Succeeding Together 2012 develops five strategic themes that provide the basis for our strategic direction. These themes, which were developed using the Appreciative Inquiry (AI) process at the January 2007 Strategic Planning Workshop, shape our strategic direction by serving as the lens through which our processes will be viewed. Initiatives will be developed in those areas in which the processes are not in alignment with the themes.

 

1. Inspiring Passion through Collaboration

Collaboration is part of the college culture. Processes are inclusive, convert diverse opinion into common ground, and foster a shared sense of direction for the entire team. The characteristics of this collaborative culture include:
Existing groups and committees in both the internal and external college communities include faculty, administration, classified staff, students, and, when appropriate, community leaders and community members.
There is effective dialogue and trust among groups, committees, departments, programs, and the institution as a whole.
Institutional direction and prioritization is accomplished using inclusive, transparent, and participatory processes.
Staff and faculty are trained in communication and collaborative skills, such as Appreciative Inquiry, so as to build on one anothers strengths.
There is a vibrant professional development program that includes orientation, mentoring opportunities, leadership training and supports personal and organizational growth.
The professional and organizational development program trains personnel and fosters a college-wide sense of community.
Processes are evaluated on a regular basis, streamlined to the greatest extent possible, and consistently provide the best possible overall outcomes for the college.

 

2. Focusing on Student Success

Butte College is student-centered and promotes a full range of student learning possibilities. It is a culture that embodies the following characteristics:

Planning of curriculum, creation and expansion of instructional programs, and prioritization of faculty hires are based upon students learning needs and career paths.
Students ongoing educational goals are identified and systematically assessed.
Orientation programs (on-line and face-to-face) are available for all students, faculty and staff.
Students and staff are recruited from diverse groups.
There is effective and ongoing information dissemination to current and prospective students that is based on student input.
Effective and ongoing dialogue takes place with local businesses, industries, and communities to strengthen programs.
Butte College grows its presence in Glenn County and south Butte County.
Increased opportunities for distance learning and instruction in alternative modalities makes instruction more accessible to students.
An appropriate mix of distance and face-to-face student services, determined by student
demand, is available.
The college supports an active student life program that includes leadership, social, and civic
engagement opportunities to promote student interaction and community building.
The District develops and sustains reliable communication and information systems to ensure quick and accurate response to student needs.
The District systematically celebrates excellent service to students, to the communities we serve, and to each other.
Regular collaborative meetings are held to review policy and rules guiding student learning and student services.

 

3. Valuing a Culture of Learning

Butte College faculty and staff demonstrate that student learning is at the heart of everything they do. This culture of learning includes the following characteristics:

Learning experiences create an intellectual climate through lecture series, conversations of con sequence among all staff, and professional development experiences to re-energize faculty and staff.
The college curriculum supports learning goals for all students and the assessment of these goals throughout each students college career.
Interdisciplinary faculty teams link each student learning experience to real life and to other college courses through the use of strategies such as service learning, internships, career pathways, and learning communities.
Student cohorts learn together in ways that encourage teamwork, improved learning, and
student success.
The completed main campus fosters a sense of community by providing indoor and outdoor spaces that promote collaboration, vibrant student life, and a culture of learning.
Appropriate services are available on the main campus during the day and during the evening hours.
Transfer to four year colleges and transition to the workforce is seamless.
A vibrant international program with recruitment and study-abroad components fosters
diversity and enhances the student educational experience.
Curricula are multi-disciplinary and articulated with CSU and UC.
Curricula between the college and the K-12 system are aligned, transfer and career pathways
are clearly articulated and logically sequenced, and multiple options exist to navigate these pathways.
The use of student learning outcomes for all courses, programs (to include general education), degrees, and student support services creates ongoing, informed, and intentional dialogue that improves teaching and learning.
State, grant, private and other resources are maximized to provide the funding needed to
maintain quality instructional programs.
Staff and faculty hiring processes provide improved opportunities for diverse applicants and result in the hiring of the best-qualified person for each position.
There is campus-wide agreement about implementation of course sequencing, prerequisites, and recommended preparation.
There are effective and useful information systems for tracking waiting lists and student success.
Advertising emphasizes educational quality as well as cost.

 

4. Enhancing an Innovative, Flexible, Responsive and Accountable Culture

The college assesses student and community needs on a regular basis and responds with resources to address those needs. The colleges culture of accountability ensures that benchmarks and systematic analysis result in ongoing efforts to improve responsiveness and quality. This culture includes the following characteristics:

We are personally and professionally accountable to our students, our communities, and one another.

Program development is innovative and responsive to changing educational needs.

Strong community-based advisory committees ensure that the college responds to community needs and provides career opportunities for students.

Assessment processes drive planning and planning processes drive budgeting.

Curriculum development is responsive and innovative. A thorough curriculum and program re view process is integrated with unit planning and resource allocation.

Flexible systems, processes and structures foster creativity, entrepreneurialism, and innovation in responsiveness to community needs. Creative innovation is encouraged and rewarded.

The college continues to move from a culture of control to a culture of responsiveness and flexibility.

The District is financially stable, has adequate reserves, and has developed alternative revenue streams to make it less vulnerable to fluctuations in the California economy

5. Modeling Sustainability

The college promotes the best possible outcomes for its human and natural environments. This includes approaching the college curriculum, student and civic engagement and college practices in ways that meet current needs while ensuring similar resources will always be available in the future. This sustainable model includes the following characteristics:

The college fosters a culture of sustainability using strategies such as courses, films, speakers, workshops forums, lectures and conferences.
The sustainability theme is incorporated into all courses, where possible.
Curricula are multi-disciplinary, inspire hope, provide positive solutions to problems, and are
articulated with four-year institutions.
The campus is used as a living laboratory where students are involved in recycling, gardening, eco-tours of buildings, and other sustainable activities.
Use of service learning and internships is focused around issues of sustainability.
A main campus land use plan ensures sustainable future development.
The main campus produces most if not all of the electricity it uses from alternative sources on-site.
Instructional Arts and Student/General Services buildings are Leadership in Energy and
Environmental Design (LEED) certified by the U.S. Green Building Council.
Several existing buildings are LEED certified using the existing building (EB) criteria.
College practices model democracy, inclusiveness, optimism, and successful examples of
sustainability.
The college demonstrates leadership in sustainable economic development