Planning, Review and
Budget Council
PRBC Membership (2010-11)
CO-CHAIRS
George Railey
Kathy Kelley
Yvonne Wu Craig
ADMINISTRATORS
Celia Barberena, President
George Railey, VPAcad Services
Howard Irvin, VP Student Services
Yulian Ligioso, VP Admin Services
DEAN
Tram Vo-Kumamoto
COMMITTEE REPS
Academic Senate - Kathy Kelley
Budget - Tim Dave
Academic Policy - Ming-Lun Ho
Staff Development - Jennifer Lange
SLOAC - Carole Splendore
Basic Skills – Carolyn Arnold
Health & Safety – Ruben Pola
CEMC – Vacant
Technology – Vacant
Curriculum – Jane Church
Facilities – Vacant
FACULTY ASSOCIATION
TBA
CLASSIFIED SENATE
Yvonne Wu Craig
Cheryl Sannebeck
Gordon Watt
CLASSIFIED UNION
Catherine Powell
ASSOCIATED STUDENTS
Don Bosco Hu – ASCC President
Rotating Reps
INSTITUTIONAL RESEARCH
Carolyn Arnold [sabbatical leave]
Rajinder Samra
GUESTS
Kirstin Land, Language Arts
Andrew Pierson, Social Sciences
Lani Wilson, Counseling
Jeanne Wilson, Spec Programs
2011-12 Format for Program Review Summaries
DUE DATE: Monday, April 11, 2011
Who Should Complete this?
Academic Services: Division/Area Managers and Vice President
Student Services: Vice President
Administrative Services: Vice President
After reading the program review and resource request documents and
discussing the plans in your division/area, please provide a
Division/Area Summary to assist in the development of the college
Strategic Plan and Priority Objectives. PLEASE SUBMIT NO MORE
THAN FIVE PAGES.
Purpose:
- Identify the broad initiatives emerging in your division/area
- Provide descriptive language for these initiatives so that they can be
advocated for within the college and outside in the community
- Provide transparency for the strategic planning and resource
allocation process
Intent: The Division/Area Overview provides an opportunity for a
shared discussion of division/area priorities while also informing the
strategic planning process. It also serves as a feedback mechanism
and response to your unit/area. It is an Executive Summary of the
trends, budget priorities and new initiatives in your area.
Therefore, in developing the Division/Area Overview, it is important that
Deans/Managers have conversations within their units and division to
discuss the ideas that are percolating in their divisions.
Filename instructions: When naming your Division/Area Summary,
use a format such as: “Arts & Hum Div Overview, 09-11”
Once the summary is completed, we request that you send copies to all
the faculty/staff in your division/area. Also submit your summary and all
unit plans to PRBC to Antoinette Cain, acain@chabotcollege.edu by
Monday, April 11, 2011.
After your discussions have been completed, please submit a response to the following
questions:
Part A – Trends: Describe the broad trends you see within your division/area. Cite specific
internal or external data when necessary. Please include any trends you see in technology
and staff development/training needs.
The Chabot College School of the Arts is comprised of more than a dozen academic
disciplines. They are (a) Architecture; (b) Art (including Graphic Design, Oil Painting,
Acrylic Painting, Watercolor Painting, Illustration/Drawing, Art Foundry/Bronze
Casting, Ceramics, Sculpture, and Life Drawing); (c) Art History (including The
Chabot College Art Gallery and associated Museum Studies); (d) Digital Media; (e)
Film; (f) Humanities; (g) Interior Design; (h) Mass Communications (including Radio
Studies, Television Studies, Journalism, the Student Newspaper The Spectator,
Student Radio Station KCRH 89.9 FM, and Chabot College Television KCTH CableCast Channel 27); (i) Music (including Literature/Theory/Musicianship, Music
Performance, Applied Music, and Commercial Sound Recording Technology); (j)
Philosophy; (k) Photography (both traditional/chemical and digital); (l) Religious
Studies; and (m) Theater Arts (including Acting, Stagecraft, Playwriting, and Theater
For Young Audiences).
The future of the arts at Chabot is dependent on quality curriculum, world-class
instruction, modern facilities, and appropriate funding. We must address and vision
what our programs will look like, how they will function, and how we will meet the
demands of the 21st century student and (especially) workforce. It seems clear at this
writing that the future of the Chabot College School of the Arts lies in
embracing technology, revising curriculum and degrees, and re-inventing how we
approach/analyze/adapt curricular content. It seems obvious that we must face and
meet the demands posed by SB1440, the development of certificated vocational
programs, while continuing to serve as a cultural leader for our community and our
region. Our future will be determined in large measure by our willingness to create
and support more exclusively on-line and hybrid courses in arts education, shorterduration certificates, new technology and new-media certificates, and radical new
models that maintain and increase the cultural viability of Arts education.
In order to meet these challenges:
1) Full-time faculty are needed to serve as visionaries and stewards of areas.
2) Resources must allotted to meet the needs of Transfer Model Curriculum
(SB1440) and Certificated Programs.
3) Categorical funding requests must be fulfilled to meet the unique curricular
needs in the arts.
Part B – Staffing Priorities: Prioritize the most urgent and immediate staffing requests
that need to be fulfilled.
Faculty Position (1000)
Faculty (1000)
Life Drawing and Painting
Instructor
Theater for Young Audiences
Specialist
Staff Position (2000)
Description
Program/Unit
Humanities Religious Studies
Replacement
HUMN/RELS
Full time, tenure track
Individual would have deep
background in writing, developing
and mounting theater productions
intended specifically for ages 5 to
18.
Instructional Radio &
Television Specialist, Mass
Communications Program
Description
Serves as Chief Operator and
provides specialized services in
AM/FM radio communications under
FCC authorization and supervision;
Half-Time Music Technology
Lab Monitor
Supervise open lab times in Music
Technology Lab, Maintain
functioning lab technology, assist in
non-academic recording session
Radio Station Student
Assistant
Individual who can help run the
technical needs of the Theater
Department
Assists daily operation of KCRH-FM
radio, provides learning assistance
to students in understanding and
assimilating material; production;
proper and safe use of all
designated learning and laboratory
equipment; departments;
programming; on-air and show
production schedule; remote
productions and broadcasts; on-air
performance; underwriting; supplies,
etc.
Half-Time Digital Media
Lab Monitor
Supervise open lab times in Digital
Media Lab, Maintain functioning lab
technology, assist students
Technical Director
ART
THTR
Program/Unit
Mass
Communications
MURT
Theater
Arts/Technical
Theater
Mass
Communications
DIGM
Part C – Enrollment Management Priorities: Describe the changes or adjustments that need to
be made to enrollment management and FTEF allocations.
This past year the School of the Arts (SOTA) has encountered a significant reduction in FTEF
and faces a 14% reduction in FTEF for Fall 2011. In many areas, we only have allocations for
full-time faculty to make load and have been forced to lay-off all adjunct instructors and cancel
courses needed by students for transfer, degree plans, and remediation. At this juncture, asking
for an increase in FTEF seems unrealistic, especially with the present statewide, district, and
college fiscal emergency. However, I am requesting that SOTA be exempted from further FTEF
reductions below our Fall 2011 24.89 allotment. If additional reductions were needed, it seems
clear that the integrity of programs would be in dire jeopardy.
Part D – Supplies, Services and Equipment Priorities (4000, 5000 & 6000 categories): Please
include your spreadsheet indicating your priorities (i.e. Priority 1, 2 or 3).
Please attached spreadsheet
Part E – Challenges and New Initiatives: Describe current challenges and most promising new
initiatives in your area.
Architecture
Within our program, all classes accomplished SLO and CLO. This data has shown that architecture program is a fully
developed program. The only concern would be the computer and drafting lab hours. To make this program better,
we will need to make our studio and computer lab available to most of our architecture students after class hours (and
this requires additional FTEF). Also the FT/PT faculty ratios need to be adjusted. To be able to serve architecture
students, we will need [at least] two more PT faculty.
Art
The standards of repeatability challenge the access of the advanced students availability to assist the beginning
students in the classroom. All students move toward mastering their craft more successfully when there are multiple
skill levels offered. This is the first year classes are taught without student material fees. This cripples our ability to
supply the very basic materials for our student; while, at the same time, our art materials budget is inadequate. We
must initiate the revision of our curriculum to support a wider variety of career, occupational, and transfer education.
(2) Additionally, there is now basic “bread-and-butter
Art History
Approximately 840 Chabot students enroll in Art History courses per academic year. Their satisfaction is reflected in
previous enrollment management reports, which show access, retention and success rates to be higher than the
college average. Art history faculty persist in their commitment to serving in both the classroom (academic setting as
well as the gallery (vocational) setting, to ensure disciplinary and experiential breadth for transfer-ready students. By
all institutional and professional assessments, the Art History discipline successfully facilitates top college priorities,
including transfer education, FTEF efficiency, career technical education, and five college wide learning goals.
Digital Media
Accomplishments: Nearly all of our classes have been full or impacted; retention has improved. Students who go on to
four-year colleges often tell me that they learned more in their Digital Media courses at Chabot than in those more
prestigious institutions; some come back to take more of our courses even after they’ve received their bachelor’s
degree. The biggest barrier to success is our students’ complex lives: Jobs, family responsibilities, transportation
issues, court dates (and for some, poverty and homelessness) limit the amount of time they can devote to their
studies. Some of the skills we teach — particularly Flash animation and programming — are quite time-consuming,
and many of our students, despite their best intentions, don’t have the necessary time to devote to their projects. Even
those who do have the time may not have the resources. Many can’t afford to buy the software, and even those who
can afford it may not have access to a computer to run it on. (Many share a single
computer with other family members.) In theory, this shouldn’t be a problem; every student should have access to fully
equipped computers in Chabot’s labs, so they don’t need to own the hardware and software. In practice, however, we
don’t have the funding to keep our labs open for a sufficient number of hours (in particular on evenings and weekends,
which is when many students have free time). As a result, students who are financially better off, and who can
therefore do their work at home, are more likely to succeed in our courses. This is not as
it should be. We offer courses in every fundamental area of digital media except one: page layout and design. Our
computers are equipped with the Adobe Design Premium suite, whose core applications are Photoshop, Illustrator,
Flash, Dreamweaver, and InDesign; of those, only InDesign (the page-layout application) goes unused and untaught.
All of our current FTEF goes toward courses in those other four applications along with Final Cut Pro, the industrystandard video editing application. For years, I’ve been requesting additional FTEF so we can offer an InDesign
course, given that we already have the software. All I can do is to continue requesting it.
Mass Communications
Much has been accomplished during the last three years of program review. The following are some of the highlights:
The MCOM Broadcasting Program has increased enrollment and productivity by voluntarily increasing the maximum
enrollment allowed in classes where doing so would not compromise the integrity of the learning outcomes. All MCOM
Broadcasting courses have SLOs and rubrics that have gone through two assessment cycles, with the exception of
two new courses, MCOM 59 Advanced KCRH Radio Experience and MCOM 69 Advanced KCTH TV Experience.
SLOs for these two courses will be created and added to the MCOM assessment cycle. Changes have been made to
the SLOs and courses based on the results of the assessments. Updated all course outlines. Extensive outreach and
recruiting at ALL feeder high schools every semester was performed. Renumbered all MCOM Broadcasting courses
into a logical sequence.
Music
We feel strongly that the music area can serve as an exemplar for our district, college and the Chabot community atlarge as one of the most successful and recognized community college music programs in the state. This is due in
large part to our course offerings, outstanding faculty, wonderful students, and support form the Chabot administration
and district. We regularly produce a WSCH/FTEF of over 700 and have done so with 3 full-time and 17 adjunct faculty
members. The data clearly illustrates the importance and need of our applied music program (Elumen data shows a
35% higher understand of concepts for students enrolled in Music Practicum and ensembles concurrently) and the
strength of our performing ensembles. In order to continue to serve as a leader and hallmark program, we must
proactively align our curriculum to meet the new requirements of SB-1440 and remodel our facility (begins Fall 2011)
to reflect the trends and industry standards of the 21st Century music program/musician. Budget support will be
needed to meet the unique curricular needs of a music program (see above budget request and supplemental request
for bond funds).
Performing Arts Center
The mission of the PAC is to support the college mission and strategic plan, as well as remain a viable revenue center
for the College. The PAC does this now by efficiently operating a staffed, state of the art theater complex supporting a
wide variety of college programs. 80% of the PAC usage is by the outside community, mostly rentals, or “fee for
service” events. Therefore the majority of the PAC’s activities are community based. As such, it not
only creates enough revenue to support itself, it also is a significant tool in community outreach. By looking at the
annual use report one can see that the usage of the facility mirrors the diverse socio-economic make-up of our
surrounding community. Virtually everything the PAC does supports the college’s mission, strategic plan, marketing,
and outreach goals. To staff our events in ways that will enable a sustainable revenue stream. To handle the number
of increased bookings, and to avoid worker burn-out, and to avoid related safety issues, we
will be adding more hourly on-calls to the stage technician roster. Besides the yearly equipment requests of which we
are strategic in requesting, we have recently stepped out of the measure B renovation project to allow the Music Dept.
and Theater Arts Dept. /bldg 1200 to fully realize their goals of growth in a comprehensive and program building
manner. The PAC hopes to be a priority in any future bond project.
Philosophy/Humanities/Religious Studies
Our overall enrollment trends are fairly good to excellent. Evaluation of all adjunct instructors has been a high priority
this past year. Budget trends have affected this area significantly with reductions or courses and a full-time position
not being filled. For the future both short-and-long-term we need a second full-time faculty member and the restoration
on classes.
Photography
The information that I can see is that there is a healthy program that is in demand, with a great potential to thrive. It
would thrive if it got additional support and resources. Overall I would like to see additional qualified faculty to instruct
classes. I would like to restore the course offerings to meet the needs of the students. I would like to expand the
variety of courses that are currently offered, in order to grow the program and keep up with industry standards. There
are immediate issues that require immediate attention. The lack of qualified faculty, especially of full-time faculty to
provide program leadership, as well as the inadequate budget to purchase supplies is first and foremost.
Television Studio
The TV Studio , as an auxiliary unit of the college, does not do a formal Program Review as defined in the academic
departments. We are an operations center rather than an academic unit. We have recently moved to the business
model of being a “Self-supporting Revenue Center.” This was due to the PEG/DIVCA agreements with the City of
Hayward and soon the Local community. We are continually observing ourselves, seeking ways in which we can
support the college mission in a more effective way while being conscious of cost, as to not be a burden on the
general fund.
Theater Arts
The Theater Arts Department at Chabot College is a vital, integral, and active participant in the creation and
maintenance of the cultural vibrancy of the college. Like the rest of the state, we might face drastic reductions in our
program offerings in the not-so-distant months. We will advocate for keeping as many part time instructors as possible,
as we have built a very successful program over the past 10 years. Our current program is strong in its breadth and
vibrant in its quality of work, both in shows and in classes. We are bracing for the short term—is this a pendulum swing
that simply must be ridden out? While we try to hold onto the ropes, we are still looking at the present and future with
an eye on planning for continued success. Finally, we are in the planning stages for revising our curriculum to have a
vocational bent in the future. We are strategizing for how we might make our program more protected in this time of
great budget cutbacks.
Part F – Was there anything else that you feel needs to be included that was not already included?
The need for air conditioning in building 1100 remains acute. Connectivity to the central plant
Is a high priority in regard to working conditions.