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.
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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
Part B – Staffing Priorities: Prioritize the most urgent and immediate staffing requests that need to
be fulfilled.
1. Replacement Counselor/Instructor for SERP vacancy and re-assigned counselor to Special
Programs (1 replacement requested for 2 vacancies)
2. Some adjunct counseling funding to help bridge off-contact time periods - $30,000
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 attach spreadsheet
Part E – Challenges and New Initiatives: Describe current challenges and most promising new
initiatives in your area.
Matriculation Challenges
• $400,000 reduction
– Minimal faculty coordination (5 hours/week) time
– Minimal/no inter-session counseling
– Lost Technology Specialist
– Demands on remaining funds
– Increased student Matriculation/Enrollment
– Increased accountability
– Pre-requisite validation – content review only
Matriculation Achievements
• Growing Early Decision – Signature Program
• Maintaining Orientation/Program Planning Access
• Online Orientation Supported by SARS Call; New Student Learning Outcome Format
• Increased Assessments, Orientation (PSCN 25), Counseling & Follow-up Access (50-200%)
• Increased Persistence of New Students (86% for E.D and 75% for 19 and younger 08-09)
Counseling & PSCN Challenges
• $400,000 Matriculation Reduction + $200,000 General Fund Adjunct Counseling Reduction
• 1,000 more students; more full-time students
• Increase academic, career and personal counseling needs (2000+ probation,
• Mental health issues, recession/employment issues, part-time students, etc.)
• PSCN FTEF reductions near 20% from two years prior
Counseling & PSCN Achievements
• Successful Transition to new CSSC
• Front Desk Counseling System – Increased access, efficiency and effectiveness
• SEP Readiness Assessment Form/Process
• FA SAP academic progress Form/Process
• Over-ride Petition Process Consistency
• Priority Appointment System that Maximizes Resources during Peak Periods
• Increased Mental Health Counseling Services leverage Student Health Fee
• Developed SLO’s for all PSCN courses; 80% assessed and over half “closed the loop”
Career & Transfer Center Challenges
• Space to support grant programs (FIPSE & ACWIB Career Transition Services/Project Renew)
limited and already over-subscribed
• Promoting student and worker engagement
• Garnering faculty support of Career & Transfer Center activities
Career & Transfer Center Achievements
• $538,000 over three years FIPSE Special Focus Grant – Adult and Dislocated Workers
• Dedicated Career & Transfer Counseling in CTC from FIPSE
• Peer Advisors support funded by FIPSE
• Curriculum development for CTE support from FIPSE
• Largest job fair attendance to date
• More on-campus interviews in CTC
Articulation Challenges and Achievements
• Continuing Individual Faculty Meetings – takes time, but results are noteworthy
• Facilitate TMC project – takes time, but will facilitate transfer opportunities
• Work toward online articulation access – takes time, but facilitates information sharing
• SB 1440 Implementation – takes time, but may help with transfer rates
• Increased collaboration between Curriculum Committee, Counseling and Instructional Divisions all
takes additional time, but may result in increased leverage of services and instruction to
increase student success
Mental Health Challenges and Achievements
• Increase utilization of Health Fee to provide more mental health counseling services
• In progress and achieved for 10-11 year. Need to plan for increased level for 11-12
• Increase mental health counseling, education and linkages to community resources - ongoing
• Increase Health Center participation in MAA – challenge as center does not see value as
contracted employees
Part F – Was there anything else that you feel needs to be included that was not already included?
Chabot needs to look at the current campus-based fees structure and analyze how it might
evolve to better serve the needs of students and the college. For example, Chabot does not
a Student Center fee to support the operations and any improvements to the Student Center
facility (bldg. 2300). Chabot’s Student Health Fee is currently $14, and could be raised to $17
to better provide for the increasing health and mental health services requested. Additionally,
the parking permits are currently $30 per semester, and could be raised to $40 to fund an evening
dispatcher for Security, or additional parking lot staffing needs. The college could also look at the
possibility of implementing a Transportation Fee that could provide funding for enhanced
transportation services such as a campus shuttle, bike lanes, BART shuttle, and other mass
transit promotion and services programs. Overall the Chabot College campus-based fees
totaling $22 per semester are not being maximized to better finance these areas of student
support services. Our neighboring district, Peralta CCD, charges $50 per semester in campusbased fees for example, so raising Chabot campus-based fees would better align our fee
structure with our neighboring district. Additionally, slight raises in each of the fees listed
above could generate approximately $500,000 in campus based fee revenue per year. This
amount of funding seems too large to overlook as a viable option to off-set general fund
reductions and better meet the needs of our student body.