STANDARD ONE, Institutional Mission

 

Irvine Valley College has a mission statement consistent with its stature as an independent, comprehensive, and inclusive California community college, offering a wide variety of lower-division transfer, vocational, and basic skills programs and courses. These educational programs, together with comprehensive support services and co-curricular activities, aim to help an increasingly diverse student population meet short- and long-term learning goals while becoming critically thinking, well informed, and culturally aware individuals.

 

A strategic planning process, initiated in 1995, now guides IVC's planning and decision making in implementing the mission statement.

 

STANDARD TWO, Institutional Integrity

 

IVC continues to represent itself with integrity and accuracy. A comprehensive catalog, published annually, describes educational offerings, policies, and student requirements. A schedule of classes is published and disseminated each semester and for the summer sessions, and is posted on the Worldwide Web.

 

A district policy, last revised in 1989, guarantees academic freedom to faculty in the selection of instructional materials. The academic senates of Irvine Valley and Saddleback colleges are jointly developing a more comprehensive policy delineating the rights, responsibilities, and obligations of academic freedom for both faculty and students.

 

Through its policies and programs, IVC continues to demonstrate a concern for equity and diversity consistent with its community and mission. In addition to its established support programs, including DSP&S (Disabled Students Programs and Services) and EOPS (Extended Opportunity Program and Services), the college has added its own independent Financial Aid Office, a Multicultural Center, and a combination of AmeriCorp, CalWORKS, and New Horizon programs designed to help eligible participants transition from college to gainful employment.

 

The college maintains its accreditation status through conscientious adherence to commission recommendations and standards. A dedicated liaison officer prepares required reports and maintains open communication with the Commission throughout the multi-year cycle.

 

STANDARD THREE, Institutional Effectiveness

 

Since 1992, IVC has been integrating systematic institutional planning and research into its fabric as a growing, increasingly responsible institution.

 

The college recently refined its strategic planning process, begun in 1992, to provide a more inclusive, "bottom up" process for identifying desired goals and implementation strategies. Recognizing a growing need for institutional research to evaluate and guide its planning efforts, the college will seek to employ a dean of research, planning, and resource development.

 

A formal and comprehensive program review process began in the fall semester of 1996, and was pilot tested on four programs. A refined process continues through the 1997-98 year on a six-year cycle that will encompass all programs.

 

Developed collegially and approved by the board of trustees in 1996, coordinated educational and facilities master plans continue to guide the educational and physical growth of the college. Established shared governance committees collaboratively plan for the institution's physical, financial, and human resource needs.

 

STANDARD FOUR, Educational Programs

 

In keeping with its mission as a comprehensive California community college, IVC offers instructional programs in a variety of areas leading to degrees and certificates of competency. Complementing traditional transfer, vocational, and basic skills instruction, the college has recently added many courses aimed at meeting the needs of the surrounding technology-oriented community. Developed in partnership with local employers, these courses include Introduction to Local Area Networks, Introduction to the Internet, and Hardware for Networking.

 

The college offers consistently high quality instruction at its 100-acre Irvine campus, the nearby El Toro Marine Base and local high schools, and via cable television and the Internet. Adding to standing articulation agreements with 14 other community colleges, 15 California State University campuses, nine University of California campuses, 20 private four-year colleges, and three international colleges, IVC recently developed agreements with two local school districts and a regional occupational center through its Tech Prep program. These agreements encompass 40 courses to date, with 19 more in process as of this writing.

 

To improve access to its educational programs, IVC has begun offering courses via cable television and the Internet. Using a newly installed information network, the college has created a presence on the Worldwide Web and developed a plan for distance education. In addition, the state chancellor of community colleges has recently awarded the college a $500,000 grant to develop a distance education system in collaboration with business and industry, other community colleges, and the California State University.

 

A Technology Resource Center has been established for faculty use in preparing instructional materials.

 

IVC continues to expand its offerings in community and contract education in response to the needs of the local community, business, and industry.

 

STANDARD FIVE, Student Support and Development

 

IVC continues to offer students a full range of services supporting access, progress, and success. These include matriculation, assessment, counseling, health services, child care, career counseling, job placement, transfer assistance, disabled student services, financial assistance, and a veterans program. In 1996, IVC established its own financial aid office, separate from Saddleback College, to better serve its students. A new student handbook, providing a wealth of helpful information to students, has been developed and distributed, and a student equity plan has been developed and approved by the state. Long-term grants directly benefiting students, including AmeriCorps, New Horizons, and CalWorks, have been awarded to IVC. A new Child Development Center opened in 1993, and a Multicultural Center has been established to increase understanding of the diverse backgrounds among the college community.

 

To improve its support of students, the college seeks to strengthen matriculation-related research, implement a long-term plan for expanding student services facilities, fill needed vacant staff positions, establish uniform operating hours, and develop a student tracking system.

 

STANDARD SIX, Information and Learning Resources

 

The information and learning resources IVC offers its students dramatically improved with the 1997 opening of a new Library. This 38,000-square-foot facility not only provides expanded library services, but also serves as an information and technology hub, distributing audio, video, and data resources electronically to classrooms, laboratories, and offices college-wide. A fiber-optic network connects 600 stations on campus to internal information resources and to the Internet, and all students are provided access to this network.

 

The college has identified and seeks to implement various improvements in its information and learning resources, including expanding the library collection, developing a Web page and handbook of available information technology services, and increasing staffing to meet national standards.

 

STANDARD SEVEN, Faculty and Staff

 

IVC now serves over 11,000 students each year, compared with 9,700 in 1992. To address this growth, and comply with state requirements for full-time instruction, the college has increased the number of full-time faculty from 73 to 104. Ethnic and gender diversity has also increased and correlates well with that of the community served.

 

Beginning with the 1997-98 academic year, the college moved from a school chair model of administration, in which 10 faculty members were reassigned from teaching duties to manage the 10 academic schools, to a dean model. A full-time academic dean now administers each of the five reconfigured academic clusters.

 

In April 1998, the district board of trustees established a new employment procedure for executive positions, providing the option of greater board participation in the selection of the district chancellor, vice chancellors, college presidents, and vice presidents. The current faculty labor contract, effective July 1, 1998, continues the option of peer review for the evaluation of faculty hired after June 30, 1990.

 

To carry on its expanding mission, the college has identified a need for 13 full-time faculty and 11 full-time/part-time classified employees and will seek to fill these positions in the fall of 1998.

 

STANDARD EIGHT, Physical Resources

 

To better serve its growing student population, IVC has expanded and reconfigured its campus facilities, adding a new Child Development Center, Library, Gymnasium, and three new parking lots since 1992.

 

The college's Educational and Facilities Master Plan, updated in 1996, forecasts full buildout of the 100-acre campus by 2015 with an enrollment of 25,000 students. IVC's 1999-2003 five-year construction plan calls for expansion of the physical sciences building, a humanities classroom building, a performing arts center and theater, a physical education and swim training facility, a life sciences building, and a studio arts building, as well as campus infrastructure improvements. Anticipated shortfalls in state funding will probably delay construction of these badly needed planned facilities and prolong the college's dependence on temporary buildings.

 

In 1993, IVC moved from a centralized district system of maintenance and operations, establishing its own independent department. Although the new system has improved quality and efficiency, the district board of trustees has adopted a reorganization plan that will re-centralize the two college departments of maintenance and operations starting January 1, 1999.

 

Since 1996, IVC has received approximately $1.5 million in state block grant funds to purchase instructional equipment, replace classroom furniture, and support the college's Technology Initiative.

 

 

STANDARD NINE, Financial Resources

 

In 1996, the district board of trustees delegated the determination of budget processes to the academic senates. A district resource allocation committee was formed and now determines how financial resources will be distributed among IVC, Saddleback College, and the district. A financial resource allocation committee was also established to oversee and issue public advisories on the district's financial condition. The IVC shared governance Committee on Budget and Operations develops the college's annual general fund and categorical budgets. The college seeks to more clearly document its budget development process to increase faculty awareness and participation.

 

The college has identified the need to update its educational and facilities master plans in 2001 in light of available state funding and increasing student demands

 

In 1995, the college strengthened financial controls by establishing a bursar's office responsible for central processing and deposit of all cash receipts and the disbursement of all financial aid checks.

 

The IVC Foundation has expanded and reorganized, contributing over $1.5 million to the college since 1994.

 

In 1996, the district issued certificates of participation totaling $14 million to fund a district-wide technology initiative. IVC will participate in the 20-year repayment program, with estimated payments of $300,000 annually commencing in 1999.

 

In 1996-97, the district reverted to state apportionment funding status after a drop in local property tax revenues and a significant increase in state funding.

 

IVC relies on the district's contingency fund for dealing with emergencies and unforeseen circumstances. This fund dropped below the state-recommended level of 3% in 1996 following investment losses due to the Orange County bankruptcy. Settlement of the bankruptcy and the restoration of lost property tax funds are expected to restore the contingency reserve to over 3% by the end of the 1997-98 fiscal year.

 

STANDARD TEN, Governance and Administration

 

As part of a district-wide reorganization aimed at reducing administrative costs, the district replaced IVC's system of faculty school chairs with a dean model of administration in the fall of 1997. Five full-time deans now replace the 10 faculty members who had been reassigned from teaching duties to manage the college's 10 schools. The college will monitor the effectiveness of its current administrative structure and consider necessary adjustments.

 

Beginning in April of 1998, the college president refined the ongoing strategic planning process to include more comprehensive input from faculty, staff, and administrators.

 

In 1995, in order to implement state legislation on shared governance, the district board enacted Board Policy 2100.1, establishing its "primary reliance" on the Academic Senate in 11 designated areas, absent "exceptional circumstances and compelling reasons." Disputes over the practical implementation of this policy have arisen in connection with the hiring of the current IVC president, the administrative reorganization of the college, and the appointment of key committee chairs. The college seeks to review and refine Board Policy 2100.1 to more clearly define the roles and responsibilities of the Academic Senate, district Board, and college administration.