The office of Student Life is dedicated to providing student involvement and leadership opportunities that enhance the college experience and prepare students to contribute a diverse, dynamic and global society.
Our office supports 5 core programs including: • Associated Students (Student Government) • Culture & Community Center • Sustainability Resource Center • Interclub Council • Chico Center Student Lounge Our office also supports several core services, including: • Student Activity Card production • Student Handbook distribution • Poster approval • General campus event support
As a student services department we are in the process of developing student learning outcomes and assessments for the first time. This information is not available at the time of submission.
The office of Student Life is not an academic program that fits directly in the Standards and Goals boxes, but we help support academic programs that do. Although our contributions are not direct, you will find our contributions are wide spread:
Course Success-Leadership development that creates confidence and knowledge to help transfer and become overall successful students.
Persistence-Connecting students to the campus community helps them focus and give a reason to continue their education, more likely to stay and continue.
Completion of courses and programs by providing support outside of the classroom through clubs- English-Literary Arts Club, Math-MESA Club, Registered and Vocational Nursing-National Nursing Association Club, Respiratory Therapy-Respiratory Club, Paramedic-Pre-health Professionals Club, Welding-Welding Club.
Enhancing a Culture of Completion and Academic Achievement
Supporting Student, Faculty and Staff Success
Using Date-Informed Processes for Continuous Improvement
Maximizing Resources to Support Student Learning
Modeling Sustainability
Enhancing a Culture of Inclusiveness
We had three recommendations via Program Review in 2013.
Recomendation #1: Add permanent staff to the Culture and Community Center and the Sustainability REsource Center. We have successfully hired part time permanent staff to the Culture and Community Center and the Sustainability Resource Center.
Recomendation #2: Continue to explore ways to increase student awarenes of the role the AS plays on campus and the opportunities available for student participation/representation. We have explored and implemented several strategies to increase student awareness of the role the AS plans on campus and the opportunities available for student participation and representation. Including: social media, online elections, use of campus televisions, professionalizing promotional materials. It is also one of our newly developed student learning outcomes.
Recomendation #3: Develop and administer surveys or other tools that measure student awareness of participation in AS sponsred activities, as well as the untilization of AS-run center/facilities. We have developed and administered surveys and other evaluation tools to measure student awareness of and participation in Student Life sponsored activities and related centers. Including annual spring survey, event feedback forms, event participant feedback surveys, club member and Club Advisor surveys, Student Learning Outcome assessments.
Strategy 1 - Expand recruitment, resources and training for AS Officers and Student Ambassadors
Will increase outreach and promotion efforts to attract and retain excellent student leaders to fulfill position on the AS board and the Student Ambassador Program including: more classroom presentations, new flyers for counselors to give out, and an Involvement Fair at the start of each fall semester. Will also expand resources and training for new student leaders including: expand AS fall retreat to include more practical skills, create an online training tutorial for students who miss scheduled trainings, and conduct pre- and post-surveys to determine what resources and training have been helpful and what else is needed for students to be successful.
Student leaders in the AS and the Student Ambassador Program are representing over 10,000 students through managing budgets (from student fees) and participating on decisions making committees that influence policies and procedures at the college. They should be well prepared and confident in their ability to fulfill their positions and responsibilities.
Strategy 2 - Expand outreach and resources, training for campus clubs.
Campus Clubs are a tremendous resource on campus. It is a focused pool of student leaders that we can further develop. There are many challenges we face on how to provide more training and resources to a group of students that is already busy. We currently meet with the Inter Club Council twice a month, about 20-25 clubs are present at these meetings. We would like to provide additional training to further develop the clubs included, but not limited to: online training modules, leadership conference, retreats, hard copy resources, etc.
Providing club members with additional training and resources we are contributing to the college standards and goals of completion and persistence. Especially in the academic areas where we currently have clubs attached to such as: Welding, Paramedic, Respiratory, Nursing, Math and English. This will give students additional experiences outside the classroom that they can use on transfer applications and further developing their skills in the subject area.
Strategy 3 - Explore future staff development in the Culture and Community Center and Sustainability Resource Center
The Culture and Community Center (CCC) and the Sustainability Resource Center (SRC) both have part time clerk positions. These positions because of being part time and entry level positions have been difficult to retain. This reality has motivated us to explore future staffing for the CCC and SRC programs. A lot of time and effort is spent on hiring and training of staff. The effect on the programs is obvious; we don’t have the thriving centers we wish to have.
The college commitment, as presented through the strategic direction, gives us evidence that the values of the students match those of the college. Modeling Sustainability has been a part of the strategic direction for many years, and now adding Enhancing a Culture of Inclusiveness which also matches the students’ values. We are focusing on these two strategies and helping the students create a sustainable and inclusive future.
1. Meeting space for about 30-50 people in a U or Circle. The Inter Club Council currently meeting is SSG 102, but we are outgrowing it. We need a bigger space to meet.
2. Swing Space G 101, for the SRC to use the food pantry space.
3. Long term permanent space for the SRC (SSG101) and CCC (SSF102).
4. Programming/Conference Space for events and activities (for a minimum of 200 people), a multiuse space.
Every day-time main campus and Chico Center student is charged an $18 Student Activity fee. This fee generates approximately a $300K budget per academic year.
All students are charged a $2 representation fee. $1 goes to the state to support SSCCC the other $1 supports representation of students at the local and state level. This generates approximately $20,000 per academic year, these funds are highly redistricted in use, mostly used to train student government officers and travel for state representation.
| Original Priority | Program, Unit, Area | Resource Type | Account Number | Object Code | One Time Augment | Ongoing Augment |
| Description | Supporting Rationale | Potential Alternative Funding Sources | Prioritization Criteria | |||
| 1 | Student Life | Personnel | $0.00 | $83,000.00 | ||
| Salary for Student Life Supervisor | Support for this augmentation include: (a) Historical Enrollment Data (b) Projected funding losses as a result of declining enrollment; (c) Student Life fees across the California Community Colleges; and (d) Student Life Program positions across the California Community Colleges. Each of these areas is described in detail below. (a) Historical Enrollment Data. It appears enrollments have been moderately stable for the last 3 years (annually) with some decline. The Student Life budget is directly proportional to enrollment. As enrollment changes, so does the budget. Thus, we have seen a decline in funding in past years. (b) Projected Funding Losses as a Result of Declining Enrollment Despite only minor funding decline due to future enrollment trends, due to rising costs of personnel, the projected Student Life budget will experience exponential loss over the next 4 years and beyond. Without question, the Student Life office will be forced to cut personnel, programs and/or services or gain financial support from the District within the next 3 years. The expected loss is as follows: 2015-2016 ($5,231), 2016-2017 ($36,516), 2017-2018 ($51,392) and 2018-2019 ($64,964). (c) CACC Student Life Fees. The Associated Students have raised the Student Activity Fee four times over the past 14 years. One would think that the Student Life Office could simply raise their fees again. However, data illustrates that the majority of student activity fees cross the California Community Colleges are lower than what Butte College students are charged. Out of 113 California Community Colleges, Butte College charges the fourth (4th) highest fee. Raising the fee at Butte College is not an option the current BCAS officers would like to pursue. (d) Student Life Program Personnel. Student Life programs tend to be high-touch programs and include a variety of personnel levels to ensure their success. Depending on the kind of programs offered, amount of funding available from student fees and the district and the number of students, the make-up of professional and student personnel varies greatly among colleges. |
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| 2 | Student Life | Personnel | $0.00 | $30,000.00 | ||
| Half Salary of Full-time Personnel in the Culture & Community Center | The Culture and Community Center (CCC) and the Sustainability Resource Center (SRC) both have part time clerk positions. These positions because of being part time and entry level positions have been difficult to retain. This reality has motivated us to explore future staffing for the CCC and SRC programs. A lot of time and effort is spent on hiring and training of staff. The effect on the programs is obvious; we don’t have the thriving centers we wish to have |
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| 3 | Student Life | Personnel | $0.00 | $30,000.00 | ||
| Half of a Full-time Position in the Sustainability Resource Center (SRC) | The Culture and Community Center (CCC) and the Sustainability Resource Center (SRC) both have part time clerk positions. These positions because of being part time and entry level positions have been difficult to retain. This reality has motivated us to explore future staffing for the CCC and SRC programs. A lot of time and effort is spent on hiring and training of staff. The effect on the programs is obvious; we don’t have the thriving centers we wish to have |
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