MT. SAN JACINTO COMMUNITY COLLEGE DISTRICT
BUDGET DEVELOPMENT FISCAL 2012-2013
Resource Allocation Proposal
Originator:
Janice Levasseur, MSJC SI Coordinator
Program or Department Name:
Supplemental Instruction (SI)
Area Dean:
Patricia James
Area Vice President:
Dr. Dennis Anderson
Campus:
ADMINISTRATOR USE:
2013-KK
___________________
district
Account Code:
Total Amount Requested:
?
One Time Funding ____
x
On Going Funding _____
Department Priority Ranking: _____of______
What are you requesting? Why is the request being made? Where was the need identified?
The purpose of this RAP is to request clerical support (8 hours) dedicated to the SI Program. As the MSJC SI
Program grows, both in number and in scope, it will be necessary to increase staffing as well, in particular the
addition of clerical support. Much of Mrs. Levasseur's time is spent doing clerical-type work: preparing
orientation and meeting materials, preparing time and effort forms for the grant supported SI Leaders, preparing
purchase requisitions for SI materials, submitting room reservation requests, etc. All these tasks are necessary
for the continued success and growth of the SI program, however, as the program has grown these tasks are
taking up an increasing amount of Mrs. Levasseur's time.
Demonstrate how your request is supported by your a) Program Review/Annual Program Assessment and b) CLO/PL0/AUO/SLO
a)
The first SI Program Review was recently completed for academic year 2010-2011. Stated in that program
review: Topic 1.2 -- The SI Program is in need of a clerical assistant with hours dedicated to the support of SI.
Aside from the hire paperwork, time sheets and grant Time and Effort Forms, the clerical assistant would help
with the copy requests from the SIL (session worksheets, promotional material), preparation of orientation and
meeting materials, and room requests. The clerical assistant would also assist with the preparation,
dissemination, and collection of end-of-the-semester SIL evaluations. Having a clerical assistant will relieve the
Coordinator of much of the clerical-type work, thereby allowing the Coordinator's time to be better spent on other
b)
aspects
of the SI Program (evaluation of SI sessions, data analysis and reporting, program development, faculty
outreach, etc.)
The SI Program impacts all SLOs (for the SI Students) and PLOs (for the SI Leaders and SI Mentors). The SI
Learning Outcomes were established and measured for the first time in the Spring 2011 semester. SI Student
SLOs are: 1) "SI Students will demonstrate a deeper understanding of course material through improved test
grades and overall class grades"; 2) "SI Students will demonstrate higher results in the course SLOs"; and 3) "SI
Students will employ an improved study skills set." PLOs for the SI Leader are: 1) "SI Leaders will identify
multiple services available to assist students", 2) "SI Leaders will integrate effective study skills into the SI
sessions", and 3) "SI Leaders will judge accurately their effectiveness as an SI Leader. The PLO for the SI
Mentor
is "SI
Mentors
will judge accurately
the effectiveness
ofDepartmental
the SI Leaders
they mentor." (Note: the current
Provide link
to Program
Review/Annual
Program Assessment
(Do not link to
J Drives)
measurement tool for this PLO has proven to be ineffective and will be modified for the Spring 2012 semester.)
The clerical support would allow the SI Coordinator more time to review current SLOs and develop further SLO
Provide link to CLO/PLO/AUO/SLO
measurement
tool and revise tools already in existence based on feedback from current SLO results. The clerical
http://www.msjc.edu/SI/Pages/SI-Facts.aspx
would
assist with the SI SLO data entry into Elumen and with the collection of the SLO data from the courses
supported with SI.
Page 1
2/14/2012
Describe your goal(s) for this proposal? How will this impact students or institutional services?
The goal of increased clerical support is to allow the redirection of the SI Coordinator's time. The data collection
for the SI Program is extensive and has allowed for the programs growth. Currently, the SI Coordinator is
responsible for a majority of the SI Program, including all the clerical-type work (preparing orientation and
meeting materials, preparing time and effort forms for the grant supported SI Leaders, preparing purchase
requisitions for SI materials, submitting room reservation requests, web site maintenance, etc.) The time spent
doing these tasks could now be spent on the other aspects of the program including but not limited to faculty
outreach, marketing, data analysis and research, the development of further training materials, and SLO
development and revision, a longitudinal analysis of persistence data, an analysis of the effects on the SI
Leader. The MSJC SI Program is constantly evolving, using past experiences to guide future plans and maintain
the quality of the program.
What are some measureable outcomes that will lead to you meeting your goal(s)?
In addition to the standard data analysis and reporting, the coordinator's time will be redirected to the reporting
and evaluation of the program in order to maintain the quality of MSJC SI.
For example, a Logistical Regression Analysis was done on data collected from all classes supported with SI in
the Spring 2012 semester. SI participation was found to be a significant factor when predicting successful
completion of a course. Controlling for the other variables considered, students who attended SI regularly
(average of twice a week) had a predicted success rate of 96%. On the other hand, students who did not
participate in SI had a predicted success rate of 66%.
Completion and reporting of similar data analyses as well as new longitudinal and persistence studies would be
possible through the redirection of the SI Coordinator's time.
What are the steps that you will take or need to be taken to implement this proposal? Please provide the what, when & how. (Implementation Plan)
1. A Clerical Assistant IV from the MVC LRC would be identified.
2. He/She would be trained in necessary SI duties and processes by Mrs. Levasseur as well as the
administrative assistance involved with the SI Program: Ms. Shelley Wertman-Excel (LRC funded sections), Ms.
Martha Crawford (HSI Title V grant funded sections), Ms. Jenelle Hampson (BSI funded sections), and Ms.
Kirstin Hopkins (STEM grant funded sections).
3. As the SI program continues to expand in depth and scope, there will be a demand for increased clerical
assistance. Mrs. Levasseur will continue to pursue additional hours through Program Review and RAPs.
4. Mrs. Levasseur will work towards the establishment of a full-time clerical dedicated to the SI Program.
Page 2
2/14/2012
Describe how your request is aligned with the following Annual Institutional Goals and incorporate how they support the Strategic Plan Goals.
Student Success
1. Improve course completion rates
2. Accelerate "time to completion" rate for those students pursuing a transfer track.
3. Integrate learning, engagement, access & Teaching initiatives that support student academics & personal growth.
Supplemental Instruction (SI) has proven to be a viable program that positively impacts student success at
MSJC. There is ample in-house data to demonstrate that students who participate in SI succeed at a higher rate
(76% vs. 56%) and withdraw at a lower rate (9% vs. 22%) than their non-SI counterparts. A recent analysis of
MSJC SI data revealed that if a student does not attend SI, the probability of successfully completing the course
is only 66%. However, if a student attends SI at least once a week, the probability of successfully completing
the course increases to 87%! SI sessions integrate "what to learn" (course content) with "how to learn" (study
skills strategies). (Note: these results mirror SI results from other colleges/universities.) Further, one of the
goals of SI is that SI students take the strategies they learned from SI and apply them to all their classes,
whether those classes have SI or not.
Also, as with many schools, several of the MSJC Learning Communities have an SI component. The pairing of
these two
student
success initiatives have positively impacted student performance. In addition, the MSJC SI
Fiscally
Sound
Position:
Program
haspursuit
incorporated
Reading
Apprenticeship
4.
Intensify the
of grants, contracts
and other
income streams(another student success innovation) by training all SI
5.
Become aingreener
campus
at all four that
learning
sitesin turn pass on to the SI participants.
Leaders
reading
strategies
they
SI
has been
written of
into
of the
three
recently
awarded
grants
SI has proven
Lastly,
the benefits
thethe
SI Instructional
Program areComponent
not limited to
students
who
participate
in because
the SI sessions.
The SIto
be
effective,
measurable,
and
cost
effective.
When
the
CCRAA
Title
V
STEM
Grant
(2008-2011)
received
Leaders, themselves, benefit from their leader experience.
$60,000 in additional funding, half of that was allocated directly to the SI component doubling the SI support of
STEM
courses.
Comparing
SI tothe
tutoring,
SI sessions
have
to average
3 students
review session
The clerical
support
will provide
additional
resources
needed
to run an
efficient per
andSI
effective
program.to be
as cost effective as one-on-one tutoring. While end-of-the-semester data have shown that some sessions have
not been cost effective, a vast majority have been , averaging between 3 and 13 students per sessions.
Sections that are not cost effective are reevaluated for SI fund allocation.
Systematic Planning and Assessment:
6. Emphasize college-wide data driven assessment & decision-making utilizing internal and external data.
Ample data is collected on the effectiveness of SI in classes and with instructors. For each class section of SI,
data collection consists of: census roster data, SI session attendance, exam scores, SI Leader evaluations by
students and faculty, final class grades. At the conclusion of the class, a full report is submitted to the SI
Instructor, the SI Leader, and the appropriate deans and grant project directors. The report includes a GPA,
success rate, and attrition rate summary for the SI group versus the non-SI group. If a class's SI data is
consistently "up-side-down" (the non-SI group outperforms the SI group), then SI support is suspended while the
phenomenon is investigated (e.g. SI support for Math 96.)
Also, Mrs. Levasseur coordinates with Alma Ramirez, the Learning Communities Coordinator, in supporting one
of the classes in a Learning Community with Supplemental Instruction.
Institutional Pride and Organizational Culture:
Lastly, Mrs. Levasseur works closely with Charles Hawkins, Associate Dean of Research and Plannin, in order
7. Promote quality institutional communication as a key priority and practice.
toAdvance
assess&where
is most
needed
best suited
MSJC.
Any class
with &
a employee
low success
rate
and a high
8.
celebrateSIstudent
learning,
sense and
of community,
safe &atpositive
environment,
diversity,
& student
pride.
attrition
rate
are
potential
candidates
for
SI.
9. Promote more student engagement in campus life
The clerical
MSJC SI
Program
become
recognized
as a successful
of student
support
at MSJCamount
and receives
The
support
will has
provide
the additional
resources
neededform
to manage
the ever
increasing
of data
campus
wide
support
from
the
students
to
the
administration
and
Board
of
Trustees.
The
inclusion
of
SI
as an
to be monitored.
instructional program in the three most recently awarded grants and in the 1st annual Student Success Summit
in April 2011 has further propelled the reputation the MSJC SI Program forward. The MSJC SI Program is
striving to be a model program on campus, leading the way in data analysis and reporting, that other programs
can emulate.
The benefits of SI are countless. First, a culture of SI is being established at MSJC. Students are actively
participating in SI sessions and building their network of peers at MSJC (often SI students enroll in future
classes together.) SI Leaders and SI Mentors are viewed as campus leaders with many participating in SGA
(the SGA President and VP are both SI Leaders), campus clubs (many campus club officers are SI Leaders),
and the Honors Program (several award winning Honors projects were done by SI Leaders.)
Page 3
2/14/2012
Further, asides from the academic benefits the SI students reap, the SI Leaders and SI Mentors gains are
tremendous too. SI Leaders gain academic benefits through the additional exposure to the course material. SI
Community Partnerships and Service
10. Increase the college's visibility, value, & recognition in our service area.
11. Intensify our reputation as a leader & important partner in all communities that we serve.
12. Enhance our interaction between MSJC faculty & staff and the staff & faculty from area middle schools, high schools, colleges & universities.
In addition to the reputation the MSJC SI Program has established within the district, the MSJC SI Program has
cultivated a reputation in the area and is known for its extensive data reporting. Janice Levasseur has recently
assisted with the development of SI program at three other colleges in California and has provided consulting for
an existing one. The consulting opportunities have enhanced the MSJC SI Program's reputation as a model
prestigious program. Also, the California Community College Success Network (CCCSN) listed the MSJC SI
Program top of their list of "effective practices and exemplary programs".
Further, MSJC SI Leaders have been able to take what they have learned from their MSJC SI experience:
1. A MSJC SI Leader transfered to UCR and was hired on as an SIL to support a class at UCR that had never
been supported with SI before.
2. A MSJC SI Leader applied the collaborative learning strategies learned as an SIL when volunteering at her
daughter's after school homework club at a local charter middle school.
3. A MSJC SI Leader is utilizing the group facilitation skills he learned as SIL to the mandatory group study
sessions he runs for the Writing Center at Cal State Pomona. Another MSJC SIL also utilizes the group
facilitation he has learned as SIL to conduct mandatory study sessions at Palomar.
The clerical support will provide the additional resources needed to further promote the MSJC SI Program.
Demonstrate how your proposal is supported by the 2009-16 Educational Master Plan:
SI was mentioned in the 2009-2016 Education Plan under the "Future Plans" section of the MVC Learning
Resource Center. The MSJC SI Program works in collaboration with the Learning Resource Center; any
additions to the LRC can mutually benefit the SI Program.
For ADMINISTRATOR USE
Demonstrate how this proposal is supported by your Unit OR Division Plan. Provide link to Unit/Division Plan.
Page 4
2/14/2012
Projected Expense Profile
New Personnel Request--This does not include Full Time Academic Faculty Positions.
For personnel requests please attach the job description, job classification and label "Exhibit I."
Position Title:______________________________________
1XXX
Academic Salaries (Certificated)
3XXX
Benefits*
Estimated Cost
$0.00
Position Title:______________________________________
1XXX
Academic Salaries (Certificated)
3XXX
Benefits*
Estimated Cost
$0.00
Position Title:____________________________________________________
10, 11 or 12 Months
2XXX
Classified/Non Academic Salaries
3XXX
Hours per Week_____
Benefits*
$0.00
Position Title:____________________________________________________
10, 11 or 12 Months
2XXX
Classified/Non Academic Salaries
3XXX
$0.00
Hours per Week_____
Benefits*
Sub Total:
$0.00
0
*Fixed Costs are automatically calculated in the above chart.
Non Personnel Requests:
Object CodeTitle
Amount Requested
4XXX
Supplies and Materials
5XXX
Services
6XXX
New Equipment or Building/Site Improvements
Sub Total:
Total Budget Proposal:
Page 5
0
0
-
$0.00
2/14/2012
Secondary Effects (if this proposal is approved)
For Personnel Requests:
What additional space, if any, is needed to accommodate this position? If so, where is the proposed location?
No additional space would be needed to accommodate the clerical hours since it is the intention that the 8 hours
would augment a current clerical assistant's assignment.
For Equipment and Technology Request
Will additional space be needed to accommodate requested equipment? If so where is the proposed location?
N/A
Will requested equipment require maintenance agreements and or support personnel? If so what are the projected costs?
N/A
Please list future year anticipated needs and estimated financial needs. NOTE: This section refers to any anticipated funding not addressed by this
RAP, but required in the future. This will not be automatically funded. A new RAP must be completed in future years.
Fiscal Year
Anticipated Need
Estimated Amount
2013-2014
further clerical support (8 additional hours -> 16 hours of clerical support)
2014-2015
further clerical support (8 additional hours -> 24 hours of clerical support)
2015-2016
further clerical support (8 additional hours -> 32 hours of clerical support)
Dean Approval
Date
Vice President Approval
Page 6
Date
2/14/2012