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)*
5/8/2015
Date Submitted
to CPC
5/20/2015
Office of the Superintendent/President
*Please note that you should work with your colleagues and supervisor/director/dean to ensure that this report is completed, revised as needed, in
its final form and submitted no later than the end of March.
List of Contributors, including Title/Position
Name
Willard Lewallen
Lucy Serrano
Cristina Zavala
Title/Position
Superintendent/President
Senior Executive Assistant
Administrative Assistant
College Planning Council’s Comments (required):
The PPA for the Office of the Superintendent/President was presented to CPC at its May 20, 2015 meeting. SAOs for 2014-15 were
reviewed along with the planned SAO for 2015-16. There were no requests for resources in the PPA.
_______________________
CPC
2015-05-20
______________
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 the Superintendent/President 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.









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.
[List and describe service/office/program goals here]
1)
2)
3)
4)
5)
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II. ANNUAL REVIEW
This section must be completed for ALL services/offices/non-instructional programs, including those scheduled for
a comprehensive review in spring 2015.
A. DATA & TRENDS
1. Provide available data and information that define target recipients of the service/office/non-instructional program,
including numbers/size, types and characteristics/needs of current and potential users, students, clients, and/or
other relevant populations. List the sources of this data and information.
The Office of the Superintendent/President oversees all operations and governance processes of the District, and in doing so relies
on the advice and guidance of the President’s Cabinet, President’s Staff, the College Planning Council, and other shared
governance councils/committees, as well as board policy and administrative procedures. The Office oversees all long range
planning for the District.
In fulfilling these responsibilities, the office provides interpretation of board policies and
administrative procedures. As needed, the office seeks legal advice on important questions facing the District.
The office supports all the activities of the s uperintendent/president in his role as c h i e f e x e c u t i v e o f f i c e r o f t h e
D i s t r i c t , including oversight and supervision of all other administrative offices (see attached organizational chart) and his role
representing the District in the community.
The office also supports the Board of Trustees, managing the governing board’s calendar, agenda, minutes and other details,
including the governing board’s budget and any travel or other expenditures on behalf of individual trustees, and arranging
alternate locations for governing board meetings. Governing board support also includes coordination of candidate
submissions and information for elections (coordination with the County Clerk and others needed), and any activity needed
to facilitate redistricting of trustee areas.
The office provides specific, practical support to two governance groups: President’s Cabinet and the College Planning
Council. The office also provides similar support to a variety of ad hoc committees and task groups. This includes issuing
agendas/materials, taking and posting minutes, and communications.
The office provides the primary interface between the District and the communities served by the District.
communications with the public, organizations, and agencies from the District are coordinated by this office.
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All official
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 one major challenge that faced the office was that of adequate staffing to carry out all the tasks, functions, activities and
responsibilities for the office. As a result of the comprehensive program review completed in fall 2013, the College Planning Council
supported the addition of an administrative assistant position for the Office of the Superintendent/President. However, this position
supports the Office of the Superintendent/President and the Office of the Dean of Institutional Planning and Effectiveness. With the
growth in activity and tasks associated with the Office of IPE, the need for a full-time support position in that office has emerged.
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.
[Begin response here]
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 Office of the Superintendent/President is located at the Main Campus, but the office provides support for all District locations. The
office is open M-F, 8-5pm. However, even with the addition of the administrative assistant both the superintendent/president and the
senior executive assistant work extended hours every day and also on weekends.
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.
Because of the availability of technology, the Office of the Superintendent/President is able to serve all locations within the District.
3. Describe the process to change and improve service/program quality for the more challenging locations, vehicles, and/or
times.
The addition of the full-time administrative assistant has improved service to internal constituents and the community. Access to the
Office of the Superintendent/President has increased significantly because the office is now rarely closed during business hours.
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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
What changes have occurred in the
service/office/ program as a result of
dialogue?
Was a Service Area Outcome
Assessment Summary completed
(if expected)?
A “Fact Sheet” will be developed during 2014-15
that will contain basic information about Hartnell
College. The purpose of the document is to
provide a brief overview about Hartnell that can
be used when presenting primarily to outside
groups and individuals. The document will be
posted on the College web site so that it can be
accessed and downloaded by anyone.
The “Fact Sheet” provides a brief profile of
Hartnell College that can be used by
individuals and programs to meet a variety
of needs.
 Grant applications
 Outreach
 Presentations
 Info for agencies and organizations
Yes
Using technology to manage meetings, reduce
general fund expenditures associated with
printing agendas and documents for governance
councils meetings and Governing Board
meetings.
All college governance council meetings
and Governing Board meetings are
managed using technology. No materials
for these meetings are printed.
Yes
List Service Area Outcome(s) scheduled for assessment in
AY 15-16
Completion of “Consumer Information” items required by the Higher
Education Act of 1965 (as amended 2008).
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How will the Outcome(s) be assessed?
All required “Consumer Information” items will be
posted to the college web site.
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?
Fact Sheet was reviewed numerous times by a variety of individuals to ensure accuracy.
3. Describe assessment activities that need to be strengthened or improved. What are the challenges to achieving these
improvements?
None.
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. Meetings of the
Strategic Planning
Advisory Group
First meeting occurred on
April 9, 2014. 27
members attended and
received an introduction
to the strategic plan and
the SPAG.
Occurred in fall and
spring 2014-15. Excellent
attendance from college
community.
None
Yes
Yes
None
Yes
Yes
2.President’s Forums –
state of the college
3.
* For each activity that will continue into AY 2016-17 and that requires resources, submit a separate resource request in Section III.
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1. Evaluate the success of each activity scheduled, including activities completed and those in progress. What measurable
outcomes were achieved? Did the activities and subsequent dialogue lead to significant change in service or program
success?
Meetings of the SPAG were successful. A diversity of individuals attended representing business/industry, agencies, organizations, and
education partners. Through the SPAG we are able to share our integrated planning efforts and outcomes associated with the strategic
plan.
President’s Forums were successful. Employees from all constituent groups have an opportunity to hear a state of the college address
covering major items that cut across the entire District.
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
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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.
Activity
1.Gather additional
information for required
“Consumer Information”
items
Strategic Plan
Goal(s)
No. & Letter
(e.g., 5A)*
1A, 2B, 5A
Related SAOs, SLOs,
PLOs, or goals
SAO for 2015-16
Desired
Outcome(s)
Resources Needed
One stop
location for
“Consumer
Information”
No funding needed,
just personnel time.
2.
3.
4.
5.
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
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Person
Responsible
Estimated Date of
Completion (can be
more than one year
in length)
Cristina
Zavala
(Lead),
Lucy
Serrano,
Willard
Lewallen
July 2015
Comments
*** Please complete items 2a-e immediately below for EACH new activity. ***
2. This item is used to describe how the new activity, or continuing new activity, will support the service/office/program.
Consider:
 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.
Continue gathering required “Consumer Information” items.
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)
Activity #1
Supports SAO for 2015-16
Supports Strategic Goals 1A, 2B, 5A
c) Does this activity span multiple years?
☒ YES
☐ NO
If yes, describe the action plan for completion of this activity.
Maintenance of “Consumer Information” will span multiple years.
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d) What measureable outcomes are expected from this activity? List indicators of success.
“Consumer Information” will be available and accessible from one location on the college web site.
e) What are the barriers to achieving success in this activity?
None.
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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
(C/F/M)*
Supplies/Equipment
(S/E)**
Technology
Hardware/
Software
(H/S)***
Contract
Services
Training
1.
2.
3.
4.
5.
* 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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Travel
Library
Materials
Facilities/Space
e.g. Science
Labs
Projected
Costs
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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