STANDARD EIGHT

Physical Resources

 

The institution has sufficient and appropriate physical resources to support its purposes and goals.

 

1. The institution ensures that adequate physical resources are provided to support its educational programs and services wherever and however they are offered.

 

DESCRIPTIVE SUMMARY

 

Irvine Valley College presently occupies twelve permanent buildings located on an available land area of 100 acres. These buildings, totaling approximately 230,000 square feet, house the college's instructional programs, student support services, faculty offices and administrative support functions. In addition, three leased temporary buildings are used as classrooms for both community education and credit instruction, and as office space for the college's Safety and Security Department. The Associated Students of Irvine Valley College (ASIVC) have purchased a relocatable building for use as an expanded and much improved bookstore.

 

The following major construction projects have been completed at IVC since the 1992 accreditation visit:

 

Project Year Funding

Completed Source

 

Parking Lot No. 6 1993 Local

 

Child Development Center 1993 State

 

Conversion of a Classroom into 1993 State

a Microbiology Lab

 

Parking Lot No. 8 1994 Local

 

Gymnasium 1994 State

 

Conversion of Printed Circuit Lab into 1994 Local

a Photography Lab

 

Project Year Funding

Completed Source

 

Interim Remodel of Old Library (B-100) 1997 Local

 

Conversion of Laser Electro

Optics Lab into a Dual Purpose Lab 1997 Local

Parking Lot No. 6A 1997 Local

 

Learning Resource Center - Phase I 1997 State

 

Architectural Barrier Removal On-going Local

 

Completion of these instructional and non-instructional facilities currently provides IVC with facilities that are adequate to house the college's various programs and activities.

 

As a part of a district-wide program, IVC completed a formal update of its Educational and Facilities Master Plan (8.1) in 1996. This major update of master plans was completed as a collaborative effort of college administrators, faculty and staff; district facilities planners; and an architectural firm specializing in community college master planning. Based upon the demographics of the college's service area and recent trends in enrollment growth, the 1996 Educational and Facilities Master Plan forecasts a complete build-out of the campus by the year 2015 with an enrollment of 25,000 students. The Facilities Master Plan is the basis for the IVC portion of the district's Five Year Construction Plan (8.2) that is prepared annually for submittal to the Chancellor's Office, California Community Colleges. The college's portion of the Five Year Construction Plan is updated annually by the college's Committee on Facilities and Capital Construction (8.3, page 3) to reflect changing local needs and is reviewed and approved by the college's President's Council (8.3, page 6). The college's portion of the Five-Year Construction Plan is then forwarded to the district for incorporation into the South Orange County Community College District's Five-Year Construction Plan. This document is ultimately forwarded to the district's Board of Trustees for final approval and subsequently forwarded to the Chancellor's Office, California Community Colleges.

 

 

The 1999-2003 Five Year Construction Plan includes the following IVC projects in order of local priority:

 

Project Proposed Completion Date

 

Parking Lot No. 8 (75 spaces) 1999

 

Learning Resource Center and Secondary Effects 1999

Parking Lot No. 4 Expansion (42 spaces) 1999

 

Fire Safety and Emergency Access Road 1999

 

Parking Lot No. 9 (512 spaces) 2000

 

Corporate Yard - Phase I 2001

 

Architectural Barrier Removal - Phase I 2001

 

Physical Science Building Renovation/Expansion 2001

 

Humanities Classroom Building and Secondary Effects 2002

 

Performing Arts Center/Theater and Secondary Effects 2003

 

Physical Education /Swim Training Facility 2003

 

Life Sciences Building and Secondary Effects 2003

 

Studio Arts Building and Secondary Effects 2003

 

SELF-EVALUATION

 

During the summer of 1997, IVC reduced the number of temporary classroom buildings used to house credit instruction from four to one. Careful planning and scheduling enabled the college to remodel the recently vacated old library building (B-100) into temporary classrooms. These classrooms will be used until the permanent state funded secondary effects remodeling project is completed. This interim conversion was locally funded with rental savings from the reduction in the number of temporary classroom buildings.

 

IVC remains seriously under-built in classroom lecture and lab space. Due to this shortage of instructional space, many classes are held in facilities that are less than ideal, e.g., chemistry, physics, and astronomy lectures in an electronics laboratory. Despite much recent construction, the last instructional building completed at IVC was the Computer Sciences Building (B-300) which was completed and occupied in 1989. In the meantime, enrollment has doubled from 5500 to over 11,000 students. The district's 1999-2003 Five Year Construction Plan (8.2) indicates that the college's capacity load ratios are as follows:

 

Space Category Capacity-Load Ratio

 

Lecture 80%

Lab 61%

Library 84%

AV/TV/Radio 55%

Office 110%

 

These capacity load ratios include the classroom space created by the 1997 interim remodeling of the old library building (B-100) into temporary classrooms. The State Chancellor's Office "rule of thumb" establishes that colleges are competitive for approval and funding of new construction projects when their capacity load ratios are within 110% of their entitlement. As can be seen above, IVC should be in an extremely competitive position for the approval and funding of new construction by the State. While construction projects are annually requested in the district's Five Year Construction Plan (8.2), the State Chancellor's Office Five Year Capital Outlay Plan (8.4) does not include funding for future IVC classroom or laboratory buildings. While the district's Five Year Construction Plan realistically requests approval and funding for new construction projects, funding appears to be well into the future. Consequently, dependence on temporary buildings will again increase unless there is an abrupt change in the State's funding priorities.

 

The Institutional Effectiveness Survey (8.5) was distributed to approximately 525 IVC faculty and staff members. Of these, 176 actually completed the survey, including 11 administrators; 67 full-time and 47 part-time faculty; 32 full-time and nine part-time classified and 10 participants who did not indicate their staff affiliation but whose responses were included in the survey results. Of the 160 responses to Item 124 of the Institutional Effectiveness Survey, 79.4% do not agree that IVC has sufficient offices, conference rooms and storage space for faculty and staff needs (8.5, Section Three, page 43). Of the 168 respondents to Item 120, 69.6% indicate that the college community does not believe that parking for students and staff is adequate (8.5, Section Three, page 42). The number of parking spaces on the campus does in fact meet the State Chancellor's Office standard of one parking space for every five enrolled students. The college's Campus Safety Office verifies that adequate parking is available within three weeks of the beginning of classes each semester.

 

The IVC Committee on Facilities and Capital Improvements (8.3, page 3) and college operations staff will continue to evaluate, modify and develop plans for future facility needs. The college must continue to maximize the efficient use of all existing instructional space through the expansion of instructional offerings into non-peak weekday and weekend periods. Contingency plans must be made for rental of temporary buildings or commercial space in the likely event that the state approval of future construction lags while student enrollment increases. Efforts must be maintained to seek funding for new construction and remodeling projects consistent with the Educational and Facilities Master Plan (8.1), Five Year Construction Plan (8.2) and the district's capacity load ratios.

 

PLANNING AGENDA

 

1. The college will develop a contingency plan for rental of temporary buildings or commercial space in the likely event that the state approval of future construction lags while student enrollment increases.

 

2. The management and operation of physical facilities ensure effective utilization and continuing quality necessary to support the programs and services of the institution.

 

DESCRIPTIVE SUMMARY

 

Prior to July 1, 1993, the South Orange County Community College District (formerly Saddleback Community College District) organization included a centralized Maintenance and Operations Department that served both IVC and Saddleback College. This department was physically located on the Saddleback College campus and provided the skilled crafts and trades service the college required. Since then, the college has developed a full service maintenance and operations organization consisting of custodial, grounds and building maintenance departments as well as clerical support for these areas. Maintenance and Operations is responsible for the maintenance of all of the college's facilities; the operation of mechanical and utility systems; remodel and improvement projects; hazardous waste removal; energy management; and vehicle scheduling and dispatch.

 

 

SELF EVALUATION

 

Due to a number of factors, the centralized district Maintenance and Operations Department was marginally effective from IVC's perspective. Some of these factors are identified below:

 

  • Management and supervision of staff was from a distant location.

 

  • The district department and its staff were not accountable to the IVC administration.

 

  • IVC administration was unable to direct that locally identified priority needs be addressed by department staff.

 

  • The college administration was not able to ensure that college financial resources assessed to support the district department were in fact expended to support local college needs.

 

  • The college administration could not commit to the assignment of maintenance department staff to the completion of activities that support college functions and programs.

 

  • The remote decision process resulted in delays in decisions that needed to be immediately made.

 

The final report of the 1992 Accreditation Evaluation Team (8.6) recognized the marginal effectiveness of the centralized district maintenance department organization, and the need for a college of IVC's size to have its own Maintenance and Operations Department. The Accreditation Evaluation Team recommended that "…Irvine Valley College review the effectiveness of its current maintenance arrangements and consider the establishment of a separate maintenance department."

 

On July 1, 1993, the district responded to the recommendation of the Accreditation Evaluation team and decentralized the district maintenance department to the two colleges. During the subsequent five year period, the IVC Maintenance and Operations Department has developed into an efficient and cost effective organization. The college has been progressive in its supportive attitude towards maintenance and operations as shown in the following examples:

 

1. Formulas have been developed with respect to the number of persons assigned to the grounds and custodial departments and these formulas have been adhered to by the college.

 

2. The college continues to excel by developing, implementing and sustaining programs such as its in-house energy management system. Through the use of such a system the college has been able to significantly reduce the cost of its electrical and natural gas usage.

 

3. The custodians at IVC have been trained to maintain and refinish the Gymnasium, Dance Studio and Aerobics Studio wood floors. The excellent condition of these floors is reflective of this effort.

 

4. IVC prides itself on its inviting, well-maintained park-like campus and well-maintained facilities.

 

5. Maintenance and Operations Department staff has developed close personal and professional ties with the college community and the college community regularly compliments the work of staff.

 

All of the problems noted above that were related to the previously centralized department were solved with the 1993 departmental decentralization. The implementation of the 1992 Accreditation Evaluation Team recommendation to decentralize district Maintenance and Operations Department staff has served IVC well during the past five years.

 

On February 17, 1998, the South Orange County Community College District Board of Trustees adopted a plan to re-centralize the two colleges' Maintenance and Operations Departments at the district level effective January 1, 1999 (8.7). This reorganization plan was developed by the district's senior executive staff, and was forwarded to the Board of Trustees for their action without the college community's knowledge or opportunity for input.

 

As the college continues to grow, it is hoped that the current high standards that IVC has set for the maintenance and management of its physical plant will remain. The college community fully recognizes that an appropriate environment is necessary for the conduct of teaching and learning. Currently, 54.6% of the 156 responses received for Item 127 of the Institutional Effectiveness Survey agree that the college "provides and maintains efficient work and study environments (e.g., lighting, climate control, soundproofing, etc.)" (8.5, Section Three, page 44) and 63.6% of the 151 respondents to Item 128 agree that "routine and unexpected maintenance requests by staff are addressed in a timely manner (8.5, Section Three, page 45). The IVC community will act to adjust to the loss of local control of its maintenance and operations activities. Based upon the college's previous experience with a centralized district maintenance department, it is anticipated that there will be a difficult transition period. Significant concerns have been expressed that the newly re-centralized department will not be able to effectively serve the needs of a growing college such as IVC.

 

PLANNING AGENDA

 

No changes are recommended at this time.

 

3. Physical facilities at all site locations where courses, programs, and services are offered are constructed and maintained in accordance with the institution's obligation to ensure access, safety, security, and a healthful environment.

 

DESCRIPTIVE SUMMARY

 

IVC has recently remodeled its former library to include temporary classrooms. In doing so, three relocatable buildings were removed from the campus thereby eliminating those sub-standard facilities. Except for the classrooms utilized by the college at the El Toro Marine Corps Air Station, all of the college's facilities are maintained in a safe accessible, and healthy manner. At the El Toro Marine Corps Air Station (where the college holds classes primarily for a Marine Corps student population), access, although available, is somewhat difficult. The classrooms themselves are serviceable but because of their age and the fact that the base is scheduled for closure on December 31, 1999, they are not of the same quality as classrooms at the main campus.

 

SELF-EVALUATION

 

IVC has an on-going program that ensures it meets its obligation in this area. Formal programs include regular site safety inspections by the college's Safety Committee (8.3, page 5) and the district's risk management consultants. Informal safety inspections are regularly conducted by the college's Safety and Security Department staff, Maintenance and Operations Department staff and the college community at large. An average of 60% of the respondents to the Institutional Effectiveness Survey agreed that physical facilities for on- and off-campus programs are adequate and well-maintained (8.5, Items 125 and 126, Section Three, page 44). Of the 91 respondents to Item 134, 87.9% agreed that IVC has made adequate provisions for the health and safety of students, faculty and staff working in instructional labs and studios and 83.5% of the 127 respondents to Item 136 agreed that adequate provisions are made for the health and safety of the work environment at IVC (8.5, Section Three, page 47).

 

Access related facility issues are coordinated in a similar manner through the college's Disabled Students Programs & Services Office. Of the 131 responses to Item 123 of the Institutional Effectiveness Survey, 85.5% agreed that "adequate access to all facilities is provided for handicapped students" (8.5, Section Three, page 43). Also, an average of 65.6% of the respondents to the Institutional Effectiveness Survey agreed that access paths from parking lots to facilities are adequately lighted at night and campus directional signs are sufficient, easily read and strategically located (8.5, Items 121 and 122, Section Three, pages 42 and 43).

 

During the past several years the college has addressed many issues related to the health and safety of the college community through the modification of facilities and through specialized training of staff. Among the most significant projects, a Federal Emergency Management Administration (FEMA) funded ceiling tile and light fixture retrofit project was completed. First responder training for college staff who might encounter hazardous material spills and standardized emergency management systems (S.E.M.S.) training have also been completed (8.8). The college also makes required Employee Right to Know refresher training available to staff on a regular basis. Of the 69 responses to Item 135 of the Institutional Effectiveness Survey, 92.8% agree that adequate provisions are made for the handling and disposal of hazardous materials (8.5, Section Three, page 47).

 

Finally, the college's Safety and Security Department routinely provides professional assistance to students, faculty and staff in all matters related to maintaining a safe environment (8.9). IVC's Safety and Security Department works closely with the Irvine Police Department and has the ability to communicate with them via two-way portable radios. An average of 77% respondents to the Institutional Effectiveness Survey agreed that IVC has active programs dealing with safety and security, an active disaster plan and that its system for requesting emergency assistance is adequate (8.5, Items 137-139, Section Three, page 48).

 

PLANNING AGENDA

 

No changes are recommended at this time.

 

4. Selection, maintenance, inventory and replacement of equipment are conducted systematically to support the educational programs and services of the institution.

 

DESCRIPTIVE SUMMARY

 

The purchase of instructional equipment is based on the needs of individual instructional programs as determined by the instructors responsible for teaching them. Instructional equipment is typically maintained by laboratory technicians in those departments that are fortunate to have technician support. In those departments without adequate technical support, the instructors perform the maintenance. Repair and maintenance that is beyond in-house capability is contracted on an annual or as-needed basis with outside sources.

 

Inventory items with a purchase price greater than $500.00 are added to an inventory list kept by district Purchasing. Each department must subsequently perform a yearly inventory to reconcile each item's serial number, description, and room location with the district's inventory list.

 

SELF-EVALUATION

 

One-time and continuing State Block Grant Funds, totaling approximately $1.5 million for the 1996-97 and 1997-98 fiscal years, have substantially reduced the equipment needs of many instructional departments. Prior to these grants becoming available, instructional equipment purchases were funded from insufficient general fund budgets or categorical program capital outlay budgets. Despite the availability of the block grants, 35% of the 29 full-time faculty responding to Item 130 of the Institutional Effectiveness Survey (8.5, Section Three, page 45) indicate that equipment resources in classrooms and laboratories do not fully meet student needs. Some instructional departments still have lengthy lists of unfilled equipment needs. In some cases, necessary instructional equipment is available but not in sufficient quantities for class use.

 

The Office of Instruction and the Instructional Council (8.3, page 6) determined the distribution mechanism for the allocation of the above State Block Grant Funds. A portion of the available funds has been annually set aside to support the college's Technology Initiative (addressed in Standard Six). In addition, approximately $107,000 of the available 1997-98 State Block Grant Funds was allocated for much needed classroom furniture replacement and technology support for Student Services. The Instructional Council was responsible for equitable allocation of the remaining State Block Grant Funds to the various schools and instructional departments (8.10).

 

Item 133 of the Institutional Effectiveness Survey (8.5, Section Three, page 46) indicates that, of the 42 full-time faculty responding, 74% believe that there is no systematic process to maintain and replace instructional equipment. The survey indicates that 63% of the college's administrators are of an opposite opinion. This disparity in opinion may be due to the false perception that funding for equipment maintenance and replacement is completely unavailable. Additionally, many requests for the addition of technical support staff have not been accommodated, thereby re-enforcing the perception that equipment maintenance is inadequate. However, the college does have a limited fund available for equipment maintenance. The above survey result would seem to indicate that many of the faculty are unaware of the equipment repair fund's existence.

 

Of the 125 responses to Item 131, 72.6% agreed that physical conditions in general access labs that provide support services (e.g., computer labs) meet the needs of all students and 54.4% of the 125 responses to Item 132 agreed that equipment is sufficiently secured (8.5, Section Three, page 46). Additionally, 74.7% of the 158 respondents to Item 129 agreed that classroom furnishings, including desks, chairs, tables, etc, are adequate for student and instructor use (8.5, Section Three, page 45).

 

PLANNING AGENDA

 

  1. The college will renew its commitment to provide the best instructional equipment that limited funds will allow.
  2. The college will consider and evaluate suggestions that priority instructional equipment purchase requests be evaluated and funded before any general allocation of State Block Grant Funds are made.
  3. The college will make faculty more aware of the existence of a college equipment maintenance fund and the process for requesting funding for instructional equipment replacement.
  4. The college will give priority to increasing technical support staff assigned to instructional laboratories as funds become available.

5. Physical resource planning and evaluation support institutional goals and are linked to other institutional planning and evaluation efforts, including district or system planning and utilization where appropriate.

 

DESCRIPTIVE SUMMARY

 

IVC, in conjunction with the district Facilities Planning Office, annually updates the college's Five Year Construction Plan and Deferred Maintenance Plan. The Office of Instruction and the college's Committee on Facilities and Capital Improvement (8.3, page 3) are involved in this process to ensure that the construction and capital improvement annually expressed in these documents are consistent with the intent of the college's Educational and Facilities Master Plans (8.1) and Strategic Plan (8.11). Additionally, all appropriate college governance groups are included in the resources planning function.

 

SELF-EVALUATION

 

As an institution, IVC has been successful in meeting the physical facilities capital construction needs established in its Educational and Facilities Master Plans (8.1). Furthermore, with the 1996 completion of college's Strategic Plan (8.11, pages 27-34), it is believed that this function can be sustained into the future pending the availability of financial resources. Item 119 of the Institutional Effectiveness Survey (8.5, Section Three, page 42) verifies that 86% of the 104 respondents believe that there is an adequate long range master plan for the utilization of present and future physical resources.

 

The college has implemented a planning process for the current year that will build on the existing Strategic Plan, and will identify strategies to improve student access and the quality of the college's educational programs and services (8.12). The adequacy of the college's facilities is an important element in defining student access and the quality of programs and services.

 

PLANNING AGENDA

 

No changes are recommended at this time.

 

SUPPORTING DOCUMENTATION

STANDARD EIGHT

 

    1. Saddleback Community College District 1996 Educational and Facilities Master Plan
    2. South Orange County Community College District 1999-03 Five Year Construction Plan
    3. IVC College Governance – Standing Committees
    4. California Community Colleges - Overview of the 1998-99 Capital Outlay Program
    5. Institutional Effectiveness Survey
    6. 1992 Accreditation Evaluation Report
    7. Board Agenda Item 50 - Administrative Organization (2/17/98)
    8. First Responder and Standardized Emergency Management System Training
    9. A Student Guide to Awareness and Campus Safety
    10. Distribution of State Block Grant Funds
    11. IVC Strategic Plan 1996–2001
    12. April 27, 1998 Memorandum to All College Personnel