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.