The Office of Instruction provides quality education and workforce training. We prepare our students for life-long learning through the mastery of basic skills, the achievement of degrees and certificates, and the pursuit of career and transfer pathways. Economic Workforce Development Mission: To contribute to the economic viability of businesses and workforce development thereby advancing California's economic growth and global competitiveness.
The Office of Instruction and its personnel collaborate with faculty, staff, students, and the community to assure quality educational and economic development programs and services. The vision of this unit is to achieve the highest quality, documented outcomes possible. We pursue this vision through student learning, academic excellence, exceptional professional development for faculty and staff, lifelong learning without barriers, and an ethic of community service, sustainable economic development, stewardship of resources, and accountability. The Office oversees teaching and learning in transfer and general education, career and technical education, learning resources, athletics, non-credit programs, short-term vocational and special education, contract education, small business development, and targeted workforce development.
The Office of Instruction supports the college in meeting its Strategic Direction and Priority Themes by:
Enhancing a Culture of Completion and Goal Achievement - talk about how OOI supports this initiative
Supporting Student, Faculty, and Staff Success - talk about how OOI support this initiative
Maximizing Resources to Support Student Learning - talk about how OOI support this initiative
The course schedule is continuously monitored and adjusted to meet AUO #1 and #2. Dialogue occurs at department levels and Deans/Directors level to address AUO #3 and #4. The Vice President for Instruction works with Economic Workforce Development to identify and meet industry and community needs. SLOs are monitored at the VP and Dean/Director level. The VP plays an important role in the Program Review process in reading the Self Study and Validation Reports and participating in the Validation Team meeting. The Office of Instruction is central to approving curriculum, course scheduling, monitoring faculty load and producing contracats, and awarding and recording certificates.
For 2020-21, the Office of Instruction will again request additional funds to increase the amount of money we offer to support relevant and meaningful professional development. This was not funded in past years. The Professional Development Instructional Coordinator reports to the VP of Instruction.
Strategy 1 - Collaboration with K-12
Work with area high schools to increase the number of graduates who come to college prepared to do college-level math and English.
Many high school students still come underprepared to do college-level work
Strategy 2 - Collaborate with CSU and UC Partners
Collaborate with CSU and UC partners to improve transfer access.
Increasing student transfer to CSU and UC improves student succes.
Strategy 3 - Refine Acceleration Efforts
Refine and grow acceleration efforts to expand student success.
Acceleration in Math and English can improve student success.
Strategy 4 - Student Pathways
Map out pathways for students, include course sequencing where appropriate. Develop OptOut schedule for Reg2Go students.
Priority - Course sequencing is crucial to the college pursuing guided pathways for our students, currently the subject of discussion among faculty, staff, and administration. Sequencing is being developed for each program by individual instructional departments working with Scheduling Center and Curriculum Committee.
Strategy 5 - Strategic Scheduling
Continue strategic scheduling to meet District FTES target for 2022-23.
Priority - Important to the fiscal soundness of the College, the Chief Instructional Officer evaluates the schedule, sets minimum enrollment numbers, and makes sure that the schedule meets student needs but also is fiscally responsible.
Strategy 6 - Communication with all College Entities
Emphasize mutual communication and common cause between the Office of Instruction and Academic Senate, and Department Chairs.
Priority - Effective communication, cooperation, and teamwork with faculty leaders are critical to reaching our goals.
Strategy 7 - Office of Instruction Reorganization
Investigate long-term Office of Instruction reorganization to facilitate interdepartmental teamwork and resolve unmet needs especially with Guided Pathways in mind.
Priority - As we grow and change, we need to re-evaluate the organization to make sure it is effective and efficient.
Strategy 8 - Connect with Faculty
Foster connections with faculty by visiting classes and department meetings.
Improves communication between faculty and administration.
Strategy 9 - Professional Development Opportunities
Encourage and support professional development opportunities for faculty and staff.
Professional Development is important to faculty and staff to be able to better support student needs.
Strategy 10 - Consistent Budgeting
Review Dean and Department budgets for equity and consistency.
Some departments do not have the funding that they need to operate effectively.
Strategy 11 - Protect Student and Faculty Safety
Partner with other operations in providing all feasible precautions to protect student and faculty safety.
Priority - With recent attacks on public places, it is critical that we make sure door locks operate efficiently and that every precaution is taken to ensure the safety of our faculty, staff, and students.
Strategy 12 - Cost Projection
Monitor associate faculty cost projection and address any imbalances.
It is important to run an efficient schedule that stays within the budget for the 1300 account.
Strategy 13 - Leverage Grant Opportunities
Continue to leverage grant oportunities aligned with the College's mission and strategic initatives.
Strategy 14 - Support for Departments
Provide additional student assistant or clerical support to improve program efficiency and student success.
Instructional programs had their student assistant budgets reduced dramatically during the recession. Federal Work Study funding continually declines and minimum wage increases. Increased demands made on departments to serve additional students and meet mandates requires more bandwidth.
Strategy 15 - Diversity Training for Instructional Faculty and Staff
Explore the possibilities of more widespread diversity training for instructional faculty and staff.
Faculty and staff who are more aware and sensitive to divsersity issues, ensures a better educational experience for all students.
Strategy 16 - Diversity Initiatives
Propose Diversity initiatives as part of one Dean's responsibilities.
Priority - The importance of diversity to our campus may warrant focus from one particular Dean, either a Student Services Dean or one from Instruction.
Strategy 17 - Equal Employment Opportunity
Ensure equal employment opportunity for all instructional faculty and staff hirings.
A more diverse faculty and staff ensures a more diverse educational experience for students.
Strategy 18 - EWD Butte Focused Objectives
Serve as the Butte College connection within the community. Provide a nontraditional pathway to FTE generation. Implement entrepreneurship education for targeted programs in the six industry sectors. Provide real-time decision making data to assist college programs to grow FTE.
Strategy 19 - Community Focused Objectives
1. Provide technical assistance to small busineses owners and entrepreneurs in all areas of business start-up, development, management, expansion as well as access to capital. 2. Hire consultants and trainers with the industry expertise to match business needs. 3. Provide access to performance improvement solutions including Employment Training Panel, Workforce Development Board and other funding resources available to off-set employer training costs. 4. Assist employers with administrating Employment Training Panel single employer contracts to maximize use of their allocated contracted funds. 5. Develop reliable data collection tools for real-time program decision making to meet industry needs.
Investigate a District-wide facilities/room scheduling tool whether within Colleague or an external application that works with Colleague.
Instruction and FTES generation should be priority for facilities use decisions.
Implement existing Ed Planning tool in Colleague for students and staff to use.
Revisit "efficient" schedule to actually reflect efficiency or eliminate to open opportunities for students and course scheduling.
Support for Guided Pathways from all areas of the College.
Guided Pathways
| 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 | Office of Instruction | Operating Expenses | $0.00 | $30,000.00 | ||
| Subscription to CurricuNet Meta | CurricuNet Meta gives added productivity to current software for curriculum, includes a Unit Planning module. |
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| 2 | Office of Instruction | Personnel | $0.00 | $6,000.00 | ||
| Increase Director to Dean | Melody Stockwell provides leadership and has the same duties as the other Instructional Deans. Resolve inequity issue. |
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| 3 | Office of Instruction | Personnel | $0.00 | $4,000.00 | ||
| Dual Enrollment Manager | A liaison is needed between the College and the high schools to organize dual enrollment offerings. |
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| 4 | Office of Instruction | Personnel | 52468 | $0.00 | $35,000.00 | |
| Increase Student Assistant budgets for many departments | Additional student assistants are needed for critical support is every department under Instruction. |
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| 5 | Office of Instruction | Personnel | $100,000.00 | $0.00 | ||
| Coverage for Sabbatical Leave | Full-time temporary faculty is needed to backfill for a sabbatical leave to minimize negative effect on department. |
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| 6 | Office of Instruction | Operating Expenses | 51393 | $0.00 | $50,000.00 | |
| Associate Faculty Office Hours | The college match of $50,000 to add to funds allocated by the Chancellor's Office for associate faculty office hours has allowed for payment of more office hours each semester, which compensates faculty for a portion of the time they spend with students outside the classroom. It has been a big boost to morale with faculty feeling like they are being recognized for the extra work they do |
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| 7 | Office of Instruction | Equipment | 56411 | $0.00 | $50,000.00 | |
| Computers for new faculty and replacement computers/upgrades for current faculty. | New faculty that are not replacing a retiree with a decent computer will need new computers. Computers that fall into the Computer Lifecycle Replacement program but are upgrades will need additional funding. Computers that do not fall into the CLR yet but are problematic will need replacing. |
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| 8 | Office of Instruction | Operating Expenses | $35,000.00 | $0.00 | ||
| Online Course Development | Funding to motivate creation of eight specific general education online courses as identified by District, cost $3000 per course. Remaining funds to motivate other courses instructors self-select to develop, cost $1000 per course. |
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| 9 | Office of Instruction | Personnel | $0.00 | $100,000.00 | ||
| Curriculum/Scheduling Technician | Additional help is needed with input of the schedule, load calculations, Ed planner, degree audit, certificates, program and course approvals, CurricUNET, TechReview, gainful employment, etc. Currently funded with SSSP grant but will need to be institutionalized for District funding eventually. |
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| 10 | Office of Instruction | Personnel | $12,000.00 | $0.00 | ||
| OER Coordinator 10% Reassigned Time | Textbook costs are a burden to students and inhibits completion and success. A main role of this position is to help faculty find potential resources by searching the databases for each faculty request. The OER coordinator also builds and supports collaboration between Butte faculty within their departments and in nationwide collaboratives; this requires extensive networking in the OER community to ensure all opportunities are presented to faculty. |
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| 11 | Office of Instruction | Operating Expenses | $0.00 | $1,000.00 | ||
| Online Student Feedback/Survey | Increase ability to survey students in online Canvas classes using CourseEvalHQ by Etudes, Inc. Cost of software (ongoing) went up $500. |
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| 12 | Office of Instruction | Personnel | $0.00 | $200,000.00 | ||
| Two Assistant Deans (CTE and General Education) | Deans are need for so many new initiatives that they are feeling overwhelmed. Assistant deans could focus on a few key processes in defined areas (CTE and GE) like employee evaluations, program reviews, and special projects assigned by the deans. |
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| 13 | Office of Instruction | Operating Expenses | 110004001660000 | 55200 | $0.00 | $50,000.00 |
| Professional Development - Travel & Conference | Increase professional development activities for faculty. |
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| 14 | Office of Instruction | Operating Expenses | $10,000.00 | $0.00 | ||
| Marketing in TikTok, Google and YouTube | More marketing is needed for instructional programs and courses. Students use TikTok, Google and YouTube more than radio and television. |
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| 15 | Office of Instruction | Personnel | 51110 | $0.00 | $0.00 | |
| New Full-time Faculty - Cost TBD | Every start of Fall semester, the President's Leadership Team (PLT) reviews the full-time obligation number and in consultation with Planning and Budget Committee determines the number of new full-time instructor hires for the next academic year. Department chairs nominate possible positions to fill, documenting the need through student learning outcomes, data, program review, and unit planning. Deans and Directors in consultation with the Chief Instructional Officer and Chief Student Services Officer then determine priority of hires which is reviewed and approved by the PLT. |
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