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)*
6/13/14
Date Submitted
to VP
June 13, 2014
Administrative Services
*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
Alfred Muñoz, V.P. Administrative Services
Laura Warren, Confidential Administrative Assistant
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?
COMPREHENSIVE REVIEW DOES NOT APPLY FOR 2015/16
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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 Office of the Vice President of Administrative Services oversees Human Resources,
Business Services, Facilities and Grounds management and Cafeteria Services of the District,
and in doing so relies on the advice and guidance of the management team providing the
services noted, Administrative Council and Facilities Council and other governance councils.
Committees, as well as board policy and administrative procedures. The Office oversees all
long range financial and facilities planning for the District. The organizational structure of
Administrative Services can be found on the college website as presented through
organizational charts, council and committee webpages for access by college community and
the general public. http://www.hartnell.edu/governance/planning council;
http://www.hartnell.edu/governance/administrative_services_council;
http://www.hartnell.edu/governance/facilities_development_council
http://www.hartnell.edu/president/docs/Support_Operations.pdf (Admin. Org. Chart)
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 past two years, the college has taken on the challenge in establishing a new
administrative and participatory governance organizational structure. Once our college’s
administrative structure was stabilized and fully staffed, we were able to improve our new
participatory governance structure. The V.P. of Administrative Services became permanent
chair of the Administrative Service Council and Co-Chair of the Facilities Planning Council. In
the first full term of regularly scheduled meetings of each council an assessment was made of
the performance of the council and its effectiveness as a governance council. The assessment
was made by providing a survey to each member of the councils. The surveys were tallied and
shared with the council members. Strengths and weaknesses were identified. Sporadic
attendance by some members was identified as the councils’ greatest weakness. The goal set
for each council is to raise the level of attendance for fall and spring of 2014-15 by meeting
with collective bargaining groups representatives to get confirmation that representatives
selected by the group make a strong commitment to attend all scheduled meetings.
The V.P. of Administrative Services meets regularly with managers directly under the
supervision of the V.P. of Administrative Services. Meetings consist of identifying, planning
and assessing various short-term and long-term matters that have a direct or indirect impact
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on services provided to the campus community. Annually, managers set goals for the
following year. These goals tie to the District Strategic Priorities & Goals. Priority 4; Effective
Utilization of Resources. This is the primary focus of Administrative Services. Part or all of
management’s goals reflect the statement of this Priority.
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 identified
several areas where Administrative Services’ 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 designing appropriate report writing that would save
staff time by reducing the amount of manual processes. The effort of working through these processes
with the consultant and attempting to put in new, improved processes has taken time from the entire
staff on a nearly weekly basis. We are hopeful that, when we have instituted a number of
improvements, our work will be more efficient, and we can be more thoughtful in accomplishing our
work with greater attention to the satisfaction of the campus community directly or indirectly
impacted.
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. Administrative Services has moved forward several new and revised Board Policies and
Procedures, as will continue over the next several years, that will give clear guidance to District
governance councils and staff in improving the performance of administrative duties.
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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 Administrative Services Office is physically located on the first floor of the E 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.
The Administrative Services office does not have a physical presence anywhere but on the
main campus. Materials left for Administrative Services at other college locations are
delivered to Administrative Services by interoffice mail.
3. Describe the process to change and improve service/program quality for the more
challenging locations, vehicles, and/or times.
Administrative Services does not plan to change services for other locations. Administrative
Services and Information Technology departments have assessed, planned and implemented
the installation of Multi-Function Devices (MFDs) at all college locations in fiscal year 2013-14.
That made it possible for everyone to scan documents and email them directly to all
departments as well as Administrative Services from the MFD. The sharing of confidential
documents is secure due to creating security identification access codes for all users.
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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?
Website access to newly
formed Admin and Facilities
councils. Posting of
documents to website page
provide greater transparency
of Admin. Service activities.
Was a Service Area
Outcome Assessment
Summary completed
(if expected)?
Yes
MFD installed at all District
locations.
Provide vehicle to transfer
information to all departments
at all locations. Reduce time for
faculty in generating document
s for various class activities.
Administrative and Facilities council
meeting assessment
Assessment made in May of
2014. Survey provided to
council members.
No. MFDs were
installed in January
2014. Not all
components have been
installed. Assessment
will be made after one
year use of system.
Yes. Next assessment
will be made 5/2015
List Service Area Outcome(s)
scheduled for assessment in
AY 14-15
Administrative and Facilities
Council activity
How will the Outcome(s)
be assessed?
Communications and presentations
for the Office of the V.P. of Admin.
Svcs. will be easily accessible to
College employees, students, and
general public.
MFD usage
Transparency of Administrative data
compilation through councils,
website, and town halls
Completion of survey;
assess and plan
Employee survey
Staff satisfaction survey
2. Describe how service area outcomes were specifically addressed by the
service/office/program during the past year.
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Was there review and analysis of the data? How did the staff engage in discussion? Were any
interventions conducted? Are there any plans to make changes/improvements in the
service/office/program?
The CBO meets monthly with the Administrative and Facilities Councils which are made up of
staff and faculty representing management, faculty and classified unions and confidential
staff. Members were selected by each group. A recent survey was provided to all council
members requesting input on effectiveness of council activity. The results of the survey were
provided to the councils for assessment of comments made on effectiveness of each council.
There were many positive comments made as well as one major concern. Attendances by
some members were infrequent which has impacted the ability of the councils to take action on
agenized items. When council meetings begin again in the fall of 2014, every effort will be
made to communicate the importance of attending council meeting to each representative
assigning staff to council meetings.
3. Describe assessment activities that need to be strengthened or improved. What
are the challenges to achieving these improvements?
The initial assessment still needs to complete its first cycle on its effectiveness in improving
council attendance. We will have an opportunity to review assessment activities at the end of
fall 2014 on its effectiveness in improving council member attendance.
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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?
1. Attendance of
community events that
can have an impact on
Hartnell College
The CBO has attended 3
City of Salinas master
plan meetings. CBO has
participated in group
sessions that provided
input to City leaders.
What challenges
existed or
continue to
exist?
No challenges
currently exist.
Will activity
continue
into AY 1415?
Yes
Attended all Successor
Agency/Oversight board
meeting related to
closeout of RDA activity
2. Scheduled meetings
with
management/supervisor
staff
CBO meets regularly
with
management/supervisor
staff. The only
scheduled meetings are
with the Controller. The
other managers have
been with the college
several years and do not
require regularly
scheduled meetings.
The meetings with the
Controller are training
sessions to provide the
Controller an
opportunity for Q & A
time.
Schedule
meetings with all
managers for
group meetings.
The CBO will
make every
effort to
schedule
meetings at least
once a month.
Yes.
Will activity
continue into
AY 15-16?*
Most likely
for City of
Salinas
master plan.
Various
Oversight
board groups
for RDA
closeout will
end. All
Oversight
boards will
close activity
at end of
2016 and will
be
consolidated
into one
agency.
Yes
* For each activity that will continue into AY 2015-16 and that requires resources, submit a separate
resource request in Section III.
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1. Evaluate the success of each activity scheduled, including activities completed and
those in progress. What measurable outcomes were achieved? Did the activities
and subsequent dialogue lead to significant change in service or program success?
The activities scheduled are continuous through each year based on initial comprehensive plan.
Each year the success or failure of the activity will be assessed and improvement plan will be put in
place as needed. Participation in the City of Salinas Master Plan has been successful based on
attendance, input and feedback from City of Salinas representatives. Assessment of participation
will be reviewed annually. No measurable outcomes have been achieved other than reported
attendance and participation in the Master Plan process.
Benefits or success of assessment of council surveys will be determined in the fall based on
improvement in member attendance.
Success of management staff meetings can only be broadly stated in terms such as cooperation,
support and time management. The measurable outcome for regularly scheduled meetings with the
Controller will be determined on an ongoing basis. Generating timely, accurate reports for internal
use and, Federal, State and local agencies supports understanding of job responsibilities. An annual
review and assessment of goals established during annual evaluation of department manager will
provide opportunity to determine management effectiveness in successfully completing goals.
Based on current annual review of management team as of June 17, 2014, there are no significant
changes needed in service success. Management team’s annual goals have been completed or
partially completed as expected.
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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.
Administrative
staff professional
development
2.
Complete website
training to
improve access to
Admin. Svs.
documents.
Strategic
Plan
Goal(s)
No. &
Letter
(e.g.,
5A)*
3A, 3B,
4A
Related
SAOs, SLOs,
PLOs, or
goals
Desired
Outcome(s)
Resources
Needed
Person
Responsible
Improve
service
contact with
students
related to
student
insurance
None
V.P. Admin.
SVS
3B, 4A,
4C
Increases
number of
accessible
documents
85%
satisfaction
rate for
students
who have
used college
student
insurance.
100%
completion
None
V.P. Admin.
SVS
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
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Estimated
Date of
Completion
(can be more
than one
year in
length)
May 2015
June 2015
Comments
*** Please complete this page for each new activity. ***
Administrative staff professional development
1. 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 student service by providing timely reporting and communication
related to student injury and subsequent final outcome.
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
students using the service. 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?
YES
NO X
If yes, describe the action plan for completion of this activity. N/A
d) What measureable outcomes are expected from this activity? List indicators of
success.
Decreased time in all parts of the service provided to students. From time of injury to closing of
file a base line will be determined by review of last year’s claims. A date calendar will be created
to track service times from date of injury to closing of claim. On the performance management
side, we expect a higher percentage of claims cleared in a reduced amount of time over prior year.
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e) What are the barriers to achieving success in this activity?
There are no barriers that cannot be managed over the next year. The delay in completion of
claims in a timely manner would be delay in submission of injury report to Administrative Services or
a delay in a provider’s claim submission. Delays at the various stages of moving documents can be a
barrier. This can be managed by creating an expected claims process time-line when a claim is first
made and including a follow-up schedule with intervals recommended by student insurance.
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Website access of Administrative Services Documents
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
f) Describe the new activity or follow-on activity that this resource will support.
The website improvement plan is a continuous program in making easy access to Administrative
Services documents by all those that access website.
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
The website will provide all available documents of Administrative Services to include Business
Services, Human Resources, and Facilities management. This extensive one-stop-shop website will
reduce the time users need in search of appropriate documents.
The improved website meets the following Strategic Priority Goal: 3B, 4A, 4C
h) Does this activity span multiple years?
YES
NO X
If yes, describe the action plan for completion of this activity. N/A
i) What measureable outcomes are expected from this activity? List indicators of
success.
A satisfaction survey will be provided to campus community requesting input on ease of access,
value of documents and how website helped in reducing workload time. A 80% satisfaction
response will indicate success of the improvements made to the website.
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j) What are the barriers to achieving success in this activity?
I don’t foresee any barriers in achieving success in this activity.
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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
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
Activity
No.
1.
Personnel
Classified
Staff/
Faculty
(C/F/M)*
N/A
2.
N/A
Supplies/
Equipment
(S/E)**
Technology
Hardware/
Software
(H/S)***
Contract
Services
Training
Travel
Library
Materials
Science
Labs
Projected
Costs
N/A
N/A
N/A
N/A
N/A
N/A
$0.0
N/A
N/A
N/A
No cost in-house
No cost
– inhouse
N/A
N/A
N/A
$0.0
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.
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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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