Chabot College
Program Review Report
2014 -2015
Year One of
Program Review Cycle
“You are in the same cycle as last year!”
Submitted on 2013-Nov 01
Contact: Kathryn Linzmeyer,
Financial Aid Director
Table of Contents
Divisions/Programs remain in the same cycle year for 2013-2014
Year 1
Section 1: Where We’ve Been
Section 2: Where We Are Now
Section 3: The Difference We Hope to Make
Required Appendices:
A: Budget History
B1: Course Learning Outcomes Assessment Schedule
D: A Few Questions
E: New Initiatives
F2: Classified Staffing Requests
F5: Supplies and Services Requests
F6: Conference/Travel Requests
F7: Technology and Other Equipment Requests
F8: Facilities
YEAR ONE
1. Who We Are & Where We Have Been –
The Chabot Financial Aid Office (FAO) supports the college mission and strategic plan of assisting
students to reach their educational goal within a reasonable time by providing financial aid information
and support. Our original program review cycle recognized that financial aid is vital to student access
and retention, and a critical component to ensure and facilitate student learning and success. That
recognition has only been strengthened each year. Our mission continues to be focused on service to
students and stewardship of funds, working with departments and divisions on campus to coordinate
and provide services and information to our students.
FAO staff provides advisement on financial and academic eligibility, determines potential and actual
eligibility, and awards and disburses financial aid funds to eligible students according to multiple layers
of federal, state and institutional mandates, regulations, policies and best practices. Application of
professional judgment is used when extenuating or unusual circumstances warrant a change to the
federal methodology or to make exceptions for a student’s failure to maintain satisfactory academic
progress. We have been compliant with complex administrative requirements for fund management,
including recalculation, student repayments and reconciliation, which are typical and frequent audit
findings elsewhere. When adequately staffed, we had no audit findings.
Federal programs include the Federal Pell Grant, Supplemental Educational Opportunity Grant (SEOG),
Federal Work Study (FWS), and Federal Student Loan programs. State programs include the California
Board of Governor’s Fee Waiver (BOG) program, Cal Grants B & C, Chafee Grant (for Foster Youth), and
state scholarship programs. New with 2013-14 is the CA Dream Act program for undocumented
students. As required by Federal regulation, we must take into account and incorporate all educational
funds a student may receive from the institution or external 3rd parties, when determining a student’s
financial aid awards, including TRIO, EOPS, CALWorks, scholarships, etc.
The Financial Aid Office is comprised of the Director; the reinstated FA Systems Coordinator, an
advanced technical position that applies knowledge financial aid regulations to implement, maintain,
and improve financial aid computer systems and processes; Student Services Specialist III who handles
adjustments/abatements to awards and disbursements for changes to enrollment and eligibility, Return
to Title IV and Unofficial Withdrawals, and reconciliation of the multiple funds; six Student Services
Specialist II staff, who share front counter, processing, awarding, and correction of student files, student
advisement, review of Special Circumstances and Petitions for Reinstatement, as well as each
coordinates at least one of the funding programs (FWS, student loans, Cal Grant, posting of
scholarships/3rd party payments, Chafee, Dream Act, and required mass and targeted email
communication); one Student Services Specialist I, who works a greater number of hours at our front
counter service and phones, and monitors the Board of Governor’s (BOG) Fee Waiver A&B applications.
The vital position of FA Outreach Liaison was created in 2004 and laid off in 2011; those duties
(assistance in community, especially local high schools, and on campus with applications, information,
regular website updates, mandated email and electronic communication) have largely been unfulfilled.
In Spring 2011, the Financial Aid Outreach Liaison had begun regular web, email and written
communication with students and the campus at each step along the process of application, verification,
awarding and disbursement to help answer general questions and help students move along the
complicated path of the annual financial aid cycle. She met regularly throughout the year with classes,
campus cohorts, and high schools to provide financial aid workshops and orientations. This dedicated
proactive “outreach” assisted in reducing students standing in line or calling with questions because we
had begun to push that focused, strategic information to them more regularly and effectively. She had
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developed relationships with various groups on campus to combine our efforts with theirs to assist
students on campus with financial aid information and assistance, including but not limited to ASCC,
Puente, CalWorks, EOPS, DSRC, and Athletics.
We had established three campaigns throughout the year (fall, winter, spring) to provide information
and application assistance at the front end of the financial aid process, and were seeing significant
improvements in timely and accurate applications. The dedicated investment up front resulted in
smoother verification and awarding processes later, for both students and staff.
In Spring of 2011, both technical positions (FA Systems Coordinator and FA Outreach Liaison) were laid
off by senior administration. For the following 18 months, with the loss of those 80 combined hours of
manpower, we had to forego the initiatives and plans we had developed and concentrate instead on
maintaining minimum services to provide financial aid awards and disbursements to our students, in
compliance with increasing federal and state regulations and program changes. The loss of the two
critical dedicated and specialized staff resulted in a loss of integrity of our processes, rolling increase in
errors and problems with use of Banner technology. We had to postpone important improvements to
processes, specifically those technology initiatives that would have helped our office to work “smarter
not harder”, until we have the staff and resources to explore those options again.
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2. Where We Are Now During the first half of the last program review cycle (2009-2012), the Financial Aid Office had made
great strides in managing the increasing number of applicants with a strong, well-trained and cohesive
team working together to provide timely and accurate services to the campus and community. Now, we
have more applicants, new required programs and increased regulations, and we are stretched beyond
our limits and often unable to meet our goals of timeliness and accuracy. Mistakes are made more
frequently, and we are unable to provide adequate and timely advisement to students.

Growth in student demand is unprecedented and not expected to subside
o
o
o
o
1011
1112
1213
1314
15,539 unduplicated*, 28,921 duplicated** applicants
16,372 unduplicated, 28,358 duplicated applicants
18,207 unduplicated, 32,422 duplicated applicants
14,795 unduplicated, 22,690 duplicated applicants
(YTD 11/06/2013 only – 7.5 months remaining, through 06/30/14)
*unduplicated = original or last ISIR/application per student
**duplicated = all ISIR/applications, including corrections made by staff



Changes in regulations continue to impact us and make our jobs more challenging and
demanding
o Federal regulations have shifted workload to the local, school level at the same time we
face unprecedented growth
These same changes are resulting in more limited, or curtailed student eligibility, which has
increased the need for student advisement.
We are doing everything we can to support our students who faced increased financial
difficulties during this historic economic recession, and who still struggle to recover from it
Important trends that impact our unit, and will continue to do so over the next three years include
substantial increases in numbers of student applicants/served*. Regardless of how many classes
students are offered, they will apply for financial aid and federal regulations require that we respond to
them with a determination of eligibility. We have set deadlines each semester (to submit documents,
loan applications, academic appeals, etc) to assist students in taking care of financial aid business before
or earlier in the semester, to be best prepared for success, and to manage workload. The following
statistics are numbers of students and federal and state dollars disbursed each year, not counting
scholarships or 3rd party funding, such as EOPS, TRIO, CARE/CalWorks, Chafee, scholarships, etc.
1.
2.
3.
4.
5.
0910
1011
1112
1213
1314
8,467 students
10,306 students
10,665 students
10,897 students
8,703 students
$19,968,164
$22,566,572
$22,212,681
$22,110,358
$ 9,597,851 (YTD 11/06/2013 only – 9 months remaining, through Aug14)
As found in Program Review documents for 2010-11, we had high aspirations for improving technology
to provide information to students and improve the flow of verification between students and the
office. We had initiated regular use of email on campus to communicate with our students beginning
Summer 2010. Our goal was to reduce the need for students to personally interact with office for
routine tasks (picking up documents, checking status of file, awards, or disbursements, or verifying selfcertified requirements), which would free processing staff the time to meet with students for
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advisement, problem resolution, and managing the details, awarding and reporting of the many state
and federal programs we administer.
In April 2013, we filled the FA Systems Coordinator position, and the new hire is being trained on our
daily workload and processes; she has already experienced two back to back system upgrades, and the
implementation of the new 1314 aid year, with multiple regulatory changes. She also helped complete
the online BOG Fee Waiver application which had ground to a halt in Spring 2011, but is now “live”. We
estimated a six to nine month period just to reach a point of normalcy and clean up before we will once
again be able to consider implementing planned initiatives. Rehiring the Systems Coordinator position
will allow us to regain and retain compliance with ongoing systems issues, multiple federal and state
regulatory changes, and to implement the necessary technology to efficiently manage increased
processing and awarding of federal and state financial aid. This investment by Chabot College will
benefit students across the district, as it impacts LPC as well, and lessens potential financial liability to
the college and district.
Further trends that we must consider and plan for are the rapidly changing state and federal regulations,
unprecedented in the volume of changes each year. These require layers of response from us, from
ensuring our technology is prepared for changes (set up, programming, awarding), providing adequate
training to staff, communication in advance to students (and campus) about proposed changes, and the
exponentially increased and ongoing student advisement as they struggle to understand how the
changes affect them directly. Because both federal and state financial aid programs are limiting how
long a student may receive financial aid, and requiring more accountability of the funds students have
been provided, we are responding to students who have lost their eligibility, and these interactions are
often those that take the most time of staff.
With all the adversity, I am most proud of the current staff in the Financial Aid Office. They have taken
on much more than they should have had to, just to maintain basic services. We have put aside services
that we know are valuable to students, and taken on new duties, to ensure that we remain compliant
and timely in providing the most critical of tasks. They endure harsh criticism by students for
circumstances well beyond their control and they support each other. They work overtime, spent
countless hours investigating problems with technology and regulations, and are a truly amazing team.
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3. The Difference We Hope to Make The Financial Aid Office (FAO) continues to advocate for stronger use of technology to reduce the
repetitive tasks required in applying, processing and awarding of financial aid, which would allow staff to
devote more of their valuable time to student advisement, communication and contact. Per the last
program review documents, the reinvestment of staff dedicated to maximizing the potential of the
Banner Financial Aid system for efficiency and developing innovations will improve the services we
provide to the students and campus/district. Potential or in-progress, high-impact initiatives include:
-
Use of Degree Works
Electronic BOGG application
Web-based verification process
-
Paperless processing
“Chat” style advising
In 2010, the Financial Aid Office had determined our next course of action had to be the expansion of
the self-service options to students in order to successfully complete their financial aid application and
verification processes electronically, automate the awarding process, and reduce the need for manual
intervention and lengthy student lines. This would have been in addition to the implementation of the
BDMS document management software. With the layoff of the Financial Aid Systems Coordinator
position in Spring 2011, we were unable to pursue these options. We hope to review this option again
once we brought new staff up to speed, provide training, and we have the time to investigate further.
It is our continued belief that we must improve our technology to combat the increased workload, and
achieve more efficiency. Over the course of the last several years, we identified several technology
initiatives, primarily in Banner, to address the problem. If we were able to achieve all of our current
technology enhancements, existing staff would be able to spend more time providing the advisement
that students so desperately need, and less time performing the current manual review, awarding and
communication required by federal and state financial aid programs/entities. To this end, we are
investing 2013-14 resources into the training of both Financial Aid technical staff, as well as the ITS
technical staff and programmers that support us in what we do, to ensure they have the best, most
updated training and information available to them.
There is an inadequate staff to student applicant ratio. This is exponentially increased by not only
students themselves, but the increased processing and correction requirements. We need to provide
adequate staffing to provide advisement and services to potential and actual applicants. If we cannot
provide timely services to students, they will either not enroll to begin with, stop attending, or they will
be unsuccessful, lose eligibility and discontinue enrollment entirely.
1011
10 : 15,539
= 1:1,554
1112
7.5*: 16,372
= 1:2,183
1213
9
= 1:2,023
: 18207
The increased workload due to general economy, multiple changes to federal and state financial aid
programs, and subsequent additional advising requirements, inability to implement technology
initiatives, and loss of technological integrity of current systems, has resulted in increased errors,
duplicative or unnecessary work, and potential fiscal liability. The loss of Financial Aid Outreach Liaison
results in severely restricted communication with students and advisement (web, email, phone,
application assistance, etc.).
As the college and district are still experiencing the effects of the state budget crisis, our office identified
multiple strategies to most efficiently handle the number of students who will apply and follow up on
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their financial aid files. In the prior three years, and going into the next two, there have been substantial
state and federal regulatory changes, more than the past several years combined. Each time regulations
change, and thus student eligibility, it requires a greater demand for student advisement, as students
do not understand why they may no longer be eligible, or the “rules” have changed. As the cycles of
registration and financial aid processing do not always coincide, we will always have more students
applying for aid and completing the process than will actually be able to attend classes, especially as
classes become more limited. We still have an obligation to act upon the applications and
documentation provided as students attempt to receive financial aid, as well as communicate to the
students and college community along the way.
The FAO recognizes the value of early advisement and intervention in the financial aid application
process, to reduce complications and work at the back end of the process. Financial aid education and
information on campus and in the community has necessarily been minimal with the loss of the
Financial Aid Outreach Liaison, at a time when there is more critical information to share regarding
changing program criteria, etc. We are including a Financial Aid Outreach position on our Request for
Classified Staffing, as a key and strategic position to addressing the front end advisement.
We continue to identify that one of the greatest challenges our office has faced with regards to staffing
trends has been steady increase of applicants and increasing responsibilities due to new state and
federal programs, mandates and regulations, without a corresponding increase in staff to handle the
workload. New programs and regulations include:






CA Dream Act, providing BOG and Cal Grant to eligible undocumented AB540 students
Federal Unusual Enrollment History (UEH) tracking
PELL Grant Lifetime Eligibility Used (LEU) tracking, advisement and monitoring
150% Loan Limits
Default Prevention activities
Corrections required for any discrepancy greater than $25 or if student failed to answer high school
graduation status correctly, both resulting in huge increase in workload due to required corrections
o Former tolerance had been $300 or greater; now reduced to $25 or greater;
o Too many students not completing their HS graduation information correctly, which
prevents disbursement of aid until corrected.
Additional processing staff is required to provide student advisement and more rapid response on
student eligibility, and additional corrections required, along with a senior, advanced position to serve
as lead processor due to increasing complexity of programs and regulations and unique student
situations. We are including 1.5 FTE Student Services Specialist II positions and a 1 FTE Student Serves
Specialist III position in our Request for Classified Staffing.
The increased responsibilities related to administration and reporting of financial aid programs have
increasingly made it impossible to manage without some dedicated clerical support with budget,
timesheets, leave requests, calendaring, . We are including a 0.5 FTE Administrative Assistant position,
to be shared with a 0.5 FTE Administrative Assistant position in Admissions & Records, in our Request
for Classified Staffing.
We must re-evaluate our service delivery as we continue to face extraordinarily difficult challenges given
our current staffing levels and ever increasing workload, in order to be able to get funds to our students
in a timely manner, and to remain compliant with federal and state regulations. We continue to identify
policies and practices to streamline, improve or eliminate, and make changes when possible. We strive
to simplify our procedures and eliminate ‘red tape’ as much as possible while still ensuring compliance.
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Consideration of an increased level of campus financial support will enable us to continue to meet these
challenges. We are prepared to share in cost of additional staff with categorical, administrative
allowances, and funds earned by the Financial Aid Office.
3
Appendix A: Budget History and Impact
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
2012-13
Budget
Requested
3
0
0
0
3
2012-13
Budget
Received
1
0
0
0
1
2013-14
Budget
Requested
3
0
0
0
3
2013-14
Budget
Received
0
0
0
0
0
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.
No positions or new funds have been received in last three years from general division/district allocated
funding. The Financial Aid Systems Coordinator, originally laid off in Spring 2011, was reinstated with
the recognition by new college administration of the significant negative impact on students and
services, and potential fiscal liability due to loss of that position. It was funded with newly generated 2%
BFAP funds*, and finally filled on April 22, 2013.
In the short time that the position has been in place, we have made strides to regain the ground we had
lost with technology and stability of processes over prior two years. We continue to repair the damage
that we incurred during that time, while also working toward improvements as we outline elsewhere in
this document.
A Student Services Specialist II position vacated by retirement summer of 2011 was filled using
Categorical funds.
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?
The Spring 2011 layoff of the Financial Aid Outreach Liaison has significantly impacted our ability to
serve the increased number of financial aid applicants, the campus, and our local community. We are
unable to adequately communicate the rapidly changing federal and state regulations in a timely
manner, nor provide the guidance and assistance necessary at the front end of the application process.
The increase of applicants and significant changes and increases to federal regulations has increased the
workload of both processing and student advisement significantly. We are in need of additional staff to
provide both service to students and required processing adequately and in a more timely manner.
*Required Maintenance of Effort (MOE) to receive our state BFAP funds is $553,965. If we fail to meet the MOE,
there is a domino effect of lost funds, beginning with potential loss of up to $62,319 in 2% earned from BOG
program. (LPC lost theirs in 2011-12, and only regained the funding after committing to use in the Financial Aid
Office for future.) Further effect would be direct dollar for dollar loss of actual BFAP dollars, which would further
reduce financial aid staff, decimating the program.
4
Appendix B: Student Learning and Service Area Outcomes Inventory
(As a service area and not a classroom, I have replaced the original with prior year format that
better reflects our services.)
Audience: PRBC and Administrators
Purpose: This analysis enables us to track progress on key learning and
student service goals, and to meet our accreditation standards.
Instructions: Please provide the requested
information, noting ongoing SLOs/SAOs as well as any new goals.
SLO/SAO
How
Measured
SLO #1: Students will be able to apply
for financial aid independently, online
and on time. This includes students
taking personal responsibility for
financial aid eligibility and process,
making informed decisions and taking
appropriate action when needed
during the financial aid application
process.
Evaluate
numbers
of
students
applying
by 3/2
each year.
SAO #1: Provide a financial aid award
process that is fair, equitable, and
meets the needs of qualified students
needing assistance while ensuring
compliance with federal, state and
institutional requirements.
Review of
office
data.
Results/Discussion
HS freshmen and returning students
are increasingly more apt to complete
their FAFSA application by 3/2 each
year. Those who miss that deadline
often apply before the end of the
spring semester.
Far fewer, however, follow up with our
office in a timely manner to provide
the necessary paperwork to complete
their file and allow us to determine
their eligibility.
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Review of awarded students over past
several years shows that we have been
consistent with awarding financial aid
to students in a fair and equitable
manner.
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?
Our focus for the upcoming academic year is to maintain compliant and student centered services,
specifically in meeting the required program and regulatory changes from both State and
Federal sources. We do not require additional outside funding other than for staffing requests, seen
in Appendex F2.
What is your specific goal and measurable outcome?
More students completing applications correctly, providing proper follow up in a timely manner, and
reducing our processing time from 7-12 weeks to 2-4 weeks during most parts of the academic year.
What is your action plan to achieve your goal?
Target
Completion
Date
Provide extensive training for staff, including new FA Systems Ongoing
Coordinator, ITS analyst and ITS programmer, on extensive
Through
new federal and state mandates/regulations.
12/2014
Activity (brief description)
Hire additional staffing in various positions in office
Ongoing
Through
6/2015
Required Budget (Split out
personnel, supplies, other
categories)
No new general funds
requested; will use
categorical, but activity
pertinent to rest of
Program Review plans and
activities.
Shared categorical funds
with college funding as
positions approved.
How will you manage the personnel needs?
New Hires:
Faculty # of positions
Classified staff # of positions 4 FTE
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
(obtained by/from): shared categorical / college committed funds
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: Shared categorical funding w/ College funding
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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: _4 FTE (5 positions)
PLEASE LIST IN RANK
ORDER
STAFFING REQUESTS (2000) CLASSIFIED PROFESSIONALS
Classified Professional Staff (2000)
Position
Student Services Specialist II (.5 FTE)
Administrative Assistant II (.5 FTE)
Financial Aid Program Advisor /
Communications/Media Specialist
(formerly Outreach Liaison) (1 FTE)
Student Services Specialist II (1 FTE)
Student Services Specialist III (1 FTE)
Description
50% position would be dedicated to processing and front
counter assistance
Provide clerical and administrative support to Director and
office; share with A&R to equal 1.0 FTE for both areas.
Key and strategic position to addressing front end FA
advisement , information, & application assistance to campus
and community; primary source of communication (print,
web, electronic, social media, emails in and out of office)
Assist with student advisement, processing and awarding of
aid, share in responsibilities for new programs / regulations
(Dream Act, Default Prevention activities, UEH, LEU, 150%
loan limits, etc)
Create or reclass position to serve as lead processor to
research, resolve and respond to more complex student and
policy issues.
STAFFING REQUESTS (2000) STUDENT ASSISTANTS
Postion
N/A
Program/Unit
Financial Aid
Division/Area
Student Services
Financial Aid
Student Services
Financial Aid
Student Services
Financial Aid
Student Services
Financial Aid
Student Services
PLEASE LIST IN RANK ORDER
Student Assistants (2000)
Description
Program/Unit
We hire student assistants
using FWS and BFAP funds
7
Division/Area
2. Rationale for your proposal.
All staffing requests directly relate to our overall program goals of improving student success by providing students with advisement and aid to
complete their program of study. Our students are not being served as they should, and we need to provide them with appropriate services.
We need adequate staffing to do so.
Our current staffing model with prior, new and increasing responsibilities and regulations has resulted in direct loss of student contact,
drastically increased response time to student inquiries and file review/awarding, and loss of integrity/accuracy. Staff are already spread too
thin, and current demands make them rush when they need to be accurate. Without direct support to the Director and office, we will never be
able to get beyond putting out fires and reacting, rather than strategically planning and being out in front of required new programs, regulations
and best practices.
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.
NOTE: The Financial Aid Office is not asking for any other funding or resources, other than staffing support. We have been very self-supporting, with the use
of categorical funding and administrative allowances, which are generated through the work of the staff, to augment the current College funding.
However, we are in desperate need of additional staffing to provide necessary and mandated services to our students that we cannot adequately provide now.
8
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 critical requests 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 requests that would be nice to have and would bring additional benefit
to the program.
needed totals in all areas
Description
Supplies and services are paid for
out of the BFAP and administrative
allowance funding we earn. No
division / district funding has been
requested in the past ten years.
2013-14
2014-15
Request
Request
Requested Received
0
Amount
0
9
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 critical requests 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 requests that would be nice to have and would bring additional benefit to the program.
augmentations only
Description
Supplies and services are paid for
out of the BFAP and administrative
allowance funding we earn. No
division / district funding has been
requested in the past 11 years.
Amount
0
Vendor
Division/Unit
10
Priority #1
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
The Financial Aid Office must
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participate in training
throughout the year to keep
abreast of ever-changing
federal and state programs and
regulations, and Banner
updates. Conference and
training expenses are paid for
out of the BFAP and
administrative allowance
funding we earn. No division /
district funding has been
requested in the past 11 years.
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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. For bulk items, 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 critical requests 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 requests that would be nice to have and would bring additional benefit
to the program.
Description
Technology and software licenses are
paid for out of the BFAP and
administrative allowance funding we
earn. No division / district funding has
been requested in the past 11 years.
Amount
0
Vendor
Division/Unit
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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 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:
Installation of large electronic signboard
700, first floor, west end of lobby
Description of the facility project. Please be as specific as possible.
Installation of an electronic information board at the west end of first floor lobby, Building 700, to allow for immediate, rapidly changing
information to students regarding Financial Aid and Admissions & Records. This concept was originally built into the design of the Financial
Aid and Admissions & Records area of Building 700, but somewhere between the design and implementation, was lost.
Creativity will be needed to ensure that the electronic board is large enough for the space and population, appropriately and strategically
placed, while finding network and electrical connections. Most of this work was done in late Spring 2013. Time is needed to finalize plan,
and funding approved. The Financial Aid Office can and will share in the expense, with administrative allowance funds.
What educational programs or institutional purposes does this equipment support?
One of our greatest challenges remains communicating quickly with our students as things change seasonally, week to week, day to day,
minute to minute, and to reduce the time waiting in line unnecessarily. While students are in line, however, they are a captive audience,
and we have the opportunity to share information with them regarding critical dates, deadlines, reminders, disbursement/refund issues,
etc. For example, most common reason for students in line on a Monday or Tuesday morning is “did I get a disbursement or refund?” With
the right system and staffing, we could message to all students in line the moment we are advised that refunds have hit student accounts. It
would clear 1/3 of the line immediately.
Further, reminding students that much of what they have traditionally stood in line for can be accomplished online themselves is a success
in itself. In both cases, they can get out of line and go about their day. This frees up Financial Aid and Admissions & Records staff to spend
more time with those students who cannot have their needs met online, and do need our attention.
Briefly describe how your request relates specifically to meeting the Strategic Plan Goal and to enhancing student learning?
Less time standing in line, and getting information to students quickly, in a timely, as-it-happens moment, will only assist students to get
about the business of finding and moving along their “critical path”, or river, or path, or whichever descriptive works best.
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