The office of Student Life is dedicated to providing student involvement and leadership opportunities that enhance the college experience and prepare students to contribute a diverse, dynamic and global society.
Our office supports 2 core programs including: � Associated Students (Student Government) � Inter Club Council / Clubs Our office also supports several core services, including: � Student Activity Card Production � Student Handbook Distribution � Poster Approval � Campus Events and General Campus Event Support � Student Leadership Development
Increase Advisor to 11 months
Having a supervisor in the office for an additional month was beneficial for planning for programs and services. They also were present to participate in campus wide planning efforts.
Additional club advisor stipends
When the District covers more of the faculty club advisor stipends, the AS can direct their funds towards other student-oriented initiatives on campus.
Involvement SLO: Understand student life programs and how to access involvement opportunities.
Reflection - We assess student understanding of our programs and how to access involvement annually at least one Student Life campus event during the spring semester. We have found the data to show that over the years shows student understanding is rising. However, we are continually working to increase our marketing and PR efforts and add creative approaches that are accessible to students. We have worked to increase our outreach & communication to students through social media, email and via our club network.
Leadership SLO: Students involved in leadership roles in the Student Life department understand their personal leadership style, stages of group development, and how to affect organizational change.
Reflection – In the past, we have used a pre and post assessment for our student leaders. We give the pre-test at the start of the summer training retreat and a post test at the end of their term (usually 1 year). Our past findings have reveal that even though students learn about their leadership style, group stages and change, we do not actively study or assess these subjects throughout their term. We currently do not use an assessment tool, however, we have expanded our training modules for AS and ICC officers on these topics and at least once each semester have asked our team to reflect on these topics related to their position and personal/professional development. This has been effective and useful.
Our department focuses on engagement and retention. Through the AS, Student Ambassador Program, and over 30 clubs, these opportunities help students feel more connected to the college and more supported as they pursue their academic goals.
We are actively working to integrate the club system with the Guided Pathways model to engage students outside of the classroom with activities and a support network related to their studies and career goals.
Our department primarily focuses on 3 of the district initiatives:
2. Supporting Student, Faculty and Staff Success
-We help students connect to the campus community through student leadership opportunities in the AS & clubs and through campus events and workshops.
-We foster student performance by promoting wellness in our events and programs.
-We provide student handbooks to students to support their academic success.
-We encourage engagement in campus decision-making by supporting students to serve on campus committees.
5. Modeling Sustainability
-We provide funding pathways for students, clubs and campus departments to be able to travel to professional conferences, organize campus activities & events, and/or fund research projects related to sustainability.
-In spring of 2018, we implemented a "sustainable purchasing policy" in the Student Life office and AS & ICC boards. We purchase green office products and give-aways, we recycle, focus on healthy food, and are mindful of our waste.
6. Enhancing a Culture of Inclusiveness
-We provide funding pathways for students, clubs and campus departments to be able to travel to professional conferences, organize campus activities & events, and/or fund research projects related to diversity, equity and inclusion.
-We model inclusiveness in the Student Life office by hiring a diverse student staff, providing diversity/equity/inclusion training to our staff, modeling the use of pronouns, supporting inclusive policies and procedures, and more.
We had three recommendations via Program Review in 2013.
Recommendation #1: Add permanent staff to the Culture and Community Center and the Sustainability Resource Center. The Culture & Community Center (CCC) has been transferred to the Office of Student Equity. The Sustainability Resource Center has been closed. We still stongly believe that the valuable students centers including the CCC, Queer Resource Center and the UndocuStudent Center should have permanent full-time staffing to best serve and support students.
Recommendation #2: Continue to explore ways to increase student awareness of the role the AS plays on campus and the opportunities available for student participation/representation. We have explored and implemented several strategies to increase student awareness of the role the AS plans on campus and the opportunities available for student participation and representation though our Student Ambassador Program, including: social media, online elections, use of campus televisions, professionalizing promotional materials. We also continually seek to improve and expand our training of student representatives so they are more prepared and effective in their roles.
Recommendation #3: Develop and administer surveys or other tools that measure student awareness of participation in AS sponsored activities, as well as the utilization of AS-run center/facilities. We have developed and administered surveys and other evaluation tools to measure student awareness of and participation in Student Life sponsored activities and related centers, including annual spring survey, event feedback forms, event participant feedback surveys, club member and Club Advisor surveys, Student Learning Outcome assessments. In spring 2019, we started to collaborate with the campus researchers to determine if students involved in clubs and the AS & clubs have higher retention and success rates. Preliminary results say "yes" yet we would like to collect additional data to confirm with more confidence.
1. Expand our training for AS & ICC Officers, Student Ambassadors, and club leaders to better prepare them to succeed in their positions to serve the college and gain professional skills.
2. Expand our recruitment & outreach strategies to increase student involvement from a wider student demographic base in the AS & ICC, Student Ambassador program, and clubs.
3. Better integrate equity and inclusion strategies into our training, programs and events to better serve a wider demographic base of students on campus.
4. Align clubs and student organizations with the new Guided Pathways model to provide access to additional experiences and support for students on their educational path.
5. Increase awareness of the AS & ICC funding pathways available to students, clubs and departments to encourage agency to produce more campus activities, events and projects.
6. Continue to collect and assess retention and student success data for students who are involved on campus (i.e. clubs, ICC, AS) to determine how participation compares to the general student experience and guide department development.
Strategy 1 - Refine our resources and training for AS & ICC Officers, Student Ambassadors, and club leaders to better prepare them to succeed
Expand our training for AS & ICC Officers, Student Ambassadors, and club leaders to better prepare them to succeed in their positions to serve the college and gain professional skills.
Student leaders in the AS and the Student Ambassador Program are representing over 9,000 students through managing budgets (from student fees) and participating on decisions making committees that influence policies and procedures at the college. They should be well prepared and confident in their ability to fulfill their positions and responsibilities.
Strategy 2 - Expand our recruitment & outreach strategies to increase student involvement in the AS & ICC, Student Ambassador program, and cl
We plan to expand our recruitment and outreach strategies to increase student involvement from a wider student demographic base in the AS & ICC, Student Ambassador program, and clubs. We would like to collaborate with the outreach efforts of Orientation, College Connections and the student engagement centers (i.e. CCC, Inspiring Scholars, Veterans, and the QRC).
Campus Clubs are a tremendous resource on campus and a great experience to augment learning in the classroom. Additionally, getting involved in a student leadership position in the Student Ambassador Program and/or AS is a great opportunity for students who want to expand their leadership skills.
Strategy 3 - Continue to collect and assess retention and student success data for students who are involved on campus (i.e. clubs, ICC, AS)
We want to evaluate students involved in clubs, AS, and the ICC to determine how participation compares to the general student experience and guide department development.
If we determine that students who participate in student life opportunities have higher retention and success rates, we will know that our department is helping students meet their personal goals and improving student achievement in general.
Strategy 4 - Align clubs and student organizations with the new Guided Pathways model to provide additional experiences and support for stude
We want to work with the Guided Pathways committee to integrate club information with each of the guided pathways.
We believe students who are involved on campus outside of the classroom are more engaged in their learning and sucessful in their academic goals. This will also give students additional experiences outside the classroom that they can use on transfer applications and further develop their skills in the related subject area.
Strategy 5 - Increase awareness of the AS & ICC funding pathways available to students, clubs and departments to encourage agency to produce
The AS has funding sources available to support independent campus initiatives directed by individual students/staff/faculty, clubs and/or departments. We wish to expand our marketing of these funding pathways to support more events, projects and research on campus. We have 2 spefic grant funds dedicated to the themes of sustainability and diversity, equity and inclusion.
There are many great ideas for projects, events and research that never happen because people don't know what resources are available to them. If more people know about the funding available, we may see many more inspiring events, projects and research come to fruition on campus to benefit the student experience.
Strategy 6 - Integrate equity and inclusion strategies into training, events & programs
We want to better integrate equity and inclusion strategies into our training, programs and events to better serve a wider demographic base of students on campus.
Student Life programs and events as well as clubs are aimed at all students on campus. Making sure we are integrating equity and inclusion strategies into our student leader trainings and program and event designs will support more students feeling included, welcome and safe participating in a club, a program or at a Student Life event.
In spring of 2018, the Student Life office gave up our regular meeting room in order to create the new Roadrunner Hub. We now do not have a regular meeting room for the AS & ICC boards. We would like to secure an on-going smart room appropriate for bi-monthly Inter Club Council (30-40 people) and weekly AS (15-20 people) board meetings. Currently, we are using the SAS 3rd floor board room for the Inter Club Council meetings. As for the AS, we have to find a new room each semester for the board meetings.
Every day-time main campus and Chico Center student is charged an $18 Student Activity fee. This fee generates approximately a $300K budget per academic year. Although, with the consistent decline in student enrollment, we have seen our income also decline. We also may face an additional decline due to CTE programs removing the fee for their students in the academies and other CTE programs that have full-day schedules.
All students are charged a $2 representation fee. $1 goes to the state to support SSCCC the other $1 supports representation of students at the local and state level. This generates approximately $18,000 per academic year, these funds are highly redistricted in use, mostly used to train student government officers and travel for state representation.
| 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 Student Life | Personnel | $0.00 | $8,997.00 | ||
| Personnnel | Our office supports the 13 AS officers, 35 Clubs, many campus-wide events & activities, student ID cards, and additional leadership development and campus engagement efforts. Currently, our supervisor is contracted for 10 months of employment and our other 2 permanent staff are contracted for 11 months. Thus, there is a supervision and support gap for our programs, services and staff. |
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| 2 | Student Life | Personnel | $10,000.00 | $0.00 | ||
| Club Advisor Faculty Stipends | Club advisors are essential to the success of clubs. Currently, we have 35 clubs that support over 225 student club members. Studies show that students who participate in extra curricular activities with supportive mentors are more likely to stay in school and succeed. Supporting clubs at Butte College is an important student retention strategy. |
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