"Enrollment Management Report Template"
DISTRICTWIDE ENROLLMENT MANAGEMENT TEAM NOTES April 10, 2008 10:00 am – 12:00 noon Board Room, District Office Present: Michael Anker, Terry Armstrong, Deborah Blue, Barbara Cella, Joy Dardin, Jackie Flaggs, Gene Huff, Michele Jackson, Kiran Kamath, Susan Lamb, Tim Leong, Carol Maga, Pam McDaniel, Mojdeh Mehdizadeh, Jeffrey Michels, Newin Orante, Diane Scott-Summers, Mark Zacovic, Absent: Tawny Beal, Ileana Dorn, Dan Henry, Vivian LaMothe, Richard Livingston, Jason McKenzie, Fritz Pointer, Humberto Sale, Danni Vilas, Grace Villegas, Ted Wieden Topic/Issue Outcome Follow- up/Action Requested 1 Common Interests Stake Holders: • Students (Current and potential) • Parents • Community • Business/Employers • Faculty • Staff • District • Colleges • Governing Board • High Schools • Government Agencies • Administration • Student Services • Alumni • Media Interests: Defined as something that you measure your potential solutions against • Achieve annual enrollment goals • Flexible schedule • Productive schedule • Schedule meets the students’ needs • Remove barriers to enrollment • Transparent EM process 1 Topic/Issue Outcome Follow- up/Action Requested • Processes that support student retention and persistence • FTES growth • High quality of course offerings • Variety of courses to keep faculty interested • High Quality of Student Services • Variety of programs to meet community needs • Variety of programs to attract students • Ability to innovate new programs and services • Respond to market demand • Maximize enrollment/revenue potential • Equity improved • Collaborative process • Achievement gaps improved • Effective marketing • Effective outreach • Strong community relations • Increase awareness of Community Colleges and value of education • Increase a college-going culture • High level of student success • Work ready graduates • Enough quality graduates to meet business needs • Enrollment management is comprehensive and integrated into internal culture • Common language and measurements • Buy-in • Data is reliable and comprehensive • Ability to make informed decisions based on data • Know best practices • Process allows for continuous improvement • Promote flexible/adaptable environment • Predictable scheduling process 2 Topic/Issue Outcome Follow- up/Action Requested 2 Form Workgroups Work Group Protocols Jackie will • Select facilitator send out list of • Select recorder protocols on • Establish meeting dates April 11. • Prepare agendas • Record meeting notes • Report out at Enrollment Management meetings • Develop Action Plan • Propose enrollment strategies and measurable outcomes • Establish timelines • Recommend strategies that would make a difference in 2008-2009 • Precede with shared principles • DW – Initiatives • Appropriateness of items identified as issues for their work group to address 3 District’s and 1. Deborah reviewed the Districtwide Strategic Colleges’ Enrollment Management Plan and Enrollment recommended that this document be one of Management Plans the charges for a work group to update. (See attachment #1.) The work group addressing the Districtwide Strategic Enrollment Management Plan will bring recommended revisions by May 1. 2. Carol Maga reviewed CCCs Enrollment Management Plan. They chose three strategic directions to address. (See attachment #2.) 3. Susan Lamb reviewed DVCs Enrollment Management Plan. They have 25 strategic directions and they chose to address five. (See attachment #3.) 4. Kiran Kamath reviewed LMCs Enrollment Management Plan. They chose to address four strategic directions. (See attachment #3.) *Each college will write a narrative 3 Topic/Issue Outcome Follow- up/Action Requested introducing their plans, and use the same template. The question was asked whether the colleges will have the same timelines for implementing their plans. An answer will be brought to the May 1 meeting. Newin asked that we have a calendar that contains all information on where all of the colleges are on implementation of their plans. 4 Report to the May The colleges will report at the May Board Governing Board on meeting, on their Enrollment Management Plans the District’s Draft and Deborah will report on the work of this Strategic committee, and the District’s Strategic Enrollment Enrollment Plan. Management Plans 5 Agenda items for 1. Reports from Work Groups (1,2,4,5) next meeting 2. Discussion of recommended districtwide enrollment management initiatives to impact 2008-09 enrollment 3. Establishing next meeting date for this year 4. Establishing next year’s meeting schedule 5. Clarus reports status update 6. Definition of enrollment management, for discussion, with the intent to reach consensus on recommendation to send to Chancellor’s Cabinet 6 Work Group Work group #1 (Marketing/Admissions) Jackie will put Breakout Michele Jackson (CCC) the “Work Barbara Cella (LMC) Group Joy Dardin (DO) Protocols” in a Pam McDaniels template and Ileana Dorn distribute to all Terry Armstrong the Work Mojdeh Mehdizadeh Groups. Tim Leong 4 Topic/Issue Outcome Follow- up/Action Requested Deborah will Work group #2 (Retention/Quality) contact those Newin Orante (LMV) members who Diane Scott-Summers (DVC) were unable to Danni Vilas attend today’s Richard Livingston/Dan Henry* meeting, so that Tawny Beal* they can sign up Humberto Sale* for a work group. Work Group #3 (Scheduling/Cancelling) Susan Lamb Jeffrey Michels Note: Deborah does not recommend activating this work group, as it is addressed at the colleges and in contract negotiations; and is not stated in our charge. Work Group #4 (General Concerns/Enrollment Management Planning) Deborah Blue Jeffrey Michels (virtual, task specific) Work Group #5 (Financials) Michael Anker Jeff Michels Gene Huff Mark Zacovic Carol Maga (Note: * = Names that were added after the meeting.) Deborah asked the groups to take the template – refine the issues that they are focusing on; reassess the alignment of identified issues to the team charge; develop an action plan; and develop/recommend short-term districtwide enrollment strategies for 2008-09; and continue work on long-term strategies for 2009-2012. Deborah and Jeffrey will work on: • Vocabulary/terminology. • Defining Enrollment Management 5 Topic/Issue Outcome Follow- up/Action Requested Consensus was reached that this group would continue through next year. It was also agreed that a uniform template would be used by each Work Group when reporting out. Each Work Group will: • Develop strategies • Develop outcomes • Develop a timeline • Determine how to accomplish the task • Check to make sure that what they are doing does not overlap what the colleges are doing Deborah distributed information about the Clarus report that can be found at the following web site: http://188.8.131.52/ContraCostaCommunityC ollegeDistrict/ 7 Next Meetings 1. May 1, 10:00 a.m. – 12:00 noon in the Board Room, at the District Office. 2. Date, to be determined, prior to the May 28 Board meeting * D = Discussion R = Review or prior topic C = Consensus I = Information only + - Impressed by the work the colleges are doing in IBB process too slow – Interests, value, but slowed enrollment management down meeting Good to see the college plans Concerned about implementation right now Enrollment Management/Notes 4-10-08.doc 6 DW ENROLLMENT MANAGEMENT TEAM MEETING May 1, 2008 List of Definitions of Enrollment Management Enrollment Management The systemic approach to recruiting and retaining students for optimal enrollments within the academic and workforce development context of the college and District. (The operational definition used by the CCCD Enrollment Management Task Force, 2007) Enrollment Management as a Process (Modified from Noel-Levitz, 2006) Enrollment Management (EM) in the CCCCD is a highly interactive and participatory districtwide and college change process designed to develop the capacity to achieve the District’s and College’s enrollment goals through more effective methods of marketing, recruiting, and the retention of students. Enrollment Management as a Product (Modified from Noel-Levitz, 2006) Enrollment Management (EM) in the CCCCD results in specific improvements, modifications, and changes to the college’s educational programs, service systems, marketing/recruitin/retention activities, policies, procedures, image, customer orientation, facilities and institutional climate for the purpose of enhancing the college’s ability to attract and retain students. Enrollment Management (Antelope Valley College) Enrollment management can be best defined as a well thought-out set of activities whose purpose is to exert influence over student enrollment. Enrollment management is also defined as a comprehensive process that is designed to assist institutions to achieve and maintain optimum student enrollment. Enrollment Management (Saddleback College) Enrollment management “is both a process and a series of activities that involve the entire campus. As a process, it includes tracking and interacting with students from their initial contact with the institution until their graduation or departure from the institution. As an activity, enrollment management is designed to attract and retain students…” and is “organized by strategic planning and supported by institutional research.” (From the Strategic Management of Enrollments, Hossle, Bean, and Associates, 1990) Strategic Enrollment Management (A Primer for Campus Administrators, 1996, from “The Role of Academic Senates in Enrollment Management, 1999) Strategic Enrollment Management is a comprehensive process designed to help an institution achieve and maintain the optimum recruitment, retention and graduation rates of students, where optimum is defined within the academic context of the institution. As such, SE is an institution- wide process that embraces virtually every aspect of an institution’s function and culture. 1 Enrollment Management Paradigm (Adopted by Sierra College, 1996) A systematic, holistic, and integrated approach to achieving enrollment goals by exerting more control over the institutional factors that shape the size and characteristics of the student body. It includes activities associated with attracting and retaining students including marketing, recruitment, financial aid, orientation, advising and instruction. It also involves examining institutional mission, program and service offerings, organizational structure, and resource allocation. The process relies heavily on the use of pertinent data and information for informed decision making. (USA Group/Noel-Levitz) Proposed Definition from the Districtwide Enrollment Management Team, May, 2008 EdPlan/EM/2007‐08/Agenda/May 1/List of Definitions of EM.doc 2 Districtwide Enrollment Management Team Standard Terminology for Enrollment Management Enrollment Management Definition Attendance Accounting: (Source: California Community College Budget and Accounting Manual, 2000 Edition Appendix B) Apportionment – Allocation of State or federal aid, district taxes, or other moneys to community college districts or other governmental units. Average Daily Attendance (ADA) – The student workload unit formerly used as the basis for computation of State support for California Community Colleges. An ADA represents 525 class (contact) hours of student instruction/activity. The term ADA has been replaced by Full-time Equivalent Students (FTES). For details on ADA or FTES, see the Chancellor’s Office Student Attendance Accounting Manual and form CCFS- 320. Budget Document – The instrument used by the budget-making authority to present a comprehensive financial program to the governing authority (form CCFS-311 for California Community Colleges). Included is a balanced statement of revenues and expenditures (both actual and budgeted), as well as other exhibits. Community Services – Educational, cultural, and recreational services which an educational institution may provide for its community in addition to its credit and noncredit programs. Community college districts receive no direct State apportionment for community services. Full-time Equivalent Students (FTES) – An FTES represents 525 class (contact) hours of student instruction/activity in credit and noncredit courses. Full-time equivalent student (FTES) is one of the workload measures used in the computation of state aid for California Community Colleges. (See for CCFS-320, “Apportionment Attendance Report.”) Standard Terminology for EM – 05/01/08 Page 1 Full-time Equivalent Student (FTES) Attendance Accounting: (Source: California Community College Attendance Accounting Manual, Chapter 3) General Full-time equivalent student (FTES) shall be reported on forms prepared by the Chancellor’s Office at such times as required by law or regulation. Reference: ECS 84501, T5 58003.4, CCFS-320 Reporting Dates for State Apportionment Reports (CCFS-320, CCFS-321, CCFS- 320F) 1. The “first period” reports encompass data for July 1 through December 31 and are due in the Chancellor’s Office on or before January 15. 2. The “second period” reports encompass data for July 1 through April 15 and are due in the Chancellor’s Office on or before April 30. 3. The “annual” reports encompass data for July 1 through June 30 and are due in the Chancellor’s Office on or before July 15. Reference: ECS 84500, T5 58003.4 Class Hour The “class hour” is the basic unit of attendance for computing full-time equivalent student (FTES). It is a period of not less than 50 minutes of scheduled instruction and/or examination. There can be only one “class hour” in each “clock hour,” except as provided for multiple class-hour classes. A class scheduled for less than a single 50- minute period is not eligible for apportionment. For purposes of computing full-time equivalent student (FTES), a class hour is commonly referred to as a “contact hour” or “Student contact Hour” (SCH). (See Chapter 5 for attendance accounting procedures in apprenticeship classes of related and supplemental instruction.) Reference: ECS 84501, T5 57001(e), T5 58023 Clock Hour A “clock hour” is a 60-minute time frame which may begin at any time, for example, 0800 to 0900, 0810 to 0910, 0820 to 0920. Reference: T5 58023 Standard Terminology for EM – 05/01/08 Page 2 Passing Time/Break Each clock hour is composed on one class hour segment and a segment referred to as “passing time,” “break”, etc. No additional attendance may be claimed for this 10-minute segment, except as provided for under “multiple class hours.” Note: The 10-minute break time permitted in each clock hour may not be accumulated during a multi-hour block scheduled class to be taken all at once and be counted for FTES purposes. Reference: T5 58023 Partial Class Hour A “partial class hour” is that fractional part of a class hour in a class scheduled for more than one clock hour. Reference: T5 58023 Multiple Hour Class 1. Any period of instruction scheduled continuously for more than one clock hour. Reference: T5 58023 2. In block scheduling each 50 minutes exclusive of breaks (formal or informal) is a class contact hour, except that fractional part of a class hour beyond the last full clock hour may be counted from and including the 51st minute of the last full clock hour, providing there is no class break in the last full clock hour or the partial class hour. The divisor for this fractional part of a class hour shall be 50. The sum of class hours cannot exceed the total number of elapsed clock hours for which the class is scheduled. Reference: T5 58023 Calculation of Weekly Student Contact Hours 1. One full class hour course: *MWF 0800-0850 (excludes passing time) = 3.0 WSCH *MWF 0810-0900 (excludes passing time) = 3.0 WSCH *MWF 0800-0900 (includes passing time) = 3.0 WSCH Standard Terminology for EM – 05/01/08 Page 3 *Computation: 0800 to 0850 = 50 min. = 1 class hour in 1 clock hour = 1.0 WSCH x 3 days = 3.0 WSCH 0810 to 0900 = 5 min. = 1 class hour in 1 clock hour = 1.0 WSCH x 3 days = 3.0 WSCH 800 0900 = 1 clock hour = 1.0 WSCH x 3 days = 3.0 WSCH 2. One-plus class hour course: *TT 0800-0915 (excludes break time) = 3.0 WSCH TT 0810-0925 (excludes break time) = 3.0 WSCH TT 0800-0925 (includes break time) = 3.0 WSCH *Computation: 0800 to 0850 = 50 min. = 1 class hour = 1.0 WSCH 0850 to 0915 = 25 min.? 50 = 0.5 class hours = 0.5 WSCH 1.5 WSCH x 2 days = 3.0 WSCH 3. Two full class hours course: *TT 0800-0950 (excludes passing time at end of class, includes one 10- minute break) = 4.0 WSCH TT 0810-1000 (excludes passing time at start of class, includes one 10-minute break) = 4.0 WSCH TT 0800-1000 (includes passing time, includes one 10-minute break) = 4.0 WSCH *Computation: 0800 to 0900 = 1 clock hour = 1.0 WSCH 0900 to 0950 = 50 min. = 1 class hour = 1.0 WSCH 2.0 WSCH x 2 days = 4.0 WSCH 4. Two-plus class hours course: *TT 0800-1015 (excludes passing time at end of class, includes one 10-minute break = 5.0 WSCH TT 0810 to 1025 (excludes passing time at start of class, includes one 10-minute break) = 5.0 WSCH Standard Terminology for EM – 05/01/08 Page 4 TT 0800 to 1025 (includes passing time, includes one 10-minute break) = 5.0 WSCH *Computation: 0800 to 0900 = 1 clock hour = 1.0 WSCH 0900 to 0950 = 1 class hour = 1.0 WSCH 09-50 to 1015 = 25 min.? 50 = 0.5 WSCH 2.5 WSCH x 2 days = 5.0 WSCH 5. Three full class hour course: *TT 0900-1150 (excludes passing time at end of class, includes two-10 minute breaks) = 6.0 WSCH TT 0910-1200 (excludes passing time at start of class, includes two 10-minute breaks) = 6.0 WSCH *Computation: 0900 to 1000 = 1 clock hour = 1.0 WSCH 1000 to 1100 = 1 clock hour = 1.0 WSCH 1100 to 1150 = 1 class hour = 1.0 WSCH 3.0 WSCH x 2 days = 6.0 WSCH Reference: T5 58023 Strategic Planning: (Source: Driving Strategic Planning, D.L. Kocsis and S. A. Waechter, BoardSource 2003) Mission: A statement declaring the purpose of your organization; this statement must be narrow enough to explain succinctly why the organization exists, and broad enough to allow flexibility. (Answers WHY we exist; WHY we are committed to support that existence) Vision: A statement describing a desirable future state that does not yet exist; the vision provides the different constituencies with a shared sense of where the organization is headed. (Answers WHERE we want to go) Standard Terminology for EM – 05/01/08 Page 5 Guiding principles: A list of core values and beliefs about how work is to be accomplished in your organization; these statements express the code of conduct of how people within the organization interact with their colleagues and clients. (Answers HOW we will treat each other and our constituents) Strategies: High-level options for direction to help your organization meet its goals and fulfill its mission Goals: The accomplishments that allow your organization to meet its mission- related prerequisites. (Answers WHAT we need to do to get where we want to go, to close the gap between current reality and our vision) Objectives: The purpose and rationale that help your organization further define and support your strategic goals; these are the more immediate aims that need to be realized en route to achieving longer-term goals – interim steps and accomplishments that provide a specific roadmap Tactics: Detailed action steps that support your objectives Actions: The tactical items in the day-to-day work of the organization that, if accomplished, will allow your organization to be successful in its plan, detailed actions are defined in separate operational plans DGB:dmr Standard Terminology for EM – 05/01/08 Page 6 CONTRA COSTA COLLEGE ENROLLMENT MANAGEMENT PLAN 2007-2012 Goals and Purpose – To meet the mission of the college and align with the college’s strategic plan To increase our capacity to serve the needs of our community To provide excellence in teaching and learning Objective: Increase college FTES at 1% or above per year while maximizing productivity to ensure sufficient funding. ACTION TIMELINE STEWARDS 1. IMPROVE SCHEDULING AND PROGRAMS 1a. Continue to expand alternative class and program options to 2008-2012 M. Pono, D. Floyd, Division increase student enrollment-- non-credit classes, off-campus, high Deans, Dept. Chairs, Faculty, J. school based classes and distance learning courses. Eyestone, E. Geringer, C. Maga 1a1. Use an instructional technology coordinator to assist CTE faculty 2007-2008 J. Eyestone, E. Geringer, with online course development and instructional technology use in Vocational Dept. Chairs the classroom. 1a2. Offer classes at every major high school site in our service area. 2008-2012 D. Floyd, C. Maga, M. Pono, Dept. Chairs 1a3. Increase non-credit course offerings in our community and on campus. 2008-2012 M. Pono, D. Floyd, Division Deans, Dept. Chairs 1a4. Develop new non-credit courses both on and off-campus in basic 2008-2012 Division Deans, Dept. Chairs, skills, ESL, and short-term vocational. D. Floyd, C. Maga 1a5. Develop new instructional programs. 2008-2012 Division Deans, Dept. Chairs, D. Floyd, C. Maga, P. Leadon 1a6. Review programs with low enrollment and revise programs to more 2007-2008 Division Deans, Dept. Chairs, effectively serve student needs. D. Floyd, C. Maga 1a7. Update and increase the number of 2 + 2 articulation agreements with 2007-2008 P. Leadon, Dept. Chairs feeder high schools. 1a8. Consider creating an off-campus center to host classes at a community 2008-2012 C. Maga, D. Floyd, Division location to reach a new population of students. Deans, Dept. Chairs ACTION TIMELINE STEWARDS 1b. Review and improve scheduling of classes to optimize student 2007-2008 D. Floyd, Division Deans, Dept. enrollment. Chairs, C. Maga 1b1. Ensure that class sections, which meet the requirements for general 2007-2008 D. Floyd, Division Deans, Dept. education, are offered at days and times to optimize student Chairs enrollment. 1b2. Continue with block scheduling in summer session to optimize 2007-2008 Donna Floyd, Division Deans, enrollment, and revise fall and spring schedule to optimize block Dept. Chairs scheduling already in place. 1b3. Increase summer school general education offerings 2008-2012 D. Floyd, Division Deans, Dept. Chairs 1b4. Provide more short-term scheduling such as late start offerings. 2008-2012 D. Floyd, Division Deans, Dept. Chairs 1b5. Review and possibly increase Friday and weekend offerings. 2008-2012 D. Floyd, Division Deans, Dept. Chairs 2. IMPROVE MARKETING AND OUTREACH AND STUDENT INTAKE PROCESS 2a. Coordinate and increase student outreach efforts. 2008-2012 J. Ounjian, F. Hernandez, C. Maga, M. Pono, D. Floyd, P. Leadon, K. Tribble, J. Cox 2a1. Offer assessment testing at all major local high school sites to improve 2008-2012 J. Ounjian, F. Hernandez, K. student recruitment and ease in enrolling at CCC. Tribble, EOPS Staff, Outreach Staff 2a2. Coordinate outreach and recruitment efforts to employers in our 2008-2012 J. Ounjian, F. Hernandez, community with an emphasis on large employers whose staff might PACE Coordinator, J. Cox enroll in PACE and have tuition reimbursement. 2a3. Increase visibility and accessibility of college outreach staff in high 2007-2008 J. Ounjian, P. Leadon, J. Cox, schools. Outreach Committee 2a4. Work with high school principals to identify their college level class 2008-2012 M. Pono, C. Maga, J. Ounjian, offering needs and effectively coordinate CCC student outreach F. Hernandez activities at high school sites. 2a5. Consider development of a student ambassador program to connect 2008-2012 J. Ounjian 2 ACTION TIMELINE STEWARDS with potential students towards the end of the five-year cycle. 2a6. Continue to sponsor CTE events at CCC introducing HS students to 2008-2012 P. Leadon career paths. 2a7. Continue and enhance our METAS and Pyramid programs to help 2008-2012 J. Wade, F. Hernandez, African young students prepare for college as a future pathway to success. American Studies Dept. Faculty 2a8. Coordinate with faculty to assist with outreach efforts. 2007-2008 J. Ounjian 2b. Improve College image and communications with students and the 2008-2012 D. Floyd, M. Jackson, L. Laxa, community. J. Eyestone, R. Polk, F. Hernandez, C. Maga, Student Service Managers, T. Elliott, M. Pono 2b1. Revitalize the college website – its appearance, ease of navigation, 2007-2008 K. Blustajn, J. Eyestone, L. more interactivity, information currency and accuracy, thoroughness, Laxa and the college’s system for maintaining current information. • Improve the information on registration, enrollment and F. Hernandez, K. Blustajn, V. financial aid on the website LaMothe o Financial calculator on website for students to K. Blustajn, V. LaMothe know fiscal reality of college. • Electronic Brochures of the college and its programs and P. Leadon, Dept. Chairs, services Vocational Faculty • Create a webpage of CCC information and direct mail marketing for high school/guidance counselors (explain F. Hernandez, P. Leadon, J. new jobs won’t only be for BA holders) Ounjian • Create webpage of CCC information and direct mail marketing for high school students F. Hernandez, J. Ounjian • Create a webpage of CCC information and direct mail for parents of potential students F. Hernandez, J. Ounjian 2b2. Improve communication and follow-up with students, high schools, 2007-2008 A.S. President, D. Floyd, M. community: use branded consistent materials whenever possible. Jackson, L. Laxa, F. Hernandez, • Make personal contacts by letter, e-mail, phone C. Maga, M. Pono, J. Ounjian, with: Mktg. Staff o Use bilingual Spanish/English literature for 2007-2008 F. Hernandez, Mktg. Staff recruiting students 3 ACTION TIMELINE STEWARDS o Review Spanish language access on the phone to 2007-2008 J. Eyestone, L. Laxa determine if there needs to be more access o Contact students who were enrolled but did not 2008-2012 M. Jackson, F. Hernandez, J. return the following term Ounjian o Contact students who applied but did not enroll 2008-2012 ” o Send out college materials to potential students 2008-2012 L. Laxa asking for information o Send/improve an acceptance/welcome letter to 2008-2012 K. Blustajn, F. Hernandez, students who apply to CCC District I.T. o Contact high school graduates to encourage them 2008-2012 M. Williams, M. Jackson. D to enroll at CCC Floyd, F. Hernandez 2008-2012 F. Hernandez, J. Ounjian o Contact students who withdraw from CCC 2008-2012 D. Floyd, M. Jackson • Continue the E-Mail Community Newsletter/schedule combination that is mailed to all community members 2008-2012 L. Laxa • Use Constant Contact e-mail to update continuous students on a monthly basis 2008-2012 D. Floyd, M. Jackson, L. Laxa • Direct mail – use postcard mailing to target specific potential student interest groups, which could be based on age, location, graduating seniors, businesses, etc. 2008-2012 • Review phone system and continue to improve: J. Eyestone, L. Laxa o Improve after-hours messaging systems J. Eyestone, L. Laxa o Ensure phone trees efficiently branch to student needs J. Eyestone, L. Laxa o Review Spanish language access on the phone to determine if there needs to be more access J. Eyestone, L. Laxa o Ensure phone directories for departments/faculty are accurate and up-to-date 2b3. Use college brand to develop awareness of CCC and its choice as a 2008-2012 M. Williams, C. Maga, D. place to attend Floyd, Mktg. Staff, Clarus • Market the Quality of our Faculty on Web, in catalog, on E- Consultants, College Council Mail Mktg. Staff, Academic Senate 2b4. Review and develop internet/social networks for college promotions 2008-2012 L. Laxa • Create a college MySpace page, blog, YouTube, Facebook 4 ACTION TIMELINE STEWARDS page L. Laxa, J. Ounjian, B. Benioff 2b5. Develop active marketing strategies to reach various segments of our 2008-2012 D. Floyd, M. Jackson, L. Laxa community • For various age segments – D. Floyd, M. Jackson, L. Laxa, o High school and up to 24 yrs – Gen Y Mktg. Staff o 25-44 working adult – Gen X o 45+ working adult, retiree – baby boomers and mature • For adults – an adult college concept with continuing D. Floyd, M. Jackson, L. Laxa, education and career skills for working adults, convenience, P. Leadon and programs of interest to adults – evening, online, television, hybrid 2b6. Develop an annual marketing action plan to include: radio, television, 2007-2008 D. Floyd, M. Jackson, C. Maga, web-based, other media, electronic, print communications. M. Williams 2c. Increase the number of international students at CCC. 2008-2012 A. Ilich, T. Clow 2c1. Increase international student enrollment by 5 % by 2009-10 using the 2009-2010 A. Ilich, T. Clow targeted funds the college has added to international student recruitment. • Review and monitor international student enrollment to T. Clow determine if recruitment funding is viable 2d. Improve the Student Intake Process 2007-2008 F. Hernandez, K. Blustajn, V. LaMothe, V. Ferguson, S. Abe, C. Maga, Student Service Managers, J. Eyestone, R. Polk 2d1. Provide faculty and staff training on the registration system and 2008-2012 K. Blustajn, F. Hernandez process 2d2. Teach students about registration and intake procedures in print and 2008-2012 K. Blustajn, F. Hernandez, V. electronically (website) LaMothe • Make student enrollment forms available on the website K. Blustajn, F. Hernandez • Make student refund information available on the website “ • Create a Fast Track Enrollment process/Registration Quick K. Blustajn, F. Hernandez, and Simple District I.T. 2d3. Improve communication with applicant to move them to an enrollee. 2007-2008 J. Ounjian, F. Hernandez, K. (This will improve when new Student Services Center is open.) Blustajn 5 ACTION TIMELINE STEWARDS • Follow up with students after their application K. Blustajn, District I.T., F. Hernandez 2d4. Coordinate staffing more effectively during peak registration times 2007-2008 F. Hernandez, K. Tribble, to ensure that students get assessment, counseling and other student Counseling Dept. Chair services that they need. 2d5. Consider providing a help desk during the first two weeks of 2007-2008 F. Hernandez, K. Blustajn registration each term • Consider establishing a call center to handle inquiries from F. Hernandez, K. Blustajn students 2d6. Create a complete registration process in Spanish 2007-2008 F. Hernandez, District I.T., ESL Dept., K. Blustajn 3. IMPROVE STUDENT SUCCESS, RETENTION, and PERSISTENCE 3a. Develop strategies to improve student success, retention and 2008-2012 F. Hernandez, J. Ounjian, Dept. persistence Chairs, Division Deans, Research and Planning, J. Christensen 3a1. Strengthen the First Year Experience and High School Connection 2007-2008 J. Ounjian, J. Cox • Develop survey for entering students to identify their needs J. Ounjian • Continue to provide departments term by term research data on persistence and retention to further their discussion on T. Clow student learning 3a2. Promote job placement services to provide students access to part-time 2008-2012 J. Christensen, F. Hernandez employment while at CCC 3a3. Continue to use and institutionalize ACES early warning systems for 2007-2008 J. Berner, Basic Skills academic skills students with the possibility of expanding to other Committee, Division Deans, student populations. Dept. Chairs, Counselors, Faculty 3a4. Continue to use and expand supplemental instruction and tutoring to 2007 – 2008 J. Berner, Basic Skills support student retention and persistence. Committee 3a5. Develop mechanisms to internally promote our academic support 2007-2008 F. Hernandez, D. Floyd, K. 6 ACTION TIMELINE STEWARDS services more effectively. Blustajn, J. Ounjian • All student services should have a table out during Welcome D. Floyd, J. Ounjian, K. Week each semester Blustajn, F. Hernandez • Review student information/materials to ensure learning K. Tribble, F. Hernandez, D. support services are well identified Floyd, Mktg. Staff, Counseling • Review and ensure learning supports services’ visibility in Dept., J. Ounjian, J. Berner the schedule and website J. Berner, F. Hernandez, K. • Have faculty include tutoring on their syllabi Tribble Academic Senate President, Dept. Chairs, Division Deans 3a6. Develop a student friendly and welcoming college environment that 2008-2012 supports students in staying in college • Engage at least one student in a conversation each day All College Staff • College staff identify themselves by wearing college I.D. or All College Staff name badge 3a7. Build a college focus on teaching and learning supported by 2007-2008 E. Geringer, M. Williams, professional development. Academic Senate President, C. Maga 3a8. Create a community service-learning program 2008-2012 M. Williams, L. Cherry, D. Floyd, T. Elliott 3b. Continue to create partnerships with businesses, community-based 2008-2012 P. Leadon, C. Maga, M. Pono groups to share costs, apply for grants, and generate enrollment. 3b1. Collaborate with community-based organizations to offer credit and 2008-2012 P. Leadon, M. Pono non-credit courses to target populations. For example--YouthBuild, Richmond Solar, Peralta CCD, WCCUSD. P. Leadon, ESL Dept., • Develop pre-employment training with employers on basic Academic Skills Dept. L. skills and work ethics Cherry • Develop for-profit workforce training for county employers P. Leadon • Let businesses know how CCC supports specific and emerging industries; i.e. graduates P. Leadon, M. Jackson 3b2. Research and apply for grants which support developing students from 2008-2012 L. Cherry, Appropriate Division pre-collegiate to college level success Deans and Faculty EnrollmentManagementPlan.2007-12.FORMATTED1.doc 7 Diablo Valley College Enrollment Management Strategies The enrollment management strategies are tied to the Diablo Valley College Strategic Initiatives. At the September 10, 2007, Planning Council meeting, the Council agreed that the college will focus on the following strategic directions from the 2006-2011 Strategic Plan. A.2. Enhance Student Success Emphasis on the progress of at-risk students. DVC commits itself to increasing the number of students earning degrees and certificates and students prepared for transfer. • DVC will move forward in the development of an overall Basic Skills Plan that encompasses Best Practices and serves the needs of under- prepared students. • DVC will continue the Career Advancement Academy Grant with possible expansion for Fall 2008 with Monument Corridor partnership to serve potential vocational students that are under-prepared. • DVC will develop a schedule responsive to student needs and that is flexible and varied patterns of scheduling (e.g. weekend, short term, off campus) • DVC will use enrollment trend data to develop a flexible scheduling process to respond to student enrollments and to maximize student access and program completion. • DVC will work to develop a cross-constituency group that will help to facilitate the enrollment and success of Latino students. • DVC will work with the district and adjust college processes to shift summer registration to earlier date capturing additional CSU/UC students • DVC will work to bring the class schedule in-line with district funding • DVC will re-design the Ujima Program, a program to improve the transfer and graduation rate of African American students in order to offer a pilot program in Spring of 2009. B.5. Create and Implement New Retention Strategies. The college will create new retention strategies and ensure that students, faculty, and staff are well informed about all programs that support retention, persistence, and success. • DVC will move forward in the development of an overall Basic Skills Plan that encompasses Best Practices. The college will improve the effectiveness of basic skills and developmental programs and services to enhance student progression into transfer and/or degree/certificate programs. January 17, 2008 • DVC will offer a survey for on-line students and faculty that will help the college better address needs of these students and faculty. • DVC will continue to develop effective and measurable student learning outcomes to enhance student retention, persistence and progression to meet their educational and career goals. • DVC will develop an annual process whereby staff can identify aesthetic maintenance repair and furniture issues that have a negative impact on enrollment. C.3. Develop Community Partnerships. The college will develop more extensive partnerships and demonstrate leadership with local groups and agencies working to strengthen the economic and social infrastructure of central Contra Costa County. • DVC will strengthen community relationships through partnerships with the Contra Costa Council, the Monument Corridor Partnership, etc. • DVC will strengthen relationships with high schools through on-going outreach, Principal’s breakfasts, articulation conferences, CalPASS activities, etc. • DVC divisions will continue to form high school partnerships with similar academic disciplines. • DVC’s outreach coordinator will develop a college process that coordinates all outreach activities to insure an efficient use of staff time and institutional resources • DVC’s outreach coordinator working with the research dean will identify and use appropriate data to recommend the most effective mechanisms for outreach strategies. • DVC will “target” outreach activities to Mt. Diablo, Concord, and Ygnacio Valley High Schools and their feeder schools. These activities will include but are not limited to: Outreach “Road Show”; on campus orientation and matriculation sessions; letters to graduating seniors. (Enrollment Growth Funding) • DVC will contact the students who completed an application for Fall 2007, but did not register and those who registered but dropped out. (Enrollment Growth Funding) • DVC will initiate a Student Ambassadors Program for Mt. Diablo, Concord, and Ygnacio Valley high schools. (Enrollment Growth Funding) Student Ambassador Program will begin implementation in spring 2008 with hiring and training of a team of up to 5 students initially. • DVC will continue a variety of targeted marketing strategies that include but are not limited to Contra Costa Times and San Ramon Valley Times Sticky Ads, radio ads (both English and Spanish), and postcard mailers. • DVC will continue to make improvements to its Student Communication Plan (based on student surveys) with additional IT support to student e- communications. January 17, 2008 • DVC will continue the development of a new, more “student friendly” and community oriented website (implemented March 15, 2008). • DVC will revise its telephone answering system to better meet the needs of the community. D.5. Improve Organization Effectiveness integrating the planning processes. The college will establish a process for improving its organizational effectiveness and its services on a regular and systematic basis. • DVC’s Academic Affair Office and the Faculty Senate will work together to revise the Program Review process for Instructional Programs. This process will help programs identify strengths and weaknesses and adapt to changing student needs. • DVC will develop a Program Review process for administrative units to evaluate their effectiveness in meeting student and institutional needs. • DVC’s Academic Affairs Office and Curriculum Committee will strengthen the process to initiate, review, and revise programs and curriculum in a timely and responsive manner to meet the changing needs of students and of the labor market. • DVC’ s Student Service Unit will evaluate it’s Program Review process to identify strengths and weakness and implement changes. E.1. Strengthen Professional Development. The college will initiate focused staff development activities designed to strengthen the capacity of faculty and staff to support student learning and success. • DVC has reinstituted the position of Staff Development Coordinator. This position will provide/identify workshops on research based strategies on effective/innovative teaching/learning techniques to promote retention. . • DVC’s staff development committee will develop a system for identifying, promulgating and rewarding positive practices college wide. • DVC Student Services unit has identified several staff development activities to help the college staff to better understand student privacy issues, the Student Code of Conduct, and Team Building, to name a few. January 17, 2008 ENROLLMENT MANAGEMENT PLAN UPDATE May 28, 2008 ________________Los Medanos College_________________ College __ ____ ____ Fall 2007 through Spring 2012______________ Timeframe PURPOSE The overall goals, structure and principles of enrollment management planning at Los Medanos College are outlined in the December 2003 Enrollment Management Plan. The purpose of that plan is to document a responsive, flexible, educationally sound, research-based system for enrollment management, which will promote and protect the college and its educational programs not only during periods when state funding mechanisms and demographic trends are supporting enrollment growth, but also during periods when they are discouraging growth. The system should help to ensure: • the achievement of enrollment targets (FTES goals) in order to obtain the maximum resources available to the college. • the maintenance of a fiscally responsible schedule. • the greatest possible student access consistent with educational quality. • a well-balanced and varied schedule, designed to provide a comprehensive education program that is responsive to the needs of our students and community. • coordinated implementation of college planning efforts: Educational Master Plan, Strategic Plan, Resource Allocation Plan & Unit Plans. • the collaboration of all constituencies in determining enrollment management priorities and strategies. This update summarizes some of the key actions that LMC is currently implementing in response to district and college strategic plans. District Strategic Direction 1.1: Plan to achieve productive growth that will restore the District funding base. College Strategic Direction: Grow enrollments productively; ensure the fiscal well-being of the college; increase the number of transfers, degrees and certificates. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) Focused schedule development and Ongoing Increased FTES and improved productivity Senior Dean of management Instruction • Grow and reallocate course Instructional Deans offerings to meet student demand, Department Chairs increase productivity, respond to advisory board input and maintain program integrity • Increase sections in high demand areas (e.g., in science where new facilities allow needed growth) Expand marketing and recruitment efforts SP08 through • Explore and pilot new marketing SP09 Map enrollments by postal carrier routes and monitor Director of Marketing strategies and support proven growth and Communications efforts (e.g., Career Focus) • Provide additional information and Outreach Coordinator services on high school campuses Continue to conduct high school counselor and student • Improve internal marketing efforts satisfaction surveys and monitor improvement; increase enrollment of graduating high school seniors and special admit students Develop a plan for improving degree and SP 08 through Increase the number of degrees and certificates President’s Cabinet certificate attainment based on task force FA08 awarded; improve persistence findings 2 District Strategic Direction 1.2: Provide improved access to meet community needs and college priorities. College Strategic Direction: Offer high quality programs that meet the needs of students and the community; establish a culture of planning, implementing, assessing and improving. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) Target the Brentwood Center for SP08 through Increase FTES and improve productivity Brentwood Center additional growth SP09 Coordinator • Expand course offerings in high Instructional Deans demand programs • Expand facilities to support growth Expand and enhance distance education FA07 through Increased enrollments in, and satisfaction with, Distance Education course offerings SP11 distance education courses Coordinator Instructional Deans Plan for expanded program and course FA07 through Facilities utilization data continues to be positive as Vice President offerings in new facilities to promote SP12 new facilities are brought online Senior Deans access to instructional programs and Department Chairs student services 3 District Strategic Direction 1.3: Enhance services to meet the needs of an expanding, diverse student population. College Strategic Direction: Offer high quality programs that meet the needs of students and the community. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) Restructure the tutoring program, and FA07 through Increase the number of students accessing tutoring Director of College related services, to better serve its mission SP10 services. Development of assisting students in becoming critical thinkers as well as independent, self- Improve student and faculty satisfaction with tutoring, Academic Program reflective, life long learners and related, services. Manager - HSI • Enhance tutor training and evaluation • Provide professional development for faculty • Provide one-stop “triage” services that identify student needs and link the student with the most appropriate tutoring service and with other college services • Expand library services to support instructional programs and to improve students’ information competency Provide increased access to student FA07 through Increase availability of, and student contacts and Senior Dean of Student services at the Brentwood Center (e.g., SP11 satisfaction with, student services at the Brentwood Services counseling, Financial Aid, EOPS & bi- Center lingual services) Improve the integration of student FA07 through Increase the number of students accessing student Student Services services, including online services SP12 services. Managers and 4 Enrollment Strategy Timeline Measurable Outcome Lead Person(s) • Expand online services, including Increase student, staff and high school counselor Department Chairs counseling, orientation and satisfaction with student services. electronic communications • Continue the expansion of career exploration services • Increase communication with high school counselors (e.g., via continued hosting of annual counselor conferences • Continue the expansion of college success, and related, course offerings Expand course offerings, services and FA07 through Increased enrollments in ESL courses and persistence Academic Program recruitment in the ESL program; improve SP10 in, and beyond, the program. Manager - HSI ESL persistence Enhance Student Life programs FA07 through Increased participation in and satisfaction with Director of Student Life • Associated students SP 11 Student Life programs and services • Leadership development • Student activities • Student ambassadors • Service learning 5 District Strategic Direction 4.3: Assess student/community needs and offer innovative, outstanding programs and services to meet those needs. College Strategic Direction: Offer high quality programs that meet the needs of students and the community. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) Create and provide learning communities FA07 through Increased student success and persistence Academic Program that meet the needs of our diverse SP12 Manager - HSI communities. Instructional Deans • Integrate student services with Student Services instruction Directors • Engage diverse clientele (e.g., via Puente, Umoja Scholars, AVID, Classroom without Borders) Ensure that issues of access and equity FA07 through Additional programs are developed to meet the needs IDEA (Institutional become central to the college’s mission, SP12 of all students Development for Equity programs and policies and Access) Steering • Programs and services that Policies and procedures are reviewed to improve Committee promote equity and access access and equity • A focus on improving systems to eliminate barriers Increased success and persistence of all students, • Promote increased awareness of particularly those where equity gaps have consistently diversity, equity and inclusion been identified principles among a broad group of campus leaders and stakeholders Develop new, and revised, instructional FA07 through Increased enrollments in, and completion of, new Instructional deans; lead programs to meet community needs (e.g., Sp 10 instructional programs faculty Process Technology, Engineering, Electrical/Electronic Technology, Environmental Science) • Meet the needs of local industry by 6 Enrollment Strategy Timeline Measurable Outcome Lead Person(s) expanding Career Technical Education programs and pathways • Respond to student demand • Include systematic marketing and recruitment • Expand facilities to meet program needs 7 . . . . . . . . . . Contra Costa Community College District Strategic Enrollment Management Plan: . . . . . . . . . . A systemic approach to recruiting and retaining students 2007 – 2008 Chapter 1. Enrollment Management in the Contra Costa Community College District Page 2 1. Alignment to District Vision, Mission, and Strategic Plan . .Page 2 2. Relationship to the college Enrollment Management Plans Page 3 3. Definition of Enrollment Management . . . . . . . . . . . . . . . . Page 3 4. Enrollment Management Committee . . . . . . . . . . . . . . . . . . Page 3 Chapter 2. Strategic Enrollment Planning Page 5 1. Collect and Analyze Data and Trends . . . . . . . . . . . . . . . . Page 5 2. Identify Enrollment Issues . . . . . . . . . . . . . . . . . . . . . . . . . . Page 5 3. Develop Enrollment Objectives . . . . . . . . . . . . . . . . . . . . . . Page 6 4. Develop and Implement Strategies . . . . . . . . . . . . . . . . . . . Page 7 o Spring 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 8 o Academic Year 2007-08 . . . . . . . . . . . . . . . . . . . . . . . . Page 10 o Long-term Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . Page 12 5. Outcomes of Enrollment Strategies . . . . . . . . . . . . . . . . . . Page 13 6. Were Enrollment Objectives Met? . . . . . . . . . . . . . . . . . . . Page 13 7. Annual Updates to the Plan . . . . . . . . . . . . . . . . . . . . . . . . Page 13 Version 4.0 Chapter 1: Introduction to Enrollment Management in the Contra Costa Community College District 1. Alignment to District Vision, Mission, and Strategic Plan The Contra Costa Community College District’s enrollment management plan is aligned with the District’s Mission, Vision, and Strategic Directions, 2007-2009. It includes the Districtwide Strategic Enrollment Management Plan, and the Enrollment Management Plans for Contra Costa College, Diablo Valley College, and Los Medanos College. Each of the College’s enrollment management plans are aligned with the District and College strategic plans and directions. VISION The Contra Costa Community College District responds to the needs of our diverse communities by creating accessible, innovative, and outstanding learning opportunities that support our students in reaching their goals and realizing their dreams. MISSION The mission of the Contra Costa Community College District is to transform and enhance the lives of our students, and through them, the communities we serve. We fulfill our mission by: • preparing students for transfer and careers in a global marketplace; • providing relevant and timely training for students who want to develop or refine skills for the workplace; • offering a variety of courses and experiences that support lifelong learning; • supporting our students’ endeavors with comprehensive and caring student services; • committing to a dynamic and systematic approach to assessing our effectiveness in the teaching and learning process; • ensuring that our staff reflects the diversity of the students and communities we serve; and • providing an entry point for those who are new to our culture and opportunity for those not traditionally served by higher education. STRATEGIC DIRECTIONS 2005-2009 CONTRA COSTA COMMUNITY COLLEGE DISTRICT Strategic Directions for 2005-09 2 1. Achieve enrollment growth to better serve our community 1.1. Plan to achieve productive growth that will restore the District funding base. 1.2. Provide improved access to meet community needs and college priorities. 1.3. Enhance services to meet the needs of an expanding, diverse student population. 2. Reestablish the fiscal health of the District 2.1. Make sound fiscal decisions, based on District priorities and good information that ensure the long term financial health of the District. 2.2. Act as good steward of the public funds at all levels. 2.3. Make efficient use of all resources, fiscal, physical and staffing. 3. Improve morale throughout the entire District 3.1. Work together to create a positive, forward looking climate at all locations. 3.2. Ensure that our interactions with our colleagues and our students are based on integrity, good will and mutual respect. 3.3. Emphasize teamwork in our approach to problem solving through processes that adhere to applicable regulations and contracts. 3.4. Provide open, timely access to accurate information. 3.5. Ensure meaningful involvement of all constituencies in key decision-making processes. 4. Improve student learning and achievement of their educational goals 4.1. Develop processes for creating student learning outcomes at all levels (course, program and degree). 4.2. Create methods for assessing student achievement of learning outcomes and use the results to improve programs and services. 4.3. Assess student/community needs and offer innovative, outstanding programs and services to meet those needs. 3 2. Relationship to the college Enrollment Management Plans The role of the District in enrollment management is to establish overarching enrollment goals and Districtwide strategies for achieving those goals. Each of the colleges in the District has prepared an Enrollment Management Plan designed to meet college enrollment goals. The responsibility for establishing and achieving specific enrollment objectives rests with the individual colleges. Enrollment objectives can be found in the individual enrollment management plans for the colleges. Although the Enrollment Management Plans for the colleges and the District may emphasize different areas, the plans are coordinated such that they are not at cross purposes. For the 2007-2008 Academic Year the Districtwide enrollment goal is to stop the enrollment decline. Ideally, the District should experience modest growth by the end of the 2007-2008 Academic Year. 3. Enrollment Management Task Force In the fall 2006 semester, a meeting was convened to discuss Districtwide Enrollment Management issues. The purpose of the meeting was to develop Districtwide strategies that will lead to a systemic approach for the recruitment and retention of students in order to attain optimal enrollments. During the meeting, participants discussed: o District and college enrollment history, current status and financial implications o A definition of enrollment management o An analysis of demographic and economic data, enrollment trends and barriers to enrollment in the CCCCD o Opportunities for enrollment growth o Recommendations and strategies for action (both short-term and long-term) The meeting was co-chaired by Cheryll LeMay and Ted Wieden representing the District Office. College representatives participating: Name College Constituent Group Tim Clow CCC Management Terence Elliott CCC Faculty Carol Maga CCC Management Bruce Koller DVC Faculty Chrisanne Knox DVC Management Alice Murillo DVC Management Richard Livingston LMC Management Rob Valentine LMC Management Nancy Whitman LMC Faculty 4 4. Definition of Enrollment Management The operational definition used by the Enrollment Management Task Force is: The systemic approach to recruiting and retaining students for optimal enrollments within the academic and workforce development context of the college and District. 5 Chapter 2: Strategic Enrollment Planning Enrollment planning includes three main steps in a continuous process: Plan, Do, and Check Plan: Do: 1. Collect and Analyze Data 1. Develop and Implement 2. Identify Issues Strategies to Meet 3. Develop Enrollment Objectives Objectives Check: Did the strategies meet the objectives and address the issues? 1. Collect and Analyze Data Enrollment data has been collected and analyzed at both the District and college level for many years. Traditionally, the colleges have used these data to prepare enrollment management plans with specific goals and objectives related to the needs of the colleges. Heretofore, the District has not used these data to develop any plan to manage enrollment, rather the District deferred to the colleges in the area of enrollment management. With the recent declines in enrollment, it became necessary to consider a Districtwide approach to enrollment management. On November 27, 2006 a meeting was convened to evaluate recent enrollment history (at the college and District levels), to describe known enrollment barriers and to formulate Districtwide strategies and activities to increase enrollment. 2. Identify Enrollment Issues Through the process of reviewing enrollment data and trends and the environmental scan, the following issues were identified. o Impacts due to facilities modernization o Access Barriers o FTES Decline 6 o Lack of preparation of incoming students and the commensurate demand for Developmental Education o Faculty development to improve teaching skills necessary to effectively reach under prepared students o Retention, Persistence and Completion Rates o Focus District resources on marketing and outreach o Course Completion and Success Rates o Customer service o Contentious labor relations 3. Develop Enrollment Objectives In order to develop Districtwide enrollment objectives, it is necessary to evaluate the District’s recent enrollment history. YEAR REPORTED FTES 2002-2003 32,523 2003-2004 31,475 2004-2005 29,815 2005-2006 29,531 2006-2007 The decline in FTES shown above represents a 9.2% decline in enrollment. The most recent analysis of enrollment for the fall semester of 2006 shows District enrollment to be down by approximately 1.29%. Approximately 90% of the District’s revenue comes from state apportionment (which is directly tied to FTES). Three percent comes from enrollment fees. The remainder comes from various other sources. Cumulatively, FTES in our District has declined by approximately 3,000 since the 2002-2003 academic year. Had the District not experienced this decline, these 3,000 FTES would be worth over 13 million dollars at the current apportionment rate of $4,366 per credit FTES. The District has not determined the specific reason(s) for the decline. Many possibilities exist, especially when it is considered that student head count has not been in decline but has remained constant while FTES has declined. The decline could be attributed to any one or a combination of the following: drop in high school students attending college; fee increase; competition from surrounding community college districts and for-profit colleges; low unemployment rate; increase in fuel prices (commuter campuses); high cost of living in the Bay Area; low employee morale; changing demographics within the county; our inability as a District to identify and quickly capitalize on new curriculum opportunities; and state actions that impact enrollment such as, prohibition of the use of concurrent enrollment FTES, restrictions on apportionment claimed by tutorial programs; and restrictions on repeatability of courses. 7 4. Develop and Implement Strategies to Meet Enrollment Objectives To achieve the goal as stated above, the participants at the November 27, 2006 meeting identified three (3) key focus areas: o Outreach and recruitment. o Retention o Customer Service 8 2007-08 Enrollment Strategies Spring 2007 Enrollment Strategies: In order to stop the decline in enrollment, the following strategies are to be implemented during the spring semester of 2007. Enrollment Strategy Measurable Resources Access Responsible Outcomes Needed Barriers Person(s) Outreach and Recruitment Efforts: Increase new Additional Awareness of o Expand the monthly column in the CC student marketing and Programs Ted Wieden Times to a bimonthly column and enrollment advertising funding insure that a Spanish translation appears in ‘Fronteras’. o Create a Districtwide marketing effort Ted Wieden & Suzanne focusing on unique occupational Fox education programs. o Develop and conduct a survey for both internal and external assessment of our Ted Wieden market. o Organize visits to local high schools Outreach Coordinators and middle schools by current/former and Deans students and faculty. o Community Groups – Identify and Outreach Coordinators Contact and District Marketing Outreach Coordinators o Parent Mailing and Outreach and District Marketing o Translate enrollment information into District Marketing Spanish o Provide Spanish language link on College IT college web sites. 9 2007-08 Enrollment Strategies Highlight the results of the Economic District Marketing Group, Impact Study in a major marketing College Presidents, campaign. Chancellor, and Governing Board Members Improve registration processes by Increase One-time funds IT management and staff increasing hardware/software reliability enrollment and reduce student dissatisfaction Reaffirm the District Commitment to Increase in Everyone Customer Service student o Develop and implement a customer satisfaction service module for the new Andrea Gonzalez-Lewis employee orientation program o Initiate discussions about customer service in all organizational units Deans, Directors and Managers Develop a List of the Barriers to Admissions and Records Enrollment Directors and Staff o Diagram and analyze steps IT Staff involved in registration and enrollment o Diagram and analyze steps Admissions and Records involved in assessment testing and Directors, Counselors, placement discipline faculty 10 2007-08 Enrollment Strategies Fall 2007 – Spring 2008 Enrollment Strategies: The following strategies are planned for implementation sometime during the next academic year. Enrollment Strategy Measurable Resources Needed Access Responsible Outcomes Barriers Person(s) Upgrade and enhance college web pages College IT personnel, with sample ‘pod casts’ from selected Deans and Faculty classes Provide ‘One Stop’ services for students College Presidents Enhance Recruitment of Local High Increase ½ time recruiter or Awareness of College Presidents, School and Middle School Students number of local assistance from programs Outreach Coordinators, high school faculty or students Deans and Faculty graduates who (current and/or enroll at CCC, former) DVC, LMC and satellite centers. Enhance Advertising and Marketing Increase new Awareness of District Marketing Efforts for 2007-08: student programs o Investigate cooperative marketing enrollment VC of Educational activities among all colleges to maximize Services purchasing power of marketing dollars. o Edit and update Districtwide recruitment District Marketing brochures to reflect input from the marketing survey. o Add targeted internet ads and radio traffic District Marketing sponsorships to media mix. o Enhance the utility of web pages. District & College IT 11 2007-08 Enrollment Strategies Develop and Implement an International Increase Awareness of Aleks Ilich Education Recruitment Plan number of F1 programs visa students Add multiple language welcome messages ESL, District & College IT on website Awareness of programs Develop a strategy to increase the number VC of Educational of adult learners Services and District Marketing StudentAccess, Delivery, Services, and Systems Enrollment Strategy Measurable Resources Needed Access Responsible Outcomes Barriers Person(s) Develop and Implement an On-line Student Transportation, Student Services Managers Orientation including modules for Family and Child and IT counseling and library Care, Student Work Schedules Improve registration process by allowing Increase District IT staff the use of late add codes online enrollment and reduce student dissatisfaction Pilot New Advising Model Using Web Student Complicated Deans/Directors of Advisor Online Advising Satisfaction will enrollment Counseling improve processes Counselors Scheduling will Resistance from A&R Staff improve with the Counseling Mojdeh Mehdizadeh advanced notice staff of student needs 12 2007-08 Enrollment Strategies Curriculum and Delivery Enrollment Strategy Measurable Resources Needed Access Responsible Outcomes Barriers Person(s) Develop and offer more alternative Increase Student work Schedule Committee delivery and scheduling of classes number of schedules, students Family and child registering for care, afternoon, Transportation weekend, late- start, on-line, rapid delivery and hybrid courses – compared to 2005-06. Perform an internal review of the proposed Enrollment history Schedule committees and course schedule to identify schedule and trends Deans conflicts between disciplines prior to printing the schedule. Promote ‘block scheduling’ during prime times. Staff Development activities on Best Improved Staff development Involves Faculty Senate Presidents Practices in Basic Skills Education success rates for funds from the State academic and College Staff Development Basic Skills professional English and Math Deans classes and matters. and Department Chairs. subsequent college-level, follow-on courses. Increase the Number of Learning Increase in Faculty Senate Presidents Communities (Linked Classes) in the student success, Deans Schedules retention and Department Chairs 13 2007-08 Enrollment Strategies persistence. Retention Enrollment Strategy Measurable Resources Needed Access Responsible Outcomes Barriers Person(s) Implement the Early Alert System 1. 100% of Academic referred Preparedness students will be contacted 2. 50% of contacted students will act upon recommendatio ns Expand Learning Communities and/or VC of Educational other models for enhancing student Services and FSCC retention Provide 4 Staff Development activities in Measurable Staff development Involves Andrea Gonzalez-Lewis 2007-08 focused on producing a increase in funds from the State academic and Faculty Senate Presidents measurable improvement in retention, student success, professional College Staff Development success and persistence. retention and matters. persistence. 14 Long-term Enrollment Strategies (2007-2010): While many long-term enrollment strategies are listed, each group responsible for the implementation will determine the feasability of the project/program as it relates to the District. The outcomes will be developed in the planning process. Enrollment Strategy Measurable Resources Access Barriers Responsible When? Outcomes Needed Person(s) Offer a generic exploratory class: a sample Student apathy Faculty, Deans Spring course that spends a day or two on about college 2008 different subjects Incorporate computer skills and study skills in Developmental Education classes Change Financial Aid to Financial Services and include aid loans, scholarships, alternate payment options Develop and implement a Strategic Increase the Developmental Faculty involved Spring 2008 Developmental Education Plan (SDEP) number of Education in students Developmental matriculating Education. VC and/or of Educational transferring Services from developmental courses into college-level courses Based on a market survey and the Financial Faculty, Deans Spring CCBenefits Database, develop new support for and VC 2008 programs to meet the needs of the reassigned Educational community: Explore possibilities of new time Services programs 15 Develop distance learning plan that Staff Work Schedules, Faculty, Deans Spring incorporates the recommendations of the Developm Transportation and the VC of 2008 Market Analysis Survey, the Economic ent, Educational Impact Study and the Districtwide Distance Instruction Services Education Task Force al Technolog y 16 5. Outcomes of Enrollment Strategies Each enrollment strategy has a set of anticipated outcomes. Responsible persons will be asked to submit a report to the Enrollment Management Committee on outcomes of their initiative(s). If outcomes were not met, the report should include recommendations to change, cancel, or continue the initiative. 6. Were Enrollment Objectives met? This is the first Districtwide Enrollment Management Plan. As such, no evaluation of the effectiveness of this plan can be made at this time. This plan will be evaluated and updated annually with a report made to the Chancellor’s Cabinet. 7. Annual Updates to the Plan The enrollment planning process comes full circle at this point. The Enrollment Management Committee will review the plan on an annual basis to review and update enrollment data, review and revise enrollment issues, review and revise enrollment objectives, and develop new enrollment strategies. Recommendations will be sent to the Chancellor’s Cabinet for final approval. Changes to the plan will be made and submitted to the District Governance Council (DGC) for final review at the end of each academic year. EM/2007-08/Agenda/ May 1 2008/Strategic Enrollment Mgmt Plan DW 4-0 Rev Draft May 1 2008.doc 17 ENROLLMENT MANAGEMENT TEAM WORK GROUPS 2007-2009 Work group #1 (Marketing/Admissions) Michele Jackson (CCC) Barbara Cella (LMC) Joy Dardin (DO) Pam McDaniel Ileana Dorn Terry Armstrong Mojdeh Mehdizadeh Tim Leong Work group #2 (Retention/Quality) Newin Orante (LMV) Diane Scott-Summers (DVC) Danni Vilas Richard Livingston/Dan Henry* Tawny Beal* Humberto Sale* Work Group #3 (Enrollment Management Planning and Best Practices) Deborah Blue Susan Lamb Jeffrey Michels (virtual, task specific) Work Group #4 (Financials) Michael Anker Jeff Michels Gene Huff Mark Zacovic Carol Maga EM/2007-08/Work Groups/EMT Work Groups 2007-09.doc 4/11/2008 DISTRICTWIDE ENROLLMENT MANAGEMENT TEAM WORK PLAN 2008-2009 Work Group I: Marketing/Admissions Work Group Team Members: Facilitator: Recorder: Work Group Meeting Dates: ENROLLMENT MANAGEMENT TEAM DISTRICTWIDE ENROLLMENT WORK PLANS IDENTIFIED ISSUES MANAGEMENT TEAM CHARGE I. Marketing/Admissions • recommend districtwide A. Enrollment Processes & Procedures need target marketing, outreach, improvement (1) recruitment, enrollment, • Web Advisor financial aid and other • Access issues strategies to stabilize or B. Outreach needs to improve (High increase enrollment; and Schools) - enrollment down - Competition up (10) C. All outreach could improve (business, • assess and recommend events, etc. (11) D. Participation Rates (ethnic, geographical, districtwide policies and etc.) for potential increases (15) procedures as they affect E. Improve the quality of outreach enrollment management, /marketing tools (17) student access, persistence, F. Messages not consistent – college and retention; specific marketing information lacking (18) G. Shift marketing to what community needs/wants (19) H. Develop strategy for internal marketing – need better internal communication among the colleges for sharing information (5) 1 DISTRICTWIDE ENROLLMENT MANAGEMENT TEAM WORK PLAN 2008-2009 Work Group II: Retention/Quality Work Group Team Members: Facilitator: Recorder: Work Group Meeting Dates: ENROLLMENT MANAGEMENT TEAM DISTRICTWIDE ENROLLMENT WORK PLANS IDENTIFIED ISSUES MANAGEMENT TEAM CHARGE II. Retention/Quality A. Make use of “degree audit” software for • recommend districtwide student program completion (3) initiatives and enrollment B. Lack of articulation within the District management strategies to (No reciprocity) – degree (4) increase student access, C. Improve quality of student experience persistence and retention; (retention, persistence, etc.) (16) • assess and recommend D. Address needs of different student districtwide policies and populations (21) procedures as they affect enrollment management, student access, persistence, and retention 2 DISTRICTWIDE ENROLLMENT MANAGEMENT TEAM WORK PLAN 2008-2009 Work Group III: Enrollment Management Planning and Best Practices Work Group Team Members: Facilitator: Recorder: Work Group Meeting Dates: ENROLLMENT MANAGEMENT TEAM DISTRICTWIDE ENROLLMENT WORK PLANS IDENTIFIED ISSUES MANAGEMENT TEAM CHARGE III. General Concerns/Enrollment • monitor districtwide Management Planning and Best enrollment issues and Practices develop recommendations for addressing issues; A. Need to use the information that we have (Clarus) (12) • recommend a CCCCD B. Clarify “enrollment management” definition of enrollment - access? Retention? (20) management; C. Develop strategy to avoid “yo-yo” • develop a districtwide enrollment (13) strategic enrollment management plan that is D. Build plan to succeed, measure of guided by the District’s success, recommendations (22) Vision, Mission, (Values) and E. Strategies for add/drop class Strategic Directions; sections – seek input outside of the District – look at best • recommend annual practices at other colleges districtwide initiatives that (6) support the enrollment management plans of the F. Improve course sequencing (14) colleges; • assess districtwide progress toward achievement of annual enrollment goals. 3 DISTRICTWIDE ENROLLMENT MANAGEMENT TEAM WORK PLAN 2008-2009 Work Group IV: Financials Work Group Team Members: Facilitator: Recorder: Work Group Meeting Dates: ENROLLMENT MANAGEMENT TEAM DISTRICTWIDE ENROLLMENT WORK PLANS IDENTIFIED ISSUES MANAGEMENT TEAM CHARGE IV. Financial Impact • establish and maintain ongoing dialogue regarding A. Translate retention goals to (financial districtwide enrollment impact - number of students, financial impact on District) (2) management to increase B. Get agreement on cost to run/add a understanding of enrollment class – “productivity” (7) funding issues in a systematic, C. Inconsistent class maximums, times, comprehensive manner; etc. for the same class across the District (9) • facilitate the coordination of D. Where does the money for districtwide and college recommendations come from (23) enrollment management planning E. Coordinate District/college enrollment plans G. Class numbers (max, fill rate, etc. cause problems in building schedule (8) Edplan/EM/2007-08/Agdas/May 1 2008/ EMT Work Plan with charge draft 5-1-08 (3).doc 4 ENROLLMENT MANAGEMENT PLAN Work Group I: Marketing/Admissions College 2008 - 2009 Timeframe District Strategic Direction 1.1: Plan to achieve productive growth that will restore the District funding base. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) District Strategic Direction 1.2: Provide improved access to meet community needs and college priorities. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) District Strategic Direction 1.3 Enhance services to meet the needs of an expanding, diverse student population. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) District Strategic Direction 4.3: Assess student/community needs and offer innovative, outstanding programs and services to meet those needs. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) EdPlan/Enrollment Management/2007-08/Wk Grp I Mktg-Admissions Plans Matrix.doc ENROLLMENT MANAGEMENT PLAN Work Group II: Retention/Quality College 2008 - 2009 Timeframe District Strategic Direction 1.1: Plan to achieve productive growth that will restore the District funding base. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) District Strategic Direction 1.2: Provide improved access to meet community needs and college priorities. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) District Strategic Direction 1.3 Enhance services to meet the needs of an expanding, diverse student population. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) District Strategic Direction 4.3: Assess student/community needs and offer innovative, outstanding programs and services to meet those needs. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) EdPlan/Enrollment Management/2007-08/Wk Grp II Ret-Qual Plans Matrix.doc ENROLLMENT MANAGEMENT PLAN Work Group III: Enrollment Management Planning and Best Practices College 2008 - 2009 Timeframe District Strategic Direction 1.1: Plan to achieve productive growth that will restore the District funding base. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) District Strategic Direction 1.2: Provide improved access to meet community needs and college priorities. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) District Strategic Direction 1.3 Enhance services to meet the needs of an expanding, diverse student population. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) District Strategic Direction 4.3: Assess student/community needs and offer innovative, outstanding programs and services to meet those needs. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) EdPlan/Enrollment Management/2007-08/Wk Grp III EM & Best Practices Plans Matrix.doc ENROLLMENT MANAGEMENT PLAN Work Group IV: Financials College 2008 - 2009 Timeframe District Strategic Direction 1.1: Plan to achieve productive growth that will restore the District funding base. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) District Strategic Direction 1.2: Provide improved access to meet community needs and college priorities. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) District Strategic Direction 1.3 Enhance services to meet the needs of an expanding, diverse student population. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) District Strategic Direction 4.3: Assess student/community needs and offer innovative, outstanding programs and services to meet those needs. Enrollment Strategy Timeline Measurable Outcome Lead Person(s) EdPlan/Enrollment Management/2007-08/Wk Grp IV Financials Plans Matrix.doc CONTRA COSTA COMMUNITY COLLEGE DISTRICT Strategic Directions for 2005-09 1. Achieve enrollment growth to better serve our community 1.1 Plan to achieve productive growth that will restore the District funding base. 1.2 Provide improved access to meet community needs and college priorities. 1.3 Enhance services to meet the needs of an expanding, diverse student population. 2. Reestablish the fiscal health of the District 2.1 Make sound fiscal decisions, based on District priorities and good information that ensure the long term financial health of the District. 2.2 Act as good stewards of the public funds at all levels. 2.3 Make efficient use of all resources, fiscal, physical and staffing. 3. Improve morale throughout the entire District 3.1 Work together to create a positive, forward looking climate at all locations. 3.2 Ensure that our interactions with our colleagues and our students are based on integrity, good will and mutual respect. 3.3 Emphasize teamwork in our approach to problem solving through processes that adhere to applicable regulations and contracts. 3.4 Provide open, timely access to accurate information. 3.5 Ensure meaningful involvement of all constituencies in key decision- making processes. 4. Improve student learning and achievement of their educational goals 4.1 Develop processes for creating student learning outcomes at all levels (course, program and degree). 4.2 Create methods for assessing student achievement of learning outcomes and use the results to improve programs and services. 4.3 Assess student/community needs and offer innovative, outstanding programs and services to meet those needs. D/Strategic Directions/010308-Strategic dir for 05-09.doc 1/3/08 Chancellor/strategic directives/010308