Spring 2009
Program Review and Forecast
Guideline for Getting Started on PrOF
Background and Context: The purpose of program review is to periodically evaluate the changes and
assess various indicators of program effectiveness to creatively plan for the future. Although many of
these plans can be implemented at the program level, many of the plans need institutional support or have
college wide impact. For this reason, the PrOF process also informs the writing of unit plans as well as
planning and resource allocation at the college level.
There are three types of programs at the College, each of which is expected to undergo the program review
and planning process every four years. All types of programs will use the same PrOF form. However,
the data provided to each type of program differs, non-instructional programs will skip the questions
related to curriculum, and non-instructional programs may have student learning outcomes and/or
service area outcomes.
o
Instructional Programs: These are programs in which the major interaction between students and
CRC faculty/staff occurs in credit-granting courses. Examples include programs from Business to
Social Science and departments from Accounting to Work Experience. In the catalog, these are
usually called “Areas of Study.”
o
Student Support/Student Services Programs: These are programs in which CRC faculty/staff work
directly with students in a variety of settings other than credit granting classes. The catalog defines
student support services as those which “…assist students with career decision-making, problem
resolution, and goal achievement” (catalog p.9). This includes a wide range of services such as
Assessment, Counseling, DSPS, EOPS, CARE, Health, Library, Math Center, Reading Writing Center,
MESA/CCP, Student Development, Tutoring, etc.
o
Instructional Support/Administrative Services Programs: These are programs that indirectly
support teaching and learning. They include Admissions and Records, Bookstore, Business Services,
CASSL, Financial Aid, Planning and Research Office, Custodial Services, Instruction Office, etc.
The PrOF process is framed around the major strategic goals in the College’s Strategic Plan. These goals are
given below to provide a context for the PrOF process.
CRC College Strategic Goals
I. Student Success
As an institution that serves a diverse community, CRC strives to support student success, promote educational
equity, and offer programs that empower students to contribute to a just and democratic society as global citizens.
CRC provides students with access to high quality services that support their success and facilitate their transition
to work or further educational opportunities. CRC also offers instructional programs designed to meet the
changing needs of industry and our global economy and programs that enhance student learning and promote
educational equity. Finally, CRC supports and provides opportunities for student learning outside the classroom.
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Spring 2009
II. Teaching and Learning Effectiveness
CRC strives to provide the highest quality instructional programs in transfer, career technical education, basic
skills, and general education, using the best current and emerging instructional methods and technology. CRC
promotes collegiality, data-driven decision making, continuous improvement, innovation, and flexibility to
support teaching excellence, facilitate educational equity, and promote the success of its diverse student
population.
III. Access and Growth
As a community-centered institution, CRC strives to be responsive to the needs of its growing and changing
community. To meet the challenges of a highly competitive postsecondary educational market, CRC pursues
every opportunity to enhance the student experience and increase community awareness of our teaching
excellence, student success, and educational leadership. To respond to the challenges of population growth,
CRC is committed to expanding capacity through outstanding facilities management, the development of new
facilities, the implementation of new instructional technologies, and the development of programs and services
that improve student success. To facilitate educational equity, CRC assures access by reducing barriers,
promoting diversity, and offering programs and services that provide equal opportunity for all of our students.
IV. Community, Economic & Workforce Development
CRC seeks to promote the health and economic vitality of the region. As a community resource, CRC
contributes to community life through partnerships, involvement in civic affairs, and programs that serve the
community. CRC also supports economic development through career technical programs and partnerships
with business, labor and industry.
V. Organizational Effectiveness
CRC endeavors to be responsive to its changing and increasingly complex environment and enhance
institutional effectiveness by continually assessing and improving its organizational processes. CRC also
implements practices that are consistent with its values of collegiality, sustainability, fairness and mutual
respect, innovation, participatory decision-making and continuous learning.
Overview of the Process: The PrOF process includes the examination and discussion of program data,
strengths, growth areas and the creative ideation of possible activities to strengthen the program in each of the
applicable goal areas. It is expected that all members of the program/department will engage in the PrOF
process – particularly in designing recommendations for the future.
Once the program has been reviewed, program faculty and staff will identify specific activities to strengthen
the program, outline the resources that will be needed for their implementation, and identify the college
strategies addressed by these activities. Program faculty and staff will also identify longer-term or collegewide planning issues that arise during the PrOF process.
Timeline: The PrOF is to be a collaborative process that needs to be completed during the fall semester in
preparation for the next cycle of unit planning and budget allocation at the College. The following timelines
are provided as a guide, and can be modified as needed to meet program needs. However, the timelines and
process needs to solicit feedback from the department and supervisor/appropriate administrator at least two
times so that the PrOF benefits from all perspectives.
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Spring 2009
Phase One - Evaluation of Program Accomplishments, Strengths and Challenges (September/October):
Identify the primary author/authors and set up a process and timeline for the process. Complete the initial draft
of “Program Identification,” “A Look Back,” data review, identification of strengths and weaknesses,
generation of planning ideas, and program outcomes assessment review and planning (Sections IA, IB, IC, ID,
IE, IF, IG). Drafts of these sections should be disseminate to the department and the supervisor/responsible
administrator for review and editing prior to moving on to the planning and resources phase of the process.
Phase Two - Planning and Resource Needs (November/December)
Complete the initial draft of the curriculum review/plan (instructional programs only) and the identification
of specific short and long-term program and college-wide planning agenda items (with associated resource
needs) (Sections IH, IIA, IIB, IIIA and IIIB). Drafts of these sections should be disseminate to the department
and the supervisor/responsible administrator for review and editing prior to moving on to the planning and
resources phase of the process.
This timeline and task analysis is illustrated in the following diagram:
PROF PROCESS DIAGRAM
AUGUST, 2009
Phase Two
(November/December)
Phase One
(September/October)
Program Identification,
Looking Back,
Data Review,
Identification of Strengths/
Weaknesses, Planning Ideas,
Outcome Assessment
Review and Planning
Curriculum Review and Plan,
Generation of Planning Agendas,
Identification of Associated
Resource Needs, Final Review,
Approval and Submission
Generation of
Initial Draft
Modify/Edit Draft As
Needed
Generation of
Initial Draft
Modify/Edit Draft As
Needed
Solicit Feedback from
Department and Supervisor/
Responsible Administrator
Solicit Feedback from
Department and Supervisor/
responsible Adminmistrator
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Spring 2009
COSUMNES RIVER COLLEGE
Program Review Report
Program (or Service) Overview and Forecast (PrOF)
COSUMNES RIVER COLLEGE
Program/Service Review Report
Program (or Service) Overview and Forecast (PrOF)
PROGRAM/SERVICE: Printing/Mail/Switchboard Services
PROGRAM/SERVICE REVIEW LEAD (Dept. Chair, Lead Faculty, Mgr/Supv, etc):
Cory Wathen
Name/Signature
10/14/08
Date
List of Participants/Contributors:
Cory Wathen
Julie Elliott
Craig Seavers
Grace Corpuz
Brenda Buckner
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Spring 2009
COSUMNES RIVER COLLEGE
Program Overview and Forecast (PrOF)
PROGRAM IDENTIFICATION (Roles and Functions): If the program submitted a 2005 PrOF, it
is available via links at http://research.crc.losrios.edu/APR-Completed%20Profs.htm Please copy and paste
then review and edit your program description as needed from your previous PrOF. If the program did not
complete a 2005 PrOF, please describe the programs/disciplines/services included in this review and the
rationale for grouping them together (for example: Spanish, Sign Language and Vietnamese were grouped
together last time because they had the same program student learning outcomes and Financial Aid,
Admissions and Records, and Outreach were grouped together because the had similar functions and roles).
PROGRAM/SERVICE IDENTIFICATION (Roles and Functions):
Provide printing, mail and switchboard services to meet the needs of the campus instructional, student
and administrative programs and services.
Roles & Functions:
Printing Services – Produce print/copy documents in black & white or color on a variety of paper to
meet the college needs. Provide specialized post-production work such as cutting, folding, binding,
drilling, etc. Outsource specialized printing requests as needed.
Mail Services – Coordinate inter-campus and USPS mail services for the campus, including pickup &
delivery to the campus depts.
Switchboard Services – Answer & transfer phone calls on the general campus phone line.
The above are grouped together because they have the same personnel, facility and SAOs.
A LOOK BACK
Describe key accomplishments, program changes or new program initiatives over the past four years and
identify the area(s) of the strategic plan (student success, teaching and learning effectiveness, access and
growth, community and economic development, organizational effectiveness) supported by each of these
activities.
Resources: The previous PrOF and unit plan documents may help with this task. Previous PrOFs are online
at http://research.crc.losrios.edu/APR-Completed%20Profs.htm Completed Unit Plans are available at
http://www.crc.losrios.edu/Faculty_and_Staff/Planning/Unit_Plans.htm The student learning outcomes
assessment reports may also be helpful. Curriculum actions, as cited in SOCRATES, may also be helpful for
instructional programs.
Guidance and Suggestions: Think and dialog about program activities and initiatives over the past four years
that have been implemented to enhanced access, student success, teaching and learning effectiveness,
organizational effectiveness or contribute to community and economic development (see Guidelines to Getting
Started for strategic goals and pages 10-14 from the Strategic Plan for the strategies and initiative areas).
Examples might be: changes in scheduling, new delivery modes or new services developed in support of Access
and Growth, new courses or new degrees/certificates developed to support Teaching and Learning
Effectiveness and Community and Economic Development, and new evaluation methods, new/revised
processes, new materials, new equipment/supplies were designed and implemented in order to enhance Student
Success and Teaching and Learning Effectiveness, etc.
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Spring 2009
Key accomplishments, program/service changes (7/1/04-6/30/08):
Key accomplishments:
 Addition of Maintenance Operations Clerk position to provide backup coverage for Printing &
Mail Services and assist with peakload demands.
 Changes in personnel and equipment have increased productivity and service hours and
decreased the time from job submission to completion.
 New permanent facility in OPS building, which combined Facilities & Operations office staff
and Printing/Mailroom staff from various locations on campus into one building, improving
communication and teamwork within the dept. The new facility also provides room for
growth & climate-controlled storage of paper products and enabled the consolidation of the
Printing & Mail functions into one work area to improve oversight, productivity and crosstraining of staff as they can function as a team to provide consistent coverage in the three
service areas.
 Replaced old equipment with 3 new quieter and more efficient digital copiers, a folder, 3-hole
drill, cutter and postage machine to improve efficiency, copy quality and capacity.
 New electronic job submission & workflow process with pre-set standard options to
streamline completion of the form by customers, encourage most efficient and ‘green’ print
options (duplex on white recycled paper) and increase productivity of staff. In addition to
these benefits, electronic job submission also increases the print quality and decreases the
physical strain on employees by allowing them to run jobs from their desktop rather than
standing for long periods at a machine.
 Contracted services with large mail sorting company to reduce postage costs by qualifying for
a presort rate, which also provided a late pickup time for campus mail.
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Spring 2009
SECTION I - PROGRAM REVIEW
This section asks program faculty and staff to review numerical and descriptive information about the
program and to dialog about trends and patterns that are observed to identify a) program strengths, b)
program needs, and c) planning ideas to strengthen the program in the areas of student success, teaching
and learning effectiveness, access and growth, community and economic development and organizational
effectiveness.
Resources: Information relevant to
□ Instructional Programs is located at:
http://library.crc.losrios.edu/PrOF_Data_Packets/PrOf_Research_Program_List.aspx
□ Student Support/Student Services Programs is online at
http://www.crc.losrios.edu/Faculty_and_Staff/Research_Office/Our_College/Student_Services_Inform
ation_System.htm
□ Instructional Support and Administrative Programs is online at
http://www.crc.losrios.edu/Faculty_and_Staff/Research_Office/Our_College/Instructional_SupportAd
ministrative_Services_Information_System.htm
A PowerPoint slide show to assist with the analysis of the Instructional Data packets is online at
http://www.crc.losrios.edu/Documents/research/PrOF_Chart_Documentation.pdf
Other data is available on the College Research Office web page at
http://www.crc.losrios.edu/Faculty_and_Staff/Research_Office.htm
The student outcomes Assessments Reports, located via a link at
http://research.crc.losrios.edu/SLO_Assessment_Reporting_System.asp
may also be relevant to this section.
IA. Briefly list observations from the data and other numerical or descriptive information that indicate
program strengths. (Note: responses should include the data element and its relevance…for example:
enrollment in English has grown by 25% over the past four years which has enhanced productivity and
enabled us to hire new full time instructors or utilization of counseling has grown by 25% over the past
four years which has allowed us to hire a counseling supervisor).
ACCESS AND GROWTH
With the addition of new digital copiers, an electronic job submission process and changes in
workflow in the last two years, the department has become more efficient and increased quality
and capacity and is well positioned to meet the growing needs of the campus for the next several
years. Currently, under normal conditions, every request for basic printing services is completed
within 1 business day and most often within an hour or two of submission. Except during periods
of peak demand or when machines are out of service, requests can be filled over the counter if the
customer wants to wait for their job to be completed. Large or complex requests can most often be
completed within 2 business days depending on the availability of equipment, the size of the job
and amount of post-production (e.g., folding, cutting, binding) work required.
Over the long-term, the department can continue to keep pace with the growth of the college in its
current facility by using higher capacity machines. In addition, as the number of faculty and staff
using the efficient electronic job submission process with standard printing options increases – as
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Spring 2009
opposed to the manual walk-in service with customized paper color and other labor intensive or
less efficient print options – the productivity and capacity will continue to grow with the college.
Furthermore, the campus’s emphasis on sustainability should slow the growth of printing needs as
alternatives are used to reduce paper such as scanning and posting documents on the college
website or electronic bulletin boards that are accessible to students rather than printing and
distributing as class handouts.
Mail services and switchboard services are similarly well positioned to meet continuing growth of
the campus. With staff from all three areas working as a team in the same work area, it is easier to
cover all of the functions in an efficient and productive manner with a switchboard operator able
to assist with mail or printing functions when the phones are not busy.
STUDENT SUCCESS and TEACHING AND LEARNING EFFECTIVENESS
The Printing Services department is equipped to meet virtually all of the basic Printing needs
of the campus. Very few service requests cannot be completed internally.
PROGRAM/SERVICE ORGANIZATIONAL EFFECTIVENESS
The department currently operates all printing, mail and switchboard operations with two fulltime regular classified staff and approximately 1.5 FTE of classified temp/student help and two
mid-range production copiers. One regular position is unfilled so the operations are fairly
streamlined with a focus on conserving resources for other campus priorities. With the
implementation of an electronic job submission process, digital networked copiers, and an
emphasis on standardizing the basic printing significant improvements have been made in the
overall efficiency of the department. In addition, new contracts were negotiated with vendors to
decrease the operating costs.
IB. Briefly list observations from the data and other numerical or descriptive information that indicate
program areas that may need a response or change over the next four years. (Note: responses should
include the data element and its relevance…for example: Nutrition 300 courses are closed within four days
of the start of registration so students cannot complete their program requirements in a timely manner or
online inquiries to counseling have doubled over the past four years, which has strained our resources.)
STUDENT SUCCESS and TEACHING AND LEARNING EFFECTIVENESS
A high percentage of faculty and staff continue to submit their requests using paper copies rather
than using the more efficient electronic submission process with an electronic file of their
document, which produces a higher quality document and is less physically demanding on
employees. In addition, many faculty and staff still request ‘custom options’ such as single-sided
copies – which consume more physical (and financial) resources – and colored paper – which is
less environmentally friendly (no recycled content) and reduces productivity (because machines
have to be stopped to change paper and colored paper has a higher rate of jamming machines).
Many faculty also use over-the-counter service, which is the least efficient process as it interrupts
the normal workflow of the department.
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Spring 2009
There are occasions when we have printing requests for saddle-stitched booklets that need to be
trimmed and the Xerox copier does not trim documents. As a result, large saddle-stitched
documents need to be sent to a printer for a professional looking finish. It would also be helpful
to have an offline finisher so printing from either copy machine could be finished independently,
allowing for a more balanced utilization between the copy machines.
A high percentage of faculty and staff continue to submit their requests using paper copies rather
than using the more efficient electronic submission process with an electronic file of their
document, which produces a higher quality document and is less physically demanding on
employees. In addition, many faculty and staff still request ‘custom options’ such as single-sided
copies – which consume more physical (and financial) resources – and colored paper – which is
less environmentally friendly (no recycled content) and reduces productivity (because machines
have to be stopped to change paper and colored paper has a higher rate of jamming machines).
Many faculty also use over-the-counter service, which is the least efficient process as it interrupts
the normal workflow of the department.
There are occasions when we have printing requests for saddle-stitched booklets that need to be
trimmed and the Xerox copier does not trim documents. As a result, large saddle-stitched
documents need to be sent to a printer for a professional looking finish. It would also be helpful
to have an offline finisher so printing from either copy machine could be finished independently,
allowing for a more balanced utilization between the copy machines.
STUDENT SUCCESS and TEACHING AND LEARNING EFFECTIVENESS
Occasionally, there are requests for specialized services that the department cannot produce with
its limited staff and equipment. It’s possible that in the future additional equipment could be
added to expand services and meet some of the specialized needs of the campus. In particular, one
request is to purchase equipment to produce foam core poster boards for advertising campus
events or mounting pictures for the photography or other campus depts.
PROGRAM/SERVICE ORGANIZATIONAL EFFECTIVENESS
Many faculty and staff still utilize archaic processes, hand carrying printing requests with paper
copies rather than using the electronic submission process to print documents from digital files.
Not only does this result in more time and effort to reproduce copies, it also results in a lower
quality document. There are also many that request documents to be printed one-sided or on color
paper, which is less efficient, increases the cost of paper and is not consistent with the college’s
value on sustainability (e.g., colored paper does not come in an inexpensive product with recycled
content and jams the machines with a much greater frequency and has to be manually loaded for
each request).
IC. Based on the previous discussion of strengths and needs, briefly list planning ideas that could be
employed to strengthen the program. (Note: responses should include the relevant need and strategy…for
example: To enhance access to Nutrition 300, work with the Dean to modify scheduling, obtain release
time to create online sections, and work with the VPI to increase departmental FTE or develop new
materials in Counseling that enhance our ability to respond more effectively and efficiently to the increase
in online inquiries.)
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Spring 2009
1. Continue to promote increased use of electronic submission process with standard options to
maximize quality, efficiency/productivity & sustainability.
2. Emphasize sustainable options to printing services (e.g., posting materials on website and
electronic bulletin boards, or using e-mail) to reduce the use of natural and financial resources
without increasing costs for new equipment, staff positions and operational expenses.
3. Purchase ASF machine with trimmer for offline finishing.
4. Add copy machines with higher capacity (faster, greater duty cycle) as needed.
5. Add staff (regular or temp/student), increase supplies & maintenance budget as needed to keep
up with growth.
6. Evaluate requests for services not currently provided, identify the cost of equipment, staff &
supplies required and determine if there is a significant cost-benefit to the college to perform
the services on campus versus contracting with an outside vendor.
ID. If numerical or descriptive information not provided by the Research Office was used, please list these
sources below:
Formal and informal employee & campus input.
IE. Program Student Learning Outcomes (SLOs) and/or Service Area Outcomes (SAOs) are available via
links at http://www.crc.losrios.edu/About_CRC/Student_Learning_Outcomes.htm Copy, then edit or
develop and program outcomes to complete the appropriate table(s). Note – do not include the degree
and certificate outcomes! Add or delete rows as needed. If no changes were made, please indicate that
in the space provided. Resources to help develop outcomes are available via links at
http://www.crc.losrios.edu/Faculty_and_Staff/CASSL/Student_Learning_Outcomes.htm
Program SAOs
P-SAO 1: Services are completed timely (i.e., Printing: within 1 business day for
basic jobs & 3 business days for large or complex jobs; Mail: within 1 hr of
scheduled pickup/delivery time).
P-SAO 2: Services are accurate and of acceptable quality.
P-SAO 3: Range of services meets the campus needs.
P-SAO 4: Staff are professional and responsive.
P-SAO 5: Procedures are efficient and easy to follow.
P-SAO 6: Services are consistent with college sustainability goals.
IF. The Program SLO/SAO Alignment matrix (Table 5) from previous PrOFs are available via links at
http://research.crc.losrios.edu/APR-Completed%20Profs.htm Copy, then edit or develop the mapping
between courses or activities and the program outcomes to complete the appropriate table(s). Add or
delete rows or columns as needed. If no changes were made, please indicate that in the space provided.
Non-Course Activities
P-SAO 1:
P-SAO 2:
Printing services
Mail services
Switchboard operations
X
X
X
X
X
P-SAO 3:
X
X
10
P-SAO 4:
P-SAO 5:
P-SAO 6:
X
X
X
X
X
X
Spring 2009
IG. Outcomes Assessment Plan: Review the student learning outcomes assessment reports submitted by the
program over the last program review cycle as well as other local outcomes assessment information to
complete the table that follows. If a program outcome has been assessed during the past program review
cycle, comment on the status of the changes that had been planned based on the assessment(s). If the
program outcome has not been assessed, comment on when it will be assessed.
Except as noted in the following table, we have not conducted a formal, unbiased, external
assessment for SAO 2-5 but the absence of complaints provides some evidence of customer
satisfaction in most areas.
However, the department does internally evaluate timeliness and quality on a regular basis and
pay attention to informal feedback from customers as indicated below. All outcomes will be
assessed annually or bi-annually using a combination of customer surveys and internal tracking of
data. Below is an example of a customer survey to assess SAOs. Note: surveys should include the
following instructions: In order to improve campus facilities, please explain any ‘Disagree’ or
'Strongly Disagree’ responses.
1. Jobs are completed by the due date (at least one business day for basic requests).
2. Services are accurate and of acceptable quality.
3. The range of services meets my needs.
4. Staff are professional and responsive.
5. Procedures are efficient and easy to follow.
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Spring 2009
Program
SLO or
SAO
Assessed
during the
Program
Review
Cycle
PSAO – 1
X
PSAO – 2
X
Status of Planned Changes
Not
Assessed
during the
Program
Review
Cycle
Generally, requests are completed within 4
hours, except during peak periods. Requests
are completed within 1 business day, except
on one occasion when both copiers were
down for service for an extended period of
time (2 days).
A quality control review is performed on
every job to ensure that it is completed as
requested before giving it to the customer.
However, records have not been maintained
to determine how many jobs are re-run to
correct mistakes. Occasionally complaints
are received that jobs are not performed up
to the standards acceptable to the customer.
In some cases, the problems are equipment
related and in others, employees have not
followed the department’s quality control
standards.
Annually or
bi-annually
Annually or
bi-annually
PSAO – 3
X
PSAO – 4
X
PSAO – 5
X
PSAO – 6
X
Employee and customer input have resulted
in multiple changes in the Printing Services
procedures to improve efficiency and
effectiveness. Since implementing the latest
change to a web-based form, there have
been no complaints from customers.
The number of copies and percentage of
duplex copies are tracked annually. The
implementation of standard options has
anecdotally increased the use of white paper
with recycled content as opposed to nonrecycled colored paper and definitively
increased the number of duplex copies.
However, the number of copies has
continued to rise. To improve sustainability
goals further, we need to increase the
distribution of information using electronic
media (bulletin boards, e-mail, etc.) rather
than paper copies.
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Planned
Assessment
Date
Annually or
bi-annually
Annually or
bi-annually
Annually or
bi-annually
Annually or
bi-annually
Spring 2009
IH. For Instructional Program Only! Please consult the Course Review status report from SOCRATES
at https://inside.losrios.edu/~intranet/cgi-bin/intra/curriculum/review_overall_full.cgi (log-in will be
required.) Please complete the table below for courses that need to be reviewed in the next four years.
Note: Academic Senate good practices require all courses to go through a full review at least once
every six years.
Not Applicable.
SECTION II. PROGRAM FORECAST
IIA. Local, short-term program planning: Review the planning ideas previously identified in Section IC,
then generate at most five planning agenda items for the next four years - indicate the College
Strategies supported by these Planning Agenda Item. Suggested language for facilities-related
requests is available via the PrOF Facilities Guide link on
http://www.crc.losrios.edu/Faculty_and_Staff/Planning/Other_College_Plans.htm
Planning Agenda Item 1:
Brief Description: Continue to promote increased use of electronic submission
process with standard options
Rationale: enhanced service and more effective resource management
Desired Outcome: to maximize quality, efficiency/productivity & sustainability.
College Strategy supported by this planning agenda: S1, T1, O1, O2, O3
Planning Agenda Item 2:
Brief Description: Emphasize sustainable options to printing services (e.g., posting
materials on website and electronic bulletin boards, or using e-mail)
Rationale: Effective resource management
Desired Outcome: reduce the use of natural and financial resources without increasing
costs for new equipment, staff positions and operational expenses.
College Strategy supported by this planning agenda: S1, T1, O1, O2, O3
Planning Agenda Item 3:
Brief Description: Purchase ASF machine with trimmer for offline finishing.
Rationale:
Desired Outcome
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Spring 2009
College Strategy supported by this planning agenda: S1, T1, O1, O2, O3
Planning Agenda Item 4:
Brief Description: Add high capacity copy machines
Rationale: to keep up with growth and increased demand
Desired Outcome: maintain high levels of quality and service
College Strategy supported by this planning agenda: S1, T1, O1, O2, O3
Planning Agenda Item 5:
Brief Desciption: Add staff (regular or temp/student), increase supplies &
maintenance budget
Rationale: to keep up with growth and increased demand
Desired Outcome: Maintain high levels of quality and service
College Strategy supported by this planning agenda: S1, T1, O1, O2, O3
IIB.
Long Term or Broader planning agendas: Please identify any long-term planning agenda items
or any unit/college-wide planning agenda items that have arisen. Identify the college strategy
supported by these planning agenda items (see page 4 of
http://www.crc.losrios.edu/Documents/planning/StrategicPlan_Overview.pdf )
College-wide: utilize technological resources for posting classroom materials electronically
& institutionalize this as best practice vs paper copies.
SECTION III. RESOURCE NEEDS
In the previous section, planning agenda items were identified. In this section, the curriculum changes
and resource requirements needed to implement those planning agenda items will be enumerated. This
information will be used for the College’s planning and budget allocation processes.
IIIA. Instructional Programs ONLY! Summarize the changes in curriculum needed to implement the
planning agenda items. The curriculum table will be used to update the College’s Educational
Master Plan.
Not Applicable
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Spring 2009
IIIB. Please complete a resource requirements table for the planning agenda items listed in Section IIA
above and indicate the priority and the approximate cost for each item. This information will be
used to produce the unit plans, which will inform the College’s planning and budget allocation
processes.
1. Planning Agenda Item 1: None, e-mail communication
2. Planning Agenda Item 2: None, resources exist currently through DEMS
3. Planning Agenda Item 3:
Type (e.g.,
supplies)
Equipment
Est’d Cost
Description
ASF machine
15,000
Priority (A-urgent, B, C)
B
4. Planning Agenda Item 4:
Type (e.g.,
supplies)
Equipment
Est’d Cost
Description
110+ppm copier, 1,000,000+
duty cycle (prints/month)
40,000-60,000
Priority (A-urgent, B, C)
B
5. Planning Agenda Item 5:
Type (e.g.,
supplies)
Supplies
Maintenance
Temp
classified/student
Est’d Cost
Description
Paper, staples, misc
Copiers, misc eqpt
.5 fte temp staff for peak loads
15
5%+ per year
5% per year
5% per year
Priority (A-urgent, B, C)
A
B
B