Institutional Effectiveness (IE) leads the institutional planning process; develops and implements tools, processes and research to align organizational effort; provides grant development and support services to the college and its programs; and coordinates and supports the college�s accreditation process. The Vice President provides oversight for Information Technology (IT), administrative oversight and support for the California Community College Technology Butte Center, and support for the Professional Development program.
The Institutional Effectiveness (IE) area includes the Vice President (VP), Office of Institutional Research, Grants Manager, and Administrative Assistant. This group leads the college's planning, research, and accreditation efforts as well as providing grants support to the college.
Accreditation training
The Accreditation Support Team (AST) attended the ACCJC Partners in Excellence Conference April 30 - May 3 to learn about the 2014 accreditation standards. Post conference, the AST debriefed on the workshops attended.
Print Educational Master Plan
The Ed Master Plan informs the supporting plans for the college. We are still discussing how many copies to print for distribution.
This is what PROD submitted in 2018-19
I think we should talk about completing the Educational Master Plan, Enrollment Management, and developing an Outlying Centers Plan.
The major Administrative Outcomes evaluated over the past year have been in the areas of integrated planning and governance. Based on this evaluation two changes are being made to the current system. These are to 1) survey unit plan submitters in the Spring rather than the following Fall and 2) develop an Institutional Effectiveness Manual to better align the college's committee structure with its processes and initiatives.
Institutional Effectiveness (IE) works with the Educational Master Planning Committee to develop the Standards and Goals for Student Achievement and to get these approved through the college's governance structure. IE also supports the college by leading the accreditation efforts on campus. IE is providing research support for a number of initiatives - especally those pertaining to Guided Pathways (Initiative 1), Student Equity (Initiative 6), Process Improvement (Initiative 2) and Enrollment Management and Resource Development (Initiative 4)
IE led the Educational Master Planning efforts for the college. This began with a Strategic Planning Retreat in January 2018 which was the first step in the process of developing a new Strategic Direction and Priorities.The 2020-2025 Educational Master Plan was approved by the Board in January 2020.
The unit plan serves as the Program Review for IE.
We continue to focus on the following areas:
Improving the Quality of Data for the College and Programs. With the increase in research capacity the college is continuing to improve data for the college and its programs. The biggest changes in this area has been the development of dashboards to support enrollment management, unit planning, and program review.
Collaboration with the High Schools. This project started with an English and Math based collaboration with the Oroville High Schools and has now morphed into a county-wide Butte Promise collaboration. The objectives of this collaboration are to improve college-going expectations, to increase preparation for college, and to improve college completions.
Obtain External Funding to Support Innovation. In 2014-2015 the college was the recipient of a $2.5 million State Innovation in Higher Education Award. These funds are being used to complete the implementation of the college's Student Progression and Completion model. In 2015-2016 the college received a $1.6 million Basic Skills Transformation grant and in 2016-2017 it received a $750,000 Promise Grant.
Gather evidence and prepare accreditation ISER, QFE, and site visit
Oversee the alignment of supporting plans
Review and refine processes and tools for unit planning and SLO assessment.
Develop an enrollment management plan and provide training workshops for the campus community.
Administer Accreditation, Campus Climate and CCSSE surveys.
Develop and implement the Glenn County Promise program.
Provide the college with an effective research operation to inform Butte College stake holders
Strategy 1 - Prepare for Accreditation
REVISE THIS LANGUAGE
Train the upcoming accreditation steering committee. $10,000.
Accreditation is central to the college's continuous improvement process. Additionally the college must remain accredited to maintain its viability as an institution of higher education.
Strategy 2 - Improve Data Quality, Availability, and Use
1. Continue to work with IT on the data warehouse and integration with dashboards
2. Continue integrating data from various campus software solutions into the data warehouse (SARS, Unit Planning, Guided self-placement, guided pathways entry tool, educational planning tool)
3. Continue to educate campus users on available tools to help them meet their needs
4. Ongoing research training for staff
This strategy directly supports the attainment of the college's standards and goals for student achievement as well as the college's enrollment management objectives.
Strategy 3 - Continue Implementation of the Butte County Promise and establish Glenn County Promise
This project is an outgrowth of the collaborative work the college has done with its K-12 and university partners in Butte County. It includes the following objectives:
1) Increase College Going Expectations.
2) Improve Preparation for College.
3) Increase College Completion.
4) Improve civic engagement.
The agreement between the partners was signed in February 2018. The next steps will include developing priorities for the partnership, task organizing to accomplish these priorities and to actually implement them.
This partnership will require some resources to sustain it. The exact amount will be based on the priorities. It is anticipated that a Glenn County Promise will be established within the next year.
Initial funding for this effort will come from the Promise Innovation Grant and the Innovation Award. Over the next year, the college will define the resources required for an ongoing implementation of this program.
This strategy is designed to increase student expectations and streamline student transitions between educational segments and, ultimately, to improve completion.
Strategy 4 - Apply for and if funded implement institutional focused grants
such as Title III/V, SSS
Strategy 5 - Support the implementation and evaluation of key initiatives
Guided Pathways, Opt-In Scheduling, Glenn Promise Scholarship Program, programs to support recovery of the Camp Fire, Funding Formula, Student Success Metrics,
Strategy 6 - Administrative Support for the Grants Office
The Grants Office will manage over $5M grants for the District in 2020-21 and assists projects with start up when there is not administrative support in place. Currently, the grants manager is handling all of the administrative tasks. Administrative assistance is needed to support this function of the college.
The Grants Office manages both small and large grants for the District. We continue to seek external sources of revenue in the form of grants. Faculty need support as they seek external funds. This person could also help the faculty to apply for grants and with post award administration. CSEA Range 25.
Strategy 7 - Support for institutional effectiveness, research and grants
Increase operating budget for IE by $10,000.00.
The number of initiatives are increasing and the evaluation component of those initiatives is also increasing. Travel and conferences have increased. When the IE budget was established, no researcher was here. Now we have a research staff of three.
Strategy 8 - Complete the Educational Master Plan
Print the Ed Master Plan approximately $15,000 Check with Lisa.
Strategy 9 - TRiO SSS Grant Support
Four applications were submitted to ED TRiO SSS grant competition in Jan. 2020. If awarded, projects will start Sept. 1, 2020. In each proposal. To show institutional commitment, the District has agreed to provide $2500 in matching funds for each funded grant proposal. These funds will be used to support project activities.
To provide institutional support for awarded TRiO projects. The inclusion of $2500 per application in matching funds provides us with being more competitive in the review process. The $2500 will only be for those proposals that are approved for funding. Retention Services in Student Support Services has also included this request in their unit plan.
Strategy 10 - Provide a budget to the research office
Currently the research office operates without a budget. This office started with one IR Director. Now we have a team of three.
Office staff seek funds from other departments and offices to operate. While the staff have been able to pool funds from Professional Development, Innovation, Equity, AB-705, the President’s office, operations are tenuous under this model.
Strategy 11 - Fully Fund Grants Manager from the District
The Grants manager is currently 80% District funded. Given that grant activity continues to increase and that Butte College is a HSI, the need for a 100% District appointment is needed.
For 2020-21, the Grants Manager is responsible for managing over $5M in grants (Emergency Assistance, Innovation, and possibly the DHSI if awarded). In addition, the GM assists faculty with smaller awards to implement...
Since the college is now a designated HSI, there will be significantly more funding oppportunities will be available to pursue that will benefit the District and its students. The additional 20% of District support will ensure that opportunities are identified and disiminated to faculty and staff in a timely manner to position the District to meet submission deadlines.
We also have the need for thorough analysis regarding policy and procedure around the administration of grants and this will help to ensure these tasks are completed.
Meeting space for larger committee groups. The Board Room is heavily used and the CFE is not scheduled to support committee meetings. Finding classroom space for committee meetings is also challenging.
Innovation Award. $2.5 million over five years until June 30, 2020.
| 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 | Institutional Effectiveness | Operating Expenses | 11.099.110.1.66008 | 55200 | $90,000.00 | $0.00 |
| Accreditation | To set up the accreditation steering committee and pay reassign time/stipends to the faculty accreditation Co-Chair (.50 reassign time), faculty 5 co-chairs (.25 reassign time, associate faculty, and project pay for classified staff. |
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| 2 | Grants Office | Operating Expenses | $10,000.00 | $0.00 | ||
| TRiO SSS Support | From conversations with Leadership, Butte has applied for four TRiO grants. For every TRiO grant awarded, the District will provide $2,500 in matching funds to support project activities. |
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| 3 | Grants Office | Personnel | 11.000.305.1.660010 | 52120 | $0.00 | $40,800.00 |
| Administrative Support | 50% Admin. Secretary Grants (shared with the Foundation) for a full 100% position. Proposed ongoing augmentation reflects 50% salary and benefits. This position would support pre-award and post-award grant activities for the District. |
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| 4 | Institutional Effectiveness | Personnel | 11.000.305.1.660010 | 52110 | $0.00 | $35,354.00 |
| Grants Manager 20% District Funding | With the increased amount of grants, and dollar amounts of grants, this provides support for pre and post grant administration. |
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| 5 | Institutional Research | Personnel | 11.000.110.1.660012 | 52120 | $15,000.00 | $0.00 |
| Maintain research staff at 100 percent | Research analysts are supported by a variety of 1200 fund accounts including the Innovation Award. Grant operations support this lean model. With the innovation award sunsetting, the research office requests $15,000 one-time to cover personnel expenses pending Title 3, Title 5, Trio Grant awards. |
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| 6 | Institutional Research | 11.000.110.1.660012 | 55890 | $0.00 | $1,000.00 | |
| Survey/Focus Group Support | The research office has been called on to provide information to the campus regarding student, faculty, and staff perceptions yet has no money to conduct surveys, host focus groups, or purchase software to implement these activities. These are important functions as demonstrated by the HOPE survey, SENSE survey, Campus Climate Surveys, etc.have costs associated with facilitating the survey and enticing the campus community to participate such as millage to various campus locations, food or stipends for focus group participation, etc. The research office requests $1000 on going for survey/focus group support. |
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| 7 | Institutional Effectiveness | Operating Expenses | 11.000.110.1.660012 | 55890 | $10,000.00 | $0.00 |
| Support for Institutional Research Office | Professional development budget � Across the state, research offices are called on to help colleges navigate decisions regarding a wide variety of topics. In the past these have included � AB-705, Equity, Guided Pathways, Student Centered Funding Formula, etc. With no budget, it is difficult for staff to receive training in critical areas or to learn new methods. For example, the research office has been called on to administer the college�s 320 report, yet does not have funds to attend a CCCCO training. The office is requesting $10,000 � one time to cover travel and PD expenses related to California Community College initiatives and other developments in higher education |
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| 8 | Institutional Research | Equipment | 11.000.110.1.660012 | 54511 | $4,500.00 | $0.00 |
| Analysts' Computer Renewal | Computer renewal � The research analysts� computers are five years old and running Windows 7, which is no longer supported. The office seeks funds to upgrade computers. The office is requesting $4500. |
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