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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)*
Date Submitted
to VP
June 13, 2014
Human Resources
*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.
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?
[Begin response here]
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B. STAFFING PROFILE
1. In the table indicate the number in terms of FTE. For instance, 1 full-time staff
person is 1.0, and a half-time person is .5.
Positions
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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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.
[List and describe service/office/program goals here]
1)
2)
3)
4)
5)
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II. ANNUAL REVIEW
This section must be completed for ALL services/offices/non-instructional
programs, including those scheduled for a comprehensive review in spring
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 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. 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 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. 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
What changes have occurred
in the service/office/
program as a result of
dialogue?
Hartnell employees will be satisfied
with the usefulness and clarity of HR
training and information they
receive
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
HR job applicants will experience an
efficient, effective hiring process
List Service Area Outcome(s)
scheduled for assessment in
AY 14-15
How will the Outcome(s)
be assessed?
Hartnell supervisors will engage in
regular performance appraisals of
their staff that lead to performance
improvement
Completion rates of
required evaluations;
employee satisfaction
surveys
Employee survey
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
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Customer/employee
satisfaction survey
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)
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
Will activity
existed or continue continue into
to exist?
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
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
Most likely
the CORE
group and
constant
updating of
our use of the
system will
continue.
2. Select a vendor
and purchase
software to assist in
recruitment,
onboarding and all
aspects of talent
management
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
3. Updating HRrelated Board policies
and administrative
procedures
Yes
Yes. The
No
implementation
will not begin
until the 201415 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
Yes.
We completed about Time, especially as
6 policies and
it relates to getting
procedures, and
the involvement of
already have drafted HR staff.
several more.
* 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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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.
Implementing
Taleo software
(online apps,
recruitment,
onboarding,
evaluations,
professional
development)
Strategic
Plan
Goal(s)
No. &
Letter
(e.g.,
5A)*
3A, 3B,
4A
2.
Assisting
supervisors in
transitioning to
online evaluation
and performance
management
processes and to
regular
performance of
evaluations.
3B, 4A
3.
Work with
Professional
Development
Committee to
create and
maintain new
systems of
professional
development
opportunities
3B, 4A
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Related
SAOs, SLOs,
PLOs, or
goals
Desired
Outcome(s)
Resources
Needed
Person
Responsible
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
90%
satisfaction
rate for job
applicants
and
employees
serving on
selection
committees
MAY
require
short-term
data entry
assistance
of about 3
months’
duration
AVPHR/HR
IS Specialist
100%
completion,
with 90% on
time.
None
AVPHR/HR
IS
Specialist/all
supervsiors
Hartnell
employees
will be
satisfied
with the
usefulness
and clarity of
HR training
and
information
they receive
Have all
programs of
the PDC
functional by
end of 201415 year; 85%
employee
satisfaction
with
professional
development
Continuatio
n or
augmentati
on of
$100,000
budget to
fund
programs
AVPHR/Pro
fessional
Developmen
t Committee
Estimated
Date of
Completion
(can be more
than one
year in
length)
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
Comments
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
Ongoing
AVPHR/HR
Benefits
Specialist
18-month
project
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
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*** Please complete this page for each new activity. ***
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)
Service/Program Goal
24)
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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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
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
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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Projected
Costs
$5,000
3.
None
$2,000
4.
None
S--$2,000
for
promotional
materials
$20,000
$20,000
$18,000
$10,000 for
photography
and
videography
$12,000
for 4
workshops;
$25,000
for guest
artist,
speaker,
performer
$40,000
* 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.
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$100,000
(this is an
annual
budget
request)
$49,000
APPENDIX A. Strategic Priorities & Goals
(from Hartnell College Strategic Plan 2013-2018)
Priority 1: Student
Access
Goal 1A: Hartnell College will provide higher education, workforce development, and lifelong
learning opportunities—with seamless pathways—to all of the college’s present and prospective
constituent individuals and groups.
Priority 2: Student
Success
Goal 2A: Hartnell College will provide a supportive, innovative, and collaborative learning
environment to help students pursue and achieve educational success.
Goal 2B: Hartnell College will provide a supportive, innovative, and collaborative learning
environment that addresses and meets the diverse learning needs of students.
Priority 3: Employee
Diversity and Development
Goal 3A: Hartnell College is committed to 1) increasing diversity among its employees; 2)
providing an environment that is safe for and inviting to diverse persons, groups, and
communities; and 3) becoming a model institution of higher education whose respect for
diversity is easily seen and is fully integrated throughout its policies, practices, facilities, signage,
curricula, and other reflections of life at the college.
Goal 3B: To attract and retain highly qualified employees, Hartnell College is committed to
providing and supporting relevant, substantial professional development opportunities.
Priority 4:
Effective Utilization of Resources
Goal 4A: To support its mission, Hartnell College is committed to the effective utilization of
its human resources.
Goal 4B: Hartnell College is committed to having its physical plant, furnishings, and grounds
maintained and replaced in a planned and scheduled way to support learning, safety, security,
and access.
Goal 4C: Hartnell College will maintain a current, user-friendly technological infrastructure
that serves the needs of students and employees.
Goal 4D: Hartnell College is committed to maximizing the use and value of capital assets,
managing financial resources, minimizing costs, and engaging in fiscally sound planning for
future maintenance, space, and technology needs.
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Priority 5:
Innovation and Relevance for Programs and Services
Goal 5A: Hartnell College will provide programs and services that are relevant to the realworld needs of its diverse student population, while also developing and employing a culture of
innovation that will lead to improved institutional effectiveness and student learning.
Priority 6: Partnership
with Industry, Business Agencies and Education
Goal 6A: Hartnell College is committed to strengthening and furthering its current
partnerships, in order to secure lasting, mutually beneficial relationships between the college
and the community that the college serves.
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