2020 Educational Master Plan Goals

The College Council met on April 23, 2015 in an all-day workshop facilitated by the consulting team. The purpose of the workshop was to draft five-year goals for the College. Once finalized, these over-arching goals will be used to guide the institution so that it may better serve the service area community and fulfill the College’s mission.

Members of the College Council considered all of the data, quantitative and qualitative, that had been gathered as part of the Educational Master Planning process. With this data in mind, the group brainstormed, discussed and developed draft goals.

The entire college community had an opportunity to review and comment on these goals. At its June 14, 2015 meeting, the College Council reviewed all the comments from the college community. Members revised the goals accordingly. Building on the College’s accomplishments, the following goals provide overarching direction for continuing improvement during the next five years. The goals have been developed with the intention to serve the community and fulfill the mission statement. During the next five years, the College will develop short-term action plans, with measurable outcomes, to meet these goals.

EFMP Goal 1: Branding

Branding - Develop an innovative, comprehensive branding campaign to market the college as a distinctive institution (e.g., establishing signature programs, creating a capital campaign, leveraging athletics).

  • Promote color scheme ID colors for RGB and CMYK output
  • Proper use of logo and design of letterhead, envelopes, flyers, etc.


Completed July 2018, ongoing

  • Switched color scheme
  • Made site responsive
  • Prepare site hierarchy for redesign


Completed late 2016

  • Total redesign of the site
  • Find examples from other schools and businesses to emulate homepage used as a marketing tool – rich in updated content ID “personas” – prospective students/parents, current students, faculty/staff
  • Use web analytics to determine specific landing pages for personas
  • Heat maps can follow usage
  • No rogue sites
  • Spring 2018 target


Completed Spring 2019, ongoing – some components still in progress.

  • Use Presto Sports or similar vendor for site infrastructure – example santaclarabroncos.com
  • Fall 2017 Launch



  • Provide a rich online experience using “content marketing” strategies
  • Stay current with events, announcements, deadlines photography and video
  • Monitor social media posts from outside users – sites are our marketing tool, respond to negative comments and provide solutions
  • Expand reach using hashtags, links, other web-based calendars, public sites


Ongoing and continuing to improve. Added Snapchat. We’ve been promoting/assisting individual schools and departments in creating their own social presence and sharing to main college pages. Social ad campaigns show good results.

  • Set a high standard for graphics
  • Produce creative, branded, engaging collateral
  • Reign in rogue collateral production w/ poor quality graphics, ADA compliance


Ongoing: launched a branding campaign that included high-profile billboards, bus ads, movie ads, and direct mail pieces.

  • Weekly emails with news, event and deadline in
  • Digital Signage
  • Website
  • Portal



EFMP Goal 2: Campus Community

Creating a vibrant and engaging campus community.

Unified West Valley Experience

Create a Unified Student Life Office – Lead by a Dean of Student Life, an Office of Student Life would include programs such as: Student Development, Diversity and Equity, TRiO, EOPS, Puente, Success, FYE, VRC, and student leaders.


This goal was completed as outlined by previous leadership. The goal is now under new leadership and has been renamed Creating a welcoming community for all of our students and ensuring we onboard students intentionally. This is led by Dean, Student Equity and a strong collaboration with all student equity programs, and various departments.

Engagement Interventions

Create a student call center – Call centers have been established on many college campuses across the country with measurable outcomes for recruitment, retention, and success.


Ongoing but has been slightly redesigned. Various offices are now responsible for the call efforts. This is now a staff call center.

Redesign Orientation, Convocation, and Workshop

Orientation, Convocations, programs, and workshops should re-focus efforts on developing agency, while still providing robust content knowledge when needed.


This iteration of this goal was completed and is now under new leadership. Orientation, Convocation, program and workshop will focus on developing a sense of belonging, empowerment, and creating content to support student success.

Redefine Positional Efforts

Assess Staffing Needs and Structures – By uniting several areas, we recommend all staff, faculty, and students come together to identify overlaps, duplicated services, and/or areas for streamlining. Revised or new positions may include: Student Engagement Data Analyst, Student Engagement and Leadership Coordinator, and a Student Conduct Officer.


Ongoing based on budget availability, staff resignations and retirements.

Department Engagement Plans

Develop Local Student Engagement Plans – Each department should identify activities and engagement opportunities for their students.

Major Specific Advising

Development of Academic Advising within Divisions –Departments across campus identified the need and desire to ensure students have advising specifically targeted to their major.

Pedagogical Practice Shifts

Teaching Practices – In order to harness student engagement more directly in the classroom, the Taskforce recommends the 3 modes to increase connection, engagement, and success: embedded tutors, course partners, and applied pedagogies.

The College Hour

Establish a College Hour – This arrangement would create a common hour, with few if any classes, that allows individuals to grab food, engage in meetings, go to events, join clubs, have coffee with a faculty member, and the like.

Campus Community Events

Establish and Maintain Campus Traditions and Seminal Events – Events such as: WestFest, Welcome Week, Homecoming, Convocation, Graduation, Spring Fling, Club Days, campus wide performances, and more, have a lasting impact on building community.

Professional Development

Create a Professional Development Position – Create a full-time position within the college to identify, develop, and facilitate professional development opportunities for faculty and staff.

EFMP Goal 3: Career Programs

Align career courses and programs with labor market opportunities.

  • Work has begun with the water grant
  • New courses in business and court reporting already in the curriculum process.


  • Tech review Fall Semester, 2016
  • Anticipated approval Fall, 2017


Several new CTE non-credit courses have been created and are being taught as of March, 2019. Courses that are currently being offered include:

  • Small Business Startup
  • Marketing Basics
  • The Entrepreneurial Mindset
  • Computer Keyboarding
  • Stenographic Skills levels 1 – 3
  • Water Treatment
  • Water Distribution

In the curriculum pipeline is a new non-credit certificate in Small Business Management. Discussions continue on developing industry recognized non-credit certificates in many high demand areas. The goal is to offer free job training to students, removing barriers that prevent them from career mobility.

  • Develop courses in job readiness and soft skills.


  • Ongoing


We are hosting a professional development event on campus April 16 and 17. This is training for faculty in the New World of Work method of classroom delivery. The idea is to teach faculty from non- CTE disciplines how they can fold job readiness and soft skills into their course curriculum.

Also, we are working with faculty to research and create three new non-credit courses in job readiness to go before the curriculum committee in the Fall, 2019. These courses will be offered at our off-campus locations to serve the needs of our non- credit student base.

  • Expand our operations by creating a new management position to oversee all non-credit funded through the Strong Workforce Program.


  • Project template for SWP due Jan. 31st, 2017
  • New job creation/hire process Feb. – May, 2017


Completed. We hired a new Director of Non Credit in the Fall, 2018. She is working hard to get our CTE non-credit classes offered all over the valley. Her efforts include:

  • Scheduling courses to be taught in more off campus locations
  • Hiring and evaluating non-credit faculty
  • Helping create more CTE non-credit classes
  • Helping build the School of Continuing Education
  • Use Strong Workforce funding


  • Project template for SWP due Jan. 31st, 2017
  • New job creation/hire process Feb. – May, 2017


Completed. Our Director of Career Services started full time in November 2018. He is charged with:

  • Developing relationships with local employers.
  • Putting students into entry-level jobs or internships.
  • Getting employers on campus by way of career fairs, tabling events or special events.
  • Helping students with career exploration, resume writing, interview skills, etc.
  • Respond to requests for labor market data.
  • Collect outcome evidence of completions and employment rates for reporting purposes.

This person will also collect completion and employment data on our students (information that is being asked for by many different agencies)

  • Organize an annual joint meeting of all our advisory boards


  • Schedule event Nov. – Dec. 2016
  • Initial outreach to faculty Nov. – Dec., 2016
  • Contact advisory boards members Jan. – March, 2017
  • Event late April, Early May, 2017
  • Opportunity for advisory boards from different programs to collaborate on shared projects.
  • Invite college counselors and other faculty/staff to explore collaborative opportunities with industry partners
  • Invite CTE students to attend for networking purposes


A joint meeting with all our advisory boards is proving to be more difficult than first imagined as their board meetings vary widely in times and days due to their member’s professional schedules. But regular meetings are being held on campus and the deans have standing invitations to attend. Recent advisory meetings so far this year include Business, Paralegal, Court Reporting and Park Management.

The dean of workforce development has been working with two new CTE programs on campus to build their advisory boards. Those would be Biotechnology and Entertainment Technologies.

In an effort to establish relationships with local employers, we started hosting a joint Chamber of Commerce mixer with Campbell, Los Gatos and Saratoga. Our first mixer was held March 22 and from that meeting, we had two local business owners ask to become part of our advisory boards. We will continue that trend.

  • Use Strong Workforce funding for development


  • Project template for SWP due Jan. 31st, 2017

  • Use Strong Workforce funding for development


  • Work with Data expert on completing the SWP project template Nov. 2016 – Jan. 2017
  • ule trainings for CTE faculty on new data collection tools (LaunchBoard, etc.) Feb. – May, 2017


Completed. Data unlocked funds were used to roll out the Strong Workforce Program to college faculty and was used to send many faculty to data collection workshops and professional development events centered around data, curriculum development and non-credit CTE certificate development.

Example include:

  • Cyber-security
  • Green/sustainable design
  • Health related fields


On-Going exploration and creation of new CTE pathways that address labor market needs in our region. Examples include:

  • Biological Technician Certificate – very high employment opportunities in the Bay Area.
  • New certificates in Accounting and Bookkeeping – also very high in-demand jobs.
  • New non-credit certificate in Small Business in the final stages of approval.
  • Major upgrades to our commercial music program.
  • A commercial drone pilot program was created.
  • A program in Data Science is in the early stages of development.
  • Other areas of discussion include the creation of a Fabrication Lab in Art and Design, a STEM classroom for Child Studies and the creation of an Engineering lab – all of which serve sectors of high employment need.
  • Optimization of each resource.
  • Avoid redundancy of expenditures.
  • Better alignment with BRAC and District budget goals.


  • Ongoing


Ongoing discussions. As BRAC has changed, and the deans now oversee large portions of Strong Workforce, our process is changing. The dean of workforce development has had many discussions with the other deans who now influence the expenditures of these funds. We are looking at all funding sources before we submit our plans including other grant sources (Perkins, SVETP, etc) and college funds like Land Corp. We are also looking to align these funding decisions with the broader college goals found in the E&FMP.

EFMP Goal 4: Course Offerings

Explore and shift course offerings depending on evolving student and community needs (e.g., distance learning, noncredit, weekends, evenings, compressed courses and community education).

  • Offer courses that support the completion of CTE – ADT– Transfer programs through alignment with program educational plans, annual plans, and schedule development. (August and January – schedule development timeline)


While Counseling has been providing educational plans to the students they serve, the Office of Instruction has been inputting recommended course sequences into the college catalog, put in place a course offering grid on the college website to guide both students and counselors on when courses are offered for the next five terms, and provided departments extensive enrollment data to more accurately build their annual plans and schedule classes more effectively. In addition, the dean of instruction is reviewing courses that have not been offered in the past two years and determining a plan of action to offer or remove them from the catalog. If these courses are connected to a degree, certificate, or general education requirement, there needs to be a plan to offer them.

  • Plan and offer programs or develop new programs that are supported by labor market information and high job attainment rates through the Strong Workforce framework. (Completion of planning in Spring, Curriculum Committee in Fall)


All certificate programs must show positive labor market data. The Curriculum Committee is further scrutinizing labor market data to better ensure that students can obtain jobs with the certificate and/or associate degrees it offers.

  • Institutionalize the entrepreneurial mind set by including it in the Institutional Learning Outcome (ILO). Launch programs that support the entrepreneurial mind set. (2017 – 2018)


To meet the current needs of a 21stcentury workforce, numerous certificates in Entrepreneurship, Marketing, Human Resources, Small Business Essentials, Finance, Bookkeeping, Accounting, and Natural history and Conservation were launched and approved.

  • Strengthen and grow supplemental instruction that supports student success by increasing capacity in embedded tutoring, writing center, study sessions, and training and create an integrated organizational structure. (2017 – 2018)


Tutorial Services and the Writing Center merged into the Success Center. During summer 2018, the Success Center moved into a larger area in the Learning Services Building to accommodate student need. The Academic Senate has created a taskforce to reinvigorate the Embedded Tutoring Program. It is intended that the Success Center coordinator will serve as an Embedded Tutoring coordinator with goal of combining both embedded tutors and the services of the Success Center (tutoring, workshops, etc.) to support student success. The proximity of the Success Center is a barrier to students. The idea is that embedded tutors will aid in bridging that barrier.

  • Strengthen Student Services programs, e.g. First Year Experience, Puente, Success, EOPS, Trio, Summer Bridge Program, DESP, that align with instructional programs access, progress, completion, and success. (2017 – 2018)


The Dean of Student Equity was hired last August. She has conducted a thorough vetting of the college’s Student Services Programs and is in process of developing a strategic plan in strengthening their purpose and their ability to service students.

  • Bridge disciplines to enhance critical thinking and mitigate future obsolescence. (2017 – 2018)


Both the Court Reporting and Reading Programs have experienced declining enrollments. Court Reporting courses require extensive repeatability and the certification is seven years long. The department is migrating into the School of Continuing Education where the courses can be repeated, and the program is restructured so that it can be completed in three years.

The Reading program has experience two major blows that effect its ability to offer courses. AB 705 eliminated students assessing below transfer courses and the Academic Senate voted that Reading 53 will no longer be require for an associate’s degree. By creating offerings in noncredit, students can take basic skills courses concurrently with college-level credit courses for support and the college can offer reading courses to populations of students off campus that it previously did not serve.

  • Identify specific courses and increase non-credit options to create successful pathways to basic skills and to create successful and seamless pathways to CTE programs. (2017 – 2018)


Noncredit programs has recently migrated to the Office of Instruction and is now headed by a director. In the past year, noncredit courses in reading and math have been developed to provide prerequisite or corerequisite support to students during the implementation of AB 705 for fall 2019. In collaboration with the Business Department, a sequence of noncredit bookkeeping and accounting courses were developed. In addition, Business collaborated with the noncredit director to create the first two noncredit certificates at WVC in Bookkeeping and Entrepreneurship. A strategic plan is currently being developed to engage the college’s ESL, English, Math, Counseling, and vocational departments to develop courses and certificates in vocational fields and workforce preparation.

  • By engaging department, division and institutional discussion and planning, promote global education and social justice in all areas of study. (2017 – 2018)
  • Create and promote intra-, inter-, and multi-disciplinary collaborations across campus, e.g. study abroad programs, international partners programs, Social Justice Studies, AS Data Science, etc. (Spring 2017)


Career Programs Dean Brad Weisberg is leading the Study Abroad Program to provide cultural opportunities in an equitable manner to students. The courses and degree to the data science program have been researched, Strong Workforce funds have been secured to provide the technology necessary to instruct the program and the curriculum is scheduled to be developed by fall 2019 with the intention of offering in fall 2020. This program will be a collaboration between the Math and Computer Science Departments.

  • Explore and identify innovative ways to increase success rates in Distance Education courses including student support services, based on data and analysis. (2017 – 2018)


The Distance Learning Committee now has the support of an academic dean. They have been tasked in coordinating with the Academic Senate in providing guidelines to the college and faculty by ensuring regular and substantive contact with students. Faculty training and workshops are regularly offered to instructors so that they can offer students educational experiences equivalent to what they would find in a face-to-face classroom.

  • Explore and identify technology that supports effective teaching and learning. (2017 – 2018)


The college currently uses technology in instruction; however, accessibility of that technology is needed to service students with disabilities and meet current requirements. The district has launched an ADA Advisory Committee to make progress and recommendations on this front.

  • Promote WVC as a destination for teaching and learning, by offering new and innovative programs.


As a campus located in Silicon Valley, it is essential that the college offer programs in alignment with the needs of employers. The Computer Science Department recently hired a new full-time instructor to redesign that program to meet current needs. The collaboration between Math and Computer Science to develop a Data Science program moves the college ahead of any other community college in this emerging field that already has major labor market demand. With the support of the Curriculum Committee, departments are held to a greater standard when they propose curriculum in that it must meet the college’s mission and serve students.

  • Develop an integrated outreach strategy and program for each school and division, in alignment with the college mission and WVC 2020. (2017 – 2018)


Less that 1.5 years ago, the college hired academic deans to collaborate with in discipline faculty in growing their programs. With the beginning of the Dual Enrollment Program, the college has offered 22 courses at high schools in its service area. This puts the college’s foot forward in reaching out to students directly who may have not considered West Valley as an option.

  • Conduct timely, deliberate and thoughtful new full-time faculty hiring process. (annual)


Last fall, the college cabinet developed a plan where departments would make recommendations to their dean who would defend their recommendations in provost council. The college President and Provost would review that analysis and decide on a ranking.

  • Support student success through supplemental instruction. (ongoing)


A number of embedded tutors have been identified for English and Math classes for fall 2019. With the guidance of the Success Center coordinator and in discipline faculty, supplemental instruction is to be used in conjunction with support courses during the implementation of AB 705.

  • Pursue and increase TAP with UC, CSU, and private universities. (ongoing)
  • Criteria for determining programs to include:
  • global perspective and social justice
  • international experience
  • labor market data and job attainment rates

EFMP Goal 5: Diversity and Inclusion

Commit to developing and supporting values, practices and a campus community environment that supports equity and diversity

Utilizing research-based best practices, develop healthy discussions on race and ethnicity across the campus including but not limited to faculty inquiry groups and courageous conversations, and provide appropriate facilitators/presenters from a wide range of expertise.


  • Implementation beginning Aug. 2015 – May 2017
  • Data collection beginning Aug. 2015 through June 2017
  • Data Analysis & dissemination: Sept. 2016 – Dec. 2017 to coincide with Student Equity report


Complete. This sub-goal is now under new leadership and has been updated. The Office of Student Equity and Success launched the Faculty Fellow program, Spring 2019 to provide support Underserved students to an intentional sense of belonging, create community to increase retention and student success. The new Center of Exploration, Identity and Inclusion will open in Fall 2019 and will be used as a learning lab for speakers, trainers, presentations for students, staff and faculty to engage in dialogue around social justice, injustice, politics, institutional racism, implicit bias, intent vs impact, empowerment, motivation and intersectionality.

  • Work collaboratively with appropriate college personnel to provide professional development for faculty and staff via conference and training on-and off-campus.


  • Implementation beginning Aug. 2015 – May 2017
  • Data collection: Aug. 2015 – Dec. 2016 Cycle 1
    Jan. 2016 – July 2017 Cycle 2
  • Data Analysis & dissemination: March 2017 Cycle 1 March 2018 Cycle 2



  • Design and implement appropriate events and activities that bring campus community together such as Cultural Heritage Months, Speaker Series, Conscious Council, etc.


  • Implementation: Aug. 2015 – May 2017
  • Data collection: Aug. 2015 – Dec. 2016 Cycle 1
    Jan. 2017 – July 2018 Cycle 2
  • Data Analysis & dissemination: March 2017 Cycle 1
    March 2018 Cycle 2


This iteration of this goal is complete. This sub-goal is now under new leadership. The Office of Student Equity and Success will be launching a Speakers Series in the Fall, and will work with the Faculty Fellows and the Marketing Team to celebrate various Cultural Heritage Months.

  • The current Program Review process provides instructional departments with academic outcomes data that need to be analyzed for potential equity gaps. Using the Program Review data, departments will continue to monitor their progress in meeting their goals and strategies to address existing differences in student equity.


  • Data collection: Mid Sept. 2016 – Nov. 16, 2016 (annually)
  • Data analysis and dissemination: Jan. 2017 – April 2017 (annually)


Outlined timeline complete. Sub-goal ongoing.

  • Identify appropriate methods to collect disaggregated student equity data and distribute to non-instructional programs, including Student Services so each program can assess their progress with target groups.


  • Data collection: Jan. 2017 – Sept. 2017
  • Data analysis and dissemination: Nov. 2017


Outlined timeline complete. Sub-goal ongoing.

EFMP Goal 6: Organizational Structure

Modify and streamline the College’s organizational structure and procedures to meet changing educational and community needs (e.g., partner with the District support services to the College; clarify institutional roles, functions and responsibilities; enhance effectiveness of participatory governance; match yearly goals with the strategic plan).

EFMP Goal 7: Professional Development

[The college will] Plan and implement a needs-based program of professional development for entire campus community.

  • Include best practices research at other colleges and consultation with key WVC campus committees and stakeholders.


Completed in Spring 2017 Assessment will be ongoing

  • This plan will support the ongoing professional development needs for staff, faculty and administrators.


Approved by College Council in Spring 2018

  • This plan will align with the 2020 Master Plan goals, accreditation standards, the priorities/goals for the Student Equity Plan, the SSSP Plan, Basic Skills goals and the Title III grant.


Ongoing and updated to include Guided Pathways and AB705

Fall 2016

Activity Time
Draft survey questions 9/30/16
Finalize survey 10/7/16
Release survey for classified staff 10/14-10/24
Release survey for faculty 11/8-11/2
Professional Development Committee, Coordinator, Dean, Classified Senate review survey data 11/28-12/2

Spring 2017

Activity Time
Identify themes from survey 2/2017
Reviewplans from other colleges 2/2017
Draft 2 year WVC Professional Development Plan 3/2017
College committees review Draft Prof Dev Plan 4/2017
College Council approves Final 2017-2019 WVC Professional Development Plan 5/2017


TEACH Center was proposed and Professional Development Chair is on the Library Resource Center redesign committee to create a physical space. Discussions are on-going about staffing.

EFMP Goal 8: Resources

Align campus and personnel resources to priorities supported by data. Provide robust academic support services.

Through the use of Community Support Funds, Bond Funds, Land Corp Funds, donations, and State Scheduled Maintenance Funds, multiple projects have been completed or are underway.

Che School of Professional Studies, Fall 2018

Student Services, Spring/Summer 2019

Kvamme Planetarium, Fall 2019

Cilker School of Art and Design, Fall 2017


  • Softball stadium: Architectural plans completed, construction to begin late 2019
  • Dick Schwendinger Soccer Field scoreboard
  • Beach Volleyball scoreboard and viewing stands
  • Baseball scoreboard
  • Fencing around baseball, soccer, pool, sand volleyball with WVC logos and sports images
  • Fully refinished gym floor

A&R, Counseling, and Business/AJ renovation

  • See above: Che School, Student Services


  • “Success Center”: renovated Computer-Aided Writing Lab, English classroom, tutorial space, Summer 2018
  • New furniture ordered, in place Spring 2016 and continuing through Fall 2016. As funds permit, additional furniture and fixture upgrades will occur.
  • New collaborative spaces to be ordered Fall 2016, installed Spring 2017. These spaces are innovative designs with technological enhancements.

Campus Center

  • Multi-Cultural Center developed from Art Gallery Space, to open 2019
  • WMCafé equipment replacement, 2019, on-going
  • New Furniture in place during 2015-2016 with additional items to be acquired in 2016-2017.
  • “Lower Lounge” remodeled into a student gathering space with games (pool, ping-pong, air hockey, video games) to provide a relaxing and engaging area for students.

Better allocate space use and scheduling of space on campus new furniture

  • Ad Astra: a room scheduling system, is now functioning on campus
  • Complete room inventory

Community Support, Land Corp, and additional grants provide sound funding to facilitate better fiscal planning and outcomes.

  • BRAC update to reflect Dean structure, FY19
  • BRAC evolving through a process of continuous improvement.
  • BRAC reviewed program reviews from the past three years, addressing those issues most urgently needed.
  • Many Program Review Resource requirements were met in the past year.
  • Additional fiscal resources for Academic Support Services: Tutorial and Library
  • Additional fiscal resources for student Support Services: Student Health Center, Campus Center, and Child Care Center

To meet the ever-evolving technology needs of the 21st- century college campus, the college’s Technology Advisory Committee is actively involved implementing significant advances for classroom support and for college Internet presence.

Virtual Desktop Infrastructure (VDI)

  • Administrative VDI planned for Student Services building, Spring/Summer 2019
  • Che classrooms fully equipped with VDI, Fall 2018
  • Full implementation of VDI in Cilker computer classroom, Fall 2018
  • Development began FY15-16, continues FY16-17:
  • Build-up of servers and network capacity
  • Initial implementation of VDI in Computer-Aided Writing lab and classroom, FY16-17
  • Partial implementation of VDI in Library, to be continued FY16-17
  • Additional applications and client implementations

West Valley College web page redesign

  • New WVC web design launched January 30, 2019
  • WVC Athletics page incorporated as part of college web site using Presto Sports links
  • New calendar display via Localist calendar
  • FY15-16 with project to clean web structure of old programming containing errors
  • Developed new page templates that are optimal for mobile platforms and fully responsive across a variety of devices
  • Reviewed web page library for full ADA compliance
  • FY16-17, began full redesign of WVC web presence through significant Land Corp grant to underwrite the development and implementation expenses

WVC Mobile App

  • For iPhone, Android users, in development FY 18-19, launch planned Spring 2019
Last Updated 8/20/19