The program review process at Maui Community College occurs within the context of our Mission Statement, Strategic Plan, Community College Survey of Student Engagement (CCSSE) reports, Banner student information system data, and guidelines from the legislature, the University of Hawaii Community College (UHCC) system as well as the UH system.  The MCC budget process identifies the program review as one of the “Budget Drivers/Parameters” in the Biennium Budget appropriations and annual budgeting process.  The MCC Detailed Tactical & Operational Planning Process describes the context within which Strategic Plan implementation and program reviews interface and permit recommendations from the review process to inform the strategic and annual planning and budgeting needs.  The influence of the WASC Jr. and Sr. Commission Standards; the county, state, national, and regional economic environment; native Hawaiian issues; demographic shifts; changes in political leadership; and unanticipated natural events also shape the analyses and interpretations of our program review process.




In fulfilling the Maui Community College commitment toward continuous improvement and advancing our mission, the cycle of comprehensive and annual program review reports were completed and submitted with respective priorities and recommendations in October 2005.  The comprehensive and annual program reviews, as well as the annual 2004-05 and 2005-06 Program Health Indicators (PHIs), are on file and available on the campus homepage. 


The comprehensive reports then underwent the process of analysis and evaluation by two review teams:  one composed of internal and external members at the department level, and the other composed of the campus Executive Committee members.  After the analysis stage and the recommendations and program review summary were completed, program coordinators again met with the respective Dean to discuss the data from the program reviews and feedback in terms of program effectiveness, demand, efficiency, budget, outcomes, and plans for this and the next year.  The ultimate strategy is to implement specific program plans of action and to integrate them, along with the results of data and dialogue from the program reviews, into the college planning, budgeting, and decision-making processes. 


The comprehensive program reviews under the instruction component that were reviewed this year on the five-year cycle included accounting, nursing, and the Office of Continuing Education and Training (OCET).  Additionally, reviews of non-instructional programs included administrative services and student services.  The process further consisted of each degree program’s annual PHIs.  In subsequent years, the UH system parameters for program reviews under current discussion among the UHCC Chancellors, the Interim Vice President for the UHCCs, the senior administration, and the UH Board of Regents will undoubtedly refine the college’s approach to program reviews.


Through Executive Committee presentations by each program leader beginning in March 2005 and continuing through the summer, each of the comprehensive program reviews was assessed to have met the general requirements and expectations of the program review process.  Each of these dialogues was taped for the record and subsequent review.  This presentation included faculty and staff involvement, external input (program advisory committees), data collection, mission statement development (where they did not exist before, e.g., Business Office and Operations & Maintenance), analysis of accomplishments, identification of program needs and priorities, and plans for improvement. 


The instructional comprehensive program reviews from accounting and nursing, as well as from the non-instructional administrative services, were excellent.  They established a clear benchmark for future comprehensive reviews.  In the administrative services arena, national metrics were sought but not found; UHCC systemwide criteria are now under discussion.  OCET systematically addressed most of its metrics; however, the Executive Committee noted that relationships and data regarding program decisions and financial deficits in some of its areas would benefit from more analysis and more assertive financial and programmatic leadership.  The student services program ambitiously identified the Council for the Advancement of Standards in Higher Education as its template for criteria against which to measure its progress in meeting program and service goals.  Data related to academic advisement and counseling resources connected to student success were recommended.  Assessing the consistency, availability, and quality of student services to outreach centers and online students were also identified as challenges to be reported back to the Executive Committee as part of the next annual and comprehensive reports.  While there now exists more data than ever regarding student services programs and services, the admissions and records review has not been completed.


As to the annual reviews, the annual program assessments based on PHIs were completed.  Importantly, it was noted that student learning outcomes have been developed for each course and program, which is a first and monumental step toward meeting accreditation requirements.  The Dean of Instruction provided data and analysis for each program.  While there were discussions about individual programs, a summary would be useful of priorities for the entire instructional program based on the data.  Such a summary would include program needs; academic actions (including termination, stop-out, revisions, etc.), and faculty, personnel priorities, and overall resource development and deficit reduction plans.  Overall, there seemed to be consistent data regarding each program’s achievement metrics.  However, analyses of data regarding efficiency and effectiveness were uneven.  Additionally, involvement by the program advisory committees in the program review process appeared to be uneven and in need of a more systematic scheduling of dialogues regarding a databased program performance review.    


Institutional Program Review Conclusions and Recommendations


The above programs were generally performing satisfactorily in fulfilling their respective missions.  The reviews of data were generally very thorough and in all cases presented a comprehensive appraisal of each program’s performance.  However, there are areas of focus that will preface next year’s and future program reviews.











Institutional Major Conclusions


Overall, Maui Community College appears to be fulfilling its mission.  The following address aspects of its mission as regards program review.


On affordability.  Through significant infusions of Research and Training Revolving Funds and gifts, a robust schedule of classes was offered and 2,998 students were enrolled in fall 2004.  In the prior years’ program enrollment pattern, the college appeared to be in a consistent growth mode.  However, limited resources, increases in power costs, high employment, and depletion of special fund reserves have curtailed overall institutional and programmatic development.  To address resource deficiencies in electricity, lecturer, and overall institutional support resources, requests for legislative sustained assistance must be sought.  Other sustainable financial strategies will be essential in order to continue development.  Although the college garnered over $1.2 million in extramural RTRF resources over the last two years, proposed technology fees, increased the Health Center fee, and increased tuition over the last year, the college’s overall resources came uncomfortably close to exhausting all of its resources in the service of its mission.   Tuitions, on a comparative basis, still enable students to access excellent value. 


On Quality:  Through feedback from the Community College Survey of Student Engagement, five of seven benchmarks exceeded national benchmarks.  The areas for improvement identified the college’s aging computing technology and inadequate financial aid services


Process:  Continuous Improvement active, internal review committee, and validation committees will benefit from refinement and more detailed training in assessment, if the same process is repeated.  A more direct process is being suggested that would combine the two (internal and validation) committees into one. 


Degree Programs:  Accounting and nursing instructional programs were assessed to be vital, active, and reasonably efficient. 




The college’s response to the convergence among program reviews, data analyses, Strategic Plan priorities, and resource availability enlists a combination of strategies and resource applications.










Process Refinement


The Strategic Plan Implementation Committee is presently reviewing and refining this and other analytical processes.  As the tuition fee revenues have slightly exceeded our budget projections, the campus instructional priorities will generally be maintained.  Budget challenges faced by some instructional and non-instructional programs have revealed that efficiency metrics require special attention, in culinary, oral health, and OCET.  Adjustments to address budget requirements in each program have been requested and will be integrated to reverse downward trends in the imbalance between cost of services and revenues.  The escalation of electricity and other costs have additionally challenged all facets of the college. 


Administrative Services Program Review Summary


The 2004 Administrative Services program review consisted of a comprehensive review of the Business Office and three annual reviews by Computing Services, Operations and Maintenance, and Personnel Office.


Administrative Services Program Review Conclusions and Recommendations


A.     Business Office Comprehensive Review


The Business Office undertook a comprehensive review and analysis of its mission, functions, qualitative data, quantitative data, human, financial and physical plant resources and determined their strengths, weaknesses, and developed action plans, timelines and resource needs to address any areas that were needing improvement.


The comprehensive review revealed tremendous growth in MCC’s total financial resources that are processed by the Business Office, with a disproportionate lack of growth in the Business Office staffing to support the increased workload.  As result, growth has inhibited the staff’s ability to provide careful, accurate, and patient advice, guidance, and overall service to the college staff, faculty, and students.  Overall morale of the office is a concern as well as frustration from the college abroad.


In order to address these concerns, the Business Office recommended an action plan, which required immediate filling of all vacant staff positions, increased training of Business Office staff including customer service sessions, increased training for the campus, having breakfast and special Business office staff meetings to allow for staff bonding, and to provide adequate storage space and sufficient funds for general operating costs.


B.     Computing Services Annual Program Review


The Computing Services conducted an annual review of their mission, goals, functions, qualitative date, quantitative data, and financial and human resources and determined strengths and weaknesses and a plan to implement improvements.  The Computing Services review indicates a unit experiencing increasing workloads in terms of a growing number of computer labs, computers, networking equipment along with the implementation of the Banner Student Database system.  Staffing for the department remained level, but an extended leave of absence for a permanent staff member exacerbated the workload issues.  Despite the heavy workload, the department’s overall satisfaction survey results improved from 2003 to 2004, with the department’s quality of service and courteous staff resulting with the higher marks.  Also, the average turnaround to complete work orders decreased in 2004.


Computing Services recommended action plan is to fill already funded but vacant positions to support IT Specialist Banner responsibilities and a vacant hardware support IT Specialist.  This support would then allow the department to service students needing passwords, and WebCT and UHUNIX problems and also implement the Maximo workorder system for campuswide usage.


C.     Operations and Maintenance Annual Program Review


The Operations and Maintenance Department conducted an annual review of their mission, goals, functions, qualitative date, quantitative data, financial and human resources and determined strengths and weaknesses and a plan to implement improvements.  Similar to the Computing Services unit, Operations and Maintenance experienced overall improvement in its campus satisfaction survey.  Courteous and service oriented staff is indicated in the surveys. These improvements are achieved despite increasing workloads, which places MCC custodians and groundskeepers covering substantially more area than their community college counterparts.  Vacant positions, unfilled for extended time periods, further exacerbate the workload problems.  A lack of equipment replacement funds has impacted the department, as mowers, carts, and vehicles are constantly inoperable and requiring repair.


The recommended action plan is to fill vacant positions immediately.  Focus on higher quality work and highly visible areas.  Purchase equipment and tools that are better suited for the staff and department.  Increase staff training and development.  Phase out campus vehicle fleet.


D.     Personnel Office Annual Program Review


The Personnel Office conducted an annual review of their mission, goals, functions, qualitative date, quantitative data, and financial and human resources and determined strengths and weaknesses and a plan to implement improvements.  The Personnel Office received very high ratings from the campus satisfaction surveys in both 2003 and 2004.  The quantitative data reflects a high workload volume, which decreased slightly in 2004.  This decrease may be a result of the college’s financial constraints, coupled with the increased use of RCUH personnel system, which is managed by RCUH human resource department. 


The major area of focus for the Personnel Office is to increase campus training and to streamline the overall process.


The recommended action plan is to provide funds for a permanent Personnel Clerk, along with funds to support BRIO software, staff development, storage and supplies. 


Administrative Services Departmental Priorities


The results of the Administrative Services program reviews were analyzed.  A prioritized matrix of each department’s action plans and resource needs was created.  Each action item was discussed and a means of financing was identified (in brackets).



Business Office

Personnel Office

O&M, Mailroom, Security

Computing Services

1.  Fill Vacant Positions

1.  Asst. Pers Officer

1.  Fill Vacant Grounds

1.  Hire full-time IT Spec

        Account Clk Civil Service

        (convert to Gfunds/perm)


        (.60 to 1.00)

        Institutional Support (Banner)

        (internal reallocation)

   (currently funded)






2.  Part-time Casual Hire (RTRF)

 2.   New Personnel Clerk

2.  New O&M Clerk

2.  Office Clerk (.50 FTE)

        Banner Support (currently only




        to June)

   (Biennium Budget Req)

   (Biennium Budget request)

   (Biennium Budget request)

3.  Operating Funds ($20,000)

3.  Operating Funds ($4,000)

3.  Convert Existing General

3.  Implement Maximo


        EUTF, Training, Airfare,

     Laborer to Maintenance

        Workflow Module ($2,000)


        copying costs



 (Budget reallocation if possible)

       (Budget reallocation)

    (funds for increase salary)

 (release for Bohn)

4.  Prof Development - Non Credit

4.  Storage – Digitzed

4.  New Janitor (Culinary Bldg)

4.  Info Base


        Multi-Purpose Bldg



         (no cost)

     (Budget reallocation)

 (Supplemental Budget request)

   (Budget reallocation)

5.  Archive Storage - Digitized

5.  Training Sessions

5.  New Gen Laborer Grounds

5.  Ka`a`ike UPS Maintenance

        Multi-Purpose Bldg

        On-line Training



    (Budget reallocation)

    (Budget reallocation)

 (Supplemental Budget request)

   (funded g-funds FY05)

6.  RDP - Institutional Support (Fed)

6.  Website, Policies Calendar

6.  Security Guard (1.00)   47/7


   (funded by RDP)

   (no cost)

 ( Partially Funded by Leg FY 2007)


7.  Breakfast Meetings

7.  Overpayments

7.  Upgrade Radio system


   (no cost)

   (no cost)

   (Budget reallocation)


8.  Create B.O. Calendar

8.  Reference checks for Campus

8.  Replace Tractor/Mower


  (no cost)

  (no cost)

   (Budget reallocation)



9.  BRIO (on order)

9.  New pick up truck (small) and



 (Budget reallocation)

        van OR ask Dept's to rent



10.  Timely Salary Payments

10.  Brush Chipper/Mulcher



 (no cost)




11.  Asst with Hiring Hi-Quality

11.  Storage Equipment/Furniture




        (Swap meet/Drive in funds)



12.  Stream Line process

12.  Re-institute Staff Development








Administrative Services Overall Priorities


The Director of Administrative Services along with the department heads formulated an overall Administrative Services priority of resource needs.  Also identified were high priority cost items, which were not identified during program review.







New Item which occurred after the Program Review Process

a.  Fill Vacant Electronics Tech Position


Program Review Priorities


1.  Fill vacant Grounds Foreman position (OM)


2.  Fill vacant Account Clerk (Civil Service) position (BO)


3.  Fill vacant Institutional Support APT Banner position (BO)


4.  Hire full-time IT Specialist position (Shibano/Harding/Bohn Support (0.40) (CC)


5.  Asst. Personnel Officer (Convert to G-Funds/Perm, reallocated salary, need diff) (Pers)


6.  Personnel Clerk


7.  Computing Services Office Clerk (0.50 FTE) (CC)


8.  O&M Office Clerk (OM)


9.  Ka`a`ike UPS Maintenance (CC)


10.  Operating Funds (BO - $20,000; Pers - $4,000; CC - $2,000)  $26,000


Institutional Support Cost Increases in FY 2006 (Non-Program Review)

1.  Increase Electricity


2.  Security Guard


3.  Pa`ina Hood Cleaning


4.  Ka`a`ike and Pa`ina Front Glass Treatment


5.  Campus Postage



























Student Services Program Reviews


Student Services Program Review Conclusions and Recommendations


In AY 2004-05, Admissions & Records, Student Housing, and Student Life were scheduled for comprehensive program reviews.  External review teams were formed for each area.


A.     Student Housing Comprehensive Review


The external review team for Student Housing noted that this self-study sets a basic “baseline” for on-going program improvement and review.  The team also noted that the housing program is meeting the basic needs of students.  The team stated that the revenue generated by the limited number of beds (44) seriously handicaps a self-support program. 


The major recommendation noted by the team is that the College considers supporting personnel with state General funds.  Doing so would free up funds for development of more co-curricular programming.  The Dean of Student Services accepted this recommendation.  The Dean will submit this recommendation for consideration in future budget planning.


B.     Student Life Comprehensive Review

The external review team commended the Student Life program for making progress in budget management and addressing ethics related campus issues.  The team also noted that Student Life is understaffed and recommended more institutional support for staffing. 


The team’s major recommendation spoke of the need of Student Life to be more proactive in it’s campus activities.  Specifically, the team recommended that Student Life be more active in engaging faculty, staff, and students in developing and promoting “creative” activities on campus, especially given the development of increased student housing in the near future.  The Dean accepted this recommendation and will work with the Student Life program to address this and other recommendations in on-going program improvement initiatives and reviews.


C.     Admissions & Records Comprehensive Review


Admissions & Records did not complete the required self-study for the comprehensive review.  The external team noted that this requirement was not met and recommended that Admissions & Records be rescheduled for a comprehensive review in AY 2005-06 with a self-study deadline of September 30, 2005.  The Dean accepted this recommendation.  The Dean met with the Registrar to review the team’s report and recommendations and sent a follow-up letter summarizing the program review results and recommendations.


D.     Annual Program Reviews


Except for programs scheduled for comprehensive reviews, all student services programs submitted annual reviews.  The annual reviews consisted of programmatic functional statements, data over the past two years, assessment, and programmatic improvements implemented based on the assessment.


The annual program reviews have provided the college with substantially more data in an organized format than ever before.  The Dean met with all student services program directors to review the report and to discuss specific programmatic areas.  In future program reviews, the Dean will work with the program directors to strengthen the area of assessment and data analysis, which then must be more clearly linked to programmatic improvements.


Student Services Priorities


Priorities were developed only for those programs completing comprehensive program reviews, specifically Student Housing and Student Activities.


Priority 1.         Support Student Housing Director with general funds (currently self-supported).


Priority 2.         Create new Student Life position with general funds.



Instructional Services Program Reviews


Instructional Services Comprehensive Program Reviews


In AY 2004-05, Accounting, Nursing, and the Office of Continuing Education and Training (OCET) conducted comprehensive program reviews. Each of the programs conducted a self-study, which was then reviewed by a review team (another program coordinator, community person, student, and program-related faculty member) and then validated by three members of the campus Executive Committee.


A.     Accounting


Centrality:  The program is appropriate to the mission of the institution

Workforce Demand:  There are 46 annual job openings in Maui County and 1,582 in the state.

Majors:  There are 98 majors.

Class Fit:  The class fit is 93%.

Graduation Rate:  The graduation rate is 27%.

Placement in Employment: The rate is 83%.


Plan of Action:  Past plans addressed placement opportunities, relationships with community partners and advisory committee, professional development for accounting professionals, student transfer to baccalaureate institutions, and relationships with other programs at MCC.  The current plan addresses issues of academic advising, curriculum revision, new software acquisition and articulation.


Analysis of comprehensive review:  The accounting program review was well developed and comprehensive.  It covered the goals of the program, and it demonstrated through the SLOs and COWIQ curricular grids how the goals of the program were being achieved.  The program review outlined the program’s relationship to the MCC Strategic Plan and had a plan of action to address concerns of the program.  The components on student services as well as the commentary on distance delivery were good additions, as they tied together the instructional program with the needs of students.  The program has identified program and course assessment of student learning outcomes as something it’s not only prepared to address but also sees as a means to improving educational effectiveness.  Issues of concern include equipment upgrades, rapidly changing technology, and course offerings in a timely manner (a funding issue).


The accounting program identified seven goals, and its review team found that each goal had been met, with four of the goals still needing attention of some kind.  The campus Executive Committee identified some mechanical areas of improvement, however, but overall was impressed with the quality and health of the accounting program and the caliber of the faculty and curriculum


B.     Career Ladder Nursing


Centrality:  The program is appropriate to the mission of the institution.

Workforce Demand: 

Associate Degree: 321 annual job openings in Maui County and 1,518 in the state.

Practical Nursing: there are 20 annual job openings in Maui County and 81 in the state.

Dental Assisting: there are 10 annual job openings in Maui County and 70 in the state.


            Associate Degree: there are 41 majors.

            Practical Nursing: there are 51 majors.

            Dental Assisting: there are 32 majors.

Class Fit:

            Associate Degree: the class fit is 103 percent.

            Practical Nursing: the class fit is 102 percent.

            Dental Assisting: the class fit is 88 percent.

Graduation Rate:

            Associate Degree: the graduation rate is 91 percent.

            Practical Nursing: the graduation rate is 91 percent.

            Dental Assisting: the class fit is 88 percent.


Nursing Exam Pass Rate:

            Associate Degree: the pass rate is 95%.

            Practical Nursing: the pass rate is 97%

Placement in Employment:

            Associate Degree: the rate is 88%.

            Practical Nursing: the rate is 92%.


Plan of Action:  Past plans have addressed the difficulty in attracting and retaining qualified nursing faculty, the need to increase the available positions for admission to the nursing program, and funding issues.


Analysis of comprehensive review:  The nursing program review contained appropriate documentation of achievements and could serve as a model for other comprehensive program reviews.  It was tied to the MCC Strategic Plan and the UH System Plan. The SLOs and COWIQs are well developed and are directly related to the content of the curriculum, which is successfully connected to the program goals.  It reflects an integrated process of continual evaluation and adaptation.  Most notable is the desire of faculty and staff to provide students with a variety of options in meeting their academic goals.  These options include group meetings and support groups, learning contracts, and tutoring and counseling support. Issues of concern include the need for additional slots in the program, the difficulty in attracting faculty with appropriate credentials, and the need for additional funding for such faculty.  In addition, there are ongoing discussions with other nursing programs across the UH System regarding coordination, articulation, etc. As the nursing program continues to grow and evolve into an allied health program, there should be a systematic plan to address such growth into other areas within the health field.


The Nursing Program Review Team and the campus Executive Committee cited the nursing comprehensive program review as being a model program review.  According to the review team, nursing has succeeded in meeting the program’s four goals and identified the support needed to ensure continued success and program growth.


C.     Office of Continuing Education and Training (OCET)


The OCET Comprehensive Program Review was able to clearly document the contributions of the non-credit program. This is a significant accomplishment given that there was no template for a non-credit program mirroring that of the credit programs.  Consequently, there are no “markers” such as those provided by the Program Health Indicators for evaluative purposes. However, the program contained extensive information, evidence, documentation, and analysis for the OCET programs.  Instead of PHIs, the program utilized national standards from the LERN (Lifelong Learning) guidelines and best practices from programs throughout the country. It is clear from the comprehensive review that OCET is connected to the MCC Strategic Plan and to the UH System Plan.


OCET provides non-credit training in VITEC (business and workforce development training), Comp Tech (computer technology training), PACE (arts, culture and health), Contracts and Grants (customized training for all OCET programs), MLI (Maui Language Institute), and Apprenticeship (Trades in partnership with Unions).  The faculty and staff of OCET outlined the qualification of their faculty and staff, as well as their ongoing professional development activities.


The review addressed three major components in the review process:  (1) what the objectives for the review period were; (2) how the objectives were achieved; and (3) how unmet objectives could be addressed.  However, the program staff are encouraged to “create a culture of evidence” whenever possible.  As an example, it would be helpful to know how many students move from the non-credit MLI program to the credit programs at MCC and then to track down their progress in the credit classes.  This information could be utilized by the faculty and staff of MLI for programmatic improvement and could answer the “so what” question that is a major component in the assessment process.  Revenue generation continues to be a challenge but steps are being taken to address this.  They include evaluation from an outside auditor to ascertain fiscal practices, review of the internal organizational structure, and closer coordination with the credit programs in program offering.


OCET has faced a number of challenges this past year, including budget and personnel issues. There was a dramatic drop in funding from the state’s Department of Labor & Industrial Relations Employment and Training Fund (ETF), followed by severely decreased funding for Workforce Initiative Act.  However, to assist in counteracting these funding decreases, each program developed a business plan, which will help to move the program towards self sufficiency. The campus Executive Committee also expressed some concern about the fiscal management.  Therefore, a consultant (retired UH system fiscal officer) was hired to review the OCET fiscal management.  He provided an analysis and made recommendations for improvement.  OCET has incorporated all recommendations in is fiscal management system. Due to long-term illness and resignation, two full-time positions remain unfilled, and the present staff has taken on additional responsibilities.


D.     Annual Program Reviews


Fifteen instructional programs submitted annual program reviews; two did not.  The annual review consisted of an overview of the program, the curriculum, its impact on students, and the analysis of the program activities. The Dean of Instruction and the Interim Assistant Dean of Instruction met with the program coordinators to discuss the program’s effectiveness and the means to provide continuous improvement.  From these conversations, workload issues were clarified and program modifications moved from a conceptual framework to a draft of the revised program map.


Program reviews will serve as one source of dialogue for budget preparation.


In AY 2005-06, the academic support programs and outreach sites will also submit either an annual assessment or a comprehensive program review.


Instructional Budget Requests


After discussion at the October 25, 2005 meeting the Instructional priority list in order is:

            1.   Math position                                 1.5

            2.   Soc/AJ                                           1.0

            3.   Human Services                              1.0


The Academic Support Services priority is:

            1.   TLC                                               1.0

            2.   Media Specialist III                        1.0

            3.   Library Assistant IV                        1.0


The University Center, Maui priority is:

            1.   APT for University Center  1.0


The OCET priority is:

            1.   Permanent OCET Director 1.0

2.      MLI Director/Instructor

from temporary to tenure track        1.0


Supplies necessary to maintain a high quality of educational experience include:


1.      Computer replacement in labs and classrooms

2.      Replacement/repair of boards used in the classroom