Chabot College
Program Review Report
2015 -2016
Year Two of
Program Review Cycle
Administrative Services
Business Office
Campus Safety
Reprographics
Computer Support/AV
Submitted by:
Vice President of
Administrative Services
11/16/14
Chabot College
Program Review Report
2015 -2016
Year Two of
Program Review Cycle
Business Office
Submitted on 11/01/14 (Revised 11/16/14)
Contact: Billy delos Santos/Connie Willis
Table of Contents
___ Year 1
Section 1: Where We’ve Been
Section 2: Where We Are Now
Section 3: The Difference We Hope to Make
___ Year 2
Section A: What Progress Have We Made?
Section B: What Changes Do We Suggest?
___ Year 3
Section A: What Have We Accomplished?
Section B: What’s Next?
Required Appendices:
A: Budget History
B1: Course Learning Outcomes Assessment Schedule
B2: “Closing the Loop” Assessment Reflections
C: Program Learning Outcomes
D: A Few Questions
E: New Initiatives
F1: New Faculty Requests
F2: Classified Staffing Requests
F3: FTEF Requests
F4: Academic Learning Support Requests
F5: Supplies and Services Requests
F6: Conference/Travel Requests
F7: Technology and Other Equipment Requests
F8: Facilities
____ YEAR ONE
1. Where We’ve Been - Complete Appendix A (Budget History) prior to writing your narrative.
Limit your narrative to no more than one page. As you enter a new Program Review cycle,
reflect on your achievements over the last few years. What did you want to accomplish?
Describe how changes in resources provided to your discipline or program have impacted your
achievements. What are you most proud of, and what do you want to continue to improve?
2. Where We Are Now - Review success, equity, course sequence, and enrollment data from
the past three years at
http://www.chabotcollege.edu/ProgramReview/Data2014.asp
Please complete Appendices B1 and B2 (CLO's), C (PLO's), and D (A few questions)before writing
your narrative. Limit your narrative to two pages.
After review of your success and retention data, your enrollment trends, your curriculum, and
your CLO and PLO results, provide an overall reflection on your program. Consider the following
questions in your narrative, and cite relevant data (e.g., efficiency, persistence, success,
CLO/PLO assessment results, external accreditation demands, etc.):
• What are the trends in course success and retention rates (based on overall
results and CLO assessments) in your program? Do you see differences based
on gender and/or ethnicity? Between on-campus and online or hybrid online
courses? Provide comparison points (college-wide averages, history within
your program, statewide averages).
1. Success and persistence rates.
2. Distance education vs. face-to-face courses.
3. The Difference We Hope to Make - Review the Strategic Plan goal and key strategies at
http://www.chabotcollege.edu/prbc/StrategicPlan/SP for PR.pdf prior to completing your
narrative. Please complete Appendices E (New Initiatives) and F1-8 (Resource Requests) to
further detail your narrative. Limit your narrative to three pages, and be very specific about
what you hope to achieve, why, and how.
Note: Chabot is in the process of creating our next Educational Master Plan, to last six years.
Educational Master Plans are generally large enough in scope to be flexible. They are used in
particular at the District Level to guide in facility and community planning.
Please take this moment to reflect on your program’s larger term
vision(s) and goals (6 years), and to incorporate them into Program
Review under the section below as a separate paragraph or otherwise.
The drafters of the Educational Master Plan will be mining Program
Review for contributions to the plan, with a commitment to read what
programs have submitted. IR has offered to work with programs to
determine future market trends to be incorporated into this year’s
program review in relation to long-term goals. Please contact Carolyn
Arnold for support. We will have other avenues to communicate with
the Educational Master Plan Consultants. This is simply one avenue.
•
•
•
•
•
What initiatives are underway in your discipline or program, or could you begin, that
would support the achievement of our Strategic Plan goal?
Over the next three years, what improvements would you like to make to your
program(s) to improve student learning?
Over the next 6 years, what are your longer term vision(s) and goals? (Ed Master Plan)
What areyour specific, measurable goals? How will you achieve them?
Would any of these require collaboration with other disciplines or areas of the college?
How will that collaboration occur?
____ YEAR TWO
A. What Progress Have We Made?
Complete Appendices A (Budget History), B1 and B2 (CLO's), C (PLO's), and D (A few questions) prior to
writing your narrative. You should also review your most recent success, equity, course sequence,
and enrollment data at http://www.chabotcollege.edu/ProgramReview/Data2013.cfm.
In year one, you established goals and action plans for program improvement. This section asks
you to reflect on the progress you have made toward those goals. This analysis will be used by
the PRBC and Budget Committee to assess progress toward achievement of our Strategic Plan
and to inform future budget decisions. It will also be used by the SLOAC and Basic Skills
committees as input to their priority-setting process. In your narrative of two or less pages,
address the following questions:
•
•
•
What were your year one Program Review goals?
Did you achieve those goals? Specifically describe your progress on the goals you set for
student learning, program learning, and Strategic Plan achievement.
What are you most proud of?
•
•
What challenges did you face that may have prevented achieving your goals?
Cite relevant data in your narrative (e.g., efficiency, persistence, success, FT/PT faculty
ratios, CLO/PLO assessment results, external accreditation demands, etc.).
Business Office/Accounting wants to accomplish to have fast and accurate
services. We already establish the accuracy but not speed of the services. We are in the
process of finalizing the hiring of a fiscal specialist. This will fill a position that has been
vacant for more than one year. This will definitely can make significant changes and
meet our goals. Our process in all documents will be faster than before that will benefit
the Staff, Students and specifically under Associated Student Chabot College (SSCC).
We are proud that we achieve good internal and budgetary control to protect the
finances and the assets of the College. We maintain good financial records and an
accurate reporting of revenue and expenditure. We ensure in compliance in Budget
and Accounting Manual, Board Policies, CA Education Code and Generally Accepted
Accounting Procedure.
The Administrators are very supportive which makes it easier for us to achieve our goal.
They are always available to support us in any proposal for the improvement of
procedure to protect the College, staff and student.
The following are the hurdles faced by the Business Office Department:
One of the main challenges we came across was the complaint from staff due
to the slow process of documents which was resolved by permanently filling
the vacant Fiscal and Administrative Services Technician position.
• We will propose to convert paperless documents by using on-line process of
Requisitions, Disbursement Request, timesheets etc. to resolve the issue and
eliminate having to obtain too many signatures on the documents.
• Lack of proper training of Faculty and Staff on the proper procedures to
process the document in Business Office.
• The Department Deans and Supervisors should strictly monitor their budgets
before submitting to Business Office.
• Does not have a software or module to balance the cash taken in at campus
copiers. A strong internal control for sending large amount of checks to District
Office for deposit is necessary.
• Business Office is devoting too much time distributing payroll checks in the
Business Office window.
• Financials statement and Bank Reconciliation for ASCC and Co-Curricular are
still created thru Excel.
• We still process the checks manually instead of printing through copier/printer.
•
Chabot College Mailroom goal for year one was to continue providing an
excellent service not only to stuff, administrators and instructors but students as well by
delivering the mail its final destination, to help out with questions regarding mail
processing, rates, regulations, overnight packages, placing final projects, exams,
homework in instructors’ mailboxes, efficient and prompt exchange of books and
materials between the campuses’ libraries, just to name few examples. As the person
responsible for the mailroom (Diaz) I am continuously striving to provide an adequate,
fast and precise mail processing. As a Spanish speaking person, I continue to provide
information to our Hispanic community regarding upcoming classes, registration
process, events held on campus, etc, either via phone or walk-ins. My goal from day
one has been to make communication via mail as accurate, accessible and easy as
possible.
As the mailroom clerk, I continue to strive for the best service available to all the parties
directly connected to my area and I am proud to say things run smoothly majority of
the time. There is always room for improvement and that is what motivates me to be
better and to continue perusing my goal.
.
Switchboard (Aldana) will continue providing excellent service to all of our students,
staff, and general public. Since the Switchboard Operator is the first live voice the
community hears when they call Chabot College. The Switchboard is continually striving
to make their experience with Chabot College a positive one. The Switchboard Operator
provides friendly and efficient service providing information and answering questions
the caller has. The Switchboard goal is to ensure a pleasant and efficient experience for
those that contact me whether it is by phone, in person, or via email. The college has
maintained its long-standing tradition of 51 years by having a communications center
that is staffed with a full-time switchboard operator, something our community has
requested the college to retain.
The Switchboard Operator would like the software needed for resetting the phone
displays installed, this was a service I provided for many years. Switchboard has been
told the software needs to be updated and installed approximately three years ago.
The Switchboard Operator wanted to have access to our address book on
GroupWise versus emailing the phone number information to IT to make the changes
so Switchboard could provide one additional service in the Communication Center, and
would reduce the time for changes to be made. Switchboard continues to provide
excellent customer service to our students, staff and general public. Since the last
program review, Switchboard has not been contacted regarding the other services
Switchboard would like to provide. Three years have passed and Switchboard still have
not received the software to resume changing the phone displays.
Switchboard is proud to be positive influence for our students and make a difference by
being able to help them.
Additional services could be met if theSwitchboardOperator had the control to make
them happen.
B. What Changes Do We Suggest?
Review the Strategic Plan goal and key strategies at
http://www.chabotcollege.edu/prbc/StrategicPlan/SPforPR.pdfprior to completing your
narrative. Please complete Appendices E (New Initiatives) and F1-8 (Resources Requested) to
further detail your narrative. Limit your narrative to two pages, and be very specific about
what you hope to achieve, why, and how.
Note: Chabot is in the process of creating our next Educational Master Plan, to last six years.
Educational Master Plans are generally large enough in scope to be flexible. They are used in
particular at the District Level to guide in facility and community planning.
Please take this moment to reflect on your program’s larger term vision(s) and goals (6 years),
and to incorporate them into Program Review under the section below as a separate paragraph
or otherwise. The drafters of the Educational Master Plan will be mining Program Review for
contributions to the plan, with a commitment to read what programs have submitted. IR has
offered to work with programs to determine future market trends to be incorporated into this
year’s program review in relation to long-term goals. Please contact Carolyn Arnold for support.
We will have other avenues to communicate with the Educational Master Plan Consultants. This
is simply one avenue.
Given your experiences and student achievement results over the past year:
•
•
•
•
•
What changes do you suggest to your course/program improvement plan?
What new initiatives might you begin to support the achievement of our Strategic Plan
goal?
Do you have new ideas to improve student learning?
What are your specific, measurable goals? How will you achieve them? Would any of
these require collaboration with other disciplines or areas of the college? How will
make that collaboration occur?
What is your longer term vision(s) or goals? (Educational Master Plan)
The following new ideas to improve the Business Office Department:
• We need accounting software that creates Financials statement and Bank
Reconciliation for ASCC and Co-Curricular.
• We need software or module that can run or printing checks through
copier/printer.
• Video camera in the front of Business Office to record who comes in and out.
• Push button panic alarm to protect the people in Business Office.
• We will propose to Administrators to convert paperless documents by using online process of Requisitions, Disbursement Request, timesheets etc.
• To resolve the issue of having many signatures on the documents.
• Training all Faculty and Staff on the proper procedures to process the document
in Business Office.
• Have a friendly reminder to Department Deans and Supervisors to monitor their
budgets before submitting to Business Office.
• We need a software or module to balance the cash taken in at campus copiers.
• We need to coordinate with District Office to establish a strong internal control
in sending large amount of checks for deposit is necessary.
• We need to persuade Faculty, Student and Staff to have direct deposit in their
payroll check.
The following new ideas to improve the Mailroom Department:
• Chabot College mailroom was built in the 60’s no changes have been made to
the infrastructure; therefore some of the mailboxes are falling apart, out of
services or simply not enough empty mailboxes to accommodate all the staff.
Safety and privacy is also at stake due to the design of the current mailboxes;
anyone that has access to either the switchboard or the mailroom has instant
access to every single box, which might contain checks, person information or
confidential documents. Having fully secures and modern mailboxes will minimize
the issues mentioned above. It would also be ideal to have a separate room to
store all the big packages and boxes for instructors; in the past we have
experienced situations where packages disappear unexplainably.
• The meter machine used on campus is obsolete technology and has beginning to
show signs of deterioration, even though regular maintenance is performed on
the equipment. Perhaps a newer model will make the outgoing mail process
smoother and more effective.
The following new ideas to improve the Switchboard Department:
• Switchboard want to have access to our address book on GroupWise instead
emailing the phone number information to IT to make the changes
• Switchboard wants to have access to reset pins for students or to have access to
change names and numbers in group wise.
• Working Panic button for safety reasons if security is not in the office or not
around in building 200.
___ YEAR THREE
A. What Have We Accomplished?
Complete Appendices A (Budget History), B1 and B2 (CLO's), C (PLO's), and D (A few questions) prior to
writing your narrative. You should also review your most recent success, equity, course sequence, and
enrollment data at http://www.chabotcollege.edu/ProgramReview/Data2013.cfm.
In year one, you established goals and action plans for program improvement. This section asks
you to reflect on the progress you have made toward those goals. This analysis will be used by
the PRBC and Budget Committee to assess progress toward achievement of our Strategic Plan
and to inform future budget decisions. It will also be used by the SLOAC and Basic Skills
committees as input to their priority-setting process. In your narrative of two or less pages,
address the following questions:
•
•
•
•
•
•
•
What program improvement goals did you establish?
Did you achieve the goals you established for the three years? Specifically describe your
progress on goals you set for student learning, program learning, and Strategic Plan
achievement.
What best practices have you developed? Those could include pedagogical methods,
strategies to address Basic Skills needs of our students, methods of working within your
discipline, and more.
Are these best practices replicable in other disciplines or areas?
What were your greatest challenges?
Were there institutional barriers to success?
Cite relevant data in your narrative (e.g., efficiency, persistence, success, FT/PT faculty
ratios, CLO/PLO assessment results, external accreditation demands, etc.).
B. What’s Next?
This section may serve as the foundation for your next Program Review cycle, and will inform the
development of future strategic initiatives for the college. In your narrative of one page or less, address
the following questions. Please complete Appendices E (New Initiatives) and F1-8 (Resources Requested)
to further detail your narrative and to request resources.
Note: Chabot is in the process of creating our next Educational Master Plan, to last six years.
Educational Master Plans are generally large enough in scope to be flexible. They are used in
particular at the District Level to guide in facility and community planning.
Please take this moment to reflect on your program’s larger term vision(s) and goals (6 years),
and to incorporate them into Program Review under the section “The Difference We Hope to
Make” as a separate paragraph or otherwise. The drafters of the Educational Master Plan will
be mining Program Review for contributions to the plan, with a commitment to read what
programs have submitted. IR has offered to work with programs to determine future market
trends to be incorporated into this year’s program review in relation to long-term goals. Please
contact Carolyn Arnold for support. We will have other avenues to communicate with the
Educational Master Plan Consultants. This is simply one avenue.
•
•
•
•
What goals do you have for future program improvement?
What ideas do you have to achieve those goals?
What must change about the institution to enable you to make greater progress in
improving student learning and overall student success?
What are your longer term vision(s) and goals for your program? (Educational Master
Plan)
Appendix A: Budget History and Impact
Audience: Budget Committee, PRBC, and Administrators
Purpose: This analysis describes your history of budget requests from the previous two years and
the impacts of funds received and needs that were not met. This history of documented need
can both support your narrative in Section A and provide additional information for Budget
Committee recommendations.
Instructions: Please provide the requested information, and fully explain the impact of the budget
decisions.
Category
Classified Staffing (# of positions)
2013-14
Budget
Requested
2013-14
Budget
Received
2014-15
Budget
Requested
2014-15
Budget
Received
Supplies & Services
Technology/Equipment
Other
TOTAL
1. How has your investment of the budget monies you did receive improved student learning? When
you requested the funding, you provided a rationale. In this section, assess if the anticipated
positive impacts you projected have, in fact, been realized.
N/A
2. What has been the impact of not receiving some of your requested funding? How has student
learning been impacted, or safety compromised, or enrollment or retention negatively impacted?
N/A
Appendix E: Proposal for New Initiatives (Complete for each new initiative)
Audience: Deans/Unit Administrators, PRBC, Foundation, Grants Committee, College Budget Committee
Purpose: A “New Initiative” is a new project or expansion of a current project that supports our Strategic Plan. The project will require the support
of additional and/or outside funding. The information you provide will facilitate and focus the research and development process for finding both
internal and external funding.
How does your initiative address the college's Strategic Plan goal, or significantly improve student learning?
N/A
What is your specific goal and measurable outcome?
N/A
What is your action plan to achieve your goal?
Activity (brief description)
Target
Required Budget (Split out
Completion personnel, supplies, other
Date
categories)
How will you manage the personnel needs?
New Hires:
Faculty # of positions
Classified staff # of positions
Reassigning existing employee(s) to the project; employee(s) current workload will be:
Covered by overload or part-time employee(s)
Covered by hiring temporary replacement(s)
Other, explain
At the end of the project period, the proposed project will:
Be completed (onetime only effort)
Require additional funding to continue and/or institutionalize the project
Will the proposed project require facility modifications, additional space, or program relocation?
No
Yes, explain:
Will the proposed project involve subcontractors, collaborative partners, or cooperative agreements?
No
Yes, explain:
Do you know of any grant funding sources that would meet the needs of the proposed project?
No
Yes, list potential funding sources:
(obtained by/from):
Appendix F2: Classified Staffing Request(s) including Student Assistants [Acct. Category 2000]
Audience: Administrators, PRBC
Purpose: Providing explanation and justification for new and replacement positions for full-time and part-time regular (permanent) classified
professional positions(new, augmented and replacement positions).Remember, student assistants are not to replace Classified Professional staff.
Instructions: Please justify the need for your request. Discuss anticipated improvements in student learning and contribution to the Strategic Plan
goal, safety, mandates, and accreditation issues. Please cite any evidence or data to support your request. If this position is categorically funded,
include and designate the funding source of new categorically-funded position where continuation is contingent upon available funding.
1. Number of positions requested: _3.0_
STAFFING REQUESTS (2000) CLASSIFIED PROFESSIONALS
Position
Classified Professional Staff (2000)
Description
Program/Unit
PLEASE LIST IN RANK
ORDER
Division/Area
Coordinate and monitor
fiscal records for grants
and special programs.
College Business Office
Liaison assisting
administration and grant
coordinators with budget
implementation for grants,
categorical and special
projects.
Fiscal Coordinator/Grants
and Special Programs
Monitors multiple state and
federal grants and
expenditures and other
categorically funded
programs
Range 45
Business Office
College Administrative
Assistant (similar to the
position at LPC in
Administrative Services)
Campus HR processes:
Process Personnel Action
Forms; Intake of all new
employees; Coordinate all
screening committees,
schedule applicants for
interviews, submit
committee material to HR
for approval; track
evaluations
Range 33
STAFFING REQUESTS (2000) STUDENT ASSISTANTS
Student Assistants (2000)
Program/Unit
Postion
Description
Student Assistant (1)
Back-up if the Regular
employee was on leave.
Administrative Services
PLEASE LIST IN RANK
ORDER
Division/Area
Business Office
2. Rationale for your proposal.
To maintain timely and accurate services to staff, students, district, state and funding agencies.
3. Statements about the alignment with the strategic plan and program review are required. Indicate here any information from advisory
committees or outside accreditation reviews that is pertinent to the proposal.
Appendix F5: Supplies & Services Requests [Acct. Category 4000 and 5000]
Audience: Administrators, Budget Committee, PRBC
Purpose: To request funding for supplies and service, and to guide the Budget Committee in allocation of
funds.
Instructions: In the area below, please list both your current and requested budgets for categories 4000
and 5000 in priority order. Do NOT include conferences and travel, which are submitted on Appendix
M6. Justify your request and explain in detail any requested funds beyond those you received this year.
Please also look for opportunities to reduce spending, as funds are very limited.
Supplies Requests [Acct. Category 4000]
Instructions:
1. There should be a separate line item for supplies needed and an amount.
For items purchased in bulk, list the unit cost and provide the total in the "Amount" column.
2. Make sure you include the cost of tax and shipping for items purchased.
Priority 1: Are criticalrequests required to sustain a program (if not acquired, program may be in peril) or to meet mandated
state or federal regulations or those regulations of a accrediting body for a program.
Priority 2: Are needed requests that will enhance a program but are not so critical as to jeopardize the life of a program if no
received in the requested academic year.
Priority 3: Are requests that are enhancements, non-critical resource requeststhat would be nice to have and would bring a
needed totals in all areas
Description
Office Supplies
2014-15
2015-16
Request
Request
Requested Received
Amount
Vend
or
Division/Unit
Priority #1
Priority #2
1,000
Contracts and Services Requests [Acct. Category 5000]
Instructions:
1. There should be a separate line item for each contract or service.
2. Travel costs should be broken out and then totaled (e.g., airfare, mileage, hotel,
etc.)
Priority 1: Are criticalrequests required to sustain a program (if not acquired, program may be in
peril) or to meet mandated requirements of local,
state or federal regulations or those regulations of a accrediting body for a program.
Priority 2: Are needed requests that w ill enhance a program but are not so critical as to
Priorit
jeopardize the life of a program if not received in the requested academic year.
Priority 3: Are requests that are enhancem ents, non-critical resource requests that would be nice
to have and would bring additional benefit to the program.
augm entations only
Description
Amount
Vendor
Division/Unit
Priority #1
P
Appendix F6: Conference and Travel Requests [ Acct. Category 5000]
Audience: Staff Development Committee, Administrators, Budget Committee, PRBC
Purpose: To request funding for conference attendance, and to guide the Budget and Staff Development
Committees in allocation of funds.
Instructions:Please list specific conferences/training programs, including specific information on the
name of the conference and location. Note that the Staff Development Committee currently has no
budget, so this data is primarily intended to identify areas of need that could perhaps be fulfilled on
campus, and to establish a historical record of need. Your rationale should discuss student learning goals
and/or connection to the Strategic Plan goal.
Description
Amount
Vendor
Division/Dept
Priority Priority Priority
#1
#2
#3
Notes
Appendix F7: Technology and Other Equipment Requests [Acct. Category 6000]
Audience: Budget Committee, Technology Committee, Administrators
Purpose: To be read and responded to by Budget Committee and to inform priorities of the Technology
Committee.
Instructions: Please fill in the following as needed to justify your requests.If you're requesting classroom
technology, see http://www.chabotcollege.edu/audiovisual/Chabot%20College%20Standard.pdf for the
brands/model numbers that are our current standards. If requesting multiple pieces of equipment,
please rank order those requests. Include shipping cost and taxes in your request.
Instructions:
1. For each piece of equipment, there should be a separate line item for each piece and
an amount. Please note: Equipment requests are for equipment whose unit cost exceeds $200.
Items which are less expensive should be requested as supplies. Software licenses should also be
requested as supplies.
2.
For bulk items, list the unit cost and provide the total in the "Amount" column.
Make sure you include the cost of tax and shipping for items purchased.
Priority 1: Are criticalrequests required to sustain a program (if not acquired, program may be
in peril) or to meet mandated requirements of local,
state or federal regulations or those regulations of a accrediting body for a program.
Priority 2: Are needed requests that w ill enhance a program but are not so critical as to
jeopardize the life of a program if not received in the requested academic year.
Priority 3: Are requests that are enhancem ents, non-critical resource requests that would be
nice to have and would bring additional benefit to the program.
Description
Postage Machine
Amount
TBD
Vendor
Division/Unit
Pitney Bowes
Administrative
Services
Priority #1
Appendix F8: Facilities Requests
Audience: Facilities Committee, Administrators
Purpose: To be read and responded to by Facilities Committee.
Background: Following the completion of the 2012 Chabot College Facility Master Plan, the Facilities
Committee (FC) has begun the task of re-prioritizing Measure B Bond budgets to better align with current
needs. The FC has identified approximately $18M in budgets to be used to meet capital improvement
needs on the Chabot College campus. Discussion in the FC includes holding some funds for a year or two
to be used as match if and when the State again funds capital projects, and to fund smaller projects that
will directly assist our strategic goal. The FC has determined that although some of the college's greatest
needs involving new facilities cannot be met with this limited amount of funding, there are many smaller
pressing needs that could be addressed. The kinds of projects that can be legally funded with bond
dollars include the "repairing, constructing, acquiring, equipping of classrooms, labs, sites and facilities."
Do NOT use this form for equipment or supply requests.
Instructions: Please fill in the following as needed to justify your requests.If requesting more than one
facilities project, please rank order your requests.
Brief Title of Request (Project Name):
Building/Location:
Description of the facility project. Please be as specific as possible.
1.Extension of the Business Office into a portion of the old President’s Office to accommodate
the request for 2 new position – (a) Fiscal Coordinator –Grants, Special Programs and Special
Projects (b) College Administrative Assistant
2. Update/Remodel of the college mailroom and switchboard. This area is the original 1960
facility. We need upgrades for security reasons. This area is currently open and accessible to
anyone.
What educational programs or institutional purposes does this equipment support?
Equipment and furniture to support the request for new positions – (a) Fiscal Coordinator –
Grants, Special Programs and Special Projects (b) College Administrative Assistant
New postage machine which needs upgrade.
Briefly describe how your request relates specifically to meeting the Strategic Plan Goal and to
enhancing student learning?
N/A
The above Program Review is based on all current funding and staffing to
remain as is. All requests above are in addition to current funding and staffing.
CW
continued
Chabot College
Administrative Services
Program Review Report
2015 -2016
Year Two of
Program Review Cycle
REPROGRAPHICS
Submitted on 21 October 2014
Contact: Craig Shira
Table of Contents
Section A: What Progress Have We Made?
Section B: What Changes Do We Suggest?
Required Appendices:
A: Budget History
B1: Course Learning Outcomes Assessment Schedule
B2: “Closing the Loop” Assessment Reflections
C: Program Learning Outcomes
D: A Few Questions
E: New Initiatives
F1: New Faculty Requests
F2: Classified Staffing Requests
F3: FTEF Requests
F4: Academic Learning Support Requests
F5: Supplies and Services Requests
F6: Conference/Travel Requests
F7: Technology and Other Equipment Requests
F8: Facilities
Section A: What Progress Have We Made?
In year one of our Program Review, we set the following goals:
1) Continue providing a high level of service
2) Address staffing changes
3) Improve the printed identity of Chabot
4) Adapt our capabilities to the changing demands of Chabot
We have worked to successfully achieve these goals. Regarding providing
our high level of service: in the past year, we have received few complaints
and have found solutions to the problems we have encountered. The most
common complaint received relates to our e-mail submission system, where
e-mails arrive three hours late (or not at all) or the online request form
doesn’t work. Chabot ITS is currently developing an improved electronic
submission system for us. We have received complaints about the quality of
our morning Express Service, but having a new Reprographics Technician II
helping in the morning has helped resolve many of these issues. The only
other complaints we have received are related to print-job errors, which are
infrequent and are quickly resolved with customer satisfaction. We are
known for quick copy service and reliability.
Regarding staffing changes, we had one retirement in March. The loss was
temporarily filled with on-call help and help from people working in other
departments at Chabot. The position was filled at the end of May and the
ability to provide consistent service has improved. There is still room for
improvement and having one more staff member would greatly help.
Regarding the printed identity of Chabot, we are still working toward this
goal. Our staff works to ensure the quality of the work that we produce, we
have made sure that materials that represent the college (such as business
cards) are uniform and consistent, and our color management software
ensures that materials that come from the print shop have the correct
“Chabot Gold” color. While we do not have any control over the quality of
materials submitted to us for printing, we do our best to consult faculty and
staff to find ways to improve the quality of their submissions.
We have worked to keep up with the demand on campus by making sure we
have the capability to produce materials that are frequently requested of us.
With the increase of large-format printing, we replaced our old large-format
lamination machine. In addition to new equipment, we work to maintain our
existing equipment so it works at its best capacity.
Section B: What Changes Do We Suggest?
The biggest improvement we could make to the Reprographics Center is to
hire a second full-time Reprographics Technician II. While we are able to
produce most of our requested work on time, we are frequently behind when
it comes to handling administrative portions of our job responsibilities (such
as submitting billing to Business Services, inputting data from request
forms, and filing requests). This was a problem that we had last year and
have been unable to improve. It has, in fact, gotten worse. Submitting
billing to Business Services has been two months behind schedule and the
majority of the requests for the Fall 2014 semester have not been filed.
Additionally, at peak periods of demand, our turn-around-time for production
drops considerably, resulting in having requestors wait a week more for their
jobs. Furthermore, operating with the bare minimum of staff, it is difficult to
cover for absences, such as sick days, vacation, or other leave days.
In order to improve workflow, we will increase our use of shrink wrapping,
which is quicker that wrapping packages individually by hand. To assist us
in this process, we would like to purchase a new shrink wrap machine (the
combination of an L-bar sealer and a heat tunnel). One machine we are
looking at has an automated sealer, operated by a foot peddle, which is
more ergonomic compared to our manually operated machine. Our supplies
for the old machine would also work on the new machine.
Estimated cost: $11,400.00
http://www.factory-express.com/Product/Pro-Pack-PPG-1622-MKA-ComboL-Sealer-and-Tunnel-Shrink-Wrap-System/8734
In an effort to improve the quality of our output, we would like to replace
our comb binding process with coil binding. The coil binding process is more
durable, allows pages to lay flat when the book is open easier than comb
binding, allows the book to be folded backward (which is not possible with
comb binding), and has a more professional finish. When using plastic coils,
the cost compared to comb binding is equivalent; when using wire coils, the
cost compared to comb binding is increased, but, according to one source,
would not exceed $1 more per book.
Estimated cost: $1,750
http://www.binding.com/productdetail.aspx?id=00710957
Our main goal is to improve our efficiency. This is measurable by being able
to simultaneously fulfill our standard three-day turnaround time for all
requests—including lamination, bindery, and finishing—and completing our
administrative duties on time.
Over the next six years, our long-term goals are ultimately the same goals
we’ve had: 1. Continue providing a high level of service; 2. Ensure the
quality of the printed identity of Chabot; 3. Adapt our capabilities to the
changing demands of Chabot.
We will continue our quality of service by making sure that we have the
proper staffing and equipment necessary to complete the work requested of
us. Our goal is to make the faculty and staff that use our services as happy
as possible by giving them materials they are happy with in a short period of
time.
We will ensure the quality of the printed identity of Chabot by being able to
create media from conception to print using our knowledgeable staff, skilled
in graphic design, printing, and finishing. We also consult and help those
who wish to do as much or little of the creation process on their own. Even
for projects that do not end up going to print, we have worked as part of the
design process to create an appealing look for the project.
We will continue to optimize our equipment to the best of its ability, but we
will also reevaluate what the school needs and match our services to match.
A stagnant department is unable to keep up with the changing needs of
faculty and staff.
Appendix A: Budget History and Impact
Audience: Budget Committee, PRBC, and Administrators
Purpose: This analysis describes your history of budget requests from the previous two years and
the impacts of funds received and needs that were not met. This history of documented need
can both support your narrative in Section A and provide additional information for Budget
Committee recommendations.
Instructions: Please provide the requested information, and fully explain the impact of the budget
decisions.
Category
Classified Staffing (# of positions)
Office Supplies
Purchases
Copy Machine Rental
Equipment Maintenance Contract
TOTAL
2014-15
2014-15
2015-16
Budget
Budget
Budget
Requested
Received
Requested
2.5
2.5
3.5
$1,500
$1,500
$1,500
$75,000
$75,000
$75,000
$86,800
$77,500
$86,800
$1,900
$2,500
$1,900
$165,200 $156,500 $165,200
2015-16
Budget
Received
3. How has your investment of the budget monies you did receive improved student learning? When
you requested the funding, you provided a rationale. In this section, assess if the anticipated
positive impacts you projected have, in fact, been realized.
We requested and received money to replace our old large-format laminator.
Demand for the machine’s use has remained consistent since purchasing the
new machine and the quality of our output has increased. Demand for wideformat printing has increased this year compared to last year and having the
funds for ink has allowed us to continue printing posters for student events
such as Transfer Day, Sex Signals, and the Career Fair. All money we spend
goes toward supplying services and goods for faculty and staff for student
learning.
4. What has been the impact of not receiving some of your requested funding? How has student
learning been impacted, or safety compromised, or enrollment or retention negatively impacted?
Our need for supplies (and the money to purchase supplies) is workload
dependent and not having the funding we need does not allow us to prepare
for unpredicted workload increases or an unexpected loss of equipment.
Appendix B: Service Area Outcomes Assessment Reporting Schedule. Note: If
your area provides a service to students, Service Areas Outcomes need to be
written and assessed. Example: “The Learning Connection will maintain a
supportive environment that enhances student learning.” OR “The Learning
Connection will provide efficient front desk support to a diverse student body.”
OR “The Learning Connection will provide effective academic support to students
with diverse learning needs.” Please consider your primary role or function in
relation to serving the campus.
If your area does not interact with students directly, please consider writing
Service Area and/or Program Area Outcomes.
Service Area Outcomes:
Audience:
Purpose:
Instructions:
PLO/SAO
SLO /PLO#1:
Improve efficiency
How Measured
When Measured
Being able to
simultaneously
fulfill standard
turnaround time
for all requests
and completing
administrative
duties on time
Print requests
should be
reviewed daily
to ensure
promptness;
administrative
duties reviewed
weekly.
Results/Discussion
Reviewing tasks
allows us to adjust
priorities.
Please answer the following questions with "yes" or "no". For any questions answered "no",
please provide an explanation. No explanation is required for "yes" answer. Write n/a if the
question does not apply to your area.
1. Have all of your course outlines been updated within the past five years?
NOT APPLICABLE
2. Have you deactivated all inactive courses? (courses that haven’t been taught in five years or
won’t be taught in three years should be deactivated)
NOT APPLICABLE
3. Have all of your courses been offered within the past five years? If no, why should those
courses remain in our college catalog?
NOT APPLICABLE
4. Do all of your courses have the required number of CLOs completed, with corresponding
rubrics? If no, identify the CLO work you still need to complete, and your timeline for
completing that work this semester
NOT APPLICABLE
5. Have you assessed all of your courses and completed "closing the loop" forms for all of your
courses within the past three years? If no, identify which courses still require this work, and
your timeline for completing that work this semester.
NOT APPLICABLE
6. Have you developed and assessed PLOs for all of your programs? If no, identify programs which
still require this work, and your timeline to complete that work this semester.
NOT APPLICABLE
7. If you have course sequences, is success in the first course a good predictor of success in the
subsequent course(s)?
NOT APPLICABLE
8. Does successful completion of College-level Math and/or English correlate positively with
success in your courses? If not, explain why you think this may be.
NOT APPLICABLE
Appendix E: Proposal for New Initiatives (Complete for each new initiative)
Audience: Deans/Unit Administrators, PRBC, Foundation, Grants Committee, College Budget Committee
Purpose: A “New Initiative” is a new project or expansion of a current project that supports our Strategic Plan. The project will require the support of additional and/or outside
funding. The information you provide will facilitate and focus the research and development process for finding both internal and external funding.
How does your initiative address the college's Strategic Plan goal, or significantly improve student learning?
Not applicable
What is your specific goal and measurable outcome?
Not applicable
What is your action plan to achieve your goal?
Activity (brief description)
Target
Required Budget (Split out
Completion personnel, supplies, other
Date
categories)
Not applicable
How will you manage the personnel needs?
New Hires:
Faculty # of positions
Classified staff # of positions
Reassigning existing employee(s) to the project; employee(s) current workload will be:
Covered by overload or part-time employee(s)
Covered by hiring temporary replacement(s)
Other, explain
At the end of the project period, the proposed project will:
Be completed (onetime only effort)
Require additional funding to continue and/or institutionalize the project
Will the proposed project require facility modifications, additional space, or program relocation?
No
Yes, explain:
Will the proposed project involve subcontractors, collaborative partners, or cooperative agreements?
No
Yes, explain:
Do you know of any grant funding sources that would meet the needs of the proposed project?
No
Yes, list potential funding sources:
(obtained by/from):
Appendix F2: Classified Staffing Request(s) including Student Assistants [Acct. Category 2000]
Audience: Administrators, PRBC
Purpose: Providing explanation and justification for new and replacement positions for full-time and part-time regular (permanent) classified professional positions (new, augmented and replacement positions). Remember,
student assistants are not to replace Classified Professional staff.
Instructions: Please justify the need for your request. Discuss anticipated improvements in student learning and contribution to the Strategic Plan goal, safety, mandates, and accreditation issues. Please cite any evidence or data
to support your request. If this position is categorically funded, include and designate the funding source of new categorically-funded position where continuation is contingent upon available funding.
4. Number of positions requested: ONE (1)
PLEASE LIST IN RANK
ORDER
STAFFING REQUESTS (2000) CLASSIFIED PROFESSIONALS
Classified Professional Staff (2000)
Program/Unit
Position
Description
Reprographics
Technician II
Provide service and operate copiers
and finishing/bindery equipment
Administrative Services
STAFFING REQUESTS (2000) STUDENT ASSISTANTS
Postion
Description
Student Assistants (2000)
Program/Unit
Division/Area
Reprographics Center
PLEASE LIST IN RANK
ORDER
Division/Area
5. Rationale for your proposal.
We currently have two full-time and one part-time staff members working in the Reprographics Center.
This is not enough to handle our current work-load, resulting in the delay of some requests and
administrative functions. Covering for sick time and vacation is difficult.
6. Statements about the alignment with the strategic plan and program review are required. Indicate here any information from advisory
committees or outside accreditation reviews that is pertinent to the proposal.
Our service provides tools for the instructors to teach. When service is disrupted, teachers may not be
able to have access to printed materials for class (such as hand-outs and exams) or materials for events
(such as signage, tickets, and flyers).
Appendix F3: FTEF Requests
Audience: Administrators, CEMC, PRBC
Purpose: To recommend changes in FTEF allocations for subsequent academic year and guide Deans and
CEMC in the allocation of FTEF to disciplines. For more information, see Article 29 (CEMC) of the Faculty
Contract.
Instructions: In the area below, please list your requested changes in course offerings (and
corresponding request in FTEF) and provide your rationale for these changes. Be sure to analyze
enrollment trends and other relevant data
athttp://www.chabotcollege.edu/ProgramReview/Data2013.cfm.
COURSE
CURRENT
FTEF
(2014-15)
ADDITIONAL
FTEF
NEEDED
CURRENT
SECTIONS
ADDITIONAL
SECTIONS
NEEDED
Not applicable
CURRENT
STUDENT #
SERVED
ADDITIONAL
STUDENT #
SERVED
Appendix F5: Supplies & Services Requests [Acct. Category 4000 and 5000]
Audience: Administrators, Budget Committee, PRBC
Purpose: To request funding for supplies and service, and to guide the Budget Committee in allocation of
funds.
Instructions: In the area below, please list both your current and requested budgets for categories 4000
and 5000 in priority order. Do NOT include conferences and travel, which are submitted on Appendix
M6. Justify your request and explain in detail any requested funds beyond those you received this year.
Please also look for opportunities to reduce spending, as funds are very limited.
Supplies Requests [Acct. Category 4000]
Instructions:
1. There should be a separate line item for supplies needed and an amount.
For items purchased in bulk, list the unit cost and provide the total in the "Amount" column.
2. Make sure you include the cost of tax and shipping for items purchased.
Priority 1: Are criticalrequests required to sustain a program (if not acquired, program may be in peril) or to meet mandated
state or federal regulations or those regulations of a accrediting body for a program.
Priority 2: Are needed requests that will enhance a program but are not so critical as to jeopardize the life of a program if no
received in the requested academic year.
Priority 3: Are requests that are enhancements, non-critical resource requeststhat would be nice to have and would bring a
2014-15
2015-16
Request
needed totals in all areas Request
Requested Received
Description
Amount
Vendor
Division/
Unit
Priority #1
Priority #2
Contracts and Services Requests [Acct. Category 5000]
Instructions:
1. There should be a separate line item for each contract or service.
2. Travel costs should be broken out and then totaled (e.g., airfare, mileage, hotel,
etc.)
Priority 1: Are criticalrequests required to sustain a program (if not acquired, program may be in
peril) or to meet mandated requirements of local,
state or federal regulations or those regulations of a accrediting body for a program.
Priorit
Priority 2: Are needed requests that w ill enhance a program but are not so critical as to
jeopardize the life of a program if not received in the requested academic year.
Priority 3: Are requests that are enhancem ents, non-critical resource requests that would be nice
to have and would bring additional benefit to the program.
augm entations only
Description
Amount
Paper, supplies
$50,000
Printer services
$75,000
Machine service
$3,000
Repairs/Emergency Reserve
$9,000
Vendor
JC Paper
Ricoh
JSnell
none
Division/Unit
Admin Services/Reprographics
Admin Services/Reprographics
Admin Services/Reprographics
Admin Services/Reprographics
Priori
#1
1
1
1
1
Appendix F6: Conference and Travel Requests [ Acct. Category 5000]
Audience: Staff Development Committee, Administrators, Budget Committee, PRBC
Purpose: To request funding for conference attendance, and to guide the Budget and Staff Development
Committees in allocation of funds.
Instructions:Please list specific conferences/training programs, including specific information on the
name of the conference and location. Note that the Staff Development Committee currently has no
budget, so this data is primarily intended to identify areas of need that could perhaps be fulfilled on
campus, and to establish a historical record of need. Your rationale should discuss student learning goals
and/or connection to the Strategic Plan goal.
Description
Amount
Vendor
ic arts professional
opment.
$2,000 To be decided
graphics
ssional
opment.
$2,000 To be decided
Division/Dept
Reprographics
Reprographics
Priority Priority Priority
#1
#2
#3
Notes
3
To keep up-to-da
with changes in n
design software a
graphic art trends
3
To keep up-to-da
with changes in
printing technolog
Appendix F7: Technology and Other Equipment Requests [Acct. Category 6000]
Audience: Budget Committee, Technology Committee, Administrators
Purpose: To be read and responded to by Budget Committee and to inform priorities of the Technology
Committee.
Instructions: Please fill in the following as needed to justify your requests.If you're requesting classroom
technology, see http://www.chabotcollege.edu/audiovisual/Chabot%20College%20Standard.pdf for the
brands/model numbers that are our current standards. If requesting multiple pieces of equipment,
please rank order those requests. Include shipping cost and taxes in your request.
Instructions:
1. For each piece of equipment, there should be a separate line item for each piece and
an amount. Please note: Equipment requests are for equipment whose unit cost exceeds $200.
Items which are less expensive should be requested as supplies. Software licenses should also be
requested as supplies.
2.
For bulk items, list the unit cost and provide the total in the "Amount" column.
Make sure you include the cost of tax and shipping for items purchased.
Priority 1: Are criticalrequests required to sustain a program (if not acquired, program may be
in peril) or to meet mandated requirements of local,
state or federal regulations or those regulations of a accrediting body for a program.
Priority 2: Are needed requests that w ill enhance a program but are not so critical as to
jeopardize the life of a program if not received in the requested academic year.
Priority 3: Are requests that are enhancem ents, non-critical resource requests that would be
nice to have and would bring additional benefit to the program.
Description
Amount
Shrink wrap machine (L bar
sealer and heat tunnel)
Factory
$11,400 Express
Binding.com/
Saddle Point
$1,780
Systems
Spiral bind machine
Vendor
Division/Unit
Priority #1
Admin. Services /
Reprographics Center 1
Admin. Services /
Reprographics Center
Appendix F8: Facilities Requests
Audience: Facilities Committee, Administrators
Purpose: To be read and responded to by Facilities Committee.
Background: Following the completion of the 2012 Chabot College Facility Master Plan, the Facilities
Committee (FC) has begun the task of re-prioritizing Measure B Bond budgets to better align with current
needs. The FC has identified approximately $18M in budgets to be used to meet capital improvement
needs on the Chabot College campus. Discussion in the FC includes holding some funds for a year or two
to be used as match if and when the State again funds capital projects, and to fund smaller projects that
will directly assist our strategic goal. The FC has determined that although some of the college's greatest
needs involving new facilities cannot be met with this limited amount of funding, there are many smaller
pressing needs that could be addressed. The kinds of projects that can be legally funded with bond
dollars include the "repairing, constructing, acquiring, equipping of classrooms, labs, sites and facilities."
Do NOT use this form for equipment or supply requests.
Instructions: Please fill in the following as needed to justify your requests.If requesting more than one
facilities project, please rank order your requests.
Brief Title of Request (Project Name):
Building/Location:
Description of the facility project. Please be as specific as possible.
Not applicable
What educational programs or institutional purposes does this equipment support?
Not applicable
Briefly describe how your request relates specifically to meeting the Strategic Plan Goal and to
enhancing student learning?
Not applicable
The above Program Review is based on all current funding and staffing to
remain as is. Anynew requests are in addition to current funding and staffing.
CW
continued
Chabot College
Administrative Services Program
Review Report
Year Two of
Program Review Cycle
Campus Safety
Submitted on October 23, 2014
Director Antonio Puente
(revised 11/15/2014)
Table of Contents
Section 1: Who We Are ............................................................ 1
Section 2: Where We Are Now ................................................. 2
Section 3: The Difference We Hope to Make ............................. 3
Required Appendices:
A: Budget History ......................................................................................... 4
E: New Initiatives ......................................................................................... 5
F2: Classified Staffing Requests .................................................................... 6
F5: Supplies and Services Requests .............................................................. 7
F6: Conference/Travel Requests .................................................................. 8
F7: Technology and Other Equipment Requests ..........................................9
F8: Facilities Requests ................................................................................ 10
1. Who We Are
Limit your narrative to no more than one page.
Describe your unit--your mission, vision, responsibilities and the goals of your office. How does your unit
support other administrative, student services and academic units? What impact do you have on student
learning? Describe the number and types of staff in your office, both now and historically.
Chabot College Department of Campus Safety and Security provides a number of services for the college
community. Among those are: crime prevention, emergency assistance, safety escort services, general
information and assistance, as well as the general responsibility for the safety and wellbeing of the
college community and its guests. In addition, the department is responsible for fire and life safety
management, access control / intrusion control / key control, administering the Hazardous Materials
Business Plan, and developing and updating the Disaster / Emergency Preparedness Plan.
The Department of Campus Safety is currently budgeted for (6) full time Campus Safety Officers and (2)
permanent part- time Campus Safety Officers. Together with (1) full time and (1) permanent part-time
dispatcher, Campus Safety provides year-round coverage, 24 hours a day. Additionally, there are a
number of at-will, temporary on-call employees for both Dispatcher and Campus Safety Officer, who
help provide coverage for staffing shortages and at the large number of planned events that take place
where the Campus Safety Department is expected to provide safety and security coverage.
The Campus Safety Department touches every work group within the college. The Department’s
responsibility to control key distribution and building access requires every employee needing such
access to contact Campus Safety. In addition, there are many different academic and sporting events
that draw large numbers of people from outside of the college. Traditionally, these events have required
assistance in providing a safe and secure environment and Campus Safety personnel are the ones called
upon to provide that level of safety and security at these events. Campus Safety personnel participate in
the planning and execution of these events and are often called upon to lend their years of experience
where safety matters are concerned.
More importantly, Campus Safety works hand-in-hand with the Vice President of Student Services to
both identify and in some cases escort problem and disruptive students for conferences. Campus Safety
Officers are also in charge of making daily cash pickups of parking permit vending machines and
coordinating the drop off of these monies with Business services personnel.
It is the goal of Campus Safety to support the college's mission as a ‘learning centered'institution. We
provide a forum through shared governance, the collegial process, meetings, conferences and
publications for the exchange of information and ideas on safety & security related matters. We
endeavor to explore and implement new procedures and techniques that will improve campus safety &
security. We also maintain a channel of communications with other community colleges In order to
remain current with effective safety & security practices.
2. Where We Are Now
Complete Appendix A (Budget History) prior to writing your narrative. Limit your narrative to no more
than one page.
As you enter a new Program Review cycle, reflect on your achievements over the last few years. What
did you want to accomplish? What were your Service Area Outcomes (SAOs)? Those can include trends
in any measurable outcomes tracked by your office, satisfaction survey results of your primary
users/clients, and student learning outcomes, if any. Describe how changes in resources provided to
your office have impacted your achievements. What are you most proud of, and what do you want to
continue to improve?
Discuss important trends that will have a significant impact on your unit over the next three years.
Those could include technology, facilities, equipment, and customer/client demand. What opportunities
and challenges do your foresee in the next three years?
In November 2013, theDirector of Campus Safety identified several problem areas within the Campus
Safety department that severely impacted services to the students and campus community.
In response, the Campus Safety Director identified seven areas for improvement of services to support
student needs. Those areas were:
•
•
•
•
Improvement of the access control and security system (AMAG) and resolution of problems
interfering with the system functionality.
Replacement of the vehicle fleet.
Modernization of the incident response and reporting process to a digital records management
system.
Hiring of Campus Safety Personnel to support the 24 hour department schedule and
accommodate the attrition losses.
Emergency Preparedness planning
In the period between that assessment and the current program review there has been areas that have
seen significant improvement.
•
•
The AMAG system has been installed in all campus buildings. An additional 35 cameras have
also been installed to increase the coverage of video surveillance. However the current server
storing the data is antiquated and does not provide adequate storage. The overburden server is
causing the program to lag and we no longer have the ability to house 30 days of video storage.
Information Technology Systems has been made aware of the problem and initially agreed to
look into the cost of a new server but has not made much progress in that area. The cost of a
new server is expected to exceed $20,000. This problem is compounded with the earlier
cameras installed on campus are no longer supported by the manufacturer and switching to the
new technology cameras will be costly as the older cameras cease working from wear and tear.
The vehicle fleet was replaced in the Spring 2014. The Campus Safety Office received two 2014
Ford Explorers (SUV) and a 2014 Ford F-150 (truck). The vehicles are new and properly
equipped.
•
•
•
In May 2014, The Chabot College Campus Safety went live with a new web-based records
management system. Campus Safety Officers are now able to write their Incident Reports on a
computer system that automatically stores the data and is accessible from any computer. The
Campus Safety Office is able to search for names, types of incidents, locations and other
information that may have been entered into the database. This electronic system of storing
the records is critical for mandatory Clery Reporting. A Dispatch module was also purchased
that works jointly with the report writing system. The Campus Safety Dispatcher will be able to
input all calls for service. This will allow a more accurate tracking of the various calls Campus
Safety Officers respond to. However this system has not been utilized yet as the Campus Safety
Office is still waiting for the delivery of the new Dispatch computer from ITS.
The Campus Safety Office had two vacancies to fill. A part time permanent officer and a part
time permanent Dispatcher were hired to fill those open vacancies. Two additional temporary
on-call officers were also hired. One shift that historically was filled by a permanent part time
officer remains vacant. (Saturday, Sunday - 8 hours). This shift has been filled by temporary oncall officers for the past several years but the Campus Safety Office would benefit if is filled by
permanent part-time officer. The budget account for that position has not been funded for
several years.
We have successfully initiated relationships with the appropriate emergency management
community, created interoperable communications ability. Chabot College Campus Safety is
part of a City of Hayward Emergency Preparedness committee. One Campus Safety Officer was
trained on Incident Command System 300 & 400 with plans for an additional officer to also
receive the same training. The current Campus Safety Director has ICS L449 accreditation. The
Campus Safety Director is also working with the college administrators for expectations from
faculty and staff in the event of a natural disaster or other emergency.
It is notable that the recent Faculty/Staff Accreditation survey results show that in all categories, the
respondents rated the Campus Safety Office higher than they did in a similar survey conducted in 2008.
•
Trends that are likely to affect the Campus Safety Department largely involve the continued
improvement and reliance on technologies for communication. A current concern is notifying
staff and students in times of emergencies. Currently there is not reliable system to instantly
relay critical information to faculty/staff/students. We currently rely on the Emergency
Notification System that sends a SMS text message to subscribers. However, receiving the
emergency text could be delayed by the students and staff who are in class and not readily
monitoring their phone. Chabot College needs to look into a campus wide audio emergency
notification system to alert all persons on campus regarding potential hazards and provide
instructions. An overwhelming majority of Hayward Police Department Officers are unaware of
the workings and geographical locations of the integral buildings on Chabot College. It is
imperative that the police officers be familiar with our security plans and procedures should an
emergency arise.
•
Waterfall International Inc. (providers of AlertU) changed their support of the previous
notification system. The Campus Safety Director worked with District to continue the services
with Waterfall for a notification system for an additional year with the possibility of switching to
a different provider next year. Other providers are able to create automatic subscription to
current students whereas AlertU requires the person to make the effort to subscribe
themselves. The current subscribers to AlertU is a small percentage of the current
faculty/staff/student body. There is also no current system to make emergency
announcements. The Campus Safety Office is working with the Maintenance & Operations
Department to come up with a solution to make PA announcements that can be heard
throughout the campus.
3. The Difference We Hope to Make
Review the Strategic Plan goal and key strategiesat
http://www.chabotcollege.edu/prbc/StrategicPlan/SPforPR.pdfprior to completing your
narrative. Please complete Appendices E (New Initiatives) and F2 and 5-8 (Resource Requests)
to further detail your narrative. Limit your narrative to no more than three pages, and be very
specific about what you hope to achieve, why, and how.
What initiatives would you like to undertake to improve or strengthen your unit or to address
demand for your services? What initiatives are underway in your area, or could you begin, that
would support the achievement of our new Strategic Plan goal and strategies and/or improve
student learning? Identify specific, measurable goals and the resources needed to achieve
them.
Great strides were made, allowing the Campus Safety Department to attain many previously identified
Service Area Outcomes (SAO). Some of the SAOs remain a work in progress, or require consistent
updates to maintain industry wide recognized “Best Practices” standards. The following initiatives
support Chabot College’s Strategic Plan Goal of encouraging greater campus wide cooperation and
unanimity between various departments, as opposed to acting as individual parts and bringing
information and services to the students. These initiatives also directly support Measure B, as they will
each markedly “improve safety” and “campus security”.
Strengthen and expand campus emergency preparedness through Campus Safety employees’
departmental training, scheduled annual assessment of college maintained resources and equipment
necessary to respond to various emergencies, and campus wide annual drills. Specifically the following
steps would help us achieve this goal:
Creating a Campus Safety Supervisor position.
•
Chabot College contracts with the Hayward Police Department for a Sergeant to serve as its
Director of Campus Safety. There are numerous benefits of brining in a sworn, seasoned police
supervisor onto the campus as an Administrator. However there are disadvantages as well.
Foremost, the Police Sergeant is assigned to Chabot College for a 2-3 year assignment and can
possibly be shorter. A Police Sergeant has proficiency in a variety of areas but falls short on
several important school campus related skills.
It would be beneficial for Chabot College and the Office of Campus Safety to create a position of
Campus Safety Supervisor, which would be in addition to the Director of Campus Safety. The
Campus Safety Supervisor would fill the void of needed continuity to the daily operation of this
office. The Campus Safety Supervisor would work closely with the Director to assess the
performance of the Office of Campus Safety and provide direct supervision to the Campus
Safety Officers and Dispatchers.
Ideally, the Campus Safety Supervisor would be selected from the current pool of Campus Safety
Officers in the District. Inherent knowledge of the workings of the College/District is vital for the
success of this position. This would also provide an ongoing promotional opportunity for the
current employees.
The Supervisor’s primarily duties would be similar to the duties of the Campus Safety Officer,
but in a supervisory role. The Supervisor would take on the responsibility of ensuring all the
various shifts and special events are filled by a Campus Safety Officer when required. There are
a number of ancillary duties currently assigned to the officers (Clery reporting, Haz Mat removal,
Lost & Found, etc.), the Supervisor would not take on those responsibilities but oversee the
officers who are currently assigned those tasks. When problems or concerns arise with these
ancillary assignments, the Supervisor would assess the situation and work with the Director for
solutions. Because the Supervisor is working directly with the officers, this will afford them the
ability to evaluate current procedures and identify training needs. They will be able to present
training solutions for the Director to correct these deficiencies. The Supervisor would be
responsible for the Campus Safety Office in the absence of the Director and also be the
representative at various committees that do not necessarily require the attendance of the
Director. Currently the Director is a contract employee and doesn’t have the legal authority to
address personnel problems. The Supervisor (working with the Director) will have the authority
to take corrective action if necessary.
Presently there is a significant gap in the hierarchy between the Campus Safety Officers and the
Director. Without identifying a “Supervisor”, the current officers vie for the Director’s attention
and sometimes provide information that is contradictory. Creating a Campus Safety Supervisor
will provide an identified chain of command. It will also free up some of the responsibilities for
the Director. This will allow the Director to concentrate more on the administrative needs for
Chabot College and serve the faculty/staff/students in a better fashion. It will provide improved
continuity in the transition of Directors and automatically provide the new Director a direct path
to learn the inner workings of a college campus. The creation of this position will also improve
the morale of the employees as it provides a career goal and can help shape their career path.
Emergency Preparedness:
1. Maintain annual campus wide Earthquake/Evacuation Drill on the third
Thursday, every October.
2. All campus instructors with classes on campus must show an Emergency
Preparedness Powerpoint Presentation on the first day of class every semester.
3. Update Administrators/Building Monitors Lists three weeks after the beginning
of the Fall Term.
4. Building Monitor training by the fourth week of September.
5. Replenish Building Monitor kits annually the week after Spring Break. Kits
include Building Monitor Vest, hand crank flashlights, and small portable first aid
kits contained in a black backpack. Initially it would cost more, as current vests
are inadequate and all must be replaced. Approximately $1000 first year,
varying afterward.
6. Purchase thirteen Evacuation Chairs (one for each 2 story building). Mandatory
to transport any disabled/injured people to safety. Costs vary depending on
quality of equipment purchased but will be approximately $11,000.
7. Purchase additional radios so all Administrators have a radio for
communication. $900/radio.
8. Mark (signage/paint asphalt) Evacuation Zones in parking lots. Costs for
paint/signage minimal-approx $200.
9. Purchase a Public Address system with capabilities to alert all parts of campus.
Approximately $12,000.
Active Shooter Training:
1. Familiarize the Hayward Police Department with Active Shooter Protocols at
Chabot College.
2. Coordinate a joint training effort with the Hayward Police Department and
Chabot College Campus Safety to ensure a rapid efficient response.
3. Participate as a “host site” for the 2015 Urban Shield Training. Urban Shield is a
Department of Homeland Security sponsored exercise involving 30 Law
Enforcement agencies. The allied agencies will be exposed to the structure of
Chabot College in the event of a large scale allied law enforcement response.
Policy Review:
1. Current Board/Administrative polices are not current and not in the spirit of best
practices. Working with the District office to review and modify policies as
needed.
Appendix A: Budget History and Impact
Audience: Budget Committee, PRBC,and Administrators
Purpose: This analysis describes your history of budget requests from the previous two years and
the impacts of funds received and needs that were not met. This history of documented need
can both support your narrative in Section A and provide additional information for Budget
Committee recommendations.
Instructions: Please provide the requested information, and fully explain the impact of the budget
decisions.
Category
Classified Staffing (# of positions)
Supplies & Services
Technology/Equipment
Other
TOTAL
2011-12
Budget
Requested
2011-12
Budget
Received
2012-13
Budget
Requested
2012-13
Budget
Received
5. How has your investment of the budget monies you did receive improved your Service Area
Outcomes? When you requested the funding, you provided a rationale. In this section, assess if the
anticipated positive impacts you projected have, in fact, been realized.
6. What has been the impact of not receiving some of your requested funding? How has your ability to
serve the college and our students been impacted, or safety compromised?
Appendix E: Proposal for New Initiatives (Complete for each new initiative)
Audience: Deans/Unit Administrators, PRBC, Foundation, Grants Committee, College Budget Committee
Purpose: A “New Initiative” is a new project or expansion of a current project that supports our Strategic
Plan. The project will require the support of additional and/or outside funding. The information you
provide will facilitate and focus the research and development process for finding both internal and
external funding.
How does your initiative address the college's Strategic Plan goal, or significantly improve student
learning?
1. Strengthening Emergency Preparedness clearly supports the college’s Strategic Plan goal by
encouraging greater campus wide cooperation and unanimity between various departments, as
opposed to acting as individual parts during emergencies/disasters and bringing necessary
information and services to the students to keep them safe during such incidents. This initiative
also directly support Measure B, as it will markedly “improve safety” and “campus security”.
2. Supporting training. Training with the Hayward Police Department and allied agencies will help
familiarize all parties for an efficient response to Chabot College in the event of a large scale
emergency. This would help improve the goal of Campus Security.
What is your specific goal and measurable outcome?
Emergency Preparedness:
1. Maintain annual campus wide Earthquake/Evacuation Drill on the third
Thursday, every October.
2. All campus instructors with classes on campus must show an Emergency
Preparedness Powerpoint Presentation on the first day of class every semester.
3. Update Administrators/Building Monitors Lists three weeks after the beginning
of the Fall Term.
4. Building Monitor training by the fourth week of September.
5. Replenish Building Monitor kits annually the week after Spring Break. Kits
include Building Monitor Vest, hand crank flashlights, and small portable first aid
kits contained in a black backpack. Initially it would cost more, as current vests
are inadequate and all must be replaced. Approx $1000 first year, varying
afterward.
6. Purchase thirteen Evacuation Chairs (one for each 2 story building). Mandatory
to transport any disabled/injured people to safety. Costs vary depending on
quality of equipment purchased. Approximately $11,000.
7. Purchase additional radios so all Administrators have a radio for
communication. $900/radio.
8. Mark (signage/paint asphalt) Evacuation Zones in parking lots. Costs for
paint/signage minimal-approx $200.
9. Measurable goal: increase total evacuation time from 15 minutes, to 14
minutes by 10/15.
Active Shooter Training:
1. Coordinate training with the Hayward Police Department and the Chabot
College Campus Safety Office.
2. Teach current Campus Safety Officers on procedures and expectations in the
event of an emergency.
Policy
1. Codify current best practices of the Chabot/LPC District Campus Safety Offices.
Have Officers accountable to the comprehension and adherence to each policy.
Parking Lot Upgrades
1.
Increase parking fees to equivalent of average cost for Community Colleges in
the immediate area.
2. Upgrade parking permit machines to accept credit cards and various bill
denominations.
3. Purchase handheld electronic parking citation devices.
4. The goal of these upgrades is to increase revenue but also to minimize current
parking related issues.
What is your action plan to achieve your goal?
Emergency Preparedness-see above
Target
Completion
Date
10/15
Active Shooter-see above
6/15
Review of Policy
6/15
Parking Lot Upgrades
6/15
Activity (brief description)
Required Budget (Split out
personnel, supplies, other
categories)
Supplies-$32,000-$57,000
depending on quality of
Evacuation chair. No other
costs should be necessary.
Training costs-approx
$1000. Personnel (to
cover staff away at
training)- approx $2000.
No other costs should be
necessary.
Minimal
Cost of credit card readers
$32,000. Cost of electronic
citation devices $10,000.
How will you manage the personnel needs?
New Hires:
Faculty # of positions
Classified staff # of positions
Reassigning existing employee(s) to the project; employee(s) current workload will be:
Covered by overload or part-time employee(s)
Covered by hiring temporary replacement(s)
Other, explain Hire On Call/Temporary employees for staffing shortages as
necessary caused by any vacancies during training.
At the end of the project period, the proposed project will:
Be completed (onetime only effort)
Require additional funding to continue and/or institutionalize the process
(obtained by/from): Only the Emergency Preparedness initiative will require some minimal annual
costs to insure Building Monitor kits are appropriately outfitted. Estimated annual costs about $200.
Will the proposed project require facility modifications, additional space, or program relocation?
No
Yes, explain: Only to mark Evacuation Zones on the parking lot asphalt for the
Emergency Preparedness initiative.
Will the proposed project involve subcontractors, collaborative partners, or cooperative agreements?
No
Yes, explain:
Do you know of any grant funding sources that would meet the needs of the proposed project?
No
Yes, list potential funding sources:Possible grant funding available for the Active
Shooter training from Homeland Security Grant Program.
Appendix F2: Classified Staffing Request(s) including Student Assistants [Acct.
Category 2000]
Audience: Administrators, PRBC
Purpose: Providing explanation and justification for new and replacement positions for full-time and
part-time regular (permanent) classified professional positions(new, augmented and replacement
positions).Remember, student assistants are not to replace Classified Professional staff.
Instructions: Please justify the need for your request. Discuss anticipated improvements in student
learning and contribution to the Strategic Plan goal, safety, mandates, accreditation issues. Please cite
any evidence or data to support your request. If this position is categorically funded, include and
designate the funding source of new categorically-funded position where continuation is contingent
upon available funding.
7. Number of positions requested: __1____
8. If you are requesting more than one position, please rank order the positions.
Position
Description
1. Campus Safety Supervisor
2.
9. Rationale for your proposal.
The Supervisor’s primarily duties would be similar to the duties of the Campus Safety Officer,
but in a supervisory role. The Supervisor would take on the responsibility of ensuring all the
various shifts and special events are filled by a Campus Safety Officer when required. There are
a number of ancillary duties currently assigned to the officers (Clery reporting, Haz Mat removal,
Lost & Found, etc.), the Supervisor would not take on those responsibilities but oversee the
officers who are currently assigned those tasks. When problems or concerns arise with these
ancillary assignments, the Supervisor would assess the situation and work with the Director for
solutions. Because the Supervisor is working directly with the officers, this will afford them the
ability to evaluate current procedures and identify training needs. They will be able to present
training solutions for the Director to correct these deficiencies. The Supervisor would be
responsible for the Campus Safety Office in the absence of the Director and also be the
representative at various committees that do not necessarily require the attendance of the
Director. Currently the Director is a contract employee and doesn’t have the legal authority to
address personnel problems. The Supervisor (working with the Director) will have the authority
to take corrective action if necessary.
10. Statements about the alignment with the strategic plan and program review are required. Indicate
here any information from advisory committees or outside accreditation reviews that is pertinent to
the proposal.
Appendix F5: Supplies & Services Requests [Acct. Category 4000 and 5000]
Audience: Administrators, Budget Committee, PRBC
Purpose: To request funding for supplies and service, and to guide the Budget Committee in allocation of
funds.
Instructions: In the area below, please list both your current and requested budgets for categories 4000
and 5000 in priority order. Do NOT include conferences and travel, which are submitted on Appendix
M6. Justify your request and explain in detail any requested funds beyond those you received this year.
Please also look for opportunities to reduce spending, as funds are very limited.
Project or Items
Requested
Emergency
Preparedness
2015-16 Budget
Requested Received
-$32,000$57,000
$
2015-16
Request
Rationale
See appendix E
Appendix F6: Conference and Travel Requests [ Acct. Category 5000]
Audience: Staff Development Committee,Administrators, Budget Committee, PRBC
Purpose: To request funding for conference attendance, and to guide the Budget and Staff Development
Committees in allocation of funds.
Instructions:Please list specific conferences/training programs, including specific information on the
name of the conference and location. Note that the Staff Development Committee currently has no
budget, so this data is primarily intended to identify areas of need that could perhaps be fulfilled on
campus, and to establish a historical record of need. Your rationale should discuss student learning goals
and/or connection to the Strategic Plan goal.
Conference/Training
Program
Active Shooter Training
Back-fill for officer at training
2015-16 Request
$1,000
$2,000
Rationale
See appendix E
See appendix E
Appendix F7: Technology and Other Equipment Requests [Acct. Category 6000]
Audience: Budget Committee, Technology Committee, Administrators
Purpose: To be read and responded to by Budget Committee and to inform priorities of the Technology
Committee.
Instructions: Please fill in the following as needed to justify your requests.If you're requesting classroom
technology, see http://www.chabotcollege.edu/audiovisual/Chabot%20College%20Standard.pdf for the
brands/model numbers that are our current standards. If requesting multiple pieces of equipment,
please rank order those requests. Include shipping cost and taxes in your request.
Please note: Equipment requests are for equipment whose unit cost exceeds $200. Items which are
less expensive should be requested as supplies. Software licenses should also be requested as
supplies.
Project or Items
Requested
credit card readers
Electronic citation
devices
2012-13 Budget
Requested Received
2015-16
Request
$32,000
Rationale*
Parking Lot Upgrades see appendix E
$10,000
Parking Lot Upgrades see appendix E
* Rationale should include discussion of impact on student learning, connection to our strategic plan
goal, impact on student enrollment, safety improvements, whether the equipment is new or
replacement, potential ongoing cost savings that the equipment may provide, ongoing costs of
equipment maintenance, associated training costs, and any other relevant information that you believe
the Budget Committee should consider.
Appendix F8: Facilities Requests
Audience: Facilities Committee, Administrators
Purpose: To be read and responded to by Facilities Committee.
Background: Following the completion of the 2012 Chabot College Facility Master Plan, the Facilities
Committee (FC) has begun the task of re-prioritizing Measure B Bond budgets to better align with current
needs. The FC has identified approximately $18M in budgets to be used to meet capital improvement
needs on the Chabot College campus. Discussion in the FC includes holding some funds for a year or two
to be used as match if and when the State again funds capital projects, and to fund smaller projects that
will directly assist our strategic goal. The FC has determined that although some of the college's greatest
needs involving new facilities cannot be met with this limited amount of funding, there are many smaller
pressing needs that could be addressed. The kinds of projects that can be legally funded with bond
dollars include the "repairing, constructing, acquiring, equipping of classrooms, labs, sites and facilities."
Do NOT use this form for equipment or supply requests.
Instructions: Please fill in the following as needed to justify your requests.If requesting more than one
facilities project, please rank order your requests.
Brief Title of Request (Project Name):
Building/Location:
Description of the facility project. Please be as specific as possible.
What educational programs or institutional purposes does this equipment support?
Briefly describe how your request relates specifically to meeting the Strategic Plan Goal and to
enhancing student learning?
The above Program Review is based on all current funding and staffing to
remain as is. Any requests above are in addition to current funding and staffing.
CW
continued
Chabot College
Program Review Report
2015 -2016
Year 2 of
Program Review Cycle
Computer Support/AV
Submitted on 11/4/2014
Contact: Michael Seaton
Table of Contents
___ Year 1
Section 1: Where We’ve Been
Section 2: Where We Are Now
Section 3: The Difference We Hope to Make
___ Year 2
Section A: What Progress Have We Made?
Section B: What Changes Do We Suggest?
___ Year 3
Section A: What Have We Accomplished?
Section B: What’s Next?
Required Appendices:
A: Budget History
B1: Course Learning Outcomes Assessment Schedule
B2: “Closing the Loop” Assessment Reflections
C: Program Learning Outcomes
D: A Few Questions
E: New Initiatives
F1: New Faculty Requests
F2: Classified Staffing Requests
F3: FTEF Requests
F4: Academic Learning Support Requests
F5: Supplies and Services Requests
F6: Conference/Travel Requests
F7: Technology and Other Equipment Requests
F8: Facilities
____ YEAR ONE
1. Where We’ve Been - Complete Appendix A (Budget History) prior to writing your narrative.
Limit your narrative to no more than one page. As you enter a new Program Review cycle,
reflect on your achievements over the last few years. What did you want to accomplish?
Describe how changes in resources provided to your discipline or program have impacted your
achievements. What are you most proud of, and what do you want to continue to improve?
2. Where We Are Now - Review success, equity, course sequence, and enrollment data from
the past three years at
http://www.chabotcollege.edu/ProgramReview/Data2014.asp
Please complete Appendices B1 and B2 (CLO's), C (PLO's), and D (A few questions)before writing
your narrative. Limit your narrative to two pages.
After review of your success and retention data, your enrollment trends, your curriculum, and
your CLO and PLO results, provide an overall reflection on your program. Consider the following
questions in your narrative, and cite relevant data (e.g., efficiency, persistence, success,
CLO/PLO assessment results, external accreditation demands, etc.):
• What are the trends in course success and retention rates (based on overall
results and CLO assessments) in your program? Do you see differences based
on gender and/or ethnicity? Between on-campus and online or hybrid online
courses? Provide comparison points (college-wide averages, history within
your program, statewide averages).
1. Success and persistence rates.
2. Distance education vs. face-to-face courses.
3. The Difference We Hope to Make - Review the Strategic Plan goal and key strategies at
http://www.chabotcollege.edu/prbc/StrategicPlan/SP for PR.pdf prior to completing your
narrative. Please complete Appendices E (New Initiatives) and F1-8 (Resource Requests) to
further detail your narrative. Limit your narrative to three pages, and be very specific about
what you hope to achieve, why, and how.
Note: Chabot is in the process of creating our next Educational Master Plan, to last six years.
Educational Master Plans are generally large enough in scope to be flexible. They are used in
particular at the District Level to guide in facility and community planning.
Please take this moment to reflect on your program’s larger term vision(s) and goals (6 years),
and to incorporate them into Program Review under the section below as a separate paragraph
or otherwise. The drafters of the Educational Master Plan will be mining Program Review for
contributions to the plan, with a commitment to read what programs have submitted. IR has
offered to work with programs to determine future market trends to be incorporated into this
year’s program review in relation to long-term goals. Please contact Carolyn Arnold for support.
We will have other avenues to communicate with the Educational Master Plan Consultants. This
is simply one avenue.
•
•
•
•
•
What initiatives are underway in your discipline or program, or could you begin, that
would support the achievement of our Strategic Plan goal?
Over the next three years, what improvements would you like to make to your
program(s) to improve student learning?
Over the next 6 years, what are your longer term vision(s) and goals? (Ed Master Plan)
What areyour specific, measurable goals? How will you achieve them?
Would any of these require collaboration with other disciplines or areas of the college?
How will that collaboration occur?
____ YEAR TWO
A. What Progress Have We Made?
Complete Appendices A (Budget History), B1 and B2 (CLO's), C (PLO's), and D (A few questions) prior to
writing your narrative. You should also review your most recent success, equity, course sequence,
and enrollment data at http://www.chabotcollege.edu/ProgramReview/Data2013.cfm.
In year one, you established goals and action plans for program improvement. This section asks
you to reflect on the progress you have made toward those goals. This analysis will be used by
the PRBC and Budget Committee to assess progress toward achievement of our Strategic Plan
and to inform future budget decisions. It will also be used by the SLOAC and Basic Skills
committees as input to their priority-setting process. In your narrative of two or less pages,
address the following questions:
•
•
•
•
•
What were your year one Program Review goals?
Did you achieve those goals? Specifically describe your progress on the goals you set for
student learning, program learning, and Strategic Plan achievement.
What are you most proud of?
What challenges did you face that may have prevented achieving your goals?
Cite relevant data in your narrative (e.g., efficiency, persistence, success, FT/PT faculty
ratios, CLO/PLO assessment results, external accreditation demands, etc.).
B. What Changes Do We Suggest?
Review the Strategic Plan goal and key strategies at
http://www.chabotcollege.edu/prbc/StrategicPlan/SPforPR.pdfprior to completing your
narrative. Please complete Appendices E (New Initiatives) and F1-8 (Resources Requested) to
further detail your narrative. Limit your narrative to two pages, and be very specific about
what you hope to achieve, why, and how.
Note: Chabot is in the process of creating our next Educational Master Plan, to last six years.
Educational Master Plans are generally large enough in scope to be flexible. They are used in
particular at the District Level to guide in facility and community planning.
Please take this moment to reflect on your program’s larger term vision(s) and goals (6 years),
and to incorporate them into Program Review under the section below as a separate paragraph
or otherwise. The drafters of the Educational Master Plan will be mining Program Review for
contributions to the plan, with a commitment to read what programs have submitted. IR has
offered to work with programs to determine future market trends to be incorporated into this
year’s program review in relation to long-term goals. Please contact Carolyn Arnold for support.
We will have other avenues to communicate with the Educational Master Plan Consultants. This
is simply one avenue.
Given your experiences and student achievement results over the past year:
•
•
•
•
•
what changes do you suggest to your course/program improvement plan?
What new initiatives might you begin to support the achievement of our Strategic Plan
goal?
Do you have new ideas to improve student learning?
What are your specific, measurable goals? How will you achieve them? Would any of
these require collaboration with other disciplines or areas of the college? How will
make that collaboration occur?
What is your longer term vision(s) or goals? (Educational Master Plan)
___ YEAR THREE
A. What Have We Accomplished?
Complete Appendices A (Budget History), B1 and B2 (CLO's), C (PLO's), and D (A few questions) prior to
writing your narrative. You should also review your most recent success, equity, course sequence, and
enrollment data at http://www.chabotcollege.edu/ProgramReview/Data2013.cfm.
In year one, you established goals and action plans for program improvement. This section asks
you to reflect on the progress you have made toward those goals. This analysis will be used by
the PRBC and Budget Committee to assess progress toward achievement of our Strategic Plan
and to inform future budget decisions. It will also be used by the SLOAC and Basic Skills
committees as input to their priority-setting process. In your narrative of two or less pages,
address the following questions:
•
•
•
•
•
•
•
What program improvement goals did you establish?
Did you achieve the goals you established for the three years? Specifically describe your
progress on goals you set for student learning, program learning, and Strategic Plan
achievement.
What best practices have you developed? Those could include pedagogical methods,
strategies to address Basic Skills needs of our students, methods of working within your
discipline, and more.
Are these best practices replicable in other disciplines or areas?
What were your greatest challenges?
Were there institutional barriers to success?
Cite relevant data in your narrative (e.g., efficiency, persistence, success, FT/PT faculty
ratios, CLO/PLO assessment results, external accreditation demands, etc.).
B. What’s Next?
This section may serve as the foundation for your next Program Review cycle, and will inform the
development of future strategic initiatives for the college. In your narrative of one page or less, address
the following questions. Please complete Appendices E (New Initiatives) and F1-8 (Resources Requested)
to further detail your narrative and to request resources.
Note: Chabot is in the process of creating our next Educational Master Plan, to last six years.
Educational Master Plans are generally large enough in scope to be flexible. They are used in
particular at the District Level to guide in facility and community planning.
Please take this moment to reflect on your program’s larger term vision(s) and goals (6 years),
and to incorporate them into Program Review under the section “The Difference We Hope to
Make” as a separate paragraph or otherwise. The drafters of the Educational Master Plan will
be mining Program Review for contributions to the plan, with a commitment to read what
programs have submitted. IR has offered to work with programs to determine future market
trends to be incorporated into this year’s program review in relation to long-term goals. Please
contact Carolyn Arnold for support. We will have other avenues to communicate with the
Educational Master Plan Consultants. This is simply one avenue.
•
•
•
•
What goals do you have for future program improvement?
What ideas do you have to achieve those goals?
What must change about the institution to enable you to make greater progress in
improving student learning and overall student success?
What are your longer term vision(s) and goals for your program? (Educational Master
Plan)
Appendix A: Budget History and Impact
Audience: Budget Committee, PRBC, and Administrators
Purpose: This analysis describes your history of budget requests from the previous two years and
the impacts of funds received and needs that were not met. This history of documented need
can both support your narrative in Section A and provide additional information for Budget
Committee recommendations.
Instructions: Please provide the requested information, and fully explain the impact of the budget
decisions.
Category
Classified Staffing (# of positions)
Supplies & Services
Technology/Equipment
Other software
TOTAL
2013-14
Budget
Requested
6
8000
10000
58000
76000
2013-14
Budget
Received
6
6200
7800
44000
58000
2014-15
Budget
Requested
7
10000
10000
60000
80000
6
2014-15
Budget
Received
7. How has your investment of the budget monies you did receive improved student learning? When
you requested the funding, you provided a rationale. In this section, assess if the anticipated
positive impacts you projected have, in fact, been realized.
Having to offset lack of funds by using lottery and Bond for replacements rather than repairs. Short on
parts and long lead on repair times due to no parts on hand.
8. What has been the impact of not receiving some of your requested funding? How has student
learning been impacted, or safety compromised, or enrollment or retention negatively impacted?
Repairs unable to be performed and software/hardware unable to be ungraded due to no funds. Once
the Bond is gone no replacements or repairs to be done.
Appendix B1: Student Learning Outcomes Assessment Reporting Schedule
I.
Course-Level Student Learning Outcomes & Assessment Reporting
(CLO-Closing the Loop).
A. Check One of the Following:
No CLO-CTL forms were completed during this PR year. No Appendix B2 needs to be
submitted with this Year’s Program Review. Note: All courses must be assessed once
at least once every three years.
Yes, CLO-CTL were completed for one or more courses during the current Year’s
Program Review. Complete Appendix B2 (CLO-CTL Form) for each course assessed
this year and include in this Program Review.
B. Calendar Instructions:
List all courses considered in this program review and indicate which year each course Closing
The Loop form was submitted in Program Review by marking submitted in the correct column.
Course
*List one course per line.
Add more rows as
needed.
This Year’s Program
Review
*CTL forms must be
included with this PR.
Last Year’s Program
Review
2-Years Prior
*Note: These courses
must be assessed in the
next PR year.
Appendix B2: “Closing the Loop” Course-Level Assessment Reflections.
Course
Semester assessment data gathered
Number of sections offered in the semester
Number of sections assessed
Percentage of sections assessed
Semester held “Closing the Loop” discussion
Faculty members involved in “Closing the Loop” discussion
Form Instructions:
• Complete a separate Appendix B2 form for each Course-Level assessment reported in this
Program Review. These courses should be listed in Appendix B1: Student Learning Outcomes
Assessment Reporting Schedule.
• Part I: CLO Data Reporting. For each CLO, obtain Class Achievement data in aggregate for all
sections assessed in eLumen.
• Part II: CLO Reflections. Based on student success reported in Part I, reflect on the individual
CLO.
• Part III: Course Reflection. In reviewing all the CLOs and your findings, reflect on the course as
a whole.
PART I: COURSE-LEVEL OUTCOMES – DATA RESULTS
CONSIDER THE COURSE-LEVEL OUTCOMES INDIVIDUALLY (THE
NUMBER OF CLOS WILL DIFFER BY COURSE)
(CLO) 1:
Defined Target
Scores*
(CLO Goal)
Actual Scores**
(eLumen data)
(CLO) 2:
(CLO) 3:
(CLO) 4:
 If more CLOs are listed for the course, add another row to the table.
* Defined Target Scores:What scores in eLumen from your students would indicate success for this CLO?
(Example: 75% of the class scored either 3 or 4)
**Actual scores: What is the actual percent of students that meet defined target based on the eLumen
data collected in this assessment cycle?
PART II: COURSE- LEVEL OUTCOME REFLECTIONS
A. COURSE-LEVEL OUTCOME (CLO) 1:
1. How do your current scores match with your above target for student success in this course
level outcome?
2. Reflection: Based on the data gathered, and considering your teaching experiences and
your discussions with other faculty, what reflections and insights do you have?
B. COURSE-LEVEL OUTCOME (CLO) 2:
1. How do your current scores match with your above target for student success in this course
level outcome?
2. Reflection: Based on the data gathered, and considering your teaching experiences and
your discussions with other faculty, what reflections and insights do you have?
C. COURSE-LEVEL OUTCOME (CLO) 3:
1. How do your current scores match with your above target for student success in this course
level outcome?
2. Reflection: Based on the data gathered, and considering your teaching experiences and
your discussions with other faculty, what reflections and insights do you have?
D. COURSE-LEVEL OUTCOME (CLO) 4:
1. How do your current scores match with your above target for student success in this course
level outcome?
2. Reflection: Based on the data gathered, and considering your teaching experiences and
your discussions with other faculty, what reflections and insights do you have?
E. COURSE-LEVEL OUTCOME (CLO) 5: ADD IF NEEDED.
PART III: COURSE REFLECTIONS AND FUTURE PLANS
1. What changes were made to your course based on the previous assessment cycle, the prior
Closing the Loop reflections and other faculty discussions?
2. Based on the current assessment and reflections, what course-level and programmatic
strengths have the assessment reflections revealed? What actions has your discipline
determined might be taken as a result of your reflections, discussions, and insights?
3. What is the nature of the planned actions (please check all that apply)?
 Curricular
 Pedagogical
 Resource based
 Change to CLO or rubric
 Change to assessment methods
 Other:_________________________________________________________________
Appendix C: Program Learning Outcomes
Considering your feedback, findings, and/or information that has arisen from the course level
discussions, please reflect on each of your Program Level Outcomes.
Program: ______
•
PLO #1:
•
PLO #2:
•
PLO #3:
•
PLO #4:
What questions or investigations arose as a result of these reflections or discussions?
What program-level strengths have the assessment reflections revealed?
What actions has your discipline determined might be taken to enhance the learning of
students completing your program?
Program: _____
• PLO #1:
•
PLO #2:
•
PLO #3:
•
PLO #4:
What questions or investigations arose as a result of these reflections or discussions?
What program-level strengths have the assessment reflections revealed?
What actions has your discipline determined might be taken to enhance the learning of
students completing your program?
Appendix D: A Few Questions
Please answer the following questions with "yes" or "no". For any questions answered "no",
please provide an explanation. No explanation is required for "yes" answers :-)
9. Have all of your course outlines been updated within the past five years?
10. Have you deactivated all inactive courses? (courses that haven’t been taught in five years or
won’t be taught in three years should be deactivated)
11. Have all of your courses been offered within the past five years? If no, why should those
courses remain in our college catalog?
12. Do all of your courses have the required number of CLOs completed, with corresponding
rubrics? If no, identify the CLO work you still need to complete, and your timeline for
completing that work this semester
13. Have you assessed all of your courses and completed "closing the loop" forms for all of your
courses within the past three years? If no, identify which courses still require this work, and
your timeline for completing that work this semester.
14. Have you developed and assessed PLOs for all of your programs? If no, identify programs which
still require this work, and your timeline to complete that work this semester.
15. If you have course sequences, is success in the first course a good predictor of success in the
subsequent course(s)?
16. Does successful completion of College-level Math and/or English correlate positively with
success in your courses? If not, explain why you think this may be.
Appendix E: Proposal for New Initiatives (Complete for each new initiative)
Audience: Deans/Unit Administrators, PRBC, Foundation, Grants Committee, College Budget Committee
Purpose: A “New Initiative” is a new project or expansion of a current project that supports our Strategic Plan. The project will require the support
of additional and/or outside funding. The information you provide will facilitate and focus the research and development process for finding both
internal and external funding.
How does your initiative address the college's Strategic Plan goal, or significantly improve student learning?
What is your specific goal and measurable outcome?
What is your action plan to achieve your goal?
Activity (brief description)
Required Budget (Split out
Target
Completion personnel, supplies, other
categories)
Date
How will you manage the personnel needs?
New Hires:
Faculty # of positions
Classified staff # of positions
Reassigning existing employee(s) to the project; employee(s) current workload will be:
Covered by overload or part-time employee(s)
Covered by hiring temporary replacement(s)
Other, explain
At the end of the project period, the proposed project will:
Be completed (onetime only effort)
Require additional funding to continue and/or institutionalize the project
Will the proposed project require facility modifications, additional space, or program relocation?
No
Yes, explain:
Will the proposed project involve subcontractors, collaborative partners, or cooperative agreements?
No
Yes, explain:
Do you know of any grant funding sources that would meet the needs of the proposed project?
No
Yes, list potential funding sources:
(obtained by/from):
Appendix F1: Full-Time Faculty/Adjunct Staffing Request(s) [Acct. Category 1000]
Audience: Faculty Prioritization Committeeand Administrators
Purpose: Providing explanation and justification for new and replacement positions for full-time faculty and adjuncts
Instructions: Please justify the need for your request. Discuss anticipated improvements in student learning and contribution to the Strategic Plan
goal. Cite evidence and data to support your request, including enrollment management data (EM Summary by Term) for the most recent three
years, student success and retention data , and any other pertinent information. Data is available at
http://www.chabotcollege.edu/ProgramReview/Data2013.cfm.
1. Number of new faculty requested in this discipline: ___
STAFFING REQUESTS (1000) FACULTY
Position
Description
Faculty (1000)
Program/Unit
PLEASE LIST IN RANK
ORDER
Division/Area
Rationale for your proposal. Please use the enrollment management data. Data that will strengthen your rationale include FTES trends over
the last 5 years,FT/PT faculty ratios, recent retirements in your division, total number of full time and part-time faculty in the division, total
number of students served by your division, FTEF in your division, CLO and PLO assessment results and external accreditation demands.
2. Statements about the alignment with the strategic plan and your student learning goals are required. Indicate here any information from
advisory committees or outside accreditation reviews that is pertinent to the proposal.
Appendix F2: Classified Staffing Request(s) including Student Assistants [Acct. Category 2000]
Audience: Administrators, PRBC
Purpose: Providing explanation and justification for new and replacement positions for full-time and part-time regular (permanent) classified
professional positions(new, augmented and replacement positions).Remember, student assistants are not to replace Classified Professional staff.
Instructions: Please justify the need for your request. Discuss anticipated improvements in student learning and contribution to the Strategic Plan
goal, safety, mandates, and accreditation issues. Please cite any evidence or data to support your request. If this position is categorically funded,
include and designate the funding source of new categorically-funded position where continuation is contingent upon available funding.
11. Number of positions requested: __1___
STAFFING REQUESTS (2000) CLASSIFIED PROFESSIONALS
Position
Instructional Support
Specialist
Classified Professional Staff (2000)
Description
Program/Unit
Division/Area
IT
IT
IT
STAFFING REQUESTS (2000) STUDENT ASSISTANTS
Postion
PLEASE LIST IN RANK
ORDER
Description
Student Assistants (2000)
Program/Unit
PLEASE LIST IN RANK
ORDER
Division/Area
12. Rationale for your proposal.
Our computer workload has increased from 1600 machines to 2400 machines in the past two years. We are also providing server support for 26
servers for instruction. State recommend load for our staff is 250-350 machines per tech. We are currently at 600-650 machines per person. One
someone is out on vacation or other leave this increases even further. The response times are beyond 72 hours and special projects or upgrades
are taking twice as long.
13. Statements about the alignment with the strategic plan and program review are required. Indicate here any information from advisory
committees or outside accreditation reviews that is pertinent to the proposal.
State standards for service is one technician per 250-350 machines.
Appendix F3: FTEF Requests
Audience: Administrators, CEMC, PRBC
Purpose: To recommend changes in FTEF allocations for subsequent academic year and guide Deans and
CEMC in the allocation of FTEF to disciplines. For more information, see Article 29 (CEMC) of the Faculty
Contract.
Instructions: In the area below, please list your requested changes in course offerings (and
corresponding request in FTEF) and provide your rationale for these changes. Be sure to analyze
enrollment trends and other relevant data
athttp://www.chabotcollege.edu/ProgramReview/Data2013.cfm.
COURSE
CURRENT
FTEF
(2014-15)
ADDITIONAL
FTEF
NEEDED
CURRENT
SECTIONS
20
ADDITIONAL
SECTIONS
NEEDED
CURRENT
STUDENT #
SERVED
ADDITIONAL
STUDENT #
SERVED
Appendix F4: Academic Learning Support Requests [Acct. Category 2000]
Audience: Administrators, PRBC, Learning Connection
Purpose: Providing explanation and justification for new and replacement student assistants (tutors, learning assistants, lab assistants,
supplemental instruction, etc.).
Instructions: Please justify the need for your request. Discuss anticipated improvements in student learning and contribution to the Strategic Plan
goal. Please cite any evidence or data to support your request. If this position is categorically funded, include and designate the funding source of
new categorically-funded position where continuation is contingent upon available funding.
1. Number of positions requested:
2. If you are requesting more than one position, please rank order the positions.
Position
Description
1.
2.
3.
4.
3. Rationale for your proposal based on your program review conclusions. Include anticipated impact on student learning outcomes and
alignment with the strategic plan goal. Indicate if this request is for the same, more, or fewer academic learning support positions.
21
Appendix F5: Supplies & Services Requests [Acct. Category 4000 and 5000]
Audience: Administrators, Budget Committee, PRBC
Purpose: To request funding for supplies and service, and to guide the Budget Committee in allocation of funds.
Instructions: In the area below, please list both your current and requested budgets for categories 4000 and 5000 in priority order. Do NOT
include conferences and travel, which are submitted on Appendix M6. Justify your request and explain in detail any requested funds beyond
those you received this year. Please also look for opportunities to reduce spending, as funds are very limited.
Supplies Requests [Acct. Category 4000]
Instructions:
1. There should be a separate line item for supplies needed and an amount.
For items purchased in bulk, list the unit cost and provide the total in the "Amount" column.
2. Make sure you include the cost of tax and shipping for items purchased.
Priority 1: Are criticalrequests required to sustain a program (if not acquired, program may be in peril) or to meet mandated requirements of local,
state or federal regulations or those regulations of a accrediting body for a program.
Priority 2: Are needed requests that will enhance a program but are not so critical as to jeopardize the life of a program if not
received in the requested academic year.
Priority 3: Are requests that are enhancements, non-critical resource requeststhat would be nice to have and would bring additional benefit to the program.
2014-15
2015-16
Request
needed totals in all areas Request
Requested Received
Description
Amount
Supplies & Services
8000
6200
10000
Vend
or
Division/Unit
Priority #1
Priority #2
Priority #3
Contracts and Services Requests [Acct. Category 5000]
Instructions:
1. There should be a separate line item for each contract or service.
2. Travel costs should be broken out and then totaled (e.g., airfare, mileage, hotel, etc.)
Priority 1: Are criticalrequests required to sustain a program (if not acquired, program may be in peril) or to meet mandated
requirements of local,
state or federal regulations or those regulations of a accrediting body for a program.
Priority 2: Are needed requests that w ill enhance a program but are not so critical as to jeopardize the life of a program if not received in
the requested academic year.
Priority 3: Are requests that are enhancem ents, non-critical resource requests that would be nice to have and would bring additional
benefit to the program.
augm entations only
Description
Other software (inaddition to
current budget)
Amount
16,000
Vendor
Division/Unit
Priority #1
16,000
Priority #2
Priority #3
Appendix F6: Conference and Travel Requests [ Acct. Category 5000]
Audience: Staff Development Committee, Administrators, Budget Committee, PRBC
Purpose: To request funding for conference attendance, and to guide the Budget and Staff Development Committees in allocation of funds.
Instructions:Please list specific conferences/training programs, including specific information on the name of the conference and location. Note
that the Staff Development Committee currently has no budget, so this data is primarily intended to identify areas of need that could perhaps be
fulfilled on campus, and to establish a historical record of need. Your rationale should discuss student learning goals and/or connection to the
Strategic Plan goal.
Description
Amount
Vendor
Priority Priority Priority
Division/Dept
#1
#2
#3
Notes
Appendix F7: Technology and Other Equipment Requests [Acct. Category 6000]
Audience: Budget Committee, Technology Committee, Administrators
Purpose: To be read and responded to by Budget Committee and to inform priorities of the Technology Committee.
Instructions: Please fill in the following as needed to justify your requests.If you're requesting classroom technology, see
http://www.chabotcollege.edu/audiovisual/Chabot%20College%20Standard.pdf for the brands/model numbers that are our current standards.
If requesting multiple pieces of equipment, please rank order those requests. Include shipping cost and taxes in your request.
Instructions:
1. For each piece of equipment, there should be a separate line item for each piece and
an amount. Please note: Equipment requests are for equipment whose unit cost exceeds $200.
Items which are less expensive should be requested as supplies. Software licenses should also be
requested as supplies.
2.
For bulk items, list the unit cost and provide the total in the "Amount" column.
Make sure you include the cost of tax and shipping for items purchased.
Priority 1: Are criticalrequests required to sustain a program (if not acquired, program may be
in peril) or to meet mandated requirements of local,
state or federal regulations or those regulations of a accrediting body for a program.
Priority 2: Are needed requests that w ill enhance a program but are not so critical as to
jeopardize the life of a program if not received in the requested academic year.
Priority 3: Are requests that are enhancem ents, non-critical resource requests that would be
nice to have and would bring additional benefit to the program.
Description
Amount
Technology/Equipment (in addition
to current budget)
$2,200
Vendor
Division/Unit
Priority #1
Priority #2
Priority #3
Appendix F8: Facilities Requests
Audience: Facilities Committee, Administrators
Purpose: To be read and responded to by Facilities Committee.
Background: Following the completion of the 2012 Chabot College Facility Master Plan, the Facilities Committee (FC) has begun the task of reprioritizing Measure B Bond budgets to better align with current needs. The FC has identified approximately $18M in budgets to be used to meet
capital improvement needs on the Chabot College campus. Discussion in the FC includes holding some funds for a year or two to be used as match
if and when the State again funds capital projects, and to fund smaller projects that will directly assist our strategic goal. The FC has determined
that although some of the college's greatest needs involving new facilities cannot be met with this limited amount of funding, there are many
smaller pressing needs that could be addressed. The kinds of projects that can be legally funded with bond dollars include the "repairing,
constructing, acquiring, equipping of classrooms, labs, sites and facilities." Do NOT use this form for equipment or supply requests.
Instructions: Please fill in the following as needed to justify your requests.If requesting more than one facilities project, please rank order your
requests.
Brief Title of Request (Project Name):
Building/Location:
Description of the facility project. Please be as specific as possible.
What educational programs or institutional purposes does this equipment support?
Briefly describe how your request relates specifically to meeting the Strategic Plan Goal and to enhancing student learning?
The above Program Review is based on all current funding and staffing to remain as is. Anynew requests above
are in addition to current funding and staffing. CW