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									                                                Campus Administrative Program Review
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CAMPUS ADMINISTRATIVE UNIT
    PROGRAM REVIEW
         EDUCATIONAL SERVICES
         MORENO VALLEY CAMPUS

            Educational Services
                 Instruction
               Health Sciences
    Public Safety Education and Training
        Library/Learning Resources
              Student Services

              Due: September 1, 2008




         Riverside Community College District
                   Office of Institutional Effectiveness

                             Web Resources:
http://www.rcc.edu/administration/academicaffairs/effectiveness/review.cfm




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                              Table of Contents


A. Educational Services

I. Administrative Unit Program Review Worksheet                             Page 4
      1. The Unit Overview
      2. Unit Needs Assessment                                              Page 12


II. Appendix
       A. Administrative Unit Outcomes                                      Page 19
       B. Appendix B                                                        Page 24


B. MVC Instructional Office


I. Administrative Unit Program Review Worksheet                             Page 27
      1. The Unit Overview
      2. Unit Needs Assessment                                              Page 38


II. Appendix

       A. Assessment/IE Evaluation Form                                      Page 45
       B. Appendix B


C. Health Sciences


I. Administrative Unit Program Review Worksheet                              Page 47
      1. The Unit Overview
      2. Unit Needs Assessment                                               Page 60


II. Appendix

       A. Assessment/IE Evaluation Form                                      Page 71
       B. Appendix B




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D. Public Safety Education & Taining

I Administrative Unit Program Review Worksheet                              Page 77
      1. The Unit Overview                                                  Page 87
      2. Unit Needs Assessment

II. Appendix

       A. Assessment/IE Evaluation Form                                      Page 93
       B. Appendix B


E Library/Learning Resources

I. Administrative Unit Program Review Worksheet                            Page 98
      1 The Unit Overview                                                  Page 107
      2. Unit Needs Assessment

II Appendix
      A. Appendix B – Survey Results                                 … …Page 115
      B. Appendix C                                                     Page 127
      C. Appendix A#1                                                   Page 128
      D. Appendix A#2                                                   Page 129
      E. Appendix E                                                     Page 130
      F. Appendix F                                                     Page 132
      G. Appendix G                                                     Page 134
      H. Appendix H                                                     Page 135




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                     ADMINISTRATIVE UNIT PROGRAM REVIEW WORKSHEET

                                               Administrative Unit: Educational Services

                                              Prepared by: Lisa Conyers, Vice President

                                                          Date: August 2008

                                                               -DRAFT-




I. The Unit Overview
The Unit Overview should reflect the consensus of the staff within the unit. It is meant to provide a broad understanding of the unit,
current trends related to the unit’s mission, and how the unit serves to meet the overall mission or goals of the Riverside Community
College District and its campuses.


1. What is the mission of your unit?

          Facilitate the work of Educational Services administration, faculty, and staff, in support of the Campus mission of offering
           regionally responsive academic programs (baccalaureate transfer, professional, pre-professional, and pre-collegiate) and
           student services.



2. Identify or outline how your unit serves the mission of the institution (district or college). Please limit to a single paragraph.




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          Five area deans provide campus/district strategic interface (including outcomes assessment, resource allocation, and shred
           governance), community liaison, and effective staff support in carrying out the Campus mission: “Responsive to the
           educational needs of its region, Moreno Valley College offers academic programs and student support services which
           include baccalaureate transfer, professional, and pre-collegiate curricula for all who can benefit from them. Life-long
           learning opportunities are provided, especially in health and public service preparation.”




3. Provide the official Organizational Chart of your unit and an ideal chart which includes all levels of services and positions.
   If necessary, provide very brief narrative descriptions by numbering the chart and including a numbered list with clarifications on
   a subsequent page.
        See attached



4. Describe the functions of your unit.
   Please use a bulleted list with headings as necessary to make it clear and easy to read.

          Understand and represent administrative units and campus
          Advocate for resources and provide effective staff/supervisory support
          Provide administrative leadership in strategic planning
          Provide administrative leadership in assessment and evaluation
          Provide administrative leadership in the shared governance process
          Provide administrative leadership in the accreditation process



5. In your 2007 report your unit proposed an assessment plan. Please provide a report on your findings as an appendix to
   this document. Please try to organize your report so that it answers the following: 1) What did you do? 2) What were the results?
   3) What do you plan to change as a result of your assessment? Include any survey results, etc.

          Accreditation survey (attached)


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                 RIVERSIDE COMMUNITY COLLEGE DISTRICT
                        MORENO VALLEY CAMPUS
                           Educational Services


                           Vice President
                         Educational Services                     Administrative Assistant
                            Lisa Conyers                              Susan Lauda




 Dean of Instruction                            Dean
  Patricia Bufalino                        Student Services
                                            Daria Burnett



 Dean, Public Safety,
Education and Training                          Instructor/Dean
   Cordell Briggs                               Health Sciences
                                                   Programs
                                                Wolde-Ab Isaac


                         Assistant Dean
                   Library/Learning Resources
                           Cid Tenpas




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     Your report appendix will be submitted to the District Assessment Committee for review.

6. In order to progress in the assessment of the effectiveness of your unit what types of data will you collect during the next
   year (they may be the same as the prior year)?
        Accreditation survey
        Establish timelines and budgets
        Tracking resolution of issues and referrals
        Survey of Organizational Excellence

7. Collaboration with Students and/or Other Units: A progress report

         Unit makes effort to work collaboratively, and shares a student-centered philosophy
         Unit provides leadership opportunities for others
         Unit is open to new ideas
         Communication is hindered by multi-site dislocation.

8. Needs and objectives contained in Annual Instructional Program Review which impact your unit:
          If your Annual Instructional Program Review document contained needs which impact your unit you will be provided with a
          file listing these needs. Please report them here.

             Needs and Objectives from Annual Instructional Program Reviews which impact Administrative Unit:
    Need/Objective                Linked to                  Requested By               Office/Person         New Budget Needed    Anticipated          Result
                              Goal/SLO/Mission                                          Responsible for         for Completion     Completion           /Date
                                                                                         Completion           No   Yes/Est. $       /Measure         (Fill in when
                                                                                                                                   of Success*        complete)
Example: Research Causes of   Success Rate for Psychology   Psychology Discipline,   Institutional Research    X                   11/1/2008
Student Withdrawal            Courses                       MV                                                                     Research Report

n/a                           n/a                           n/a                      n/a




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9. Copy your unit’s major goals and related objectives from your 2007 Report and list results.

                                                   Major and Objectives 2008-2009 for Administrative Unit:
              Goal                        Objective             Link to Mission,             Office/Person                New Budget Needed    Anticipated              Result
                                                                   District or               Responsible for                for Completion     Completion               /Date
                                                                Campus Strategic              Completion                  No   Yes/Est. $       /Measure             (Fill in when
                                                                   Initiatives,                                                                of Success*            complete)
                                                                 or SLO/AUO
Example: Increase Institutional   Establish District wide       All Strategic Initiatives   Institutional Effectiveness    X                   3/08
Effectiveness                     Institutional Effectiveness                                                                                  Institutional
                                  Measures                                                                                                     Effectiveness
                                                                                                                                               Measures and
                                                                                                                                               Updates shared with
                                                                                                                                               the Board Annually
Foment communication              Improve services &            Increase stud               VPES and Deans
between Instructional             understanding: A&R            access; course reten;
                                                                                                                               x
and student support               interface (3 MCHSs);          course complet;
entities                          matriculation                 persist; SLOs;
                                  objectives w/ fac;            awards, certs,
                                  Outreach (EMUs;               trnsfrs; QSE; dev
                                  ESL Alliance; health          compreh enroll mge
                                  sci programs                  prgrm
                                  diversity, etc.)
Institutionalize self-            Prioritize Self-Study         Support                     VPES, Deans,
reflection and                    plans                         institutional mission       constituent groups
                                                                                                                          x
improvement                                                                                 and admin units
Improve Strategic                 Align resource                Support                     Strat Plan Comm;
Planning subcommittee             allocation, prog              institutional mission       educational master
                                                                                                                          x
structure & process               review, shared gov                                        plan consultants
Reinvigorate pedagogical          Support acad                  Improve QSE;                Fac Dev
and research exchange             community of                  increase SLOs               Coordinator; Title
                                                                                                                          x
                                  academic,                                                 V Director
                                  technological, and
                                  cultural currency




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*Please see Appendix: Administrative Unit Outcomes




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10. List your unit’s major goals and related objectives for the upcoming 2009-2010 year:
      If not clear in your table, detail if and how you met the goals and objectives you set in the prior year?

                                  Major and Objectives 2009-2010 for Administrative Unit:
       Goal                  Objective        Link to Mission,      Office/Person      New Budget Needed          Anticipated      Result
                                                 District or        Responsible for      for Completion           Completion       /Date
                                              Campus Strategic       Completion        No     Yes/Est. $           /Measure     (Fill in when
                                                 Initiatives,                                                     of Success*    complete)
                                               or SLO/AUO




*Please see Appendix: Administrative Unit Outcomes




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II. Unit Needs Assessment

1) Does the staffing structure meet the unit’s needs?


The organizational efficiency of the unit can be improved as follows:

      “…Moreno Valley College offers academic programs and student support services which
       include…pre-collegiate curricula.” (MVC Mission Statement)

       Outreach/MCHS Coordinator position is needed to support the enrollment process of
       students in three M/ECHS programs.

      “The vice president of educational services, in consultation with the district Office of
       Institutional Effectiveness, will continue to expand data resources available on campus to
       support classroom assessment.” (2007 Self-Study Plan, Standard I.B.)

   Outcomes Assessment Coordinator position is needed to expand data resources on campus to
   support classroom assessment.

      “The vice president of educational services, in collaboration with Institutional Research,
       will develop a proposal to track the achievements of students after they leave the Moreno
       Valley Campus.” (2007 Self-Study Plan, Standard I.B.)

       Outcomes Assessment Coordinator position is needed to expand data resources.




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 2) Five-Year Program Staffing Profile
     Using the table below, show the staffing levels in each category for the previous five years, and the
     percentage change over that period of time. Use only numbers, not job titles.


                       Staffing Levels for Each of the Previous Five                 Anticipated needs
                                           Years
     Position                                              % Change               2009 -2010      2010-2011
                      2004 2005 2006 2007 2008                from
                                                           Year 1 to
                                                             Year 5
Administration          0     0       1      1       1         100                      1               1
Classified Staff        0     0       0      1       1         100                      2               2
FT
Classified Staff
PT
Confidential Staff
FT
Hourly Staff                                              .5                           .5              .5
Student Workers
Faculty
Reassigned FTE
Full time
Faculty
Reassigned FTE
Part time
Total Full Time
Equivalent Work

 Fill out the Management and/or Staff request form that follow if new employees are needed.




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3. Staff Needs
                                      NEW OR REPLACEMENT STAFF (Administrative or Classified)


              List Staff Positions Needed for Academic Year_____09-10______________                                                         Annual TCP*
Please be as specific and as brief as possible when offering a reason. Place titles on list in order (rank) or                             TCP for employee
                                                importance.

1. Outreach/MCHS coordinator (40 hour position) (See MVC mission to provide pre-collegiate
curriculum.)
Reason:
2.Outreach Assessment coordinator (20 hour position) (See Self-Study Plans, Standard I.B.)
Reason:
3. Office Assistant (19 hour position)
Reason:
4.
Reason:
5.
Reason:
6.
Reason:
* TCP = “Total Cost of Position” for one year is the cost of an average salary plus benefits for an individual. New positions (not replacement positions) also
require space and equipment. Please speak with your campus Business Officer to obtain accurate cost estimates. Please be sure to add related office space,
equipment and other needs for new positions to the appropriate form and mention the link to the position.




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4. Equipment Needs Not Covered by Current Budget

                                                                                                                         Annual TCO*
  List Equipment or Equipment Repair Needed for Academic Year_______
Please list/summarize the needs of your unit on your campus below. Please be
    as specific and as brief as possible. Place items on list in order (rank) or                        Cost per     Number        Total Cost of Request
                                   importance.                                                           item        Requested

1.
Reason:

2.
Reason:

3.
Reason:
4.
Reason:
5.
Reason:
6.
Reason:
* TCO = “Total Cost of Ownership” for one year is the cost of an average cost for one year. Please speak with your campus Business Officer to obtain accurate
cost estimates. Please be sure to check with your department chair to clarify what you current budget allotment are. If equipment needs are linked to a position
please be sure to mention that linkage.




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5. Facilities Needs Not Covered by Current Building or Remodeling Projects*


                                                                                                                                     Annual TCO*
              List Facility Needs for Academic Year____09-10_______________
       (Remodels, Renovations or added new facilities) Place items on list in order (rank) or
                                          importance.                                                                               Total Cost of Request


1. Repository/workroom for electronic and hard copy ES materials
Reason:
2. Workspace for Outcomes Assessment Coordinator
Reason:
3.Workspace for Outreach/MCHS Coordinator
Reason:
4.
Reason:
5.
Reason:
6.
Reason:

*Please speak with your campus Business Officer to obtain accurate cost estimates and to learn if the facilities you need are already in the planning stages.




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6. Professional Development Needs Not Covered by Current Budget*

List Professional Development Needs for Academic Year_09-10____________.                                            Annual TCO*
  Reasons might include in response to AUO assessment findings or the need to
 update skills. Please be as specific and as brief as possible. Some items may not
   have a cost per se, but reflect the need to spend current staff time differently.                Cost per    Number
                                                                                                                Requested     Total Cost of Request
                  Place items on list in order (rank) or importance.                                 item


1. Meeting facilitation skills-building
Reason:

2. Communication skills-building
Reason:

3.
Reason:
4.
Reason:
5.
Reason:
6.
Reason:

*It is recommended that you speak with Human Resources or the Management Association to see if your request can be met with current budget.




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7. OTHER NEEDS not covered by current support services or budget


                                                                                                       Annual TCO*
        List Misc Other Needs for Academic Year___________________
 Please list/summarize the needs of your unit on your campus below. Please be as
 specific and as brief as possible. Not all needs will have a cost, but may require a    Cost per   Number      Total Cost of Request
reallocation of current staff time. Place items on list in order (rank) or importance.    item      Requested

1.
Reason:

2.
Reason:

3.
Reason:
4.
Reason:
5.
Reason:
6.
Reason:




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Appendix A: Administrative Unit Outcomes


    The Institutional Effectiveness Model
       District or College Mission Statement


   Strategic Initiatives for the District or College


              Unit Mission Statement


               Administrative Unit Outcomes




                                                       Assessment Cycle
              Method(s) of Assessment


                 Criteria for Success


                 Assessment Results



              Use of the Assessment Results




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What is an Administrative Unit Outcome?

      Administrative Unit Outcomes are the result of specific programmatic,
      operational and administrative activities. They may provide measures of program
      quality or the degree to which administrative goals are achieved. They are not
      directly related to student learning, but they support activities which ultimately
      lead to student learning.

Examples of Administrative Unit Outcomes:

      1. Provide computer lab resources and instructional support services which meet the
         needs of administrators, faculty and students.
      2. Design success measures for the academic progress to be used as part of institutional
         effectiveness measures, complete research to analyze these measures and issue a
         report to the District.
      3. Enrollment of students will be completed accurately and in a timely manner.
      4. Students will report satisfaction with nine out of ten measures of satisfaction for
         reporting their satisfaction with advising services.
      5. Provide flu shots for 3,000 students.
      6. Create and online tutorial for online students that results in 20% fewer phone calls to
         the help desk per 1000 students.

Examples of Administrative Unit Outcomes Assessment Methods

      1.    Tracking the Use of a Service (e.g. hits on a website, use of computer technology)
      2.    Satisfaction surveys
      3.    Graduation rates
      4.    Retention rates
      5.    Establishing timelines and budgets
      7.    Recruiting results
      8.    Tracking program participation
      9.    Tracking complaints and how they are resolved
      10.   Community College Survey of Student Engagement (CCSSE)



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      11. Survey of Organizational Excellence
      12. Benchmarks set by national, state, or peer organizations
      13. External measures of performance or quality, e.g. the Association of Research
          Library Index which ranks university libraries.
      14. Production of Reports which are acceptable to federal, state, accrediting agencies or
          the Board of Trustees
          a. A program outcome could be the completion of a project or activity. This type of
              outcome does not provide information for improvement, however. As a result it
              is usually more meaningful to assess what the project or activity is intended to
              accomplish.
                   i. For example, if the goal of the College Police is to install call boxes they
                       might measure the success of this project by:
                          1. Surveys to measure students belief that they are safer.
                          2. An actual reduction in crime in the locations where the call
                              boxes were placed.
                          3. A report on that the project was completed on time and within
                              budget.
                          4. From an Institutional Effectiveness standpoint the desired
                              outcome is not to buy and install equipment or to hire new
                              personnel but it is what is to be accomplished with them.

What might success look like?

      1. Feedback from the annual survey will indicate that 60% of the users using the newly
         implemented technology services will be very satisfied or extremely satisfied with
         the services.
      2. Success measures for the academic progress used as part of institutional effectiveness
         measures are reported to be found useful by academic units according to program
         review documents.
      3. The criteria for success will be the completion of at least 92% of degree plans within
         10 working days with errors in fewer than 1% of all degree plans.
      4. Sixty percent of the students who participated in library training will report that they
         are satisfied or very satisfied with their ability to use library resources.
      5. Eighty percent of students using the advising center will report that they are satisfied
         or very satisfied with the advising they received.




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It is best to set realistic outcomes, so that successful incremental improvement can be shown or
currently high success can be maintained. That a target is not reached does not mean that a
program is weak or ineffective, particularly if increasing demand for the service has placed
additional strains on the unit’s resources. Instead the information should be used to make
changes in the program or service, or to request additional resources as needed to improve the
outcome and move it toward the target.

Good assessment practice is to have more than one success criterion to aid in identification of
areas where improvement in the quality of a program can be made. For example, if the
Admissions Department has as a goal that “enrollment for students majoring in cosmetology will
be completed accurately and in a timely manner,” one success criterion might be the completion
of at least 92% of enrollments within 3 working days. A secondary criterion might be that at least
80% of the responses to the questions concerning student satisfaction will be either (a) Definitely
yes or (b) Yes to the question of satisfaction with the specific processes asked about.




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Self – Assessment/IE Evaluation Form for Administrative Units
If may be helpful to complete the following self-assessment tool with the members of your unit as
a means of assessing your report prior to its annual submission

 Administrative Unit:
 Reviewed by:
 Date Reviewed:

                                     Review Criteria

                               Section I: IE Assessment Plan
                                                                                     Yes No
 Were any of last year’s outcomes carried over from last year?
 Does the unit mission clearly link to the college Mission?
 Do the Unit program outcomes clearly link to the college Strategic Plan goals?
 Do the Unit program outcomes clearly link to the college Strategic Plan
 objectives?
 Is each Unit program outcome:
        Clear and specific?
        Appropriate to the Unit?
        Measurable/quantifiable?
 Are multiple methods used to assess SLOs or AUOs?
 Are direct assessment measures used?
 Identify them:
 Are indirect assessment measures used?


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 Identify them:
 Are the assessment methods appropriate for each outcome to be evaluated?
 Do the methods for assessment provide information that can be used for
 improvement?
 Are success criteria identified for each outcome?
 Are the criteria appropriate for each outcome?
 Are the proposed evaluation methods incorporated into the activities of the unit?
                                      Section II: Results
 Did the assessment provide enough information to determine if outcomes had been
 achieved?
 Do the results provide information for decisions for improvement of each outcome?
 Are recommended improvements based on assessment results?
 For outcomes that were carried over were last year’s recommended improvements
 made?




                                                           Appendix B Satisfaction Survey

We in the __________________ Office appreciate your taking the time to provide feedback about your recent experience with our office. Your
opinion is important and will help us continue to provide the highest quality service.

Please indicate your level of satisfaction with the services received from our office in each of the following areas by assigning a number from 1 to
3 to each statement. If an area does not apply, please indicate so by circling N/A.

    1) Staff were knowledgeable and able to answer my questions clearly.

                                                     1         2          3          N/A
                                 Exceeded Expectations Met Expectations Needs Improvement Not Applicable

    2) Staff were efficient and responded to my request in a reasonable time.

                                                       1            2           3            N/A



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                                     Exceeded Expectations Met Expectations Needs Improvement Not Applicable

    3) Office staff worked together well as a team to accomplish my goals.

                                                         1         2          3          N/A
                                     Exceeded Expectations Met Expectations Needs Improvement Not Applicable

    4) I was treated with courtesy and respect.

                                                         1         2          3          N/A
                                     Exceeded Expectations Met Expectations Needs Improvement Not Applicable

5. Is there anything we could have done better?
______________________________________________________________________________________________________________________
______________________________________________________________________________________________________________________
____________________

6. In what areas did we excel?
______________________________________________________________________________________________________________________
______________________________________________________________________________________________________________________
_________________________________________________________________________________________


Additional comments?
______________________________________________________________________________________________________________________
______________________________________________________________________________________________________________________
_________________________________________________________________________________________

Customer Name (Optional) _________________________________________________
                                                          Thank you
                                                                       Appendix C:
                                                     The Legal and Professional Basis for Program Review

TITLE 5, Section 51022(a)
The governing board of each community college district shall, no later than July 1, 1984, develop, file with the Chancellor, and carry out its policies for the
establishment, modification, or discontinuance of courses or programs. Such policies shall incorporate statutory responsibilities regarding vocational or
occupational training program review as specified in section 78016 of the Education Code.




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ACCJC STANDARDS
     Standard 1B. Improving Institutional Effectiveness
The institution demonstrates a conscious effort to produce and support student learning, measures that learning, assesses how well learning is occurring, and
makes changes to improve student learning. The institution also organizes its key processes and allocates its resources to effectively support student learning. The
institution demonstrates its effectiveness by providing 1) evidence of the achievement of student learning outcomes and 2) evidence of institution and program
performance. The institution uses ongoing and systematic evaluation and planning to refine its key processes and improve student learning.

         1.   The institution maintains an ongoing, collegial, self-reflective dialogue about the continuous improvement of student learning and institutional processes.
         2.   The institution sets goals to improve its effectiveness consistent with its stated purposes. The institution articulates its goals and states the objectives derived from
              them in measurable terms so that the degree to which they are achieved can be determined and widely discussed. The institutional members understand these goals
              and work collaboratively toward their achievement.
         3.   The institution assesses progress toward achieving its stated goals and makes decisions regarding the improvement of institutional effectiveness in an ongoing and
              systematic cycle of evaluation, integrated planning, resource allocation, implementation, and re-evaluation. Evaluation is based on analyses of both quantitative and
              qualitative data.
         4.   The institution provides evidence that the planning process is broad-based, offers opportunities for input by appropriate constituencies, allocates necessary
              resources, and leads to improvement of institutional effectiveness.
         5.   The institution uses documented assessment results to communicate matters of quality assurance to appropriate constituencies.
         6.   The institution assures the effectiveness of its ongoing planning and resource allocation processes by systematically reviewing and modifying, as appropriate, all
              parts of the cycle, including institutional and other research efforts.
         7.   The institution assesses its evaluation mechanisms through a systematic review of their effectiveness in improving instructional programs, student support services,
              library and other learning support services.

EDUCATION CODE, Section 78016
(a) Every vocational or occupational training program offered by a community college district shall be reviewed every two years by the governing board of the
district to ensure that each program, as demonstrated by the California Occupational Information System, including the State-Local Cooperative Labor Market
Information Program established in Section 10533 of the Unemployment Insurance code, or if this program is not available in the labor market area, other
available sources of labor market information, does all of the following: (1) Meets a documented labor market demand. (2) Does not represent unnecessary
duplication of other manpower training programs in the area. (3) Is of demonstrated effectiveness as measured by the employment and completion success of its
students.

(b) Any program that does not meet the requirements of subdivision (a) and the standards promulgated by the governing board shall be terminated within one
year.

(c) The review process required by this section shall include the review and comments by the local Private Industry Council established pursuant to Division 8
(commencing with Section 15000) of the Unemployment Insurance Code, which review and comments shall occur prior to any decision by the appropriate
governing body.




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                      ADMINISTRATIVE UNIT PROGRAM REVIEW WORKSHEET

                                             Administrative Unit: _MVC Instructional Office___

                                             Prepared by: ____Patricia M. Bufalino_________

                                          Date: __________8/26/08______________________




I. The Unit Overview
The Unit Overview should reflect the consensus of the staff within the unit. It is meant to provide a broad understanding of the unit,
current trends related to the unit’s mission, and how the unit serves to meet the overall mission or goals of Riverside Community
College District and its campuses.

8. What is the mission of your unit?
       The Mission of the Moreno Valley Campus Dean of Instruction (DOI) Office is to promote the quality and integrity of all aspects of
       academic and instructional general education and early college and middle college programs on the Moreno Valley Campus.

9. Identify or outline how your unit serves the mission of the institution (district or college).
       The DOI Office serves the mission of the Moreno Valley Campus (MVC) by maintaining the day-to-day administration and delivery of
       academic programs that serve our community by scheduling and staffing a wide selection of general education and occupational
       education sections that enable the campus to attain its mission of providing life-long learning opportunities, baccalaureate transfer,
       professional, pre-professional, and pre-collegiate curricula for all who can benefit from them. This administrative unit is
       responsible for the three MVC early college and middle college programs and for four of the six academic departments of the MVC:
           a. Business and Information Systems Technology (BIST)
           b. Communications (COMM)
           c. Humanities and Social Sciences (HSS)
           d. Math, Science, and Physical Education (MSPE).

10. Provide the official Organizational Chart of your unit and an ideal chart which includes all levels of services and positions.
       See next page.



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                                    MVC DOI


     2 Instructional Department                                 Secretary to the Dean of
          Specialists (IDS) 1                                         Instruction2



             Part-time                        Instructional Office                 4 Part-time Office Assistants
     Student Worker Assistants                   Receptionist



     Support Center (Mailroom)                                        3 Wet Laboratory
           Technician3                                                  Technicians4



      Part-time Mailroom Office                                  Part –time Laboratory
              Assistant                                                 Assistant



      Instructional Department                                       Reading Laboratory
             Specialist5                                              Paraprofessional6



    Part-time Laboratory Assistants in
       Computer and Writing and
            Reading Centers9



     Middle College High School                                3 Middle and Early College
             Secretary7                                        High School Coordinators8




1                                                                                                     nd
 The instructional department specialists cover BIST and MPSE (1st IDS) and COMM and HSS (2 IDS). A third IDS, who is part of the
administrative unit under the Dean of Health Sciences, covers the guidance sections which are part of HSS. The fourth IDS covers the Health,




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Human, and Public Services (HHPS) department which is also part of the administrative unit under the Dean of Health Sciences. All four IDSes
work as a team and assist faculty and students across all departments when one or more of the IDSes are out of the office.
2
 The dean’s secretary serves as an office manager, coordinating the work of the receptionist, office assistants, and other members of the
Instructional Department. She also, with the IDSes, delegates assignments to the students working in the DOI office and works with the Support
Center Technician to ensure that the mailroom is staffed.

3
  The Support Center Technician provides copying and word processing services as well as overseeing the operations of the mailroom, including
delegating assignments to the Part-time Mailroom Assistant and working collaboratively with the Facilities Department to receive and temporarily
store purchases received.
4
 The Laboratory Technicians work closely with the Life and Physical Science faculty members and delegate assignments to the Part-time
Laboratory Assistant.
5
    This IDS is available to assist faculty using the Faculty Workroom and to provide scoring for examinations using ParScore or Scantron programs.
6
 The Reading Paraprofessional works very closely with the Reading Faculty and interacts with the faculty, laboratory assistants, and students in
the Writing and Reading Center.
7
 The Middle College High School Secretary is responsible for assisting the faculty, counselors, and students of the first middle college high school
program developed by the MVC in conjunction with the Moreno Valley Unified and Val Verde School districts.
8
 The three coordinators work with the parents and students from the MVC Middle College High School, NuView Early College High School, and
Vista Del Lago High School.

9
There are faculty coordinators for the Math Lab and Writing and Reading Centers who also supervise the student workers and tutors.

11.   Describe the functions of your unit.
      The Dean of Instruction’s Administrative Unit is responsible and accountable for the following functions:
       Working collaboratively with the faculty (especially the department chairs and assistant chairs) to schedule instructional programs on the
         MVC, attending to district guidelines for scheduled time blocks and making decisions regarding efficient utilization of rooms available.
       Monitoring enrollment prior to and at the beginning of each instructional session to ensure compliance with the FTES goals of the MVC
         and the RCCD.
       Participating in the development of the college catalog, class schedules, master educational plan and other publications.
       Preparing reports as needed related to curriculum, enr ollment management, and instructional policies.
       Providing support to department faculty regarding supplies necessary for instruction (e.g., processing book orders and requests for
         instructional equipment, providing materials used in the classroom setting [such as copies and word processing as requested], arranging
         for repair of equipment in classrooms, etc.)




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         Promoting clear and effective communication with all faculty through the use of the campus mail, e-mail, distribution of department
          minutes and district communications, and posting of workplace regulations and reporting mechanisms.
         Assisting students in accessing instructors, department chairs, and the dean as necessary to resolve academic concerns.
         Promoting resolution of conflicts between students and faculty on academic matters and among faculty members as necessary.
         Assisting faculty with administrative aspects of the instructional programs and with appropriate referrals to other administrative services
          (e.g., payroll, HR, etc).
         Assisting laboratory faculty by stocking, setting-up instructional demonstrations and exercises, and maintaining secure and clean wet
          laboratories to support the instructional courses offered.
         Processing instructional department requests for faculty, staffing, and equipment.
         Working collaboratively with special initiatives on the MVC such as the middle and early college programs.
         Maintaining attendance records for instructional department faculty and staff, and forwarding those records appropriately to district offices.
         Monitoring instructional budgetary requests and purchases.
         Providing oversight and support for timely submission of instructional program reviews.
         Working collaboratively with the Faculty Development Coordinator to provide orientation for new and part-time faculty members and
          professional development opportunities for all faculty members.
         Working collaboratively with the Faculty Basic Skills Coordinator and with the Title V Director to promote faculty participation in special
          learning projects and initiatives.
         Maintaining files of current Course Outlines of Record and Syllabi for instructional sections scheduled each session.
         Coordinating Improvement of Instruction and Tenure Reviews for faculty in the instructional departments under the administrative
          supervision of the DOI.
         Facilitating the ongoing performance evaluations of classified staff assigned to the DOI Administrative Unit.

12.       In your 2007 report your unit proposed an assessment plan. Please provide a report on your findings as an appendix to
          this document.

The MVC DOI used two assessment measures during the 2007—2008 academic year to assess the effectiveness of the unit:
    statistical information available at the district website under Institutional Reporting regarding the effectiveness of the general education
      instructional programs delivered on the MVC in 2007—2008.
    a Moreno Valley Campus Office of Instruction Satisfaction Survey , a customer service ratings sheet (see Appendix B) which was
      displayed on the Instructional Office’s reception counter.

Unfortunately, there are no data to asses for the second measure as no individuals completed the satisfaction surveys. The Dean of Instruction
will meet with the members of the MVC Academic Planning Council early in Fall 2008 to determine strategies for collecting this information in the
coming academic year.

Regarding the first assessment measure, each academic term, the Dean of Instruction (DOI) reviews the statistical information on each of the
courses in the four MVC general education departments:
    1. Business and Information Systems Technologies (BIST)
    2. Communications (COMM)


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    3. Humanities and Social Sciences (HSS)
    4. Math, Science, and Physical Education (MSPE).

In comparison to previous years, both total enrollments and efficiencies have improved. The DOI works closely with the Department Chairs and
Assistant Chairs when scheduling instructional sections, comparing historical data to the proposed schedules primarily in an attempt to meet the
district and MVC strategic initiatives of
      Developing a Comprehensive Enrollment Management Program
as well as addressing these additional strategic initiatives
      Increasing Student Access
      Increasing Course Retention
      Increasing Successful Course Completion
      Increasing Student Term-to-Term Persistence
      Increasing the Number of Awards, Certificates and Transfers.

The Instructional Unit plans to continue to monitor enrollments and efficiencies in 2008—2009. Please see Appendix A.




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    13. Collaboration with Students and/or Other Units: A progress report

                                         The MVC Dean of Instruction’s Administrative Unit


        STRENGTHS                        WEAKNESSES                      CHANGES TO INCREASE                     ANALYSIS
                                                                            EFFECTIVENESS

   Student-centered                 Conflicting demands (e.g.,          DOI and Secretary will          The MVC DOI Unit is
    approach exhibited by all         scheduling deadlines                 work closely with all            effective in its interactions
    members of the unit               during the first week of the         members of the                   and collaborations with
   Warm and cooperative              semester) may                        administrative unit to           students and with other
    staff, cross-trained across       necessitate priority-setting         ensure that work requests        administrative units.
    the disciplines and               that may result in                   are handled in a timely
    departments to provide            dissatisfaction on the part          manner
    accurate information in an        of those whose requests             DOI and Secretary will
    effective manner                  receive lower priorities             regularly visit worksites
   Effective use of e-mails         Unit members not                     other than HM 113 to
    with appropriate copying          physically located in HM             facilitate greater
    to decision-makers                113 may perceive                     understanding of the
   Collaboration with other          themselves as ―outside               working conditions of all
    administrative and student        the loop.‖                           unit members
    support units is                                                      DOI will work closely with
    considered a high priority                                             the other administrative
                                                                           deans and the VPES to
                                                                           ensure that a clear and
                                                                           cohesive message is
                                                                           presented by all MVC
                                                                           units.




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7. Needs and objectives contained in the Annual Instructional Program Review which impact your unit:

          Needs and Objectives from Annual Instructional Program Reviews which impact Administrative Unit:
   Need/Objective          Linked to       Requested By      Office/Person        New Budget Needed          Anticipated       Result
                         Goal/SLO/Mis                        Responsible for        for Completion           Completion        /Date
Positions requested by        sion      Disciplines in APR    Completion          No      Yes/Est. $          /Measure      (Fill in when
       Faculty                                                                                               of Success*     complete)
Biology                                 Biology
Chemistry                               Chemistry
Economics                               Economics
English                                 English
Writing and Reading                     English
Center Lead Instructor
ESL                                     ESL
Math                                    Math
Physical Education                      Physical Education
Political Science                       Political Science
Reading                                 Reading
Sociology                               Sociology
Speech Communication                    Speech
                                        Communication




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8. Copy your unit’s major goals and related objectives from your 2007 Report and list results.


                                           Major and Objectives 2008-2009 for Administrative Unit:
          Goal                   Objective          Link to Mission,   Office/Person         New Budget Needed         Anticipa             Result
                                                       District or     Responsible for         for Completion             ted               /Date
                                                    Campus Strategic    Completion           No      Yes/Est. $        Complet           (Fill in when
                                                       Initiatives,                                                    ion/Mea            complete)
                                                     or SLO/AUO                                                         sure of
                                                                                                                       Success*
Increase Student Access    Increase student         RCCD Strategic     Instructional          X                        3/08          8/26/08
                           enrollment by at least   Initiative # 1     Programs                                        MVC           Current enrollment is
                           1% per academic year                        Subcommittee of                                 Annual        up 12% as compared
                                                                       the MVCSPC                                      Response      to F2007
                                                                       (MVC DOI is the                                 to the
                                                                       designated staff                                RCCD
                                                                       support person of                               Strategic
                                                                       this committee and                              Initiatives
                                                                       members of the DOI
                                                                       Administrative Unit
                                                                       are members of the
                                                                       subcommittee.)

Increase Successful        Increase successful      RCCD Strategic     Same as above          X                        Same as       8/26/08
Course Completion          course completion rate   Initiative # 3                                                     above         Has not been
                           to 70%                                                                                                    measured

Improve Student Learning   1. Develop a             RCCD Strategic     Same as above          X                        Same as       8/26/08
Outcomes                        mechanism for       Initiative # 5                                                     above         Mechanism not yet
                                measuring the                                                                                        developed
                                attainment of
                                desired student
                                learning
                                outcomes.
                           2.   Collect and
                                analyze data
                                regarding
                                attainment of
                                student learning
                                outcomes




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Develop a Comprehensive   Review the existing       RCCD Strategic   Same as above         X                        Same as      8/26/08
Enrollment Management     Moreno Valley             Initiative # 8                                                  above            DOI and
Program                   Campus Master Plan                                                                                          members of the
                          and make                                                                                                    administrative
                          recommendations to                                                                                          unit participated
                          the MVCSPC refine                                                                                           in discussions
                          the existing plan as                                                                                        with consultants
                          needed to promote                                                                                           developing the
                          attainment of the goals                                                                                     MVC Master Plan.
                          for all the strategic                                                                                      DOI has been an
                          initiatives.                                                                                                active participant
                                                                                                                                      in the MVC APC
                                                                                                                                      in its roll in
                                                                                                                                      developing a
                                                                                                                                      comprehensive
                                                                                                                                      enrollment
                                                                                                                                      management
                                                                                                                                      program.




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9. List your unit’s major goals and related objectives for the upcoming 2009-2010 year:

                                          Major and Objectives 2009-2010 for Administrative Unit:
          Goal                     Objective             Link to Mission,   Office/Person        New Budget Needed          Anticipated          Result
                                                            District or     Responsible for        for Completion           Completion           /Date
                                                         Campus Strategic    Completion          No       Yes/Est. $         /Measure         (Fill in when
                                                            Initiatives,                                                    of Success*        complete)
                                                          or SLO/AUO
Provide quality programs     Identify courses and        MVC Mission        DOI                    X                       10/01/08:
in baccalaureate transfer,   programs to be              Statement                                                         First draft of
Business/computer            included in the 2009—                                                                         catalog to be
technologies, and remedial   2010 MVC Catalog                                                                              submitted
education
Develop a Comprehensive      1.   Work with general      RCCD Strategic     DOI                    X                       Ongoing:
Enrollment Management             education              Initiative                                                        Analysis of fill
Program                           department chairs                                                                        ratios and
                                  and assistant                                                                            other data
                                  chairs to establish                                                                      from
                                  a 2-year cycle for                                                                       Institutional
                                  scheduling                                                                               Reporting
                                  classes.                                                                                 and
                             2.   Monitor fill ratios                                                                      Effectiveness
                                  for scheduled
                                  classes.
                             3.   Adjust schedules
                                  according to
                                  identified trends in
                                  enrollment.
Increase Successful          1.   Work with Basic        RCCD Strategic     DOI                   X for   X for item # 3   6/1/08:
Course Completion                 Skills Committee       Initiative                              items    (Outcomes        Report of
                                  to establish a                                                 1&2      Assessment       Basic Skills
                                  master schedule                                                         Specialist)      Committee
                                  of learning                                                             And #4
                                  communities.                                                            (additional
                             2.   Provide special                                                         laboratory
                                  project funding for                                                     assistants)
                                  planning and
                                  coordination to
                                  faculty who
                                  participate in
                                  learning



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     communities.
3.   Analyze data to
     determine if there
     is an increase in
     successful course
     completion.
4.   Provide additional
     assistance in
     instructional
     laboratories
     (writing and
     reading center,
     math lab,
     computer lab)




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II. Unit Needs Assessment

 3) Does the staffing structure meet the unit’s needs?
   The DOI’s unit could use at least one more, preferably two instructional department specialists. Each of the two IDSes have two
   instructional departments, a considerably higher workload than their counterparts on other campuses.

 4) Five-Year Program Staffing Profile
                                  Staffing Levels for Each of the Previous Five                Anticipated needs
                                                      Years
                    Position                                          % Change             2009 -2010       2010-2011
                                 2004 2005 2006 2007 2008                from
                                                                      Year 1 to
                                                                        Year 5
              Administration       1      1      1      1       2       100%                     2               2
                                                                       (MCHS
                                                                       Director
                                                                        added)
              Classified Staff    16     17     16     10      12        -25%                   12              12
              FT
              Classified Staff     0      0      2      2       2       200%                     3               3
              PT
              Confidential Staff   0      0      0      0       0          0                     0               0
              FT
              Hourly Staff         7      7      8      8      10         30%                   10              10
              Student Workers     14     14     18     18      18       22.2%                   21              30
              Faculty
              Reassigned FTE                           4.5     6.5      30.8%
              Full time
              Faculty
              Reassigned FTE                            0       0          0
              Part time



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                Total Full Time
                Equivalent Work

Fill out the Management and/or Staff request form that follow if new employees are needed.




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3. Staff Needs
                                      NEW OR REPLACEMENT STAFF (Administrative or Classified)


                  List Staff Positions Needed for Academic Year_2009--2010________                                                          Annual TCP*
Please be as specific and as brief as possible when offering a reason. Place titles on list in order (rank) or                             TCP for employee
                                                importance.


1.IDS to serve one of two departments covered by single IDS
Reason:
2. IDS to serve one of two departments covered by single IDS
Reason:
3.Clerk/Typist to assist IDSes
Reason:
4.
Reason:
5.
Reason:
6.
Reason:
* TCP = “Total Cost of Position” for one year is the cost of an average salary plus benefits for an individual. New positions (not replacement positions) also
require space and equipment. Please speak with your campus Business Officer to obtain accurate cost estimates. Please be sure to add related office space,
equipment and other needs for new positions to the appropriate form and mention the link to the position.




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4. Equipment Needs Not Covered by Current Budget NONE

                                                                                                                         Annual TCO*
  List Equipment or Equipment Repair Needed for Academic Year_______
Please list/summarize the needs of your unit on your campus below. Please be
    as specific and as brief as possible. Place items on list in order (rank) or                        Cost per     Number        Total Cost of Request
                                   importance.                                                           item        Requested

1.
Reason:

2.
Reason:

3.
Reason:
4.
Reason:
5.
Reason:
6.
Reason:
* TCO = “Total Cost of Ownership” for one year is the cost of an average cost for one year. Please speak with your campus Business Officer to obtain accurate
cost estimates. Please be sure to check with your department chair to clarify what you current budget allotment are. If equipment needs are linked to a position
please be sure to mention that linkage.




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5. Facilities Needs Not Covered by Current Building or Remodeling Projects* NONE


                                                                                                                                     Annual TCO*
                 List Facility Needs for Academic Year___________________
       (Remodels, Renovations or added new facilities) Place items on list in order (rank) or
                                          importance.                                                                               Total Cost of Request


1.
Reason:
2.
Reason:
3.
Reason:
4.
Reason:
5.
Reason:
6.
Reason:

*Please speak with your campus Business Officer to obtain accurate cost estimates and to learn if the facilities you need are already in the planning stages.




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6. Professional Development Needs Not Covered by Current Budget* NONE

                List Professional Development Needs for Academic                                                    Annual TCO*
     Year___________________. Reasons might include in response to AUO
 assessment findings or the need to update skills. Please be as specific and as brief
 as possible. Some items may not have a cost per se, but reflect the need to spend                  Cost per    Number
                                                                                                                Requested     Total Cost of Request
  current staff time differently. Place items on list in order (rank) or importance.                 item


1.
Reason:

2.
Reason:

3.
Reason:
4.
Reason:
5.
Reason:
6.
Reason:

*It is recommended that you speak with Human Resources or the Management Association to see if your request can be met with current budget.




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7. OTHER NEEDS not covered by current support services or budget


                                                                                                           Annual TCO*
          List Misc Other Needs for Academic Year___2009--2010____
 Please list/summarize the needs of your unit on your campus below. Please be as
 specific and as brief as possible. Not all needs will have a cost, but may require a      Cost per    Number       Total Cost of Request
reallocation of current staff time. Place items on list in order (rank) or importance.      item       Requested

1. Outcomes Assessment Specialist to collect and analyze data regarding
enrollment and student success.
Reason:
2.
Reason:

3.
Reason:
4.
Reason:
5.
Reason:
6.
Reason:




                                                                                                                                             44
Self – Assessment/IE Evaluation Form for Administrative Units
If may be helpful to complete the following self-assessment tool with the members of your unit as
a means of assess your report prior its annual submission

 Administrative Unit:       MVC DOI
 Reviewed by:               Patricia M. Bufalino
 Date Reviewed:             8/268

                                      Review Criteria

                               Section I: IE Assessment Plan
                                                                                     Yes No
 Were any of last year’s outcomes carried over from last year?                       NA
 Does the unit mission clearly link to the college Mission?                          X
 Do the Unit program outcomes clearly link to the college Strategic Plan goals?      X
 Do the Unit program outcomes clearly link to the college Strategic Plan             X
 objectives?
 Is each Unit program outcome:
        Clear and specific?                                                          X
        Appropriate to the Unit?                                                     X
        Measurable/quantifiable?                                                     X
 Are multiple methods used to assess SLOs or AUOs?                                   X
 Are direct assessment measures used?                                                X
 Identify them: Customer Satisfaction Surveys
 Are indirect assessment measures used?                                              X
 Identify them: Analysis of institutional data
 Are the assessment methods appropriate for each outcome to be evaluated?            X
 Do the methods for assessment provide information that can be used for              X
 improvement?
 Are success criteria identified for each outcome?                                   X
 Are the criteria appropriate for each outcome?                                      X
 Are the proposed evaluation methods incorporated into the activities of the unit?   X
                                      Section II: Results
 Did the assessment provide enough information to determine if outcomes had been             X
 achieved?
 Do the results provide information for decisions for improvement of each outcome?    X
 Are recommended improvements based on assessment results?                            X
 For outcomes that were carried over were last year’s recommended improvements        NA
 made?




                                                                                                    45
                                      Appendix B Satisfaction Survey

We in the MVC INSTRUCTIONAL Office appreciate your taking the time to provide feedback about your
recent experience with our office. Your opinion is important and will help us continue to provide the
highest quality service.

Please indicate your level of satisfaction with the services received from our office in each of the following
areas by assigning a number from 1 to 3 to each statement. If an area does not apply, please indicate so
by circling N/A.

    1) Staff were knowledgeable and able to answer my questions clearly.

                                 1         2          3          N/A
             Exceeded Expectations Met Expectations Needs Improvement Not Applicable

    2) Staff were efficient and responded to my request in a reasonable time.

                                 1         2          3          N/A
             Exceeded Expectations Met Expectations Needs Improvement Not Applicable

    3) Office staff worked together well as a team to accomplish my goals.

                                 1         2          3          N/A
             Exceeded Expectations Met Expectations Needs Improvement Not Applicable

    4) I was treated with courtesy and respect.

                                 1         2          3          N/A
             Exceeded Expectations Met Expectations Needs Improvement Not Applicable

5. Is there anything we could have done better?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_

6. In what areas did we excel?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
______________________________________________________________________


Additional comments?
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
______________________________________________________________________

Customer Name (Optional) _________________________________________________
                                         Thank you




                                                                                                      46
  ADMINISTRATIVE UNIT PROGRAM REVIEW WORKSHEET

                        Administrative Unit: ____Dean of Health Sciences

                           Prepared by: ___Wolde-Ab Isaac_________

                          Date: ________Aug. 29, 2008______________




I. The Unit Overview
The Unit Overview should reflect the consensus of the staff within the unit. It is meant to provide
a broad understanding of the unit, current trends related to the unit’s mission, and how the unit
serves to meet the overall mission or goals of Riverside Community College District and its
campuses.


   2. What is the mission of your unit?

       The Mission of the Dean of Health Sciences’ Office is to provide guidance and leadership in
       promoting the quality and integrity of all the health sciences programs in meeting the appropriate
       state and or national standards. Furthermore the expansion of the existing programs and the
       initiation of new programs to meet the ever increasing community needs of a culturally and
       linguistically competent health worker is an important part of the mission.


   3. Identify or outline how your unit serves the mission of the institution (district or
      college).

       The Mission of the Moreno Valley Campus States:

               Responsive to the educational needs of its region, Moreno Valley College offers
               academic programs and student support services which include baccalaureate
               transfer, professional, pre-professional, and pre-collegiate curricula for all who can
               benefit from them. Life-long learning opportunities are provided, especially, in
               health and public service preparation.

       The Dean of Health Sciences’ Office serves the mission of the MVC by maintaining the day-to-
       day administration and delivery of academic programs that serve our community by scheduling
       and staffing a wide selection of professional and pre-professional programs and by providing life-
       long learning opportunities in a variety of allied health programs. Furthermore, the Dean ensures
       that the strategic goals of the District as well as that of the college are implemented appropriately.




                                                                                                      47
   4. Provide an Organizational Chart of your unit (including all levels of service and
      classified staff positions). If necessary, provide very brief narrative descriptions by
      numbering the chart and including a numbered list with clarifications on a subsequent
      page.




   1. Describe the functions of your unit.

           -   Coordinate Planning and Program Development
           -   Budget administration
           -   Develop and maintain strong partnerships with educational institutions at
               the Unified School District level and at the four year University levels.
           -   Develop and maintain strong partnership with health institutions, public
               services, business sector and the community at large.
           -   Coordinate the support services of the unit
           -   Coordinate and monitor that the goals and objectives of the unit are met as
               planned.
           -   Initiate the process of new program development
           -   Cooperate with other Deans of the MVC in fulfilling the Mission of the MVC




14. In order to more appropriately assess the effectiveness of your unit what types of data
    will you collect during the next year?
           a. Number of hours and types of activities invested in outreach activities in the
               neighboring high schools and relate it to the degree of improvement in student
               enrollment in the allied health programs.
           b. Collection and collation of detailed reasons for withdrawals and drop outs from
               allied health programs.
           c. Number of allied health students who transferred to four year Universities for
               upward mobility and relate it to the quality of partnership that MVC has with the
               Universities.
           d. Proper documentation of inputs from partner institutions to the allied health
               programs i.e. number of voluntary lectures, contribution to curriculum
               development, sharing of specialized facilities, number and type of joint activities,
               number of joint grant applications etc
           e. Collection of the standard indicators such as course completion rates, course
               pass rates, program completion rates, pass rates at state and national
               professional board exams, employment rates and an attempt to correlate these
               data to the course and program pre-requisites.




                                                                                             48
                                               Riverside Community College District
                                                           Moreno Valley Campus
                                                  Health, Human & Public Service Programs

                                                                                                                     Secretary IV
                                                                     Dean of Health Science                         Carmen Payne
                                                                           Programs
                                                                        Wolde-Ab Isaac
                                                                                                                         IDS
                                                                                                                    Peggie Negrete

                                                                           HHPS Department
                                                                                                                          IDS
                                                                                 Chair,                             Vivian Gonzales
                                                                           Delores Middleton

Certified Nursing            Community        Dental Hygiene         Dental            Early        Emergency            Human          Medical             Physician
Assistant, Health           Interpretation      & Dental           Technology        Childhood       Medical             Services       Assisting           Assistant
Care Technician                                 Assisting                            Education       Services
 & Phlebotomy



Lead Instructor                                                  Lead Instructor,                                                                           Program
   (vacant)                George Gage       Program Director,       Doug           Kim Metcalfe     Program          James Banks     Lisa Hausladen        Director,
                                              Donna Lesser         Beckstrom                         Director,                                               Delores
                                                                                                   Chris Nollette                                           Middleton



                                                                                                   Secretary II,
                                               Secretary II,                                        Lorraine
                                               Pilar Alvizo                                          Grippin                                            Secretary IV,
                                                                                                                                                        Stefini Brooks




                                                                                                                                                         Secretary II,
                                                                                                                                                        Renae Lindsay



                    As of 7/7/08




                                                                                                                                                       49
15. Collaboration with Students and/or Other Units
          a. What are the unit’s strengths and weaknesses in the area of outreach and
              collaboration?

              -The strengths of the Unit are its dedicated and competent faculty and staff.
              -The commitments of the various clinical facilities to the training of our students
              -The quality and outcome of our curricula is good as measured by the
              performance of our students at both state and national board exams.
              - Faculty retention rate is good.
              - The existing facilities are reasonably well equipped.
              - The existence of a strong and influential advisory Council
              - Reasonably good relations with the neighboring high school health academies

          -  The weakness of the Unit is caused by the fact that it is severely understaffed and
             thus unable to fulfill its outreach and collaboration obligations to the level it
             wishes conduct
          - Inability to recruit both the desired numbers and quality of students in some of the
             Programs.
          - The lack of a dedicated counseling service in the health sciences
          b. How effectively does information flow from and to this unit to other units on
             campus? Identify any areas where communication could be improved.

          - Information flow fro and to the unit and to other units in the campus is facilitated
          by the office of the Vice President for Educational Services at its regular weekly
          cabinet meetings.
          - Information flow between the various health science programs is carried out during
          the monthly Departmental meetings, however because the health science programs
          are located in different geographic areas the depth of discourse in exchange of
          experiences and the sharing of best practices is rather limited by this distance.
          c. What changes in the area of outreach and collaboration are needed to make this
              unit more effective in its mission?

          -  The recruitment of a specifically trained dedicated counselor for the allied health
             sciences programs is highly desirable to assist new students with their choice of
             courses and Programs as well as to train high school counselors how to assist
             their high school students with the appropriate combination of courses to prepare
             them for a smooth transition in the MVC allied health programs.
          d. In the final analysis how does your unit support student learning and the overall
             satisfaction of students and employees with the college/district? Are you
             providing the needed and desired services?

          -   The intensity and the quality of services provided will obviously be impacted by
              the problem of understaffing, nonetheless the unit encourages and facilitates for
              each of the programs to provide its students with tutorial and advisory support
              system. However it must be noted that the major support for our students comes
              from the student services unit.



                                                                                            50
- During the 2008/09 academic year a health sciences student resource center is being organized
               that will enable students to access supplemental instructional tools.




                                                                                        51
                         Summary of Student Outcomes in Health Sciences

    A. Enrolled space change

                   Program                   2007                   2008               % Change
                     CMI                     124                    148                  19%
                     DEA                      68                     54*
                     DEH                     302                    325                    7.6%
                     DEN                      46                     63                    37%
                     EAR                     321                    383                    19%
                    EMS                      370                    397                    7.3%
                     HET                      89                    197                   121%
                    HMS                      141                    240                    70%
                    MDA                      289                    357                   23.5%
                     PHT                     157                    156                      --
*Registration in the Dental Assisting Program has been interrupted due to conflict of scheduling and its is being
resolved, and a fuller enrolled space will be available by Wednesday September 3, 2008

Comment: A comprehensive enrollment management plan for the health sciences
program has been developed and is being pursued in earnest. The data presented
shows that the increase in enrolled space ranging between 7.3%-121% far exceeds
both the Districts strategic goal of increasing student population by 20% by 2010 and
the strategic goal of the MVC which has set at an increase of 1% per year over the next
five years.
    B. Success Rate

               Program                 2006                  2007                   % Change
               CMI                     78.2%                 80.6%                  +2.4
               DEA                     95.2%                 97.0%                  +1.8
               DEH                     89.8%                 99.3%                  +9.5
               DEN                     92.2%                 83.7%                  -8.5
               EAR                     74.5%                 72.6%                  -1.9
               EMS                     69.6%                 68.7%                  -0.9
               HET                     86.3%                 83.1%                  -3.2
               HMS                     86.0%                 87.2%                  +1.2
               MDA                     69.8%                 61.6%                  -8.2
               PHT                     86.3%                 87.9                   +1.6

Comment: The strategic objective of maintaining success rate at 70% was achieved by
most of the programs with the exception of EMS/EMT and Medical Assisting Programs.
Possibilities of improving student support services in these two programs will be
explored to address the decline.
    C. Retention and Progression Rate



               Program                 2006                  2007                   % Change


                                                                                                               52
            CMI                  92.0%              92.7%            +0.7
            DEA                  100%               100%             --
            DEH                  93.2%              100%             +6.8
            DEN                  96.1%              95.3%            -0.8
            EAR                  92.8%              93.8%            +1.0
            EMS                  86.1%              95.1%            +9.0
            HET                  92.2%              98.9%            +6.7
            HMS                  87.9%              97.9%            +10.0
            MDA                  87.4%              84.1%            -3.3
            PHT                  96.9%              100%             +3.1

Comment: A closer attention will be paid to the decline observed in the Medical
Assisting Program otherwise the retention rate of all the other programs exceeds the
Districts as well as the MV Campuses strategic goal of maintaining the retention rate at
87.5%.

   D. SLO at the Program Level

Comment: The SLO at the program level is very clearly developed as an accreditation
requirement in the Physician Assistant, Dental Hygiene, Dental Assisting, EMT,
Paramedic and Healthcare Technician programs and is periodically assessed by the
accrediting agencies. Efforts are underway by the Medical Assisting and Medical
Transcription programs to submit its self-study for accreditation during the 2008-2009
academic year. Although as of now we have no plans to have the Dental Technology,
the Human Services and Early Childhood Studies accredited by any professional
accrediting agency, nonetheless each of these programs are encouraged to work in
developing very clear and concrete student outcomes at the program level.

   E.   Degree, Certificate Awards and Transfer Rates

Comment: No data from the Department of Institutional Research on this outcome is
available at the program level. We have requested that such data be collected to
enable us to track down our performance in this important outcome.



   F. Summary of Efficiencies, Faculty Load and FETF of Health Sciences Program


        Program      2006 Total      Efficiency 2007 Total Efficiency Efficiency
                       FTEF                       FTEF                % of
                                                                      Change
        CMI          1.57            306.7      1.37       617.8      +101%
        DEA          1.04            120.6      1.31       195.6      +62%
        DEH          5.82            164.7      4.93       194.6      +18%
        DEN          1.67            134.3      1.67       140.8      +4.9%


                                                                                   53
        EAR        2.20          624.7       1.80        626.0       --
        EMS        8.10          287.3       11.11       218.9       -23.8%
        HET        2.04          263.3       3.79        218.7       -16.9%
        HMS        1.60          356.3       1.40        361.7       +1.5%
        MDA        2.48          428.6       2.82        395.5       -7.7%
        PHT        5.52          341.2       5.84        316.6       -7.2%

Comment: In general in many of the accredited Health Science Programs both the level
of enrollment as well as the faculty and student ratio especially in the labs and clinics
are restricted by the accreditation agencies and therefore they are not expected to
achieve the desired level of efficiency of 525 based on faculty load and weekly student
contact hours. Nonetheless, serious efforts are being made to carefully monitor the
total allowable FTEs for each course and program as well as the number of sections
within each course to curb any wastage and to enhance efficiency. Community
Interpretation and Early Childhood Programs are the only two with efficiencies above
525. It is however, encouraging that some improvements are being registered in many
of the other program. The sharp decline in efficiency in the EM program deserved a
careful and systematic review. The inefficiency was caused mainly by the recruitment
of large number of part-time faculty well above the allowable number. The system for
determining the maximum FTEs for the program has been reviewed and the caps for
the didacted sections of the EMT and Paramedic courses have been raised to 40.
These two measures are expected to result in significant improvement in efficiency in
2008.




                                                                                   54
7. List needs and objectives from Annual Instructional Program Review which impact your unit:
        If not clear in your table, detail if and how you met the goals and objectives you set in the prior year?
        The list of needs will be filled in for you by Institutional Effectiveness

          Needs and Objectives from Annual Instructional Program Reviews which impact Administrative Unit:
   Need/Objective                Linked to              Requested By      Office/Person         New Budget Needed   Anticipated      Result
                             Goal/SLO/Mission                             Responsible for         for Completion    Completion       /Date
                                                                           Completion           No   Yes/Est. $      /Measure     (Fill in when
                                                                                                                    of Success*    complete)
Withdrawal & dropout rates   Success Rate for allied   Dean’s Office   Program Directors in     X                   11/8/2008
for all courses.             health science Courses                    collaboration with                           Research
                                                                       Institutional Research                       Report
Employment                   Success                   Dean’s          Program                  X                   12/31/
rates of                     rate of                   Office          Directors                                    2008
graduates                    Programs

Collection of                Establishm Dean’s                         Institutional X                              04/30/
names and                    ent of a    office                        research                                     2009
addresses of                 health
all MVC                      science
health science               alumni
students                     association

Student                      Produce                   Dean’s          Institutional X                              04/30/
demographic                  culturally                office          research                                     2009
data                         and

                                                                                                                                      55
segregated by linguisticall
program       y
              competent
              health
              worker




*Please see Appendix: Administrative Unit Outcomes




                                                     56
8. List your unit’s major goals and related objectives for the upcoming year:
      If not clear in your table, detail if and how you met the goals and objectives you set in the prior year?

                                           Major and Objectives 2008-2009 for Administrative Unit:
            Goal                    Objective            Link to Mission,            Office/Person     New Budget Needed   Anticipated          Result
                                                             District or             Responsible for     for Completion    Completion           /Date
                                                        Campus Strategic              Completion       No   Yes/Est. $      /Measure         (Fill in when
                                                            Initiatives,                                                   of Success*        complete)
                                                          or SLO/AUO
Example: Increase             Establish District wide   All Strategic Initiatives   Institutional      X                   3/08
Institutional Effectiveness   Institutional                                         Effectiveness                          Institutional
                              Effectiveness Measures                                                                       Effectiveness
                                                                                                                           Measures and
                                                                                                                           Updates
                                                                                                                           shared with the
                                                                                                                           Board
                                                                                                                           Annually
Increase                      Increase                  Improve    Dean’s                                   Grants    articul
outreach                      health                    enrollment Office                                   available ation
programs                      carrier                   manageme                                                      of
with high and                 opportuniti               nt                                                            curricu
middle                        es in health                                                                            la
schools                                                                                                               increas
                                                                                                                      e in
                                                                                                                      enroll
                                                                                                                      ment
Initiation of                 Increase                  Meet                        HHPS                    Yes/Est. Progra
Speech                        the                       communit                    Dept.                   $300,000 m

                                                                                                                                                 57
Pathology        program         y needs                              offerin
Program          offering                                             g
                                                                      01/09
Initiation of    Increase        Meet           HHPS       Yes/       09/09
Pharmacy         Program         communit       Dept.      Est.
Tech             offering        y needs                   $400,000
program

Initiate a       Increase        Meet           HHPS       Yes        2008-
health scholar   transfer rate   student                   Grant      09
program          of              and                       from
jointly with     minorities      communit                  NIH is
UCR and          into            y needs                   being
LLu              medical                                   sought
                 fields

Secure           Maintain        Suitable       District   Yes        2009-
suitable         program         replaceme      and MVC    No
facilities and   offerings       nt for the     managem    Estimat
equipments       and satisfy     expiration     ent        e
for the Dental   accreditatio    of the lease
sciences         n


                                                                                58
programs             requiremen
                     ts


*Please see Appendix: Administrative Unit Outcomes




                                                     59
II. Unit Needs Assessment

5) Does the staffing structure meet the unit’s needs?


If your answer is “no,” please consider the following in framing your answer:

   a) The workload of your unit over the past two years (you may wish to provide further historical
      reference points, but keep them very brief). You may wish to consider the following questions in
      formulating your response:
          o Which aspects of the work are key to the institution’s mission?
          o Teaching is the key to the institution’s mission, however in the health sciences only 15%
              of the faculty is full time and building a sustainable and high quality program on the
              shoulders of part time faculty will remain to be a major challenge.
          o Has the staff increased, decreased or remained the same to meet those changes?
          o The staff has remained more or less constant while the volume and nature of work has
              expanded
          o Has technology made it possible to do more work with the same staff? Or, has
              technology increased your work load (adding web features which need updating for
              example)?
          o Indeed technology has made it possible to both improve the volume and quality of work
              that can be accomplished with the same number of people.
          o Does the workload have significant peaks and valleys during the fiscal year? If so,
              describe.
          o Most of the health science programs run over 12 months period therefore the work load
              is fairly uniformly distributed over the year.
          o Do you anticipate the workload will increase, decrease or remain constant in the
              upcoming one to three years? Is this a temporary situation?
          o The work load will definitely increase since we will increase our outreach activities,
              increase student intake, improve student support services, increase course offerings and
              increase grant writing and grant implementation activities
          o If your workload is increasing and resources will not allow for increased staffing, how do
              you anticipate being able to ameliorate the negative consequences of too much work and
              maintain a positive atmosphere in your unit?
          o This is a very difficult challenge to address, however many of the grants that are being
              written have some provision for the recruitment of support staff which will in part
              ameliorate the negative impact of the increased work load.

   b) What steps can be taken to improve your unit’s organizational efficiency within its current
      budget?
      The recruitment of a counselor dedicated to the health sciences programs will assist in improving
      and increasing our outreach activities and in the effective operation of the health sciences
      resource center. Furthermore the recruitment of an office assistant to help the two IDSs to serve
      the 15 health science programs efficiently is very vital.

   c) What strategies have been used to improve delivery of support services within the unit (e.g.,
      technology, online options, etc.)?




                                                                                                  60
The positions of the three assistant chairs with 0.2 release time have been reorganized for each of
the assistant chairs to focus on vital services i.e outreach and enrolment management;
coordination of grant writing activities; and coordination of resource planning and resource
allocation activities.




                                                                                            61
 6) Five-Year Program Staffing Profile
     Using the table below, show the staffing levels in each category for the previous five years, and the
     percentage change over that period of time. Use only numbers, not job titles.


                       Staffing Levels for Each of the Previous Five                 Anticipated needs
                                           Years
     Position                                              % Change               2008 -2009      2009-2010
                      2003 2004 2005 2006 2007                from
                                                           Year 1 to
                                                             Year 5
Administration                               1       1          0                       1               1
Classified Staff                             1       3         200                      1               1
FT
Classified Staff                                  -
PT
Confidential Staff
FT
Hourly Staff                                               1                            1
Student Workers
Faculty
Reassigned FTE
Full time
Faculty
Reassigned FTE
Part time

 Fill out the Management and/or Staff request form that follow if new employees are needed.




                                                                                                      62
3. Staff Needs
                                                                                   This section to be filled out by
                        This section to be filled out by the unit
                                                                                           Subcommittee
                                                                                                 Degree of
                                                                                  Recommend
                                                                                                 Justification (as
                                                                                      for
                  Please list/summarize the needs of your unit below                             substantiated by
                                                                                   Approval
                                                                                                 the program
                                                                                    Status
                                                                                                 review)




                                                                                             Approved




                                                                                                               Moderate
                                                                                  Approved




                                                                                               High
                                                                                                        High
                                                                                               Very




                                                                                                                          Low
                                                                                               Not
        List Positions Needed for Academic Year_2008-09__________________


     1. Lecturer/program Coordinator for the Speech Pathology Assistant Program   x


                                                                                             x
     2. Lecturer/program coordinator for the Pharmacy technician program

                                                                                             x
     3. Office Assistant for the IDSs


4.


5.




                                                                                                                   63
4. Equipment (Note: Any needs listed here should also appear in the Needs/Objectives List)

                                                                                              This section to be filled out by
                  This section to be filled out by the Administrative Unit
                                                                                                      Subcommittee
                                                                                             Recommend          Degree of
                                                                                                 for         Justification (as
          Please list/summarize the needs of your unit below                                  Approval       substantiated by
                                                                                               Status          the program
                                                                                                                  review)




                                                                                                                   Very High
                                                                                                        Approved




                                                                                                                                      Moderate
                                                                                             Approved




                                                                                                                               High
List Equipment or Equipment Repair Needed for Academic Year_2009-              Approximate




                                                                                                                                                 Low
                                                                                                          Not
                      10__________________                                        Cost


                    1. Complete equipment for the Dental Hygiene                                        x
                                                                             $70,000
                       Program
                    2. Setting up of a multi-purpose advanced clinical                                  x
                                                                             $30,000
                       lab

3.

4.

5.

6.




                                                                                                                                          64
5. Facilities Needs                 (Note: Any needs listed here should also appear in the Needs/Objectives List)

                                                                                                    This section to be filled out by
                    This section to be filled out by the Administrative Unit
                                                                                                            Subcommittee
                                                                                                   Recommend
                                                                                                                       Degree of
                                                                                                       for          Justification (as
             Please list/summarize the needs of your unit below                                     Approval      substantiated by the
                                                                                                     Status         program review)




                                                                                                                          Very High
                                                                                                               Approved




                                                                                                                                             Moderate
                                                                                                    Approved
                                                                                Approximate




                                                                                                                                      High
     List Facility Needs for Academic Year_2009-10__________________




                                                                                                                                                        Low
                                                                                                                 Not
                                                                                   Cost
                (Remodels, Renovations, or added new facilities)

                                 1. A suitable fully equipped facility to
                                    accommodate all the dental Sciences
                                    Programs will be needed after the
                                    present contract expires in July 2009

2.


3.


4.


5.




                                                                                                                                                65
6.

OTHER NEEDS:
   6. Institutional Research Needs
These needs have already presented earlier.




     7. Technical Training and Support Needs

The various professional bodies do organize program specific technical training that most of our members attend




     8. Marketing and Outreach Needs

We have excellent support from the District’s public relations office




                                                                                                                  66
Appendix A: Administrative Unit Outcomes


   The Institutional Effectiveness Model
      District or College Mission Statement


  Strategic Initiatives for the District or College


             Unit Mission Statement


              Administrative Unit Outcomes




                                                      Assessment Cycle
             Method(s) of Assessment


                Criteria for Success


                Assessment Results



             Use of the Assessment Results




                                                                         67
What Is an Administrative Unit Outcome?

      Administrative Unit Outcomes are the result of specific programmatic,
      operational and administrative activities. They may provide measures of program
      quality or the degree to which administrative goals are achieved. They are not
      directly related to student learning, but they support activities which ultimately
      lead to student learning.

Examples of Administrative Unit Outcomes:

      15. Provide computer lab resources and instructional support services which meet the
          needs of administrators, faculty and students.
      16. Design success measures for the academic progress to be used as part of institutional
          effectiveness measures, complete research to analyze these measures and issue a
          report to the District.
      17. Enrollment of students will be completed accurately and in a timely manner.
      18. Students will report satisfaction with nine out of ten measures of satisfaction for
          reporting their satisfaction with advising services.
      19. Provide flu shots for 3,000 students.
      20. Create and online tutorial for online students that results in 20% fewer phone calls to
          the help desk per 1000 students.

Examples of Administrative Unit Outcomes Assessment Methods

      6.    Tracking the Use of a Service (e.g. hits on a website, use of computer technology)
      7.    Satisfaction surveys
      8.    Graduation rates
      9.    Retention rates
      10.   Establishing timelines and budgets
      21.   Recruiting results
      22.   Tracking program participation
      23.   Tracking complaints and how they are resolved
      24.   Community College Survey of Student Engagement (CCSSE)



                                                                                                    68
      25. Survey of Organizational Excellence
      26. Benchmarks set by national, state, or peer organizations
      27. External measures of performance or quality, e.g. the Association of Research
          Library Index which ranks university libraries.
      28. Production of Reports which are acceptable to federal, state, accrediting agencies or
          the Board of Trustees
          b. A program outcome could be the completion of a project or activity. This type of
              outcome does not provide information for improvement, however. As a result it
              is usually more meaningful to assess what the project or activity is intended to
              accomplish.
                   i. For example if the goal of the College Police is to install call boxes they
                       might measure the success of this project by:
                          1. Surveys to measure students belief that they are safer.
                          2. An actual reduction in crime in the locations where the call
                              boxes were placed.
                          3. A report on that the project was completed on time and within
                              budget.
                          4. From an Institutional Effectiveness standpoint the desired
                              outcome is not to buy and install equipment or to hire new
                              personnel but it is what is to be accomplished with them.

What might success look like?

      6. Feedback from the annual survey will indicate that 60% of the users using the newly
          implemented technology services will be very satisfied or extremely satisfied with
          the services.
      7. Success measures for the academic progress used as part of institutional effectiveness
          measures are reported to be found useful by academic units according to program
          review documents.
      8. The criteria for success will be the completion of at least 92% of degree plans within
          10 working day with errors in fewer than 1% of all degree plans.
      9. Sixty percent of the students who participated in library training will report that they
          are satisfied or very satisfied with their ability to use library resources.
      10. Eighty percent of students using the advising center will report that they are satisfied
          or very satisfied with the advising they received.




                                                                                                     69
It is best to set realistic outcomes, so that successful incremental improvement can be shown or
currently high success can be maintained. That a target is not reached does not mean that a
program is weak or ineffective, particularly if increasing demand for the service has placed
additional strains on the units resources. Instead the information should be used to make changes
in the program or service, or to request additional resources as needed to improve the outcome
and move it toward the target.

Good assessment practice is to have more than one success criterion to aid in identification of
areas where improvement in the quality of a program can be made. For example if the
Admissions Department has as a goal that “enrollment for students majoring cosmetology will be
completed accurately and in a timely manner,” one success criterion might be the completion of
at least 92% of enrollments within 3 working day. A secondary criterion might be that at least
80% of the responses to the questions concerning student satisfaction will be either (a) Definitely
yes or (b) Yes to the question of satisfaction with the specific processes asked about.




                                                                                                      70
Self – Assessment/IE Evaluation Form for Administrative Units
If may be helpful to complete the following self-assessment tool with the members of your unit as
a means of assess your report prior its annual submission

 Administrative Unit:        Health Sciences Programs
 Reviewed by:                Wolde-Ab Isaac, Dean
 Date Reviewed:              20/08/2008
                                       Review Criteria

                                Section I: IE Assessment Plan
                                                                                         Yes No
 Were any of last year’s outcomes carried over from last year?                           x
 Does the unit mission clearly link to the college Mission?                              x
 Do the Unit program outcomes clearly link to the college Strategic Plan goals?          x
 Do the Unit program outcomes clearly link to the college Strategic Plan                 x
 objectives?
 Is each Unit program outcome:
        Clear and specific?                                                              x
        Appropriate to the Unit?                                                         x
        Measurable/quantifiable?                                                         x
 Are multiple methods used to assess SLOs or AUOs?                                       x
 Are direct assessment measures used?                                                    x
 Identify them: increase in enrolment, success rate, in retention rates, in graduation
 rates and in increases in course efficiency


                                                                                                    71
 Are indirect assessment measures used?                                                 x
 Identify them: increased level of interest of four year universities to partner with
 us, increased level of support from the health institutions, increase level of
 financial support from the community, increase capacity of faculty to attract grants
 Are the assessment methods appropriate for each outcome to be evaluated?               x
 Do the methods for assessment provide information that can be used for                 x
 improvement?
 Are success criteria identified for each outcome?                                          x
 Are the criteria appropriate for each outcome?                                             x
 Are the proposed evaluation methods incorporated into the activities of the unit?      x
                                      Section II: Results
 Did the assessment provide enough information to determine if outcomes had been        x
 achieved?
 Do the results provide information for decisions for improvement of each outcome?      x
 Are recommended improvements based on assessment results?                              x
 For outcomes that were carried over were last year’s recommended improvements              x
 made?




                                                                  Appendix B

                                                              Satisfaction Survey

We in the __________________ Office appreciate your taking the time to provide feedback about your recent experience
with our office. Your opinion is important and will help us continue to provide the highest quality service.

Please indicate your level of satisfaction with the services received from our office in each of the following areas by
assigning a number from 1 to 3 to each statement. If an area does not apply, please indicate so by circling N/A.

   1) Staff were knowledgeable and able to answer my questions clearly.


                                                                                                                 72
                                          1               2                3                N/A
                                Exceeded Expectations Met Expectations Needs Improvement Not Applicable


  2) Staff were efficient and responded to my request in a reasonable time.

                                          1               2                3                N/A
                                Exceeded Expectations Met Expectations Needs Improvement Not Applicable


  3) Office staff worked together well as a team to accomplish my goals.

                                          1               2                3                N/A
                                Exceeded Expectations Met Expectations Needs Improvement Not Applicable


  4) I was treated with courtesy and respect.

                                          1               2                3                N/A
                                Exceeded Expectations Met Expectations Needs Improvement Not Applicable


5. Is there anything we could have done better?
__________________________________________________________________________________________________
__________________________________________________________________________________________________
____________________________________________________________

6. In what areas did we excel?
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
_______________________________
Additional comments?
__________________________________________________________________________________________________
__________________________________________________________________________________________________



                                                                                                          73
__________________________________________________________________________________________________
_______________________________


Customer Name (Optional) _________________________________________________
                                                Thank you




                                                                                              74
                                                            Appendix C:

                             The Legal and Professional Basis for Program Review
TITLE 5, Section 51022(a)
The governing board of each community college district shall, no later than July 1, 1984, develop, file with the Chancellor, and carry
out its policies for the establishment, modification, or discontinuance of courses or programs. Such policies shall incorporate statutory
responsibilities regarding vocational or occupational training program review as specified in section 78016 of the Education Code.

ACCJC STANDARDS
    Standard 1B. Improving Institutional Effectiveness
The institution demonstrates a conscious effort to produce and support student learning, measures that learning, assesses how well
learning is occurring, and makes changes to improve student learning. The institution also organizes its key processes and allocates its
resources to effectively support student learning. The institution demonstrates its effectiveness by providing 1) evidence of the
achievement of student learning outcomes and 2) evidence of institution and program performance. The institution uses ongoing and
systematic evaluation and planning to refine its key processes and improve student learning.

       8. The institution maintains an ongoing, collegial, self-reflective dialogue about the continuous improvement of student
          learning and institutional processes.
       9. The institution sets goals to improve its effectiveness consistent with its stated purposes. The institution articulates its goals
          and states the objectives derived from them in measurable terms so that the degree to which they are achieved can be
          determined and widely discussed. The institutional members understand these goals and work collaboratively toward their
          achievement.



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       10. The institution assesses progress toward achieving its stated goals and makes decisions regarding the improvement of
           institutional effectiveness in an ongoing and systematic cycle of evaluation, integrated planning, resource allocation,
           implementation, and re-evaluation. Evaluation is based on analyses of both quantitative and qualitative data.
       11. The institution provides evidence that the planning process is broad-based, offers opportunities for input by appropriate
           constituencies, allocates necessary resources, and leads to improvement of institutional effectiveness.
       12. The institution uses documented assessment results to communicate matters of quality assurance to appropriate
           constituencies.
       13. The institution assures the effectiveness of its ongoing planning and resource allocation processes by systematically
           reviewing and modifying, as appropriate, all parts of the cycle, including institutional and other research efforts.
       14. The institution assesses its evaluation mechanisms through a systematic review of their effectiveness in improving
           instructional programs, student support services, and library and other learning support services.

EDUCATION CODE, Section 78016
(a) Every vocational or occupational training program offered by a community college district shall be reviewed every two years by
the governing board of the district to ensure that each program, as demonstrated by the California Occupational Information System,
including the State-Local Cooperative Labor Market Information Program established in Section 10533 of the Unemployment
Insurance code, or if this program is not available in the labor market area, other available sources of labor market information, does
all of the following: (1) Meets a documented labor market demand. (2) Does not represent unnecessary duplication of other
manpower training programs in the area. (3) Is of demonstrated effectiveness as measured by the employment and completion success
of its students.

(b) Any program that does not meet the requirements of subdivision (a) and the standards promulgated by the governing board shall be
terminated within one year.

(c) The review process required by this section shall include the review and comments by the local Private Industry Council
established pursuant to Division 8 (commencing with Section 15000) of the Unemployment Insurance Code, which review and
comments shall occur prior to any decision by the appropriate governing body.




                                                                                                                                 76
                     ADMINISTRATIVE UNIT PROGRAM REVIEW WORKSHEET

                                        Administrative Unit: Public Safety Education & Training

                                   Prepared by: Cordell Briggs

                                      Date: 25 August 2008




I. The Unit Overview
The Unit Overview should reflect the consensus of the staff within the unit. It is meant to provide a broad understanding of the unit,
current trends related to the unit’s mission, and how the unit serves to meet the overall mission or goals of the Riverside Community
College District and its campuses.


16. What is the mission of your unit?
    The mission of the Office of the Dean of Public Safety Education and Training is to provide an educational pathway for sworn and
    correctional officers, fire personnel, and all students to complete an educational program, certificate, or associate’s degree for
    career advancement in public safety education.




17. Identify or outline how your unit serves the mission of the institution (district or college). Please limit to a single paragraph.

       Responsive to the educational needs of its region, the PSET program seeks to meet the workforce needs of public safety
       personnel in the Riverside area. The program offers academic programs and student support services which include


                                                                                                                                  77
       certificate, associate degree, and baccalaureate transfer programs for all who can benefit from them. Advanced officer
       and continuing education courses in Law Enforcement, corrections, and Fire Technology provide life-long learning
       opportunities for individuals working in public safety education and training.

18. Provide an Organizational Chart of your unit (including all levels of service and classified staff positions). If necessary,
    provide very brief narrative descriptions by numbering the chart and including a numbered list with clarifications on a subsequent
    page.




                                                                                                                               78
79
19. Describe the functions of your unit.
   Please use a bulleted list with headings as necessary to make it clear and easy to read.
      Collaborates with the directors of the Law Enforcement and Fire Technology programs to plan and develop programs.
      Collaborates with Riverside County Sheriff’s Department, Fire Service agencies, CHP, and other law enforcement
       agencies to develop and maintain effective learning outcomes specific to the advisement of the appropriate Advisory
       Committee.
      Provides leadership to the college community on the academic and career and technical education needs of the Law
       Enforcement and Fire Technology programs.
      Prepares the administrative budget.
      Ensures that student services are provided to students enrolled in all public safety education and training programs.

5. In your 2007 report unit proposed an assessment plan. Please provide a report on your findings as an appendix to this
   document. Please try to organize your report so that it answers the following: 1) What did you do? 2) What were the
   results? 3) What do you plan to change as a result of your assessment? Include any survey results, etc.

   You may wish to refer to the “Self-Assessment/IE Evaluation Form for Administrative Units” at the end of these
   instructions in preparing your analysis.

   Your report in the appendix will be submitted to the District Assessment Committee for review.

6. In order to more appropriately assess the effectiveness of your unit what types of data will you collect during the next
   year?
          a. Make a list. See Appendix A for examples of assessment methods. Mention only data that you sincerely believe will
              help you improve the effectiveness of your unit.
               Graduation rates
               B1B (Basic Peace Officer Academy) course revision with POST guidelines as a benchmark
               Tracking program participation in Law Enforcement and Fire Technology (Fire Officer and Chief Officer course
                  sequences)
               Placement and employment

           In 2009 you will be asked to report on your data collection efforts and the ways in which these assessments have informed
           improvements in your unit.



                                                                                                                               80
           b. If you are planning to use a customer service survey you may wish to model yours after the example in Appendix B.
              Please attach your proposed survey as an appendix to your report.

      Use the statistical information from the Office of Institutional Research
       and Institutional Reporting to gather and report on the effectiveness of the institutional programs administered at
       BCTC in 2007-2008.

             Unduplicated Head count of ADJ/Law, 4207; FIT, 1826.
             Annual FTES for ADJ/Law, 752; FIT, 281.
             State-wide efficiency for ADJ/Law, 567; FIT, 435.
             Certificate/Degree completers

20. Collaboration with Students and/or Other Units
          a. What are the unit’s strengths and weaknesses in the area of outreach and collaboration?
           Outreach for Fire Technology includes outreach to local high schools. This year the program began the process of
          developing articulation agreements with ROP and high school Fire Technology Programs. Fire Technology is
          collaborating with CTE program and RCCD’s articulation officer, Elizabeth Gomez, with an estimated completion date by
          February 2009.

           Additional collaboration with CTE includes the development of an SB70 grant-funded model program to strengthen the
           career pathways from middle school to community college. In this collaboration, the proposal is to develop a model
           program for attracting and retaining young students and assisting them with establishing a career pathway.

           b. How effectively does information flow from and to this unit to other units on campus? Identify any areas where
               communication could be improved.
           Information flow typically occurs through participation at various committees and meetings, in additional to
           comprehensive email delivery methods. Where improvement is needed is in the position of IDS and Student Services where
           information originates from a campus or district level and is distributed to employees titled within these job functions, yet
           managers assigned to daily supervision are not always included in the loop of information, especially in the area of policy
           or procedural changes.




                                                                                                                                 81
          c. What changes in the area of outreach and collaboration are needed to make this unit more effective in its mission?

          Focused outreach is needed as a superior method of recruiting, especially for under-represented students. The need exists
          to participate not only in large-scale events, which draw a lot of interest, but also to increase enrollments from those
          events.
          d. In the final analysis how does your unit support student learning and the overall satisfaction of students and employees
              with the college/district? Are you providing the needed and desired services?
          Counseling services are needed.

Strengths of the Unit
  Sustained collaboration with partners from the Riverside Sheriff’s Department, CAL
  FIRE, regional fire departments, CHP, and other public agencies, Riverside County Office of Supervisors

--Informative and supportive staff

--Experienced directors in their respective career and technical areas

--Collaborative relationship with all agencies at BCTC

--Collaborative relationship with faculty and staff on the MVC and in the district


Weaknesses of the Unit

--Need to continue examining the educational relationship between the college and the varied professional agencies with whom
we work in partnership

--Need to integrate PSET into the everyday working relationship of the MVC.

--Need of additional staff to accommodate the growth in all programs

--Inadequate physical resources to grow PSET programs to meet industry’s needs




                                                                                                                               82
7. List needs and objectives from the Annual Instructional Program Review which impact your unit:
        If not clear in your table, detail if and how you met the goals and objectives you set in the prior year?
        The list of needs will be filled in for you by Institutional Effectiveness

          Needs and Objectives from Annual Instructional Program Reviews which impact Administrative Unit:
   Need/Objective              Linked to           Requested By        Office/Person         New Budget Needed      Anticipated       Result
                           Goal/SLO/Mission                            Responsible for         for Completion       Completion        /Date
                                                                        Completion           No      Yes/Est. $      /Measure      (Fill in when
                                                                                                                    of Success*     complete)
Example: Research Causes   Success Rate for        Psychology       Institutional Research       X                  11/1/2008
of Student Withdrawal      Psychology Courses      Discipline, MV                                                   Research
                                                                                                                    Report
Increase the number         Increase the                            Dean and directors
of students to enroll      number by 1% each
in certificate and         academic year
degree programs
Increase the number of     Access to certificate   Law              Dean                                            06/1/2008
course offerings in the    and degree programs     Enforcement                                                      Office of
Fast Track                 to all students         and Fire Tech                                                    Institution-
                                                                                                                    al Research
Improve pathway for        Curriculum                               Deans and directors      X                      06/1/2009      09/03/09
students from EMS          revision                                 of PSET and EMS                                 Office of
to Fire Technology                                                                                                  Institution-
program                                                                                                             al Research




                                                                                                                                       83
*Please see Appendix: Administrative Unit Outcomes




                                                     84
8. List your unit’s major goals and related objectives for the upcoming year:
      If not clear in your table, detail if and how you met the goals and objectives you set in the prior year?

                                           Major and Objectives 2008-2009 for Administrative Unit:
            Goal                    Objective            Link to Mission,            Office/Person      New Budget Needed   Anticipated          Result
                                                             District or             Responsible for      for Completion    Completion           /Date
                                                        Campus Strategic              Completion        No   Yes/Est. $      /Measure         (Fill in when
                                                            Initiatives,                                                    of Success*        complete)
                                                          or SLO/AUO
Example: Increase             Establish District wide   All Strategic Initiatives   Institutional       X                   3/08
Institutional Effectiveness   Institutional                                         Effectiveness                           Institutional
                              Effectiveness Measures                                                                        Effectiveness
                                                                                                                            Measures and
                                                                                                                            Updates
                                                                                                                            shared with the
                                                                                                                            Board
                                                                                                                            Annually
Increase the number of        Increase number of        Meet Sheriff’s and          Dean and                 Yes/           06/09
students to enroll in         academies by at           CAL Fire’s                  directors                               Targeted
certificate and degree        least 50%                 workforce                                                           measures
programs                                                professional needs                                                  by
                                                                                                                            recruitment
                                                                                                                            goals of
                                                                                                                            Sheriff’s
                                                                                                                            Dept.
Increase the number of        Increase number of                                    Dean
students in Fast Track        courses by 5%
Develop a basic skills        Establish                                             Dean and                 Yes/           06/09             09/09
programmatic focus            programmatic                                          directors and BSI
                              initiative                                            Committee
Develop articulation
agreements with
                              Establish career
                              pathways for new
                                                        CTE pathways                Dean and
                                                                                    directors
                                                                                                        x                   6/09

high schools and              students
outreach to middle
school students


                                                                                                                                                  85
*Please see Appendix: Administrative Unit Outcomes




                                                     86
II. Unit Needs Assessment

7) Does the staffing structure meet the unit’s needs?


If your answer is “no,” please consider the following in framing your answer:

    a) The workload of your unit over the past two years (you may wish to provide further historical
       reference points, but keep them very brief). You may wish to consider the following questions in
       formulating your response:
           o Which aspects of the work are key to the institution’s mission?
           o Has the staff increased, decreased or remained the same to meet those changes?
           o Has technology made it possible to do more work with the same staff? Or, has
               technology increased your work load (adding web features which need updating for
               example)?
           o Does the workload have significant peaks and valleys during the fiscal year? If so,
               describe.
           o Do you anticipate the workload will increase, decrease or remain constant in the
               upcoming one to three years? Is this a temporary situation?
           o If your workload is increasing and resources will not allow for increased staffing, how do
               you anticipate being able to ameliorate the negative consequences of too much work and
               maintain a positive atmosphere in your unit?

        The workload of PSET has increased dramatically for one reason: a dramatic increase in
        programmatic growth. First, the PSET program has increased the number of Basic and
        Corrections academies in the past year by 66%; increased the number of Advanced Officer
        training course; added a new law enforcement program, CHP; and planned for new
        certificate programs in Fire and Chief Officer courses. The increase in the Law Enforcement
        Program has come without additional support staff, although an hourly staff member has been
        added to the Fire Tech program. However, with the separation of the two programs in two
        different locations at BCTC, staff needs have been stressed because the receptionist is unable
        to assist both programs.

        Attempting to ameliorate this issue of the two programs in separate locations with an increased
        demand for growth requires new staff.

The Public Safety Education and Training Unit still needs full-time faculty, as was reported in the
2007-2008 review. Both the Law Enforcement and Fire Technology programs operate with directors
who rely on the coordinators provided by the Sheriff’s Department, the Riverside County Fire
Department, and soon to be the California Highway Patrol to address scheduling matters and to
arrange for part-time faculty to teach the courses offered through the RCCD.

b. What steps can be taken to improve your unit’s organizational efficiency within the current budget?

       Clarify the funding issues of growth for PSET in relationship to the MVC
       Identify new staff to address the growth needs of the Law Enforcement program, especially
       Hire full-time faculty to address in evaluating the instructional program




                                                                                                 87
        Add new support staff to address the growth needs of the Law Enforcement and Fire Tech
         program

 c. What strategies have been used to improve delivery of support services within the unit (e.g.
 technology, online options, etc.)?

        Online registration
        Implementation of a new Assessment Center
        New Business Services process for sponsored billing
        Continuing review and implementing new strategies for payroll and IF services

 8) Five-Year Program Staffing Profile
     Using the table below, show the staffing levels in each category for the previous five years, and the
     percentage change over that period of time. Use only numbers, not job titles.


                       Staffing Levels for Each of the Previous Five                 Anticipated needs
                                           Years
     Position                                              % Change               2009 -2010       2010-2011
                      2004 2005 2006 2007 2008                from
                                                           Year 1 to
                                                             Year 5
Administration          2     2       3      3       3
Classified Staff        6     5       5      5       5                                  2
FT
Classified Staff                                                                        2
PT
Confidential Staff
FT
Hourly Staff            5        5       5        5        6          20%               1
Student Workers                                                                         1
Faculty                                                                                 2
Reassigned FTE
Full time
Faculty                290     276      285     256      320
Reassigned FTE
Part time

 Fill out the Management and/or Staff request form that follow if new employees are needed.




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3. Staff Needs
                                                                                         This section to be filled out by
                           This section to be filled out by the unit
                                                                                                 Subcommittee
                                                                                                       Degree of
                                                                                        Recommend
                                                                                                       Justification (as
                                                                                            for
                     Please list/summarize the needs of your unit below                                substantiated by
                                                                                         Approval
                                                                                                       the program
                                                                                          Status
                                                                                                       review)




                                                                                                    Approved




                                                                                                                         Moderate
                                                                                         Approved




                                                                                                      High
                                                                                                                  High
                                                                                                      Very




                                                                                                                                    Low
                                                                                                      Not
          List Positions Needed for Academic Year___2008-09________________



1. One faculty member in Law Enforcement


2. One faculty member in Fire Technology


3. One Student Services Tech support classified staff for Law Enforcement


4. One receptionist for Fire Technology


5. One full-time classified staff in Fire Tech for continuing education




4. Equipment (Note: Any needs listed here should also appear in the Needs/Objectives List)


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                                                                                                 This section to be filled out by
                  This section to be filled out by the Administrative Unit
                                                                                                         Subcommittee
                                                                                                Recommend          Degree of
                                                                                                    for         Justification (as
          Please list/summarize the needs of your unit below                                     Approval       substantiated by
                                                                                                  Status          the program
                                                                                                                     review)




                                                                                                                      Very High
                                                                                                           Approved




                                                                                                                                         Moderate
                                                                                                Approved




                                                                                                                                  High
      List Equipment or Equipment Repair Needed for Academic                   Approximate




                                                                                                                                                    Low
                                                                                                             Not
                Year_____2008-2009______________                                  Cost


1. Office Furniture for the reception area in Fire Technology & EMS.         $3,500

2. Instructional material for Law Enforcement Program to replace
previous VTEA grant funds to support recurring programmatic needs
                                                                             $10,000 , 9,000,
because of new Perkins IV requirements that limit the use of funds.
                                                                             7,500, 1,200
Scantron computer and machine, ammunition, Continuous Discharge
                                                                             1,450
gas and projectiles, dummy supplies, practice batons


3.

4.

5.

6.




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5. Facilities Needs               (Note: Any needs listed here should also appear in the Needs/Objectives List)

                                                                                                  This section to be filled out by
                  This section to be filled out by the Administrative Unit
                                                                                                          Subcommittee
                                                                                                 Recommend
                                                                                                                     Degree of
                                                                                                     for          Justification (as
          Please list/summarize the needs of your unit below                                      Approval      substantiated by the
                                                                                                   Status         program review)




                                                                                                                       Very High
                                                                                                            Approved




                                                                                                                                          Moderate
                                                                                                 Approved
                                                                               Approximate




                                                                                                                                   High
     List Facility Needs for Academic Year___________________




                                                                                                                                                     Low
                                                                                                              Not
                                                                                  Cost
           (Remodels, Renovations, or added new facilities)

1. As a result of a mid-academic year relocation, the Public Safety
Education and Training programs has no remodeling programmatic
needs
2. As a result of increasing the number of academies, the number of          $9,000
graduations will also increase by 42%
3. The District is currently waiting for a validation study to be
completed by the Sheriff’s Department and CAL FIRE/RVCFD to
determine the cost of rent for facilities.

4.


5.

6.

OTHER NEEDS:


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6.   Institutional Research Needs
     Success rate of students completing certificates and degrees
     Grade distribution of faculty
     FTES generated by Law Enforcement and Fire Tech programs
     Number of FTES generated by GE classes




7. Technical Training and Support Needs




8. Marketing and Outreach Needs
   Brochures to target students in high schools and in RCCD




9. Other (supplies, etc.)
   As a result of increasing the number of academies and course sections, the PSET program
   will need to increase its supply budget




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Appendix A: Administrative Unit Outcomes


    The Institutional Effectiveness Model
       District or College Mission Statement


   Strategic Initiatives for the District or College


              Unit Mission Statement


               Administrative Unit Outcomes

                                                       Assessment Cycle
              Method(s) of Assessment


                 Criteria for Success


                 Assessment Results




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                                 Use of the Assessment Results




What Is an Administrative Unit Outcome?

      Administrative Unit Outcomes are the result of specific programmatic,
      operational and administrative activities. They may provide measures of program
      quality or the degree to which administrative goals are achieved. They are not
      directly related to student learning, but they support activities which ultimately
      lead to student learning.

Examples of Administrative Unit Outcomes:

      29. Provide computer lab resources and instructional support services which meet the
          needs of administrators, faculty and students.
      30. Design success measures for the academic progress to be used as part of institutional
          effectiveness measures, complete research to analyze these measures and issue a
          report to the District.
      31. Enrollment of students will be completed accurately and in a timely manner.
      32. Students will report satisfaction with nine out of ten measures of satisfaction for
          reporting their satisfaction with advising services.
      33. Provide flu shots for 3,000 students.
      34. Create and online tutorial for online students that results in 20% fewer phone calls to
          the help desk per 1000 students.

Examples of Administrative Unit Outcomes Assessment Methods

      11.   Tracking the Use of a Service (e.g. hits on a website, use of computer technology)
      12.   Satisfaction surveys
      13.   Graduation rates
      14.   Retention rates


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      15. Establishing timelines and budgets
      35. Recruiting results
      36. Tracking program participation
      37. Tracking complaints and how they are resolved
      38. Community College Survey of Student Engagement (CCSSE)
      39. Survey of Organizational Excellence
      40. Benchmarks set by national, state, or peer organizations
      41. External measures of performance or quality, e.g. the Association of Research
          Library Index which ranks university libraries.
      42. Production of Reports which are acceptable to federal, state, accrediting agencies or
          the Board of Trustees
          c. A program outcome could be the completion of a project or activity. This type of
              outcome does not provide information for improvement, however. As a result, it
              is usually more meaningful to assess what the project or activity is intended to
              accomplish.
                   i. For example, if the goal of the College Police is to install call boxes they
                       might measure the success of this project by:
                          1. Surveys to measure students belief that they are safer.
                          2. An actual reduction in crime in the locations where the call
                              boxes were placed.
                          3. A report on that the project was completed on time and within
                              budget.
                          4. From an Institutional Effectiveness standpoint the desired
                              outcome is not to buy and install equipment or to hire new
                              personnel but it is what is to be accomplished with them.

What might success look like?

      11. Feedback from the annual survey will indicate that 60% of the users using the newly
          implemented technology services will be very satisfied or extremely satisfied with
          the services.
      12. Success measures for the academic progress used as part of institutional effectiveness
          measures are reported to be found useful by academic units according to program
          review documents.
      13. The criteria for success will be the completion of at least 92% of degree plans within
          10 working days with errors in fewer than 1% of all degree plans.



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        14. Sixty percent of the students who participated in library training will report that they
            are satisfied or very satisfied with their ability to use library resources.
        15. Eighty percent of students using the advising center will report that they are satisfied
            or very satisfied with the advising they received.

It is best to set realistic outcomes, so that successful incremental improvement can be shown or
currently high success can be maintained. If a target is not reached that does not mean a program
is weak or ineffective, particularly if increasing demand for the service has placed additional
strains on the units resources. Instead the information should be used to make changes in the
program or service, or to request additional resources as needed to improve the outcome and
move it toward the target.

Good assessment practice is to have more than one success criterion to aid in identification of
areas where improvement in the quality of a program can be made. For example, if the
Admissions Department has as a goal that “enrollment for students majoring cosmetology will be
completed accurately and in a timely manner,” one success criterion might be the completion of
at least 92% of enrollments within 3 working days. A secondary criterion might be that at least
80% of the responses to the questions concerning student satisfaction will be either (a) Definitely
yes or (b) Yes to the question of satisfaction with the specific processes asked about.

Administrative Unit Outcomes

       Provide administrative, students services, and instructional support services to meet
        the increased need of academies in the Law Enforcement program and new course
        sections in the Fire Tech program

       Provide student services support staff to operate the Assessment Center for general
        education students

       Provide instructional support to evaluate the course design of Basic academies

       Coordinate administrative oversight payroll, billing, and institutional support issues

Assessment Methods

       Design with college-campus, RCCD, and Riverside County leadership strategies to


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        address workforce needs for public safety personnel

       Develop strategies to schedule student services staff at BCTC

       Assign an instructor to work with staff to evaluate the Basic Academy

       Track issues related to payroll, billing, and institutional reporting issues


Self – Assessment/IE Evaluation Form for Administrative Units
If may be helpful to complete the following self-assessment tool with the members of your unit as
a means to assess your report prior to its annual submission

 Administrative Unit:
 Reviewed by:
 Date Reviewed:

                                     Review Criteria

                               Section I: IE Assessment Plan
                                                                                       Yes No
 Were any of last year’s outcomes carried over from last year?
 Does the unit mission clearly link to the college Mission?
 Do the Unit program outcomes clearly link to the college Strategic Plan goals?
 Do the Unit program outcomes clearly link to the college Strategic Plan
 objectives?
 Is each Unit program outcome:
       Clear and specific?
       Appropriate to the Unit?
       Measurable/quantifiable?
 Are multiple methods used to assess SLOs or AUOs?



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 Are direct assessment measures used?
 Identify them:
 Are indirect assessment measures used?
 Identify them:
 Are the assessment methods appropriate for each outcome to be evaluated?
 Do the methods for assessment provide information that can be used for
 improvement?
 Are success criteria identified for each outcome?
 Are the criteria appropriate for each outcome?
 Are the proposed evaluation methods incorporated into the activities of the unit?
                                      Section II: Results
 Did the assessment provide enough information to determine if outcomes had been
 achieved?
 Do the results provide information for decisions for improvement of each outcome?
 Are recommended improvements based on assessment results?
 For outcomes that were carried over were last year’s recommended improvements
 made?




                                                                  Appendix B

                                                              Satisfaction Survey

We in the __________________ Office appreciate your taking the time to provide feedback about your recent experience
with our office. Your opinion is important and will help us continue to provide the highest quality service.

Please indicate your level of satisfaction with the services received from our office in each of the following areas by
assigning a number from 1 to 3 to each statement. If an area does not apply, please indicate so by circling N/A.

   1) Staff were knowledgeable and able to answer my questions clearly.


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                                          1               2                3                N/A
                                Exceeded Expectations Met Expectations Needs Improvement Not Applicable


  2) Staff were efficient and responded to my request in a reasonable time.

                                          1               2                3                N/A
                                Exceeded Expectations Met Expectations Needs Improvement Not Applicable


  3) Office staff worked together well as a team to accomplish my goals.

                                          1               2                3                N/A
                                Exceeded Expectations Met Expectations Needs Improvement Not Applicable


  4) I was treated with courtesy and respect.

                                          1               2                3                N/A
                                Exceeded Expectations Met Expectations Needs Improvement Not Applicable


5. Is there anything we could have done better?
__________________________________________________________________________________________________
__________________________________________________________________________________________________
____________________________________________________________

6. In what areas did we excel?
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
_______________________________


Additional comments?
__________________________________________________________________________________________________


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__________________________________________________________________________________________________
__________________________________________________________________________________________________
_______________________________


Customer Name (Optional) _________________________________________________
                                                Thank you




                                                           Appendix C:

                             The Legal and Professional Basis for Program Review
TITLE 5, Section 51022(a)
The governing board of each community college district shall, no later than July 1, 1984, develop, file with the Chancellor, and carry
out its policies for the establishment, modification, or discontinuance of courses or programs. Such policies shall incorporate statutory
responsibilities regarding vocational or occupational training program review as specified in section 78016 of the Education Code.

ACCJC STANDARDS
    Standard 1B. Improving Institutional Effectiveness
The institution demonstrates a conscious effort to produce and support student learning, measures that learning, assesses how well
learning is occurring, and makes changes to improve student learning. The institution also organizes its key processes and allocates its
resources to effectively support student learning. The institution demonstrates its effectiveness by providing 1) evidence of the


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achievement of student learning outcomes and 2) evidence of institution and program performance. The institution uses ongoing and
systematic evaluation and planning to refine its key processes and improve student learning.

       15. The institution maintains an ongoing, collegial, self-reflective dialogue about the continuous improvement of student
           learning and institutional processes.
       16. The institution sets goals to improve its effectiveness consistent with its stated purposes. The institution articulates its goals
           and states the objectives derived from them in measurable terms so that the degree to which they are achieved can be
           determined and widely discussed. The institutional members understand these goals and work collaboratively toward their
           achievement.
       17. The institution assesses progress toward achieving its stated goals and makes decisions regarding the improvement of
           institutional effectiveness in an ongoing and systematic cycle of evaluation, integrated planning, resource allocation,
           implementation, and re-evaluation. Evaluation is based on analyses of both quantitative and qualitative data.
       18. The institution provides evidence that the planning process is broad-based, offers opportunities for input by appropriate
           constituencies, allocates necessary resources, and leads to improvement of institutional effectiveness.
       19. The institution uses documented assessment results to communicate matters of quality assurance to appropriate
           constituencies.
       20. The institution assures the effectiveness of its ongoing planning and resource allocation processes by systematically
           reviewing and modifying, as appropriate, all parts of the cycle, including institutional and other research efforts.
       21. The institution assesses its evaluation mechanisms through a systematic review of their effectiveness in improving
           instructional programs, student support services, and library and other learning support services.

EDUCATION CODE, Section 78016
(a) Every vocational or occupational training program offered by a community college district shall be reviewed every two years by
the governing board of the district to ensure that each program, as demonstrated by the California Occupational Information System,
including the State-Local Cooperative Labor Market Information Program established in Section 10533 of the Unemployment
Insurance code, or if this program is not available in the labor market area, other available sources of labor market information, does
all of the following: (1) Meets a documented labor market demand. (2) Does not represent unnecessary duplication of other
manpower training programs in the area. (3) Is of demonstrated effectiveness as measured by the employment and completion success
of its students.

(b) Any program that does not meet the requirements of subdivision (a) and the standards promulgated by the governing board shall be
terminated within one year.




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(c) The review process required by this section shall include the review and comments by the local Private Industry Council
established pursuant to Division 8 (commencing with Section 15000) of the Unemployment Insurance Code, which review and
comments shall occur prior to any decision by the appropriate governing body.




                                                      Moreno Valley Campus
                                         Library/Learning Resources
                                       PROGRAM REVIEW WORKSHEET

                              Administrative Unit: Moreno Valley Campus Library/Learning Resources

                              Prepared by: Cid Tenpas, Assistant Dean, Library/Learning Resources

                                             Date: __8/15/2008__________________




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I. The Unit Overview
The Unit Overview should reflect the consensus of the staff within the unit. It is meant to provide a broad understanding of the unit,
current trends related to the unit’s mission, and how the unit serves to meet the overall mission or goals of Riverside Community
College District and its campuses.

21. What is the mission of your unit?

Aligned with the Moreno Valley College Mission Statement, the purpose of the Library/Learning Resource Center is to
support the curriculum (baccalaureate transfer, professional, pre-professional, and pre-collegiate), by providing learners
with a wide range of lower division, undergraduate resource materials; provide basic information literacy training; make
available computer facilities; and through the Instructional Media Center (IMC), support faculty multimedia /instructional
technology needs. Through the library faculty’s Information Competency efforts, the District’s philosophy of preparing
students for ―critical and independent thought, and self-reliance‖ is reinforced.

22. Identify or outline how your unit serves the mission of the institution (district or college). Please limit to a single paragraph.

The library provides the resources that the students need (books, magazines, journals, newspapers, databases, computers, videos,
DVDs, etc.) to promote continuing improvement of learning outcomes. The IMC contributes to student learning outcomes by
providing the technological equipment and assistance that instructors need in order to teach with multiple learning styles being
addressed. The cable channel, KRCC17, also promotes greater student access to RCC classes and services.

23. Provide the official Organizational Chart of your unit and an ideal chart which includes all levels of services and positions.
    If necessary, provide very brief narrative descriptions by numbering the chart and including a numbered list with clarifications on
    a subsequent page.

   Please see Appendix A for the Current Organizational Chart, and for the IDEAL Organizational Chart

   EXPLANATION OF THE IDEAL CHART - Ideally, there would be: a) 1 additional Librarian (in order to be open more hours,
   and provide a hybrid LIB 1 class, and better service to the students, in general; b) Two Managers - one for the IMC and one for the
   Library, alleviating many current operational challenges; c) and increasing our current ½ time Library Clerk to full-time,
   responding to the increased workload created when periodicals processing became this campus’ responsibility, and the continuing


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   increase in student enrollment. A Library IT Technician is also needed. Currently there are 5 Library IT Technicians working at
   the DLLRC on the Riverside campus. They were hired to maintain the Integrated Library System (Innovative Interfaces Software)
   at all 3 campuses. The District IT people do not have the training to deal with this ILS – so once we become the Moreno Valley
   College Library, we will need our own Moreno Valley Library IT Technician. The Assistant Dean position, as head of the LLRC,
   should be upgraded to Dean, as is customary at institutions of higher education.

24. Describe the functions of your unit.
   Please use a bulleted list with headings as necessary to make it clear and easy to read.

Administrative Functions
   Supervision of Classified and Certificated employees
         o Performance Evaluations
         o Attendance Reports and Timesheets
         o Teaching Assignments
         o Hiring new classified and certificated employees
   Interviewing and hiring student and hourly workers
   Maintenance of the Budget
         o Monitoring funds
         o Creating and monitoring PO’s, PR’s and invoices
   Attendance at professional development conferences and workshops
   Committee Work
         o Classification Study Grading Committee
         o Phase III Planning Committee
         o President’s Management Council
         o Vice President of Educational Services’ Team
   Dealing with patrons who do not follow library rules
   Creating and implementing new policies and procedures
   Assisting in Accreditation processes
   Determining LLRC equipment and supply needs and providing for them as the budget allows


Library Functions
    Circulation Functions


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       o   Checking in and Checking out of Resources
       o   Reserves processing & maintenance
       o   Periodicals processing
       o   Placing and removing library holds
       o   Intercampus loans
       o   Inventory
       o   Shipping/receiving resources
       o   Inputting in-house use statistics
       o   Training and supervising student and hourly workers
       o   Answering directional & circulation related questions
       o   Assisting with the public printer and copiers
       o   Maintaining signage

   Reference Functions
       o Providing one-to-one reference service
       o Library Orientations and Workshops
       o Maintenance of the Library Website
       o Reviewing MV Library Resources for Curriculum Development
       o Collection Development
       o Attendance at professional development conferences and workshops
       o Oversight of the public PCs (troubleshooting minor problems, reporting problems and or issues)
       o Keeping abreast of current and future issues in the deliverance of instruction to students by reading professional
          literature, attending meetings and workshops (probably need to put this in another section)
       o Designing handouts to assist students (updating as needed)
       o Arranging Interlibrary loan for faculty
       o Dealing with patrons who do not follow library rules

   IMC Functions
      o Support faculty in design and production of instructional materials
      o Support videoconferencing
      o Provide equipment and setup for activities, such as ceremonies, club events, etc.
      o Maintain and schedule cable channel
      o Installation of IMC equipment and products


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           o    Maintenance and schedule classroom equipment
           o    Maintenance of IMC equipment inventory
           o    Perform trouble shooting, maintenance and minor repairs of IMC equipment
           o    Serve as a resource for Phase III planning in relation to classroom technology needs

25. In your 2007 report your unit proposed an assessment plan. Please provide a report on your findings as an appendix to
    this document. Please try to organize your report so that it answers the following:

      1)       What did you do?
                a. The Library Survey - We had a contest. Every completed survey entered the patron in a drawing for a $50.00 prize.
                b. Circulation & Reference Statistics
                c. Door Counts
                d. In-House use of resources

      2)       What were the results?
                a. For the Library Survey - We received 71 surveys that had valuable comments and interesting data related to the
                   value of orientations and time spent in the library.
                b. Circulation & Reference Statistics – Circulation increased by more than double (2006/2007 = 4,341; 2007/2008 =
                   9,791) This is probably due to a vigorous collection development plant to replace old, outdated resources – and
                   instituting a display of newly acquired resources. Reference transactions increased from 5,994 to 7,572. This
                   increase was due to a policy of having the Reference Librarians spend most of their time at the reference desk, and
                   not sitting in the reference office, as well as a general increase in library usage.
                c. Door Counts – there was a decrease in the door count from 204,845 to 141,328 – this is probably due to the fact that
                   our security gate’s counting mechanism was not working for an undetermined amount of time.
                d. In-House use of resources – remained about the same, 2006/2007=2,790 vs. 2007/2008=2,275

      3)       What do you plan to change as a result of your assessment?
                a. From the Library Survey - Consistent comments were made that there is a need for more quiet study areas and
                   extended library hours. We will request additional space and staffing on this program review to answer these
                   needs.

      Include any survey results, etc. – Please see:
       Appendix B - 07FALL MV LIBRARY SURVEY RESULTS



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        Appendix C - “Self – Assessment/IE Evaluation Form for Administrative Units”
        Appendix D – 07FALL MV LIBRARY SURVEY


26. In order to progress in the assessment of the effectiveness of your unit what types of data will you collect during the next
    year (they may be the same as the prior year)?
            a. Make a list.
                     i. We will update the 07FAL Library Survey, and re-administer it.
                    ii. We will modify and use the suggested Satisfaction Survey for the IMC.
                   iii. Circulation and Reference Statistics
                   iv. Door Counts
                    v. In-House Use of Resources Statistics
            b. If you are planning to use a customer service survey you may wish to model yours after the example.
                     i. As mentioned in a ii <above> we will modify and use the suggested Satisfaction Survey for IMC. We will make
                        some changes to our current Library Survey (which we have put in Appendix D).


27. Collaboration with Students and/or Other Units: A progress report
          a. What are the unit’s strengths and weaknesses in the area of outreach and collaboration? Did your unit improve since
              last year? The library always has at least one professional librarian on duty every hour that the library is open, ensuring
              that patrons can count on professional assistance, as needed. However, gaps in this service do occasionally arise when
              the Assistant Dean is not available, and the librarian is out of the library to make a classroom presentation. Although
              the library attempts to be open whenever classes are in session, it would be beneficial to have more open hours. This
              unit did not improve since last year as no additional staffing was funded.
          b. How effectively does information flow from and to this unit to other units on campus? Identify any areas where
              communication could be improved. Were improvements made since last year? Information flows quite well from both
              the library and the IMC through emails and with staff attending unit and dept. meetings. No improvement was
              necessary from last year.
          c. What changes in the area of outreach and collaboration are needed to make this unit more effective in its mission?
              Were changes made since last year and were they effective? An increase in library personnel which would allow more
              hours that the library could be open, and more overlapping of professional librarians, in order to lessen gaps in
              coverage. No changes were made since last year.




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d. In the final analysis how does your unit support student learning and the overall satisfaction of students and employees
   with the college/district? The library provides a study area, resources to support the curriculum, and professional
   library research personnel. The IMC provides technological assistance so that instructors can provide a classroom
   experience that is responsive to varying learning styles. Are you providing the needed and desired services? The
   library has lost all of its study rooms to Tutorial Services. The need for study rooms is not being met. Also since
   Tutorial Services has moved to the top floor of the Library, along with the offices of the Dean of Health Sciences and
   his IDS – there is no quiet study area left for patron use.




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8. Needs and objectives contained in Annual Instructional Program Review which impact your unit:
          If your Annual Instructional Program Review document contained needs which impact your unit you will be provided with an
          file listing these needs. Please report them here.

           Needs and Objectives from Annual Instructional Program Reviews which impact Moreno Valley LLRC:
    Need/Objective                Linked to                  Requested By               Office/Person         New Budget Needed      Anticipated          Result
                              Goal/SLO/Mission                                          Responsible for         for Completion       Completion           /Date
                                                                                         Completion           No      Yes/Est. $      /Measure         (Fill in when
                                                                                                                                     of Success*        complete)
Example: Research Causes of   Success Rate for Psychology   Psychology Discipline,   Institutional Research       X                  11/1/2008
Student Withdrawal            Courses                       MV                                                                       Research Report
Subscription to “Science      Success rate for              Biology Dept.            Assistant Dean           X                      1/1/09
News”                         Biology courses
Purchase foreign films        Success rate for              Community                Assistant Dean           X                      1/1/09
                              Language courses              Interpretation
New economics resources       Success rate for              Economics Dept.          Assistant Dean           X                      1/1/09
                              Economics courses
Update Fire Technology        Success rate for Fire         Fire Technology          Assistant Dean           X                      1/1/09
resources                     Technology courses            Dept.
Subscribe to “The Social      Success rate for Human        Human Services           Assistant Dean           X                      1/1/09
Work Journal”                 Services courses              Dept.
Mathematica software          Success rate for Math         Math Dept.               Assistant Dean           X                      1/1/09
manuals                       courses
Updated A&P DVDs              Success rate for              Medical Assisting        Assistant Dean           X                      1/1/09
                              Medical Assisting             Dept.
                              courses
Updated Political Science     Success rate for              Political Science        Assistant Dean           X                      1/1/09
resources                     Political Science             Dept.
                              courses
Additional Sociology          Success rate for              Sociology Dept.          Assistant Dean           X                      1/1/09
materials                     Sociology courses




*Please see Appendix: Administrative Unit Outcomes



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9. Copy your unit’s major goals and related objectives from your 2007 Report and list results.

                                                   Major and Objectives 2008-2009 for Moreno Valley LLRC:
              Goal                           Objective                 Link to Mission,             Office/Person         New Budget Needed     Anticipated            Result
                                                                            District or             Responsible for         for Completion      Completion             /Date
                                                                       Campus Strategic              Completion           No   Yes/Est. $        /Measure           (Fill in when
                                                                            Initiatives,                                                        of Success*          complete)
                                                                          or SLO/AUO
Expand the Library’s                 Provide greater student          Increase student access      Educational Services        YES              Additional          Not funded
Schedule – being open until          access                           & improve the Quality                                    Est. $100,000    full-time
9:00 pm M-Th, 4:00 pm on                                              of the Student                                                            librarian hired,
Fridays, and open from                                                Experience                                                                increase half-
2:00-5:00 during summer                                                                                                                         time clerk
                                                                                                                                                position to full-
                                                                                                                                                time position
Upgrade Library’s PCs, both          Provide greater student          Increase student access &    Educational Services        YES              Replacement of      14 PCs were
student and staff                    access and allow for             improve the Quality of the                               Est. $50,000     40 PCs              replaced, the
                                     continued efficient service to   Student Experience                                                                            rest rec’d
                                     students                                                                                                                       additional
                                                                                                                                                                    memory
Replace chairs and carpet            Provide a more welcoming,        Improve the Quality of the   Educational Services        YES              Replacement of      Not funded
                                     and safe environment for         Student Experience                                       Est. $20,000     24 Chairs and
                                     students                                                                                                   the carpet
Replace copy machine, large          The current machines are         Improve the Quality of the   Educational Services        YES              Acquisition of      The copy
poster printer, large paper cutter   either non-functioning, or       Student Experience                                       Est. $9,500      this equipment      machine &
to cut posters                       close to non-functioning                                                                                                       printer were
                                                                                                                                                                    replaced, but
                                                                                                                                                                    not the paper
                                                                                                                                                                    cutter
Acquire Software to maintain         To keep current with             Improve the Quality of the   Educational Services        YES              Acquisition of      Some
high quality of work by IMC          technology                       Student Experience                                       Est. $3,900      this software       software was
                                                                                                                                                                    acquired –
                                                                                                                                                                    need more
Put a phone at the Reference         To better serve the student      Increase student access &    Educational Services        YES              Acquisition of      The phone is
Desk                                                                  improve the Quality of the                               Est. $300        a phone at the      in place!
                                                                      Student Experience                                                        Reference Desk
*Please see Appendix: Administrative Unit Outcomes


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10. List your unit’s major goals and related objectives for the upcoming 2009-2010 year:
           If not clear in your table, detail if and how you met the goals and objectives you set in the prior year?

                                                  Major and Objectives 2009-2010 for Moreno Valley LLRC:
             Goal                           Objective                 Link to Mission,             Office/Person         New Budget Needed     Anticipated            Result
                                                                           District or             Responsible for         for Completion      Completion             /Date
                                                                      Campus Strategic              Completion           No   Yes/Est. $        /Measure           (Fill in when
                                                                           Initiatives,                                                        of Success*          complete)
                                                                         or SLO/AUO
Expand the Library’s                Provide greater student          Increase student access      Educational Services        YES              Additional
Schedule – being open until         access                           & improve the Quality                                    Est. $100,000    full-time
9:00 pm M-Th, 4:00 pm on                                             of the Student                                                            librarian hired,
Fridays, and open from                                               Experience                                                                increase half-
2:00-5:00 during summer                                                                                                                        time clerk
(currently closed during this                                                                                                                  position to full-
time) AND provide hybrid                                                                                                                       time position
LIB 1 class
Replace 1/3 of all the              Provide greater student          Increase student access &    Educational Services        YES              Replacement of
computer equipment (PCs,            access and allow for             improve the Quality of the                               Est. $30,000     15 PCs and
printers, monitors, etc.) for       continued efficient service to   Student Experience                                                        monitors, 4
staff & public, Library &           students                                                                                                   laptops, 3
                                                                                                                                               printers
IMC
Replace chairs and carpet           Provide a more welcoming,        Improve the Quality of the   Educational Services        YES              Replacement of
                                    and safe environment for         Student Experience                                       Est. $20,000     37 Chairs and
                                    students                                                                                                   the carpet
Replace large paper cutter to cut   The current machines is          Improve the Quality of the   Educational Services        YES              Acquisition of
posters                             close to non-functioning         Student Experience                                       Est. $200.00     this equipment
Acquire Software to maintain        To keep current with             Improve the Quality of the   Educational Services        YES              Acquisition of
high quality of work by IMC         technology                       Student Experience                                       Est. $3,000      this software
Replace the staff copier in the     To keep current with             Increase student access &    Educational Services        YES              Acquisition of
Library                             technology                       improve the Quality of the                               Est. $5,000      this equipment
                                                                     Student Experience
                                                                                                  Educational Services

*Please see Appendix: Administrative Unit Outcomes



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II. Unit Needs Assessment

9) Does the staffing structure meet the unit’s needs? NO

Additional responsibilities and tasks have been given to the LLRC as the change from campus to
college status is being anticipated. Some processing responsibilities have been transferred to this
library, and IMC repair work is no longer supported by the Riverside IMC. Also, the number of
reserve items requiring processing and maintenance continues to increase, as well as the number
of requests for IMC assistance with designing and producing instructional materials. With the
anticipated growth of this campus, demands of library and IMC services will also grow.

It is also becoming increasingly apparent that a Manager needs to be hired for both the IMC and
Library operations. Currently when one of the employees sees discrepancies or inefficiencies, it
has to be reported to the Dean, who then has to broker a response. Due to administrative
responsibilities the Dean cannot be present throughout the workday in both units. The IMC will
be in particular need of a Manager when the entire unit is moved to the new building.

Many students express a desire to have the Library open more hours. The only way this can be
accomplished is by hiring additional staff (increase the ½ time Library Clerk II to fulltime, and
hire an additional fulltime Librarian. With such an increase in staff it would also be possible to
provide a hybrid LIB 1 class for this campus.

Currently there are 5 Library IT Technicians working at the DLLRC on the Riverside campus.
They were hired to maintain the Integrated Library System (Innovative Interfaces Software) at
all 3 campuses. The District IT people do not have the training to deal with this ILS – so once
we become the Moreno Valley College Library, we will need our own Moreno Valley Library IT
Technician.

Also, the head of the Library should be a Dean, as this position should have been upgraded in
February 2007, when no longer reporting to the Dean of the Riverside Campus Library. This
upgrade would be in keeping with the standard maintained by institutions of higher education in
California.

Ideally, the Moreno Valley Campus Library would have the following staff: a) 1 additional
Librarian (in order to be open more hours, and provide a hybrid LIB 1 class, and provide better
service to the students, in general; b) Two Managers - one for the IMC and one for the Library,
alleviating many current operational challenges; c) one Library IT Technician; d) increasing our
current ½ time Library Clerk to full-time, responding to the increased workload created when
periodicals processing became this campus’ responsibility, and the continuing increase in student
enrollment; e) upgrading the Assistant Dean position to a Dean position.




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 10) Five-Year Program Staffing Profile
     Using the table below, show the staffing levels in each category for the previous five years, and the
     percentage change over that period of time. Use only numbers, not job titles.


                                                                                       Anticipated needs
                     Staffing Levels for Each of the Previous Five Years
    Position                                                               %           2009 -         2010-
                      2004      2005     2006      2007      2008      Change           2010          2011
                                                                         from
                                                                       Year 1 to
                                                                        Year 5
Administration          0         0        1         1           1        100             1              1
Classified Staff        2         2        3         3           3         50            10             10
FT
Classified Staff        .5       .5        .5        .5     .5             0              0             0
PT
Confidential            0         0        0         0           0         0              0             0
Staff FT
Hourly Staff         varies
Student Workers      varies
Faculty                1          1        1         1           1         0              2             2
Reassigned FTE
Full time
Faculty              varies
Reassigned FTE
Part time
Total Full Time       3.5    3.5    4.5    4.5    4.5                      29           13            13
Equivalent           Varies Varies Varies Varies Varies                                Varies        Varies
Work

 Fill out the Management and/or Staff request form that follow if new employees are needed.




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3. Staff Needs
                                      NEW OR REPLACEMENT STAFF (Administrative or Classified)


            List Staff Positions Needed for Academic Year___2009/2010________________                                                       Annual TCP*
Please be as specific and as brief as possible when offering a reason. Place titles on list in order (rank) or                             TCP for employee
                                                importance.
             THESE FIGURES WERE RECEIVED FROM V.P. BUSINESS SERVICES




                                                                                                                                       $100
1. LIBRARIAN




                                                                                                                                       ,894
Reason: In order to expand Library hours, provide hybrid LIB 1 class & provide better service, in general
2. Increase current ½ time Library Clerk II to fulltime position                                                                       $22,795
Reason: In order to expand Library hours and better managed increased responsibilities
3. Library IT Technician                                                                                                               $76,870
Reason: To provide support for the Integrated Library system on this campus
4. IMC Staff Manager                                                                                                                   $83,018
Reason: To deal effectively with the unit by providing hands-on supervision
5. Library Staff Manager                                                                                                               $83,018
Reason: To deal effectively with the unit by providing hands-on supervision
6. Upgrade Assistant Dean to Dean                                                                                                      $51,213
Reason: This position has been at the wrong level since no longer reporting to the Riverside Dean and has
been reporting to the Moreno Valley Vice President of Educational Services since February 2007
* TCP = “Total Cost of Position” for one year is the cost of an average salary plus benefits for an individual. New positions (not replacement positions) also
require space and equipment. Please speak with your campus Business Officer to obtain accurate cost estimates. Please be sure to add related office space,
equipment and other needs for new positions to the appropriate form and mention the link to the position.




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4. Equipment Needs Not Covered by Current Budget

                                                                                                                           Annual TCO*
List Equipment or Equipment Repair Needed for Academic Year 2009-2010_
Please list/summarize the needs of your unit on your campus below. Please be
    as specific and as brief as possible. Place items on list in order (rank) or                        Cost per     Number         Total Cost of Request
                                   importance.                                                           item        Requested

1. Replace 1/3 of all the computer equipment staff & public, Library & IMC




                                                                                                                                        $30,
                                                                                                                                        000
                                                                                                           1,00


                                                                                                                      19
Reason: The recommended replacement time for all PC technology is every 3 years




                                                                                                           0
2. Pro Tools (software and audio breakout box), Adobe Creative Suite CS3, Adobe                                      3
Creative Suite and Microsoft Office for Mac                                                           1,000                         $3,000
Reason: To maintain high quality of work by IMC
3. Student & Staff ergonomic chairs                                                                   $200           24             $4,800
Reason: Many of these chairs are broken and need to be replaced for both health
and esthetic reasons
4.Staff Copier                                                                                        $5,000         1              $5,000
Reason: The one we currently have is barely operational, with frequent
breakdowns, etc.
5.
Reason:
6.
Reason:
* TCO = “Total Cost of Ownership” for one year is the cost of an average cost for one year. Please speak with your campus Business Officer to obtain accurate
cost estimates. Please be sure to check with your department chair to clarify what you current budget allotment are. If equipment needs are linked to a position
please be sure to mention that linkage.




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5. Facilities Needs Not Covered by Current Building or Remodeling Projects*


                                                                                                                  Annual TCO*
          List Facility Needs for Academic Year__2009-2010_________________
     (Remodels, Renovations or added new facilities) Place items on list in order (rank) or
                                       importance.                                                               Total Cost of Request

1. Carpet for the 2nd & 3rd floor of the Library Building.




                                                                                                         $15,0
Reason: The current carpet is more than 15 years old and can no longer be vigorously cleaned …




                                                                                                         00
there are rips and stains and needs to be replaces for health, safety and esthetics.
2. The elevator area needs to be remodeled
Reason: Currently the configuration of the elevator is a security and DSP&S issue. Anyone can            $15,000
enter into the library by pressing a buzzer, and the elevator is not available anytime that Student
Services is closed. Often the Library is open beyond the hours of Student Services, and therefore
access to the top floor is denied to those unable to use the stairs.
3. When IMC moves into Phase III, that area should revert to the Library                                 $100,000
Reason: The Library currently has NO study rooms, NO quiet area for studying, NO bibliographic
instruction room, NO additional space for needed public PCs, NO workroom or technical
processing area, NO office for the Clerk and the Librarian, NO office space for new staff.
4. Additional Electrical Outlets on both sides of wall between LIB232 and Lobby                          $5,000
Reason: We were able to allow 2 people to use this room, but the configuration of the desks is not
good due to electrical outlet limitations. Also, we need to add more computers for the public to use
(to ease the wait) – and there is space available in the lobby, but there are no available electrical
outlets. *see Appendix E
5. Remodel of the Circulation Work area                                                                  $10,000
Reason: There is no place to do technical processing of materials, etc. *see Appendix F




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6. Remodel of LIB 232                                                                                                       $5,000
Reason: Make room for a more ergonomic desk with room for cabling. Remove unnecessary
shelving to provide better work space *see Appendix G
7. Electrical Power and Outlets for Library Carrels                                                                         $5,000
Reason: Students frequently request access to electrical outlets. There are an insufficient number of
power outlets in the library. The outlets are on the perimeter of the library or are dedicated to other
library equipment (computers, printers, DVD/CD players.) Most of the library carrels on the 3rd
floor do not have access to electrical power, so students string electric chords across walkways –
creating a hazard. *see Appendix H




*Please speak with your campus Business Officer to obtain accurate cost estimates and to learn if the facilities you need are already in the planning stages.




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6. Professional Development Needs Not Covered by Current Budget*

  List Professional Development Needs for Academic Year___2009-2010__.                                              Annual TCO*
  Reasons might include in response to AUO assessment findings or the need to
 update skills. Please be as specific and as brief as possible. Some items may not
   have a cost per se, but reflect the need to spend current staff time differently.                Cost per    Number
                                                                                                                Requested     Total Cost of Request
                  Place items on list in order (rank) or importance.                                 item


1.
Reason:

2.
Reason:

3.
Reason:
4.
Reason:
5.
Reason:
6.
Reason:

*It is recommended that you speak with Human Resources or the Management Association to see if your request can be met with current budget.




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7. OTHER NEEDS not covered by current support services or budget


                                                                                                       Annual TCO*
     List Misc Other Needs for Academic Year__2009-2010_____________
 Please list/summarize the needs of your unit on your campus below. Please be as
 specific and as brief as possible. Not all needs will have a cost, but may require a    Cost per   Number      Total Cost of Request
reallocation of current staff time. Place items on list in order (rank) or importance.    item      Requested

1. The budget for hourly and student help needs to be increased by 13%




                                                                                                                       $9,40
Reason: The minimum wage has increased by $1 per hour over the last 2 years.




                                                                                                                       0
An increase in the budget is necessary to maintain staffing levels.
2. Equipment replacement must be budgeted
Reason: Currently there is no money in the budget for equipment replacement.
PCs should be replaced every 3 years, and much of the technology used in the IMC                                $60,000
needs to be replaced with similar frequency.
3. There needs to be a book budget of at least $40,000                                                          $40,000
Reason: The Riverside campus would receive the book budget for the entire
District, and then would distribute $40,000 to both Moreno Valley and Norco.
Now that $40,000 is taken from the campus Instructional Equipment Budget.
4. There needs to be an online database budget.                                                                 $80,000
Reason: Currently, the Riverside campus is paying for the online subscriptions –
however this will soon change. In 06/07, $96,948 was spent for online databases.
5. There needs to be an equipment budget – for additional equipment.                                            $30,000
Reason: As the campus grows there will be more public PCs, print stations,
copiers, IMC equipment (projectors, video cameras, production equipment, etc.)
6.
Reason:




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                                   APPENDIX B
                       07FAL MV LIBRARY SURVEY RESULTS
COMMENTS:
Positive:
1.      Employees here are very helpful & professional. Thanks!
2.      Very nice facility (community member)
3.      It is good service for all students, courtesy, polite … Tank[sic] you
4.      I like that there are so many computers available to students.
5.      This was nice.
6.      The RCC Library and staff are a very helpful asset to gathering required information.
7.      I love using the books to help me with my classes, as well as personal information.
8.      God bless you for having a campus in MV.
Negative:
1.      Not as much talking.
2.      The staff does not greet students. The staff can be nonchalant.
3.      This is my 1st semester at RCC, and utilizing the library resources. I have noticed a lot of chatter between students
and cell phone use while on the computers. Without these distractions it makes for a better learning/study environment.
4.      Maintain sound level. Some students used this place to chat.
5.      The library should have more life to it. (Its too plain.)
6.      I feel copies and printing is too high. We have a lot of expenses and if you could go down to 5 cents would be
helpful
Neutral:
1.      Students in the library whisper, read a book, use the computer and are doing individual work
Suggestion:
1.      I would like to see more study or reading areas in our library and less computers for internet to improve the quality
of study time a space needed for other students
2.      If you were open longer like till 9 or 10pm
3.      That the funds for books on reserve need to be adjusted … More money need to be available for some students
who do not rec’d their FA until the second disbursement or not at all




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4.    It would be a good idea to have someone check time cards
5.    Please try to find a better way to tell when the workshops are
6.    Update operating system to ―Vista‖
7.    Have a guide or pamphlet to the library readily available, so new students can become more familiar with it
8.    Yes, I think that the library should be open for a longer time. I mean the library can close still like 12 midnight.
9.    Relocate tutorial services – alarm problem

Categories of Responders:
Not affiliated with RCC:  2
Full-Time Student: 40
Part-time student: 32
Total:                74

Q22 – How long have you attended Riverside Community College?

20    Under 1 Semester
12    1-2 Semesters
15    3-4 Semesters
26    Over 4 Semesters
1     Not Affiliated with RCC – Have never taken classes at RCC

Q6 Have you ever attended a library workshop or orientation?
Over 4 Semesters:
YES - 10
NO – 14
No response – 2
3-4 Semesters:
YES – 5
NO –




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1-2 Semesters
YES – 4
NO – 8
Under 1 Semester
YES – 0
NO – 20
No Semesters – Community Borrower
NO

Answers based on whether or not the person has taken a library workshop or orientation.
YES – 19
NO – 53
No Response: 2

Q8 Performing a subject search in a library catalog is likely to produce the same results as a keyword search:
Those who did take a library workshop or orientation:
True: 11
False: 8
Those who did NOT take a library workshop or orientation:
True: 24
False: 28
Sometimes: 1
Q9 What does the library catalog include?
Those who did take a library workshop or orientation: 47% correct
a,b,c,d: 9
a,b,c : 3
a,b : 1
a,c : 1
a: 3
b: 1




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d: 1
9 correct
10 incorrect
47% correct

Those who did NOT take a library workshop or orientation: 26% correct
a,b,c,d 14
a,b,c 8
a,b 3
a,b,d 2
a,c 5
a,c,d 1
a 11
b 2
b,c 1
c 2
d 3
No response 1
14 correct
39 incorrect
26% correct

Q10 How are books arranged in the Moreno Valley Campus Library?
Those who did take a library workshop or orientation: 37% correct
a:     3 - Alphabetically by title
b:     6 - Numerically by the Library of Congress Classification number
c:     5 - Numerically by Dewey Decimal Classification number
d:     1 - Numerically by Superintendent of Documents Classification number
a,b: 1
a,b,c: 1
No response: 2



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7 correct
12 incorrect
37% correct
Those who did NOT take a library workshop or orientation: 24% correct
a:     12 - Alphabetically by title
b:     13 - Numerically by the Library of Congress Classification number
c:     20 - Numerically by Dewey Decimal Classification number
d:     4 - Numerically by Superintendent of Documents Classification number
No response: 4
13 correct
40 incorrect
24% correct


Q11 What are library reserves? 53% correct
Those who did take a library workshop or orientation:
a:     5 - Newspapers and magazines that cannot be checked out from the library
b:     1 - Funds which are set aside by the library for emergency purchases
c:     10 - Materials which are set aside by a faculty member to be used for a class
d:     1 - Books on military members who are not on active duty
a,c: 1
No response: 1
10 correct
9 incorrect
53 % correct

Those who did NOT take a library workshop or orientation: 60% correct
a:    12 - Newspapers and magazines that cannot be checked out from the library
a,c: 2
b:    4 - Funds which are set aside by the library for emergency purchases




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c:     32 - Materials which are set aside by a faculty member to be used for a class
d:     0 -Books on military members who are not on active duty
No response: 3
32 correct
21 incorrect
60% correct

Q12 What is a periodical?

Those who did take a library workshop or orientation: 68% correct
a:     2 - A mathematical symbol
b:     1 - A web site
c:     13 - A journal or magazine
d:     2 - A time table
No response: 1
13 correct
6 incorrect
68% correct
Those who did NOT take a library workshop or orientation: 64% correct
a:     6 - A mathematical symbol
b:     0 - A web site
c:     34 - A journal or magazine
d:     11 – A time table
No response: 2
34 correct
19 incorrect
64% correct




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Q13 If you want to find magazine/journal articles on a particular topic in the Moreno Valley Campus Library, you would:
Those who did take a library workshop or orientation: 21% correct
a:     11 - Search the library catalog
b:     4 - Search online indexes or databases
c:     2 - Leaf through the library’s magazines until you find your topic
d:     0 - Go to an encyclopedia
b,c: 1
No response: 1
4 correct
15 incorrect
21% correct
Those who did NOT take a library workshop or orientation: 24.5% correct
a:     30 - Search the library catalog
b:     13 - Search online indexes or databases
c:     4 - Leaf through the library’s magazines until you find your topic
d:     1 - Go to an encyclopedia
a,b: 1
a,c: 2
c,d: 1
No response: 1
13 correct
40 incorrect
24.5% correct

Q14 Which of the following is an example of a scholarly journal?
Those who did take a library workshop or orientation: 42% correct
a:     10 - Wall Street Journal
b:     0 - Men’s Journal
c:     0 - Ladies Home Journal
d:     8 - New England Journal of Medicine
a,b,c,d       1



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8 correct
11 incorrect
42% correct
Those who did NOT take a library workshop or orientation: 75% correct
a:     9 - Wall Street Journal
b:     1 - Men’s Journal
c:     0 - Ladies Home Journal
d:     40 - New England Journal of Medicine
a,d: 2
No response 1
40 correct
13 incorrect
75% correct

Q15 Why would you use a RCCD article database to conduct research? Please select all that apply.
Those who did take a library workshop or orientation: 21% correct
a:     3 - It offers advanced search features
a,b: 2
a,b,c: 4
a,b,c,d:        5
a,b,d: 1
a,d: 1
b:     1 - It is updated on a regular basis
b,c: 1
b,c,d: 1
c:     0 - It provides citation information
d:     0 - It is free for anyone to use from any location
4 correct
15 incorrect
21% correct




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Those who did NOT take a library workshop or orientation: 11% correct
a:     8 - It offers advanced search features
a,b: 2
a,b,c: 6
a,b,c,d:        11
a,b,d: 3
a,c: 4
a,c,d: 5
a,d: 2
b:     2 - It is updated on a regular basis
b,c: 2
b,c,d: 1
b,d: 1
c:     5 - It provides citation information
d:     0 - It is free for anyone to use from any location
No response: 1
6 correct
47 incorrect
11% correct




Q16 When do you need an RCCD Library password to access library resources from off-campus:
Those who did take a library workshop or orientation: 10.5% correct
a:     3 - To use internet
a,b,d: 1
b:     5 - To look up course reserves on the library catalog
b,d    1
b,c,d: 2




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c:     2 - To search for articles in magazines and journals
c,d: 3
d:     2 - To look up books in the library catalog
Correct: 2
Incorrect: 17
Those who did NOT take a library workshop or orientation: 13% correct
a:     10 - To use internet
a,c: 3
a,d: 1
a,b,c,d:      2
b:     15 - To look up course reserves on the library catalog
b,c: 2
b,c,d: 1
b,d: 2
c:     7 - To search for articles in magazines and journals
c,d: 2
d:     4 - To look up books in the library catalog
No Response: 4
Correct: 7
Incorrect: 46

Q17 Choose the most accurate statement: 84% correct
Those who did take a library workshop or orientation:
a:     0 - All information is available on the internet
b:     16 - The internet contains a mix of information of varying quality
c:     1 - The internet contains nothing of value
d:     1 - All information on the internet is screened by professionals for relevancy, accuracy and currency
No Response: 1
Correct: 16
Incorrect: 3




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Those who did NOT take a library workshop or orientation: 75% correct
a:     6 - All information is available on the internet
b:     40 - The internet contains a mix of information of varying quality
c:     0 - The internet contains nothing of value
d:     6 - All information on the internet is screened by professionals for relevancy, accuracy and currency
No Response: 1
Correct: 40
Incorrect: 13

Q18 In evaluating an internet Web site, which of the following are important? Please select all that apply.
Those who did take a library workshop or orientation: 31.5% correct
a:     3 - The site provides the qualifications of the authors
a,c,d: 1
a,d: 2
a,b,c,d:      6
b:     1 - The site indicates the organizational affiliation
b,c: 1
c:     0 - The cites lists the date it was created and updated
d:     4 - The site provides references or works-cited information
No Response: 1
Correct: 6
Incorrect: 13
Those who did NOT take a library workshop or orientation: 24.5 % correct
a:     6 - The site provides the qualifications of the authors
a,b: 1
a,b,d: 5
a,b,c,d:      13
a,c,d: 1
a,d: 2
b:     3 - The site indicates the organizational affiliation




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b,c,d: 2
c:     4 - The cites lists the date it was created and updated
c,d: 4
d:     11 - The site provides references or works-cited information
No Response: 1
Correct: 13
Incorrect: 40




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                            APPENDIX C
Self – Assessment/IE Evaluation Form for Administrative Units
If may be helpful to complete the following self-assessment tool with the members of your unit as
a means of assess your report prior its annual submission

 Administrative Unit:       Moreno Valley Library/Learning Resources
 Reviewed by:               Cid Tenpas, Assistant Dean
 Date Reviewed:             8/15/08
                                      Review Criteria

                               Section I: IE Assessment Plan
                                                                                     Yes No
 Were any of last year’s outcomes carried over from last year?                           X
 Does the unit mission clearly link to the college Mission?                          X
 Do the Unit program outcomes clearly link to the college Strategic Plan goals?      X
 Do the Unit program outcomes clearly link to the college Strategic Plan             X
 objectives?
 Is each Unit program outcome:
        Clear and specific?                                                          X
        Appropriate to the Unit?                                                     X
        Measurable/quantifiable?                                                     X
 Are multiple methods used to assess SLOs or AUOs?                                   X
 Are direct assessment measures used?                                                X
 Identify them: Library Surveys and Pre/post tests at orientations
 Are indirect assessment measures used?                                              X
 Identify them: Assessment of student abilities during orientations
 Are the assessment methods appropriate for each outcome to be evaluated?            X
 Do the methods for assessment provide information that can be used for              X
 improvement?
 Are success criteria identified for each outcome?                                   X
 Are the criteria appropriate for each outcome?                                      X
 Are the proposed evaluation methods incorporated into the activities of the unit?   X
                                      Section II: Results
 Did the assessment provide enough information to determine if outcomes had been       X
 achieved?
 Do the results provide information for decisions for improvement of each outcome?     X
 Are recommended improvements based on assessment results?                             X
 For outcomes that were carried over were last year’s recommended improvements         X
 made?




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                                         Riverside Community College                                                   03/04/04



                                                APPENDIX A #1
                                        Moreno Valley Campus – Library
                                             Learning Resources
                                                         President
                                                      Dr. Monte Perez



                                                          Vice President,
                                                           Educational
                                                             Services
                                                             Dr. Lisa
                                                             Conyers
                                                            Assistant Dean
                                                           Library/Learning
                                                              Resources
                                                             Cid Tenpas




Library Technical    Library Clerk II        Librarian            Adjunct Librarians    Instructional       Instructional
   Assistant I      ½ Time Permanent       Diana Myers-               Toni Britt       Media/Broadcast   Media/Broadcasting
Tonette Brown       Mark Robinson              Hyatt                 Joyce Davis         Coordinator         Technician
                                                                      Kuei Chiu        Gustavo Segura     Angela Thomas




                                                                                                                           Office of the Provost
                                                                                                                           RCC Moreno Valley




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                                                                                                                                 03/04/04
                                         Riverside Community College APPENDIX A
                                                           #2
                                         Moreno Valley Campus – Library Learning
                                                    Resources – IDEAL

                                                                 President
                                                              Dr. Monte Perez


                                                              Vice President,
                                                               Educational
                                                                 Services
                                                                 Dr. Lisa
                                                                 Conyers
                                                                     DEAN
                                                                Library/Learning
                                                                   Resources
                                                                 Cid Tenpas




Library Staff Manager       Librarian            Additional            IT Technician   Adjunct Librarians    IMC Staff Manager
                          Diana Myers-           Librarian                                 Toni Britt
                                                                                          Joyce Davis
                              Hyatt                                                        Kuei Chiu




      Library Technical       Library Clerk II                                              Instructional             Instructional
         Assistant I       Full-Time Permanent                                             Media/Broadcast         Media/Broadcasting
     Tonette Brown          Mark Robinson                                                    Coordinator               Technician
                                                                                         Gustavo Segura            Angela Thomas




                                                                                                                                     Office of the
                                                                                                                                     Provost
                                                                                                                                     RCC Moreno Valley




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                              APPENDIX E
                      REMODEL/ALTERATION REQUEST
                           USING 6226 FUNDS
                               Moreno Valley Campus
                                    Due June 30, 2008


Name and Title of Manager Submitting 6226 Request: Cid Tenpas, Assistant
Dean, LLRC

Name of Contact Person that can give additional details if needed:

Cid Tenpas x6344

Building Name and Room Number requiring remodel/alteration:

Wall between LIB 232 and Circulation Area in Library



Name of Project:       Additional Electrical Outlets on both sides of the wall


Summary of Project*:
Additional electrical outlets are necessary for installation of office equipment
inside LIB232 and outside – allowing a better arrangement of furniture in the
office to accommodate additional staff desk, and on the outside in order to have
computers placed in the lobby of the Library, allowing additional computers to be
used for additional access for patrons.


Justification of Need:
We were able to allow 2 people to use this room, but the configuration of the
desks is not good due to electrical outlet limitations. Also, we need to add more
computers for the public to use (to ease the wait) – and there is space available
in the lobby, but there are no available electrical outlets.


Was this project included in your most recent program review? Yes              No
(Circle one)



*Rough Drawing should be attached, if appropriate




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Signature of Submitting Manager:


Date:




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                             APPENDIX F
                      REMODEL/ALTERATION REQUEST
                           USING 6226 FUNDS
                               Moreno Valley Campus
                                    Due June 30, 2008


Name and Title of Manager Submitting 6226 Request: Cid Tenpas, Assistant
Dean, LLRC


Name of Contact Person that can give additional details if needed:

Cid Tenpas x6344

Building Name and Room Number requiring remodel/alteration:

Library, Moreno valley campus, circulation area


Name of Project: Technical Services Remodel



Summary of Project* demolition of existing table wall and partition - and add a
partition or wall behind the circulation desk, computer, and two tables, one work
table and one computer table. See table rough drawing below for further
description of the work requested



Justification of Need:
This room will provide an area that will help secure library cash, print cards,
computer accessories and other library equipment. It will also provide a space
for the processing of library resources and other activities which have increased
due to enrollment growth and separation from the Riverside City campus library.


Was this project included in your most recent program review? Yes              No
(Circle one)



*Rough Drawing should be attached, if appropriate




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Signature of Submitting Manager:


Date:




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                                 APPENDIX G
                          REMODEL/ALTERATION REQUEST
                             USING 6226 FUNDS
                               Moreno Valley Campus
                                    Due June 30, 2008


Name and Title of Manager Submitting 6226 Request:
Cid Tenpas, Assistant Dean, LLRC

Name of Contact Person that can give additional details if needed:

Cid Tenpas x6344

Building Name and Room Number requiring remodel/alteration:

Library, Moreno valley campus, reference office LIB232

Name of Project: reference office furniture moving and removal

Summary of Project* removal of formica desk and left-hand laminate shelving
unit. Move right-hand laminate shelving unit to left to make room for 30-inch deep
desk that will occupy same area as formica desk. Work is contingent upon
approval of replacement desk purchase. See attached rough drawing below for
further description of the work requested


Justification of Need:
Make room for a more ergonomic desk with room for cabling. Remove
unnecessary shelving to provide better work space.

Was this project included in your most recent program review? Yes              No
(Circle one)



*Rough Drawing should be attached, if appropriate



Signature of Submitting Manager:


Date:




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                           APPENDIX H
                    REMODEL/ALTERATION REQUEST
                         USING 6226 FUNDS
                            Moreno Valley Campus
                                 Due June 30, 2008


Name and Title of Manager Submitting 6226 Request: Cid Tenpas, Assistant
Dean, LLRC


Name of Contact Person that can give additional details if needed:

Cid Tenpas


Building Name and Room Number requiring remodel/alteration:

Library, Moreno Valley Campus 3rd Floor



Name of Project: Electrical Power and Outlets for Library Carrels



Summary of Project*:
Provide electrical power and outlets to 3rd floor library carrels




Justification of Need:
Students frequently request access to electrical outlets. There are an insufficient
number of power outlets in the library. The outlets are on the perimeter of the
library or are dedicated to other library equipment (computers, printers, DVD/CD
players.) Most of the library carrels on the 3rd floor do not have access to
electrical power, so students string electric chords across walkways – creating a
hazard.


Was this project included in your most recent program review? Yes            No
(Circle one)




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                                                    Campus Administrative Program Review
                                                      This Document Printed on 5/19/2011

*Rough Drawing should be attached, if appropriate



Signature of Submitting Manager:


Date:




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