Brault BuildingGlover Guest Present: Ms. Ellen Dyke, Chair, NOVA Foundation . NEW BOARD MEMBER WELCOME AND INTRODUCTION – - Mr. Ron Gill, City of Manassas Park (bio enclosed) Mr

NORTHERN VIRGINIA COMMUNITY COLLEGE

BOARD MEETING

January 27, 2020

5:15-6:30pm

Brault Building Room 321

Annandale Campus

4001 Wakefield Chapel Rd

Annandale, VA 22003

Committee Meetings held at the Brault Building:

Finance, Building and Sites Advisory Committee Meeting:

Mr. Todd Rowley (Chair), Mr. Alvie Johnson, Mr. Christopher Wade

4:00-5:00pm – Room 322

Staffed by Ina Dimkova and Cory Thompson

Student Services and Success Advisory Committee Meeting:

Mr. John Porter (Chair), Ms. Jennifer McGarey, Ms. Julie Felgar

4:00-5:00pm – 275

Staffed by Frances Villagran-Glover and Dana Kauffman

Academic Curriculum and Workforce Development Advisory Committee Meeting:

Dr. Kerstin Carlson Le Floch (Chair), Ms. Zuzana Steen, Mr. Ron Gill

4:00-5:00pm – Room 219

Staffed by Steve Partridge and Sheri Robertson

Formal Board Meeting to begin at 5:15pm in room 321

Dinner will be served.

TAB FOR AGENDA

Northern Virginia Community College Board Meeting

January 27, 2020

AGENDA

CALL TO ORDER - Chairman of the Board

ROLL CALL – Corinne Hurst

WELCOME - President Anne M. Kress, Ph.D.

Introduction of Hannah Stoneburner, Office of System Counsel for NOVA – Chairman of the Board

A. CONSENT AGENDA

1. Approval of the November 18, 2019 NOVA Board Minutes TAB #1

RECOMMENDATION: The Northern Virginia Community College Board approves the

November 18, 2019 meeting minutes as presented.

Finance, Building and Sites Advisory Committee:

2. Quarterly Report, Local Funds Budget – July 1, 2019 through December 31, 2019 TAB #2

RECOMMENDATION: The Northern Virginia Community College Board has reviewed the final

report of the Local Funds Budget for the period of July 1, 2019 through December 31, 2019 and approves it for record purposes.

3. Quarterly Report, Non-State Funded Investments as of December 31, 2019 TAB #3

RECOMMENDATION: The Northern Virginia Community College Board has reviewed the quarterly report of the Non-State Funded Investments for the period July 1, 2019 through December 31, 2019 and approves it for record purposes.

4. Quarterly Report, Local Board Budget - July 1, 2019 – December 31, 2019 TAB #4

RECOMMENDATION: The Northern Virginia Community College Board has reviewed the

Quarterly Report of the Local Board Budget for the period July 1, 2019 through December

31, 2019 and approves it for record purposes.

5. FY2020 State E&G Operating Budget Mid-Year Report TAB #5


State E&G Operating Budget Report for the first six months of the fiscal year 2020 and

approves it for record purposes.

6. FY2020 Workforce Development Operating Budget Mid-Year Report TAB #6


Workforce Development Operating Budget Report for the first six months of fiscal year 2020

and approves it for record purposes.

7. Projects and Properties Status Report TAB #7


Projects and Properties Status Report dated January 27, 2020 and approves it for record

purposes.

Academic Curriculum and Workforce Development Committee:

8. Advisory Committee Recommendations TAB #8 (Copies of Resumes to Academic Curriculum and Workforce Development Committee only)

RECOMMENDATION: The Northern Virginia Community College Board has reviewed and

approves the following recommendations for members of the Advisory Committee:

Horticulture Technology, A.A.S.

Carl F. Peratt

Greg Bradshaw

Kerem Baki

Ronald Rubin

Automotive Technology, A.A.S.

William Moss

Nursing, A.A.S.

Christina Grabus

Respiratory Therapy, A.A.S.

Wei Qian

Community Engagement, Governance and Marketing Advisory Committee TAB #9

Video Presentation-

Student Voices Highlight:

#RealNova: Supporting Student Needs through a Culture of Care

The quality of life for our students has a major impact on their sense of belonging, persistence, graduation, and

overall experience. Unfortunately, barriers such as hunger, homelessness, transportation and more, are real

issues for many of our students at NOVA. To address these barriers, NOVA hosted a #REALNOVA Student

Needs symposium on November 20th, 2019.

The symposium expanded beyond local and national data to a hands-on approach to addressing and solving

issues around students’ basic needs. Presenters from across the College community had the opportunity to share

resources and best practices to help elevate and resolve barriers to student success. Over 250 participants from

across the College and community were in attendance.

B. ACTION ITEMS:


1. 2019-2020 Emeritus Nominations TAB #10 (Complete packets went to the Academic Curriculum and Workforce Development Committee only)

RECOMMENDATION: The Northern Virginia Community College Board, through the

Academic Curriculum and Workforce Development Committee, approves these 14 individuals

to be awarded the 2020 distinction of Professor or Classified Emeritus.

Darlene Branges, Annandale Campus

Elizabeth Bull, Alexandria Campus

Barbara Gershman, Woodbridge Campus

Donald Gooden, Woodbridge Campus

Lori Leeker, Woodbridge Campus

Harvey H. Liebman, Alexandria Campus

Marleen McCabe, College Staff

Brenda Meisel, Woodbridge Campus

Noreen Nutting, Medical Education Campus

Charlene Phillips, Manassas Campus

Gail Rebhan, Woodbridge Campus

John Ruffino, College Staff

Sue Thompson, Annandale Campus

Kathleen Wax, Alexandria Campus

2. Program Discontinuances TAB # 11

The Background for all these requested Program Discontinuances will be provided in a

separate email to all of you.

1. Fire Science Technology AAS


approves the proposal to discontinue the Fire Science Technology AAS. To be effective Fall 2020.

2. Multimedia Design Certification


approves the proposal to discontinue the Multimedia Design Certification to be effective Fall 2020.

3. Web Design Specialist Career Studies Certificate (CSC)

RECOMMENDATON: The Northern Virginia Community College Board has reviewed and

approves the proposal to discontinue the Web Design Specialist Career Certificate to be effective

Fall 2020.

4. Marketing AAS

RECOMMENDATION: The Northern Virginia Community College Board has reviewe4d and

approves the proposal to discontinue the Marketing AAS effective Fall 2020.

5. Marketing Career Studies Certificate (CSC)


approves the proposal to discontinue the Marketing Career Studies Certificate (CSC) effective Fall

2020.

6. Contract Management Certificate:


approves the proposal for the discontinuance of the Contract Management Certificate effective Fall

2020.

7. Meeting, Event and Exhibition Management:


approves the proposal for the discountenance of the Meeting, Event and Exhibition Management

effective Fall 2020.

8. Marketing Management CSC:

RECOMMENATION: The Northern Virginia Community College Board has reviewed and approves

the proposal for the discontinuance of the Marketing Management CSC effective for Fall 2020.

3. College Mission and Strategic Plan Review TAB #12

RECOMMENDATION: The Northern Virginia Community College has reviewed and discussed the College’s

Mission Statement and 2017-2023 Strategic Plan: Pathway to the American Dream.


1. Battleview Math Lab – Manassas Campus TAB #13


proposed plan to renovate the Manassas Campus Battleview Lab.

NOVA ADVISORY BOARD

Resolution in support of Governor Northam’s G3 Initiative TAB #14

RESOLUTION: The Northern Virginia Community College Board is in support of the Governor’s Get

Skilled, Get a Job, Give Back (G3) budget to make community college more affordable for eligible low-

income and middle-income Virginians who enroll in certain programs that lead to jobs in areas of high

demand.

C. CHAIRMAN’S REPORT

ACCT Legislative Summit – February 9-12

D. PRESIDENT’S REPORT

E. NEW/OTHER BUSINESS

F. ADJOURNMENT

TAB #1

Northern Virginia Community College

Board Meeting

November 18, 2019

5:15-6:30pm

Brault Administration Building

4001 Wakefield Chapel Rd

Room 321

Annandale, VA 22003

Committee Meetings – 4:00-5:00pm


Mr. Todd Rowley (Chair), Mr. Alvie Johnson, Mr. Christopher Wade

Room 322

Staffed by Ina Dimkova and Cory Thompson

Community Engagement, Governance and Marketing Advisory Committee:

Mr. John Porter (Chair), Ms. Jennifer McGarey, Ms. Julie Felgar

Room 275

Staffed by Dana Kauffman


Dr. Kerstin Carlson Le Floch (Chair), Ms. Zuzana Steen, Mr. Ron Gill

Room 219

Staffed by Steve Partridge and Sheri Robertson

Formal Board Meeting to begin at 5:15pm in room 321.

Light refreshments will be served.

NOVA Board Minutes

November 18, 2019

Page 2 of 10

Northern Virginia Community College Board Meeting

November 18, 2019

AGENDA

CALL TO ORDER – Chairman of the Board

The Chairman called the meeting to order at 5:20pm.

ROLL CALL – Lindsay Mills

Board Members Present: Dr. Kerstin Carlson Le Floch, Ms. Julie Felgar, Mr. Ron Gill, Mr. Alvie

Johnson, Ms. Jennifer McGarey, Ms. Rosie O’Neil, Mr. Rick Pearson, Mr. John Porter, Dr. Mel

Schiavelli, Ms. Zuzana Steen, Mr. Daniel Christman

College Staff Present: Ms. Charlotte Calobrisi, Ms. Ina Dimkova, Dr. George Gabriel, Mr. John

Guszak, Dr. Annette Haggray, Dr. Pamela Hilbert, Ms. Corinne Hurst, Mr. Dana Kauffman, Ms.

Akiva Kirkland, Dr. Chad Knights, Dr. Julie Leidig, Ms. Lindsay Mills, Ms. Hoang Nguyen, Mr.

Steve Partridge, Ms. Kelly Persons, Dr. Steve Sachs, Mr. Cory Thompson, Dr. Frances Villagran-

Glover

Guest Present: Ms. Ellen Dyke, Chair, NOVA Foundation

NEW BOARD MEMBER WELCOME AND INTRODUCTION –

- Mr. Ron Gill, City of Manassas Park

(bio enclosed)

Mr. Ron Gill expressed his enthusiasm to begin working with NOVA and his Board colleagues. He

stated he had the opportunity to attend the NOVA Foundation Gala and what impressed with such

a fantastic event. He looked forward to interacting with each Board and thanked everyone for the

welcome.

NOVA Board Minutes

November 18, 2019

Page 3 of 10

Mr. John Porter motioned to approve the Consent Agenda in its entirety. Ms. Zuzana Steen

seconded the motion and with no objection, the motion carries unanimously.

A. CONSENT AGENDA

1. Approval of the September 16, 2019 Board Meeting Minutes TAB #1

RECOMMENDATION: The Northern Virginia Community College approves the Board minutes as

presented.

2. Approval of the September 24, 2019 Closed Session Minutes TAB #2

RECOMMENDATON: The Northern Virginia Community College approves the Board minutes as

presented.

3. Approval of the September 27, 2019 Closed Session Minutes TAB #3


presented.

4. Approval of the October 1, 2019 Closed Session Minutes TAB #4


presented.

5. Approval of the October 7, 2019 Closed Session Minutes TAB #5


presented.


6. Quarterly Report, Local Funds Budget – July 1, 2019 – September 30, 2019 TAB #6


quarterly report of the Local Funds Budget and approves it for record purposes.

NOVA Board Minutes

November 18, 2019

Page 4 of 10

7. Quarterly Report, Non-State Funded Investments as of September 30, 2019 TAB #7


quarterly report of the Non-State Funded Investments and approves it for record purposes.

8. Quarterly Report, Local Board Budget – July 1, 2019 – September 30, 2019 TAB #8


quarterly report of the Local Board Budget and approves it for record purposes.

9. Projects and Properties Status Report TAB #9


Projects and Properties Status Report and approves it for record purposes.


10. Advisory Committee Recommendations TAB #10 (Copies of Resumes to Academic Curriculum and Workforce Development Committee Only)


approves the following recommendations for members of the Advisory Committee.

B. ACTION ITEMS:


1. Investment Policy TAB #11


approves the Investment Policy Statement of the College.

Mr. Alvie Johnson motioned to approve and Mr. John Porter seconded the motion. With no

objection, the motion carries unanimously.

NOVA Board Minutes

November 18, 2019

Page 5 of 10

Community Engagement, Governance and Marketing Advisory Committee:

2. Change in College Board Committee Structure


approves the change in the Board’s committee structure. The Board further amends the Northern

Virginia Community College Board Policies and Procedures Manual, Committees of the Board,

Section 2.600 (C) 4 to reflect this change.

After clarification was provided indicating that Dr. Frances Villagran-Glover would be staffing the

new committee, Mr. John Porter motioned to approve and Ms. Julie Felgar seconded the motion.

With no objection, the motion carries unanimously.

C. CHAIRMAN’S / PRESIDENT’S REPORT

Chairman Pearson began his report by acknowledging the appointment of Dr. Anne Kress as

NOVA’s next President. He stated the Board is very pleased with the decision and expressed his

appreciation to all involved in the search process. The Chairman explained the next steps is the

transition phase and requested the Board’s assistance in engaging at least three people within their

jurisdiction they believe would be vital contacts for Dr. Kress to meet during her first few months

in office. In addition to names, he also requested information on any important events she would

benefit from attending over the next 6 to 12 months. He asked for these names to be sent to Dana

Kauffman by November 25. Mr. Kauffman then provided clarification as to the level of

engagement amongst specific parties such as business leaders, civic leaders, city and county

managers rather than elected officials as meetings will take place separately for those specific

individuals. Vice Chair O’Neil recommended each Board member compile a list of individuals who

fall within the outlined parameters Mr. Kauffman indicated and allow NOVA to then make

selections from the submitted lists.

Chairman Pearson asked Mr. Alvie Johnson to provide a brief overview of the Veteran’s Breakfast

held at the Ernst Center on the Annandale Campus. Mr. Johnson stated it was a well-attended and

organized event to include Dr. Kress and her family. He explained it was very touching to see the

Veterans who attended as well as the active military students who were extended the invitation this

year. Mr. Johnson thanked NOVA, the event planning team, specifically Ms. Corinne Hurst, who

allowed him to attend and to be a part of such a meaningful event.

Ms. Hurst, in response, thanked Mr. Johnson for his time and for sharing his powerful story as he

put such a beautiful touch on the event as a whole.

The next event overview was provided by Vice Chair Rosie O’Neil who outlined the highlights of

the ACCT Conference held this year in San Francisco. She explained the formal launch of the

Student Trustee Advisory Committee occurred at this meeting. The “launch” Committee, of which

NOVA Board Minutes

November 18, 2019

Page 6 of 10

NOVA’s previous Student Liaison to the Board was a part of, is now official and Mr. Daniel

Christman, this year’s Student Liaison to the Board is now an official trustee. This advisory

committee, Ms. O’Neil explained, is a cohort of students with members that represent the country

and territories. Ms. O’Neil was elected to a second term of office. She noted that it was the closest

election in ACCT’s history. Ms. O’Neil plans to share materials that will soon be coming out

including new studies that are forming around the ACCT agenda including legislative priorities.

She also provided the news that ACCT will be searching for a new CEO as Mr. J. Noah Brown will

be stepping down in the next two years. She indicated it is probable that she would be involved in

that search as well. The goal is to bring in a strong candidate. As a final note, Ms. O’Neil stated the

president of AACC provided an unsolicited comment in stating he thought NOVA selected the

number one candidate in terms of fit and Ms. O’Neil thought it to be a nice validation regarding

Dr. Kress. She then turned it the presentation over to Mr. Daniel Christman to provide a brief

overview of his experience at the conference.

Mr. Christman began by expressing his pride in being a part of the historical vote which occurred

this year at the 50th Anniversary conference. The final votes spanned from 121, 122, 123 and 124

votes for four candidates and he can truly state that he determined the outcome. Mr. Christman

stated it was a paradigm shifting experience to see such attention be paid toward student attendees

as his previous mindset was students don’t have much of a voice. He did note he brought up the

issue of underrepresentation of people with disabilities. Ms. O’Neil explained ACCT just created

an Accessibility Committee to address such issues. Mr. Christman wants to push forward, along

with the help of NOVA’s SGA, to ensure NOVA is prepared to welcome each and every one of its

students. Chairman Pearson and Vice Chair O’Neil thanked Daniel for his overview.

The Chairman then welcomed Ms. Ellen Dyke, Chair of the NOVA Foundation, and asked her to

provide an overview of the very successful Foundation Gala. Her remarks are as follows:

This year, the NOVA Foundation celebrated its 40th anniversary with a record-breaking crowd of

464 attendees at its Annual Dinner, held Wednesday, November 13th at the Marriott Fairview

Park. The Foundation netted a little less than $190,000 from ticket sales, sponsorships, live appeal,

pledged scholarships and specific program grants. That amount is better understood when viewed

against the net amount generated last year from the event - $17,248.

Overview so that the College Board can make suggestions as to what we can do to better the event

or make it more relevant:

We started the evening with a private reception for Dr. Anne Kress, who flew in from Rochester,

NY to attend our event. We celebrated NOVA’s incredible students. We listened to the NOVA Jazz

Quartet, student pianist Nathan Pareda and student musician Jack Wood. We heard NOVA’s

extraordinary acapella group. We viewed and, if we were lucky, we bought our gifted students’ and

faculty’s amazing artwork. We walked through our MEC Mobile and saw demonstrations of

NOVA’s STEM programs. We heard April Brisky, a NOVA alumna, tell her amazing journey.

We included 80 remarkable NOVA students and we watched videos produced in house at NOVA.

If you missed the event, you missed an extraordinary opportunity to see the breadth and depth of

NOVA and our incredible students.

Northrop Grumman, was our Anniversary Sponsor, pledging $20,000 to sponsor the Dinner and an

additional $20,000 to establish a new program in support of veteran students at the College.

NOVA Board Minutes

November 18, 2019

Page 7 of 10

The event introduced NOVA to new business supporters, including Bank of America, CyrusOne,

CloudHQ, Vantage Data Centers, Raging Wire, Loudoun County Economic Development

Authority and Ramsey Asset Management.

We saw some old NOVA partners, Marymount University and George Washington University,

sponsor the event, knowing that their support would help our students on their pathway.

Pledges to endow scholarships: Fairfax County Chairman, Sharon Bulova, a NOVA alumna, Bobbi

Schaufeld, and Tom Minnick, a new Foundation board member and founder of the National

Counseling Group.

Virginia’s Governor Ralph Northam joined our event to present the Foundation’s award to

Chairman Bulova and to share with our audience his strong support for NOVA and its students.

We also honored George Washington University for its Health Careers Opportunity Program

(HCOP), whose award was presented by soon-to-be Virginia Senate Majority Leader, Dick Saslaw.

We honored Northrop Grumman, for contributing the initial funds to establish the ADVANCE

Program, whose award was presented by Russ Ramsey, Chairman of the Greater Washington

Partnership, a business organization who purpose is to unify our region from Baltimore to

Richmond, and an organization in which NOVA plays a part.

Jim Dyke, former VA Secretary of Ed. and Chair of the NOVA Foundation, was our master of

ceremonies. He also said our “good-bye” to our beloved, former Governor and Chair of the Va.

Community College Educational Foundation, Gerald Baliles.

Dr. Kress graciously closed our evening and thanked all for coming. She was introduced by Mel,

who gave an in memoriam to our former fearless leader, Richard Ernst.

I want to thank the Foundation Board and staff for their support and hard work for almost a year

to make the event the huge success it was.

We hope next year we will have 100% support from both the Foundation Board and this Board.

You won’t want to miss next year’s celebration. It promises to be even more spectacular than this

year’s.

For the final report, Ms. Zuzana Steen provided an overview of the VCCS Chancellor’s Retreat

held in Roanoke, Virginia. Ms. Steen explained the retreat was held at the same time as the ACCT

Conference. The Board representatives were invited to observe the President’s meeting. Two topics

the presidents were discussing were dual enrollment and legislative priorities – both of which are

very important and relevant. Ms. Steen noted there were many great speakers and opportunities

for networking and learning. She was pleased to see many NOVA representatives in attendance.

She noted next year’s retreat will also coincide with the ACCT Conference and explained

membership with ACCT may not be attainable for many other colleges within the system, but she

is hopeful Dr. Kress understands the great benefit of remaining involved with ACCT. To that

point, Vice Chair noted the retreat opportunity came as a result of truly engaging the Chancellor

and the VCCS in a discussion surrounding the importance of Board and Trustee education.

Although there is a financial burden, as there is with many things, the value of Trustee education is

massive.

NOVA Board Minutes

November 18, 2019

Page 8 of 10

Chairman Pearson closed out the Chairman’s Report by acknowledging Dr. Mel Schiavelli,

Interim President of NOVA, as he closes out his time at NOVA by retiring January 10, 2020.

The Chairman provided the following highlights:

• Mel holds a PhD in Organic Chemistry from the University of California at Berkeley.

• His accomplishments before coming to NOVA are numerous and significant. Just a few of

his major accomplishments include the following:

o Professor of Chemistry; Dean of the Faculty of Arts and Sciences; Provost; and

Interim President at the College of William and Mary

o Professor of Chemistry and Biochemistry, and Provost at the University of Delaware

o President and Chief Executive Officer at Harrisburg University of Science and

Technology

o Executive Vice President and Chief Academic Officer, and Interim President (two

times!) at Northern Virginia Community College

• Mel has been a major influence implementing the pathway structure and a key player in the

development and implementation of the NOVA/Mason ADVANCE program.

• He has worked with the region’s businesses to improve the supply of tech-savvy front-line

workers and contribute to the region’s economic competitiveness.

• Mel is a leader among leaders in higher education. NOVA is fortunate that Mel chose our

community college for his final leadership opportunity.

Chairman Pearson thanked Dr. Schiavelli on behalf of the Northern Virginia College Board for

his dedication and service to the NOVA faculty, staff, and students and offered the warmest

wishing for a long and happy retirement.

Dr. Schiavelli told a brief light-hearted story of Dr. Robert Templin calling him approximately

7 years ago. He explained he would be retiring in the next two to three years and asked Dr.

Schiavelli if he would have interest in coming to NOVA and serving alongside him during his

final years and during the transition period following his retirement and while hiring a new

president. Dr. Schiavelli jokingly asked, “Why would I want to do that?” Dr. Templin very

strategically explained it would add at least three years to your Virginia retirement plan in the

system at a higher salary. Being an Italian from Chicago, Dr. Schiavelli knew Dr. Templin had

made him an offer he couldn’t refuse. He came to NOVA for what was to be two and a half year

which then turned into seven years. Dr. Schiavelli then thanked the Chairman, the Board and

all those in the room for their support each person has given to him during these seven years.

NOVA Board Minutes

November 18, 2019

Page 9 of 10

D. NEW/OTHER BUSINESS

Ms. Julie Felgar wanted to bring attention to the interest in beginning to engage with students in

Falls Church City regarding NOVA and everything it has to offer. After speaking with the

principals, it was decided the best time to begin the discussion would be in middle school. At this

age, it would be imperative to inform students of various workforce training opportunities and the

cost benefit opportunities if one wanted to begin their four year degree program at NOVA.

Mr. Alex Cooley, Manager of Labor Market Research at NOVA, joined Ms. Felgar in the middle

school to begin this discussion along with the principal, two vice principals, a career training

representative and counselors. She felt it went extremely well and very informative to many in the

room who were not aware of everything that NOVA has to offer. Ms. Felgar informed the Board

that Mr. Cooley will be spearheading the communications and develop a program with the middle

school which would include field trip opportunities to places such as the Medical Education

Campus. She expressed her great appreciation to Mr. Steve Partridge and his team for joining the

efforts in infiltrating the schools early and proactively.

Closed Session Discussion

§ 2.2-3711 (A)(1)

Discussion, consideration, or interviews of prospective candidates for employment; assignment,

appointment, promotion, performance, demotion, salaries, disciplining, or resignation of

specific public officers, appointees, or employees of any public body; and evaluation of

performance of departments or schools of public institutions of higher education where such

evaluation will necessarily involve discussion of the performance of specific individuals.

Vice Chair Rosie O’Neil motioned to enter into closed session. Ms. Zuzana Steen seconded the

motion. With no objection, the motion carries unanimously and the Board entered into closed

session at 6:01pm.

Chairman Pearson invited anyone present to return to the meeting. Vice Chair O’Neil motioned to

reconvene in open session. Mr. Porter seconded the motion. With no objection, the motion passed

unanimously and the Board reconvened in open session.

The Chairman read the following resolution upon re-entry of the public into the meeting:

“THE BOARD HAS CONCLUDED ITS CLOSED SESSION AND IS HEREBY IN OPEN SESSION.

WE WILL NOW TAKE A RECORDED VOTE THAT WILL BE INCLUDED IN THE MINUTES

CERTIFYING THAT ONLY SUCH PUBLIC BUSINESS IDENTIFIED IN THE MOTION TO

CONVENE IN CLOSED SESSION WAS DISCUSSED.”

NOVA Board Minutes

November 18, 2019

Page 10 of 10

• WHEREAS, THE BOARD FOR NORTHERN VIRGINIA COMMUNITY COLLEGE HAS

CONVENED A CLOSED SESSION ON THIS DATE PURSUANT TO AN AFFIRMATIVE

RECORDED VOTE AND IN ACCORDANCE WITH THE PROVISIONS OF THE VIRGINIA

FREEDOM OF INFORMATION ACT;

• NOW, THEREFORE, BE IT RESOLVED THAT THE BOARD FOR NORTHERN VIRGINIA

COMMUNITY COLLEGE HEREBY CERTIFIES THAT, TO THE BEST OF EACH MEMBER'S

KNOWLEDGE, (1) ONLY PUBLIC BUSINESS MATTERS LAWFULLY EXEMPTED FROM

OPEN MEETING REQUIREMENTS BY VIRGINIA LAW WERE DISCUSSED IN THE CLOSED

SESSION TO WHICH THIS CERTIFICATION RESOLUTION APPLIES; AND (2) ONLY SUCH

PUBLIC BUSINESS MATTERS AS WERE IDENTIFIED IN THE MOTION CONVENING THE

CLOSED SESSION WERE HEARD, DISCUSSED, OR CONSIDERED BY THE BOARD.

Chairman Pearson called on each member of the Board to respond with a “Yes” or a “No” to

certify that nothing was discussed in closed session except the item outlined in the motion to

convene in closed session.

Each Board member present provided a positive response (Yes) when certifying the discussion.

Chairman Pearson noted the following:

As a result of discussions in closed session, the College Board will be asking the Foundation Board

to continue its tradition of supporting the College President with a discretionary housing

allowance.

E. ADJOURNMENT

Chairman Pearson requested a motion to adjourn. Ms. O’Neil motioned to adjourn, seconded by

Ms. Steen. With no objection, the motion carried unanimously. The meeting adjourned at 6:28pm.

Respectfully Submitted:

Anne M. Kress

Secretary to the Board

Rick Pearson

Board Chair

TAB #2

January 27, 2020

NORTHERN VIRGINIA COMMUNITY COLLEGE SUMMARY SHEET

SUBJECT: Quarterly Report, Local Funds Budget July 1, 2019 – December 31, 2019

In accordance with the policies and procedures of the Northern Virginia Community College Board, the annual statement covering activities within the Local Funds Budget for the period July 1, 2019 through December 31, 2019 is being provided to the Northern Virginia Community College Board for its review and approval.

The year-to-date revenue and expenditures are within the expected level for the fiscal year.

The administration recommends that the Northern Virginia Community College Board approve the following resolution:

PROPOSED RESOLUTION

The Northern Virginia Community College Board has reviewed the final report of the Local Funds Budget for the period July 1, 2019 through December 31, 2019 and approves it for record purposes.

Enclosure

Action Responsibility: Cory Thompson Associate Vice President, Administration 703-764-5001

Percent of FY Expired ‐ 50%

Category 2nd Quarter Prior

Year

Approved FY2020

Budget

2nd Quarter

Current Year

Remaining

Balance% of Budget Received/Spent

Revenue Beverages 194,869$ 350,000$ 265,727$ 84,273$ Bookstore 1,421,777 2,200,000 1,267,150 932,850 Lease Payments (Cell Tower) 30,812 75,000 61,288 13,712 College Print Shop 134,471 350,000 151,244 198,756 Food Service 219,719 375,000 157,847 217,153 NOVACard Services 66,669 70,000 43,269 26,731 Parking Services 3,179,405 6,200,000 3,228,752 2,971,248 Student Copy & Print 48,586 125,000 46,376 78,624 Vending 47,941 100,000 42,658 57,342 Investment Income 219,237 800,000 252,516 547,485

Subtotal 5,563,486$ 10,645,000$ 5,516,827$ 5,128,173$ 52%

Total Revenue 5,563,486$ 10,645,000$ 5,516,827$ 5,128,173$ 52%

ExpensesAuxiliary Services 345,069$ 950,000$ 308,191$ 641,809$ College Print Shop 275,734 350,000$ 260,428$ 89,572$ Parking Services 879,942 2,550,000 948,873 1,601,127 Auxiliary IT & NOVACard 304,262 700,000 381,396 318,604 Student Copy & Print 135,562 175,000 104,764 70,236 Bond Repayment (AN & MEC Garages) 961,996 1,025,000 961,695 63,305 Transportation (Shuttle Service) 323,669 475,000 265,319 209,681

Subtotal 3,226,234$ 6,225,000$ 3,230,665$ 2,994,335$ 52%

Locally Funded Programs & InitiativesStudent Life & Campus SupportCollege‐wide Convocation 13,379$ 12,500$ 383$ 12,117$ College‐wide Special Events 27,656 40,000 100 39,900 Supplemental Work Study ‐ 12,500 2,700 9,800 Campus & Community Life 22,573 115,000 32,455 82,545

Subtotal 63,608$ 180,000$ 35,637$ 144,363$ 20%

Facility & Maintenance SupportFacility Renovation (Ernst & Schlesinger) 35,095 250,000 ‐ 250,000 NC Local Supplemental 610,259 900,000 ‐ 900,000 Minor Construction (Auxiliary Support) 243,123 360,000 52,220 307,780 Energy Initiatives 50,017 125,000 25,576 99,424 Parking Maintenance & Repair 537,095 835,000 347,102 487,898 Parking Lot Paving 537,231 850,000 448,490 401,510 Snow Removal 101,836 350,000 17,027 332,973

Subtotal 2,114,656$ 3,670,000$ 890,415$ 2,779,585$ 24%

NORTHERN VIRGINIA COMMUNITY COLLEGELocal Funds Budget Report

Fiscal Year 2020

July 1, 2019 ‐ December 31, 2019

1 of 2

Percent of FY Expired ‐ 50%

Category 2nd Quarter Prior

Year

Approved FY2020

Budget

2nd Quarter

Current Year

Remaining

Balance% of Budget Received/Spent

NORTHERN VIRGINIA COMMUNITY COLLEGELocal Funds Budget Report

Fiscal Year 2020

July 1, 2019 ‐ December 31, 2019

Institutional SupportNorthern Virginia Review 580 25,000 ‐ 25,000 Commencement/Graduation 28,933 75,000 31,739 43,261 Staff Tuition Assistance 86,858 220,000 106,782 113,218

Subtotal 116,371$ 320,000$ 138,521$ 181,479$ 43%

Discretionary ExpensesVice Presidents 4,993$ 30,000$ 19,404$ 10,596$ Provosts 7,474 35,000 11,829 23,171 Assigned Vehicle Expense 19,746 60,000 47,356 12,644 Contingency (Pres & EVP) 8,950 25,000 14,429 10,571

Subtotal 41,163$ 150,000$ 93,018$ 56,982$ 62%

Special ProjectsReynolds Capital Project 215,000 50,000 ‐ 50,000 Contingency 38,817 50,000 34,519 15,481

Subtotal 253,817$ 100,000$ 34,519$ 65,481$ 35%

Total Expenses 5,815,849$ 10,645,000$ 4,422,776$ 6,222,224$ 42%

Net Revenue after Expenses &Contingency (Capital Reserve Contribution) (252,363)$ ‐$ 1,094,051$

2 of 2

TAB #3

January 27, 2020


SUBJECT: Quarterly Report, Non-state Funded Investments as of December 31, 2019

In accordance with the standard operating procedures of the Northern Virginia Community College Board, this quarterly report of Non-state Funded Investments held by the college is being provided to the Northern Virginia Community College Board for its review and approval.

This statement shows the position of the College’s non-state funds in the Local Government Investment Pool (LGIP) account of $20,346,396. The General Fund account balance was $5,086,826. Year to date interest earned was $209,720, which includes $1,386 of interest on the BB&T account. The Savings account balance was $275,555. The Federal Perkins Loan account balance was $1,211,864. This amount was an expense at the beginning of the new quarter in accordance with Federal regulations. The Payroll Tax account balance was $1,470. The Federal Funds account balance was $1,546,893.

In 2016, an investment account was opened with TIAA. The initial deposit of $35,000,000 was funded by withdrawals from the LGIP and BB&T saving accounts. The book value of the account at quarter end was $36,714,908. Investment income, net of bond premium amortization and investment fees for the quarter was $159,253.

The administration recommends that the Northern Virginia Community College Board approve the following resolution:

PROPOSED RESOLUTION

The Northern Virginia Community College Board has reviewed the quarterly report of the Non-state Funded Investments for the period July 1, 2019 through December 31, 2019 and approves it for record purposes.

Enclosure

Action Responsibility: Dimitrina Dimkova, Vice President Finance and Administration (703-764-7778)

Name Rate Amount

Local Government Investment Pool Account 1.810% 20,346,396

General Funds Account 5,086,826

Savings Account 1.000% 275,555

TIAA Investment Account 36,714,908

Non-Investment Accounts:

Federal Perkins Loan Account 1,211,864

Payroll Tax Account 1,470

Federal Funds Account 1,546,893

Total 65,183,911

Investment account with TIAA for Local Funds.

Non-interest bearing accounts, used for clearing purposes.

NORTHERN VIRGINIA COMMUNITY COLLEGENon-state Funded Investments

As of December 31, 2019

The General Funds account generates an earnings credit of 65 basis points which is used to offset service charges on a monthly basis.

1

2

2

2

1

2

3

3

TAB #4

January 27, 2020


SUMMARY SHEET SUBJECT: Quarterly Report, Local Board Budget July 1, 2019 through December 31, 2019 In accordance with the policies and procedures of the Northern Virginia Community College Board, the quaterly statement covering activities within the Local Board Budget for the period July 1, 2019 through December 31, 2019 is being provided to the Northern Virginia Community College Board for its review and approval. After the Board has approved the statement, it is provided to the executive officers of the nine cooperating political jurisdictions in accordance with the requirements of those jurisdictions. The expenditures are within the expected level for the second quarter of the fiscal year. The administration recommends that the Northern Virginia Community College Board approve the following resolution:

PROPOSED RESOLUTION

The Northern Virginia Community College Board has reviewed and approved the Quarterly Statement of the Local Board Budget for the period July 1, 2019 through December 31, 2019.

Enclosure Action Responsibility: Dimitrina Dimkova, Vice President of Finance & Administration (703-764-7778)

Budget1st Quarter

Actuals2nd Quarter

ActualsRemaining

Balance1st Quarter

Actuals2nd Quarter

Actuals3rd Quarter

Actuals4th Quarter

ActualsPresident's Office

Community Obligations 8,000$ 2,000$ 2,000$ 6,000$ 2,000$ 4,064$ 4,264$ 4,264$ Subtotal 8,000 2,000 2,000 6,000 2,000 4,064 4,264 4,264

College BoardTravel and Memberships 50,000 2,459 14,457 35,543 726 12,924 18,531 18,766 Special Events 10,000 - 1,578 8,422 - 300 3,000 3,000

Subtotal 60,000 2,459 16,035 43,966 726 13,224 21,531 21,766

Student ServicesNOVA Work Study Program 40,000 40 40 39,960 - - 26,240 34,998 Book and Access Grants 41,000 5,719 9,956 31,044 430 4,627 11,729 37,188 Loan Match - SEOG 56,000 - - 56,000 - - 56,000 56,000 Emergency Student Assistance 45,000 1,178 2,526 42,474 2,100 4,275 6,741 19,962

Subtotal 182,000 6,937 12,522 169,478 2,530 8,901 100,710 148,149

Contingency - - - - - - - 1,271

Total Local Board 250,000$ 11,396$ 30,557$ 219,443$ 5,256$ 26,189$ 126,505$ 175,450$

NORTHERN VIRGINIA COMMUNITY COLLEGELocal Board Budget Report

Fiscal Year 2020

July 1, 2019 - December 31, 2019

Fiscal Year 2019

July 1, 2018 - June 30, 2019Budget to Actuals Cummulative Quarterly Actuals

TAB #5

January 27, 2020


SUMMARY SHEET

SUBJECT: Fiscal Year 2020 State E&G Operating Budget Mid-Year Report In accordance with the policies of the Virginia Community College System, a statement of State E&G Operating Budget expenditures for the first six months of fiscal year 2020 is provided for information to the Northern Virginia Community College Board. Revenues and expenditures by category are shown in the enclosure. Revenues and expenditures for the first six months of fiscal year 2020 were consistent with anticipated levels for this reporting period. The administration recommends that the Northern Virginia Community College Board approve the following resolution:

PROPOSED RESOLUTION

The Northern Virginia Community College Board has reviewed the statement of State E&G Operating Budget expenditures for the first six months of fiscal year 2020 and accepts it for information.

Enclosure Action Responsibility: Dimitrina Dimkova, Vice President of Finance & Administration (703-764-7778)

FY2019 FY2019

Original

Budget

2nd Quarter

Actuals

2nd Quarter

Actuals

Original

Budget

2nd Quarter

Actuals

2nd Quarter

Actuals

Key Drivers

FTE Student Enrollment 30,000 28,073 29,350

Revenue

General Fund 105,148,065$ 61,087,464$ 55,995,006$

Tuition & Differential Fee Revenue 168,226,373 111,605,178 120,636,248

ETF & Public Service 5,425,894 4,691,333 4,018,335 1,697,364 871,380 746,268

Total Revenue 278,800,332$ 177,383,975$ 180,649,589$ 1,697,364$ 871,380$ 746,268$

Expenditures

Personnel

Teaching Faculty 53,590,716$ 24,939,449$ 23,182,479$ ‐$ ‐$ ‐$

Administrative Faculty 23,903,569 11,834,370 10,972,682 109,252 59,178 ‐

Classified 53,151,261 25,099,890 23,786,577 392,821 172,969 195,402

Full‐Time Salary Base 130,645,546 61,873,708 57,941,738 502,073 232,147 195,402

Adjunct 22,764,606 12,876,193 14,407,765 ‐ 2,552 1,481

Hourly/Wage 7,615,101 3,799,818 5,773,947 556,172 364,090 303,448

Fringe Benefits 58,825,704 24,418,925 25,029,747 276,458 146,711 123,948

Total Personnel 219,850,957 102,968,644 103,153,197 1,334,703 745,501 624,279

Non‐Personnel

Continuous Charges 9,031,582 3,418,025 3,451,370 28,594 25,151 22,450

Contractual Services 38,659,975 12,930,327 11,964,244 112,723 50,746 55,630

Equipment 8,058,567 1,510,224 1,961,500 48,600 23,602 4,345

Supplies & Materials 3,199,251 1,341,052 1,355,939 172,744 58,849 37,075

Total Non‐Personnel 58,949,375 19,199,627 18,733,053 362,661 158,347 119,500

Total Expenditures 278,800,332$ 122,168,271$ 121,886,250 1,697,364$ 903,848$ 743,779

Balance (Revenue less Expense) ‐$ 55,215,704$ 58,763,339$ ‐$ (32,468)$ 2,489$

FY2020 FY2020


STATE EDUCATION & GENERAL

FY2020 Revenue and Expenditure Statement

as of December 31, 2019

State E&G Public Service

TAB #6

January 27, 2020


SUMMARY SHEET

SUBJECT: Fiscal Year 2020 Workforce Development Operating Budget Mid-

Year Report In accordance with the policies of the Virginia Community College System, a statement Workforce Development Operating Budget revenues and expenditures for the first six months of fiscal year 2020 is provided for information to the Northern Virginia Community College Board. Revenues and expenditures are shown in the enclosure. Revenues and expenditures for the first six months of fiscal year 2020 were consistent with anticipated levels for this reporting period. The administration recommends that the Northern Virginia Community College Board approve the following resolution:

PROPOSED RESOLUTION

The Northern Virginia Community College Board has reviewed the Workforce Development Operating Budget Report for the first six months of fiscal year 2020 and approves it for record purposes.

Enclosure Action Responsibility: Dimitrina Dimkova,

Vice President of Finance & Administration (703-764-7778)

FY2019

OriginalBudget

2nd Quarter Actuals

2nd Quarter Actuals

$ Chg from FY2019

% Chg from FY2019

RevenueCarryover 165,105$ -$ 747,398$ (747,398)$ ACLI 2,673,345 1,918,434 2,103,297 (184,863) BUS/Contract 2,550,000 476,509 916,788 (440,279) WD Open Enrollment 292,233 116,143 527,138 (410,995) Health/Tech 1,554,037 1,758,023 650,518 1,107,504 Automotive 370,000 269,440 270,528 (1,088) Other 314,422 74,683 132,738 (58,055)

Total Revenue 7,919,142$ 4,613,231$ 5,348,404$ (735,172)$ -13.7%

ExpendituresPersonnel

Administrative Faculty 301,774$ 138,189$ 214,544$ Classified 1,770,389 887,853 1,116,185

Full-Time Salary Base 2,072,163 1,026,042 1,330,728 Adjunct 1,216,100 589,961 713,538 Hourly/Wage 84,520 43,443 121,451 Fringe Benefits 1,055,445 612,799 688,097

Total Personnel 4,428,228 2,272,245 2,853,814 Non-Personnel

Contractual Services 3,087,812 1,525,058 1,367,951 Equipment 500 11,046 32,051 Supplies & Materials/Other 402,602 292,014 217,124

Total Non-Personnel 3,490,914 1,828,118 1,617,126 Total Expenditures 7,919,142$ 4,100,364$ 4,470,940$ (370,576)$ -8.3%

Balance (Revenue Less Expense) -$ 512,868$ 877,464$ (364,596)$

FY2020

NORTHERN VIRGINIA COMMUNITY COLLEGEWorkforce Development

FY2020 Revenue and Expenditure Statementas of December 31, 2019

TAB #7

January 27, 2020


SUBJECT: Projects and Properties Status Report

A copy of the Projects and Properties Status Report as of January 2020 is provided for information to the Northern Virginia Community College Board. The administration recommends that the Northern Virginia Community College Board approve the following resolution:

PROPOSED RESOLUTION The Northern Virginia Community College Board has reviewed the Projects and Properties Status Report dated January 2020 and approves it for record purposes.

Action Responsibility: Cory Thompson Associate Vice President, Administration 703-764-5001

FACILITIES PROJECT STATUS REPORT

January, 2020

Projects - Capital Campus Description Size (GSF) Total Funding Initiation Date Completion Date Comment

Reynolds Building LO Renovate Academic Building 77,735 $ 20,356,839 2012 December 2021 Village is under construction

Seefeldt Building WO Renovate Academic Building 141,465 $ 44,746,716 2018 2023 DEB Design Package Review

Howsmon/Colgan Building MA Renovate Academic Building 127,584 $ 32,578,710 2018 2022/2024 Design Development

Mechanical Upgrade at Bisdorf AL Repair or Replace Major Mechanical Systems Upgrade $ 6,000,000 2018 2021 Contract in Negotiation

Tyler Building AL Renovate Tyler Building Mechanical, Electrical, Plumbing Systems 72,190 $ 6,000,000 2019 2021 On Hold

Soccer Field AN Install Turf Field $ 1,500,000 2018 2020 On Hold

Cafeteria Building AN Renovate LL Serving Area, UL Café, Student Life & Entry Ways. 19,500 $ 10,000,000 2018 2022 Contract Under Negotiation

MA Parking Lot MA Add parking lot $ 1,500,000 2019 2020 Project is in design

LO Parking Lot LO Add parking lot $ 1,800,000 2019 2020 Project is in design

Battleview Mechatronics Lab MA Renovate Academic Building $ 1,500,000 2018 2019 Close Out

438,474 $ 125,982,265

Project Location Reason Description Status Total Cost Initiation Date Completion Comment

Annandale Emergency Hillside Soil Slough Remediation Close-out 90,209 November 2018 January,2020

90,209


Annandale Life Safety Parking Garage Retaining Wall Close-out 221,010 June, 2018 January, 2020

Manassas Life Safety Nature Trail Bridge Replacement Design 200,000 February 2018 November 2020

Woodbridge Life Safety WS WC WAC-Change BAS from Schneider Electric to Triduum Honeywell System. Pre-Contruction 162,000 April, 2018 April, 2020

NVCC Life Safety Eye Wash Stations Project Local Permit Review 112,209 August 2018 June,2020

NVCC Life Safety Projects Under $100K Varies 227,500 Varies Varies

922,719


Alexandria Code Compliance Dawes Garage - New Entrance Ramp DEB Review 673,677 February 2019 June, 2020

Annandale Code Compliance CA ERU Opeartions & Challenges Evaluation Assessment-Study 160,000 August 2019 April, 2020

Manassas Code Compliance Battleview Elevator & Handrail Improvements Close-out 724,083 January 2017 February, 2020

MEC Code Compliance Cadaver Lab Exhaust Closed 124,828 July, 2016 August, 2019

NVCC Code Compliance AL-AN-MA ADA Improvements Design 527,444 January 2018 December, 2021

NVCC Code Compliance Project Under $100K Varies 196,036 Varies Varies

2,406,068

Life Safety Projects - Subtotal…..

PROJECTS - CAPITAL

PROJECTS - NON-CAPITAL

Emergency Projects - Subtotal…..

Capital Projects - Total…..

Code Compliance - Subtotal…..

Page 1

FACILITIES PROJECT STATUS REPORT

January, 2020


NVCC Environmental Compliance Environmental Compliance Projects Varies 718,047 Varies Varies


Alexandria Life Cycle Replace Siemens Panels AA & AS Close-out 549,291 January, 2017 January, 2020

Alexandria Life Cycle Tyler - ADA Renovations Design 308,398 April, 2018 July, 2020

Annandale Life Cycle Annandale Paving Project, Resurface Lot B13 - Remediation Close-out 301,961 August, 2019 January, 2020

Annandale Life Cycle CT Window Replacement Design 400,000 August, 2019 October, 2020

Annandale Life Cycle CE Elevator System Modernization Design 455,376 January, 2018 December, 2020

Annandale Life Cycle CN Elevator System Modernization DEB Review 455,344 January, 2018 June, 2020

Annandale Life Cycle CT Elevator System Modernization DEB Review 455,344 January, 2018 June, 2021

Annandale Life Cycle CT Flooring Replacement and Abatement Construction 338,526 April, 2018 April, 2020

Annandale Life Cycle Replace BAS CM CC CS Bid Queue 948,000 June, 2018 November,2020

Annandale Life Cycle Replace BAS with Maigara BAS- CT Planning 510,000 01-08-2020 November,2020

Annandale Life Cycle Replace BAS with Maigara BAS- CE Planning 300,000 01-08-2020 November,2020

Annandale Life Cycle CP Elevator Renovation Phase II Planning 520,000 December, 2019 TBD

Annandale Life Cycle CP Elevator Renovation Phase III Planning 520,000 December, 2019 TBD

Manassas Life Cycle MT Building Switchgear and Electrical Upgrades Pre-Construction 495,507 June, 2018 August, 2020

NVCC Life Cycle Engineering Assessment of Building Envelopes Planning 360,000 May, 2018 August, 2020

NVCC Life Cycle Life Cycle Under 300,000 Varies 5,110,218 Varies Varies

12,027,965

16,165,008

16,636,273


Annandale Maint. Reserve CG Plaza Waterproofing & Structural Repairs Close-out 626,143 June 2017 December, 2019

Alexandria Maint. Reserve AA Plumbing System Repairs Planning TBD June 2019 October, 2020

626,143

Discretionary Non- Capital Funded Projects for the following reasons (Building Improvement, Exterior Improvement, Maint. & Ops, Academic Requirement, Administrative Requirement) Total….. Total of these types of projects

Maintenance Reserve Projects typically await funding by VCCS

Life Cycle-System Renewal Projects - Subtotal…..

Grand Total, Emergency, Life Safety, Code Compliance, Environmental Compliance & Life Cycle:

Page 2

TAB #8

Advisory Committee Recommendations(Copies of Resumes to Academic Curriculum and Workforce Development Committee only)

RECOMMENDATION: The Northern Virginia Community College Board has reviewed and approves the following recommendations for members of the Advisory Committee:

Horticulture Technology, A.A.S. Carl F. PerattGreg BradshawKerem BakiRonald Rubin

Automotive Technology, A.A.S.William Moss Nursing, A.A.S.Christina Grabus

Respiratory Therapy, A.A.S.Wei Qian

TAB #9

Community Engagement, Governance and Marketing Advisory Committee

Video Presentation-

Student Voices Highlight: #RealNova: Supporting Student Needs through a Culture of Care

The quality of life for our students has a major impact on their sense of belonging, persistence, graduation, and overall experience. Unfortunately, barriers such as hunger, homelessness, transportation and more, are real issues for many of our students at NOVA. To address these barriers, NOVA hosted a #REALNOVA Student Needs symposium on November 20th, 2019.

The symposium expanded beyond local and national data to a hands-on approach to addressing and solving issues around students’ basic needs. Presenters from across the College community had the opportunity to share resources and best practices to help elevate and resolve barriers to student success. Over 250 participants from across the College and community were in attendance.

TAB #10

ACTION ITEMS:


2019-2020 Emeritus Nominations(Complete packets went to the Academic Curriculum and Workforce Development Committee only)

RECOMMENDATION: The Northern Virginia Community College Board, through the Academic Curriculum and Workforce Development Committee, approves these 14 individuals to be awarded the 2020 distinction of Professor or Classified Emeritus.

Darlene Branges, Annandale CampusElizabeth Bull, Alexandria Campus

Barbara Gershman, Woodbridge CampusDonald Gooden, Woodbridge Campus

Lori Leeker, Woodbridge CampusHarvey H. Liebman, Alexandria Campus

Marleen McCabe, College StaffBrenda Meisel, Woodbridge Campus

Noreen Nutting, Medical Education CampusCharlene Phillips, Manassas CampusGail Rebhan, Woodbridge Campus

John Ruffino, College StaffSue Thompson, Annandale CampusKathleen Wax, Alexandria Campus

TAB #11

Program Discontinuances

The Background for all these requested Program Discontinuances will be provided in a separate email to all of you.

1. Fire Science Technology AASRECOMMENDATION: The Northern Virginia Community College Board has reviewed and approves the proposal to discontinue the Fire Science Technology AAS. To be effective Fall 2020. 2. Multimedia Design Certification RECOMMENDATION: The Northern Virginia Community College Board has reviewed and approves the proposal to discontinue the Multimedia Design Certification to be effective Fall 2020.

3. Web Design Specialist Career Studies Certificate (CSC)RECOMMENDATON: The Northern Virginia Community College Board has reviewed and approves the proposal to discontinue the Web Design Specialist Career Certificate to be effective Fall 2020.

4. Marketing AAS RECOMMENDATION: The Northern Virginia Community College Board has reviewe4d and approves the proposal to discontinue the Marketing AAS effective Fall 2020.

5. Marketing Career Studies Certificate (CSC)RECOMMENDATION: The Northern Virginia Community College Board has reviewed and approves the proposal to discontinue the Marketing Career Studies Certificate (CSC) effective Fall 2020.

6. Contract Management CertificateRECOMMENDATION: The Northern Virginia Community College Board has reviewed and approves the proposal for the discontinuance of the Contract Management Certificate effective Fall 2020.

7. Meeting, Event and Exhibition ManagementRECOMMENDATION: The Northern Virginia Community College Board has reviewed and approves the proposal for the discountenance of the Meeting, Event and Exhibition Management effective Fall 2020.

8. Marketing Management CSCRECOMMENATION: The Northern Virginia Community College Board has reviewed and approves the proposal for the discontinuance of the Marketing Management CSC effective for Fall 2020.

TAB #12

February 20, 2018 2

PATHWAY TO THE AMERICAN DREAM—NOVA’S STRATEGIC PLAN 2017-2023

INTRODUCTION

During the 2016-2017 academic year, Northern Virginia Community College (NOVA) engaged in a process of

identifying and articulating primary strategic priorities for the College’s sixth decade of service to Northern

Virginia and the Commonwealth. Building upon the creativity, good will, seriousness, and perseverance of the

NOVA community and engaging more than 250 members of the NOVA community both inside and outside the

College, NOVA used this planning effort to design a strong and sustainable future for the College that rests upon

three pillars—every student succeeds, every program achieves, every community prospers. Most importantly,

these pillars ensure that our college has its greatest impact on the socio-economic mobility of our students and

the prosperity of our region.

This document describes the strategic planning process and its context and purposes. It then outlines the

priorities on which NOVA will focus and describes the goals, objectives, and activities through which the College

will achieve those priorities.

AN EDUCATED CITIZENRY AS A VIRGINIA VALUE

“If the condition of man is to be progressively ameliorated, as we fondly hope and believe, education is to be the

chief instrument in effecting it.” Thomas Jefferson

THE MISSION OF THE VIRGINIA COMMUNITY COLLEGE SYSTEM “We give everyone the opportunity to learn and develop the right skills so lives and communities are strengthened.” THE NOVA MISSION AND VISION “This is the College of Necessity, the Academy of Opportunity, and here and now, a child of the times in this fastest growing metropolitan area of the nation.” Governor Albertis Harrison, NOVA Dedication, 1965

NOVA, the largest public educational institution in Virginia and among the largest community colleges in the country, serves a region in which 29% of the Commonwealth of Virginia’s population resides. NOVA enrolls nearly 100,000 credit and non-credit students—from more than 160 countries—across six campuses. Its mission “…to deliver world-class in-person and online post-secondary teaching, learning, and workforce development to ensure our region and the Commonwealth of Virginia have an educated population and globally competitive workforce” supports its vision to “…promote student success.” While serving one of the wealthiest areas in the country, the geographic region served by NOVA also contains 20% of the Virginia households that fall below the poverty line or the basic cost of living (ALICE) threshold. Facilitating the opportunity of residents of these families and other citizens in our region

to participate in one of the most dynamic economies in the Commonwealth and the nation, and attain middle class status or greater, is a core purpose of NOVA and a primary goal of this strategic plan.

February 20, 2018 3

PLANNING CONTEXT

NOVA’s 2005-15 strategic plan, NOVA 2015: Gateway to the American Dream, aligned NOVA’s future priorities

with the strategic plan of the Virginia Community College System (VCCS), Achieve 2015. Both plans spoke to

Access, Affordability, Student Success, Workforce, and Resources. During that decade, NOVA increased student

enrollment in its programs by 32%, financial aid recipients quadrupled to 23,000, and graduates more than

doubled.

In 2015-16, the VCCS fashioned a new six-year plan, Complete 2021. Its primary strategies include Creating a

Culture of Completion and Addressing Virginia’s Hiring Challenge, through structured pathways, credential

stacking, and enterprise technology student support systems—Integrated Planning and Advising for Student

Success (IPASS). Another VCCS strategy is increasing the designation of more of its member colleges as

Cybersecurity Institutions of Excellence—specifically highlighting NOVA’s distinction as a designated NSA Center

of Academic Excellence in Information Assurance. The VCCS plan further outlines ways to meet demand in the

Commonwealth for skilled workers, particularly those with more than a high school diploma and less than a

bachelor’s degree. Celebrating its 50th anniversary, the VCCS declared boldly that within its next 50 years the

Commonwealth would see a college graduate in every Virginia household.

The State Council of Higher Education for Virginia’s 2014 Virginia Plan for Higher Education offers an equally

ambitious goal—to make Virginia the “best educated state by 2030.” Its priorities include affordable access,

student success, innovation and investment, and economic and cultural prosperity. Its specific initiatives

include—most relevant to NOVA’s strategic planning work— “…support[ing] pathways to postsecondary

education and completion.” NOVA’s present strategic plan charts a course that continues to build on its previous

successes in access, affordability, and student success by focusing on strategic priorities and specific initiatives

that align with trends across the nation and Commonwealth.

THE NATIONAL COMPLETION AGENDA AT NOVA Community colleges like NOVA serve an essential function in our nation’s system of higher education. More than

40% of undergraduates begin their higher education experience at a community college. These institutions

provide lower tuition and greater access to a broader group of students than do four-year institutions; as noted

by the American Association of Community Colleges (AACC), “[community college] offers a critical avenue for

upward mobility for many underserved students, including low-income, first-generation, and racial/ethnic

minority students, all of whom are disproportionately represented at community colleges.”

But access is not enough. In recent years, advocates, scholars, commissions, and institutions, reviewing the

experience and outcomes of students in community colleges have shown that “Access without support for

student success is an empty promise (AACC).” Research shows that, although most of the students who enroll in

two-year colleges do so with the aspiration eventually to earn a bachelor’s degree, only about 14% achieve that

goal within six years. Community colleges, responding to that challenge, have begun to invest resources, reshape

programs, and strengthen support services to advance student success.

The student experience in community colleges is often described as a series of several “points” along a path toward completion of a credential. Points that offer opportunity for acceleration, but too often points of loss where students are stalled in their success goals and stop out or drop out. Overcoming these significant success challenges is the reason why the 21st Century Commission on the Future of Community Colleges published a national report in 2012, Reclaiming the American Dream, that calls for community college redesign: “Despite these historic successes, and amidst serious contemporary challenges, community colleges need to be redesigned for new times. What we find today are student success rates that are unacceptably low, employment preparation that is inadequately connected to job market needs, and disconnects in transitions between high schools, community colleges, and baccalaureate institutions.” Notably, these calls for change came not from external critics, but leaders throughout the community college

sector who recognized that a focus on access alone falls short in helping community college students progress to

their academic and economic goals.

February 20, 2018 4

At the institutional level, an articulation of the student challenges and opportunities in community college

student progression is the Loss/Momentum Framework described by Completion by Design (Bill and Melinda

Gates Foundation), which envisions a student’s pathway as a continuum.

Historically, NOVA has excelled in both the CONNECTION and ENTRY phases as a result of the strategic choices by

the college to provide a gateway to the American Dream. Few, if any, community colleges in the nation

deliberately attempt to connect to underserved low-income, first generation high school students as NOVA does

through its Pathway to the Baccalaureate program. Further, the college’s Start Strong policies and practices

pioneered effective student entry.

Now, like many of its peers, NOVA has an opportunity—in fact, an obligation—to do more to support its students

in the PROGRESS and COMPLETION phases. Too many of NOVA’s students do not know whom to approach with

questions about how to make progress toward goals, or what questions to ask. NOVA’s current advising program

is not structured to provide students with clear direction or indication of progress. Students do not have enough

information to negotiate the complexities of transfer to Virginia senior institutions or proceed directly to the

workforce other than through traditional academic paths. Furthermore, for open-access colleges like NOVA,

progress toward completion is particularly important for students striving to attain greater economic opportunity

for themselves and their families. Non-completers from open access institutions often find that their job

applications are given equivalent consideration to that of a high school graduate, greatly limiting their

employment opportunities much less their career progression.

In addressing this challenge to ensure that every NOVA student progresses toward completion, the NOVA

community in this strategic planning process has evaluated our weaknesses and through Pathway to the

American Dream, attempts to identify specifically identified institutional shortcomings:

While approximately 80% of NOVA students enroll in programs designed to lead to transfer to a university

to achieve a bachelor’s degree, little more than 20% of NOVA students have achieved that goal six years

after enrolling. While the NOVA students on a percentage basis perform better than the national average

for community colleges, this success outcome is still woefully low. Research suggests that a key to helping

transfer students achieve their Bachelor’s degree goals is to help ensure that a majority of their credits

transfer with them and count toward both general education and degree requirement credit at their

transfer destination college.

National research indicates that students who successfully transfer a majority (80%) of their credits to their

transfer destination have a 2 ½ times greater chance of completing a Bachelor’s degree. For too many

students, however, this threshold of transfer success is uncommon, with the average transfer student

losing 13 earned and paid-for credits.

To make informed choices that maximize goal attainment, students need access to appropriate information

and engaged advisors. The NOVA community was confronted by our own challenges in this area on

January 17, 2016 when an article in The Washington Post (“Community College Students Deserve Better

than They Are Getting”) used a NOVA student example to suggest shortcomings across the community

college sector in providing adequate student advising. While the disappointing case of a single student

example does not reflect the experience of all NOVA students, it is unfortunately the challenge faced by far

too many of our students.

CONNECTIONInterest to Application

ENTRYEnrollment to Completion of Gatekeeper Courses

PROGRESSEntry into Program of Study to 75% of Requirements Completed

COMPLETIONComplete Program of Study to Credential with Labor Market Value

February 20, 2018 5

Recent data suggest that a majority (56%) of the students who initially enroll at NOVA are lost after only

three years, meaning that they have neither graduated nor transferred, and they are no longer enrolled.

For those who successfully graduate from NOVA, a very significant percentage (27%) pointed to advising

when asked an open-ended question: What were the major problems, if any, in your NOVA experience?

More than half of the graduates who had problems with advising suggested that their advisors were not

knowledgeable (37%), not available (9%), and/or not helpful (8%).

For many students and prospective students, their goals upon completion may be to enter the workforce

directly rather than to transfer to a university. While the Northern Virginia region provides significant work

opportunities compared to most other regional economies in the United States, NOVA’s programs offering

the opportunity to progress directly to the workforce are small relative to other community colleges in

areas with less robust economies and may not reflect employer needs in Northern Virginia. Comparative

data from national studies such as the Brookings Institute’s (2015) Value Added Colleges and state data

from State Council of Higher Education of Virginia, has indicated that NOVA lags in comparison to

benchmark national and state community colleges in the production of STEM graduates, particularly those

attaining degrees and/or certificates in non-transfer programs that allow them to enter the workforce

directly. Similarly, statewide comparisons of NOVA’s workforce development efforts have indicated that in

comparison to other community colleges in the Commonwealth, NOVA’s past efforts resulted in more

limited engagement with employers and more limited opportunities for both students and employers from

non-degree training and other workforce development support.

To address concerns about students’ progress and completion, many two-year colleges have embraced

innovations—in particular, a “pathways model” for academic programs (sometimes called Guided or Informed

Pathways or described as Meta Majors), and technology-mediated advising.

The INFORMED PATHWAYS (the term chosen by NOVA) approach responds to national evidence showing

that the traditional “cafeteria” style presentation and structure of programs of study—in which students

are offered a dizzying array of courses not organized in any meaningful way—leads to anxiety, poor

choices, and bad outcomes. Not infrequently, students become overwhelmed, choose courses that do not

transfer well, or at all, to their chosen schools, and waste valuable financial aid dollars. This ultimately—

and dramatically—not only undermines community college completion rates but also reduces

baccalaureate completion rates for those students who do complete a community college credential.

INFORMED PATHWAYS present courses in the framework of structured, educationally coherent program

maps aligned with students’ goals for careers and further education or workforce entry. Schools that have

adopted the Pathways Model note a sharp increase in the percentage of students meeting milestones

toward completion of a credential. Indeed, the Community College Research Center notes, “College

students are more likely to complete a degree in a timely fashion if they choose a program and develop an

academic plan early on, have a clear road map of the courses they need to take to complete a credential,

and receive guidance and support to help them stay on plan.”

Similarly, advising reform that embodies both the Pathways model and technology-mediated advising—

IPASS (Integrated Planning and Advising for Student Success or VIP-PASS (Virginia Integrated Program of

Planning and Advising for Student Success) as denominated by the Virginia Community College System)—

is designed to improve student success and support completion. In the current climate of decreasing

resources for higher education, colleges cannot meet the advising needs of all students using traditional

face-to-face methods. In fact, NOVA estimates that it can reach only about a third of its students through

its current model of in-person advising, most of which occurs during the “onboarding” or registration

process. VIP-PASS, if integrated well, not only allows community colleges to provide good advising to more

students by shifting some in-person advising to technology-mediated advising, but also provides tools to

help students choose a course of study or career path, seek out needed assistance, and track their own

progress along an INFORMED PATHWAY. It allows colleges to monitor students’ progress and provide

proactive “intrusive” advising, when needed, to keep students on track to earn a credential. Like

INFORMED PATHWAYS, VIP-PASS is evidence of a commitment to student success.

February 20, 2018 6

Student success and, ultimately completion, matters not only in the short term, as an indicator of persistence, but

also as the foundation for INDIVIDUAL AND COMMUNITY PROSPERITY. Though the magnitude of the effect

varies from college to college, students who complete credentials enjoy greater upward SOCIAL AND ECONOMIC

MOBILITY (i.e., moving from one income bracket to a higher one). By focusing its energy and effort, its creativity

and talent, and its resources and persistence on a COMPLETION AGENDA, NOVA is well-positioned to influence

social mobility on a large scale. As Raj Chetty at Stanford University and his colleagues have shown, differences in

mobility rates suggest that increasing low-income access to colleges with good student outcomes can increase

the overall contribution of higher education to upward mobility. The Chetty study reports that 1 in 5 NOVA

students move up 2 or more income quintiles against their parents’ income level within 10 years of earning a

credential. More credentials earned will translate into broader economic opportunity for thousands of NOVA

students.

To maximize this opportunity, NOVA must also more adequately connect job preparation to regional employment

needs as suggested by the 21st Century Commission on the Future of Community Colleges. This will entail moving

from a focus on workforce development as a division of the college to a core purpose of our institution, offering

programs that provide a gateway to regional employment opportunities, and intensive partnering with employers

and organizations to strengthen career development, work-based learning, job placement and other supports

that will both enhance the opportunities of our students to participate in a dynamic regional economy and the

overall prosperity of the communities that encompass our region.

Embracing the recommendations of national studies, the strategies of statewide plans for the Commonwealth

and the unique opportunities offered by our region, NOVA’s strategic plan, PATHWAY TO THE AMERICAN

DREAM offers a promise, defines three priorities to guide NOVA’s course over the next six years, and provides a

plan to enhance its commitment to its students and the communities NOVA serves.

February 20, 2018 7

THE NOVA COMMITMENT

As its primary contributions to meeting the needs of the Commonwealth of Virginia, the Northern Virginia Community College pledges to advance the social and economic mobility of its students while producing an educated citizenry for the 21st Century. THE STRATEGIC PLAN GOALS AND OBJECTIVES To deliver on this commitment NOVA will focus its creativity and talent, its effort and energy, and its resources and persistence, on achieving three overarching goals—success, achievement, and prosperity. It will strive to enable EVERY STUDENT TO SUCCEED, EVERY PROGRAM TO ACHIEVE, and EVERY COMMUNITY TO PROSPER. The NOVA community articulated nine Objectives designed to deliver on three Strategic Plan Goals during the strategic planning process. The Objectives supporting these goals form the framework of an implementation plan described in subsequent sections of this document as approved by the College Board on May 15, 2017. To advance the completion agenda described above, thereby promoting students’ success and enhancing their social mobility, ensuring that programs achieve, and producing an educated citizenry for the 21st Century, the following goals and objectives are adopted: GOAL 1: EVERY STUDENT SUCCEEDS

Objective 1: Develop a College-wide approach to advising that ensures all students are advised and have access to support throughout their time at NOVA

Objective 2: Implement VIP-PASS System as the foundational technology based on NOVA Informed Pathways for student self-advising, assignment and coordination of advisors, and course registration

GOAL 2: EVERY PROGRAM ACHIEVES

Objective 3: Develop comprehensive, fully integrated Informed Pathways for every program to ensure seamless transitions from high school and other entry points to NOVA, and from NOVA to four-year transfer institutions or the workforce

Objective 4: Develop effective processes and protocols for programmatic College-wide collective decisions that include consistent, accountable leadership and oversight of each academic program with designated “owners,” active advisory committees, clear student learning outcomes and assessments, and program reviews in all modalities of instruction

Objective 5: Align NOVA’s organizational structures, position descriptions, and expectations for accountability with its overarching mission to support student engagement, learning, success and institutional effectiveness

GOAL 3: EVERY COMMUNITY PROSPERS

Objective 6: Enhance the prosperity of every community in Northern Virginia by refocusing and prioritizing NOVA’s workforce development efforts

Objective 7: Further develop NOVA’s IT and Cybersecurity programs to support regional job demand and

position NOVA as the leading IT community college in the nation

Objective 8: Re-envision workforce strategies and integrate workforce development into a NOVA core focus

Objective 9: Plan to expand the breadth and reach of NOVA’s healthcare and biotechnology programs, and

prioritize future programs to support regional economic development goals

February 20, 2018 8

MEASURING IMPACT To measure the impact of our efforts, NOVA’s strategic planning included a survey and selection of leading student performance indicators that effectively measure important milestones in student progress, and metrics of academic goal completion. With the emphasis on enhancing our students’ socio-economic opportunities, NOVA also created an economic mobility index. The impact of our strategic plan will be measured by tracking the results of student success against these metrics, based against 2016 baseline measures. Mobility

Economic Mobility Index: The number and percentage of students in a Fall cohort who have completed 31 hours or more, who within six years of enrollment have completed a bachelor’s degree or earned another NOVA credential (A.A.S., Certificate, Career Studies Certificate, or Workforce Credentials Certificate), and who live in the D.C. region earning above the lower middle-class threshold (67 percent of median income for a family of four or $62,506).

Overall Success

Completion of Bachelor’s Degree Within Six Years: Number and percent of transfer degree students who complete a bachelor’s degree within 6 years of enrollment.

Completion of Associate Degree or Certificate Within Three Years: Number and percent of non-transfer degree students who complete an Associate Degree, Certificate, Career Studies Certificate, or Workforce Credential Certification within 3 years of enrollment.

Progress

College (Gateway) Level Math and English Composition: Percentage of degree students (other than certificate) completing a college (Gateway) level math and English composition within first year of enrollment.

Completing Nine or More Core Credits: Percentage of degree students completing at least 9 semester credits (3 core courses) in the student’s field of study in the first academic year.

Fall-to-Spring Retention: Percentage of degree students (other than Career Studies Certificate) persisting in enrollment from Fall to Spring semester of first year.

Fall-to-Fall Retention: Percentage of degree students (other than Certificate or Career Studies Certificate) persisting in enrollment from Fall semester of first year to Fall semester of second year.

Transferring with More Than 31 Credit Hours: Percentage of transfer students successfully transferring with more than 31 credit hours.

Ratio of Average Credits Earned at Graduation to Total Credits Required: Ratio of average credits earned at graduation to total credits required for graduation by degree program and major.

EXECUTING PROGRESS As a practical matter, all these goals and objectives cannot be accomplished immediately, or at the same time, since some depend upon others being accomplished sequentially. Every objective is supported by an action plan—each associated with benchmark accomplishments—to support and measure NOVA’s progress in implementing its Strategic Plan. Consequently, four timeline-related implementation periods for NOVA’s Strategic Goals and Objectives are shown

in the following diagrams and tables:

Accelerate to Implement: These objectives are those that have already been started in some way, are

fundamental to other, related strategic planning efforts (such as those for SCHEV and/or VCCS), and can be

completed in a relatively short time frame.

Organize to Sustain: These objectives involve “knottier” organizational issues, which require a “rethinking” of

the way in which the College operates.

Plan to Develop: These objectives are longer-term “big ideas” the College might choose to address. Because

they will require substantial planning and/or allocation of resources, this plan not only identifies what these

“big ideas” should be for each of the identified areas (e.g., “Every Student Succeeds”), but also describes what

planning will need to be done and resources allocated to accomplish those ideas in the long term.

Engage to Raise: These objectives are externally focused and involve adjusting how NOVA tells its story—

February 20, 2018 9

reframing how NOVA is perceived in ways that will allow it to

generate new financial resources.

Year One

Years One to Two

Years One to Three

Years One to Five

Accelerate to Implement

Organize to Sustain

Plan to Develop

Engage to Raise


• VIP-PASS

Organize to Sustain

• AdvIsing Responsibilities Handoffs and Protocols

Plan to Develop

• Advising Centers

Engage to Raise

• Student Support

EVERY STUDENT SUCCEEDS

February 20, 2018 10


• Information Technology and Cybersecurity

Organize to Sustain

• Workforce as NOVA Core Focus

Plan to Develop

• Healthcare Sustainability and Expansion

• Program Priorities

• Workplace Skills

Engage to Raise

• NOVA as IT Leader

• Tech Fluent


• Informed Pathways

• Guaranteed Transfer

Organize to Sustain

• Program Leadership, Accountability, and Collective Decision-Making

Plan to Develop

• NOVA/MASON ADVANCE Partnership

Engage to Raise

• Green and Gold Promise

EVERY PROGRAM ACHIEVES

EVERY COMMUNITY PROSPERS


NOVA GOAL 1: EVERY STUDENT SUCCEEDS—OBJECTIVES AND ACTION PLAN The first two priorities—every student succeeds and every program achieves—are essential and interdependent; taken together, they articulate NOVA’s commitment to fulfilling the promise of post-secondary education for all its students. At the heart of every student succeeds is expansion, strengthening, and diversification of advising—establishing new systems, technologies, structures, policies, competencies, and expectations to ensure not only that every student is advised, but also that advising is customized and tailored in approach, format, delivery, and content to align with every student’s needs over time, and that advisors are both well-prepared and effectively supported. Within two years to four years, new advising centers on each comprehensive campus will provide a practical hub for advising of all kinds—while emphasizing the centrality and value of advising every student. Objective 1: Develop a College-wide approach to advising that ensures all students are advised and have

access to support throughout their time at NOVA.

Objective 2: Implement VIP-PASS System as the foundational technology based on NOVA Informed Pathways for student self-advising, assignment and coordination of advisors, and course registration.

Action Plan


VIP-PASS

Appoint college-wide cross-functional team to lead NOVA into Wave 1 of VIP-PASS and successfully lead configuration and implementation efforts

Integrate NOVA Informed Pathways into functionality of VIP-PASS

Provide College-wide VIP-PASS awareness and professional development

Plan full implementation for Fall 2018 registration

Organize to Sustain

Advising

Responsibility Handoffs Protocols

Define clear roles, responsibilities, and expectations for all those involved in advising, including faculty, professional advisors and other student support staff

Develop ongoing training and professional development systems to prepare and support advisors

Develop a system of predictive analytics for categorizing, providing, and assessing the value, outcomes, and effectiveness of advising and related services to students based on (1) level of need (“self-service,” “low touch services,” “medium touch services,” and “high touch services”); (2) stage in student life cycle (connection, entry, progress, completion); (3) Informed Pathway; (4) structured group (GPS, Pathway to the Baccalaureate); and special groups (veterans, international, students with disabilities)

Develop advising protocols and procedures for each Informed Pathway, including an “early alert” system and/or “intrusive advising” points, integrated with VIP-PASS, to ensure students stay on their pathway and receive assistance when most needed

Develop College-wide protocol for faculty to post course information electronically, including basic course information and grades, for easy and consistent student access

Establish minimum technology competencies for all students, along with sufficient electronic and face-to-face resources to allow competencies to be met within first semester.

Establish minimum technology competencies for members of the faculty and staff, and provide support, including face-to-face training, as required to enable them to achieve those competencies.

Plan to Develop

Advising Centers

Establish Advising Centers on each comprehensive campus to serve as an “advising hub” for all types of advising functions (College processes, career planning, transfer advice, and life/transitional issues)

Plan a functional and appealing physical layout and build into campus renovation plans

Determine appropriate resources, staffing plans, advising protocols and professional development

Develop a robust virtual advising center, including virtual access to all College services, to replicate physical resources with off-hour availability

Engage to Raise

Student Support

Raise funds and develop a new system to provide emergency aid to students facing drop out/stop out due to financial emergencies.

Raise funds and develop a system to provide retention grants to students with outstanding tuition/fee accounts but progressing toward graduation.


NOVA GOAL 2: EVERY PROGRAM ACHIEVES— OBJECTIVES AND ACTION PLAN Accountable academic programs, especially when represented in carefully designed Informed Pathways and linked with excellent advising, will ensure that every student gets the greatest value possible from their NOVA experience. It is NOVA’s obligation to provide academic programs and courses that advance students’ progress toward desired credentials and enable them to achieve their goals. To discharge that responsibility, NOVA must not only create comprehensive, integrated Informed Pathways for every program, but also ensure that every program provides excellent courses, delivers intended learning outcomes, and makes the best and most effective use of students’ resources—time, bandwidth, and money—on every campus where the program is offered. Consistency, quality, and accountability argue for a “One NOVA” philosophy and approach in which the College’s academic organization gives priority to programs and results. Objective 3: Develop comprehensive, fully integrated Informed Pathways for every program to ensure

seamless transitions from high school and other entry points to NOVA, and from NOVA to four-year transfer institutions or the workforce.

Objective 4: Develop effective processes and protocols for programmatic College-wide collective decisions that include consistent, accountable leadership and oversight of each academic program with designated “owners,” active advisory committees, clear student learning outcomes and assessments, and program reviews in all modalities of instruction.

Objective 5: Align NOVA’s organizational structures, position descriptions, and expectations for accountability with its overarching mission to support student engagement, learning, success and institutional effectiveness.

Action Plan


Informed Pathways

Guaranteed Transfer

Finalize and implement Informed Pathways for all programs and catalog years

Develop protocol and template for Guaranteed Transfer Partnerships (transfer with full academic junior status); identify and recruit four-year partners

Identify and map common electives to ensure maximum flexibility between programs at NOVA and full transferability to NOVA's partner institutions

Develop student learning outcomes that map existing SLOs to recommended course sequences

Re-institute regular and diligent College-wide program reviews

Organize to Sustain

Leadership,

Accountability, and

Collective Decision Making

Develop a statement of aspirations, goals and benchmarks for every program

Establish an active and appropriate advisory committee for every program (i.e., transfer programs have advisors from Guaranteed Transfer Partners; AAS degrees with advisors from major regional employers)

Articulate the process and protocols for college-wide decision making across programs and disciplines

Review and, if necessary, realign NOVA's organizational structure in ways that foster leadership and accountability respecting the culture and nuances of individual campuses while establishing clear, consistent position descriptions and expectations for all levels of the NOVA organization

Foster a culture of accountability in which every NOVA employee is expected to follow, enforce and support College-wide policies, procedures, and decisions

Foster a College-wide commitment to purposeful evidence-based review and improvement of academic and student support programs as well as a culture in which decisions are intentional and driven by evidence of alignment with student learning, retention, and success

Plan to Develop

NOVA/Mason Advance

Partnership

Establish planning and advisory committees to develop initial protocols for guaranteed transfer across programs

Develop programs and processes for joint admissions, and cohort-based programs proving a fast lane to baccalaureate completion

Develop seamless student experience to support joint admissions students that includes a single point of contact for advising and financial aid

Jointly develop programs to support the economic and workforce demands of the region

Engage to Raise

Green and Gold Promise

Foster awareness of the NOVA/Mason partnership as a direct path to bachelor's completion

Develop collaborative fundraising strategy to support deserving students through NOVA and Mason


NOVA GOAL 3: EVERY COMMUNITY PROSPERS— OBJECTIVES AND ACTION PLAN NOVA’s first two priorities create the foundation for the third: student success, completion, and academic accountability make it possible for the College to provide well-prepared, focused, and ready graduates for the region’s workforce. Prosperity depends on talent, education, and jobs: Northern Virginia’s communities depend on NOVA to align its programs with the region’s needs—to be nimble, foresighted, and future-oriented in both anticipating and responding to those needs. NOVA will increase significantly its workforce development efforts, work closely with employers and governments in the region to link program design with job demand, and invest in new or enhanced programs—especially in information technology, cybersecurity, healthcare, and biotechnology—that will advance economic development and make strong and lasting contributions to community prosperity. Objective 6: Enhance the prosperity of every community in Northern Virginia by refocusing and prioritizing

NOVA’s workforce development efforts

Objective 7: Further develop NOVA’s IT and Cybersecurity programs to support regional job demand and position NOVA as the leading IT community college in the nation

Objective 8: Re-envision workforce strategies and integrate workforce development into a NOVA core focus

Objective 9: Plan to expand the breadth and reach of NOVA’s healthcare and biotechnology programs, and prioritize future programs to support regional economic development goals

Action Plan


Information

Technology and Cybersecurity

Broaden IT and Cybersecurity degrees with certifications and Career Studies Certificates consistent with employer

demands; create Technology and Cybersecurity Centers; deepen faculty resources

Create new degree opportunities consistent with secure connectivity, e.g., Data Center Technology, Mission Critical

Operations, Cloud Computing, Cyber Engineering, Mechatronics and Sensors (IoT) and Cyber Health/Health IT

Strengthen partnerships with non-profits, military and educational partners to enhance NOVA's capabilities

Enhance opportunities for IT/Cyber dual enrollment and competitions for regional high school and college students

Organize to Sustain

Workforce as NOVA Core

Focus

Create a College/Community Workforce Development Strategic Planning Team to further develop and implement the

College’s goals to better integrate NOVA workforce development into the College and community

Develop labor market research capacity in concert with regional Workforce Boards to evaluate program needs, provide

information to the employer community and create a Career Development platform

Develop a regional workforce grants team (in partnership with George Mason, Workforce Development Boards, NVTC, and

public schools) to identify and quickly develop coordinated RFPs consistent with regional and economic workforce

priorities

Further NOVA's leadership in providing Workforce Credentials by re-orienting the Career Pathways program to integrate

with a workforce credential program that provides a "foothold" and "starting point" for a workplace-relevant

degree/credential

Expand work-based learning/apprenticeship/internship opportunities throughout NOVA programs by strengthening

curriculum structures that allow college credit for work-based learning

Develop new program opportunities to connect Veterans to the regional workforce

Plan to Develop

Healthcare Sustainability and Expansion New Program

Priorities Foundational

Workplace Skills

Work closely with regional hospitals, four-year programs, and HealthForce to plan and coordinate expansion of clinical

opportunities to enable growth and expansion of nursing and health sciences

Expand the breadth of NOVA degree and non-degree health sciences programs based on needs assessments coordinated

though HealthForce

Develop biotechnology and laboratory technician programs related and in support of the INOVA Center for Personalized

Health

Prioritize new or significantly expanded programs and facilities to support regional economic and workforce development

(e.g., transportation, culinary/hospitality, public safety, etc.)

Plan to address non-technical skills (communications and problem solving/analytical reasoning) called for by NOVA

employers in the College's next Quality Enhancement Plan (QEP)

Engage to Raise

Tech Fluent NOVA as IT

Leader

Solidify perspective of NOVA as "Tech Fluent—The Nation's Leading (Information) Technology Community College"

Aggressively seek support for NOVA Cybersecurity Capital Campaign

Develop fundraising goals through HealthForce employer partners to foster growth and sustainability of health science programs

Cultivate business sector leaders to develop fundraising goals to support planning and implementation of next major

workforce-related facility

Our Mission

With commitment to the values of access, opportunity, student success, and excellence, the

mission of Northern Virginia Community College is to deliver world-class, in-person and online

postsecondary teaching, learning, and workforce development to ensure our region and the

Commonwealth of Virginia have an educated population and a globally competitive workforce.

NOVA Strategic Plan 2017 - 2023: Pathway to the American Dream

During the 2016-2017 academic year, Northern Virginia Community College (NOVA) engaged

in a process of identifying and articulating primary strategic priorities for the College’s sixth

decade of service to Northern Virginia and the Commonwealth. Building upon the creativity,

goodwill, seriousness and perseverance of the NOVA community, NOVA used this planning

effort to design a strong and sustainable future for the College that rests upon three pillars: 1)

every student succeeds, 2) every program achieves and 3) every community prospers. Most

importantly, these pillars ensure that NOVA has its greatest impact on the socio-economic

mobility of our students and the prosperity of our region.

These are the Objectives of the Strategic plan:

• College-Wide Approach to advising

• Implement VIP-IPASS System

• Develop Pathways from High school to four-year transfer or workforce

• Align NOVA’s Organizational structures to its mission to support student success

• Prioritize NOVA’s workforce development efforts

• Further develop NOVA’s IT and Cybersecurity programs

• Integrate workforce development into a NOVA core focus

• Expand healthcare and biotechnology programs

TAB #13

January 27, 2020


SUBJECT: Battleview Math Lab Manassas Campus The College, and particularly the Manassas campus, has been restricted in its STEM offerings primarily due to limited spaces in existing STEM and Computer labs. The capital renovation of Howsmon/Colgan has allowed the college the opportunity to redesign and reallocate space to dedicate classrooms to certain disciplines which will help promote student success. The ability to relocate the Math Labs to the vacant space in the Battleview Building provides a unique opportunity to house NOVA’s Math, IT, and Engineering Technology Laboratory in one building, which will allow faculty and students to be able to collaborate in new ways. This project is a full renovation of 10,530 SF of currently vacant space in the Battleview Building. The space program includes 2 Math Classrooms, 6 Computer/Math Labs, 6 Offices and a Math Tutoring Center. The renovation will include Mechanical, Electrical, Plumbing and Fire Protection improvements to the space. The total construction cost is estimated to be $1.7M. This project will be funded with Local Capital Reserves and will not increase any student fees. The amount estimated for the renovation exceeds the $1,000,000 threshold set by the State Board and requires approval as an Agency Authorized Capital Project. The administration recommends that the Northern Virginia Community College Board approve the following resolution:

PROPOSED RESOLUTION The Northern Virginia Community College Board has reviewed the proposed plan to renovate the Manassas Campus Battleview Math Lab. Action Responsibility: Cory Thompson Associate Vice President, Administration 703-764-5001

TAB #14

Documents

Brault BuildingGlover Guest Present: Ms. Ellen Dyke, Chair, NOVA Foundation . NEW BOARD MEMBER WELCOME AND INTRODUCTION – - Mr. Ron Gill, City of Manassas Park (bio enclosed) Mr