Post on 30-Dec-2015
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SCHEDULING TASK FORCEObservations and Recommendations
April 24, 2014
Charge Review all Brookhaven College
scheduling processes through contacting division staff, deans, and lead faculty
Gather relevant data from at least the last three years of enrollment trends based on scheduled
Develop, revise or refine a scheduling process
CommitteeName Area Employee Group
Natalia Arredondo Advising PSS
Rhonda Bitner Communications Faculty
Sheila Brock Workforce/CE Administrator
Patti Burks Business Studies Faculty
Christi Carter HHS Faculty
Evonne Clark Mathematics/Science PSS
Brenda Dalton Student Services Administrator
Octavio Gutierrez School of the Arts Faculty
Debbie Hanus Mathematics/Science Faculty
Sarah Lopez School of the Arts PSS
Kevin Paris World Languages Faculty
Bill Sigsbee Social Science Faculty
Sarah Ferguson LRC Administrator
Data Collection Visited with every division
dean/administrative assistants and with a number of lead faculty/faculty chairs
Asked all groups about processes, how scheduling decisions are made and what information/data they used to make those decisions
Data Collection Requested reports from Planning,
Research and Instructional Effectiveness 3 years of enrollment data with room
utilization Number of Brookhaven students taking
courses at other DCCCD colleges, what courses were taken and the delivery mode
Data Collection Visited with colleagues from other
DCCCD colleges Compared processes Conducted an informal space inventory
comparison Compared logistics:
days/times/flex/hybrids
Observations What we learned:
Past enrollment trends play a key role in future schedule development
Significant amounts of time, energy, effort and commitment go into the development of the schedule
Divisions and lead faculty track their enrollment numbers during registration
Observations Space
College General Use Lecture
General Use PC Labs
Brookhaven 65 (81 with E & W)
22
Eastfield 114 (excludes W/CE, Pleasant Grove)
40
Northlake 56 (110 all locations)
?
Richland 114 (excludes Garland)
47
Observations Space, cont.
Difference of 49 lecture classrooms at both EF and RL
Each can offer 293 more lecture sections at prime time
However, for several years BC has not been full at prime time.
Spaces are left at the end of schedule build and then from cancellations during first two weeks
Observations Space, cont.
Unofficial prime time spaces available
Semester Lecture PC Labs Total
Spring 2014 23 14 37
Spring 2013 28 12 40
Spring 2012(does not include all cancellations)
13 13 26
Observations Space Management
Every division tracks enrollment numbers Many lead faculty track enrollment numbers
plus create detailed spreadsheets of daily numbers, then archive for subsequent semester builds
However, there is no group or committee globally monitoring enrollment trends daily for the duration of registration.
The compartmentalization of information leads to unused space.
Observations Space Management, cont.
Since there is no plus/delta at the conclusion of registration, some of this information has never been compiled or shared in this format.
Credit and W/CE have not used matching class start and end times. Thus, we’re unable to share any vacant spaces.
Since a larger portion of our students elect to attend classes during prime times, it would be logical to maximize our prime time spaces.
Observations Faculty Hiring
Adjunct faculty hiring is a lengthy process We have space, but we have difficulties
connecting space to available faculty for last minute new sections
Observations Know the Competition
We are not aware of the number of sections or course offerings at surrounding colleges
We are not aware of institutions outside our county. We are unaware of NCTC, their limited course offerings, their identical costs and their lack of space.
Observations Timeliness
Our timing is off during registration. The dilemma: when to add, when to
cancel. We tend to wait too long to add another
section and we learn too late about available spaces.
We’re not connecting the dots effectively between new courses, new sections, space, faculty and cancellations.
Observations Marketing and Advertising
We don’t know our own marketing plan We don’t appear to aggressively market our
affordability We do not advertise during registration those
courses with spaces remaining We do not appear to aggressively market our
distance learning opportunities outside our county
Tech/occ faculty noted they recruit, market, and advertise their programs in addition to teaching
Observations Marketing and Advertising, cont.
With the move from paper schedules to online, the ability to alter the sequence of courses has evaporated.
Specialty programs with an ordered progression of courses are less apparent or “invisible” because of alphabetical constraints.
Programs have created their own printed material to advertise what is not apparent in the online system.
Observations Colleague training
We’ve not maintained our Colleague skills Lead faculty can have access, but they
need to know the function screen name and need to know what the function provides: RGAM CSAR PSPR
Observations Growing Indefinitely
“Elephant in the room” – district allocation formula
Percentage of Growth = more money Failure to grow = BC forfeits a portion of
the budget Strategically:
Are we committed to growing? If so, what does the plan look like?
Recommendation 1 An Enrollment Management committee
is needed to globally monitor, review, and suggest scheduling changes throughout the registration process.
Recommendation 1 Enrollment Management Committee,
cont. Composition
faculty chair (serves as chair with enrollment management job duties)
Deans Lead faculty Room coordinator Dean, Student Enrollment Services
Recommendation 1 Enrollment Management Committee,
cont. Review daily enrollments Identify additional courses/sections to meet
demand Manage space Review number and type of sections offered
at the other colleges Suggest targeted advertising of low
enrollment sections
Recommendation 1 Enrollment Management Committee
Goals: Manage limited space effectively Make timely decisions Review processes – registration plus/delta
Recommendation 2 Student Survey
Delivery modes? Times? Courses? Enrolled at other locations?
What, where, why, what days, times, etc.
Recommendation 3 We need additional Colleague Training
offered at Brookhaven.
Recommendation 4 We need user-friendly and timely
Colleague reports. We recommend the creation of canned enrollment/space utilization reports available on demand.
Recommendation 5 We recommend that Workforce and
Continuing Education review their course starting and ending times, similar to those of credit courses, to increase opportunities to share space.
Recommendation 6 We recommend the instructional
community strategize and formulate a plan for what it means to grow indefinitely.
Recommendation 7 We recommend the College seek a more
effective and aggressive manner of marketing our programs and review procedures to expedite all division requests made to PI to prepare marketing materials.
Recommendation 8 We recommend that this Task Force
continue to meet to review the requested reports from Planning, Research and Instructional Effectiveness.
SCHEDULING TASK FORCEThank you for your time and providing answers to our endless questions.