Program Planning and Assessment (PPA)
for Services, Offices & Non-Instructional Programs
Comprehensive Review, Annual Review & Action Plan
Spring 2015
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 3/27/15)*
Date Submitted
to VP
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
Marty Parsons, V.P. Administrative Services
Laura Warren, 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
 For services/offices/non-instructional programs scheduled for
comprehensive review in spring 2014, please complete Sections I, II, and III.
 For services/offices/non-instructional programs scheduled for annual
review, please complete Sections II and III.
I.
COMPREHENSIVE REVIEW
COMPREHENSIVE REVIEW DOES NOT APPLY FOR 2015/16
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A. 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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B. 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 coordinates the services provided by
Human Resources, the Business Office, Facilities, Maintenance and Grounds Management, and
Food Services of the District and, in doing so, relies on the advice and guidance of the
management team providing the services noted, i.e., Administrative Services Council and
Facilities Development Council, other governance councils and committees, as well as Board
policies and administrative procedures. The VPAS’s 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 and councils and
committee webpages for access by the college community and the general public.
http://www.hartnell.edu/sites/default/files/u90/2015-16_admin_servs_org_chart.pdf
http://www.hartnell.edu/administrative-services-council
http://www.hartnell.edu/facilities-development-council
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 is 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 greatest weakness of both councils. The goal
set for each council is to raise the level of attendance for fall and spring of 2015-16 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.
Additionally, each member has been asked to find out what their representative group wishes to
be covered at council meetings.
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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 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.
Administrative Services is physically located on the first floor of Building E 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, Office of
Advancement/Foundation, Interim Vice President of IT’s office, Academic Affairs office, FKCE,
TRiO, Institutional Planning and Effectiveness office, and Human Resources & EEO.
Currently, most of our services are provided via face-to-face interaction, telephone assistance,
and online exchanges of information and materials. Our office is open from 8 a.m. to 5 p.m.
Our proximity to 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 previously assessed, planned, and
implemented the installation of Multi-Function Devices (MFDs) at all college locations in fiscal
year 2013-14 which made it possible for everyone to scan documents and email them directly to
all departments as well as Administrative Services from the MFDs. 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?
MFDs 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.
List Service Area Outcome(s)
scheduled for assessment in
AY 14-15
Administrative and Facilities
Council activity
How will the Outcome(s)
be assessed?
MFD usage
Transparency of Administrative data
compilation through councils,
website, and town halls
Was a Service Area
Outcome Assessment
Summary completed
(if expected)?
Yes. All components
have been installed as of
November-December
2014 and an assessment
will be made after one
year use of system.
Yes. Assessments were
placed on council
agendas and reviewed by
membership.
Suggestions were made
and implementation will
be made at Spring
council meetings.
Another assessment to
be made following end of
semester.
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 continues to meet monthly with the Administrative Services and Facilities
Development Councils which are made up of staff and faculty representing management,
faculty, classified unions, and confidential staff. Members were appointed by each group.
When council meetings begin in Fall 2015, every effort will be made to continue communicating
the importance of attending council meeting to each representative. Additionally, the
membership will be asked to inquire of their representative groups what specific matters they
wish to see addressed at council meetings (i.e., 50% rule).
3. Describe assessment activities that need to be strengthened or improved. What
are the challenges to achieving these improvements?
The members surveyed via the Participatory Governance Effectiveness Survey showed a high
degree of satisfaction with the Administrative Services and Facilities Development Councils.
Attendance remains an area that needs to be improved in both councils, however. The
challenge of timing seems to be the primary issue – the ASC meets between 10:00 a.m. and
noon on the second Wednesday of each month and seems to cause difficulty for some members,
particularly faculty representatives. The FDC (which meets on the second Thursday of each
month between 3:00 and 5:00 p.m.) had some difficulty with quorum at a few meetings which
caused important agenda items to be delayed.
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D. PREVIOUSLY SCHEDULED ACTIVITIES
This subsection focuses on activities that were previously scheduled. An activity can address many
different aspects of your service/office/program, and ultimately is undertaken to improve or enhance
your service/office/program, and keep it current.
Activity scheduled
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
Schedule
meetings with all
managers for
group meetings.
The CBO will
make every
effort to
schedule
meetings at least
once a month.
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.
Will activity
continue into
AY 15-16?*
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.
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?
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Improvement of attendance at Administrative Services and Facilities Development Council
meetings remains.
Annual review and assessment of goals established during annual evaluation of departmental
managers provides an opportunity to determine effectiveness. While there were no significant
changes needed in services success during the last assessment period, some areas have been
identified for further improvement to enable better service to students, faculty, and staff.
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.
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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.
Establish an
Emergency
Management
Office
Strategic
Plan
Goal(s)
No. &
Letter
(e.g.,
5A)*
Related
SAOs, SLOs,
PLOs, or
goals
Desired
Outcome(s)
Resources
Needed
Person
Responsible
Establish an
office
responsible
for
emergency
and disaster
planning
and
recovery;
public
safety,
insurance,
risk
management
Manager,
Admin.
V.P. Admin.
Services
* 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)
June 2016
Comments
*** Please complete this page for each new activity. ***
Emergency Management Office
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 improve and consolidate campus preparedness for disaster and emergency
planning and recovery.
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 aligns with Strategic Priorities and goals (2A, 3B, 4B, and 4D).
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.
A more coordinated effort of all activities mentioned. It is difficult to measure indicators of success
at this time; however, this office would be charged with determining appropriate measures of
success.
e) What are the barriers to achieving success in this activity?
There are no barriers that cannot be managed over the next year.
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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
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.
Activity
No.
1.
Personnel
Classified
Staff/
Faculty
(C/F/M)*
M
2.
C
Supplies/
Equipment
(S/E)**
Technology
Hardware/
Software
(H/S)***
Contract
Services
Training
Travel
Library
Materials
Science
Labs
Projected
Costs
$75k
N/A
N/A
$10k
N/A
N/A
N/A
$90k
N/A
N/A
N/A
No cost
– inhouse
N/A
N/A
N/A
$45k
S/E
* 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.
Priority 5:
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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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