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.
In an effort to provide efficient and effective student service, there has been an increase in the
development of technology initiatives and trends as well as staff development /training needs.
Service Delivery Systems and Accountability:
•
More demand for counseling/follow-up/transfer/matriculation services with less resources
•
Increase in regulatory and accountability changes (e.g. Title 5 – TMC, Course Repetition,
Accreditation – SLO’s, Federal – financial aid (year round Pell, SAP, etc.)
•
Challenges to PSCN discipline/CTE programs in Human Services as valued programs
•
Increased need for employment assistance for job seekers; responding with federal grants
from D.O.L. and Department of Education
•
Increased need to better collaborate with academic divisions
•
Increasing basic skills population, students in crisis, and in financial hardship
Technology:
Counseling:

Counseling has identified new resources and strategies to make the Counseling Center’s
website more student- friendly.
Financial Aid:

With the increase in students seeking financial aid and with the continual changes in state
and federal regulations, Financial Aid is seeking to use more technology to have students “get out
of line and to get in line.” They are envisioning using electronic web-based products to reduce
and ultimately eliminate manual repetitive work.

Creating a process within Banner to review for common errors or red flags, then award
eligible files without manual intervention.

Creating a document imaging and management platform to electronically store files.
Admissions & Records:

The implementation of an electronic verification system and an electronic transcripts and
degree audit system.
Office of Student Life:

Implementation of an electronic registration system to allow vendors to register and to pay
for space on-line. This comes with a system to accept payments on line as well.
Campus Safety & Security:

AMAG security system upgrade. The current system is outdated and is currently
underserved by the hardware. This is essential equipment as it provides access control and loss
prevention for the campus.

Radio system: the current system is over 25 years of age and is somewhat obsolete a as
there are no available parts and there is no battery back-up. There is no way to summons help if
the battery were to die.

Electronic Records Management System: The current system is paper and pencil and is
not searchable.
Training:
Campus Safety & Security is in need of continuous and updated mandated training to provide
students, faculty and staff with a safe learning and work environment.
Due to the current fiscal situation which precipitates the conversation of who we are and who do
we serve in the future, I feel it necessary to have a team building training day with a sincere
discussion on diversity in the community college system in California.
Part B – Staffing Priorities: Prioritize the most urgent and immediate staffing requests that need to
be fulfilled.
1. Executive Assistant to the Vice President
2. Security Officer
3. Mobility Assistant Courtesy Shuttle Driver
4. Veterans Benefits Specialist
5. Alternative Media Specialist
6. Administrative Assistant, Office of Student Life
7. Admissions & Records Assistant III
8. Counselor/Instructor
9. Financial Aid Specialist II
10. Financial Aid Systems Coordinator or equivalent
Part C – Enrollment Management Priorities: Describe the changes or adjustments that need to
be made to enrollment management and FTEF allocations.
The PSCN discipline is one of the smallest on campus, and has been one of the hardest hit
in terms of percentage of FTEF reductions (over 20%). This is in spite of the discipline
offering three CTE programs (AA/AS in Human Services and three Certificate Programs) that
serve the needs of a
variety of community-based organizations documented by the Human Services Advisory
Committee. This dynamic is also awkward in that all PSCN courses are taught as part of
load,
so while reducing PSCN sections reduces the FTEF allocation, it does not save any money
as
course cancellations do not result in less staffing or adjunct costs.
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 see attached spreadsheet
Part E – Challenges and New Initiatives: Describe current challenges and most promising new
initiatives in your area.
Student Services is comprised of a range of units, many which are special programs and learning
communities which also include instructional components, and many which are part of the comprehensive
delivery of programs and services spanning community outreach, pre-enrollment services, matriculation,
student follow-up, and transition to transfer colleges and/or career development and employment. Due to the
current fiscal situation which precipitated March layoffs, Student Services is in a state of emergency. These
recent events will negatively impact various Student Service initiatives that were established for the sole
purpose of improving student access, student equity, student retention and student success. As our institution
reduce classes, we are still tasked with attempting to find classes and ways to provide services to our very
diverse student population who have looked to us for guidance and support during these very difficult times.
Yet with staff reductions we are charged with trying to serve more students with fewer resources at a time
when technology initiatives are more critical. This fiscal crisis and layoffs come at a time when we were
initiating more technologies in an effort to streamline Student Services processes that would provide more
services to students. It also comes at a time when we were dealing with the digital divide and providing
training to those in need of computer and technical skills to become more competitive in such a technological
advanced society.
There still remains a need for technological assistance, both financially and physically to deal with the influx
of students and area caseloads in Chabot Student Services.
Please remember; the reduction of classes and services affect those who are less advanced and those who
bring different perspectives, different experiences and different backgrounds which are critical to making the
community college educational process work. Conversations have already begun about the possible
elimination of basic skills courses.
Even with the aforementioned concerns and issues, Student Services will continue to find a way to provide
services to those in need, that’s what we do.
Without community colleges, millions of students and adult learners would not be able to access the
education they need to be prepared for further education or the workplace. Community colleges often are the
access point for education in a town and a real catalyst for economic development.
Part F – Was there anything else that you feel needs to be included that was not already included?
Although the majority of Student Services entities are located in building 700, needs for
facilities still exist. The following list is prioritized in order of importance.
1. With the anticipation and the uncertainties of the future remodeling of building 2300 and
other facilities, it is important to note the need to relocate and/or to expedite the remodeling
of the Office of Student Life area.
2. Permanent Security quarters. It is definitely time for security to leave the modulars and to
be housed together. Currently our Dispatch and Monitoring Center is located in building
2300, separate from the security office which is located in the modular behind the Disable
Student Resource Center (DSRC).
3. DSRC relocation or extension. Our Disabled Student Program has outgrown their current
location. They can no longer accommodate the influx of students seeking assistance and
services each semester. With the increase in students come more ADA compliance issues
and concerns.
4. Our FIPSE, ACWIB and the Career Transition Service Project/Renew grants have being
an outstanding job in not only assisting members of the community with job assistance and
support, they have also been instrumental in saving district jobs during these difficult
budgetary times. They too have outgrown the small allotted space and is in need of more
space to continue to provide professional service to the various constituency groups.