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 Office of the Vice President for IE , 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 - one-voice editor, content editor, AST faculty for ISER.
Accreditation Site Visit Costs (food, document destruction service, external copier).
Survey implementation costs of CCSSE, HOPE, other surveys
The unit plan serves as the Program Review for IE.
Strategy 1 - 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 2 - 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 3 - Apply for and if funded implement institutional focused grants
such as Title III/V, other state, federal (ED, NSF, EPA, USDA, etc.) or private grant opportunities
Receiving external grants helps the college to support student achievement and success.
Strategy 4 - 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,
The function of our department is to provide support to college wide efforts.
Strategy 5 - Administrative Support for the Grants Office
The Grants Office manages over $5M grants for the District annually 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 6 - Support for institutional effectiveness, research and grants
Support the functions of the IE division. When the IE budget was established, no researcher was here. Now we have a research staff of three. The Grant's Office has expanded their activity and has a minimal budget. The Office of IE has the same budget it had over ten years ago.
The number of initiatives are increasing and the evaluation component of those initiatives is also increasing.
Strategy 7 - 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 8 - 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.
The Grants Manager is responsible for managing over $5M in grants (Emergency Assistance, Innovation, and HEERF/CARES). 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.
| 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 | 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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| 2 | Grants Office | Personnel | 11.000.305.1.660010 | 52120 | $0.00 | $46,000.00 |
| Administrative Support | 50% Admin. Secretary Grants 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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| 3 | 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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| 4 | Institutional Research | Operating Expenses | 11.000.110.1.660012 | 55890 | $0.00 | $2,000.00 |
| 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. The cost also includes another license for Survey Monkey |
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| 5 | Institutional Effectiveness | Operating Expenses | 11.000.110.1.660012 | 55890 | $2,000.00 | $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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| 6 | Grants Office | Personnel | 11.099.305.1.660010 | 55100 | $25,000.00 | $0.00 |
| Grant Consultant/Writer to assist with federal grant application (DHSI, SIP, etc) | Butte is an eligible Hispanic Serving Institution and eligible to apply for targeted federal grants. A grant writer/consultant experienced with HSI grant development will assist the college in submitting a competitive proposal. This will support campus wide HSI and IDEA efforts |
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