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

trans.for.ma.tion

A butterfly is not an improved version of a caterpillar.

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

Questions?