2018-19 Unit Plan
Vice President of Instruction

Mission Statement

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.  

Program Description

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. 


Accountability for Previously Funded Items


Accountability Item 1

Security cameras at Chico Center


Amount: 115000.00
Used For Intended Purpose: Yes
Benefit

Increase safety at Chico Center



Accountability Item 2

Reassigned time for clinical education directors for Respiratory Care and Emergency Medical Services


Amount: 39000.00
Used For Intended Purpose: Yes
Benefit

Compliance with health occupations regulatory agencies



Accountability Item 3

Mobile Carts/Laptops for Glenn County Center


Amount: 30000.00
Used For Intended Purpose: Yes
Benefit

Improve technology for students at Glenn County Center



Accountability Item 4

Ongoing funds for District-wide software site licenses - CourseEvalHQ, Respondus, Softchalk, Adjust-All Data, Camtasia, ReadSpeak, Filemaker Pro, ChemDraw, and ESRI.


Amount: 39000.00
Used For Intended Purpose: Yes
Benefit

On-going, regularly used software no longer has to be requested with one-time funds



Accountability Item 5

Computers for new faculty


Amount: 20000.00
Used For Intended Purpose: Yes
Benefit

New faculty were allowed to have computers



Accountability Item 6

Online course development


Amount: 35000.00
Used For Intended Purpose: Yes
Benefit

Additional online courses available to students



Accountability Item 7

Ongoing increase to budget for Library for eBooks and books


Amount: 67000.00
Used For Intended Purpose: Yes
Benefit

Increased access for students to books



Accountability Item 8

Move SPE/OLS salaries out of Contract Education


Amount: 35000.00
Used For Intended Purpose: Yes
Benefit

Accurate accounting of costs to programs



Accountability Item 9

Set up operating budget for Cosmetology and Barbering


Amount: 250000.00
Used For Intended Purpose: Yes
Benefit

Offer our own Cosmetology and Barbering program



Student Learning/Administrative Unit Outcomes

see individual instructional program outcomes


Standards/Goals for Student Achievement (OSLED Departments)

see individual instructional programs


Standards/Goals for Student Achievement (All Other Departments)

The Office of Instruction supports all instructional programs and houses the curriculum and scheduling process, student feedback process, certificate recording, grade justification storage and much more. 


Strategic Direction

Instruction is the core of what Butte College does and the Office of Instruction is constantly working to improve student success, access, equity, and completion. 


Program Review

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 2017-18, 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 last year.  The Professional Development Instructional Coordinator reports to the VP of Instruction. 


Department Goals

The Office of Instruction uses tools and technology to monitor and build enrollment, plan for improving success and access of our students, and support the success of our faculty.  Hiring replacement and new faculty is one of the most critical processes that we manage.  We also support professional development for all faculty and staff.  Our focus in the coming year will be increasing distance education, increasing and improving dual enrollment, increasing offerings for inmate instruction, bringing on board the Cosemtology and Barbering program, and continuing to be a leader in implementing Guiided Pathways.

Economic and Workforce Development: The overall goal for 2018-2019 is to focus on sector strategy implementation in the following six industries:  (1) Agriculture, (2) Business, (3) Health, (4) Hospitality, (5) Manufacturing, (6) Technology.


Future Development Strategies

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.


Initiatives
  • Enhancing a Culture of Completion and Academic Achievement
  • Supporting Student, Faculty and Staff Success
  • Using Data-Informed Processes for Continuous Improvement
  • Maximizing Resources to Support Student Learning
  • Enhancing a Culture of Inclusiveness

Supporting Rationale

Many high school students still come underprepared to do college-level work


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 2 - Collaborate with CSU and UC Partners

Collaborate with CSU and UC partners to improve transfer access.


Initiatives
  • Enhancing a Culture of Completion and Academic Achievement
  • Supporting Student, Faculty and Staff Success
  • Using Data-Informed Processes for Continuous Improvement
  • Maximizing Resources to Support Student Learning
  • Enhancing a Culture of Inclusiveness

Supporting Rationale

Increasing student transfer to CSU and UC improves student succes.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 3 - Refine Acceleration Efforts

Refine and grow acceleration efforts to expand student success. 


Initiatives
  • Enhancing a Culture of Completion and Academic Achievement
  • Supporting Student, Faculty and Staff Success
  • Using Data-Informed Processes for Continuous Improvement
  • Maximizing Resources to Support Student Learning

Supporting Rationale

Acceleration in Math and English can improve student success.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 4 - Student Pathways

Map out pathways for students, include course sequencing where appropriate.


Initiatives
  • Enhancing a Culture of Completion and Academic Achievement
  • Supporting Student, Faculty and Staff Success
  • Using Data-Informed Processes for Continuous Improvement
  • Maximizing Resources to Support Student Learning
  • Enhancing a Culture of Inclusiveness

Supporting Rationale

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. 


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 5 - Strategic Scheduling

Continue strategic scheduling to meet District FTES target for 2018-19


Initiatives
  • Enhancing a Culture of Completion and Academic Achievement
  • Supporting Student, Faculty and Staff Success
  • Using Data-Informed Processes for Continuous Improvement
  • Maximizing Resources to Support Student Learning

Supporting Rationale

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.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 6 - Communication with all College Entities

Emphasize mutual communication and common cause between the Office of Instruction and Academic Senate, and Department Chairs.


Initiatives
  • Supporting Student, Faculty and Staff Success
  • Using Data-Informed Processes for Continuous Improvement
  • Maximizing Resources to Support Student Learning
  • Enhancing a Culture of Inclusiveness

Supporting Rationale

Priority - Effective communication, cooperation, and teamwork with faculty leaders are critical to reaching our goals.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 7 - Office of Instruction Reorganization

Investigate long-term Office of Instruction reorganization to facilitate interdepartmental teamwork and resolve unmet needs.


Initiatives
  • Enhancing a Culture of Completion and Academic Achievement
  • Supporting Student, Faculty and Staff Success
  • Using Data-Informed Processes for Continuous Improvement
  • Maximizing Resources to Support Student Learning
  • Enhancing a Culture of Inclusiveness

Supporting Rationale

Priority - As we grow and change, we need to re-evaluate the organization to make sure it is effective and efficient.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 8 - Connect with Faculty

Foster connections with faculty by visiting classes and department meetings.


Initiatives
  • Supporting Student, Faculty and Staff Success
  • Enhancing a Culture of Inclusiveness

Supporting Rationale

Improves communication between faculty and administration.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: No
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 9 - Professional Development Opportunities

Encourage and support professional development opportunities for faculty and staff.


Initiatives
  • Supporting Student, Faculty and Staff Success
  • Maximizing Resources to Support Student Learning
  • Enhancing a Culture of Inclusiveness

Supporting Rationale

Professional Development is important to faculty and staff to be able to better support student needs.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: No
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 10 - Consistent Budgeting

Review Dean and Department budgets for equity and consistency.


Initiatives
  • Supporting Student, Faculty and Staff Success
  • Using Data-Informed Processes for Continuous Improvement
  • Maximizing Resources to Support Student Learning
  • Enhancing a Culture of Inclusiveness

Supporting Rationale

Some departments do not have the funding that they need to operate effectively.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 11 - Protect Student and Faculty Safety

Partner with other operations in providing all feasible precautions to protect student and faculty safety.


Initiatives
  • Supporting Student, Faculty and Staff Success
  • Using Data-Informed Processes for Continuous Improvement
  • Enhancing a Culture of Inclusiveness

Supporting Rationale

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.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: No
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 12 - Cost Projection

Monitor associate faculty cost projection and address any imbalances.


Initiatives
  • Using Data-Informed Processes for Continuous Improvement
  • Maximizing Resources to Support Student Learning

Supporting Rationale

It is important to run an efficient schedule that stays within the budget for the 1300 account.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 13 - Leverage Grant Opportunities

Continue to leverage grant oportunities aligned with the College's mission and strategic initatives.


Initiatives
  • Modeling Sustainability
  • Maximizing Resources to Support Student Learning

Supporting Rationale

Supporting Rationale Alignment
Supports Previous Program Review Recommendations: No
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 14 - Support for Departments

Provide additional student assistant or clerical support to improve program efficiency and student success


Initiatives
  • Supporting Student, Faculty and Staff Success
  • Maximizing Resources to Support Student Learning

Supporting Rationale

SLED programs had their student assistant budgets reduced dramatically during the recession.  Increased demands made on departments to serve additional students and meet mandates requires more bandwidth.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 15 - Diversity Training for Instructional Faculty and Staff

Explore the possibilities of more widespread diversity training for instructional faculty and staff.


Supporting Rationale

Faculty and staff who are more aware and sensitive to divsersity issues, ensures a better educational experience for all students.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: No
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 16 - Diversity Initiatives

Propose Diversity initiatives as part of one Dean's responsibilities.


Initiatives
  • Supporting Student, Faculty and Staff Success
  • Using Data-Informed Processes for Continuous Improvement
  • Maximizing Resources to Support Student Learning

Supporting Rationale

Priority - The importance of diversity to our campus may warrant focus from one particular Dean, either a Student Services Dean or one from Instruction.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

Strategy 17 - Equal Employment Opportunity

Ensure equal employment opportunity for all instructional faculty and staff hirings. 


Initiatives
  • Supporting Student, Faculty and Staff Success
  • Maximizing Resources to Support Student Learning
  • Enhancing a Culture of Inclusiveness

Supporting Rationale

A more diverse faculty and staff ensures a more diverse educational experience for students.


Supporting Rationale Alignment
Supports Previous Program Review Recommendations: No
Supports Changes from Student Learning Outcomes Assessment: No

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.


Initiatives
  • Enhancing a Culture of Completion and Academic Achievement
  • Supporting Student, Faculty and Staff Success
  • Using Data-Informed Processes for Continuous Improvement
  • Maximizing Resources to Support Student Learning
  • Enhancing a Culture of Inclusiveness

Supporting Rationale

Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

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. 


Initiatives
  • Modeling Sustainability
  • Enhancing a Culture of Completion and Academic Achievement
  • Supporting Student, Faculty and Staff Success
  • Using Data-Informed Processes for Continuous Improvement
  • Maximizing Resources to Support Student Learning
  • Enhancing a Culture of Inclusiveness

Supporting Rationale

Supporting Rationale Alignment
Supports Previous Program Review Recommendations: Yes
Supports Changes from Student Learning Outcomes Assessment: No

Requested Non-Financial Resources

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. 

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.

Current Financial Resources

The Instructional area receives several grants for many of its programs and instructional departments. Perkins Title I-C brings in over half a million dollars for vocational programs. Basic Skills Initiative and Innovation Award grants help with Student Success initiatives. There are many grants that assist us in increasing access to Nursing students and recently a grant was received to hire an additional Welding instructor for two years to help with student success.  Recently the Strong Workforce grant has been able to fund many CTE program needs.  A variety of grants, many funded through Chancellor's Office, also support Career and Technical Education as well as Economic and Workforce Development.  Most recently Butte College has been allocated $400,000+ to implement Guided Pathways.  A great deal of human resources have been dedicated to getting underway with pathways for our students and Butte is recognized as a leader in this work.  Employees attend many workshops related to Guided Pathways. 

Augmentation Requests

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 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.
  • Student Support Services Program (SSSP)
  • Implementing the Degree Audit and Educational Planning modules
  • Practicing strategic enrollment management that integrates financial planning with student need and achievement
2 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.
  • Meeting standards and working to achieve goals for course success, retention, degree achievement, certificate completion, transfer, and credentialing
3 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.
  • Meeting standards and working to achieve goals for course success, retention, degree achievement, certificate completion, transfer, and credentialing
4 Office of Instruction Personnel $0.00 $6,000.00
Yearly Stipend for PACT Coordinator We are mandated to have a paid coordinator for PACT by the regulating agency. This expense will not go away and up until now has been paid at the expense of the Dean of Auto and the VPI with one-time dollars.
  • Maintaining ongoing operations at current levels (excludes grants)
  • Addressing Program Review Recommendations
  • Meeting standards and working to achieve goals for course success, retention, degree achievement, certificate completion, transfer, and credentialing
  • Using data, research and collaborative efforts to develop and maintain appropriate program and pathway based course offerings, locations and modalities
5 Office of Instruction Operating Expenses 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.
  • Instructional Equipment
  • Maintaining life-cycle replacement for computer labs, smart classrooms, and faculty and staff computers
6 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.
  • Providing comparable support services for online students and students attending at off-campus centers
7 Office of Instruction Operating Expenses $0.00 $500.00
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.
  • Meeting standards and working to achieve goals for course success, retention, degree achievement, certificate completion, transfer, and credentialing
  • Providing comparable support services for online students and students attending at off-campus centers
8 Office of Instruction Operating Expenses $10,000.00 $0.00
Marketing in Google and YouTube More marketing is needed for instructional programs and courses. Students use Google and YouTube more than radio and television.
9 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.
10 Office of Instruction Personnel $0.00 $12,000.00
OER Coordinator 10% Reassigned Time Textbook costs are a burden to students and inhibits completion and success. A survey of Butte College students last semester indicates that 31% of students take fewer classes and 16% drop or withdraw from classes as a result of textbook costs. This decreases retention and prevents them from completing their goals in a timely manner. Decreasing textbook costs using OER has been shown (in studies at other institutions) to improve student success. The main challenge, however, is that it is difficult to sift through the vast databases to find these resources. Additionally, most faculty are not aware of the options available to them or how to appropriately (and legally) use these resources. One role of the OER coordinator is to train faculty in finding and using resources. This often requires faculty to understand licensing and the technical aspects of curation tools. 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. The other main role of this position is to help faculty find potential resources by searching the databases for each faculty request. The return on investment from this position is increased faculty collaboration which improves teaching; increased student retention and success; and increased equity as one more barrier is removed for economically challenged students.
  • Meeting standards and working to achieve goals for course success, retention, degree achievement, certificate completion, transfer, and credentialing
11 Office of Instruction Personnel $0.00 $100,000.00
Assistant Vice President There are so many initiatives that Instruction needs to be involved with that additional assistance for the vice president is needed.
  • Implementing a Guided Pathways Model that makes career and transfer pathways clear, easy to navigate, tailored to meet labor market needs, and promotes success after transfer
  • Meeting standards and working to achieve goals for course success, retention, degree achievement, certificate completion, transfer, and credentialing
  • Implementing the Degree Audit and Educational Planning modules
  • Practicing strategic enrollment management that integrates financial planning with student need and achievement
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.
  • Implementing the Degree Audit and Educational Planning modules
  • Practicing strategic enrollment management that integrates financial planning with student need and achievement
  • Aligning the instructional schedule with Guided Pathways
  • Implementing a Guided Pathways Model that makes career and transfer pathways clear, easy to navigate, tailored to meet labor market needs, and promotes success after transfer
13 Office of Instruction Operating Expenses 110004001660000 55200 $0.00 $50,000.00
Professional Development - Travel & Conference Increase professional development activities for faculty.
14 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.
15 Office of Instruction Equipment 110994001660000 56411 $0.00 $25,000.00
iPad Mobile Computer Lab for Collection of Student Feedback If the District moves to electronic collection of student feedback, mobile devices will be needed to take into classrooms for students to use who do not have their own mobile device.
16 Office of Instruction Personnel $100,000.00 $0.00
Guided Pathways Coordinator We need a full-time coordinator for implementation of guided pathways for students to be paid for with Guided Pathways grant funds.
  • Implementing the 2018-2019 Strategic Direction Priorities
  • Meeting Standards and Goals for Student Achievement
  • Addressing Program Review Recommendations
  • Implementing improvements identified during Outcomes Assessment
  • Implementing a Guided Pathways Model that makes career and transfer pathways clear, easy to navigate, tailored to meet labor market needs, and promotes success after transfer
  • Aligning the instructional schedule with Guided Pathways
  • Collaborating effectively with K-12 administrators, faculty, and counselors to set appropriate student expectations, align curriculum and pathways, and provide opportunities for high school students to earn college credits while in high school
  • Continuing to implement Learning Outcomes (Course, Program, General Education, Administrative and Student Services) to include disaggregating data by student characteristics
  • Meeting standards and working to achieve goals for course success, retention, degree achievement, certificate completion, transfer, and credentialing
  • Using data, research and collaborative efforts to develop and maintain appropriate program and pathway based course offerings, locations and modalities
  • Offering a schedule that reflects and coordinates initiatives such as Guided Pathways, providing high school students the opportunity to earn college credits while still in high school, and providing programming for working adults
  • Implementing the Degree Audit and Educational Planning modules
  • Practicing strategic enrollment management that integrates financial planning with student need and achievement
17 Office of Instruction Personnel $0.00 $35,000.00
Chair IV for Inmate Education In order to increase course offerings at the Day Reporting Center, a department chair is needed who can dedicate time to Inmate Instruction. Increased FTES generation is expected.
  • Meeting Standards and Goals for Student Achievement
  • Meeting standards and working to achieve goals for course success, retention, degree achievement, certificate completion, transfer, and credentialing
  • Using data, research and collaborative efforts to develop and maintain appropriate program and pathway based course offerings, locations and modalities