The Butte College Public Safety Education & Training Center educates and trains students to serve and protect the public in a highly competent and professional manner.
The Administration of Justice Program generates approximately 154 FTE. Reduced from two in the mid-2000s, there is currently one full-time tenured instructor, assisted by eight active associate faculty. These faculty members combine their efforts to provide approximately sixteen scheduled class sessions per semester for certificate, degree or transfer degree purposes, as follows: 1. AS Degree in Criminal Justice (Designed for transfer to CSU, Chico) 2. AS-T Degree in Administration of Justice (Designed for guaranteed transfer to a campus in the CSU system) 3. AS Degree in Administration of Justice (Career/Technical) 4. AS Degree in Court Personnel/Pre-law (Career/Technical) 5. Certificate of Achievement in Administration of Justice (Career/Technical) 6. Certificate of Achievement in Court Personnel/Pre-law (Career/Technical) All pedagogical caps have been reviewed and are appropriate. It should specifically be noted that although the ped caps are appropriate for the demand and the ability of the instructors, at 64 for most of the classes, they are generally higher than many, if not most other Butte College courses.
Generally, there have been no significant recommendations related to outcomes assessment. However, as faculty have developed greater understanding of the SLO/PLO assessment process and purpose, they have almost universally indicated plans to modify various quiz/exam questions in order to better measure the degree to which students have learned various outcomes.
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College |
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Program |
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Indicator |
Source |
2013-2014 Performance |
Standard |
Five Year Goal |
Fall 2014 Performance |
Standard |
Five Year Goal |
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Course Success |
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- Overall |
PDR |
71.1% |
70% |
73% |
69.2% |
65% |
75% |
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- Transfer/GE |
PDR |
71.5% |
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73% |
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- CTE |
PDR |
75% |
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77% |
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- Basic Skills |
PDR |
51.7% |
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55% |
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- Distance Ed (all) |
PDR |
62.5% |
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64% |
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Persistence (Focused). Note: The Persistence (Focused) that is included in the PDR is a different indicator than the three-primary term persistence indicator, from the state Student Success Scorecard, that is used to measure institutional persistence. The Focused Persistence indicator measures the percentage of students that took a second course in a discipline within one year. There is no relationship between the college and program standards in this area. |
PDR |
72.6% (Three-Term) Scorecard |
67% (Three-Term) Scorecard |
75% (Three-Term) Scorecard |
47.9% |
38% |
50% |
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Degrees |
PDR |
1,455 |
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1,600 |
AS: 18 AS-T: 18 |
30 |
45 |
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Certificates |
PDR |
366 |
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475 |
CA 15 |
CA: 10 |
CA: 25 |
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Developmental Strand Completion |
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- English |
State |
42% |
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45% |
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- Math |
State |
30.7% |
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33% |
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- ESL |
State |
25% |
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28% |
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Licensure Pass Rates |
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- Registered Nursing |
SC |
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- Licensed Vocational Nursing |
SC |
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- Respiratory Therapy |
SC |
100% |
80% |
100% |
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- Paramedic |
SC |
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- Cosmetology |
SC |
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- Welding |
SC |
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Job Placement Rates (Welding) |
PIV |
81% |
75% |
85% |
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1. Embracing and reinforcing a culture of completion and academic acheivement (Strategic Initiative #1) by doing such things as making career and transfer pathways clear and easy to navigate and conducting strategic scheduling of courses to achieve availability on camous, in Chico, in Glenn County and on-line.
2. Supporting student, faculty and staff success (Strategic Initiative #2) by doing such things as providing for the availability of large classes in order to minimize wait time for entering particular courses, encouraging and supporting wellness among faculty and staff, and developing and promoting plans to fill leadership voids in the Department/discipline.
3. Using data informed processes (Strategic Initiative #3) for such things as identifying recommendations for course and program changes based on SLO assessment and tracking student success.
Recommendations implemented: 1) Developed AJ 10 Juvenile Procedures course in on-line modality; 2) Have continued to add PT faculty; 3) Have begun to reestablish the presentation of a variety of AJ courses at the Chico Center at night.
Recommendations to be implemented:
1) Continue to pursue the addition of a second full-time AJ faculty member; we have been requesting a new faculty member for several years and we continue to participate in the annual prioritization process.
2) Continue development of a strategic schedule which will allow for the presentation of even more AJ courses at night at the Chico Center; 1-2 courses have been added to the night schedule at the Chico Center, however, in-depth strategic consideration has been delayed due to the absence of leadership in the discipline.
3) Continue to pursue the development of other AJ courses in on-line format; AJ 10 will be presented in an online format for the first time in Fall 2016. At this point, no other courses are being considered in the online format.
4) Consideration should be given to having regularly scheduled Department meetings with all faculty members. This continues to be a challenge in this area due to lack of leadership in the discipline.
1. Institutionalize formal leadership/chairmanship of the Department.
2. Institutionalize adequate clerical support for the Department.
3. Formalize coordination with the Criminal Justice program at Chico State.
4. Separate from the standard Curriculum Review process, conduct an in depth strategic review and assessment of current AJ courses and anticipated AJ course needs for the future.
Strategy 1 - Coordination With CSU Chico
Enhance coordination with the Criminal Justice Degree Program at CSU Chico to support and encourage students graduating with associate degrees to matriculate into related baccalaureate programs and/or from baccelaureate programs into a law enforcement academy.
Strategy 2 - Comprehensive Course Review
Conduct a comprehensive review of the Administration of Justice/Criminal Justice degree programs and all associated courses, verify continued relevance of presented courses, identify gaps in courses available vs. demand of the regional student population and needs of related career fields, and propose development and implementation of program adjustments as deemed appropriate.
Strategy 3 - Faculty Resource Enhancement
This entire degree program is operated, essentially, on the back of one full-time faculty member. Although there is use of part-time faculty, and it will be a priority in the future to identify and employ additional part-time faculty, our ultimate desire is to pursue the addition of a second full-time faculty member for this popular major.
With a generally senior faculty consisting of one FT and 8 PT members, and very specialized experience required for teaching some core AJ courses, it will be imperative that efforts be made to engage in strategic and succession planning for the future. Based upon the indicated plans of various faculty members, there is a significant chance that many/most senior members may be gone within 2 years.
Strategy 4 - Leadership in the Discipline
In order to insure there is adequate leadership for all of the programs and disciplines included with the PSETC, the following is needed: 1) Increase the 60% Management Range #20 PSETC Director position to 100% at Management Range #24 or 25; and 2) establish a Chair position which could be responsible for AJ and FSC together.
Administration of Justice, Fire Technology, the Fire Academy, the Fish and Wildlife Academy, the State Parks Academy and the Basic Law Enforcement Academy are combined under the umbrella of the Public Safety Education and Training Center (PSETC). The Director position for the PSETC is a 60% position at Management Range #20, and is responsible for 2 FT faculty, 3 FT clerical support personnel and 275 PT associate faculty and classified employees. There are no Department Chairs for AJ or FSC, and the PSETC Director has been acting as the Chair for over 3 years. The Director position as it currently exists is a hybrid consisting of the following: 1) Academic Manager; 2) Department Chair; 3) Peer to Deans and Directors, who occasionally serves as Acting Dean and has even served as Acting Vice President in the absence of all other administrators; 4) Subordinate to Deans. The Department has responsibility for 7 different AS degrees, 6 Certificates of Achievement, 5 small certificates, and more than a dozen industry-specific professional certificates. Over the last 3 years, the number of law enforcement academies presented annually has doubled (from 2 to 4), and the ped caps in all AJ and FSC classes are among the highest in the District. Anecdotally, it is noted that few, if any, other community colleges place such a significant load on a part-time hybrid position such as Butte's. Rather, industry practice seems to be based in a clear division of management responsibility based on a separation of the various programs and disciplines. With no Chairs for the academic disciplines, and only a part-time Director, the cumulative responsibilities for all of these programs and disciplines are impossible to keep up with. It has become clear that there are two significant needs for the Department: 1) The PSETC Director position needs to be full-time; and 2) There needs to be a Chair assigned to AJ and FSC (one part-time chair could handle both disciplines). In the event it was decided not to establish a chair position for the academic programs and to have the PSETC Director position continue those duties, it would be even more imperative that the Director position be full-time. Additionally, when comparing the responsibilities and span of control of the PSETC Director to other District disciplines, it becomes addtionally clear that it would be appropriate for the PSETC Director compensation to be minimally at Management Range #24, if not 25.
Strategy 5 - Department Administrative Support
Create new half time (.5) Secretary I position to provide administrative/clerical support to the PSETC.
The workload in the PSETC has reached a point where the 2 full time secretaries are each responsible for three academies a year + an academic discipline (either AJ or FSC), and the program Assistant is perpetually immersed in processing employment applications, managing the budget and paying bills for all of the Department's programs. As such, the Department has come to depend on Student Assistants to provide front counter/receptionist coverage in the PSETC office. As the Department is very fast paced, and there are a myriad of confidential records related to academy students that must be handled, processed and filed it has been challenging to find students who can keep up with the pace. The addition of this lower level clerical position would insure that there is receptionist/counter coverage during peak hours and reduce the challenge of trying to find students who can keep up with the pace of the office.
None
None
| 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 | PSETC - Administration of Justice | Personnel | 11 000 511 1 601000 | 51230 | $0.00 | $90,501.00 |
| Wages and benefits to increase PSETC Director from 60% to 100% and change to Range 25 | Administration of Justice, Fire Technology, the Fire Academy, the Fish and Wildlife Academy, the State Parks Academy and the Basic Law Enforcement Academy are combined under the umbrella of the Public Safety Education and Training Center (PSETC). The Director position for the PSETC is a 60% position at Management Range #20, and is responsible for 2 FT faculty, 3 FT clerical support personnel and 275 PT associate faculty and classified employees. There are no Department Chairs for AJ or FSC, and the PSETC Director has been acting as the Chair for over 3 years. The Director position as it currently exists is a hybrid consisting of the following: 1) Academic Manager; 2) Department Chair; 3) Peer to Deans and Directors, who occasionally serves as Acting Dean and has even served as Acting Vice President in the absence of all other administrators; 4) Subordinate to Deans. The Department has responsibility for 7 different AS degrees, 6 Certificates of Achievement, 5 small certificates, and more than a dozen industry-specific professional certificates. Over the last 3 years, the number of law enforcement academies presented annually has doubled (from 2 to 4), and the ped caps in all AJ and FSC classes are among the highest in the District. Anecdotally, it is noted that few, if any, other community colleges place such a significant load on a part-time hybrid position such as Butte's. Rather, industry practice seems to be based in a clear division of management responsibility based on a separation of the various programs and disciplines. With no Chairs for the academic disciplines, and only a part-time Director, the cumulative responsibilities for all of these programs and disciplines are impossible to keep up with. It has become clear that there are two significant needs for the Department: 1) The PSETC Director position needs to be full-time; and 2) There needs to be a Chair assigned to AJ and FSC (one part-time chair could handle both disciplines). In the event it was decided not to establish a chair position for the academic programs and to have the PSETC Director position continue those duties, it would be even more imperative that the Director position be full-time. Additionally, when comparing the responsibilities and span of control of the PSETC Director to other District disciplines, it becomes addtionally clear that it would be appropriate for the PSETC Director compensation to be minimally at Management Range #24, if not 25. Proposed ongoing augmentation request is based on the difference between the Director's current rate of pay (60%, Management Range 20, Step E + 60% Benefits) and 100%, Management Range 25, Step E with 60% benefit rate. |
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| 2 | PSETC - Administration of Justice | Personnel | $0.00 | $12,500.00 | ||
| Department Chair for AJ and FSC | As noted in Future Development Strategy #4, AJ (and FSC) do not have a Chair. When the current Director of PSETC was hired in 2012 it was understood that the then Chair of EMS would also be the Chair of AJ and FSC. That employee experienced a variety of performance issues resulting in the inability to perform the duties of Chair for AJ and FSC. The Dean of CTE requested that the Director of PSETC handle these duties until a Chair could be identified. The need for leadership in the disciplines continues, and each of the FT faculty members in the two disciplines have expressed interest in taking on the duties of Chair. The amount proposed is based on the maximum Chair stipend available under the current contract. The actual stipend would have to be determined based upon whatever formula and standards are utilized for determining Chair levels. |
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| 3 | PSETC - Administration of Justice | Personnel | $0.00 | $25,000.00 | ||
| .5 Secretary 1 | As noted in Future Development Strategy #5, the workload of current admin support staff in PSETC limits the ability to provide front counter/receptionist coverage for the very busy PSETC office. The intensity and load of activity makes it especially challenging to find student assistants who are able to keep up. The addition of this position would allow for solid, reliable coverage in the office during peak activity hours. |
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