brault buildingglover guest present: ms. ellen dyke, chair, nova foundation . new board member...
TRANSCRIPT
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
RECOMMENDATION: The Northern Virginia Community College Board has reviewed the
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
RECOMMENDATION: 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.
7. Projects and Properties Status Report TAB #7
RECOMMENDATION: The Northern Virginia Community College Board has reviewed the
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:
Academic Curriculum and Workforce Development Committee:
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
RECOMMENDATION: 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 Certificate:
RECOMMENDATION: 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 Management:
RECOMMENDATION: 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 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.
Finance, Building and Sites Advisory Committee:
1. Battleview Math Lab – Manassas Campus TAB #13
RECOMMENDATION: The Northern Virginia Community College Board has reviewed the
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
Finance, Building and Sites Advisory Committee:
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
Academic Curriculum and Workforce Development Committee:
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
RECOMMENDATON: The Northern Virginia Community College approves the Board minutes as
presented.
4. Approval of the October 1, 2019 Closed Session Minutes TAB #4
RECOMMENDATON: The Northern Virginia Community College approves the Board minutes as
presented.
5. Approval of the October 7, 2019 Closed Session Minutes TAB #5
RECOMMENDATON: The Northern Virginia Community College approves the Board minutes as
presented.
Finance, Building and Sites Advisory Committee:
6. Quarterly Report, Local Funds Budget – July 1, 2019 – September 30, 2019 TAB #6
RECOMMENDATION: The Northern Virginia Community College Board has reviewed the
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
RECOMMENDATION: The Northern Virginia Community College Board has reviewed the
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
RECOMMENDATION: The Northern Virginia Community College Board has reviewed the
quarterly report of the Local Board Budget and approves it for record purposes.
9. Projects and Properties Status Report TAB #9
RECOMMENDATION: The Northern Virginia Community College Board has reviewed the
Projects and Properties Status Report and approves it for record purposes.
Academic Curriculum and Workforce Development Committee:
10. Advisory Committee Recommendations TAB #10 (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.
B. ACTION ITEMS:
Finance, Building and Sites Advisory Committee:
1. Investment Policy TAB #11
RECOMMENDATION: The Northern Virginia Community College Board has reviewed and
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
RECOMMENDATION: The Northern Virginia Community College Board has reviewed and
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
NORTHERN VIRGINIA COMMUNITY COLLEGE SUMMARY SHEET
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
NORTHERN VIRGINIA COMMUNITY COLLEGE
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
NORTHERN VIRGINIA COMMUNITY COLLEGE
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
NORTHERN VIRGINIA COMMUNITY COLLEGE
STATE EDUCATION & GENERAL
FY2020 Revenue and Expenditure Statement
as of December 31, 2019
State E&G Public Service
TAB #6
January 27, 2020
NORTHERN VIRGINIA COMMUNITY COLLEGE
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
NORTHERN VIRGINIA COMMUNITY COLLEGE SUMMARY SHEET
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
Project Location Reason Description Status Total Cost Initiation Date Completion Comment
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
Project Location Reason Description Status Total Cost Initiation Date Completion Comment
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
Project Location Reason Description Status Total Cost Initiation Date Completion Comment
NVCC Environmental Compliance Environmental Compliance Projects Varies 718,047 Varies Varies
Project Location Reason Description Status Total Cost Initiation Date Completion Comment
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
Project Location Reason Description Status Total Cost Initiation Date Completion Comment
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:
Academic Curriculum and Workforce Development Committee:
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
Accelerate to Implement
• 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
Accelerate to Implement
• 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
Accelerate to Implement
• 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
February 20, 2018 11
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
Accelerate to Implement
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.
February 20, 2018 12
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
Accelerate to Implement
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
February 20, 2018 13
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
Accelerate to Implement
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
NORTHERN VIRGINIA COMMUNITY COLLEGE SUMMARY SHEET
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