Responses To Recommendations
PAGE 7 OF 10
Recommendation Seven
Committee Membership
Dr. Joan Smith, Co-Chair, Executive Vice President of Student Learning
Connie Baker, Co-Chair, Campus Data Specialist
Susan Bricker, Registrar
Richard Goff, Academic Senate President, Professor of Criminal Justice
P.J. Hughes, Instructional Data Tech
Carolyn Inoyue, Director of Institutional Research, District Service
Center
Ralph James, Professor, Counseling
Dr. Tom Kimberling, Vice President of College Services
Dr. Lyn MacConnaire, Dean of Student Development
Recommendation Seven
The team reaffirms and continues the 1996 recommendation that a comprehensive enrollment management plan be formalized and implemented to guide decision-making and resource allocation. (1996 Standard 1.2, Standards 9A.1, A.2)
Response
A. Background
Ventura College has had a plan for enrollment management, a growth
plan, in process since 1998. It was part of a district-wide effort
that included its sister colleges, Moorpark and Oxnard (R 7.1). The
development of each college’s growth plan was focused on meeting
the growth goals for the district set in 1998 and was developed by
the then sitting Executive Vice Presidents within the district. The
three college’s growth plans were tied to each college’s
budget (resource allocation). In developing the enrollment management
projections, three primary elements appeared to be especially pertinent
to the plan:
1. Annual number of high school graduates: Demographic variables that influenced the projection of high school graduating class size including such things as migration, drop out rates, and graduation rate.
2. Enrollment projections of current and potential students in the 20-50 age range. Noting “…a global economy that will require the acquisition of more job skills and knowledge beyond the high school level,” in 1998, California Postsecondary Education Commission (CPEC) projected a 6% increase in the number of recent high-school graduates who will enroll in public postsecondary education institutions by the year 2005. Current population projections identify a short-term reduction in the number of 20-29 year olds. Short-term declines in 20-29 year old student enrollment are expected to be offset by increased enrollment among students 30 years of age and older. In contrast to CPEC projections, Ventura College (VC) has experienced a slight but consistent gain in 20-29 year old student enrollment. Ventura College’s demographics by age (Fall 2001) indicate that students who are of traditional college age (i.e., 18-21 years old) provide the majority of FTES at Ventura College (52%). However, 46% of VC’s students are 25 years-or-older and represent 33% of all FTES for the college. Ventura College exceeded the CPEC projections for that time period (R 7.2).
3. Increase in enrollment of historically under-represented groups. All local, regional and state demographics indicate that, with respect to sheer numerical growth, the number of students from historically under-represented groups is expected to increase dramatically in the next decade. Indeed, the College has experienced phenomenal growth in these student enrollments in the past decade as well. The College research data indicates that the number of Hispanic (Latino) students at VC has increased by 78% from Fall 1991 to Fall 2002 (R 7.3). Hispanic (Latino) students currently account for more than one-third of all students at VC.
A fourth primary element that should have been considered but has not been factored into the VC (and District’s) enrollment management plan and projection model was the impact of the annual legislative budgeting process, policies and actions. While enrollment rates have been increasing steadily at VC, and at the other colleges throughout the district, the immediate and dramatic fiscal shortfalls, as evidenced by severe cuts this year and last year (and projected into next year), illustrates the impact these legislative budgeting actions can have on a community college’s enrollment and its enrollment management planning process. See Response to Recommendation Eight for further details.
B. Current Status
The success of the VC 1998 Growth Plan and that of its sister colleges
(in the district) is evident. All three colleges exceeded all goals
originally established in the plan. The plan was the product of various
planning meetings among different groups at VC and throughout the
district coordinated by the College Executive Vice Presidents. Areas
of focus for increasing enrollments and FTES from 1998-present included:
• New marketing and advertising strategies
• Access and recruitment strategies
• Class scheduling (R 7.4)
• New programs
• Retention strategies (R7.5)
• Strategies to increase VC FTES (R 7.6)
• Efficiency studies (R 7.7)
As noted with the selected Institutional Research Reports cited, VC has demonstrated a commitment to research that is utilized for division and program planning as well as budgeting. Additionally, the Ventura College Council for Institutional Development (CID) established nine college goals that were incorporated into the College’s Growth Plan (R 7.8). As of 2002, the College was on track in its enrollment planning and program development activities (R 7.9).
Ventura College has, in the past, depended heavily on external funds to support and expand its programs and services. VC is designated as a Hispanic Serving Institution by the U.S. Department of Education and has successfully written and obtained two Title V grants to better serve its students. The College has also developed projects and programs to better serve its underrepresented student population such as Engaging the Latino Communities for Education (ENLACE) and Mathematics, Engineering, and Science Achievement (MESA). In addition, the College opened the East Campus (EC) to better serve the student population in this portion of the College’s service areas. The EC serves the areas of Santa Paula, Fillmore, Ojai, and Piru (R 7.10).
Another example of a grant-funded program that has met its goal for increasing college enrollment is the new Middle College High School (MCHS). VC applied for and received a MCHS grant in March 2000. The MCHS is designed to reach high-risk under-achieving high school students identified with strong academic potential. It began with 49 students and has increased its enrollment by more than 300%.
Numerous studies have been conducted campus-wide that compared and analyzed data with respect to VC’s underrepresented and special populations. Selected research studies that VC has conducted with respect to these student groups are noted below:
1. Potentially Mesa-Eligible Students at Ventura College (R 7.11)
2. MESA Eligible Students Attending VC (R 7.12)
3. MESA Eligible Students Attending VC-REVISED (R 7.13)
4. ENLACE: VC Students from Fillmore and Santa Paula High Schools (R 7.14)
5. ENLACE: REVISED High School Data: New VC Enrollments to AY 2000-01 and AY 2001-2002 (R 7.15)
6. Grades Distributions for Fall 2001 and Spring 2002: All Students and Hispanic Students Only (R 7.16)
7. Fall 2001: Academic Performance of EAC (DSP&S) Students (R 7.17)
However, commencing Fall 2002, two major factors affected our fiscal status, and as a result, our management process. First, VC had to substantially revise its approach to enrollment management due to the bleak statewide fiscal projections. In addition to the drastic fiscal shortfalls projected from the state, VC identified itself to be fiscally disadvantaged with respect to its sister colleges. VC’s Vice President of College Services (Fiscal Officer) began working with appropriate staff at the district office and sister colleges to revamp the current allocation model. There was consensus, district wide, that the allocation model was indeed disadvantaging VC. It is important to note that regardless of any allocation modifications, VC will still not have the necessary resources to continue existing programs and services—and neither will its sister colleges. The dramatic fiscal shortfalls affecting all California Community Colleges will obviously be impacting the Ventura County Community College District as well. Therefore, the extended committees and forums in place both campus and district-wide will be critical in all decision-making processes. More than ever before, VC’s enrollment management will be linked to its resource allocation. For a full explanation of the allocation model and the proposed changes to the model, see Response to Recommendation Eight.
C. Plan
Ventura College has made considerable progress in documenting its accomplishments
in Enrollment Management and in linking the entire planning process
together since the previous Accreditation visit as evidenced by the
attached documentation to this Recommendation, and the Response to
Recommendation Eight. The Ventura College Enrollment Plan is an on-going
process with involvement through many participatory groups, both
campus and district wide. Ventura College has made substantial advances
in noting its accomplishments in all aspects of planning since the
previous Accreditation visit, and the enrollment management plan
is an integral component as it relates to the college goals and to
the Educational Master Plan (R 7.18).
There is an institutional commitment to continuing all planning endeavors. Not only are they tied to VC’s Enrollment Management Projections but to the College’s Educational and Facilities Master Plans. For example, the College updated its process for Program Review and this year will be able to evaluate the process after its first full year—in time for VC’s 2004 Accreditation visit. This process has been designed for widespread participation and the reviews of each program by the respective department will be presented to the Academic Senate and then to the Executive Vice President of Student Learning. Undoubtedly, some changes will be made, and the process will be refined, but again, there is strong commitment to continuing Program Review cycles.
By Fall 2003, the College will institute a process for a systematic analysis of data as part of its enrollment management. With the assistance of the district office researcher, a college enrollment management team will collect and perform an initial analysis of data and distribute information to the Administrative Council, the Student Success Team, the Department Chairs, both the Academic Senate and the Classified Senate as well as District Administrative Team (DAT) prior to recruitment and the development of the College Schedules of Classes.
The College will create an Enrollment Management Team that will, at minimum, include the Executive Vice President of Student Learning, the Enrollment Management Specialist, the Director of the District Office of Institutional Research, the Public Information Officer, the lead Counselor for Outreach and Recruitment, the Vice President of College Services, the Dean of Student Development, the Registrar, the EAC (DSPS) Coordinator, the Supervisor of the Student Business Office, and the Coordinator of EOPS.
The College Enrollment Management Team will recommend a calendar each year for the collection and distribution of pertinent data for mid-Fall to plan for the following academic year.
The Enrollment Management Team, with the assistance of the Director of the District Office of Institutional Research will collect and analyze a broad spectrum of data from reports such as:
• Profiles of Students FTES Worksheet
• Annual 320 Analysis and Projection Report (FTES)
• Program Planning Detail Report (PPDR) (local Banner FTES reports run by Division)
• Local High School Projections
• Local Economic Forecast
• Zip Code Analysis
• WSCH/FTE Program Reviews
• CCC Chancellor Office Fiscal Projection
Ventura College’s Enrollment Management Plan will continue to guide our decision-making and resource allocation process. In view of the current statewide projected budget shortfalls, it would be naïve to expect that budget would not have a substantial impact on College decisions as well. Nevertheless, Ventura College will strive to maintain the integrity of its instructional offerings and student services programs, as defined by our Mission and as incorporated into our Educational Master Plan.
Recommendation Seven List of Documents
| R 7.1 | Growth (Enrollment) Management Plan |
| R 7.2 | FTES Reports |
| R 7.3 | Student Enrollments Update |
| R 7.4 | Enrollments/Course Offered Reports |
| R 7.5 | Completion/Persistence Selected Reports |
| R 7.6 | Proposed Strategy To Increase Ventura College FTES |
| R 7.7 | Program Planning Data Report/525 Report(s) |
| R 7.8 | College Of Institutional Development (CID) Goals |
| R 7.9 | Fall 2002: Summary Of Enrollments At CCVC Colleges |
| R 7.10 | Funded Grant Proposals |
| R 7.11 | Fall 2001: Potentially Mesa-Eligible Students At VC |
| R 7.12 | Spring 2001: Mesa-Eligible Students Attending VC |
| R 7.13 | Spring 2001: Mesa-Eligible Students Attending V-Revised |
| R 7.14 | ENLACE: Fall 2000 VC Students From Fillmore And Santa Paula High Schools |
| R 7.15 | ENLACE High Schools: New VC Enrollments In AY 2000-01 And AY 2001-2002 |
| R 7.16 | Grades Distributions For Fall 2001 And Spring 2002: All Students And Hispanic Students Only |
| R 7.17 | Academic Performance Of EAC Students |
| R 7.18 | Educational Master Plan |
| R 7.19 | Educational Assistance Center Student Survey, Spring 2002 |
| R 7.20 | Student Health Services Project Get Smart, Spring/Summer 2002 |
| R 7.21 | Student Health Services Satisfaction Survey, Spring 2002 |
| R 7.22 | Telecourse Student Survey, Fall 2001 |
| R 7.23 | Calendar Survey, Spring 2002, Prepared for the District Calendar Committee |
| R 7.24 | Survey of Student Perceptions, Ventura College, Spring 2000, Presentation to Counseling Department, January 29, 2002 |
| R 7.25 | Survey of Student Perception, Ventura College, Spring 2000, Presentation to VC Student Success Team, October 22, 2001 |
| R 7.26 | Serving Students:� Insights from the Survey of Student Perceptions, Presentation to VCCCD Futures Forum, October 19, 2001 |
| R 2.27 | Student Health Services Satisfaction Survey, Spring 2001 |
| R 7.28 | Survey of student Perceptions, Student Comments, Spring 2000, Presentation to VCCCD Futures Forum, March 16, 2001 |
| R 7.29 | Survey of Student Perceptions, Ventura College, Spring 2000, Student Comments Final Report |
| R 7.30 | Telecourse Student Survey |
| R 7.31 | Survey of Student Perception, Ventura College, Spring 2000, Presentation to EOPS Advisory Committee, November 29, 2000 |
| R 7.32 | Employee Survey of the Work Environment, VCCCD, Spring 2000, Presentation to VCCCD Futures Forum, November 17, 2000 |
| R 7.33 | Survey of Student Perceptions, Ventura College, Spring 2000, Final Report |
| R 7.34 | CCVC Key Performance Indicators, Presentation to VCCCD Futures Forum, October 13, 2000 |
| R 7.35 | Survey of Student Perceptions, Preview of Findings, Presentation to VCCCD Futures Forum, September 29, 2000 |
| R 7.36 | Educational Assistance Center Student Survey, Spring 1999 |
| R 7.37 | Staff Survey of the College Environment, Fall 1998 |
| R 7.38 | Planning for Future Technology Infrastructure Staff Survey, Spring 1998 |
| R 7.39 | Telecourse Student Survey, Spring 1998 |
| R 7.40 | Health Sciences Division (Nursing).�� Evaluation of the Instructor in the Classroom, Evaluation of the Instructor in the Clinical Laboratory, Curriculum Evaluation Tool, Clinical Agency Evaluation Tool, Spring 2001 (sample report) |
Ventura College, 4667 Telegraph Road, Ventura, CA 93003 (805) 654-6400