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
Date Completed (must be in final
form by 3/27/15)*
3/31/15**
Date Submitted
to Superintendent/President
3/31/15
Office of Institutional Planning and Effectiveness
*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.
**A meeting to bring together all IPE staff for the purpose of finalizing this report was not possible; an iterative process was therefore undertaken
consisting of holding two meetings (on 3/20 & 3/30) with overlapping staff members to obtain input in finalizing specific document sections.
List of Contributors, including Title/Position
Name
Dr. Brian Lofman
Wade Grant
Dr. Layheng Ting
Cristina Zavala
Title/Position
Dean of Institutional Planning and
Effectiveness
Institutional Data Analyst
Institutional Research Analyst
Administrative Assistant
Superintendent/President’s Comments (required):
I find the plans, strategies, and outcomes identified in the Annual Review to be complete and comprehensive. The resource allocation
requests are linked to an assessment of the effectiveness of the Office of IPE. The challenge will be to allocate the resources needed to
implement the plans and strategies that are outlined in an environment where there are tremendous resource needs across the
institution.
Willard Lewallen
Typed Name of Superintendent/President
2015-05-01
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
 For services/offices/non-instructional programs scheduled for comprehensive review in spring 2015, please
complete Sections I, II, and III.
 For services/offices/non-instructional programs scheduled for annual review, please complete Sections II and
III.
The Office of Institutional Effectiveness and Planning is scheduled for an annual review in spring 2015. Section I has therefore not been completed,
except for III.C.1 Office Goals.
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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
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
2012-13
2013-14
2014-2015
Management, Supervisors
Classified Staff
Classified Staff- Part-time
Faculty Staff
Faculty – Part-time
Student Workers
Professional Experts
Total Full Time equivalent Staff
2. What staffing factors/challenges have influenced the effectiveness of the service/office/program?
[Begin response here]
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C. SERVICE/OFFICE/PROGRAM GOALS
1. List and describe service/office/program goals for the next comprehensive review cycle. 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.
1) Steward effective institutional planning toward fulfilling college mission and meeting strategic priorities and goals.
Objective 1A: Design, implement, evaluate and improve a comprehensive annual integrated planning process.
Objective 1B: Coordinate the development, increased integration, implementation and assessment of long term institutional plans.
2) Strengthen institutional effectiveness toward ongoing, documented performance measurement against college
mission and strategic priorities and goals.
Objective 2A: Create a comprehensive institutional plan to systematically cultivate continuous improvement throughout the college.
Objective 2B: Coordinate specification and execution of a wide array of processes that collectively enhance organizational learning and
student success.
Objective 2C: Inventory and ensure submission of key external reports on timely basis.
3) Encourage and support data driven decisions across the college.
Objective 3A: Ensure the quality and integrity of institutional data for analysis, planning, decision making, policy making, reporting, and
other purposes.
Objective 3B: Survey data and data reporting needs for each college division, and develop data reporting tools accordingly.
Objective 3C: Design and/or provide access to, and training when required in, self-service research and data gathering, analysis, and
reporting tools.
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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.
The Office of Institutional Planning and Effectiveness touches every college employee directly and/or indirectly via integrated planning and
continuous improvement processes, such as execution of the strategic plan, development of annual and comprehensive plans, and
implementation of continuous improvement processes. The IPE Office is responsible for coordinating and shepherding work to be
accomplished on timely basis. Key target recipients include the Superintendent/President, the Board of Trustees through the
Superintendent/President, Vice Presidents, and other members of the Executive Cabinet. Other ongoing interactions involve responses to
questions or requests for data occurring between office staff on the one hand, and faculty, administrators, and staff on the other.
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 most critical patterns relate to the timetables of work that needs to be accomplished throughout the institution via development of
strategic plan metrics, implementation and coordination of the program planning and assessment cycle, integrated planning and budgeting,
and cycles of continuous improvement. The biggest challenges this past year have been ensuring that work products due from various
divisions are completed and submitted on time to meet internal deadlines (implementation and evaluation of plans and processes) and to
demonstrate compliance with external mandates (e.g., accreditation recommendations and standards), and making progress on projects,
fulfilling requests, and otherwise accomplishing tasks during the several month vacancy of the institutional research analyst position.
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.
Although the IPE Office has established, led and facilitated meetings of ad hoc groups involving research and data (the Standards Task Force,
the IE Goals Task Force, and Data Summit), and attempted to do its best to be responsive to research and data requests from college
employees, the office is not currently staffed and trained to fulfill the various responsibilities of a professional institutional research function
to meet the college’s long-term needs.
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B. SERVICE/PROGRAM MODALITY
1. Describe the different physical locations (campuses, sites, etc.) at which, the various delivery vehicles (phone, online,
face-to-face, etc.) through which, and the times (of day, evening, week, etc.) at which the service/program is provided to
intended recipients. Consider staffing and other resources available to serve user needs for each location, vehicle, and
time specified.
The IPE office is physically located in D building on the main campus. The growing staff—which may reach 4.5 college employees by the start
of FY 2015-16—is housed in offices and work spaces on the first floor of D and E buildings. Although all staff are within walking distance of
one another, this office space situation remains sub-optimally efficient for the requirements of a well-functioning office that must shepherd
large-scale projects and coordinate complex activities. The IPE dean submitted a request for expanded office space through the Facilities
Development Council, and has reviewed potential options that may become available over the next several months or so. The optimal
solution would consist of several separate offices for up to 3 administrators within one office suite or modular, that would also accommodate
counter space for a front office student worker/receptionist, an administrative assistant desk/work space, a work room with space for 2 or 3
staff and convenient access to a printer/photocopier machine, a conference room suitable for holding regular committee and ad hoc
meetings, and a rest room. The latter two amenities would especially be required if the office were to be located on the periphery of the main
campus.
The office serves the entire college. Whereas it is sometimes best to hold meetings in person, many questions can be handled via email, and
more interactive conversations by phone. Development of the IPE website has provided increasingly greater access to information,
documents, and additional resources. While major institutional projects are reported on various IPE web pages, a more sophisticated level of
access to information cannot be provided without more advanced web features, such as drop down menus.
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.
There are no clear differences. However, the physical distance that exists between the IPE Office and the Alisal Campus and the King City
Education Center (KCEC), along with the fact that institutional work is almost exclusively created and performed at the main campus, makes
salient the need to be sensitive to issues that arise at all sites, and for the institution to be cognizant of the importance of strategic planning
and continuous improvement at each site. The IPE dean ensures that newly hired staff are given a tour of the Alisal Campus shortly after they
begin employment at the college; it is more challenging to arrange for visits to south county. More fundamentally, the IPE dean is
considering whether a more focused approach to strategic planning may be useful for Alisal Campus and KCEC that moves beyond the
comprehensive PPA reports that have been prepared by those respective deans, or more simply whether consultative meetings with those
deans might be helpful in focusing on key strategic challenges that those sites face moving forward.
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3. Describe the process to change and improve service/program quality for the more challenging locations, vehicles, and/or
times.
The greatest challenge to improving service quality relates to the need to centralize the institutional research (IR) function within IPE. The
hiring of an IR director will go a long way toward ensuring both proactive and responsive capabilities with respect to both planning and
fulfilling IR needs. The IPE dean is nonetheless beginning to plan for the college’s long-term IR needs as the office continues working in
parallel toward improved planning and effectiveness services and activities.
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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/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 (Note: only
SAOs focused on work that could begin or be
accomplished in the past year are listed below.)
a. Evaluate and improve comprehensive annual
integrated planning process.
b. Coordinate increased integration and
assessment of long term institutional plans.
c. Finalize comprehensive plan to systematically
cultivate continuous improvement throughout
the college.
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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)?
An evaluation of the integrated planning
process was accomplished by updating the
rubric that had previously been created as
evidence in the accreditation follow-up
report. The rubric shows the specific
features of integrated planning as they
have evolved over several years through
the planned improvements for the spring
2015 cycle. For example, over the past two
PPA cycles, report templates were
streamlined, an area for required
supervisor comments was added, and
items on student achievement outcomes
were included (on the academic template).
Several long term institutional plans
currently contain language linking
initiatives to goals in the college’s strategic
plan. Assessments of the implementation
(in 2013-14) of 2 long term institutional
plans were completed utilizing a template
provided by the IPE Office.
The continuous improvement plan was
finalized and approved by the College
Planning Council in early fall 2014.
(My office has not received and
has been unable to obtain
information about this
assessment summary.)
List Service Area Outcome(s) scheduled for assessment in AY 15-16
How will the Outcome(s) be assessed?
Hold all (100%) meetings required and provide all (100%) meeting
minutes for college-wide committees chaired by IPE office
administrators.
Create college-wide committee dealing with institutional data and
research issues, such as goals for institutional effectiveness and
standards for student achievement.
Coordinate annual report of the second year implementation of the
strategic plan by providing relevant updates of 80% of the combined
number of relevant goals and outcomes, and a scorecard displaying
updates of 80% of the total number of relevant KPIs.
Coordinate annual assessment of relevant long term institutional plans
by providing report templates to all (100%) leads and receiving 80%
completed report templates.
Coordinate annual evaluation of the implementation of relevant
continuous improvement processes by providing report templates to all
(100%) leads and receiving 80% completed report templates.
For all committees chaired by IPE office administrators,
percentages of meetings held and minutes provided per
applicable web pages. (B. Lofman/C. Zavala)
Committee web page showing handbook. (B. Lofman/C.
Zavala)
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Content of progress report and scorecard provided to the
Board of Trustees by end of 2015 calendar year. (B.
Lofman/W. Grant)
Percentage of assessment report templates provided to
and percentage completed by leads for relevant plans to
be assessed. (B. Lofman)
Percentage of evaluation report templates provided to
and completed by leads for relevant CI processes to be
evaluated. (B. Lofman/L. Ting)
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?
3. Describe assessment activities that need to be strengthened or improved. What are the challenges to achieving these
improvements?
The following responses combining items 2 and 3 above refer to the 3 SAOs scheduled for assessment during this spring 2015 cycle.
a. Evaluate and improve comprehensive annual integrated planning process: The IPE dean worked with the institutional data analyst in
revising the PPA report templates. In an effort to make additional improvements as the college seeks to transition to eLumen for program
review purposes, the IPE office plans to schedule focus group meetings with faculty and non-instructional staff to occur later this spring
2015 and again in fall 2015.
b. Coordinate increased integration and assessment of long term institutional plans: Although initiatives/activities in several long term
plans have been linked to strategic plan goals, no other mechanism currently exists for linking progress on these initiatives/activities to
progress in achieving strategic plan goals. It was a struggle to obtain the two assessment reports eventually received for the evaluation of
long term institutional plans, even after a report template was provided. Additional long term plans have since been adopted/approved
by the college. A more concerted and focused effort will therefore be required to ensure a higher response rate.
c. Finalize comprehensive plan to systematically cultivate continuous improvement throughout the college: Now that this has been
accomplished, attention must turn to ensuring that CI processes are undertaken on their regular cycle, and that they are assessed
subsequent to that cycle. A report template has been developed for the latter purpose. The IPE dean is working with the institutional
research analyst to spearhead the coordination of the evaluation of CI process implementation.
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 15-16?
Will activity continue
into AY 16-17?*
1. Institutional
membership—Education
Advisory Board
This was scheduled for AY
15-16; it therefore has yet
to be undertaken.
Funding decision.
Services will be
utilized if funds are
budgeted.
Membership requires a
3 year participation
through 2017-18.
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2. Training in utilization
of Cognos generated
data and data-reporting
self-service tools
This was scheduled for AY
15-16; it therefore has yet
to be undertaken.
3. Incorporation of
additional integrated
planning components
through eLumen
software
4. Transition of PPA
process from Word
based documents to
eLumen software
This was scheduled for AY
15-16 and was dependent
on activity #4; it therefore
has yet to be undertaken.
This was scheduled for AY
14-15. It could not be
undertaken because the
features required in
eLumen software for
program review were not
available. Word
documents continue to be
used in the current spring
2015 PPA cycle.
The 7+ month vacancy
in the institutional
research analyst
position, such that the
institutional data
analyst could not
devote the substantial
effort that would be
required in advance of
this activity.
This activity is
dependent on progress
made (lack thereof thus
far) on activity #4 (see
below).
The main challenge
that continues to exist
is for the software to
incorporate the
features that have been
requested by the
college, such that
testing, trial, and rollout can subsequently
occur in advance of the
next spring 2016 PPA
cycle.
It is expected that
some training
activities will be held
in AY 15-16, though it
has not yet been
determined by whom
and when.
This will depend on an
as yet unspecified plan
for rolling out Cognos
tools to the college
community beyond the
folks who have had
some training through
the Title V research
group.
Activity has not yet
begun.
Possibly, depending on
the status of activity
#4.
Yes, if the software
Possibly - the
can incorporate the
transition may or may
necessary features no not have been
later than May 2015, completed by the start
it is expected that a
of AY 16-17, which will
transition can
in turn impact activity
potentially be made
#3.
from the current use
of Word documents,
or at least on a trial
basis starting with
the spring 2016 PPA
cycle.
* 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 activities are scheduled for 2015-16.
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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 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
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. (CHART BEGINS ON NEXT PAGE)
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Activity
1. Expansion of IPE
Office Capabilities &
Continued Cultivation of
IR Function
Strategic Plan
Goal(s)
No. & Letter
(e.g., 5A)*
1A, 2A, 2B,
4A, 5A
Related SAOs, SLOs,
PLOs, or goals
This set of activities will
assist the office in
achieving its three
overarching goals:
1. Steward effective
institutional planning
toward fulfilling college
mission and meeting
strategic priorities and
goals.
2. Strengthen
institutional effectiveness
toward ongoing,
documented performance
measurement against
college mission and
strategic priorities and
goals.
3. Encourage and support
data driven decisions
across the college.
Desired
Outcome(s)
Resources Needed
College’s “one
stop shopping”
for planning,
research and
effectiveness
needs
a. Expanded office
space, preferably
suite of offices (if not
already moved in
2015-16)
b. Hiring of IR
Director (if not
already hired in
2015-16)
c. Transition of HSI
initiatives director to
IPE office/report to
IPE dean (to remain
mostly grant funded
at or below 90%)
d. Transition of
funding for
institutional data
analyst position
(from 100% grant
funded to 100%
general fund)
e. Hiring of full-time
administrative
assistant for
expanded IPE office
f. Hiring of part-time
student workers for
IPE office
g. Membership in
Education Advisory
Board to support best
practices
(continuation of
membership if
commenced in 201516)
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Person
Responsible
B. Lofman
Estimated Date
of Completion
(can be more
than one year in
length)
July 2016
Comments
This set of
activities will
culminate in a
fully staffed
office to meet
short- and longrange
institutional
needs.
2. Continued
Participation in
Implementing
Enterprise Data
Warehouse
(EDW)/Specialized
Training for IPE Office
Staff & Targeted College
Employees (ongoing
from 2015-16)
3. Second Annual
Institutional Planning
Retreat (the first annual
retreat was not
budgeted)
1A, 2A, 2B,
5A
This activity will assist the
office in achieving the
overarching goal that is
currently its most
challenging:
Greater data
reliability and
user
functionality
Business intelligence
and visual display
analysis and
reporting
W. Grant/
L. Ting (with IT
Team,
including
instructional
technologists)
June 2017
(project phases
will be
completed in
advance of this
date)
This activity
partners IPE and
IT to ensure both
data integrity
and system
utilization.
Improved
preparation for
the upcoming
academic
year’s strategic
activities
Facilitator/caterer
B. Lofman /
C. Zavala
July 2016 (date
of event)
This activity
provides a preacademic year
forum for college
leader and
administrator
planning.
3. Encourage and support
data driven decisions
across the college.
1A, 2A, 2B,
4A, 6A
This activity will assist the
office in improving the
annual integrated
planning process through
information-sharing and
joint planning:
1a. Design, implement,
evaluate and improve a
comprehensive annual
integrated planning
process.
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
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*** Please complete items 2a-e immediately below for EACH new activity. ***
Expansion of IPE Office Capabilities & Continued Cultivation of IR Function
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 expansion will enable the IPE office to become a “one stop shop” for planning, research and effectiveness.
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)
The expansion will in time allow for the provision of full-service capabilities that will assist in improving the first two overarching office goals, and
provide resources to more fully engage the college in data driven analysis, policy making, and decision making per the third office goal, as follows.
1. Steward effective institutional planning toward fulfilling college mission and meeting strategic priorities and goals.
2. Strengthen institutional effectiveness toward ongoing, documented performance measurement against college
mission and strategic priorities and goals.
3. Encourage and support data driven decisions across the college.
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The expansion is therefore linked to several institutional priorities—student access, student success, effective utilization of resources, and innovation
and relevance for programs and services, and perhaps most notably tied to the following strategic plan goals:
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 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.
c) Does this activity span multiple years?
☐ YES
☒ NO
The expansion itself consists of many interrelated components, but can potentially be accomplished within a narrow window. The ongoing
activities toward achieving the office’s goals will be executed through the culmination of implementation of the current strategic plan in spring
2018.
If yes, describe the action plan for completion of this activity.
d) What measureable outcomes are expected from this activity? List indicators of success.
Success will be measured by the ability to undertake and complete a more expansive range of projects and tasks, and the extent to which interest
in analyzing, utilizing and reporting data has been cultivated/generated. With respect to the former, as staffing has allowed, the IPE office has
aggressively taken on an expanded set of initiatives, and maintains a list of ongoing projects that provides a useful perspective on the scale and
scope of work required (see Appendix B for project inventory as of 3-31-15).
e) What are the barriers to achieving success in this activity?
The most critical hurdle is funding and institutionalizing positions for the IPE office, and secondly the availability of an office location that
allows regular collaboration between and among office staff.
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*** Please complete items 2a-e immediately below for EACH new activity. ***
Continued Participation in Implementing Enterprise Data Warehouse (EDW)/Specialized Training
for IPE Office Staff & Targeted College Employees
2.
This item is used to describe how the new activity, or continuing new activity, will support the
service/office/program.
Consider:
 Faculty
 Other staffing
 Facilities
 Equipment (non-expendable, greater than $5,000), supplies (expendable, valued at less than $5,000),
 Software
 Hardware
 Outside services
 Training
 Travel
 Library materials
 Science laboratory materials
f) Describe the new activity or follow-on activity that this resource will support.
Continued participation in implementing an EDW and specialized training in related applications will advance the IPE office’s third goal of
encouraging and supporting data driven decisions across the college through improved data reliability and greatly enhanced user functionality.
g) Describe how this activity supports all of the following that apply:
6) Service Area Outcome (list applicable service area outcome)
7) Program level Outcome (list applicable program level outcome)
8) Course level Outcome (list applicable course level outcome)
9) Service/Program Goal (list applicable service /program goal outcome)
10)
Strategic Plan Goal (list applicable strategic plan outcome)
As mentioned above, participation in implementing an EDW supports the IPE office goal to encourage and support data driven decision making.
More broadly, through improved research analytics and data reporting, this ongoing activity is linked to the following strategic plan goals:
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.
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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 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.
h) Does this activity span multiple years?
☒ YES
☐ NO
If yes, describe the action plan for completion of this activity.
Development of an EDW will commence in the remaining months of spring and/or summer 2015, and will continue through 2015-16 (and
beyond). Implementation will overlap with development, and the former will increasingly become predominant as data is cumulatively vetted
and applications become available. It is essential that IPE (and IT) office staff trainings are appropriately scheduled, such that employee training
can subsequently occur as applications are rolled out to the college.
i) What measureable outcomes are expected from this activity? List indicators of success.
Success will be measured by the application of rules for transforming data (IT), the data dictionary that is progressively and cumulatively
developed (IPE), the applications that become available to college employees (IT/IPE), training of employees on application features and usage
(IT/IPE), and ultimately application usage by college employees.
j) What are the barriers to achieving success in this activity?
The major obstacle to moving forward productively is the time available for IPE and IT staff to work on this critically important initiative.
Coupled with this hurdle is the funding of positions in IPE (director of institutional research) and IT (programmer analyst with focus on
data modeling and business intelligence reporting).
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*** Please complete items 2a-e immediately below for EACH new activity. ***
Second Annual Institutional Planning Retreat
3.
This item is used to describe how the new activity, or continuing new activity, will support the
service/office/program.
Consider:
 Faculty
 Other staffing
 Facilities
 Equipment (non-expendable, greater than $5,000), supplies (expendable, valued at less than $5,000),
 Software
 Hardware
 Outside services
 Training
 Travel
 Library materials
 Science laboratory materials
k) Describe the new activity or follow-on activity that this resource will support.
The retreat provides a forum for strategic and integrated institutional planning in advance of the upcoming academic year.
l) Describe how this activity supports all of the following that apply:
11) Service Area Outcome (list applicable service area outcome)
12) Program level Outcome (list applicable program level outcome)
13) Course level Outcome (list applicable course level outcome)
14) Service/Program Goal (list applicable service /program goal outcome)
15) Strategic Plan Goal (list applicable strategic plan outcome)
The retreat fills a current void in the integrated planning process, as formal plans do not otherwise get interpreted in real time among the full
range of college leaders and administrators who are largely responsible for implementation, nor do folks have a natural “place” for discussing
and preparing for the institution’s various strategic initiatives on an annual basis. As such, the annual retreat will support the IPE office’s longrange goal of “stewarding effective institutional planning toward fulfilling college mission and meeting strategic priorities and goals.” It will
more broadly support the following strategic plan goals, with an emphasis on Goal 4A:
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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 4A: To support its mission, Hartnell College is committed to the effective utilization of its human resources.
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.
m) Does this activity span multiple years?
☒ YES
☐ NO
If yes, describe the action plan for completion of this activity.
The first annual institutional planning retreat is currently planned for early June 2015. It is anticipated that this event will be held each year
thereafter in the summer.
n) What measureable outcomes are expected from this activity? List indicators of success.
Measurable outcomes will likely be satisfaction oriented, and therefore entail development and implementation of a survey based on participant
perceptions. Some specific outcomes may be included based on the planned activities for the event, such as development of and agreement on a
master meeting schedule for the upcoming academic year, and/or a list of timely topics/issues that require research on best practices to facilitate
implementation during the upcoming academic year.
o) What are the barriers to achieving success in this activity?
Ensuring that there is a good turnout for this event, particularly if it is held at an off-campus location, and commitment to working
collaboratively at and subsequent to the retreat.
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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 (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/
Manager
(C/F/M)*
Supplies/
Equipment
(S/E)**
Technology
Hardware/
Software
(H/S)***
1. Expansion of IPE a. IR Director/
Office Capabilities
& Continued
Cultivation of IR
Function
a. Printer/photo- a. Computers for
Management Range copier (E) for
IR Director and
VII (M, new position office (if office
AA (H)
if not already
suite has been
established/ongoing)
identified)
b. Institutional Data
Analyst/from grantfunded to general
fund (C)
Contract
Services
Training
a. Membership
in Education
Advisory Board
(if not already
established/
ongoing)
Participation in
Implementing
Enterprise Data
Warehouse/Speciali
zed Training for
IPE Office Staff &
Targeted College
Employees
(ongoing from
2015-16)
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a. Computer
software (S) for
training and user
applications
Library Facilities/Space Projected
(e.g., science
Materials
Costs
labs)
a. Office suite (if
not already
identified)
c. Administrative
Assistant (C, new
position)
2. Continued
Travel
a. Specialized
training on
business
intelligence,
visual displays,
and other EDW
analytic and
reporting
applications
Approx.
$300,000
Some of
these
resource
requests
may be
approved
as noted
prior to FY
2016-17.
$35,000
3. Second Annual
Institutional
Planning Retreat
(the first annual
retreat was not
budgeted)
a. Facilitator
b. Caterer
* Personnel: Include a C or F after the amount to indicate Classified Staff or Faculty.
** S for Supplies, E for Equipment.
*** H for Hardware, S for Software.
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a. Off-campus
facility with
technology as
required
$1,500
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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APPENDIX B. Project Inventory for IPE Office 3-31-15
PROJECT CATEGORY
PROJECT TITLE
PROJECT COMPLETED
PROJECT CATEGORIES:
1. IPE OFFICE
2. INSTITUTIONAL PLANNING
3. CONTINUOUS IMPROVEMENT
4. ORGANIZATIONAL INTELLIGENCE
5. DATA & DATABASES
6. INSTITUTIONAL RESEARCH
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LEAD/
CONTRIBUTING
MEMBERS
IPE OFFICE
STAFF PROFESSIONAL DEVELOPMENT – FY 2015-16
STAFF PROFESSIONAL DEVELOPMENT – FY 2014-15
UTILIZATION OF PROJECT MANAGEMENT SOFTWARE
DEVELOPMENT & MAINTENANCE OF IPE WEBSITE
TRANSITION TO EXPANDED IPE OFFICE SPACE
DEVELOPMENT & SUBMISSION OF IPE OFFICE PPA REPORT—SPRING 2015
DEVELOPMENT & SUBMISSION OF IPE OFFICE PPA REPORT—SPRING 2014
TRANSITION TO CENTRAL INSTITUTIONAL RESEARCH (IR) FUNCTION WITHIN IPE
BRIAN/
CRISTINA/
LAYHENG/
WADE
BRIAN/
CRISTINA/
WADE
CRISTINA/
WADE
WADE/
LAYHENG/
BRIAN
BRIAN
BRIAN/
CRISTINA/
LAYHENG/
WADE
BRIAN/
ELISA/
MARIA/
LANGSTON
BRIAN
SEARCH FOR DIRECTOR OF INSTITUTIONAL RESEARCH (IR)
BRIAN
TRANSITION OF DIRECTOR OF HSI (HISPANIC SERVING INSTITUTION) INITIATIVES TO IPE
BRIAN
SEARCH FOR INSTITUTIONAL RESEARCH ANALYST
BRIAN
SEARCH FOR INSTITUTIONAL DATA ANALYST
BRIAN
DEVELOPMENT & MAINTENANCE OF PROJECT STATUS REPORT FOR IPE
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BRIAN/
CRISTINA/
LAYHENG/
WADE
INSTITUTIONAL PLANNING
IMPLEMENTATION & COORDINATION OF ANNUAL INTEGRATED PLANNING – SPRING 2015
CYCLE FOR FY 2016-17
IMPLEMENTATION & COORDINATION OF ANNUAL INTEGRATED PLANNING – SPRING 2014
CYCLE FOR FY 2015-16
IMPLEMENTATION & COORDINATION OF ANNUAL INTEGRATED PLANNING – FALL 2013
CYCLE FOR FY 2014-15
TRANSITION TO eLUMEN SOFTWARE FOR PPA REPORTING & INTEGRATED PLANNING
DEVELOPMENT & UTILIZATION OF STRATEGIC PLAN SCORECARD
COORDINATION OF STRATEGIC PLAN IMPLEMENTATION AND ASSESSMENT – FY 2014-15
COORDINATION OF STRATEGIC PLAN IMPLEMENTATION AND ASSESSMENT – FY 2013-14
PREPARATION FOR ANNUAL INSTITUTIONAL PLANNING RETREAT
ASSESSMENT OF LONG TERM PLANS – PROGRESS IN FY 2014-15
ASSESSMENT OF LONG TERM PLANS – PROGRESS IN FY 2013-14
PARTICIPATION ON SEP/SSSPP STEERING COMMITTEE
PREPARATION FOR HSI SUMMIT
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BRIAN
BRIAN
BRIAN
WADE/
BRIAN
WADE/
BRIAN
BRIAN/
CRISTINA/
WADE
BRIAN/
CRISTINA
BRIAN/
CRISTINA
BRIAN/
LAYHENG
BRIAN
BRIAN
BRIAN/
CRISTINA
CONTINUOUS IMPROVEMENT
PROGRESS ON ACCREDITATION – YEAR 2
BRIAN
PROGRESS ON ACCREDITATION – YEAR 1
BRIAN
DEVELOPMENT OF CONTINUOUS IMPROVEMENT PLAN (CIP) & PROCESSES
BRIAN
ANNUAL EVALUATION OF CONTINUOUS IMPROVEMENT PLAN (CIP) & PROCESSES – CYCLES
COMPLETED PRIOR TO SUMMER 2014
ANNUAL EVALUATION OF CONTINUOUS IMPROVEMENT PROCESSES – CYCLES COMPLETED
PRIOR TO SUMMER 2013
ESTABLISHMENT AND CHAIRING OF CONTINUOUS IMPROVEMENT COMMITTEE (CIC)
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LAYHENG/
BRIAN
BRIAN
BRIAN/
CRISTINA
ORGANIZATIONAL INTELLIGENCE
DEVELOPMENT OF STRATEGIC DECISION SUPPORT PROGRAM
DEVELOPMENT OF ORGANIZATIONAL INTELLIGENCE REPORTS & VISUALIZATIONS
DEVELOPMENT AND MAINTENANCE OF VIRTUAL
FACTBOOK
REVIEW OF BUSINESS INTELLIGENCE REPORTING & VISUAL DISPLAY SOFTWARE
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BRIAN/
WADE
WADE/
LAYHENG
WADE
WADE/
BRIAN
DATA & DATABASES
DEVELOPMENT AND MAINTENANCE OF INVENTORY OF DATABASES & SURVEYS
REVIEW AND PRESENTATION OF STUDENT SUCCESS SCORECARD – 2014
WADE/
LAYHENG
WADE/
LAYHENG
BRIAN/
WADE
BRIAN/
WADE
BRIAN
REVIEW AND PRESENTATION OF STUDENT SUCCESS SCORECARD – 2013
BRIAN
COORDINATION, REVIEW, AND SUBMISSION OF IPEDS DATA
WADE
REVIEW AND PREPARATION OF DATA & DATA WAREHOUSING (IPE & IT)
IDENTIFICATION OF AND BENCHMARKING AGAINST PEER INSTITUTIONS
REVIEW AND PRESENTATION OF STUDENT SUCCESS SCORECARD – 2015
COMPLETION OF SPECIFIED DATA ELEMENTS IN ACCJC ANNUAL REPORT – 2015
COMPLETION OF SPECIFIED DATA ELEMENTS IN ACCJC ANNUAL REPORT – 2014
PARTICIPATION ON STUDENT EQUITY PLAN (SEP) COMMITTEE
PARTICIPATION ON STUDENT SUCCESS AND SUPPORT PROGRAM PLAN (SSSPP)
COMMITTEE
REPORTING OF NATIONAL STUDENT CLEARINGHOUSE/
TRANSFER DATA
IDENTIFICATION & PREPARATION OF DATA FOR ASSESSING PROGRAM VITALITY/VIABILITY
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WADE/
BRIAN
LANGSTON/
BRIAN
LANGSTON
WADE
WADE
BRIAN/
WADE
INSTITUTIONAL RESEARCH
DEVELOPMENT AND MAINTENANCE OF INVENTORY OF KEY EXTERNAL
REPORTS
DEVELOPMENT & APPROVAL OF GOALS FOR INSTITUTIONAL EFFECTIVENSS – AY 2015-16
BRIAN/
LAYHENG/
ELISA
WADE/
LAYHENG
LAYHENG/
BRIAN
LAYHENG/
LANGSTON
BRIAN
DEVELOPMENT & APPROVAL OF STANDARDS FOR STUDENT ACHIEVEMENT – AY 2015-16
?
DEVELOPMENT & APPROVAL OF STANDARDS FOR STUDENT ACHIEVEMENT/CHAIRING OF
STANDARDS TASK FORCE MEETINGS – AY 2014-15
DEVELOPMENT & APPROVAL OF GOALS FOR INSTITUTIONAL EFFECTIVENESS - 2015
BRIAN/
WADE
BRIAN/
WADE/
LAYHENG
BRIAN
RESPONSES TO & FULFILLMENT OF REQUESTS FOR RESEARCH & DATA
DEVELOPMENT OF INVENTORY OF REQUESTS MADE TO OTHER OFFICES FOR RESEARCH &
DATA
UTILIZATION OF SURVEY MONKEY
CHAIRING OF DATA SUMMIT MEETINGS – AY 2014-15
CONSIDERATION OF COMMITTEE DEALING WITH INSTITUTIONAL RESEARCH (IR) AND DATA
INVENTORY OF POTENTIAL INSTITUTIONAL PROCEDURES FOR ENSURING DATA VALIDITY &
INTEGRITY
DEVELOPMENT & MAINTENANCE OF DATA DICTIONARY
ADMINISTRATION & COMMUNICATION OF RESULTS OF SENSE SURVEY
ADMINISTRATION & COMMUNICATION OF RESULTS OF CCSSE SURVEY
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BRIAN/
LAYHENG
LAYHENG/
BRIAN
LAYHENG/
WADE/
BRIAN
BRIAN/
LANGSTON
BRIAN/
LANGSTON