Download - MVC State of the College 2019
State of the CollegeAugust 22, 2019
Robin L. Steinback, PhDPresident
Carlos LopezVice President, Academic Affairs
Dyrell Foster, EdDVice President, Student Services
Nathaniel Jones III, PhDVice President, Business Services
Sara Nafzgar,Assistant Professor Communication Studies
Met.a.mor.pho.sis
Planning
Restructuring for Student Success
Becoming a More Culturally Responsive College
DLRGroup MORENO VALLEY COLLEGE COMPREHENSIVE MASTER PLAN
Facility Master Plan: 2019-2030
ACA
WEL SC
LLRCSCI
FPACFPAC
ECEC
KIN
ATH
ECHS
O&M
ACA
ACA
Major Building Reconstruction/ Renovation
New Construction
NEW CONSTRUCTIONApprox. 400,000 GSF
BUILDING RECONSTRUCTIONApprox. 55,000 GSF
Strategic PlansComprehensive Master Plan [Education Master Plan Education Master Plan (http://www.mvc.edu/cmp) Campus Forum: Friday, September 6 from 10am-1pm (lunch provided)
Facilities Master Plan Approved by the RCCD Board of Trustees on June 11, 2019
Student Equity Plan Pending approval by Academic Senate, SPC, & RCCD Board of Trustees
2018-2023 Integrated Strategic Plan Updated Goal Objectives to align with RCCD Strategic Plan First assessment cycle during 2019-2020
Enrollment UpdateFall 2018 Fall 2019
Headcount: 9,833 9,952
Average Units: 7.23 7.69
% in 12+ Units: 18.24% 24.41%
2019 - 2020 FTES Target: 7272.00
Summer 19 FTES: 697.90 (+31.72 to target)
Fall19 FTES Projected: 3121.82 (+12.98 to target)
*Scheduling for 2019-2020 must be significantly more efficient. Per the new RCCD Budget Allocation Model, each college is responsible for covering all costs associated with part-time faculty and overload.
Guided Pathways - Design PrinciplesStudent CenteredDesigned with student experience, completion, and reduced time to completion.
Equity FocusedFounded in social justice and committed to eliminating equity gaps.
EmpoweringGrounded in culturally responsive practices and empowering our diverse college community.
Inclusive and TransparentBased on equal opportunity and access to information/resources for all stakeholders.
CollaborativeCommitted to deep collaboration between Academic Affairs and Student Services to transform teaching, learning, and support services.
Guided Pathways: 2019-2020 Year of Action Build Core Team and Task Forces Program mapping drafts completed and finalized during Fall
2019 Final program maps integrated into EDUNAV for November
2019 roll out Finalize School structure for Fall 2020 implementation and
roll out Onboarding redesign with enhanced Career exploration
opportunities Website Redesign
Guided Pathways: 2019-2020 Year of Action Begin implementation of Student Success Team model Develop counseling and Educational Advisor caseload
approach Research and develop faculty mentoring Assess Guided Pathway Key Indicators included in the
2018-2023 Integrated Strategic Plan Develop additional guided pathways momentum points
based on MVC data Professional Development
Caring Campus InitiativeCore Commitments: Nametags worn by everyone with
“MVC Cares: How can I help you?” Learn and use students’ names Use personal referral forms (with
maps) Provide donation boxes for toiletries
and food supplies for students in need
Provide food vouchers to Lion’s Den for students in need
Administer point of service surveys to obtain on-going student feedback
Purpose: To increase student connectedness to the college, which leads to increases in student engagement and success
Student Surveys SENSE Survey (Survey of Entering Student Engagement) Assesses: first impressions, intake process, interactions, challenges and supports 63 sections have been randomly selected 4th and 5th weeks of the fall semester; 45 minutes to administer and complete Courses: English Composition Elementary/Intermediate Algebra, College Geometry Reading for Academic and Life Long Literacy, Critical Reading as Critical Thinking Introduction to College, College Success Strategies, Career Exploration
National Assessment of Collegiate Campus Climates Survey USC Center for Race and Equity Center Assesses: institutional commitment, mattering, racial learning, racial stress, racial
engagement Survey is emailed to students directly
Facilities Update iMake Innovation Center
TRiO Program
Guardian Scholars
Physics Lab
Additional Faculty Office Space – PSC 14
Welcome Center
BCTC Corrections Platform Phase I Building
Opportunities For Engagement Community Welcome Day:
2nd Annual President’s Dinner: Thursday, October 3, 5:30pm, March Air Museum Nominate an Outstanding Alumnus of the Year http://www.mvc.edu/president/alumnus.award.cfm
Helps students stay organized, connected, and on track
New EmployeesAdministrators:
Dr. Lawanda Hall, Director, Disability Support Services
Sandra Rivas, Early Childhood Education Center Manager
New EmployeesClassified Staff:
Joseph Botello, Groundsperson
Julieta DeAnda, Officer, Safety and Police
Devoree Ealy, Grants Administrative Specialist
Peggy Negrete, Student Success Coach
Sylvia Livingston, Student Success Coach
Danielle Study, Institutional Research Specialist
New EmployeesFaculty
Emma Pacheco, English, Puente Program
Nancy Aguirre, Administration of Justice/Law Enforcement
Dr. James Bany, Sociology
Gabriela Florido, Mathematics
Dr. Edward Rice, Journalism
New EmployeesFaculty
Jennifer Willey, American Sign Language
Dr. Gabriel Murillo, Mathematics
Dr. Sumana Pasala, Biology
Thomas Yancey, Kinesiology
Catherine Lahren, Dental Assisting
FY20 BUDGET OVERVIEW
District Budget OverviewNew District Budget
Allocation Model (BAM)Implications of the New
BAM for the College
FY20 RCCD BUDGET & MVC IMPLICATIONS Established new BAM Principles
FY19/20 Hold Harmless Budget – Assess & Refine Model
Cost per FTES Exchange Rate (For FY20/21 Budget)
Median cost/FTES per Grouping (STEM, Lib. Arts, CTE, Unique)
FTES data source to be EMD (by TOPs codes)
Establishes minimum College reserve of 1% (PY Expenditures)
College accountability for FTES target shortfalls
College retention of budget savings balance based on approval of requested funds for specific uses
College responsible for operating within allocated PT faculty & Overload budgets
Model doesn’t include student access & success measures at this time
No agreement yet on the treatment of the District Office expense budget
Implications
Continued effort to enhance efficiency
Continued effort to increase student enrollment through retention and outreach
Examine and reduce operating costs where possible
Enhance monitoring & reporting on FTES production & costs
Increase funding from extramural sources
Set College level policy for use of reserves
Continue to advocate for the inclusion of student access & success measure into the BAM
FUTURE FY20 BUDGET & RESOURCES ALLOCATION UPDATES
Resources Sub-committee Meeting
Budget & Business Services College Forums
SPC Meetings