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
comprehensive review that shows evidence of improvement and outlines long-range goals.
The Program Planning and Assessment process improves and increases the flow of information and data at Hartnell College. The result of the
process also improves institutional effectiveness.
Service/Office/
Non-Instructional Program
Advancement and Development
Date Completed (must be in final
form by 3/27/15)*
Date Submitted
to VP
*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
Name
Jackie Cruz
Loyanne Flinn
Esmeralda Montenegro Owen
Karen Hagman
Terri Ugale
Esmeralda Montenegro
Kira Bona
Miguel Martinez
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Title/Position
Executive Director
Director of Public Grants Development and Operations
Director of Communications
Associate Director of Philanthropy
Executive Assistant
Director of Communications
Accounting Manager
Director of Philanthropy for Athletics
VP/Division Head’s Comments (required):
I have reviewed and accept the items included in this program review as comprehensive, accurate and representative as activities executed and requests
needed.
__Jackie Cruz____________
Typed Name of VP/Division Head
_5-26-2015__
Date
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 2015, 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 2015. Go to Section II for services/offices/non-instructional programs scheduled for annual review in
spring 2015.
A. OVERALL SERVICE/OFFICE/PROGRAM EFFECTIVENESS
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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]
B. STAFFING PROFILE
1. In the table indicate the number in terms of FTE. For instance, 1 full-time staff person is 1.0, and a half-time person is .5.
Positions
Management, Supervisors
Classified Staff
Classified Staff- Part-time
Faculty Staff
Faculty – Part-time
Student Workers
Professional Experts
Total Full Time equivalent Staff
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2012-13
2013-14
2014-2015
2. What staffing factors/challenges have influenced the effectiveness of the service/office/program?
[Begin response here]
C. SERVICE/OFFICE/PROGRAM GOALS
1. List and describe service/office/program goals for the next comprehensive review cycle. Be sure to highlight
innovative, unique, or other especially noteworthy aspects.
In considering your service’s/office’s/program’s future goals, please review Hartnell’s vision and mission 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 2015.
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.
Foundation Board of Directors – 31 members representing diverse community, business and philanthropic perspectives
(hartnellfoundation.org)
Donors – 7,798 donors and 20,404 gifts captured in database (The Raiser’s Edge)
2012-2017 Funding Plan - $12,491,118 raised toward $14,159,500 goal as of February 10, 2 015
New Programs – Science Building Capital Campaign; The Western Stage Capital Campaign and Group of Minds Audience Surveys; Athletics
Fund Development
Alumni – 44,000 in alumni database not being adequately served
Planned Giving – limited capacity to develop relationships with alumni especially 34 highest rated, and 4,814 in the next tier
Culture of Philanthropy – 5 of 11 college departments/disciplines that we see an opportunity to increase fundraising and grant
development: Advanced Technology and Applied Science; Alisal Campus; Athletics, Health-Physical Education and Sports Counseling; King
City Educational Center; Languages and Fine Arts; Learning Support and Resources; Math, Science and Engineering; Nursing and Allied
Health; Social and Behavioral Sciences; Visual Arts; The Western Stage
Communications- Public, community, government, staff, student relations; marketing; advertising; social media;
The increase in transparency is monumental. The number of press items each week has more than quadrupled since August 2013 when
Director of Communications was hired. The internal and external campus community is reached via press releases, eblasts, emails, monthly
Board Highlights, quarterly eFocus magazine for the Foundation, monthly reports to the Trustees on Legislation that affects us, and weekly
newsletter (President’s Weekly Report to the Board of Trustees) posted on our website. Visibility of Hartnell College local, state, and
nationwide via media exposure to our students, staff, and programs.
2. Analyze and report on salient patterns and trends in this data. Given these patterns and trends in users, needs, usage
and/or other key factors, identify particularly challenging issues in service/program provision, office functioning,
and the evaluation of the service/office/non-instructional program.
The challenges are coordination of expanded fundraising for Athletics, Arts, and Alisal; developing funding strategies for Languages and
Find Arts, Social and Behavioral Sciences and Visual Arts; and the need to increase capacity for south county and for building a base of
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supporters including alumni and planned giving. Over the last year, we have dedicated fundraising staff that are physically located close to
their areas; this presents exciting opportunities for engagement and it has highlighted a gap in our administrative capacity to coordinate and
support the operation. Funding strategies and opportunities for “humanities” and arts are not as industry driven as other disciplines and we
will look to alumni for input. Alumni and Planned Giving Council prospects hold huge promise for the institution; and need dedicated staff.
The Foundation currently has three staff members focused on our donor base of 7,800; public grants; private grants and funding
committees; and major gifts and planned giving. The challenge now is the capacity to work with our alumni list of 40,000 people. Planned
Giving and Alumni Relations, increasing support for other departments/disciplines, and administrative coordination can only be
accomplished with additional staff resources. The breadth and depth of outstanding projects at Hartnell College attract funders. These
projects are life-changing for our students and impact our culture. Philanthropic investors are expecting a more complex relationship with
the college; they want to be more than our “bank”; they want a meaningful partnership. We want this too, and it takes additional time and
effort to accomplish.
Communications – The work realized by the Director of Communications is vast and in reality, would be completed by a team of at
least 3 individuals. The Director works long hours and on the weekends to accomplish the demands of the job; having a great
partnership with stakeholders is a great thing, but the more involved the more work that is placed in the day-to-day operations of this
office.
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 positive profile of Hartnell College has been accomplished through the President’s Weekly reports to the Board of Trustees and the
community that include numerous media stories (President’s Weekly report). It has been through the constant dissemination of news about
programs and student success that the media has caught on to all the great things happening at Hartnell College. Our website provides links
to meetings, agendas, minutes, news items, etc. to keep the entire community informed of all we do for our students to benefit the
community as a whole.
The Report to the Community is another way to get familiarized with the college operations. This report is a retrospective of the year prior.
A lot of information is included here for stakeholders to view and analyze. Along with this, we have a Strategic Plan 2013-2018 – the college
follows this plan to a ‘t’ and this shows how determined Hartnell is to abide by this plan towards student access and success.
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.
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The Office of Institutional Advancement and Hartnell College Foundation is open Monday through Friday from 8am – 5pm. This does not
adequately represent the significant staff time and effort that supports many college, community and philanthropic events during other days
and hours of the week. In addition to our main hub in Building E, we have staff located in Building K, Building H, and on the Alisal Campus.
The location that we do not have a regular presence at is the King City Center.
Communications – Due to the large amount of responsibilities under the Director of Communications, the work gets done 24/7 per se. There
is no typical day and most often long days and weekends are involved. The Director of Communications attends community meetings in the
tri-county area, out of the area, and sometimes travels to conferences. An increase in staff, would allow for the director to have more contact
with staff and students at the Alisal Campus and at the King City Education Center. The visits are done at those locations, but not as often as
desired.
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.
We provide full service at our hub, engaged services with staff in other locations, and occasional service to South County. There is currently a
presence at the Alisal Campus. There needs to be more of a presence in King City in support of the Dean of South County. We are
attempting to launch a South County initiative to deepen relationships in that area. The demands of the staff and President pose a challenge
as far as bandwidth.
Communications- Being an office of one, the director of communication includes all three campuses in all of the activities and services, but it
is apparent that the main campus is the beneficiary of most of the attention due to work director performs for the Executive Director of
Advancement and the Superintendent/President plus the Office of Student Life.
3. Describe the process to change and improve service/program quality for the more challenging locations, vehicles, and/or
times.
In order to adequately serve the south county area, and coordinate location and discipline specific staff, we need additional staffing support.
Communications – More staffing support is true for the expansion of the office of the director of the public information officer. An
administrative assistant and a marketing and public relations coordinator would help growth in this area to include more visibility,
engagement in the community, and representation internally and externally. It is important for the director of communication to have the
flexibility of interacting with donors, media, public officials, dignitaries, leaders in education, community members, students, staff, and other
stakeholders and not be distracted by paperwork or day to day follow ups an assistant can assist with. In addition, a marketing coordinator
would help take our efforts to the next level utilizing the director’s creativity and vision as a map towards telling the Hartnell story.
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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/non-instructional program, challenging but attainable, and measureable. SAOs should articulate what
specifically is to be achieved; their measurement should assess how well the service unit/office/non-instructional program is performing.
1. Please complete the following tables.
List Service Area Outcome(s) scheduled for
assessment as previously specified
What changes have occurred in the
service/office/ program as a result of dialogue?
1.Faculty and staff will be regularly
informed/updated on the grants process
Faculty and staff will report satisfaction with
grant seeking process
Convened group to develop process and
presented process at Student Success
Conference, Advancement Council and
Academic Senate; Information about process
and product is on Foundation website
Presentation, survey results presented to
Advancement Council
2.Faculty and staff experience an organized, clear
process for grant seeking
Was a Service Area Outcome
Assessment Summary
completed (if expected)?
Yes
Yes
List Service Area Outcome(s) scheduled for assessment in
AY 15-16
How will the Outcome(s) be assessed?
1.Faculty and staff experience and organized, clear process for grant
seeking
2.Advancement/Foundation staff will be augmented by volunteer
community member participating in funding committees
3.Culture of Philanthropy will be demonstrated by campaign for
student success and number of faculty and staff engaged in funding
committees
Assessment of indicators by Advancement Council
Number of volunteers and committees
Increase in number and dollar amount for campaign for
student success
Number of faculty and staff engaged in funding committees.
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?
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A group developed the process with input from staff and faculty, administrators and executive cabinet. The process was presented in various
venues and information was added to the Foundation website. The process was evaluated with a survey. The results were presented to the
Advancement Council.
2. Describe assessment activities that need to be strengthened or improved. What are the challenges to achieving these
improvements?
Assessment activities adequately provide for evaluation and continuous improvement of the grants development process. The President’s
Task Force needs to be reconvened to review and provide advice on progress to date and any additions to the long term funding plan.
C. PREVIOUSLY SCHEDULED ACTIVITIES
This subsection focuses on activities that were previously scheduled. An activity can address many different aspects of your service/office/program,
and ultimately is undertaken to improve or enhance your service/office/program, and keep it current.
Activity scheduled
What success has been
achieved to date on this
activity?
What challenges
existed or continue to
exist?
Will activity continue
into AY 15-16?
Will activity continue
into AY 16-17?*
Yes
Yes
Yes
Yes
$1.8M toward $350k
Yes
Yes
Sustainable $570k toward $400k
Infrastructure
CSIT-in-3 $1.2M toward $1M
Yes
Yes
Yes
Yes
Yes
Yes
A.i Major gifts
Ag Business & Tech
$1.5M toward $6.5M
New Science Bldg $250k toward $900k
Nursing/Allied Health
University Center $0 toward $625k
A.ii. Student Success
$1.1M toward $900k
Yes
Yes
A.iii. STEM Harvest
$1.3M toward $1M
Yes
Yes
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A.iv. Athletics
$212k toward $1.3M
Yes
Yes
A.v. Arts
$874k toward $900k
Yes
Yes
A.vi. South County
$15k toward $250k
Yes
Yes
A.Queue
$2.7M toward $7.5M
Yes
Yes
B. Planned Giving
Cultivation
Committee met 6 times,
Legacy Society
membership at 15,
incorporated into printed
materials
Alumni website launched
Yes
Yes
Yes
Yes
C. Alumni Cultivation
Focused outreach and
relationship building
D. Expanding Culture of
Philanthropy
Employee giving net
Yes
Yes
revenue $77k and 100%
management participation
* For each activity that will continue into AY 2016-17 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?
The funding plan activities (A.i. through A.vi.) are progressing toward the 2017 goals.
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 2015.
A. NEW ACTIVITIES
This subsection addresses new activities for, and continuing new activities into, AY 2016-17. 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
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may not require additional resources. The first activity listed should be the most important; the second activity listed the second most important, etc. Activities
can include but are not limited to:
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
NEW CURRICULUM
FURTHER DEVELOPMENT OF THE PROGRAM OR SERVICE
GRANT DEVELOPMENT AND PROPOSALS
FACULTY AND STAFF TRAINING
MARKETING/OUTREACH
ENROLLMENT MANAGEMENT
STUDENT SERVICES
ADMINISTRATIVE SERVICES
SUPPORT OPERATIONS
FACILITIES
1. List information concerning new projects or activities planned. The first activity listed should be the most important; the second
activity listed the second most important, etc. Please keep in mind that resources needed, if funded, would not be approved
until spring 2016 and provided until FY 2016-17. Ongoing activities involving resources that will no longer be available
from grant funds starting FY 2016-17 must be planned for appropriately.
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Activity
Strategic Plan
Goal(s)
No. & Letter
(e.g., 5A)*
A.i Major gifts
Ag Business & Tech
New Science Bldg
Nursing/Allied
Health
Sustainable
Infrastructure
CSIT-in-3
Related SAOs,
SLOs, PLOs,
or goals
Desired
Outcome(s)
Resources
Needed
Person
Responsible
Jackie Cruz
Jackie Cruz
Jackie Cruz
Jackie Cruz
Estimated Date
of Completion
(can be more
than one year in
length)
2017
2017
2017
2017
1A,2AB, 4C,5A,6A
1A,2AB, 4C,5A,6A
1A,2A,3B,4B
1, 2, 3, 4, 5
1, 2, 3, 4, 5
1, 2, 3, 4, 5
$9.8M
$6.5M
$900k
$350k
1A,2AB, 4C,5A,6A
1, 2, 3, 4, 5
$400k
Jackie Cruz
2017
1A,2AB, 4C,5A,6A
1, 2, 3, 4, 5
$1M
Jackie Cruz
2017
1, 2, 3, 4, 5
1, 2, 3, 4, 5
$625k
$900k
Jackie Cruz
Jackie Cruz
2017
2017
1, 2, 3, 4, 5
$1M
Jackie Cruz
2017
University Center 1A,2A,3B, 4C,5A,6A
1A
A.ii. Student
Success
A.iii. STEM Harvest 1A,2AB, 4C,5A,6A
A.iv. Athletics
1A,2AB, 4B
1, 2, 3, 4, 5
$1.3M
Jackie Cruz
2017
A.v. Arts
1A,2AB,4ABC,5A,6A
1, 2, 3, 4, 5
$900k
Jackie Cruz
2017
A.vi. South County
1A,2AB, 4C,5A,6A
1, 2, 3, 4, 5
$250k
Jackie Cruz
2017
A.Queue
1A,2AB,3B,4ABC,5A
6A
2A,2B,4D,6A
1, 2, 3, 4, 5
$7.5M
Jackie Cruz
2017
Jackie Cruz
2017
Jackie Cruz
2017
Jackie Cruz
2017
B.Planned Giving
3, 5
Cultivation
2A,2B,4D,6A
C.Alumni
3, 5
Increase
Cultivation
database
4D,5A,6A
D.Expanding
1, 2, 4, 5
Increase staff
Culture of
and faculty
Philanthropy
participation
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
Personnel
Supplies
Personnel
Supplies
Personnel
Supplies
Comments
*** Please complete items 2a-e immediately below for EACH new activity. ***
2. This item is used to describe how the new activity, or continuing new activity, will support the service/office/program.
Consider:
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·
·
·
·
·
·
·
·
·
·
·
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.
Hire Alumni Relations Coordinator to develop opportunities in support of all areas with a focus on Planned Giving, endowments, and
“humanities” and other campus areas. Hire Administrative Assistant II to support the operations across disciplines and campuses. Implement
Scholarship Management System with Student Affairs. These resources/activities support the need to focus on and engage Planned Giving
prospects and Alumni, in addition to continuing to build Cultural of Philanthropy throughout Hartnell College that support many areas of the
college including endowments and humanities and arts.
b) Describe how this activity supports all of the following that apply:
1) Service Area Outcome (list applicable service area outcome)
2) Program level Outcome (list applicable program level outcome)
3) Course level Outcome (list applicable course level outcome)
4) Service/Program Goal (list applicable service /program goal outcome)
5) Strategic Plan Goal (list applicable strategic plan outcome)
Supports SAO 1 - 5, as well as SP/G 2, 4, 5 and 6 by providing capacity to maximize activities.
c) Does this activity span multiple years?
☒ YES
☐ NO
If yes, describe the action plan for completion of this activity.
This activity is capacity building and the activities would be ongoing.
d) What measureable outcomes are expected from this activity? List indicators of success.
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New activities are reflected in proposed new SAO’s to be measured in 15-16.
e) What are the barriers to achieving success in this activity?
Personnel and support are needed to increase operational capacity.
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 (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). The first activity listed should be the most important; the second activity listed
the second most important, etc. 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.
Personnel
Classified Staff/
Faculty (C/F/M)*
Supplies/Equip
ment
(S/E)**
A, B and Alumni Relations
C
Coordinator
A
A, B, C
and D
A, B, C
and D
A, B, C
and D
Technology
Hardware/
Software
(H/S)***
Contract
Services
Training
Scholarship
Mgmt. System
* Personnel: Include a C or F after the amount to indicate Classified Staff or Faculty.
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Library
Materials
Facilities/Space
e.g. Science
Labs
Projected
Costs
$60,000
Administrative
Assistant II
Administrative
Assistant II (PIO)
Marketing and Public
Relations Coordinator
** S for Supplies, E for Equipment.
*** H for Hardware, S for Software.
Travel
$15,000
$60,000
$60,000
$60,000
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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