and are among the
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processes that we will improve through technology that we recently purchased. Without this new software, our office staff resources have been stretched thin.
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 District as a whole has embarked on an effort to improve our practices around, and skill in, using our database of record. Through our work with our Ellucian consultant, we have uncovered several areas where the HR Office’s use of this system fell short of best practices, or where our college’s ad hoc, self-designed solutions have made it difficult to adopt system improvements to perform some of our most basic functions--like assigning positions to personnel, processing adjunct faculty contracts and pay, calculating leave accruals, and establishing correct budgets and pay for employees--without dismantling much of our previous system. The effort of working through these processes with the consultant and attempting to put in new, improved processes has taken time for the entire staff on a nearly weekly basis. We are hopeful that, when we have instituted all of these improvements, our work will be more efficient, and we can be more thoughtful in accomplishing our work with greater attention to the satisfaction of our customers, our employees.
As a District, we also have been updating old policies and procedures, and creating new sets to guide our behavior while setting uniform, consistent policies and practices that are accessibly to and known
(or knowable) by all. This, too, will result in efficiencies, but requires a lot of time for our staff to create.
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B.
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 Human Resources Office is physically located on the first floor of the D building on the main campus, one of two joined buildings whose first floors contain the bulk of the administration’s services: President’s Office, Administrative Services Office, Business Office,
Foundation Office, Academic Affairs Office, Institutional Planning and Effectiveness Office, and HR (along with FKCE, TRiO, and computer programming). Currently, most of our services are provided via face-to-face interactions, telephone assistance, and online exchanges of information and materials. Our office is open from 8 a.m. to 5 p.m. Our proximity to these other offices and functions has contributed both to an increased work load (as people more freely use us as a resource for information) and faster service for our customers.
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.
Human Resources does not have a physical presence anywhere but on the main campus.
Materials left for Human Resources at other college locations are delivered to HR by interoffice mail.
3.
Describe the process to change and improve service/program quality for the more challenging locations, vehicles, and/or times.
We don’t have any plans to change services for other locations. Most of the services provided by Human Resources are not so time sensitive that we need to think about how to improve them for remote locations. That is, a document dropped into campus mail on one day gets to us the next day, and that’s usually plenty fast. One technological improvement made during the
2013-14 year was the installation of Multi-Function Devices (MFDs) at all college locations.
That made it possible for everyone to scan documents and email them directly to us from the
MFD. Most, but not all, documents that need to come to HR, do not contain such sensitive information that we need to be concerned with transmitting them with the MFD’s capabilities.
We do have secure transmission capabilities for more confidential information, and we should ensure that these capabilities and processes around them are better communicated and used.
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C.
S ERVICE A REA O UTCOMES
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
Hartnell employees will be satisfied with the usefulness and clarity of HR training and information they receive
HR job applicants will experience an efficient, effective hiring process
What changes have occurred in the service/office/ program as a result of dialogue?
We purchased a software program that will be implemented this summer and fall for tracking professional development; We began doing surveys after each training to ascertain training needs; we collaborated with the business office to offer joint trainings to address employee needs
We purchased a software program that will be implemented this summer and fall
Was a Service Area
Outcome Assessment
Summary completed
(if expected)?
Yes (but before some of these changes were implemented)
Yes (should be assessed again after implementation)
List Service Area Outcome(s) scheduled for assessment in
AY 14-15
Hartnell supervisors will engage in regular performance appraisals of their staff that lead to performance improvement
Hartnell employees will understand the employment benefits available to them
Hartnell employees will be satisfied with the information they receive from and their interactions with the
HR Office about their benefits and leaves
How will the Outcome(s) be assessed?
Completion rates of required evaluations; employee satisfaction surveys
Employee survey
Customer/employee satisfaction survey
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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?
HR staff reviewed and analyzed data at staff meetings, and discussed the results. Most of the staff fully engaged in the search for a vendor to help address issues related to recruitment and training issues identified. Staff also developed targeted trainings in response to those data.
3.
Describe assessment activities that need to be strengthened or improved. What are the challenges to achieving these improvements?
Because we have spent a lot of our time addressing challenges with Colleague this year
(below), we haven’t found the time to consistently request feedback about our services. We are still challenged as to how to insert assessment activities into our regular processes. This year’s assessment activities around benefits and leaves will be challenging, because we need to take care to be sensitive to the needs of our customers who have been involved in taking leaves or using particular benefits. Sometimes, these are the worst times to be asking them questions about the level and type of service they received, and we are aware that their comments may be tied as much to the outcome (being denied a leave to which they were not entitled, for instance) as to the service provided (information about eligibility).
We are still new to thinking about assessment at the front of a project, rather than as an afterthought.
We don’t yet have an assessment activity designed to mark our performance and progress with Ellucian Colleague, which is actually our biggest activity this year designed to improve our processes. This is a challenge because it probably affects everything about how we deliver services, but it is invisible to our employees. For instance, our challenges with even creating and assigning leave plans, and getting our system to uniformly and consistently record correct accrual rates, is a technological issue that we’re devoting resources to correctly. But, it may appear to our employees as a staff competency and care issue.
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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 continue to exist?
Will activity continue into
AY 14-15?
Will activity continue into
AY 15-16?*
1. Update processes and use of Ellucian
Colleague, especially re faculty contracts, benefits and leaves, workflow, webcard time entry, position
ID and assignments
2. Select a vendor and purchase software to assist in recruitment, onboarding and all aspects of talent management
We have held nearweekly meetings with project manager, helped resurrect CORE meetings, and met with HR consultant for 4 days in spring.
We’ve identified projects to pilot
We selected a vendor, the purchase was approved by the
Board of Trustees, and the purchase also went to and was endorsed by the
College Planning
Council
Time! Also, many activities we hoped to complete are actually tied to the activities and work in other areas, so we’ve had to slow down and widen the circle of people involved before moving forward
Our next challenge will be to install and implement the software. The upfront work to learn a new system and program it with our desired processes will be challenging, but should result in huge improvement to our processes and time savings
Yes
Yes. The implementation will not begin until the 2014-
15 year. Costs of implementation expert have been accounted for. But, we may need to hire a short term person to assist in data entry into new system.
Yes
Most likely the CORE group and constant updating of our use of the system will continue.
No
3. Updating HRrelated Board policies and administrative procedures
We completed about
6 policies and procedures, and already have drafted several more.
Time, especially as it relates to getting the involvement of
HR staff.
Yes.
* 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?
It feels too early to measure success for the activity in section 1. Everyone in the office is more aware of all of our challenges with Colleague, but at this point, we haven’t reached resolutions yet. Activity 2 was completely successful. Its success (identifying and purchasing software to meet these needs) has led to our next activity: implementing the program. That activity has
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not yet begun (and is listed in next year’s “new activities” section). Activity 3’s success can be measured by the number of policies and procedures completed, which is 3 in the Human
Resources section, one (Safety) in the business and fiscal affairs section) and 2 in the general
institution section (nondiscrimination, EEO)
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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 Strategic
Plan
Goal(s)
No. &
Letter
(e.g.,
5A)*
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.
Implementing
Taleo software
(online apps, recruitment, onboarding, evaluations, professional development)
2.
Assisting supervisors in transitioning to online evaluation and performance management processes and to regular performance of evaluations.
3.
Work with
Professional
Development
Committee to create and maintain new systems of professional development opportunities
3A, 3B,
4A
3B, 4A
3B, 4A
HR job applicants will experience an efficient, effective hiring process; and
SAO in #2, below
Hartnell supervisors will engage in regular performance appraisals of their staff that lead to performance improvemen t
Hartnell employees will be satisfied with the usefulness and clarity of
HR training and information they receive
90% satisfaction rate for job applicants and employees serving on selection committees
100% completion, with 90% on time.
Have all programs of the PDC functional by end of 2014-
15 year; 85% employee satisfaction with professional development
MAY require short-term data entry assistance of about 3 months’ duration
None
Continuatio n or augmentati on of
$100,000 budget to fund programs
AVPHR/HR
IS Specialist
AVPHR/HR
IS
Specialist/all supervsiors
AVPHR/Pro fessional
Developmen t Committee
6 months product installation, and 18months to get all programs fully online and functional
Transition may take about one year; consistent performance of evaluations will be ongoing
One year to fully implement
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4.
Work with
Diversity
Committee to provide training and awareness activities around issues of diversity and inclusion
5.
Improve benefits and leave tracking and employee access to all information about their benefits and leaves through creation of online training modules and improved web access
3A, 4A Hartnell employees will be satisfied with the usefulness and clarity of
HR training and information they receive
Hartnell employees will understand the employment benefits available to them;
Hartnell employees will be satisfied with the information they receive from and their interactions with the HR
Office about their benefits and leaves opportunitie s
Increase number of opportunitie s to engage in diversity or inclusion related activities;
85% satisfaction rate from paticipants in training and activities
Improve accuracy rates for benefits and leave calculations; complete self-service web access to own benefits and leave information;
80% employee satisfaction rate
Distinguish ed speaker and experts in field to provide continuous training for employees in community
-building, sensitivity awareness, etc.
AVPHR/Div ersity
Committee
AVPHR/HR
Benefits
Specialist
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
Ongoing
18-month project
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Implementing Taleo software (online apps, recruitment, onboarding, evaluations, professional 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 our advertising, recruitment, screening, and hiring of applicants for employment, and will support our whole package of performance management activities, from evaluation to professional development and engagement, and employee improvement. 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 help us fulfill our SAO of achieving a high level of satisfaction with process by employees and job applicants. It also will help us achieve satisfaction by employees and supervisors in managing employee performance and development. These align with Strategic Priorities and goals.
(3A, 3B, and 4A) c) Does this activity span multiple years? X YES NO
If yes, describe the action plan for completion of this activity.
Implementation will begin soon after purchase in Jul 2014, with an approximate 6-month installation and implementation period. Then HR will begin training supervisors and employees on the various aspects of the system. This process is expected to take an additional 12 months. d) What measureable outcomes are expected from this activity? List indicators of success.
Decreased time in all parts of the recruitment process: requesting a position, posting a job; beginning the screening; identifying finalists, interviewing, selecting; hiring; onboarding;
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orienting, training. On the performance management side, we expect a higher percentage of evaluations conducted on time; direct linkage between evaluations and development opportunities. e) What are the barriers to achieving success in this activity?
A lot of people will have to devote time to learn the new program. This program contains a web portal for all employees, and we will try to coordinate this web portal with the new web portal that
Colleague will also have, to make it easier for employees. Confusion between the two would be a barrier. The District will be circulating a new recruitment policy and procedures through the participatory governance councils,, which often takes about six months. Implementing the recruitment part of the product could be held up by the amount of time that the policies and procedures approval process takes (we need to have clear processes put in the system before it becomes a time saver for us. If we’re waiting for those to be approved, this will impact our ability to launch new system).
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6.
Assisting supervisors in transitioning to online evaluation and performance management processes and to regular performance of evaluations.
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.
Following the implementation activity identified above, our staff will begin training supervisory employees in how to conduct evaluations using the new tools, and how to manage their staff development. Then, we also will train all employees on how they manage their own professional development using the new feature. 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
Strategic Priority Goal
This activity supports strategic goals 3B and 4A by making professional development opportunities more accessible, more easily identified, and more easily tracked. This will result in a more effective use of our human resources. h) Does this activity span multiple years? X YES NO
If yes, describe the action plan for completion of this activity.
We will need to wait for activity 1 to be mostly finished before we begin this project, which will involve training of supervisors, followed by training of staff. We will look into developing online tools and presentations so that people can learn how to use this product on their own. i) What measureable outcomes are expected from this activity? List indicators of success.
Increased percentage of evaluations being done on time. Increased participation in training and professional development activities, and increased levels of job performance and job satisfaction
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j) What are the barriers to achieving success in this activity?
Time and money resources (If we’re successful, this should lead to an increased demand for training opportunities, that we will need to fund.)
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7.
Work with Professional Development Committee to create and maintain new systems of professional development opportunities
4.
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 k) Describe the new activity or follow-on activity that this resource will support.
The PDC has spent the last year designing features of a full Professional Development Program.
As soon as those features launch (one just launched), we will need to be able to support them by maintaining a communications program about them; track applicants, decisions, and funds; and support those who have successfully accessed funds, etc. We also will need to have a separate accounting process to track the funds in this budget. l) Describe how this activity supports any of the following:
10) Service Area Outcome
11) Program level Outcome
12) Course level Outcome
13) Service/Program Goal
14) Strategic Priority Goal
This activity supports strategic goals 3B and 4A by making a significant investment in our employees, and helping us document and develop their skills, and work constantly toward helping them improve their skills and work performance. m) Does this activity span multiple years? X YES NO
If yes, describe the action plan for completion of this activity.
We hope to be able to absorb the administrative aspects of this assistance with our present staffing. The mechanisms should all be built in one year, and after that year, we will know how much time it takes to provide ongoing support. n) What measureable outcomes are expected from this activity? List indicators of success.
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Employees should feel increased satisfaction that they enjoy meaningful and valuable opportunities for professional growth. o) What are the barriers to achieving success in this activity?
Time, and the continued availability of at least $100,000 per year for professional development activities.
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8.
Work with Diversity Committee to provide training and awareness activities around issues of diversity and inclusion
5.
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 p) Describe the new activity or follow-on activity that this resource will support.
HR Office will work with a Diversity Committee to provide training and other activities that support diversity and inclusion efforts. This is a new activity in that there has not been a committee to share this work in the past. Nor have there been funds to do an appreciable amount of work.
The committee has discussed developing two projects: a Faces of Hartnell project (a visual collection of essays), and a Voices of Hartnell project in conjunction with the work of The Western
Stage, which would be a performance-based oral history, community building activity that would involve many employees. This one, ideally, would be jump-started with professional theater/storytelling expertise that assists us in safely exploring these very personal issues. q) Describe how this activity supports any of the following:
15) Service Area Outcome
16) Program level Outcome
17) Course level Outcome
18) Service/Program Goal
19) Strategic Priority Goal
This activity gets to the heart of Strategic Priority 3A and the associated KPIs, by announcing in a big way that Hartnell embraces and celebrates diversity, that we are aware of who we are and are sensitive to and inviting to all. r) Does this activity span multiple years? YES X NO
If yes, describe the action plan for completion of this activity. s) What measureable outcomes are expected from this activity? List indicators of success.
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Fewer discrimination issues and complaints, higher success in attracting and retaining faculty of color, and increased job satisfaction. t) What are the barriers to achieving success in this activity?
Attitudes and cultural practices are notoriously resistant to change, and this activity is trying to do just that. We would need to have wide-scale participation in these activities to make a difference, and that will be difficult to do without several key, influential people stepping up to lead the way.
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Improve benefits and leave tracking and employee access to all information about their benefits and leaves through creation of online training modules and improved web access
6.
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 u) Describe the new activity or follow-on activity that this resource will support.
We are currently working with Ellucian consultants to begin the process of getting more accurate information, and then to get all of this information on a web portal for individual employee access. Once we do that, we want to be able to develop our own tools and easy-to-understand information about leaves and benefits. v) Describe how this activity supports any of the following:
20) Service Area Outcome
21) Program level Outcome
22) Course level Outcome
23)
24)
Service/Program Goal
Strategic Priority Goal
Because this activity helps our employees take charge of their own needs, this activity supports strategic goal 4A the most. It also helps us address an SAO on employee satisfaction with the benefits and leaves available to them. w) Does this activity span multiple years? X YES NO
If yes, describe the action plan for completion of this activity.
We will attempt to keep the Ellucian Spring Forward project on track in terms of the Colleague leaves components of this project (improving the way we use the Colleague tools for benefits and leaves, and making information accessible to our employees using the web portal), and then to learn the best ways to present complex information about benefits available and accessible to employees.
We will use the fall to update our benefits website, and then begin to put training modules in different formats on our site. This will take approximately a year. Three staff members already have taken some Drupal training to do that. x) What measureable outcomes are expected from this activity? List indicators of success.
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Our employees will be more informed about their benefits and leaves, which should lead to higher job satisfaction, higher satisfaction with HR services, and lower absenteeism. y) What are the barriers to achieving success in this activity?
A couple of the components of this activity are dependent on technology that we are not completely in control of. (Colleague implementation projects, the web implementation project).
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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 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
Activity
No.
1.
Personnel
Classified
Staff/
Faculty
(C/F/M)*
Equivalent to 3 months time of classified staff, clerical
Supplies/
Equipment
(S/E)**
--
Technology
Hardware/
Software
(H/S)***
--
Contract
Services
Training Travel Library
Materials
Science
Labs
Projected
Costs
$5,000
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.
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3. None $2,000 $20,000 $20,000 $18,000 $40,000
4. None S--$2,000 for promotional materials
$10,000 for photography and videography
$12,000 for 4 workshops;
$25,000 for guest artist, speaker, performer
* 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.
$100,000
(this is an annual budget request)
$49,000
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Priority 1:
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:
Hartnell College will provide a supportive, innovative, and collaborative learning environment to help students pursue and achieve educational success.
Hartnell College will provide a supportive, innovative, and collaborative learning environment that addresses and meets the diverse learning needs of students.
Priority 3:
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.
: To attract and retain highly qualified employees, Hartnell College is committed to providing and supporting relevant, substantial professional development opportunities.
Priority 4:
To support its mission, Hartnell College is committed to the effective utilization of its human resources.
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.
Hartnell College will maintain a current, user-friendly technological infrastructure that serves the needs of students and employees.
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:
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:
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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