Chabot College
Arts, Humanities, and Social Sciences
Division
We value community, creativity, & collaboration
and commit to educate, enlighten, inspire, support, and
challenge all students, thereby creating
socially responsible citizens.
Dean’s Summary
2016 – 2017
Year 2 of Program Review Cycle
By: Deonne Kunkel
Interim Dean, AHSS
25555 Hesperian Boulevard
Hayward, CA 94545
510.723.6669
dkunkel@chabotcollege.edu
We value community, creativity, & collaboration
and commit to educate, enlighten, inspire, support, and challenge all students,
thereby creating socially responsible citizens.
2015-2016 sees the second year Arts, Humanities and Social Sciences has been
fully operating as one division. The division comprises the School of the Arts (SOTA) and Social
Sciences with a shared mission statement, above. For context, the division’s combined
allocation is approximately 76 FTEF, with approximately 35 full time faculty and 2 full-time
classified staff. Its programs are closely connected to the ECD lab school, the Performing Arts
Center, and the TV station. As the largest division on campus, its influence in serving the
college and community is wide. FTES generated by its programs support allocation for the
entire college as do its facilities which gather community members to Chabot College in the
thousands. As an integral member of the community, we reflect its needs and build its future.
In support of the college and community, our vision is to build the Bay Area’s most
attractive community college for diversity in the School of the Arts, humanities, and social
sciences, with a strong and growing Early Childhood Education (ECD) laboratory,
comprehensive programs in social sciences, exquisite performing arts facilities, and integrated
media communications. Embedded within this vision, attracting students is central as is
recruiting, supporting and developing faculty and staff who can continue to lead existing areas
as well as new. It is also essential and expected that systems and programs be supported by 21st
century technology.
To move our vision forward, last year the division integrated planning to create the
division’s mission statement; advocate for funding to support faculty coordinators; prepare to
accredit four of the division’s programs, including Early Childhood Education, Music, the Visual
Arts Disciplines, and Interior Design; grow course offerings in the Visual Arts, prepare to
advocate for additional full time faculty; purchase a campus-wide online ticketing system; reclassify classified staff; and progress towards reverting Performing Arts and TV station classified
positions to general funds.
Progress continues to build this year with an optimistic outlook. Coordinators are in
place; six full-time faculty positions were approved; marketing efforts continue; the Career
Pathways Trust Grant increased support for pathway development in ECD, the Visual Arts, and
Administration of Justice; First Year Experience is expanding to include the Humanities and
Visual Arts for Fall 2016; our newly purchased Vendini ticketing system is under
implementation; funding for part-time classified positions has increased; accreditation site
visits are scheduled to take place in Spring; classified positions to support the area are under
prioritization through shared governance; 150,000 has been approved through facilties to
support light renovation of art studios; a number of certificates, degrees and programs are
under-development in MURT, Graphic Design, Global Studies and Ethnic Studies; the TV station,
Mass Communications, Graphic Design and Photography are under conversation on ways to
integrate programs and connect the TV station to instruction; and preparations for a bond
measure to support new facilities in AHSS are underway.
Program Reviews submitted for 2016-2017 planning our highest priority needs to
manifest our vision:
 Foremost, facility needs block continued progress as follows:
o We are unable to place on the schedule classes to support growth in existing
and new programs for lack of space, growth that would generate needed FTES
for the college. Graphic Design, Ethnic Studies, Music Global Studied,
Psychology and the Visual Arts and other programs are under development and
need appropriate classrooms. Further, our work to develop pathways is
stymied:
 We need at least 10 more large lecture and 15 more large classrooms to
support Social Sciences and large lecture in SOTA. For instance,
phycology is prepared to support offering course to satisfy Math
graduation requirements yet for lack of large classrooms with computers
we are unable to add more Phycology 5’s to the schedule.
 Music needs access to a room to fit at least 200 with platform space for a
choir as they have outgrown the Recital Hall. The room could also server
as large lecture and community event space.
 Graphic Design lab space is needed.
 Art Facilities are desperate need of renovation and expansion, including
additional rooms with sinks as building 1600 renovation plans include
removing the existing sinks in that building. The 150,000 approved will
not provide sinks or expanded areas.
 The TV station should be in proximity to classroom space in Mass
Communications and Graphic design, all of which are working to
integrate as appropriate to develop pathways.
 As proof of concept, our current Art Gallery has demonstrated its worth
to programs and the community. It needs appropriate space.
 Pathways and programs need space for students to meet and study.
 Space to welcome industry and K012 partners is lacking.
 Second, vital positions require adequate funding and support structures:
o All areas request support in updating and maintaining department and program
websites to connect the campus to the community, build pathways, publicize
degree and transfer requirements, program application and events, etc…
o The college needs a full time marketing specialist
o The college needs a full time box office manager
o Theater Arts needs funded production support
 Coordination needs require continued funding.
As an integral part of the process of effectively merging and growing the AHSS division,
in late August 2014 the first steps of strategic planning within the division were taken. At the
first division meeting held at the end of August 2014, the division was tagged as The Great
AHSS, and with this naming the desire to foster cohesion and cooperation was articulated and
agreed upon. AHSS includes all of the social sciences disciplines; the humanities; all of the fine,
performing, architectural, digital, and art historical arts; the television and radio stations and
communications; the Performing Arts Center and Stage One; ECD and its laboratory school; and
PACE. The student enrollment exceeds 4,000.
During the October 2014 division meeting, the process of developing a value statement
was begun. Due to consideration for people’s time, more discussion will to take place in lieu of
a strategic planning retreat throughout the remainder of 2014, to develop a set of values, and
an agreed upon mission statement.
Yet, the need to move forward with seeing AHSS as the Bay Area’s most attractive
community college for diversity in the School of the Arts, humanities, and social sciences, with a
strong and growing ECD laboratory, exquisite performing arts facilities, and integrated media
communications is the general direction in which the division is headed. Embedded within this
vision, attracting students is central; recruiting, supporting, and developing faculty and staff
who can both continue to lead existing areas as well as new areas is paramount to manifesting
this vision. However, in today’s environment it is also essential and expected that the systems
and programs be supported by technology.
By way of summary, the division’s combined allocation is approximately 75 FTEF, with
approximately 35 full time faculty. The division operates with 5 full-time classified staff, all of
who should be reclassified, while three of these positions should be reverted to general fund
AHSS Dean’s Administrative Preliminary Program Review AHSS – Revised Page 3 of 5
salary stability; several professional experts and specialists on recurring contractsthat need
to be converted into permanent positions; and several student workers. These personnel are not
enough to effectively and efficiently handle the demands in either a merged or separate
organizational structure. Details about the individual academic programs are provided separately by
the respective disciplines and units program reviews at the same time this document is being
submitted. Therefore, specific needs and a comprehensive program review will be covered in the
Dean’s AHSS Program Review Summary provided in early November 2014.
With that said, the purpose of this document is to highlight the needs of the AHSS division in
funding areas that would not necessarily be included in those program reviews that originate with
faculty and staff focused on their disciplines and areas of responsibilities. There has not been a
similar program review provided that proceeds in this manner, and as such, this preliminary
program review will support what will be defined and submitted as a “year 1” Dean’sAHSS program
review proposal. In it requests for priority funding will include the following:
2additional FTEFfor adjuncts(Acct. Category 1000)to teach for faculty
coordinatorsapproved for reassign time,
placement of all current classified staff on general fund salary support(Acct.
Category 2000),
an AHSS grants writer,funded with general fund monies, $65,000 annually plus
benefits(Acct. Category 2000)
funding for a campus-wide event ticketing system, $12,000 one time to be shared
among the various divisions and departments utilizing campus events with ticketing,
plus $1,000 annually for the AHSS division (Acct. Category 5000)
one full time classified management position tomanage marketing for the School of
the Arts, $65,000 annually plus benefits funded with general fund monies(Acct.
Category 2000),
one full time classified management position to coordinate the television, radio,
and performing arts complex and events, $65,000 annually plus benefits funded
AHSS Dean’s Administrative Preliminary Program Review AHSS – Revised Page 4 of 5
through general fund monies and supported by PEG grant funds(Acct. Category 2000)
outsourcing/in-house website development and ongoing management, $4,000
annually, to be funded with either co curricular or general fund monies
programs accreditation funding across the School of the Arts, and the ECD
programs, $15,000 one time, plus $4,000 annually for the AHSS division to be
funded with general fund monies or other categories to be determined
$5,000 professional development funding for faculty exploring administrative
career paths and classified staff seeking to develop their skills in leadership, grant
writing, or other relevant educational purpose (Acct. Category 5000)
capitalimprovement project funding for improving the performing arts complex
integration, correcting defects in existing buildings recently renovated, and
renewal/renovation/remodeling buildings 1000 and 1100, the amount to be
determined but will range upwards of $20 million for design, construction, and
ongoing operations, through capital campaigns, bonds, and/or existing and non
spent/encumbered construction monies
Prioritized and relevant requests from the units and disciplines within AHSS with
program review needs
Funding for these requests constitute bringing the division units and programsto their sustainable
operation and does not include any unnecessary positions, contracts, or funding. These requests
moreover are warranted for a functional, thriving, and healthy organizational configuration. Details
about these particular needs areprovided in the full Dean’s Program Review Summary for 20152016.