P R E S I D E N T ’... Ap r i l 1 4 , 2...

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Office of the President
PRESIDENT’S ADVISORY COUNCIL NOTES
April 14, 2014
In attendance: President Maria Sheehan, John Adlish, Elena Bubnova, Kyle Dalpe, Thomas
Dobbert, Armida Fruzzetti, Julia Hammett, Andy Hughes, Estela Levario-Gutierrez, Fred Lokken,
Jeffrey Metcalf, Julie Muhle, Jane Nichols, Rich Olson, Inita Porter, Phil Smilanick, Rachel Solemsaas,
and Sharon Wurm. Absent: Tommie Guy, Janice Kruper and Stephanie Prevost, and Dave Roberts.
Guests: Michelle Noel, Patty Porter, Joan Steinman, Nicole Shimabuku, and Ron Marston.
1. Enrollment Strategies – Dr. Kyle Dalpe
Kyle reported that the Enrollment Team is looking at persistence rates of current students. For
new students, aggressive communications are being sent out through email, mailings, and
robocalls to encourage early registration for fall. Communications will also target current
students through their instructors to encourage and remind students to register early for the
fall.
2. Late Start Class Update (Ref#2) – Elena Bubnova
Elena reported that the majority of late starts are in the schedule. From spring enrollment,
10% are late start classes and 15% of current students are enrolled in a late start class,
which equates to 8% FTE.
Some late start classes were added by faculty to address specific student needs and some
were added due to demand (25%). Of the late start classes, 50% of late start sections are
under Applied Industrial Technology. Late start classes mirror overall student demographics
and the average credit load is higher than usual. Looking for more new students to take late
start classes as 87% are continuing students and only 24 new students enrolled only in late
start classes.
3. Strategic Master Plan Update (Ref#3a, 3b, 3c) – Dr. Rachel Solemsaas, Ron Marston
Rachel reported that the last time the Strategic Master Plan (SMP) was presented was
December 2012. The SMP update swaps Core theme 1 and 3, similar to Year One
Accreditation Report. The SMP Update converts initiative statements to objective statements,
replaces objectives with measures, and appropriate NSHE performance measures were added
(see Reference #3a). The Update also includes the Interpretation of Fulfillment of the
Institution’s Mission (see Reference #3b). A copy of the TMCC Strategic Mater Plan, dated
June 2014 can be reviewed at Reference #3c (which is attached).
4. Merit Pay Policy Final Reading/Recommendation – Ron Marston
Ron reported that no issues have been raised since last presented. The policy adequately
describes who it covers and no changes since last reading. In addition, there were no
responses from the all mailboxes communication for feedback. Ron thanked Michelle Noel and
Tommie Guy for all their work on updating evaluation tools to accommodate this policy. The
creation of the policy has been data driven and has been a collaborative process. The
Committee’s work is close to being done and is being presented to Faculty Senate on Friday,
April 18, and if it passes, it will be finished. Throughout this process, the communication has
been through open meetings, emails, etc. The academic performance evaluation tool has gone
through Professional Standards and now to Faculty Senate for approval and finally to the Vice
Page 1 of 3; President’s Advisory Council Notes
TMCC is an EEO/AA institution. See http://eeo.tmcc.edu for more information.
Created: 6/10/2014; Rev: 6/10/2014
President of Academic Affairs. Ron reported that he shared the policy with Chancellor Klaich
last week and is currently waiting to hear back from him.
Ron reported that there is no movement on process for Section 3 of the policy (NFA contract),
as the Committee is waiting for other pieces to fall into place, i.e. Inclusion in bylaws and then
Faculty Senate approval. The draft of proposed changes to the NFA contract has received no
responses from NFA membership, however, Julia Hammett, NFA President, reported that the
NFA vote will be this semester.
Finally, a new academic faculty evaluation form needs to be created to incorporate all the new
changes and then it can be moved forward.
5. Policy Readings (Ref#5a, 5b, 5c) – Dr. Kyle Dalpe
1st Reading:
Update to Instructional Space Assignment (feedback requested)
Some discussion to revise wording of the policy. It was reported that Faculty Senate
Committee meetings are scheduled a year in advance due to their bylaws so possibly revise
“every attempt will be moved to an alternative space” and consider it tentative instead.
2nd Reading:
Computer/hardware/software purchases – no comments
Sustainability Policy – This is a broad policy backed up with procedures (contacting
individual departments). It was suggest that the procedures should be kept in the President’s
Office along with a list of the departments' procedures. Departments may be implementing
procedures, not necessarily creating the procedures.
This will be taken to Senior Staff for more comments.
Final reading: Right of Citizenship
Council recommends this policy be sent to the President for approval.
6. Update on 8% Student Fee: How utilized (Ref#6) – Dr. Rachel Solemsaas, Patty
Porter, Nicole Shimabuku, and Joan Steinman
Rachel reported that the college must update the Board of Regents on how the College is
using the 8% increase in student fees. Some adjustments continue to be made and Student
Services will provide updates. Patty Porter reported that the 8% increase helped fund two
student specialists who recruit at all Washoe County high schools with a capture rate of
27.7% in 2013. The retention rate for the 2011 cohort reported to IPEDS is 35.1% graduation
rate. Nicole Shimabuku, student life coordinator, reported that since fall 2012, the number of
recognized clubs has expanded from 4 to 19 and the persistence rates for the clubs/
organizations is 81% and student participation has grown 298%, growing from 138 to 538
students. Joan Steinman reported that Re-Entry and Job Prep have hosted a number of
events, including a two-day job fair this week, at the request of employers. The Counseling
Department is providing more workshops for career exploration and continues offering EPY
classes and workshops for students on academic probation.
7. Info on Potential Fee Increase for Fall 2015 (Ref#7) – Dr. Rachel Solemsaas
Rachel reported on a 4% increase over 4 years in student fees over the next 2 biennials. This
has been shared with SGA officers. The increase will go to need-based financial aid
scholarships, funding of a Veterans coordinator, funding of a grant coordinator, and a small
portion will go to capital projects to cover deferred maintenance. The Board of Regents is
looking at the alignment of student fees and how it impacts students. The Board is asking
Presidents whether the increase is necessary as it won’t help with the current budget
Page 2 of 3; President’s Advisory Council Notes
TMCC is an EEO/AA institution. See http://eeo.tmcc.edu for more information.
Rev.: 6/10/2014
problems. The Presidents must have one-voice. By giving back to the students, it will come
back to the colleges.
8. Salary Equity Study (Ref#8) – Dr. Rachel Solemsaas
Rachel reported that the Salary Equity Committee consists of 3 academic faculty members
and 3 administrative faculty members. This study was done with CSN and the consultant has
completed their work. The study has been shared with the President and proposed adoption.
The data has been reviewed and is now being validated. Communication will be sent out
campus-wide this month and a letter will be sent to affected staff whether they will receive an
adjustment or not. The adjustments will be implemented by July and currently identifying
different funding sources for these adjustments. There will be a solid financial plan in July
2014, with salary adjustment and merit. The Plan sent to the President for Faculty is .75%,
the same increase as CSN.
9. Other – President Sheehan
President Sheehan reported that the February Heritage Fundraising Event’s goal was to
raise $50K for Applied Industrial Technology; however, the Event raised $88K. This Event
communicated to the community what TMCC does and will be an annual event with the
potential to raise $200K each year.
The TMCC Alumni Association has launched a Biggest Little Street Fair, in conjunction with
the Wine Walk, which will provide tents to rent to vendors for six weekends throughout the
summer with the goal of raising $10K. The revenue from the Street Fair will be used to
expand tutorial services.
Page 3 of 3; President’s Advisory Council Notes
TMCC is an EEO/AA institution. See http://eeo.tmcc.edu for more information.
Rev.: 6/10/2014
Late-Start Sections Analysis, Spring 2014
Section Type
Section Count
% of Total
Sections
Associated
FTE
% of Total FTE
Late-start sections* in
schedule at the
beginning of term (as of
1/22/2014 )
134
9%
464
8%
Late-start section added
to schedule after the
start of term**
Regular Classes
Total
17
1,346
1,497
1%
90%
100%
23
5,581
6,067
0.4%
92%
100%
* Late-Start Sections = w/ start date later than 1/25/2014
**as of census
Notes
-- 10% of all sections are late-start
-- 15% of all students are enrolled in at least 1 late-start class
-- 8% of colloege-wide FTE in spr 14 is generated by late-start sections
-- 7% of the late-start sections are internships, work experience or
independent study (11 out of 151 sections)
-- 44% of late-starts are AIT sections (67 out of 151)
-- 25% of the late-start sections have a regular-start counterpart section
which is full as of census (38 out of 151 sections)
--48% of the late-start sections are the only section of a given course
(e.g., the only section of AUTO 112) (72 out of 151 sections)
--3% of the late-start sections had zero enrollment as of census.
Profile of Students in Late-Start Classes
*very similar to overall student population
*majority are between 18-24, degree-seekers
*Higher credit load: 39% of the students who enrolled in late-start/late-add classes took 12+ credits, compared to
27% of the overall student body.
*Ave credit load of students enrolled in at least 1 late-start class: 9.78
*Overwhelming majority of students enrolled in late start (exclusively or in addition to their regular credit load) are
continuing students
Office of Institutional Research, Analysis and Effectiveness 4/14/2014
TMCC Institutional (Strategic)
Planning Process Update
April 2014
Agenda
1)SMP updates
2)Mission
Fulfillment
Threshold
Strategic Master Plan Update
• Swap Core theme 1 and 3 similar to Year One
Accreditation Report
• Convert strategic initiative statements to
objective statements (9 objectives)
• Replace objectives with measures (42
measures)
• Added as appropriate NSHE performance
measures
Results: Core Theme 1
Student Success
Objective 1: Promote college readiness.
Objective 2: Increase student retention and
persistence.
Objective 3: Increase graduation, and transfer
rates.
Results: Core Theme 2
Academic Excellence
Objective 1: Provide relevant curricula and
effective delivery of instructional programs and
services.
Objective 2: Provide relevant and effective noninstructional college programs and services.
Objective 3: Meet workforce educational needs
in the service area.
Results: Core Theme 3
Access to Lifelong Learning
Objective 1: Serve as a resource for the
community, both internal and external, by providing
a variety of opportunities for educational and
cultural enrichment.
Objective 2: Provide welcoming and accessible
teaching and learning environment.
Objective 3: Create, expand and/or strengthen
partnerships with civic, community, educational and
business/industry organizations to provide lifelong
learning opportunities.
Extent of Mission Fulfillment
Meeting our 9 Objectives:
• BENCHMARK or the extent of fulfilling our
mission: MAINTAIN and/or EXCEEDS baseline
for all 42 measures
– Further, set 80% (or 34) of all measures have to be
met.
• Achieving ASPIRATIONAL TARGETS
Strategic Master Plan Structure
Core Theme 1
3
Objectives
Core Theme 2
3
Objectives
Core Theme 3
3
Objectives
42 Measures: each with baseline , benchmark
and aspirational target
Mission fulfillment = 80% of targets must be met or exceeded
Interpretation of Fulfillment of the Institution’s Mission
TMCC’s mission statement defines the college’s fundamental purpose in serving its community. Within
this mission are three core themes – student success, academic excellence and access to lifelong
learning – developed through an inclusive process with the college community. For each of the core
themes, objectives the College must satisfy to fulfill its mission has been identified. The degree to which
each of the objectives is achieved is based on measurable performance indicators.
For the college to meet the core themes of its mission, it needs to maintain or exceed a baseline
measure for each indicator within the specified time frame. On another level, however, our mission is
always aspirational. TMCC seeks to be the very best it can, and once a benchmark has been exceeded
for an objective, that measure will become the new baseline, until the aspirational target is fully
achieved.
Articulation of an Acceptable Threshold or Extent of Mission Fulfillment
Through the development of measurable performance indicators and the revision of core themes and
objectives, the college has identified 9 objectives that describe in general how we propose to fulfill our
mission. Within each objective, there are a number of indicators of achievement with specific
benchmarks to be attained by 2015. Additionally, aspirational targets are defined for the same period as
the college challenges itself to achieve a higher standard of success.
TMCC defines acceptable progress as maintaining, or exceeding these benchmarks by the year indicated,
with the understanding that whenever one goal is achieved, a higher standard will be set as the next
goal.
While TMCC aspires to satisfy each objective, in some cases the College may not yet be performing at a
desired benchmark level. Because of the importance of adopting meaningful indicators and objectives,
and not only ones in which the College already excels, the College has identified a clear articulation of
mission fulfillment that is based on satisfying at least 80% of the established objective measures.
***ANALYSIS
TMCC has:
1)
2)
3)
4)
5)
6)
3 core themes
Each core theme has 3 objectives for a total of 9 objectives
From the 9 objectives, a total of 42 measures were identified
Each measure has a set benchmark of maintain and/or exceed from a baseline
Each measure has an aspirational target
To achieve mission fulfillment, 34 measures or 80% of 42 measures must maintain and/or
exceed its set benchmark.
TMCC Strategic Master Plan
A Status Report for the NSHE Board of Regents, June 2014
TMCC Vision, Mission and Values
Vision
Truckee Meadows Community College creates the future by changing
lives.
Mission
Truckee Meadows Community College promotes student success,
academic excellence and access to lifelong learning by supporting highquality education and services within our diverse community.
Values
The values upon which Truckee Meadows Community College bases its
mission and vision statements are the principles, standards and qualities
the college considers worthwhile and desirable. Truckee Meadows
Community College is committed to:
Student access and success
Excellence in teaching and learning
Evidence of student progress through assessment of student outcomes
Nurturing a climate of innovative and creative thought
Collaborative decision making
Community development through partnerships and services
Ethical practices and integrity
Respect, compassion, and equality for all persons
Responsible and sustainable use of resources
Fostering attitudes that exemplify responsible participation in a
democratic society
Core Themes
Core Theme I: Student Success
Core Theme II: Academic Excellence
Core Theme III: Access to Lifelong Learning
TMCC Strategic Master Plan
TMCC Strategic Master Plan
Core Theme I:
Student Success
Objective 1: Promote College Readiness
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Number of Gateway Course
Completers
4,230
Exceeds
4,350
4,315
4,350
Number of recent Washoe
County School District
(WCSD) graduates who are
college ready as a result of
collaborative partnership
3%
Exceeds
18%
40%
18%
Number of enrollment
matriculating from WCSD
with Tech Prep placement
credits
384
enrollment
Exceeds
425
enrollment
500 enrollment
425
enrollment
TMCC Strategic Master Plan
Core Theme I
Objective 2: Increase Student Retention and Persistence
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Student retention (course
completion rate):
College-wide
72%
Exceeds
77%
78%
77%
Student retention
(course completion rate):
Developmental English
68%
Exceeds
73%
78%
73%
Student retention
(course completion rate):
Developmental Math
53%
Exceeds
67%
72%
67%
Student retention (course
completion rate): Online
66%
Exceeds
71%
75%
71%
Student persistence from Fall
to Spring
71%
Maintain,
exceeds
69%
77%
69%
Student persistence from Fall
to Fall
52%
Maintain,
exceeds
52%
65%
52%
TMCC Strategic Master Plan
Core Theme I
Objective 3: Increase Graduation and Transfer Rates
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
New FT freshman 3-year
graduation rate
17%
Exceeds
21%
40%
21%
New FT freshman 4-year
graduation rate
20%
Exceeds
21%
43%
21%
Transfer out rate without
earning a degree–
subsequent enrollment at
another institution
21%
Exceeds
14%
27%
14%
Number of graduates –
Associates Degrees
1,035
Exceeds
950
1,056
950
Number of graduates –
Certificates
51
Exceeds
70
52
70
Number of transfer students
with 24 credits or associates
degree
989
Exceeds
1,260
1,009
1,260
TMCC Strategic Master Plan
Core Theme II
Core Theme II:
Academic Excellence
Objective 1: Provide relevant curricula and effective delivery of instructional programs and services
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Number of programs
assessed: (PUR & PUR annual
progress)
44%
Exceeds
100%
100%
100%
Number of courses offered
assessed within cycle (cycle
currently at 5 years)
?
Exceeds
?
95-100%
?
95%
Maintain
or exceed
satisfaction
for related
questions
95%
Average student satisfaction
level rate relating to
educational experience via
TMCC graduation survey
(question 1, 3a, 3c, 3e)
TMCC Strategic Master Plan
90%
Maintain,
exceeds
Core Theme II
Objective 2: Provide relevant and effective non-instructional college programs and services
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Number of non-instructional
units assessed: (AUR & AUR
annual progress)
25%
Exceeds
100%
100%
100%
76%
Maintain
or exceed
satisfaction
for related
questions
76%
Average student satisfaction
level rate with quality
of support services via
graduation survey (question
2)
66%
Maintain,
exceeds
TMCC Strategic Master Plan
Core Theme II
Objective 3: Meet workforce educational needs in the service area
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Number of AAS/
CTE programs using
Advisory Board input
of recommendations
for continual program
improvement
29%
Exceeds
100%
100%
100%
Ratio of CT and AAS
graduates employed within
one year of graduation
66%
Maintain,
exceeds
?
68%
?
Number of AAS graduates
233
Exceeds
258
237
258
Number of Certificates
graduates
51
Exceeds
70
52
70
Number of Economic
Development (STEM and
Allied Health) graduates
273
Exceeds
248
278
248
Number of TMCC chosen
economic development
field graduates
5
Exceeds
18
5.1
18
TMCC Strategic Master Plan
Core Theme III
Core Theme III:
Access to Lifelong Learning
Objective 1: Serve as a resource to the community, both internal and external, by providing a variety
of opportunities for educational and cultural enrichment
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Average student satisfaction
level rate with educational
opportunities via graduation
survey (question 4a, 4c).
89%
Maintain, exceeds
95%
Maintain or
exceed
95%
Number of community
enrichment opportunities:
Music and Theater
Productions
12 events
Maintain, exceeds
12 events
Maintain or
exceed
12 events
Number of community
enrichment opportunities: Art
Gallery
8 events
Maintain, exceeds
8 events
Maintain or
exceed
8 events
Number of community
enrichment opportunities:
Distinguished Speaker Series
and other Speakers
2 events
Maintain, exceeds
2 events
Maintain or
exceed
2 events
Number of community
enrichment opportunities:
Campus Sponsored Events
(ex. Legacy Scholarship
Receptions, Business Plan
Competition)
51 events
Maintain, exceeds
171 events
Maintain or
exceed
171 events
Number of community
enrichment opportunities:
WDCE enrichment programs
675
Maintain, exceeds
1,251
Increase by 5%
1,251
Number of professional
development opportunities
for all faculty and staff
186
workshops/
2,956
participants
Maintain, exceeds
80%
240 workshops/
2,500 participants
80%
TMCC Strategic Master Plan
Core Theme III
Objective 2: Provide a welcoming and accessible teaching environment to a diverse community
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Maintain (100%)
TMCC
35.4% vs.
WC 33.6%
= 105%
Maintain
or exceed
community
demographics
(=100% or
higher)
TMCC
35.4% vs.
WC 33.6%
= 105%
Ratio of under-represented
student population groups
as it relates to community
demographics
TMCC 32.5%
vs. WC 29% =
105%
Ratio of under-represented
faculty and staff as it relates
to student demographics
TMCC faculty/
staff 18%
vs. TMCC
students
32.5% = 55%
Exceeds (60%)
Average student satisfaction
level rate with via graduation
survey (questions 3b, 3d, 4e,
4f, 4i, 4j)
89%
Maintain,
exceeds
TMCC Strategic Master Plan
TMCC
faculty &
staff 21%
vs. TMCC
students
35.4% = 60%
95%
Exceed
(greater than
60%) student
demographics
Maintain,
exceeds
TMCC faculty
& staff 21%
vs. TMCC
students
35.4%
= 60%
95%
Core Theme III
Objective 3: Create, expand and/or strengthen partnerships with civic, community, educational and
business/industry organizations to provide lifelong learning opportunities
Measure
Baseline
Benchmark
Benchmark
Status
Aspirational
Target
Aspirational
Targets Status
Number of student
enrollments in high school
dual-credit courses
123
Maintain,
exceeds
152
160
152
WCSD Graduate Capture
rate
27%
Maintain,
exceeds
26%
32%
26%
Number of participation in
workforce apprenticeship
447 students
had 792
apprenticeship
enrollments
Maintain,
exceeds
Number of participation in
workforce internships
0 internships
Exceeds
Diversify sources of
college revenue through
community partnerships
$6.9 million
in grants and
gifts
Exceeds
148 students
had 257
apprenticeship
enrollments
86
internships
$11.5 million
in grants
and gifts
Maintain,
exceeds
35
internships
$9 million in
grants and gifts
148 students
had 257
apprenticeship
enrollments
86
internships
$11.5 million
in grants
and gifts
TMCC Strategic Master Plan
www.tmcc.edu/about/
TMCC is an EEO/AA (equal opportunity/affirmative action) institution and does not discriminate on the basis of sex, age, race, color, religion, physical or mental disability, creed, national origin, veteran status, sexual
orientation, genetic information, gender identity, or gender expression in the programs or activities which it operates.
TMCC Policy Briefing Paper
Update to Policy 5305 Sustainability Policy
April 2014 President’s Advisory Council
Text in italics blue is new; text in red strikethrough is to be omitted.
Instructional Space Assignment 5305
Instructional rooms will be assigned in a manner that allows for
efficient use of space and an appropriate match of class needs and
classroom attributes. Per the vision of the college and to ensure
student success, academic scheduling will take first priority for
classroom space and all other requests will not be honored until the
academic schedule is in place.
Procedures: Procedures are available in the Room Scheduling Office or
by visiting their web site at: www.tmcc.edu/scheduling/.
Originating Source: Institutional Space Utilization Report
Responsible Office: Room Scheduling Office
www.tmcc.edu/scheduling/
Updated: October 15, 2013
Instructions
President’s Office
Reset
Print
REQUEST FOR POLICY REVIEW
Please complete this form and submit it to the Office of the President for inclusion on the President’s Advisory Council
Agenda
Please describe the purpose of this review. (Check all that apply)
✔
Add a policy
Revise a policy
Delete a policy
Other
Please provide the text of the new policy. (If this request is for a revision, please provide previous policy text with mark ups on a separate sheet.)
Computer Hardware and Software Purchases:
All computer hardware, software, and software as a service (SaaS) purchases must be reviewed and approved by the
Information Technology Department prior to purchase or contracting to ensure compatibility and ongoing support.
Background
Please provide the reason and justification for request
- Hardware or software must fulfill TMCC IT's standards to be able to function on the network
- IT approved equipment guarantees functionality and support
- By standardizing equipment, TMCC will receive greater volume discounts and warranty from already approved vendors
- software purchases should be evaluated by the IT Programming Unit to assure the potential software will be compatible
with TMCC's and NSHE's systems
- IT will be able to evaluate and assure that security and FERPA concerns are addressed
- While Software as a Service (SaaS) might proved a quick solution, the service might come at a considerable cost
calculated over several years; contracts also have to be re-negotiated after the end of the contract term which usually
leaves companies in a "locked-in" situation with little negotiation room; data security is the biggest concern with SaaS
Impact
Please describe the impact of this request (cost, legal ramifications, etc.)
- Departments will need to contact IT and provide documentation about the hardware, software or SaaS
- IT will discuss the software with the vendor and provide guidance on behalf of TMCC
- The purchasing time might be slightly prolonged due to IT evaluation
- IT approval will guarantee that the hardware, software, or SaaS will be compatible with TMCC's network and indeed is
the most cost-effective solution for TMCC
Submitted By
_______________________________________________________
Signature
Page 1 of 1; Request For Policy Reviewe
TMCC is an EEO/AA institution. See http://eeo.tmcc.edu for more information.
___________________________________________
Date
_____________________
Legal Review
Created: 8/28/2013; Rev: 8/28/2013
TMCC Policy Briefing Paper
Follow Up to Policy 5318 and 5320 Rights of Citizenship
April 2014 President’s Advisory Council
At the February meeting, the PAC approved Policy 5318 as presented,
but decided to not delete Policy 5320 until further review. Both are
“owned” by the scheduling office, and 5318 was intended to clarify and
replace 5320.
After review by a PAC sub committee on this topic, the Option for
Combination below is being submitted for consideration.
Option for Combination
Rights to Free Speech and Peaceful Assembly 5318
TMCC students are both citizens and members of our academic
community and are subject to the same rights and responsibilities of
any other members of this community. TMCC supports constitutionally
protected freedom of speech and peaceful assembly rights and has
established a public forum area at the Dandini Campus for use by
TMCC students, employees and outside entities for this purpose.
Original Discussion
This policy was adopted at the February 2014 PAC meeting:
Right to Assemble 5318
TMCC supports constitutionally protected freedom of speech and
peaceful assembly rights and has established a public forum area at
the Dandini Campus for use by TMCC students, employees and outside
entities for this purpose.
This policy was slated for removal at the February 2014 PAC, but was
held for more discussion in relation to the one above:
Exercise of Rights of Citizenship 5320
Truckee Meadows Community College students are both citizens and
members of the academic community. As citizens, students have the
same freedom of speech, peaceful assembly, and right of petition that
other citizens enjoy and, as members of the academic community,
they are subject to the obligations that accrue to them by virtue of this
membership.
Truckee Meadows Community College Update ‐ FY13 Actual Spending‐ 8% Revenue Increase Plans
Proposed Expenditures:
State Supported Operating Budget:
Instruction
Assure students with approved Ed Plans have courses available within time sequence (faculty hires)
FY13 Actual Update (February 2014):
FY13 Plan
240,000
FY13 Actual
FY13 Part Time use increase vs FY12 (on flat enrollment increase) Two new advisors hired 11/12 & 12/12 (existing positions that had been left vacant for a year with budget reductions)
Support workforce initiatives, Ibest Job coordinators/ part‐
time instructors
Support developmental education laboratories: lab coordinators/ part‐time faculty/ tutors. Provide instruction and equipment for students testing two levels below collegiate level.
112,145
266,809
Additional Math Faculty (2nd semester) to support workforce instruction
ACT Workforce Curriculum (rest of expense non‐state) in support of workforce initiatives
56,433
96,000
Math Skills Center Part Time instructors (rest of expense non‐state)
134,464
80,000
Student Leadership position hired 8/12
64,043
Student Services
Restore Student Life Coordinator
Total State Supported Operating Budget
528,145
521,749
Self Supporting Budget/ Campus Retained:
Need Based Financial Aid
15% financial aid set aside
167,222
FY13 Graduation Incentive Grant spending
166,989
100,000
FY13 Internship Spending
80,525
General Improvement Fee
Career assessments and/or student internships. (Placements for 50 students at 8%; 215 students at 13%.)
Support workforce initiatives, Ibest Job coordinators/ part‐
time instructors
Support developmental education laboratories: lab coordinators/ part‐time faculty/ tutors. Provide instruction and equipment for students testing two levels below collegiate level.
Provide retention services for first‐time, full‐time degree seekers: advising, recruiting, testing and assessment staff
94,450
29,000
196,000
Job Placement Coordinator hired 2/13
Work Keys (ACT) + share of proctor testing support
35,529
Administrative and coordinator support of Math Skill Center 99,665
Life Skills College Start up Planning
Student Services Specialists (3.5 FTE)
Total Self Supporting / Campus Retained
586,672
TOTAL PROPOSED EXPENDITURES 1,114,817
136,425
519,133
TOTAL ACTUAL FY13 EXPENDITURES Difference from Plan Explanation: Delayed start in several hirings
2/11/2014
1,040,882
73,935
Preliminary Expenditure Plans
Proposed Registration Fee Increases FY 16, FY 17, FY 18, FY 19
Institution: Truckee Meadows Community College
FY 2015‐16
Estimated Incremental Revenue:
Expenditure Student Access (7.24%)
State Funded Scholarships
General Improvement Fee Student Services space improvements
Capital Improvement Fee ‐ Deferred Maintenance
FTE
Total
FY 2016‐17
Estimated Incremental Revenue:
Expenditure Student Access (8.01%)
State Funded Scholarships
General Improvement Fee Student Services space Capital Improvement Fee ‐ Deferred Maintenance
FTE
Total
$581,725
Cost
$137,952
$397,235
$31,579
$14,959
$581,725
$581,725
Cost
$159,559
$375,628
$31,579
$14,959
$581,725
2017‐19 Biennium
TMCC planned to use the additional tuition fee revenues during this period in support of the college's student success initiatives that include:
1) Need based Financial Aid (Student Access)
2) Veterans student support services
3) Financial Aid retention services
4) Student retention, outreach services
Preliminary Expenditure Plans Universities and Colleges
Proposed Registration Fee Increases
Fiscal Years 2016, 2017, 2018, 2019
Institution
Name: Truckee Meadows Community College
Projected Revenue
Undergraduate
Graduate
Upper Division
Lower Division
Total
Projected Expenditures
Student Financial Aid
State Funded Scholarships
General Improvement Fee Student Services space improvements
Capital Improvement Fee ‐ Deferred Maintenance
Veterans Services Coordinator
Financial Aid Coordinator
Retention/Outreach/Life Skills College
Total
FTE
FY 2015‐2016
FY 2016‐2017
FY 2017‐2018
FY 2018‐2019
$581,725
$581,725
$581,725
$623,277
$581,725
$581,725
$581,725
$623,277
State Operating Budget
Campus Retained Fees
$137,952
FTE
$397,235
0.00
$397,235
State Operating Budget
Campus Retained Fees
$159,559
FTE
$375,628
$31,579
$14,959
$14,959
0.00
$375,628
Campus Retained Fees
$182,828
FTE
$192,359
$31,579
$184,490
State Operating Budget
$206,097
1.00
1.00
$80,000
$80,000
2.00
$352,359
State Operating Budget
Campus Retained Fees
$209,421
$0
$31,579
$33,241
$14,959
$16,621
$229,366
3.00
3.00
$363,994
$363,994
$259,283
Footnotes
As a follow up to the fee and tuition taskforce recommendation, relating to the 4% increase in the registration fees starting in fall 2015 and continuing for each of the next four years (at the same rate), TMCC proposes to allocate anticipated fee revenue increases to programs that will continue its commitment to supporting the success of our students.
For the biennial period 2015‐2017, TMCC proposes to allocate most of the fee increases to need‐based financial aid grant and scholarships. This continues the college’s support to help students fund their education. Nevada doesn’t have such a program now for need based financial aid. Establishment of such a program requires state legislation. For the next biennial period 2017‐2019, TMCC proposes to enhance financial aid and retention support services to students, including Veterans.
Compensation Equity Committee
Salary Equity Adjustment Plan
Status as of April 7, 2014
•
•
•
•
To prevent further compression and inversion, an effective date of July 2014 is recommended.
Adopt UMG’s proposed salary equity adjustments as follows:
o Provide an additional 2.5% for tenured faculty who falls below the minimum of the new
salary schedule. This is effective July 2013 with an estimated cost of $14,129.
o Provide salary adjustment to market factor (zero rank) faculty using 80% of the market
composite midpoint. This is estimated at $10,038.
o Adjust tenured and tenure track academic faculty first 10 years of service to align with
NSHE initial placement pay at 2.5% of the minimum of their range for each year of
experience. This is estimated at $518,210
o Adjust tenured and tenure track academic faculty with 11 plus years with annual
progression scale of at least 0.75%. If funding is available, annual progression scale of
up to 1% is highly desirable. This will cost an additional $201,464 for academic faculty
adjustments.
o Adjust administrative faculty whose current base salary falls below the average of
similarly placed administrative faculty group within each grade and years in position.
Adjustment will be based on range penetration and job complexity but would not
exceed the average salary within each group. This is estimated at $75,138.
Implement a $25 per credit adjustment to part-time faculty salary ($750 to $775) in an effort to
come closer to the NSHE CC part-time faculty salary parity. This is estimated at $135,000.
Utilize the following funding sources to implement the salary equity adjustment. They include:
o Academic faculty vacancies proposed to be eliminated by the Budget Reduction
Committee. The estimated savings is $528,000.
o Additional buyout savings that were not used for balancing the FY 2015 operating
buyout. $900K
o Anticipated vacancy savings due to hiring delays or positions on hold beyond system
mandated savings $350K.
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