los angeles community college district board of … … · 16/10/2018 · 2015-2016 697 ....

LOS ANGELES COMMUNITY COLLEGE DISTRICT

BOARD OF TRUSTEES INSTITUTIONAL EFFECTIVENESS & STUDENT SUCCESS COMMITTEE

Educational Services Center Board Room – First Floor 770 Wilshire Boulevard Los Angeles, CA 90017

Tuesday, October 16, 2018 3:00 p.m. – 4:15 p.m.

Committee Members Gabriel Buelna, Chair

Steven F. Veres, Vice Chair Andra Hoffman, Member

David Vela, Board Alternate Ryan M. Cornner, Staff Liaison

Monte E. Perez, College President Liaison James M. Limbaugh, College President Liaison Alternate

Agenda

(Items may be taken out of order)

I. ROLL CALL

II. FLAG SALUTE

III. PUBLIC SPEAKERS*

IV. RECOMMENDATIONS ITEMS

A. Quarterly Report on Effectiveness Measures B. Student Centered Funding Formula (SCFF) Update: Progress on Action Plans

C. Enrollment Update

V. INFORMATION ITEMS

VI. FUTURE DISCUSSION/AGENDA ITEMS

VII. MEETING DATE – November 28, 2018

VIII. ADJOURNMENT

*Members of the public are allotted three minutes time to address the agenda issues.

If requested, the agenda shall be made available in appropriate alternate formats to persons with a disability, as required by Section 202 of the American with Disabilities Act of 1990 (42 U.S.C. Section 12132), and the rules and regulations adopted in implementation thereof. The agenda shall include information regarding how, for whom, and when a request for disability-related modification or accommodation, including auxiliary aids or services may be made by a person with a disability who requires a modification or accommodation in order to participate in the public meeting. To make such a request, please contact the Executive Secretary to the Board of Trustees at 213/891-2044 no later than 12 p.m. (noon) on the Monday prior to the Committee meeting.

QUARTERLY REPORT ONEFFECTIVENESS MEASURES

Institutional Effectiveness & Student Success CommitteeOctober 16, 2018

OCTOBER 2018

I. Access2

Measure District TotalPercentage

ChangeCredit Headcount (Data Exclude Academy at East)Fall 2016 142,004 Fall 2017 136,008 -4.2%Fall 2018 (p) 135,396 -0.4%

Credit Enrollments (Data Exclude Academy at East)Fall 2016 342,942 Fall 2017 318,976 -7.0%Fall 2018 (p) 315,484 -1.1%

Concurrent High School Students Credit HeadcountFall 2016* 12,236 Fall 2017* 14,920 21.9%Fall 2018 (p) 15,486 3.8%

Non-Credit Only HeadcountFall 2016 12,941 Fall 2017 14,165 9.5%Fall 2018 (p) 12,493 -11.8%

• Decline in headcount and duplicated enrollment was less than prior year• Increase in concurrent student enrollment is preliminary• Decrease in noncredit headcount is preliminary

II. Equity3

Measure District TotalPercentage

Change

- AB540 Students2015-2016 6,9152016-2017 6,893 -0.3%2017-2018 6,186 -10.3%

- FINANCIAL AIDCalifornia College Promise Grant2015-2016 109,5662016-2017 101,881 -7.0%2017-2018 98,585 -3.2%

Pell Grant2015-2016 51,0722016-2017 48,432 -5.2%2017-2018 41,047 -15.2%

• Decline in AB540: political climate • Decline in Pell: trends (improving economy), political climate, verification

III. Success4

Measure District Total Percentage ChangeAssociate Degrees (AA and AS)2015-2016 7,583 2016-2017 8,934 17.8%2017-2018 9,376 4.9%Associate Degrees for Transfer (AA-T and AS-T)2015-2016 1,533 2016-2017 2,541 65.8%2017-2018 3,434 35.1%

Bachelors Degrees2015-20162016-20172017-2018 28 Certificates of Achievement (16+ Units) 7,010 2015-2016 7,722 10.2%2016-2017 8,265 7.0%2017-2018Completion of Transfer Math and English in 1st Year2015-2016 697 2016-2017 817 17.2%2017-2018 1,225 49.9%

• Significant increases in all awards, especially ADTs• Significant increase in 1st Year Transfer Math and English Completion

• LA College Promise, multiple measures assessment (higher placements) contributing• Occurred in environment of declining enrollment

IV. Efficiency5

MeasureDistrict

TotalPercentage

ChangeExpenditure/FTES2015-2016 $4,6292016-2017 $4,914 6.2%2017-2018 $5,303 7.9%

WSCH/FTEFFall 2015 536Fall 2016 518 -3.3%Fall 2017 489 -5.7%

• Lower efficiency• Increases in Expenditure per FTES• Decline in WSCH/FTEF

Looking Forward• Quarterly Reports

• Beginning November 2018• Will be updated to align with the new funding formula• Will provide detailed actual and projected enrollments for core areas of

enrollment (credit, noncredit, enhanced noncredit, and concurrent/dual enrollment)

• Will report actual counts for AB540, California Promise Grant, and Pell Grant recipients

• Success metrics will be presented annually as they become available• Daily Reports

• Beginning November 2018• Will be divided into the core areas of enrollment

• Accountability Reports• Updated October and Ongoing• Colleges have completed annual projections for enrollment, equity and

student success metrics• Outcomes will be tracked throughout the year as the data becomes

available to determine whether colleges are meeting their projections and goals

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Questions?

Quarterly Report on Selected Effectiveness Metrics1. ACCESS

October 2018

City East Harbor Mission Pierce Southwest Trade‐Tech Valley West ITV DistrictPct.

Change

Credit Headcount (Data Exclude Academy at East)Fall 2016* 16,860 29,634 9,813 10,606 20,638 6,724 14,827 18,768 12,913 1,221 142,004 Fall 2017* 15,492 29,935 9,534 10,491 19,247 6,336 14,138 17,391 12,302 1,142 136,008 ‐4.2%Fall 2018 (p) 15,477 28,513 9,282 10,596 19,031 6,066 14,237 17,900 13,206 1,088 135,396 ‐0.4%

Credit Enrollments (Data Exclude Academy at East)Fall 2016* 41,736 71,986 26,649 24,165 50,671 16,353 34,258 45,227 30,447 1,450 342,942 Fall 2017* 36,537 70,333 25,012 23,080 47,775 14,265 31,015 41,353 28,196 1,410 318,976 ‐7.0%Fall 2018 (p) 36,227 68,081 23,785 23,155 47,353 13,671 31,214 40,949 29,666 1,383 315,484 ‐1.1%

Concurrent High School Students Credit HeadcountFall 2016* 2,004 3,278 962 1,215 1,274 385 1,096 946 964 112 12,236 Fall 2017* 2,270 4,693 1,256 1,136 1,207 701 1,778 1,007 849 23 14,920 21.9%Fall 2018 (p) 2,300 4,018 1,259 1,454 1,361 770 1,794 1,301 1,206 23 15,486 3.8%

Non‐Credit Only HeadcountFall 2016 3,646 2,594 235 517 1,415 1,918 1,196 1,201 219 ‐ 12,941 Fall 2017 3,676 2,471 277 1,205 1,794 2,007 1,507 1,067 161 ‐ 14,165 9.5%Fall 2018 (p) 3,293 1,720 281 1,057 1,828 1,559 1,303 1,224 228 ‐ 12,493 ‐11.8%

* ‐ Students staying past no penalty drop date(p) ‐ Fall 2018 ‐ preliminary data (as of 10/03/2018)

Note: FTES will be available Nov. 2018Source: Institutional Research Data System (IRDS)

Los Angeles Community Colleges Page 1 of 4 Office of Institutional Effectiveness

Quarterly Report on Selected Effectiveness Metrics2. EQUITY DATA

October 2018

City East Harbor Mission Pierce Southwest Trade‐Tech Valley West ITV

District Unduplicated

TotalPct.

Change

‐ AB540 Students2015‐2016 1,043 1,842 334 538 1,023 148 846 797 344 0 6,9152016‐2017 904 1,849 328 518 981 148 896 896 373 0 6,893 ‐0.3%2017‐2018 866 1,437 308 487 909 153 840 817 369 0 6,186 ‐10.3%

‐ FINANCIAL AID

California College Promise Grant2015‐2016 17,540 27,208 7,990 8,827 17,633 8,484 15,022 17,694 11,607 1,909 109,5662016‐2017 15,601 24,923 7,652 8,995 16,749 8,148 13,477 16,771 11,807 2,728 101,881 ‐7.0%2017‐2018 14,818 25,252 7,773 9,900 16,150 7,311 12,804 16,883 13,054 2,486 98,585 ‐3.2%

Pell Grant2015‐2016 6,840 10,269 3,488 3,532 7,653 3,442 6,103 7,084 3,183 0 51,0722016‐2017 5,839 10,920 2,900 3,321 7,126 3,141 5,687 6,811 3,083 0 48,432 ‐5.2%2017‐2018 4,651 9,505 2,445 2,851 6,152 2,289 4,768 5,937 2,685 0 41,047 ‐15.2%

Source: AB540 ‐ Institutional Research Data System, Financial Aid ‐ CCCCO Data Mart.


Quarterly Report on Selected Effectiveness Metrics3. SUCCESS DATA

October 2018


Change

‐ Degrees and Certificates

Associate Degrees (AA and AS)2015‐2016 582 1,588 753 765 1,459 714 488 834 400 ‐ 7,583 2016‐2017 654 1,497 1,184 898 2,002 719 548 939 493 ‐ 8,934 17.8%2017‐2018 739 1,303 1,080 1,083 2,317 645 614 868 727 ‐ 9,376 4.9%

Associate Degrees for Transfer (AA‐T and AS‐T)2015‐2016 118 457 137 49 319 38 26 259 130 ‐ 1,533 2016‐2017 225 665 229 215 529 75 46 382 175 ‐ 2,541 65.8%2017‐2018 317 868 300 285 676 94 60 518 316 ‐ 3,434 35.1%

Bachelors Degrees2015‐2016 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2016‐2017 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2017‐2018 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 28 ‐ 28

Certificates of Achievement (16+ Units)2015‐2016 553 1,207 320 463 1,229 209 1,303 1,147 579 ‐ 7,010 2016‐2017 654 1,272 429 524 1,476 311 1,370 1,064 622 ‐ 7,722 10.2%2017‐2018 781 1,517 397 691 1,413 270 1,300 1,067 829 ‐ 8,265 7.0%

‐ Completion of Transfer Math and English in 1st Year2015‐2016 56 167 74 47 195 15 10 90 43 ‐ 697 2016‐2017 68 180 86 64 224 10 13 133 39 ‐ 817 17.2%2017‐2018 109 165 161 115 370 43 37 145 80 ‐ 1,225 49.9%


Quarterly Report on Selected Effectiveness Metrics4. EFFICIENCY

October 2018


Change

Expenditure/FTES2015‐2016 $4,688 $4,448 $5,165 $4,873 $4,537 $5,431 $4,514 $4,305 $4,792 $3,915 $4,6292016‐2017 $5,099 $4,462 $5,560 $5,082 $4,863 $6,021 $5,079 $4,645 $5,076 $3,208 $4,914 6.2%2017‐2018 $5,316 $4,866 $5,738 $5,457 $5,487 $7,051 $5,281 $5,032 $5,382 $3,718 $5,303 7.9%

WSCH/FTEFFall 2015 508 524 519 556 561 498 582 540 521 503 536Fall 2016 508 509 489 540 544 470 550 518 512 566 518 ‐3.3%Fall 2017 478 480 506 508 513 428 521 484 456 517 489 ‐5.7%

Source: Expenditure/FTES ‐ 2018‐2019 LACCD Final Budget; WSCH/FTEF ‐ Fall 2017 Data Book.


STUDENT CENTERED FUNDING FORMULA (SCFF) UPDATE

Institutional Effectiveness & Student Success CommitteeOctober 16, 2018

OCTOBER 2018

Overview

•Budget Allocation Model•Metrics•Communication and Planning

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Budget Next Steps3

As additional revenue becomes available from the State, budget amendments will be brought forward

The LACCD allocation model is being reviewed in the coming months and revised to reflect the new Student Centered Funding Formula

A timeline for completion of a new allocation model is being presented to the DBC this month

A New Allocation Model• Determine whether a base model is needed based on costs of operation• Determine which elements to include in base model (old

model versus new)• Look at models from other multi-college districts• Seek advice from CCCCO, and other technical support

• Analyze Centralized Services (District-wide) and ESC costs• Determine new "assessment" or % of allocation model• Other

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Status of Metrics• Access

• July submission of FTES 320 report• Planned resubmission in October with expected

increase in the proportion of special admits• In the process of completing the annual audit to

determine if any modifications are needed• Equity

• Preliminary MIS submission is complete• Ongoing cleaning of College Promise Grant and Pell

Grant • Expected final submission in the coming week

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Status of Metrics• Success

• Awards data submitted to MIS in Mid-September• 442 additional AA/AS degrees• 893 additional ADT degrees• 543 additional certificates• 408 additional math and English completions

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Communication and Planning• Completed all college presentations• Completed planning retreat with all college cabinets

• Developed common planning matrix• Completed initial action planning

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SCFF Roll Out Plan• Develop concrete targets• College and specific plans due November 30th

• Determine actions • By College• Districtwide• By ESC

• Continued improvement efforts during planning phase

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Success – Example of Current PlansCategory District Activities College Activities

9 units of CTERegular Reporting Implementation of guided pathways

Local activities as identified in the college educational master plans and the college SCFF Action PlansMarketing campaign as a project of the regional Strong Workforce Project

Completion of Transfer English and Math

Completion of the modifications of PeopleSoft to support AB 705 and multiple-measures placement (December 2018)Support of AB 705 implementationContinued professional learning for improved teaching in English and MathDevelopment of noncredit online accounting method

Implementation of AB 705Curricular changesScheduling changes Enhanced tutoring modelsImplementation of guided pathwaysLocal activities as identified in the college educational master plans and the college SCFF Action Plans

Living Wage Regular ReportingCoordination of regional relationshipsImplementation of agreement with LA County Department of Human ResourcesContinued development of Job Placement models

Implementation of guided pathwaysLocal activities as identified in the college educational master plans and the college SCFF Action PlansMarketing campaign as a project of the regional Strong Workforce Project

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Target PlanningI. FTES / Enrollment

Basis Avg FTES per Class or Student

Assumptions / Notes

Annual Additional Classes, Students,

FTES/Class, Pct Change

Estimated Additional

FTESImpact Area Program/Activity/ Strategy

Planned Growth

New / Expanded Programs Classes - credit 4.135 Credit WSCH; F17 & Sp 18 avg.

Tutoring Noncredit Headcount

0.01875 Tutoring PA; F16 & Sp 17 avg.

LA College Promise / Success Efforts

Headcount LACP Calculator and Avg FTES/student

Adult Education Classes -noncredit

1.705 Noncredit PA; F17 & Sp 18 avg.

Dual Enrollment Classes - credit 4.135 Credit WSCH; F17 & Sp 18 avg.

Online Education Classes - credit 2.885 Credit WSCH IS; F17 & Sp 18 avg.

Efficiency FTES per class % Increase in FTES/Class

Credit FTES/class; F17

Growth FTESExpected Decline

Class Offerings Classes - credit Decrease in class offerings

2017-18 classes; F17 FTES/class

Efficiency / Impact of Demographic and Economic Conditions

% Decline in FTES/Class

Credit FTES/class; F17

Decline FTESNet Change Net Change FTES

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Original Projection

FTESCredit Change -159Dual Enrollment 314Noncredit Change 45Adult Education 545Total 744

• Colleges are in the process of updating based on the fall trends

• Revised annual projection to be completed through the November quarterly reports and the SCFF action plans

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Target PlanningII. Supplemental Funding Projected 2018-19 2017-2018 ActualAB540Cal Promise / BOGPellIII. Success Funding Projected 2018-19 2017-2018 ActualAA/ASADTCertif Over 18 (16) UnitsTransfers

Equity• The 2017-2018 numbers (to date) have been provided and

unduplicated by home collegeSuccess

• The 2017-2018 numbers (final) have been provided and unduplicated by home college

• College are in the process of updating there projections as part of the SCFF action plan

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Current and Ongoing Efforts• Updating all reporting documents to include the new SCFF elements• Updating daily reports for additional information on noncredit, dual

enrollment, and FTES• Continued Marketing of Financial Aid

• Launch of online Promise application• U Hafta FAFSA at Pierce• Social media and print material efforts• Potential partnership with the Hope Lab• New technology to support verification process• Development of Promise-No Pell queries • Partnership with UC Davis to analyze the financial aid pipeline

• Success Efforts• Guided Pathways• Acceptance into the Program Mapper Phase 1 (5 colleges) and Phase 2 (4

colleges)

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SCFF Action PlansGOAL/OBJECTIVESEnrollment Actions Responsible

EntityResources

Needed

Possible Funding Source

Credit (1.4,1.2)

Adult Education/CDCP (1.3)

Non-credit (1.3)

Dual Enrollment (1.1)

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Next Steps• Colleges create SCFF action plan for 2019-20 no later than November 30th• Update enrollment, equity, and success targets based on

newly provided data• Include efforts and actions for each component of the

SCFF• Take immediate actions for supporting an increase in Pell

recipients• Outline the support the colleges need from the District Office• Districtwide and common efforts• ESC support

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Questions?

Communication and Awareness

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STUDENT CENTERED FUNDING FORMULA:

PLAN OF ACTION FOR LACCD 2018-2019

Cornner, Ryan M.

Abstract The Los Angeles Community College District is well-positioned in terms of benefiting from the new statewide funding formula which adds equity and success components to the traditional enrollment based formula. The District’s nine colleges are actively engaged in implementing

strategies across their campuses and communities which will directly increase student success


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The District is well-positioned for the implementation of the new formula. The District was involved in the development of the model and advocated for changes benefiting the District and the population it serves and ensured that success elements directly align with the Board approved District Strategic Plan (DSP) (Appendix A –DSP Alignment). The DSP provides a framework for improvement and the colleges have already been working on specific plans and actions for reaching the targets on these metrics. The District Planning Committee approved recommended priorities from the DSP (Appendix B – DSP 2018-2019 Priorities), which align directly with the funding formula metrics and represents the preliminary plans put in place prior to the funding formula being implemented.

District has been in dialog with college constituencies for months discussing the new funding formula and the benefits it can bring to the District’s student success efforts. The following is a summary of these efforts to date:

January 2018 - June 2018: Regular presentations of the proposed funding formula were presented to the District Budget Committee, Executive Committee of the District Budget Committee, Cabinet and the Board subcommittees. The presentations included the iterative changes in the funding formula and the potential impact on the District budget. The District ran allocation simulations following each change and provided feedback to the California Community Colleges Chancellor’s Office and the state Department of Finance to assist in adjusting the model to most effectively support the District and its students.

July 2018 - August 2018: The division for Educational Programs and Institutional Effectiveness presented the funding formula to the District Budget Committee and the Board subcommittee on Institutional Effectiveness and Student Success. The presentations focused on the overall changes required to support enhanced student success and the leverage that the Student Centered Funding Formula provides to support these efforts.

The communication plan for the Fall 2018 semester is to make all individuals involved in decision-making aware of the new funding formula, how revenue is now generated and the need for institutional change in support of the model.

• College presentations: The District has prepared presentations for each campus that include the college-level data and the manner in which the data impact the funding for the college. The focus of the presentation is to build support for the new model and to demonstrate the ways in which each college’s existing student success efforts can be supported using the new model. The presentation also highlights the ongoing need to make changes to support the manner in which students are served on the campus with a specific focus on financial aid.

o Trade Tech – Classified Convocation (8/1); Faculty Convocation (8/23) o Mission (8/23) o Chancellor’s Cabinet (9/6-9/7) o West (9/20) o Harbor (9/24) o Southwest (9/28) o Valley (10/2) o Districtwide Retreat with College Cabinets (10/5) o East (10/8) o Pierce (10/9) o City (10/9)


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The Division of Educational Programs and Institutional Effectiveness is updating all reporting elements to align with the new funding formula. The reporting will run on the schedule developed and provided to the Board in the Chancellor’s foreshadowing document. The reports include:

o Quarterly Reports (Beginning November 2018): The District had reviewed the college

budget and enrollment on a quarterly basis. The Enrollment reports are being updated to align with the new funding formula. These updates will provide detailed actuals and projected enrollments for noncredit, enhanced noncredit, and concurrent/dual enrollment. New reports will be created for the reporting actual counts for AB 540, California Promise Grant, and Pell Grant recipients. Success elements will be presented annually as they become available.

o Daily Reports (Beginning November 2018): The District is updating daily reports on enrollment to be divided by the core areas of enrollment.

o Accountability Reports (To be updated October and Ongoing): The Colleges have completed annual projections for enrollment, equity and student success metrics. The outcomes will be tracked throughout the year as the data becomes available to determine whether colleges are meeting their projections and goals.

Maximizing Formula Outcomes

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As has already been indicated, the District and the Colleges had already established goals, metrics and priorities in line with the funding formula. The approval of the new Student Centered Funding Formula has provided an additional impetus for concentrating on core areas that impact the revenue generation of the District and colleges. The October 5th retreat served as the culminating event to work toward finalizing the annual targets and detail the planned actions to achieve improved outcomes. While the final college level actions will not be complete until the formal plans are received on November 30th, the following plans are already in place.

Access

Enrollment based outcomes match many of the traditional enrollment models already used through the District. The colleges began working with the District to develop 2018-2019 enrollment and FTES targets in early Spring of 2018. The work continued to be refined with each version of the new funding formula. The enrollment plans and targets were discussed and refined at the July and August Chancellor’s Cabinet meetings. The draft final versions were reviewed and discussed at the Chancellor’s Retreat in September. The results indicate a recognized flattening off or decline in general credit enrollment with projected increases in dual enrollment and noncredit to compensate for the declines. The colleges projected that declining high school graduates, improved economic conditions and job markets, and reductions in section offerings would result in significant declines in enrollment for Credit classes.

Impact Area Program/Activity/ Strategy Total Expected Decline Class Offerings -1,561

Efficiency / Impact of Demographic and Economic Conditions

-2,344

Decline FTES -3,906

The colleges project increases in key areas that are favorable in the new funding formula. The increases include increases in non-credit programming through increased tutoring and expansion of adult education programming. The planned increases in adult education are in line with the District Strategic Plan, previous enrollment trends and the approval of new noncredit course and programs. These areas are funded at the full rate and are not impacted by the 60% funding rate for basic credit programming.

Impact Area Program/Activity/ Strategy Total

Planned Growth

Tutoring 45 Adult Education 545

Additional increases target the growth of dual enrollment. This strategy was developed as part of the District Strategic Plan and all enrollments are funded at a full credit rate. This enrollment growth is in


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line with past activities, including the approval of CCAP dual enrollment agreements with LAUSD and Culver City. Additional agreements are being negotiated with Beverly Hills, Burbank and Las Virgenes. The expansion of CCAP to charter schools in the budget trailer bills has resulted in current negotiations with Green Dot, Granada Hills High school, Birmingham High School and Cleveland High School. The District is also working with the Charter Schools Association to host a summit to expand CCAP throughout the region.


Planned Growth Dual Enrollment 314

The colleges have also targeted credit growth through online enrollment, the development of new programs, increased efficiency and the expansion of the LA College Promise. The Promise has shown significant impact on enrollment with a 14% increase in direct college enrollment from LAUSD in fall 2017. The second cohort has demonstrated at least a 25% increase for Fall 2018. The Promise program has demonstrated improvement in success equity elements as well.


Planned Growth

New / Expanded Programs 123

LA College Promise / Success Efforts 1,351

Online Education 668 Efficiency 1,604

Colleges have projected improved efficiency as a result of reduced sections and retained or improved enrollment. As an example, West has reduced sections by 4% and seen a 4% increase in enrollment. The college projections were provided prior to census and each college is in the process of updating their projections based on the results of fall enrollment efforts.

Based on the initial college projections the 2018-2019 FTES is projected to increase by 744 FTES or 0.74%. The projected growth is in areas that will perform well in the new funding formula.

Area FTES Change Credit -159 Dual Enrollment 314 Noncredit 45 Noncredit Enhanced 545 Total 744


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The original college projections were developed using concrete information on planned programming changes and changes to section offerings prior to fall commencing. This process has allowed for a process of accountability in which the actual enrollment can be tied to the overall projections and the colleges can provide detailed responses as to the planned actions to correct any unforeseen losses. This process is continuing with updated projections based on fall enrollment trends and full-term census results. The colleges will be updating the projections with knowledge of actual fall enrollments and any planned changes to winter, spring and summer offerings.

Category District Activities College Activities General Development of queries for use by

college researchers Support through District marketing efforts Enhancements and defect resolution for the PeopleSoft system Analysis of course taking based on educational plans

Marketing and outreach

Credit FTES Regular monitoring Revision of daily enrollment reports Revision of quarterly reports Support of the LA College Promise

Development of new programs Scheduling and course reductions Recruitment and support for the LA College Promise

Noncredit Support for the implementation of AB 705 Development of a model for online noncredit

Expansion of tutoring Development of curriculum Implementation of AB 705

Enhanced Noncredit

Coordination of adult education deans Update of the curriculum inventory for adult education Support for program approval at the state-level

Development of new programs Scheduling and section increases

Dual Enrollment

Coordination of CCAP agreements Expansion of CCAP to charter schools Coordination with LAUSD district-level leadership

Development of local addendums with LAUSD Program development and scheduling Outreach


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Equity

The District has already been working on increasing financial aid as defined in the District Strategic Plan. Planned improvements included corrections in the financial aid processes for consistency and timeliness. The system improvements to date have had an impact. The Fall 2018 financial aid disbursement ran on schedule resulting in on-time distribution of funding to colleges. The District is also developing a large scale awareness campaign that has included presenting to college faculty and staff on the myths of financial aid and ways to communicate the importance of financial aid to students. The hallmark of this effort is the Financial Aid Summit hosted on September 18th with over 150 faculty, staff and administrators attending.

Category District Activities College Activities AB 540 Continuation of the DACA Taskforce

Social media campaign Board resolutions in support of undocumented students Development of the SB 68 Pathway to AB 540

Development of the Dream Resource Centers Distribution of state financial assistance for AB 540 students

College Promise Grant

Launch of online College Promise Grant application through PeopleSoft

Outreach to students Requirement of LA College Promise High School outreach

Pell Grant Awareness campaign with all colleges Financial Aid Summit (September 18) Follow-up communication strategy development with recommended experts Development of outreach materials (Appendix C) Launch of Pell marketing campaign (Interact) Development of lists of “Promise - No Pell” students Development of communications to Pell eligible students Launch of new software service to assist in federal Pell verifications

Outreach to students Requirement of LA College Promise High School outreach

The colleges began the process of crafting detailed SCFF action plans at leadership event on October 5th. The result of the October 5th event was a common understanding of the funding formula and the ways in which improvements in success could positively impact the revenue of the district. In addition, the colleges individually and collectively began the development of a SCFF action plan in a standardized format. All colleges will submit completed plans by November 30th.


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Success

The success elements of the new funding formula aligned with the District Strategic Plan. There are already efforts in place that significantly impact the overall success of students and the planned metrics at the district level are the same as those in the funding formula. The District has improved on each of these metrics over the past several years and continued efforts will result in additional successes. The activities below include ongoing and planned efforts.

Category District Activities College Activities ADT Coordination of completing the degree

audit system Development of a new curriculum system Review and reporting of current and available transfer degrees Regular reporting District-wide launch of Program Mapper

Review of transfer and local degrees Determination of whether duplicative local degrees are needed Development of new degrees Promotion and marketing of transfer degrees Implementation of guided pathways

AA/BA Creation of data queries to identify students close to completion Regular Reporting District-wide launch of Program Mapper

Implementation of guided pathways Local activities as identified in the college educational master plans and the college SCFF Action Plans

Certificates Creation of data queries to identify students close to completion Regular Reporting District-wide launch of Program Mapper

Implementation of guided pathways Local activities as identified in the college educational master plans and the college SCFF Action Plans Marketing campaign as a project of the regional Strong Workforce Project

Transfer Development of district wide transfer agreements Support and expansion of the Reverse Transfer model launched with CSUN and the valley colleges Implementation of the Vicky Chang Scholarship

Continued development of transfer relationships with universities Implementation of guided pathways Local activities as identified in the college educational master plans and the college SCFF Action Plans Development of CCAP partnerships that lead to transfer

9 units of CTE

Regular Reporting


Completion of Transfer

Completion of the modifications of PeopleSoft to support AB 705 and

Implementation of AB 705 Curricular changes Scheduling changes


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Category District Activities College Activities English and Math

Multiple-measures placement (December 2018) Support of AB 705 implementation Continued professional learning for improved teaching in English and Math Development of noncredit online accounting method

Enhanced tutoring models Implementation of guided pathways Local activities as identified in the college educational master plans and the college SCFF Action Plans

Living Wage Regular Reporting Coordination of regional relationships Implementation of agreement with LA County Department of Human Resources Continued development of Job Placement models


The summarized activities are representative of the work being conducted and more detailed breakdowns of activities will be attained through the leadership event on October 5th, the college SCFF Action Plans due on November 30th, and tracked throughout the year. The funding formula awards additional success points for students who are Pell and/or Promise grant recipients. The combination of efforts described in the equity and success areas will assist in improvement for those low income students. In addition, the colleges will be re-evaluating their equity plans in light of the integration of these funds and increased flexibility of these funds.

Appendix A

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Mission Statement

The Mission of the Los Angeles Community College District is to foster student success for all individuals seeking advancement, by providing equitable and supportive learning environments at our nine colleges. The District empowers students to identify and complete their goals through educational and support programs that lead to completion of two or four-year degrees, certificates, transfer, or career preparation. In doing so, the District fulfills its commitment to the community to improve the social welfare of the region, to enhance the local economy, to close persistent equity gaps, and to prepare future community leaders. 1: Access to Educational Opportunities Goal 1: Access to Educational Opportunities

We will increase the college going rate for the Los Angeles region through enhanced outreach to community and educational partners and expanded access to educational programs that meet community and student needs.

Goal 2: Premier Learning Environments

We will develop a premier learning environment that places students as the first priority in the institution and effectively supports students in attaining educational goals.

Goal 3: Student Success and Equity We will increase student completion to exceed the statewide performance measures and increase attainment of milestones indicative of academic success

Goal 4: Organizational Effectiveness

We will improve organizational effectiveness at the ESC and among the colleges through streamlined processes, minimized duplication of efforts, and enhanced communication and training.

Goal 5: Fiscal Integrity

We will improve fiscal integrity through enhanced resource development, institutional advancement, and effective use of existing resources.

Student Focused Funding Formula The new funding formula sets forward (1) new rates for the base allocations, (2) providing supplemental allocations based on the number of students served that receive Board of Governor fee waivers, are exempt from nonresident tuition pursuant to specified provisions, or receive financial aid under the Federal Pell Grant program, (3) providing student success allocations, as prescribed, and (4) establishing hold harmless provisions to ensure a minimum level of funding to community college districts

Funding is provided as follows: 2018-2019: 70% FTES; 20% Supplemental; 10% Success 2019-2020: 65% FTES; 20% Supplemental; 15% Success 2020-2021: 60% FTES; 20% Supplemental; 20% Success

Success Allocation will include an equity base for those completing success milestones who are low income students. Initial analysis indicates that LACCD will receive additional funding beyond the hold harmless and COLA allocation as a result of the new funding formula.

Appendix A

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Goal 5 Objective 5: We will improve the resource allocation processes to be integrated with District Strategic Plan.

Funding Formula Component Funding Alignment

>20,0000 $4.9 Million

Goal 5 Objective 6: We will effectively plan and use resources to build and maintain District and College facilities and infrastructure in support of the academic and student support programs. Goal 2 Objective 5: We will provide facilities and technologies to effectively serve and connect with the modern student and enhance regular and effective communication.

10,001-19,999 $4.3 Million <10,000 $3.6 Million

Funding Formula Component Alignment

Credit

Goal 1 Objective 4: We will improve outreach strategies for new and returning students through effective marketing and branding that increases the recognition of LACCD colleges and programs as premier in the community. Objective 2: We will fully implement the LA College Promise and will seek to expand the promise to additional school districts and municipalities in the service area.

Adult Education (CDCP)

Goal 1 Objective 3: We, in partnership with Los Angeles Regional Adult Education Consortium, will increase educational opportunities to nontraditional students through the expansion of noncredit adult education courses focused on skills improvement and vocational training. Noncredit

Concurrent/Dual Enrollment

Goal 1 Objective 1: We will expand educational opportunities to local high school students by increasing the number of courses offered through dual enrollment.

Funding Formula Component Alignment AB 540 Goal 3 Objective 6: We will increase equity in the attainment of

student milestones. Pell Recipient Goal 2 Objective 6: We will increase access to higher education by

assisting students in gaining access to financial aid … California Promise Grant

Appendix A

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Category Points Alignment

AA/AS 3 points Goal 3 Objective 2: We will increase completion of degrees and certificates.

ADT 4 points Certificate over 18 units 2 points Transfer English and Math 2 points Goal 3 Objective 5: We will increase the percentage of

students completing transfer-level English and mathematics among those who begin at courses below transfer-level

Transfer 1.5 points Goal 3 Objective 3: We will increase the number of students transferring to four-year institutions.

9 units CTE 1 point Goal 2 Objective 3: We will increase full-time enrollment for students through the development of flexible programs focused on working students and students with barriers to attending traditionally scheduled programs.

Living Wage 1 point Goal 3 Objective 4: We will increase career and job placement rates in the field of study by enhancing business and industry partnerships, internships, and employment opportunities.

Category Points

BOG/Pell Alignment

AA/AS 3/4.5 Goal 3 Objective 6: We will increase equity in the attainment of student milestones. ADT 4/6

Certificate over 18 units 2/3 Transfer English and Math 2/3 Transfer 1.5/2.25 9 units CTE 1/1.5 Living Wage 1/1.5

Appendix B

EDUCATIONAL PROGRAMS AND INSTITUTIONAL EFFECTIVENESS

Enrollment Update Institutional Effectiveness and Student Success Committee

October 16, 2018

Fall 2018 Enrollment (Exhibit A) As of Day 43 of the Fall semester, comparing Fall 2018 (10/9/18) to Fall 2017 (10/10/17):

• Headcount is 2% lower, • Duplicated Enrollment is 3% lower, • Credit Section Count is 3% lower, and • Enrollment per Section is 1% higher •

An updated report will be provided at the meeting.

FALL 2018: Credit Enrollment Comparison

Day

HEADCOUNT City East Harbor Mission Pierce Southwest Trade Valley West ITV Total

Fall 2018 15,057 29,288 9,025 10,235 18,477 5,906 13,866 17,447 12,939 1,079 133,319

Fall 2017 15,067 33,158 9,271 10,300 18,776 6,107 13,803 17,005 11,980 1,120 136,587

2018 % of 2017 100% 88% 97% 99% 98% 97% 100% 103% 108% 96% 98%

ENROLLMENT City East Harbor Mission Pierce Southwest Trade Valley West ITV Total

Fall 2018 34,684 66,767 22,738 22,139 45,350 13,272 29,810 39,292 28,527 1,359 303,938

Fall 2017 35,190 71,594 24,150 22,425 45,982 13,649 29,965 39,924 27,513 1,453 311,845

2018 % of 2017 99% 93% 94% 99% 99% 97% 99% 98% 104% 94% 97%

SECTION COUNT City East Harbor Mission Pierce Southwest Trade Valley West ITV Total

Fall 2018 1,326 2,339 771 710 1,641 466 1,230 1,467 924 84 10,958

Fall 2017 1,293 2,564 863 708 1,630 505 1,191 1,514 958 84 11,310

2018 % of 2017 103% 91% 89% 100% 101% 92% 103% 97% 96% 100% 97%

Enrollment divided by

SectionCity East Harbor Mission Pierce Southwest Trade Valley West ITV Total

Fall 2018 26.2 28.5 29.5 31.2 27.6 28.5 24.2 26.8 30.9 16.2 27.7

Fall 2017 27.2 27.9 28.0 31.7 28.2 27.0 25.2 26.4 28.7 17.3 27.6

2018 % of 2017 96% 102% 105% 98% 98% 105% 96% 102% 108% 94% 101%

Source: LACCD Student Information System, PS_CLASS_TBL, PS_STDNT_ENRL tables.

*Enrollment and Section count: Includes Credit PA, WSCH, DSCH, Ind Study, and Work Exp. Excludes Non-Credit Adult Ed and Non-Credit Tutoring. 2017 Section count reflects the information as of the

end of the term (instead of the relative day listed above).

**Enrollment registration for Fall 2017 started approximately 4 weeks later comparing to registration for Fall 2018. Open enrollment registration for Fall 2017 started 6/26/17,

whereas it was 5/29/18 for Fall 2018.

Census day for Fall

2018 (WSCH) is

September 10

Day relative to beginning of instruction

43Tuesday, October 9, 2018

Tuesday, October 10, 2017

Exhibit A

los angeles community college district board of … … · 16/10/2018 · 2015-2016 697 ....

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