Chabot College
Administrative Services
Program Review Report
2015-16
Year One of
Program Review Cycle
Submitted on October 24, 2014
By Dr. María Ochoa
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
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
Who We Are
Mission The Office of Development and the Foundation (ODF) provides support across campus
in the identification, creation, and growth of resources–––human, material, and financial–––that
nurture learning and create change within the campus, and articulates to the general public the
many facets of the college mission and its education of local students.
Responsibilities The Office of Development and the Foundation (ODF) is responsible for the
planning, development, implementation, supervision, and evaluation of advancement efforts,
development and outreach initiatives, general fundraising and targeted fundraising such as
capital campaigns, legacy giving, and endowments.
Goals The goals for the Office of Development and the Foundation (ODF) include: 1.
Articulating to the general public and to the campus community a brand rooted in the experience
of a community college education based on the mission, vision, and values of Chabot College; 2.
Reaching beyond the boundaries of the college and inviting those who live and work in the
Chabot College service area to participate in campus programs, services, and activities; 3.
Increasing funds available to students, faculty, and staff through revenue generating activities.
Support Of Other Units The Office of Development and the Foundation (ODF) is a unit within
the Office of the President. The Executive Director for ODF reports directly to the President. The
ODF Executive Director works with administrative, academic, and students services units for the
purpose of identifying needs and generating resources in the areas of advancement, development,
and fundraising. The Executive Director for ODF works closely with the Office of Grants
Development by serving on the Grants Advisory Committee, a subcommittee of PRBC, which
assesses funding proposals and aids in the evaluation of proposed avenues of grants funding. The
Executive Director for ODF serves as a member of the Budget Committee and of the
Accreditation Standard II.D–Finance Committee in order to integrate its advancement,
development, and fundraising activities within campus priorities and to have a voice in the
articulation of a sound and sustainable fiscal environment for the college and its students.
Impact On Student Learning The Office of Development and the Foundation (ODF) supports
student learning and success through its attention to the goals and objectives of the various
campus units as conjoined with the ODF mission to provide cross campus support that enhances
the educational environment for the students of the college through cash contributions, in-kind
gifts, and other forms of giving.
Staffing A full-time Executive Director staffs the Office of Development and the Foundation
(ODF). The unit suffers from a lack of resources that hamper its ability to grow the capital
required by the campus. The absence of a budget for the ODF leaves the unit in a state of
perpetual stasis. It is critical to note that this is the only office on campus that has a designated a
dean for the unit, but no associated administrative, fiscal, or human resources attendant to its
work. For such a fledgling, labor intensive operation, the paucity of funding limits the unit’s
ability to succeed as a thriving advancement, development, and fundraising arm of the college
and brings into question its long-term sustainability.
Where We Are Now
As you enter a new Program Review cycle, reflect on your accomplishments over the last
year. The Executive Director for the Office of Development and the Foundation (ODF) was
hired in December 2013. The priority activities that occurred in the formation of the
infrastructure for the ODF included: 1. Surveying and assessing campus climate regarding the
needs of the college in all areas; 2. Establishing best practice protocols and processes for the unit
within the defined governance structure of the college; 3. Crafting a holistic
advancement/development strategy based on the data which were derived from the previously
mentioned survey and assessment of campus climate and the understanding of those expressed
needs as prioritized within the campus governance structures.
Development work in the form of outreach conducted by the ODF pertains to the creation of a
fertile landscape that among other things permits the successful growth of fundraising activities.
The other two aspects of development work–––advancement and marketing–––are also critical
elements of the work performed by the ODF. Some of the more than 174 outreach activities that
the ODF participated in or initiated between December 2013 and October 2014 include:
A joint present meeting with William Hanson to the local chapter of the League of Women
Voters (LWV) regarding the 60 by 50 civic engagement initiative he is building. The meeting
resulted in a collaboration with local league chapter that in turn provided Prof. Hanson with
entrée to the Atlanta chapter of the LWV, which is assisting him in connecting with notable
leaders of the Civil Rights Movement.
Ongoing service as a member of the New Haven Schools Foundation Advisory Board providing
expertise in advancement/development/fundraising, as well as advice on matters of policy and
practice pertaining to the K-12 schools foundation.
Coordinated an Alameda County Mayors Conference meeting, which afforded an opportunity to
connect the campus with senior public officials throughout the service area. More than twenty
mayors and city managers were guests on campus for that function.
Reestablished a working relationship with corporate leaders and small business owners affiliated
with the various Chambers of Commerce in the area. Regular attendance at the monthly mixers
of the Castro Valley, Hayward, and San Leandro Chambers provide ongoing opportunities to
convey the mission and needs of the college to the corporate and business communities.
Initiated and coordinated a series of interactions the director of the Tiburcio Vasquez Health
Center dental program and the Chabot Dental Hygiene program coordinator. The resulting
successes included an increase in the number of clients for the dental hygiene clinic and a new
clinic site added to the rotations of dental hygiene students.
Created a Chabot College Photo Day by teaming up with the Hayward Area Historical Society
Museum to offer the opportunity for people to bring photos for scanning and placing into the
Chabot College archive of the museum. This activity is a prelude to the creation of a pictorial
history book about the college, which will be launched in 2015 by Arcadia Publishing.
The Difference We Hope to Make
What initiatives would you like to undertake to improve or strengthen your unit or to
address demand for your services? A fully staffed Office of Development and the Foundation
is required to strengthen this unit and address demand for our services. In particular this unit
could in the coming year craft and implement a comprehensive marketing strategy that increases
public awareness of the college by creating outreach and network activities including the
coordination of information disseminated about campus based events and programs; inviting
artists, scholars, educators, and activists to campus for the purpose of expanding the pedagogical
range of the college; developing social media and digital content, developing metrics, tracking
analytics, assisting in marketing efforts across campus including internal and external
communications, stakeholder relations, and public engagement. One example of an activity that
would enhance the ability of the campus to connect with the community it services is to create a
“Chabot College Experts,” a single source, online database available to people who are: 1.
Interested in securing knowledgeable guest speakers; 2. Seeking authoritative responses to or
interventions about current events; 3. Wanting to develop research partnerships with
contemporary specialists in the field. This database could be successfully coordinated with the
proposed speaker training suggested by Staff Development Committee.
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? The Friends of Chabot College Chair and Adjunct Professor Mark Salinas is
coordinating the overall Alumni Association strategy through the development of the brand
“Went to Chabot.” The first mixer for the alumni group is scheduled for Thursday, December 11.
Former Chabot College Student Body President Helen Wu is coordinating the Chabot G-O-L-D
(Gladiators of the Last Decade) initiative and is developing the activities for that affinity group.
These two alumni based initiatives have potential to connect with current students through the
Career – Transfer Center, where they might return to campus and share their successes and
challenges in their respective workplaces in mini-workshop settings. Additionally, the alumni
groups are considering the creation of an ongoing “Went to Chabot” television broadcast where
alumni would be interviewed about their recollections of Chabot and the ways in which their
current successes are derived from their experiences at the college. There is also discussion about
utilizing electronic reader boards in various campus buildings that would contain compelling
photos and blurbs from alumnus that correspond to the divisions in which the boards are located.
Overall these activities will provide students with an understanding that accomplishment is
possible and that former students, who faced similar challenges, are now enjoying success in
their respective fields.
Identify specific, measurable goals and the resources needed to achieve them in the next
academic year. Promote the college by establishing and growing government, philanthropic,
civic, educational, cultural, and business partnerships throughout the service area and beyond;
Key Participants: Executive Director; Chabot President; Friends of Chabot College Board of
Directors; Chabot administrators, faculty, staff, and students; How activity aligns with Strategic
Plan: Lays the groundwork for having healthy, ongoing relationships with key policy makers,
potential donors, and interested members of the community; enhances public awareness of the
college, its mission, successes, and future plans.
Energetically promote and expand active membership in the Alumni Association’s two affinity
groups, “Went to Chabot” and Chabot G-O-L-D; Key Participants: Executive Director with
volunteer workers who are alumni of Chabot College; How activity aligns with Strategic Plan:
offers former students opportunities to support the college in meaningful ways; events will
elevate the profile of the college and provide opportunities for prospective supporters to intersect
with college leaders and existing supporters in a collegial, social setting; also provides a critical
intersection and exchange of support between current students and former students.
Initiate “Politics and Prose” Speakers Series on campus; Key Participants: Executive Director,
Chabot President, administrators, faculty, staff, and students; How activity aligns with Strategic
Plan: the series introduces a general audience and campus community to the ways in which
hybridizing ideas and action (praxis) leads to a vibrant and thoughtful consideration of
contemporary issues; speakers will be invited to participate in either a lecture format or in an
interview/conversational setting whose topics will correspond to subjects that are in discussion in
campus classrooms.
Over the next 6 years, what are your longer term vision(s) and goals? (Ed Master Plan)
During the next six years, the Office of Development and the Foundation ought to: 1. Become an
engine that drives new resources to the campus and that leverages revenue for as many campus
units as possible; 2. Creates and sustains a series of communication and outreach platforms
among the public for the purpose of developing relationships that result in mutually beneficial
exchanges of resources; 3. Initiates a vigorous marketing program that brings an increase in
student enrollment; 4. Coheres and broadcasts a brand for the college that results in a more
deeply understood public appreciation for the student successes and overall educational goals of
the college.
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
2014-15
Budget
Requested
N/A
N/A
N/A
N/A
N/A
2014-15
Budget
Received
N/A
N/A
N/A
N/A
N/A
2015-16
Budget
Requested
1
13,175.00
N/A
N/A
13,175.00
2015-16
Budget
Received
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 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: ___1__
STAFFING REQUESTS (2000) CLASSIFIED PROFESSIONALS
Classified Professional Staff (2000)
Position
Description
Full-time Regular. Critical
support staff position
Administrative
needed
to
sustain
Assistant II
operations
PLEASE
ORDER
Program/Unit Division/Area
Office
of
Development
and
the
Foundation
Office of the President
2. Rationale for your proposal.
The unit suffers from a lack of resources that hamper its ability to grow the capital required by
the campus. The absence of administrative support for the ODF leaves the unit in a state of
perpetual stasis. It is critical to note that this is the only office on campus that has a designated a
dean for the unit, but no associated administrative, fiscal, or human resources attendant to its
work.
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.
For such a fledgling, labor intensive operation, the paucity of funding limits the unit’s ability to
succeed as a thriving advancement, development, and fundraising arm of the college and brings
into question its long-term sustainability.
LIST
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 m
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 prog
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
to the program.
Description
Amount
Vendor
Division/Unit
Priority
Office Supplies
1,200.00
Software: license renewal
100.00
Publications subscriptions
Design and printing of
outreach materials
80.00
5,000.00
Staples
TechSoup
Chronicle of Philanthropy
Campus Print Shop and
Folger's Graphics
Office of the President/Office of
Development and the Foundation
Office of the President/Office of
Development and the Foundation
Office of the President/Office of
Development and the Foundation
Office of the President/Office of
Development and the Foundation
X
X
X
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
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 o
in the requested academic year.
Priority 3: Are requests that are enhancements, non-critical resource requests that would be nice to have an
benefit to the program.
augmentations only
Description
Amount
Social
media
coordinator
2,500.00
Membership
dues in CASE
and NCCF
2,000.00
Vendor
Division/Unit Priority #1
Office of the
President/Offi
ce
of
Development
Anais
and
the
LaVoie
Foundation
X
Office of the
President/Offi
ce
of
Development
CASE and and
the
NCCF
Foundation
Priority #2
X
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.
Travel and Conference
Requests
Conference Description
CASE Conference is the leading
national resource for knowledge,
standards, advocacy and training
in alumni relations,
communications, fundraising,
marketing and related activities.
Includes membership in the
organization.
Network of CA Community
College Foundations Conference
enhances and supports the
resource development
capabilities of CA community
college foundations through
leadership, training, and
networking. Its specific goal is
to help CA community college
development workers to become
more effective fund-raisers and
more efficient managers.
Includes membership in the
organization.
Amount
1,340.
955.
Vendor
Division/Unit
CASE
Office of the
President/Office
of Development
and the
Foundation
NCCF
Office of the
President/Office
of Development
and the
Foundation
Priority
#1
Prior