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)*
Date Submitted
to VP
*Please note that you should work with your colleagues and supervisor/director/dean to ensure that this report is completed, revised
as needed, in its final form and submitted no later than the end of March.
List of Contributors, including Title/Position
Name
Lolinda Velazquez
Margaret Mayfield
Betty Rivera
Tony Wilson
1 | Page
Title/Position
Senior Library Technician
Lead/Tech Services Librarian
Library Services Specialist
Library Technician
Deborah Stephens
Richard Dairokuno
Mario Fernandez
Systems/Technology Librarian
Instructional Technology Technician
Library Technician
VP/Division Head’s Comments (required):
Two major projects have been completed by Library staff in the past academic year: the installation of a new study room
reservation software system and the installation of new security gates. Both projects required detailed planning and
tracking. In addition, our systems technology librarian developed and is piloting an online orientation to introduce
students to library services. The library remains understaffed with two unfilled positions: the Instructional Technology
Technician and the Student Services Librarian. Requests to fill these positions and to increase hours of other staffs have
been requested in the PPA process.
Kathy Mendelsohn
_______________________
Typed Name of VP/Division Head
May 29, 2015
______________
Date
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
2015, please complete Sections I, II, and III.
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➔ For services/offices/non-instructional programs scheduled for annual review, please complete
Sections II and III.
I.
COMPREHENSIVE REVIEW
Please complete this section for services/offices/non-instructional programs scheduled for
comprehensive review in spring 2015. Go to Section II for services/offices/non-instructional programs
scheduled for annual review in spring 2015.
A. OVERALL SERVICE/OFFICE/PROGRAM EFFECTIVENESS
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.
●
●
●
●
●
●
●
●
3 | Page
What are your area’s primary functions?
How are students/employees served by the service/office/program?
What are the unique aspects of the service/office/program?
How does the service/office/program relate to the needs of the community?
How does the service/office/program interface/collaborate with other areas on campus?
What is working well in service/program provision?
Have state and/or federal mandates/rules/certifications particular to the service/program been met?
What policies and/or practices, both institutionally and departmentally, have been implemented to improve functions
over the past few years?
●
What professional activities have staff recently (last three years) participated in?
[Begin response here]
B. STAFFING PROFILE
1. In the table indicate the number in terms of FTE. For instance, 1 full-time staff person is 1.0, and a half-time
person is .5.
Positions
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/noninstructional 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.
Library Front Door Gate Count (Source: Checkpoint)
2011-2012
350,250
2012-2013
363,973
2013-2014
Fall 2014
584,356
337,156
Circulation Transactions (Check outs) (Source: Voyager ILS)
2011-2012
2012-2013
2013-2014
July-Dec 2014
8,938
7,535
6,720
2,827
18,450
18,215
18,336
7,992
Media
423
471
526
311
Other
247
158
134
59
Books
Reserves
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Total
28,058
26,379
25,716
11,189
Math & Science Academy Reserve Transactions (Check outs) (Source: Voyager ILS)
Fall
2013
Week prior to start of
semester
Spring
2014
Fall
2014
Spring 2015
13
36
30
8
1st Week of semester
161
103
108
82
Semester total
273
246
285
110 (as of 3/12/15)
Database Searches [Regular Searches] (Source: Vendor COUNTER Statistics)
2012-13
2013-14
680,448
984,958
July-Dec 2014
460,838
Ebook Usage [Chapters/Sections] (Source: Vendor COUNTER Statistics)
2012-13
2013-14
July-Dec 2014
5,166
8,726
4,428
Research Guides (LibGuides) Average Usage per Month (Source: Vendor Statistics)
General Research
Discipline Areas
2012-13
2013-14
July-Dec 2014
115
140
3,261*
23
42
52
* Usage of our main research guide jumped dramatically starting in October, 2014. We are still investigating this occurrence.
Reference Transactions (Source: Reference Services)
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2012-13
2013-14
2014 (July & Fall Semester)
Ref
Research
4,674
Other Ref
3,847
3,168
Ref Email
Questions
26 (began in Jan.
2014)
Ref
Research
Other Ref
1,449
1,878
Ref Email
Questions
61
Class Presentations, Orientations & Tours (Source: Reference Services)
2012-13
2013-14
SU & FA 2014
77
102
51
Number of Participants/Students in Presentations, Orientations & Tours (Source: Reference Services)
2012-13
2013-14
SU & FA 2014
2,008
2,826
1,202
Open Hours of Central Coast Community College Libraries (Source: Monterey Peninsula College Library)
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Libraries
Weekly Hours
Friday Hours
Weekend Hours
Total
Monterey Peninsula College
8am-7pm
8am-12pm
CLOSED
48
Cabrillo College: Aptos
8am-8pm
9am-4pm
CLOSED
55
Hartnell College: Salinas
8am-9pm
8am-4pm
10am-2pm Saturday 64
Gavilan College: Gilroy
8am-8pm
8am-3pm
CLOSED
Computer & Media Services
9 | Page
55
Spring 2014
Fall 2014
Spring 2015
Fall 2015
(projected)
Weekly open hours
Non Staffed Computer & Media
Services
64
9.75
64
64
64
10.75
11.25 (will change to
13.50 when the
13.50
position is filled)
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.
10 | Page
●
Media item checkouts continue to fluctuate.
●
Demand for technical support from the Computer & Media Services technicians has continually increased while the
staffing has inexplicably decreased. Instructional Technology Technicians are often the first line to offer instructional
support for students, interacting with approximately 1,500’s library patrons per month, and assisting them with basic
functions relating to use of computers, utilization of software, and online applications geared towards use in
education. Examples of such applications include Etudes, Turnitin, PAWS, PCTrak, VMWare, LibCal, and Google
Apps, as well as our pay-for-print system, which is comprised of Heartland and Papercut. Also offering support for
audio visual, other electronic equipment, and library services. In addition, the media department serves as a central
point for identifying and disseminating time critical, inter-departmental communication about systemic and network
outages. The Instructional Technology Technicians are also a support construct towards the migration of distance
learning. Additional staffing hours would allow the much needed coverage during all hours to support the students and
create a more efficient overlap with night shift staff while being a consistent support presence and maintaining
vigilance over library assets. The lack of staffing has contributed to the lack of “how to videos” for student use and
other vital media services. When the Computer & Media service desk is closed, Hartnell students are left without
services for approximately 11.25 hours per week while the Instructional Technology Technicians are on their 15-minute
breaks and lunch breaks. With the resignation of the previous Instructional Technology Technician, the district has
reduced the working hours from 30 to 28 weekly hours. This deficit has greatly impacted both the students and staff,
for example the media desk is closed approximately 13.50 hours per week with no services on Saturday. The closure of
the Computer & Media desk prevents student from accessing intermittently necessary reserve items used for
examinations, for example anatomy models. Also, newly implemented software has had unforeseeable down times or
errors that required intervention, and or workarounds. Restoring the Instructional Technology Technician position
from 28 hours to 40 hours will eliminate the amount of time that this service area is closed and help avoid these
realities. Changing the 11-month employee to a 12-month employee will allow the media staff to complete the
maintenance of both the media collection as well as preventative maintenance on student use computers and media
equipment.
●
Increasing the Library Technician (Circulation) position from 30 hours per week to 40 hours per week would provide
both the staff, as well as the college community, the following advantages:
o
Provides the evening Library Technician the opportunity to spend greater amounts of time maintaining the
periodical collection which is a vital part of our holdings, and is used widely and often by the student body.
o
Provides the evening library Technician with the opportunity to spend greater amounts of time receiving and
processing new periodicals in preparation for use so that they may be accessed sooner by the student body.
o
Provides the evening library Technician with the opportunity to spend greater amounts of time processing
interlibrary loans so as to ready requests received which were made by our students in a more timely manner, as
well to respond to requests from other patrons, and to provide lending services to other libraries in a timelier
manner so as to expand upon our current ILL service by making it more widespread and efficient.
3. Provide any other relevant data and describe any other relevant qualitative factors that affect
service/program provision, office functioning, and the evaluation of the service/office/non-instructional
program. List the sources of this data and information.
The absence of a full-time Student Services Librarian has left a very large void that none of the existing staff have the time
to fill. Included among the Student Services Librarian’s many responsibilities are tasks that require immediate action and
resolution. The Lead Technical Services Librarian has assumed some of these responsibilities, on an as needed basis, as
have the reference librarians, the classified staff and the Dean.
a. Library instruction: The Student Services Librarian teaches, coordinates and manages the library’s offerings of credit
courses, orientations, tours. Currently the Lead Librarian fulfills part of this role, but it takes her away from 30-50% of
her Technical Services job responsibilities.
b. Collection development and deselection of materials: The Student Services Librarian contributes to the selection and
deselection of materials as do all of the other full-time and part-time librarians. The Student Services Librarian
position has oversight of weeding of the collection which has been neglected for the last few years. During the fall 2014
and spring 2015 semesters the librarians have been engaged in a major collection evaluation activity. Supervision of
this project is the responsibility of the Student Services Librarian. In the absence of this librarian the Lead Librarian
has assumed some oversight of the project. This is currently taking about 10-15% of her time.
11 | Page
c. Shared governance committees and library consortia: The Student Services Librarian serves on committees that
contribute to student success and access. The person fulfilling these responsibilities and duties plays a key role in
committee participation that result in the smooth functioning of the college, works to enhance the collegial
atmosphere, ensures that the library’s programs and activities are aligned with those of the college, and acts as a
conduit for communication. Currently full-time librarians serve on the following committees: Curriculum, Technology,
Outcomes & Assessment, Full-Time Faculty Hiring, Distance Education, Academic Senate and more. This is an
enormous amount of committee work for two librarians to absorb. Other committees, subcommittees, panels, etc. have
requested librarians to serve, but with limited time the librarians are not able to accommodate these requests.
Librarians also participate to the extent they are able, on the Pacific Library Partnership/Monterey Bay Area
Cooperative Library System, the Monterey Region Historic Collections Roundtable, and the statewide Council of Chief
Librarians (for California Community Colleges). Regular attendance and participation with these groups allow
librarians to network with other librarians/educators, learn from the experiences of colleagues, share expertise and
knowledge, and these groups offer low cost or free professional development opportunities.
d. Work with Circulation and Computer & Media Services Staff: The Student Services Librarian meets regularly with the
classified employees of the Circulation and Computer & Media Services areas to address issues and maintain
communication between Reference Services and the other public service areas.
e. Create and revise policies and procedures relating to public services: The Student Services Librarian works with the
Dean, the Lead Librarian, and other library staff to create, amend, and carry out policies that relate to students and
faculty.
Student Services Librarian Key
Responsibilities (from Hartnell job
description)
How Responsibilities Are Currently Dealt
With
Negative Impacts
Planning, developing and managing library
user services and electronic resources
including library instruction, circulation,
reserves, interlibrary loan, document
delivery;
Library instruction is shared among librarians;
circulation library technicians consult with Dean
or Lead Librarian to resolve issues as they arise.
No librarian is available to meet
regularly with Circulation and
Computer & Media Services
staff resulting in less
communication and lower
morale; Technology Librarian
attends consortium Reference
meetings taking her away from
assigned responsibilities; no
librarian from Hartnell is
available to attend the MOBAC
Interlibrary Loan meetings
resulting in poor
12 | Page
communication and a lack of
awareness of changes and
advances in the field.
Develops electronic reference resources,
training and services in consultation with
Systems Technology and Technical Services
Librarians.
Handouts and instructional guides have not
been kept current; regularly scheduled drop-in
workshops, tours, and orientations are no longer
offered. These are provided on request.
Communication to college
community has been reduced.
Oversees an innovative outreach program
extending the library’s user services.
Not being done.
Negative comments on surveys
from students taking classes at
Alisal and King City.
Coordinates, selects, and evaluates the
reference collection; also manages collection
maintenance and weeding.
Has not been done in a while. Now adjunct
librarians are evaluating and weeding the
collections.
This has been a very big project
to accomplish in a brief time
period.
Assists in scheduling the Reference Desk and
performs regularly scheduled reference and
information services, including some evening
and weekend hours.
Adjuncts are working more hours, and the Lead
Librarian is scheduling Reference.
Fewer librarians are available to
cover Reference when illnesses,
meetings, instruction sessions
occur.
Impacts of the above on the Technical Services Librarian and Responsibilities
Technical Services Librarian Key
Responsibilities (from Hartnell job
description)
How Responsibilities Are Currently Dealt
With
Negative Impacts of Not
Having a Student Services
Librarian
Overall responsibility for bibliographic
control of library materials in all formats.
Less than 10 hours per week is spent on the
most important job of this position due to other
library and college needs.
Books and media are not
released from Technical
Services in a speedy manner.
Diminished student access to
materials. This was an
accreditation concern
resulting in a
recommendation for the
college. The library is
13 | Page
requesting in the PPA
additional assistance/hours to
minimize impacts.
Performs original and copy cataloging and
classification of library materials in a variety
of formats adhering to the current standards
in the field.
Items needing original cataloging are set aside
and dealt with when more time is available.
Same as above.
Same as above.
Resolves complex cataloging problems and
advises staff on problems and issues.
Complex cataloging issues do not arise on a daily
basis. They are either resolved immediately, or
they are set aside to resolve when more time is
available.
Same as above.
Directs acquisitions activities.
This activity can be done during quiet times at
Reference, so it is being managed.
Only minimally impacted.
Evaluates and directs operations of
acquisitions to ensure quality control and
fiscal accountability.
Works with the library technician for
acquisitions to see that this is accomplished.
Only minimally impacted.
Performs work related to archives and special
collections organization and maintenance.
Very little time is available to work with archives
and special collections. Tries to attend Monterey
County Historic Collections Roundtable on a
monthly basis to gain knowledge and training in
this area.
Significantly impacted. Since
retirement of the Student
Services Librarian little work
has been done in this area due
to a lack of time. Access to
materials is affected.
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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 main campus library is open 64 hours per week during the spring and fall semesters. During the summer semester the hours are
reduced to 52 hours.
A faculty librarian serves the King City Education Center one day per week for four hours. She is available to assist students with research
and provide library orientations, in addition to teaching a one-unit self-paced course. The Alisal Campus is served by librarians at the main
campus. Librarians teach orientations at the request of faculty.
As listed below, many of the library’s holdings and subscriptions are now electronic. Students at all campuses and those taking courses via
distance education have access to thousands of electronic books including high quality reference books, videos, and articles published in
journals, magazines, and newspapers. Librarians at the main Hartnell campus also provide reference assistance to all campuses via
telephone and email.
2. Compare service/program quality provided across locations, vehicles, and times. Are there differences? To
what do you ascribe the differences in your service/ program? Discuss any other relevant factors regarding
diverse service/program modalities and environments.
The library’s many online resources are available on- or off-campus to all students, faculty, and staff, 24 hours per day, seven days per
week. Among these resources accessible through the library’s webpage are over 100,000 electronic books, including encyclopedias and
other reference sources, and more than 30 databases providing full-text articles from magazines, newspapers, and scholarly journals.
Reference service is available to all students via telephone, in-person, and email. Librarians respond to messages sent to
reference@hartnell.edu within 24 hours.
Print resources are still popular among Hartnell students. A core collection of reference books, reserve textbooks, magazines, and
newspapers are available at the King City Education Center. The center’s library provides student-use computers in carrels and a small
quiet study and reading area.
3. Describe the process to change and improve service/program quality for the more challenging locations,
vehicles, and/or times.
[Begin response here]
15 | Page
Library service to the Alisal Campus is mostly electronic. Students have access to the library’s wide variety of electronic resources which
include the Credo Reference Collection, electronic books, scholarly journals, magazines, newspapers and videos. Library orientations are
available upon faculty request. The King City Education Center includes a small print collection of textbooks, reference books,
magazines, and newspapers. A librarian works at the Center four hours per week, offering research assistance, leading orientations, and
teaching a section of LIB 2, a self-paced course focused on developing information competency skills among students.
Library staff are developing an online orientation to library services and resources, provided through the campus learning management
system.
The library is requesting more adjunct hours to serve King City and a 20 hour per week outreach librarian to serve both campuses on a
regular basis. Restoration of the Student Services Librarian position will also aid service to these campuses. The Student Services
Librarian would interface with faculty at all campuses on a regular basis to enhance student access and success.
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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)?
Library Reference Services: Students, faculty, and
community members will enhance their research and
information literacy skills through one-on-one
consultations with reference librarians.
97% of those participating in the assessment
reported they were “very satisfied” with the
service and 89% reported that they learned
about new resources, ways to search, etc.
Librarians think we may have “closed the
loop” on this SAO and will focus future
assessments on a different aspect of reference
service.
The staff has increased its understanding and
appreciation for a shared ILS as a result of this
process. The reality that CSUMB will not be
our partner in this venture for very much long
is very clear. The library is studying other
systems, following developments at the
Chancellor’s Office (discussion of a state wide
shared system), and investigating the cost of
hosting our database by Ex Libris Voyager.
Collection evaluation needs to occur on a
regular weekly basis, not once every 10 years.
The librarians need off desk time to work in
the book stacks. As a result of this assessment,
the PPA includes a request for an increase in
Yes
Voyager Consortium MOC: Through this agreement
library staff and library patrons will be ensured of a
reliable, cost effective ILS that meets their information
needs.
Collection Evaluation: The library’s print collections
will adequately support the informational and research
needs of students and faculty.
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In progress
In progress
Circulation/Reserves: Math & Science Academy
Reserve : Main Campus Library will provide exclusive
access to the Academy students for the purpose of
acquiring necessary reserve materials prior to the
semester.
Computer and Media Services:
adjunct hours to work off evaluating the
collection on a regular basis.
Plans have been made to implement the
following changes: Flyers stating library hours
will be given to Academy staff to be
distributed to the students. Also planned, is to
work personally with Academy staff for
preparation of presenting a brief orientation of
library services.
Richard Dairokuno created guides based on
needs identified in the statistical analysis
In progress
Yes
List Service Area Outcome(s) scheduled for assessment in
AY 15-16”
How will the Outcome(s) be assessed?
King City Education Center, Alisal Campus Library Services, Main Campus
Library General Assessment: The King City Center, the Alisal Campus and the
Main Campus Library will provide adequate access to library and learning
support services to students. (FA 15)
Library subscription databases or Computer and Media Services or other? (SP
16)
Voyager Consortium MOC (SP 16)
Circulation Reserve: Math & Science Academy Reserve: 50% of the
Academies students will be aware of the exclusive access to reserve materials
1 week prior to the beginning of each semester. (SP16)
Computer & Media Services: Main Campus Library will provide access to,
and assistance with use of current, and up to date technology and media
services. (SP16)
Surveys
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Interviews, questionnaires
Statistical analysis
Surveys, and or statistical analysis
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?
Librarians, library staff, and the Dean have discussed in meetings the collection evaluation process and how regular
deselection can be integrated into the workflow of the library. Several proposals have been developed and discussions are
continuing among the adjunct librarians. The Dean is going before the Board of Trustees to get formal approval of
discarding of materials per Education Code 81452. Having a means to dispose of materials is essential for the library
functions. Better World Books which is used by a majority of California Community Colleges to take away unwanted
materials has also been contacted and is ready to assist.
Discussion about the library’s next integrated library system (ILS) has also been occurring in meetings. Library staff are
attending demonstrations and webinars about systems and becoming more familiar with the options that are available.
3. Describe assessment activities that need to be strengthened or improved. What are the challenges to
achieving these improvements?
Assessment of Technical Services (at the recommendation of the visiting Accreditation team) needs to be strengthened.
The retirement of the library’s long time cataloger/library specialist resulted in a six month vacancy of the position. The
already extremely short staffed Technical Service department was unable to absorb the work that highly experienced and
well-trained library specialist accomplished. In this PPA the library is requesting additional Technical Services hours to
alleviate the situation so that the library can address this situation.
D. PREVIOUSLY SCHEDULED ACTIVITIES
This subsection focuses on activities that were previously scheduled. An activity can address many different aspects of your
service/office/program, and ultimately is undertaken to improve or enhance your service/office/program, and keep it current.
Activity scheduled
What success has been
achieved to date on this
activity?
1. (PPA 2013)
Replacement of Library
Security Gates - RFID
Board Approved January
2015, PO Released Feb 27,
2015.
19 | Page
What challenges
existed or continue to
exist?
Will activity continue
into AY 15-16?
Will activity continue
into AY 16-17?*
Installation will be
completed by June
30, 2015.
Ongoing maintenance
agreement
1. (PPA 2014) LibGuides
2. Reference email
3. Cataloging &
processing of semester
loan textbooks to
Academy students prior
to start of the term.
Usage is meeting specified
targets
Usage is increasing
Usage has decreased from
previous semesters.
Other demands
(collection
evaluation/weeding)
on librarians’ time
limit creation of new
guides
Encouraging use by
students
With the recent
retirement of the Math
instructor who ran the
math academy, we are
now taxed with
initiating this process
ourselves.
Yes, ongoing activity
Yes, ongoing activity
Yes, ongoing activity
Yes, ongoing activity
Yes, ongoing activity
Yes, ongoing activity
Page updates and
maintenance are
ongoing
Page updates and
maintenance are
ongoing
4. Re-design of the
library Web page &
transition to Drupal
Library pages were redesigned and transitioned
5. Creation of
information competency
modules & assignments
for Etudes.
6. Promotion of library
services, orientations,
and networking for new
full-time and part-time
faculty.
Prototype orientation
created; awaiting pilot
testing
Need to coordinate
with volunteer
instructors to arrange
pilot
Yes, ongoing activity
Yes, ongoing activity
This activity was
postponed with the
pressing needs of the
RFID/Gates/Collection
Evaluation project.
Lack of a Student
Services Librarian is
the chief stumbling
block here. The library
continues to request
this faculty position.
The Student Services
Librarian retired in
May 2011. Only some
Yes.
Yes.
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of the work can be
accomplished by the
existing librarians.
* 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?
Activity 1 (PPA 2013): This should be completed FY 2014-2015. It is very much still in progress.
Activity 1 (PPA 2014): LibGuides are meeting usage targets. Some librarians point them out in orientations. As students and
faculty become more aware of these, usage is likely to increase even more, and the usage of the resources that they direct
students to will also increase. This is an ongoing activity.
Activity 2: Reference email is a regular library reference service now. Librarians check this every hour and respond to
inquiries. We are not sure if students at Alisal or King City are using the service, but it has been well publicized at these
campuses and on main campus. This is an ongoing activity and librarians will continue to promote the service to increase
student access.
Activity 3: Thirty students from Math and Science Academies acquired their textbooks before the start of Fall semester, while
only eight Academy students checked out textbooks before Spring.
Activity 4: The redesign of the library web page and the transition to Drupal is complete. Updating of the pages is an ongoing
activity.
Activity 5: The prototype library orientation has been created and will soon be pilot tested. This is an ongoing activity.
Activity 6: Promotion of library services especially for new full-time and part-time faculty takes place on informal basis at
committee meetings, at Reference Services, and at flex activities. This is an ongoing activity that the library will pursue once
the big RFID project is complete.
21 | Page
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. NEW CURRICULUM
b. FURTHER DEVELOPMENT OF THE PROGRAM OR SERVICE
c.
d.
e.
f.
g.
GRANT DEVELOPMENT AND PROPOSALS
FACULTY AND STAFF TRAINING
MARKETING/OUTREACH
ENROLLMENT MANAGEMENT
STUDENT SERVICES
h. ADMINISTRATIVE SERVICES
i. SUPPORT OPERATIONS
j.
FACILITIES
22 | Page
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
Strategic Plan
Goal(s)
No. & Letter
(e.g., 5A)*
Related SAOs, SLOs,
PLOs, or goals
Desired
Outcome(s)
Resources Needed
Person
Responsible
Estimated Date of
Completion (can be
more than one year
in length)
1.
2.
3.
4.
5.
* See Appendix A for a list of the 11 goals in the college’s Strategic Plan.
With the many ongoing library activities already underway and not completed, the library needs to focus its limited staff and
resources on the activities already underway.
23 | Page
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.
[Begin response here]
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)
[Begin response here]
c) Does this activity span multiple years?
☐ YES
☐ NO
If yes, describe the action plan for completion of this activity.
[Begin response here]
24 | Page
d) What measureable outcomes are expected from this activity? List indicators of success.
[Begin response here]
e) What are the barriers to achieving success in this activity?
[Begin response here]
25 | 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 (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
Travel
Library
Materials
Facilities/Space
e.g. Science Labs
Projected
Costs
(P Restore Full-time
PA Student Services
20 Librarian (F)
13)
Vacant since 2011
, 1.
(P
PA
20
14)
2,5, & 6
$80,000.00
Increase Library
Technician
(Circulation)
position from 30hour per week to a
40-hour per week,
11 month per year
position. (C)
$8,000.00
(increase in
hours)
1.
2.
3
26 | Page
$20,000
(benefits now
required at
30 hours)
Increase
3.
Necessary Instructional
$30,000.00
Technology
Technician
(Media) position
from 28-hour per
week to a 40-hour
per week, 11
month per year
position. (C)
Increase
4.
Necessary Instructional
$4,000.00
Technology
Technician
(Media) 40-hour
per week, 11
months position
to a 40-hour per
week, 12 month
per year position.
(C)
5.
6
Adjunct
Outreach
Librarian--20
hours per
week.
Librarian will
work at the
Alisal and KC
campuses. (F)
6.
Increased
hours for
adjunct
librarians--a.
collection
evaluation; b.
27 | Page
.
$40,000.00
$20,000.00
coverage for
absences; c. to
cover pay/step
increases;
additional
hours (4) per
week at King
City Center
(F)
7.
10 hour per
week adjunct
librarian to
assist with
Technical
Services. (F)
Necessary
$18,000.00
Replace 225 computers with
thin clients (E)
$101,250.00
@ $450.00 each
Necessary
Replace 25 monitor per year
(E)
$5,500.00
@ $220.00 each
Necessary
Replace 250 mousepads (S)
$1,873.80
Necessary
4 LED 50" screens for
media wall (E)
$15,000.00
*includes hardware and
installation
Necessary
28 | Page
OCLC / RDA
Training /
Workshop
$600.00
Necessary
ALA Annual
Conference,
Internet
Librarian
Conference,
Electronic
Resources &
Libraries
(ER&L)
Conference
$4,500.00
Necessary
VMWare
Training
Internal
training
Necessary
Necessary LibCal, group
study room
reservation
system
1.
(P
PA
20
13)
Silent Study
Space for
Students
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Blinds to be installed
over interior of first floor
windows to protect
furniture from sun
damage (S)
$9,000.00
Software
subscription
$1,000.00
Maintenance
agreement
$6,000.00
Remodel area to $5,000accommodate 10,000
students who
need extreme
quiet. The Silent
Study room was
taken over by
Tutorial Services.
The existing
quiet study area
is not that quiet
with steady
traffic, noisy
people walking
by who seem
insensitive to
students
studying, and
toilets flushing
constantly.
* 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.
30 | Page
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.
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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 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.
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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