2013-14 Unit Plan
Professional Development Committee

Mission Statement

Professional Development provides all employees with learning opportunities needed to accomplish the college’s mission and initiatives.

Program Description

The Professional Development structure, a participatory governance Steering Committee chaired by the Faculty Professional Development Coordinator and guided by the Professional Development Leadership Team (PDLT), embodies the college’s five strategic initiatives as it directs key programs, develops workshops, and provides for custom professional development and ensures continuous review and evaluation of the program.  

The Professional Development Steering committee includes 5 faculty members, 4 classified members, 4 MSC/Administration members and seeks to include a student; this committee provides overall program and budget oversight.  Flex committees for Faculty and Classified plus a team of managers direct the development of workshops and trainings focused on, but not exclusive to, their constituencies.  The faculty flex obligation for 2013/2014 will be 12 days; 6 in the fall semester and 6 in the spring semester. The hour total is 72. 

The Professional Development Leadership Team (PDLT) combines Classified, MSC and Faculty Coordinators, plus an Administrative Secretary III.  The Faculty Coordinator reports to the Vice President of Learning; the MSC and Classified Coordinators report to the Vice President for Planning, Research and Organizational Development.  In addition, the respective coordinators report and meet regularly with their constituent groups (Management Association, Academic Senate and Classified Senate).
 
Butte College’s Professional Development programs provide the opportunity for full-time faculty, associate faculty, classified staff, and management, supervisory and confidential (MSC) staff to increase their skills and pursue professional interests, maintain currency in technology, deepen knowledge of District values, policies and processes, and network with District colleagues.  

Professional Development provides faculty with numerous options to fulfill their flex obligation.  The Faculty Annual Flex Plan will ensure faculty determine their professional development goals in advance; identify the activities to achieve the goals and assess the benefit and outcomes at the end of the academic year.  No more than 50% of full-time faculty flex credit may be earned through individual activity contracts (75% with Dean’s approval.)  The MSC group maintains a mentor-ship program whereby new MSC employees are paired up with others within the group to help them transition into their new roles.  Additionally, a monthly training session was created to present topics of interest to the group.  Classified professional development is the focus of a week of training during spring break, with workshops that are also open to all faculty and MSC employees.  Classified Day, held at the end of the spring term is a day dedicated to professional development training and employee networking exclusively for classified staff.  2013/2014 will also see the implementation of a regularly scheduled time slot for workshops, allowing staff to plan in advance to participate in workshops.  Butte FYI is a program scheduled to become a regular, institutional series, with each of the four sessions scheduled well in advance for the year, with a requirement for all new employees to attend. 

Professional Development is dedicated to growing the program for all employee groups.  We have begun to use Active Calendar to promote workshops and activities, making it easy for all employee groups to see and schedule upcoming events from their own desktops. We will continue to provide high quality faculty-focused programs, and sponsor a series of social and networking events in the Center for Excellence for all employees.

Professional Development will continue to enhance college vitality by providing workshops and trainings that support enrollment management, accreditation, sustainability, and planning initiatives. 

Future Development Strategy

Strategy 1



Initiatives
  • Inspiring passion through collaboration
  • Focusing on student success
  • Valuing a culture of learning
  • Enhancing an innovative, responsive, and accountable culture

  • Supporting Rationale


    Supporting Rationale Alignment
  • Supports Previous Program Review Recommendations
  • Maintaining core programs and services
  • Strategy 2



    Initiatives
  • Inspiring passion through collaboration
  • Valuing a culture of learning
  • Enhancing an innovative, responsive, and accountable culture

  • Supporting Rationale


    Supporting Rationale Alignment
  • Supports Previous Program Review Recommendations
  • Maintaining core programs and services
  • Establishing new initiatives that support the Strategic Direction
  • Strategy 3



    Initiatives
  • Enhancing an innovative, responsive, and accountable culture

  • Supporting Rationale
    There is still not a clear understanding across campus for the appropriate uses for the CFE.  Library security issues for after-hours remains a major concern.  Requests for use for student events continue to come in despite the venue's Staff focus.  Publishing and enforcing guidelines will assist the support staff and reduce the time needed to address requests. 

    Supporting Rationale Alignment
  • Supports Previous Program Review Recommendations
  • Resolving health, life, and safety issues
  • Maintaining core programs and services
  • Strategy 4

    Professional Development continues to assess and improve data collection and seeks integrations with Colleague with the expectation that sharepoint software may fill this need making it easy for faculty and staff to engage with the tracking process.

    Initiatives
  • Inspiring passion through collaboration
  • Focusing on student success
  • Valuing a culture of learning
  • Enhancing an innovative, responsive, and accountable culture
  • Modelling sustainability

  • Supporting Rationale
    One of the goals is to allow faculty to create their own schedules during flex weeks and electronically track their flex hours.  Professional Development will also continue to collect and evaluate learning outcomes data from the Butte College Leader Development Institute, Great Teachers, Associate Faculty flex activities, the New Employee Orientation, and all our other programs.

    Supporting Rationale Alignment
  • Supports Previous Program Review Recommendations
  • Maintaining core programs and services
  • Increasing student success
  • Required Resources

    1. Restoration of Secretary III to 12 months.  This is absolutely necessary to the Faculty Coordinator; Faculty Flex weeks are constantly in a state of either being planned or being reviewed and assessed.  There have been problems and issues created by the absence of the Secretary III during the summer months that have been difficult to overcome.

    2. Add $4500 to budget to allow for 16-hour a week student assistant.  This is needed to provide support for data entry of all flex activities, for special projects and for program support. 

    3. Increase number and location balance of Electrical Outlets in the Center for Excellence.  This is necessary for safety reasons as currently, extension cords are used frequently across the floor to accomodate presentations.

    4.  Increase  release time for Faculty Coordinator from 50% to 75%.  Current 50% level allows only for maintenance of program with no time for program administration or growth.  This increase is necessary to accommodate actual program needs.

    5. Increase of $20,000 to budget to reinstate the Travel and Conference program; the negative impact from the elimination of the Travel & Conference program was significant, so we intend to reinstate this program with the expectation that recipients of these funds will be strongly encouraged to share what they learn with appropriate faculty and staff.

    6. Upgrade computer systems for Faculty Coordinator, Secretary III and Student Assistant; current computer systems are very old and threaten to fail at any time

    Current Revenue Stream

    All Professional Development funding is derived from the District.

    Augmentation Requests

    Original Priority Funded Program, Unit, Area Resource Type Description Account Number Object Code One-Time Augment Ongoing Augment Supporting Rationale
    1 Yes Professional Devleopment Operating Expenses Ongoing program budget expenses 11.000.400.1.675000 54500 $0.00 $88,000.00 Budget has been declining for several years with the deletion of travel and conference funding being the most notable. This amount would allow the program to maintain current level while adding back $20,000 in T&C funding.
    2 Yes Professional Development Personnel Increase of reassign time for Faculty Coordinator 11.000.400.1.675000 51240 $0.00 $22,500.00 Time is necessary for coordinator due to major revisions of faculty flex tracking, heavy workload, needed innovations, and coordination of overall program direction with classified and MSC coordinators.
    3 Yes Professional Development Personnel Restoration of Administrative Secretary III to 12 month contract 11.000.400.1.675000 52120 $0.00 $4,035.00 Restoration of position to 12 months annually from current reduction to 11 months. Reduction has impacted essential support and in particular affects the workload of Faculty Coordinator during preparations for August flex week.
    4 Yes Professional Development Facilities CFE electrical outlet additions 11.000.400.1.675000 56220 $6,000.00 $0.00 The CFE needs an electrical upgrade to maximize use of facility.
    5 Yes Professional Development Personnel Student assistant 11.000.400.1.675000 52368 $0.00 $4,500.00 Student assistant funds can be Federal Work Study. Essential to record and track faculty flex hours.
    Total(s) $6,000.00 $119,035.00