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
Information and Technology
Resources
Date Completed (must be
in final form by 3/31/14)*
May 31st, 2015
Date Submitted
to VP
N/A
*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
Dave Phillips – Director of Information Systems
Stephen Otero – Technology Specialist
Joanne Pleak
This PPA report is organized in 3 sections and 9 subsections as follows:
I.
Comprehensive Review – a. Overall Service/Office/Program Effectiveness,
b. Staffing Profile, and c. Service/Office/Program Goals.
II.
Annual Review – a. Data & Trends, b. Service/Program Modality, c. Outcomes,
and d. Previously Scheduled Activities.
III.
Annual Action Plan – a. New Activities and b. Resource Requests.
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
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.
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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- Parttime
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.
Target Recipients of ITR’s Services
Target
Size of Group
Characteristics or Needs
Students
14,000
Unduplicated
/6,700 FTE
Full and part time, Traditional and Non-traditional. The student
body is split 50/50 males and female. 65% of our students are
Hispanic. 13% are Pacific Islander and 13% Caucasian. Many are
first generation students. 75% received some form of financial
assistance. 60% are between 24 and 18. Most will not complete a
degree or certificate here. Most work while going to school.
Almost all of them would prefer to have greater access to
technology, information, and services.
Hartnell College students need hand-holding through new
processes and services. The more technology can facilitate in this
process the smaller the burden on the rest of the college.
Students need both traditional face-to-face instruction and help
as well as an expectation for on-line and hybrid offerings. There
are many homes with out computers so having accessible and
available labs and open access computers is important. Keeping
costs down is critical, and ensuring services are straightforward
and efficient are critical to many who have very little time away
from other responsibilities or access to transportation.
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Staff
216
Hartnell’s non-academic employees are a small, dedicated lot
that absolutely rely on, technology to meet the needs of
thousands of students every day. The Ellucian Colleague system is
the life-blood of every administrators job for those keeping track
of student status and data, financial information, and business
operations. They need reliable computer systems, copiers, fax
machines printers, scanners, monitors, wireless and wired
networks, specialized software, and storage. They are typically
understaffed and working very hard to meet the demand in a
changing world. When issues arise or change is needed they need
those issues or projects to watched, directed and resolved with
effective communication occurring through the entire process.
They need the software and systems required for their job to be
kept up to date and enhanced when appropriate. They need
someone to support them in thinking ahead of the current
process or technology on how to integrate or change the process
with others for better efficiency. They need not to worry about
the how of technology allowing them to thing about the how and
what of their jobs.
Full Time
Faculty
125
Hartnell College full-time faculty face a relatively diverse
population of students in terms of age and race. Class sizes are
typical, but social needs are large as instructors struggle to push
some ill-prepared, and economically challenged students though
their first couple years of college. Instructors need technology to
work in the classroom and need issues to resolved quickly when
they arise. They need tools to teach students using various
methods and modalities. Technology can provide many of these
needs if applied correctly and supported by reliable computer
systems. Modern day LMS, CMS and smart classrooms can help
instructors use technology to engage students and effectively
present information. Lastly, full time faculty need opportunities
to be trained to develop their craft but also to come up to speed
on emerging campus technology and tools. When issues arise or
change is needed they need those issues or projects to watched,
directed and resolved with effective communication occurring
through the entire process.
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Part Time
Faculty
360
Hartnell College part-time faculty rise to meet the same student
challenge as full time Instructors. In addition to the technology
needs of a full time instructor, adjuncts need to gain access to
resources and information from locations off campus. They also
need place on campus to work on projects and meet with
students. Adjunct faculty members need ways to stay engaged
with the campus community, and effective tools to communicate
and collaborate with their peers and students. When issues arise
or change is needed they need those issues or projects to
watched, directed and resolved with effective communication
occurring through the entire process.
Community
N/A
The community that Hartnell College supports is strong, diverse
and geographically dispersed and at times even migratory.
Hartnell College is seen as a key anchor to the community’s
health and progress. Those at the college that interact with the
community, need effective marketing tools to tell the story of
success and progress that is occurring from the academic
program, athletics, and philanthropy. The community needs
access to the library, its computers and education services to lift
the community, retool those looking to make a change, restart
those whose educational career was interrupted and spur on
those that are already enrolled. The community counts on many
of our outreach programs to education younger minds of the
opportunities of education and benefits of staying on a school
path. Making access to community ed programs, general services
and bridge programs convenient and easy to access has proven to
make a difference in many family’s lives.
I&TR Team
15
The Information and Technology Resource team consists of 15
dedicated IT professionals and support staff. They are a underresourced bunch that is concentrated on providing customer
service and sustaining resilient network, systems, and software
to enable the college district to fulfill its mission. They are selfstarters, but require general guidance on prioritization, vision of
IT direction, and representation throughout the governance
environment of the college.
Data Sources
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● An accurate work order log is kept of all technology/audio-visual requests for repairs and
assistance. Utilizing the statistics of how long a work order was open before resolution, as well
as how many work orders are created for repeat issues can show how the departments are
responding in a timely fashion, as well as resolving issues proactively.
● Evaluation surveys are conducted at the completion of work orders; these surveys can show
customer satisfaction with the departments meeting their demands.
● Semi-annual surveys for students, faculty and employees
The survey data suggests that IT is understaffed and needs to communicate more with its
constituents before, during and after needs are being addressed or projects occur. It also
suggests that there is room for improvement in addressing customers needs quicker and helping
them understand what we have done. However, it is also clear that our constituents know that
we are stretched and they feel that we are constantly improving and trying to provide the
campus with tools to enhance instruction, productivity and our ability to reach everyone.
● Hartnell College’s Collegue Student Information System, CCC Chancellors Office Scorecard and
CCCSE were also referenced sources for this review.
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.
Needs
Overall endeavors of our area are to anticipate and react to trends and needs of our constituents. This
requires the office of VP ITR to provide leadership of the personnel and resources for the benefit of our
students and the employees that serve them.
The office needs to remain ahead of the curve to stay innovative as well as provide proactively manage
the campus’ information technology infrastructure, architecture, applications, development, and
investment priorities to support growth and environmental change.
The office needs to ensure staff and faculty properly tooled and prepared for the future. This means
keeping myself abreast of technology developments and trends in the state and the industry. This office
needs to ensure the leadership of the college leverages information technology governance structure
that effectively links business and information technology strategies
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ITR needs to promote and facilitate the effective integration of technology into the basic mission of the
college through planning, programming, training, consulting, and other support activities. This means
developing, enhancing, and managing the College's enterprise networks to provide high speed,
transparent, and highly functional connectivity among all information resources.
Patterns
End users will always need up-to-date computing systems. This requires annual refreshes of a
percentage of the systems on campus. In order to meet the needs of the varied student body with open
access computers, labs and perhaps technology rental, the campus needs to plan for this investment
year over year.
End users will always need a healthy, secure, and fast network. This requires continuous investment upto-date wireless access point, switches, cabling, and firewall. These costs are manageable if they are
made in increments year over year.
Hartnell College’s ERP will need constant care and feeding. The environment should not be changed
from the “vanilla” state that it was installed as, unless customizations are absolutely necessary.
Investments need to be made each year in training of administrators and developers. Additionally,
investments need to made in the hardware that the system runs on and in enhancements to the
product. This is all in addition to the general maintenance of the product.
Administrative users will always require specific and unique functional systems to improve efficiency
and to meet the changing requirements of the state to improve student success and over all operational
effectiveness.
Staff members will always need training to improve their ability to leverage existing systems and to use
new technologies and systems when they are brought onto campus.
Faculty members will always need to have support with pedagogical development, tool training, and
classroom multi-media support. Ongoing investment in the FRC/PDC and instructional technologist
support will be needed.
Student success and all of the solutions that will come with this growing trend, will only continue to be a
priority for the campus and the classroom. Software and systems will need to be maintained and added.
Mobile device support and mobile app development for end user support will only continue to grow as a
priority and trend. Investment in a mobile platform and continued investment in our existing mobile
device management environment will be important.
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Business intelligence will continue to be a priority for the college. Better reports, specific to identifying
business operation trends and data for better decision making.
Challenges
Keeping up with expanding and evolving technologies, as well as facilitating Facility Requests, Equipment
Requests, Work Orders and Drop-ins with limited staff to support them, with the addition of having
vacant positions.
The campus has continually under gone restructuring and reorganization, causing consistent movement
of offices which stretches staff thin.
Last minute requests for equipment, instruction, workshops, and trainings are given with little notice.
Request forms are frequently turned in with partial information. Staff spends time getting more
information, and rarely has enough time to plan efficiently for these requests.
Software requests come in from individual instructors rather than discipline. This results in multiple
requests for the same type of software but different brands, resulting in repeated work. In addition,
work orders often come in from multiple instructors for the same thing. Sometimes our current work
order database does not close the work order. Causing our pending reports to show items that had been
closed days or months ago.
Lastly, over all, management of core, critical systems, as well as ongoing initiatives and point
solutions/technologies that the campus has learned to rely on or asked us to deploy, requires an
established ratio of IT personnel to technology or projects. Hartnell College ITR is far below these
standards. Our team should twice the computer technicians, lab coordinators and networking resources.
Many of the investments we have made this year have been to create an environment with tools making
it possible to do more with our small team.
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.
ITR Conducted a Survey January through February to assess staff and faculty’s satisfaction and opinion
of technology use, readiness and application of technology throughout campus. Below are some of the
most notable areas of improvement indicated.
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2015 Spring Survey Results
Yes
No
18
21
46%
54%
50% of the faculty do not feel campus has adequate desktop computers, scanners, digital cameras,
networked printers, and laptops/tablets to meet the instructional goals of Hartnell College.
1 - Not at all satisfied 6
2
6
3
6
4
8
5 - Very satisfied
2
7 - Cannot evaluate
8
8 - Never heard of service
15%
15%
15%
21%
5%
21%
3
8%
Overall satisfaction with Classroom/Lab/Open Access Consulting/Assistance shows room for
improvement.
Yes
No
21
18
54%
46%
50% of the campus does not feel IT has adequate software to meet the instructional goals of Hartnell
College.
Better customer service 11
Better technology
9
Better communication 28
Greater availability
18
Increased ITS staff
24
Other
6
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11%
9%
29%
19%
25%
6%
Customer service from ITS personnel could best be improved by the factors indicated above.
Yes
No
19
20
49%
51%
Do you feel the IT department provides expected technology services to you satisfactorily 85% of the
time or better.
Yes
No
19
20
49%
51%
50% of the campus does not feel they receive timely and helpful information from IT representatives
regarding technology solutions for services that are requested by administration, divisions, departments
and programs.
Yes
No
19
20
38%
62%
62% of the campus feels their campus has adequate technology repair/service to meet the instructional
and administrative goals of your campus.
Cutting edge with new innovative technology
adoption
1 3%
Current technology with hardware that is not
more than 3 years old
10 26%
Adequate, but could be refreshed 22 56%
Aging
6 15%
Shows how the campus would you rate the current level of Hartnell College’s infrastructure – scattered
needs.
Not at all satisfied
Not very satisfied
Somewhat satisfied
Very satisfied
Not applicable
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2
6
9
2
20
5%
15%
23%
5%
51%
How satisfied the campus is with on-campus computer labs
Strongly disagree
Disagree
Agree
Strongly agree
9
10
19
1
23%
26%
49%
3%
Only half of campus feels they can easily find the information they need on the Hartnell College web
site.
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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.
ITR services all three Hartnell College campus locations, but the office of VP is only present at the main
campus.
Location
Main
Time
M-F 8am-5pm
M-F 8am-5pm
Mode
F2F, Online, Phone, Virtual
F2F, Online, Phone, Virtual
Personnel
Matt Coombs
Dave Phillips
Service/Program
Manager
Manager
Alisal
(Advanced
Technology
Center)
King City
Center
M-F 8am-5pm
M-F 8am-5pm
F2F, Online, Phone, Virtual
F2F, Online, Phone, Virtual
Matt Coombs
Dave Phillips
Manager
Manager
M-F 8am-5pm
M-F 8am-5pm
Online, Phone, Virtual
Online, Phone, Virtual
Matt Coombs
Dave Phillips
Manager
Manager
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.
VP of ITR and Director of ITR strives to deliver the same level of service across all constituents and all
locations. King City represents the greatest challenge due to distance. All ITR employees except Jorge Isaias
have an office on main campus and it is where the majority of their time is spent. Jorge spends 90% of his
time at the Alisal campus serving the academic programs that occur at that facility. There is no predominant
or permanent IT presence for the King City location as there would not be enough work to keep that
resource engaged and productive. As issues arise at both Alisal and King City, ITR representatives will drive
down and spend entire days at the facilities resolving and maintain issues. The IT infrastructure present at
these locations allows for almost all hardware and software to be maintained and fixed remotely.
Regular visits are scheduled for all locations to check on deans equipment, services and software needs and
resolve issues submitted as help desk tickets.
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3. Describe the process to change and improve service/program quality for the more
challenging locations, vehicles, and/or times.
ITRVP and Director has set a process for capturing and communicating out the results of these meetings so
that there is an accounting of needs and accountability that they are being met. Most IT related issues
reported are for computer labs, instructors’ stations, and staff hardware/software. Reviewing help desk
tickets, it has been determined that 85% of the issues can be resolved with proper planning. Additional
training needs to be conducted with King City staff to help them leverage these technologies to enable IT to
help them or resolve issues as they arise.
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
Technology Council
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What changes have
occurred in the
service/office/ program
as a result of dialogue?
Was a Service Area
Outcome
Assessment
Summary
completed (if
expected)?
1. Provide regular and relevant
council meetings once a month.
2. Ensure meeting agendas and
minutes are posted and match
the needs of the attendees and
the college creating purposeful
meetings and results
ITR Weekly Meetings
1. Provide regular weekly meetings
the result in the reliable
operation of campus computing
systems, communication
systems, file services, and virtual
and vendor-provided software
solutions.
2. Develop information technology
solutions for services that are
requested by administration,
divisions, departments and
programs.
Core Team Meetings
1. Provide weekly meetings to
discuss current functional
projects related to
administrative and information
systems
2. Develop ranking model to help
prioritize projects based on
impact to system health,
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1. Review of operations and
accountability tools have
been purchased to
increase visibility and
tracking of council
decisions.
2. Meetings include more
input from entire campus
and more interactive.
3. Agendas are made
available online earlier
and distributed to team
prior to meeting.
Yes. Technology
Development Council
just reviewed the
results of survey
regarding the
effectiveness of the
council. While there
are suggestions to
improve, the reaction
was very positive to the
way the meetings were
run and the quality of
the information being
communicated.
1. IT members are asked to
report and own specific
projects they are running.
2. ITR spends each meeting
reviewing iSupport
progress and operations
to ensure accountability
and oversight.
3. Outstanding or long
standing issues get more
regular attention and
problem solving.
Yes. IT team members
reported they were
supported in their
expected work, involved
in decision making,
agreed with direction
being followed, but
wished we could slow
down a bit.
1. Ranking model is very
effective at helping the group
prioritize projects.
2. Weekly meetings are very
helpful in considering and
moving projects along
Yes. Members feel the
attention being paid to
the projects and their
expressed needs is
paying off and their
needs are slowly being
met, project by project
student success, compliance and
college revenue.
College IT Leadership and Direction
1. Provide quarterly updates on
technology status to cabinet;
semi-annual updates to faculty
and staff; annual report on
technology to the college
2. Support and deliver the
deployment of information
technology solutions for
services that are requested by
administration, divisions,
departments and programs.
3. Keep engaged with campus,
state, industry communities to
make wise and future proofed
decisions.
1. Semi-annual survey is now
conducted, when before it
was offered far less often.
2. IT office reports directly to
the president providing
more strategic input to
campus operations.
Yes. IT regularly and
thoroughly updates the
cabinet and campus
groups on technology
projects. IT has also
maintained a 10 year
strategic plan focused
specifically on IT
initiatives that in turn
address specific
articulated needs.
IT Plan was revised to
show progress and align
with college’s strategic
goals and other
enterprise plans.
iSupport logs will show
an overall satisfaction
with infrastructure and
software support to do
their job. They wish IT
had more bodies to help
quicker.
Planning, Purchasing and Asset Management
1. Support IT as it supports the
campus in planning and
purchasing technology
2. Provide IT with the software and
resources to accurately and
effectively track IT Inventory for
asset planning purposes.
1. Better alignment of
technology projects to
campus strategic goals and
budget process.
2. Better tracking of all
technology inventory being
used on campus.
Yes. Outcome continues
to be achieved as new
resources are procured
for campus constituents
and infrastructure is
refreshed.
iSupport indicates
responsiveness to
quotes requested within
3 days from request on
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90% of occasions.
List Service Area
Outcome(s) scheduled for
assessment in
AY 15-16
Technology Council
Provide regular and relevant council
meetings once a month.
Ensure meeting agendas and
minutes are posted and match the
needs of the attendees and the
college creating purposeful
meetings and results
ITR Weekly Meetings
Provide regular weekly meetings the
result in the reliable operation of
campus computing systems,
communication systems, file
services, and virtual and vendorprovided software solutions.
Develop information technology
solutions for services that are
requested by administration,
divisions, departments and
programs.
College IT Leadership and Direction
Provide quarterly updates on
technology status to cabinet; semiannual updates to faculty and staff;
annual report on technology to the
college.
Support and deliver the deployment
of information technology solutions
for services that are requested by
administration, divisions,
departments and programs.
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How will the Outcome(s)
be assessed?
1. Once a year in preparation
of an annual review.
1. 90% of attendees express
their time has been well
spent on the Council and
the Council activities have
resulted in technology
planning and actions
benefitting the college.
1. IT Team member
Satisfaction Survey.
2. User Satisfaction Survey of
IT initiative requestor at
the completion of each
project.
1. Show evidence of updates
via agenda
2. Semi-annual IT Satisfaction
Survey of Hartnell College
3. Evidence of IT Annual
Report
Keep engaged with campus, state,
industry communities to make wise
and future proofed decisions.
Planning, Purchasing, and Asset Management
Support IT as it supports the campus 1. Number of quotes provided
in planning and purchasing
and the speed of request to
technology
response.
2. Inventory updated and
Provide IT with the software and
available once a year in
resources to accurately and
preparation of audit.
effectively track IT Inventory for
asset planning purposes.
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?
After the 2015 survey was conducted, the survey results were compiled and presented to both the ITR
team and the Technology Resources Committee. Both groups were asked for their opinion of the results
and what they thought should be done to address the most obvious and most urgent areas of need. The
result was a desire to spend more time with the campus areas and constituents to make them more
familiar with the changes we have experienced and the
3. Describe assessment activities that need to be strengthened or improved. What
are the challenges to achieving these improvements?
We now have the tools to schedule and track these reviews. We just need to prioritize the time to set
them up within the support software we have in place. We also need to fill open positions in order to
keep up with our campus articulated needs.
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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?
What challenges
existed or
continue to exist?
Will activity
continue into
AY 14-15?
Will activity
continue into
AY 15-16?*
1. Deployed new help
desk system and
inventory
management iSupport
Tracking service
requests more
efficiently and
thoroughly. We have
greater insight into
ticket load, ticket
resolution time,
issue trends, and
communication to
users. Need to enter
in inventory items.
Successful. Support
can and is being
reported to
computers without
having to be
physically in front of
customer.
Recently deployed,
but benefits have
already been
realized as we have
been able to push
out to all machines
at once or specific
machines the
applications
requested by faculty
members.
Powerful tool that
integrates tightly
with GoogleDocs.
Smartsheet tracks
Training and
adoption of all
users on campus.
Yes
Yes
None
Yes
Yes
Awareness of the
campus of the
possibilities of the
tool so that we ITR
can utilize to
benefit their
program and
needs
Yes
Yes
Training,
awareness and
adoption.
No
No
2. Deployed new
remote support
system - Bomgar
3. Deployed new
remote desktop tool
deployment system Apporto
6.Deployed new
online project
management system
– Smartsheet
20 | Page
to-dos and
dependencies as
well as encourages
collaboration of
team members
around a project.
* 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?
Activity scheduled
Completed?
Measurable
Outcomes?
1. Deployed new help
desk system and
inventory
management iSupport
Completed.
Hartnell personnel
can configure
custom forms,
custom workflows,
and custom
integrations.
Started to track and
more efficiently
resolve help desk
requests. I have
greater insight into
ticket load, ticket
resolution time,
issue trends, and
communication to
users. Need to enter
in inventory items.
Workflow is now
possible as
Hartnell ITR
technicians can
write rules which
can be grouped
together to
perform almost
any task we can
imagine.
Better asset
tracking. iSupport
includes scanning
technology that
queries our
networks and
builds databases
with detected IT
assets.
21 | Page
Did activity lead to significant
change in service or program
success?
Yes. The system will change
significantly the way we track
requests, respond to clients
issues, communicate before,
during and after a ticket has
been issued.
The software will allow me as a
manager to determine ticket
loads, resolution speed and
distribution.
This tool should help us become
a better ITR department and
servicer of the campus.
The positive reputation of ITR
has already improved and the
ability of our department to be
aware of and resolve more issues
has increased.
2. Deployed new
remote support
system - Bomgar
Completed.
Success confirmed
Providing support to
computers and
without having to be
physically in front of
items.
Remote access to
computer to
resolve issues is
possible.
Greater reach with
small team.
Constituents feel
they are getting
more service
faster.
3. Deployed new
remote desktop tool
deployment system Apporto
Continued benefits
as we have been able
to push out to all
machines at once or
specific machines
the applications
requested by faculty
members.
Universal
distribution or
focused
distribution of
applications to
computers with
the push of a
button is now
available.
Increased reach to
greater number of
systems in shorter
amount of time.
Yes. The Bomgar application
integrated with iSupport, is a
powerful combination that
allows the ITR team to fix issues
without being physically
present. It also allows for remote
conferencing with users in order
to resolve technical issues.
This technology will help us
close the gap on service deficit
currently articulated in surveys
and day-to-day interactions.
Yes. This new tool can make it
possible to distribute to all
computers automatically the
update to java or Silverlight. It
can deploy to a lab or a defined
group of computers, a
specialized application for a
class, a semester, or a year. The
time this app will save us is
immense and resolve the age old
problem of faculty giving us
software requests a week before
school starts.
Increased
satisfaction and
appreciation of
ITR will attributed
to this tool.
4. Deployed new
training and one-on22 | Page
Completed.
Delivery of a
Hartnell App Store
will eventually add
additional value to
certain cohorts or
to the entire
campus.
Online training
already occurring.
Yes. The new software made it
possible to deliver training to
one campus support
web conferencing
system –
GotoMeeting
23 | Page
Feedback from
training
universally
positive.
people’s desktops or home office
rather than requiring face to
face.
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.
Provide regular,
and representative
council meetings
once a month.
24 | Page
Strategic
Plan
Goal(s)
No. &
Letter
(e.g.,
5A)*
2a,2b,4a,
4c
Related
SAOs, SLOs,
PLOs, or
goals
Desired
Outcome(s)
Resources
Needed
Person
Responsible
Ensure
meeting
agendas and
minutes are
posted and
match the
needs of the
attendees
and the
college
creating
purposeful
meetings and
results. Make
sure
participation
from all
members of
the meeting
Greater
oversight of
technology
direction.
Smartsheet
and website
content
managemen
ttools.
Matt Coombs
Dave Phillips
Increased
leadership
from council
on direction
and
decisions.
Greater
accountability
to
constituents
regarding
projects and
outcomes.
Portal
collaboratio
n tools
Estimated
Date of
Completion
(can be
more than
one year in
length)
Fall 2015
Comments
occurs.
2.
Provide regular
weekly meetings
the result in the
reliable operation
of campus
computing
systems,
communication
systems, file
services, and
virtual and vendorprovided software
solutions.
2a, 2b,3a,
3b,4c,
4d,5a
Ensure
development
of
information
technology
solutions for
services that
are requested
by
administratio
n, divisions,
departments
and programs
are overseen
and delivered
on time and
with large
adoption and
demonstrativ
e
improvement
of service.
Greater
oversight of
technology
direction.
Increased
leadership
from council
on direction
and
decisions.
Greater
accountability
to
constituents
regarding
projects and
outcomes.
Smartsheet
and website
content
managemen
ttools.
Matt Coombs
All of IT
Fall 2015
Matt Coombs
David Phillips
Fall 2015
Apporto
application
managemen
t
Virtual
Desktops
Remote
Assistance
Portal
collaboratio
n tools.
iSupport
3.
Provide semi
annual updates on
technology status
to cabinet; semiannual updates to
faculty and staff;
annual report on
technology to the
college
1a,2a,
2b,4c,5a
Support and
deliver the
deployment
of
information
technology
solutions for
services that
are requested
by
administratio
n, divisions,
departments
and
programs.
Keep
engaged with
campus,
state,
industry
communities
to make wise
and future
proofed
decisions.
25 | Page
Greater
awareness
and
accountability
to
constituents
regarding
projects and
outcomes.
Survey tools,
portal
communicat
ion.
Attedance
at regional,
national
conferences
to stay
abreast of
trends,
directions
and
developmen
ts of
technology
and HE
issues.
4.
Support IT as it
supports the
campus in
planning and
purchasing
technology
1a,4c,5a,6
a
Provide IT
with the
software and
resources to
accurately
and
effectively
track IT
Inventory for
asset
planning
purposes.
Better
management
and greater
awareness
and
accountability
to
constituents
regarding
projects and
outcomes.
Smartsheet
and website
content
managemen
ttools.
Apporto
application
managemen
t
Virtual
Desktops
Remote
Assistance
Portal
collaboratio
n tools.
iSupport
26 | Page
Matt Coombs
David Phillips
Fall 2015
Activity 1- Provide Immersive and Inclusive Tech Dev Council Meetings
Provide regular, and representative council meetings once a month.
Ensure meetings are well-planned, run on time and are inclusive to all participants. Agendas and minutes are posted and match the
needs of the attendees and the college creating purposeful meetings and results. Make sure participation from all members of the
meeting occurs.
SLO Supported
Academic and Administration
Providing reliable technological environment for and operation of campus computing systems, communication systems, file
services, and virtual and vendor-provided software solutions.
Develop information technology solutions for services that are requested by administration, divisions, departments and programs.
Support the student learning environment
Planning, Purchasing and Asset Management
Support the campus in planning and purchasing technology
Track IT Inventory for asset planning purposes.
Assist in automation of planning, maintenance of support and campus operations.
SPGs Supported
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.
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.
a) Does this activity span multiple years?
NO
If yes, describe the action plan for completion of this activity.
27 | Page
b) What measureable outcomes are expected from this activity? List indicators of
success.
Increased accountability and awareness of engagement will be tracked and reported from council members.
Council involvement and collaboration will be demonstrated by increased reporting out and awareness of and proactive
involvement in projects. Minutes of meetings will be able to indicate increased activity.
c) What are the barriers to achieving success in this activity?
Willingness of council members to be involved and provide leadership.
Activity 2 – Effective ITR Council Meetings
Effective ITR Weekly Meetings
Provide regular weekly meetings the result in the reliable operation of campus computing systems, communication systems, file
services, and virtual and vendor-provided software solutions. Develop information technology solutions for services that are
requested by administration, divisions, departments and programs.
SLO Supported
Academic and Administration
Providing reliable technological environment for and operation of campus computing systems, communication systems, file
services, and virtual and vendor-provided software solutions.
Develop information technology solutions for services that are requested by administration, divisions, departments and programs.
Support the student learning environment
Planning, Purchasing and Asset Management
Support the campus in planning and purchasing technology
Assist in automation of planning, maintenance of support and campus operations.
SPGs Supported
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.
28 | Page
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.
Goal 4C: Hartnell College will maintain a current, user-friendly technological infrastructure that serves the needs of students and
employees.
Goal 5A: Hartnell College will provide programs and services that are relevant to the real-world 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.
a) Does this activity span multiple years?
No
If yes, describe the action plan for completion of this activity.
b) What measureable outcomes are expected from this activity? List indicators of
success.
Increased accountability and awareness of engagement will be tracked and reported from ITR members.
ITR staff coordination and collaboration will be demonstrated by increased reporting out and awareness of and proactive
involvement in projects. iSupport activity will be able to indicate increased activity.
Allows college to gain visibility into how constituents are interacting whether students or employees.
c) What are the barriers to achieving success in this activity?
ITR members willingness to participate.
Activity 3 - College IT Leadership and Direction
College IT Leadership and Direction
Provide semi-annual updates on technology status to cabinet; semi-annual updates to faculty and staff; annual report on technology
to the college. Support and deliver the deployment of information technology solutions for services that are requested by
administration, divisions, departments and programs. Keep engaged with campus, state, industry communities to make wise and
future proofed decisions.
SLO Supported
29 | Page
Academic and Administration
Providing reliable technological environment for and operation of campus computing systems, communication systems, file
services, and virtual and vendor-provided software solutions.
Develop information technology solutions for services that are requested by administration, divisions, departments and programs.
Support the student learning environment
Planning, Purchasing and Asset Management
Support the campus in planning and purchasing technology
Assist in automation of planning, maintenance of support and campus operations.
Educational Environment Technologies
Providing reliable operation of campus enhanced technology in the classroom.
Provide faculty with responsive support and technology tools to enhance their ability to deliver quality education.
Support and deliver on campus enhanced technology plans required by divisions, departments, programs and students.
SPGs Supported
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.
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.
Goal 4C: Hartnell College will maintain a current, user-friendly technological infrastructure that serves the needs of students and
employees.
Goal 5A: Hartnell College will provide programs and services that are relevant to the real-world 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.
a) Does this activity span multiple years?
No
If yes, describe the action plan for completion of this activity.
30 | Page
b) What measureable outcomes are expected from this activity? List indicators of
success.
Satisfied students who are using up-to-date systems which perform well in class and in preparation.
Instructors will report satisfaction with the technology in the classroom to support their teaching and the students learning.
The campus will be able to take advantage of other technology advances because our infrastructure will allow it.
Semi-annual survey results will report satisfaction by 80 percent or better that technology in the classroom supports learning and
teaching.
Annual report will be distributed.
c) What are the barriers to achieving success in this activity?
Budget. Time.
Activity 4 - Planning Purchasing and Asset Management
Planning Purchasing and Asset Management
Support IT as it supports the campus in planning and purchasing technology. Provide IT with the software and resources to accurately
and effectively track IT Inventory for asset planning purposes.
SLO Supported
Academic and Administration
Providing reliable technological environment for and operation of campus computing systems, communication systems, file
services, and virtual and vendor-provided software solutions.
Develop information technology solutions for services that are requested by administration, divisions, departments and programs.
Support the student learning environment
Planning, Purchasing and Asset Management
Support the campus in planning and purchasing technology
Assist in automation of planning, maintenance of support and campus operations.
Educational Environment Technologies
Providing reliable operation of campus enhanced technology in the classroom.
Provide faculty with responsive support and technology tools to enhance their ability to deliver quality education.
Support and deliver on campus enhanced technology plans required by divisions, departments, programs and students.
31 | Page
SPGs Supported
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.
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.
Goal 4C: Hartnell College will maintain a current, user-friendly technological infrastructure that serves the needs of students and
employees.
Goal 5A: Hartnell College will provide programs and services that are relevant to the real-world 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.
a) Does this activity span multiple years?
No
b) What measureable outcomes are expected from this activity? List indicators of
success.
iSupport will be able to track and demonstrate 99% of all hardware and software purchases and delivered equipment.
c) What are the barriers to achieving success in this activity?
Continued support for iSupport.
32 | Page
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.
Activit
y No.
Personnel
Classified
Staff/
Faculty
(C/F/M)*
Supplies/
Equipment
(S/E)**
Technology
Hardware/
Software
(H/S)***
Contract
Services
Training
Travel
Library
Material
s
Scienc
e Labs
1.
2.
3.
$0
S-Smartsheet
5000
$5,000
$5000
$15000
* 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.
33 | Page
Project
ed
Costs
$20,000
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.
34 | Page
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:
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.
35 | Page