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Environmental Scan: The Second Pass
Ed Master Plan (EMP) Steering Committee
Planning and Resource Council (PaRC)May 13, 2015
E. KuoFH IR&P
• Review previous institutional goals• Review data
– Quantitative– Qualitative
• Identify what is important for Foothill– What should frame the work we do– What we can all work toward (faculty, staff,
administrators, students)• Identify preliminary institutional goals
Overview
• Strategic Initiatives– Building a community of scholars– Promoting a collaborative decision-making
environment– Putting access into action
ESMP 2010-2020 v1.0
• Goals– Student success and achievement
• Improve student success, equity and retention• Improve student outcomes and close the achievement
gap
– Student access• Engage with local communities to build bridges
between the institution and those served
– Stewardship of resources• Increase effectiveness in use of district and college
resources
ESMP 2010-2020 v2.0
What do the numbers suggest?
• Internal scan– Enrollment including city of residence– Student demographics (F1 students, ethnicity)– Course success (instructional method)– Graduation– Transfer
Rewind: Back in time (4/29/15)
• Declining trend in headcount and FTES • Impact of repeatability
Enrollment
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15*0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
Foothill CollegeFall Headcount Enrollment and Fiscal Year FTES
Headcount FTES
Note: 2014-15 FTES is estimated based on P1 report..
FHDA IR&P, ODA
• Increasing trend of full-time enrollment
Enrollment
2010 2011 2012 2013 20140%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Foothill CollegeFall Enrollment by Full-Time and Part-Time Status
Full-time Part-time
FHDA IR&P, ODA
• Increasing African Americans and Latino/as• F1 headcount increase by 27% (F10 to F14)
Enrollment
African American
Asian Filipino/PI Latino/a Native American
White Other/Unk0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Foothill CollegeFall Headcount by Ethnicity
2010 2011 2012 2013 2014Note: Multi-Ethnic was only reported in 2009 and 2010 and is included in Other/Unk for consistency.
CCCCO Datamart
• Students who applied and registered
Enrollment
CCCApply/Open CCCApply
Less than $25K
$25-$50K $50-$75K $75K-$100K More than $100K
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Foothill CollegeFall Enrollment by Income Level
2013 2014
• Online and not online course success gap narrowing
Course Success
CCCCO Datamart
Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 20140%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Foothill CollegeCourse Success by Instructional Method
Not online Online
• Asians earn more certificates compared to others• Whites earn more degrees compared to others
Graduation
African American
Asian/F/PI Hispanic White Native American
Other/Unkn
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
8
261
61
167
137
20
204
132
317
530
Foothill College2013-14 Certificates and Degrees by Ethnicity
Certificate Degree
CCCCO Datamart
• CSU and UC transfers suggest increasing trend, but leveling off? Comparisons to other colleges?
Transfer
2009-10 2010-11 2011-12 2012-13 2013-140
50
100
150
200
250
300
350
400
450
Foothill CollegeTransfers to Four-Year Institutions
UC CSU ISP/OoS
CCCCO Datamart, UCOP, CSU Analytics
14
• UC system– Davis, Los Angeles, San Diego
• CSU system– San Jose, San Francisco, East Bay
• In-state privates– University of San Francisco, Santa Clara University,
University of Southern California• Out-of-State
– Carnegie Mellon, New York University, University of Hawaii at Manoa, Arizona State University, Cornell University Endowed Colleges
Top Transfer Destinations
What’s your
guess?
CCCCO Datamart, UCOP, CSU Analytics
Employee Data
Employees
Administrator,4%
FT Faculty, 25%
PT Faculty, 55%
Classified Staff, 16%
Foothill CollegeEmployees by Occupational Category
Fall 2014
CCCCO Datamart
Employees
2010 2011 2012 2013 20140
50
100
150
200
250
300
350
400
Foothill CollegeEmployees by Occupational Category
Fall 2010 to Fall 2014
Administrator Faculty PT Faculty Classified
CCCCO Datamart
• External scan– County demographics– Educational level– English language speakers– Labor market (growth industries/occupations)– Cost of living (income gap, housing, poverty)
Rewind: Back in time (4/29/15)
19
County Population
What is population for Santa Clara County in 2014?
What is the projected population for Santa Clara County in 2020?
1.9 million
2 million
Source: EMSI [2015.1 data]Centers of Excellence [Regional Labor Market Profile]
• Projections anticipated to be flat
High School Graduates
CDOF
Santa Clara San Mateo0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
Foothill CollegeProjected HS graduates by County and Year
2014-15 2015-16 2016-17 2017-18 2018-19
Let’s have a conversation!
• Seven sessions (April 13, 2015)• Train for a supportive workforce
– For high-tech industry and related businesses– Small business development
• Professional development for students– Soft Skills (key for workforce)– Internships
• Increase collaboration/partnerships• Role of lifelong education
Community Interviews
23
• 25 sessions and 129 participants– April 28 & 29, 2015
• One webinar– May 6, 2015 (7-8 pm)
• Top themes:– College Collaboration– Student Services– Planning– Equity and Diversity
Campus Interviews
24
• Encourage increase participation in shared governance
• Promote professionalism and mutual respect• Increase transparency regarding college decision-
making and planning (governance)• Collaboration needed between instruction and
student services• Increase student voices in shared governance• Recognize mistrust exists and work positively to
reengage and communicate
College Collaboration
25
• Support for students with specific needs (homelessness, mental health, first gen, etc.)
• Expose students to multiple and alternative career paths
• Increase access to counselors (consider tech, intrusive counseling, etc.)
• Increase staffing• Streamline application/registration as much as
possible
Student Services
26
• Reflect on previous EMP• Increase discussion regarding the EMP,
mission statement, the process, etc.• Align resource prioritization and program
review with the EMP• Cultivate culture of program improvement,
rather than reactive planning responses• Increase dialogue--campus debates, campus
newspaper, other forums/platforms
Planning
27
• Increase/promote diversity among students and employees (enrollment and hiring)
• Make equity a priority• Aim for high course success rates (>80%) • Respond to Puente program needs• Reinstate Mfumo
Equity and Diversity
28
• Instruction– Pursue additional baccalaureate programs
• Online– Ensure integrity of online education (cheating)– Continue research looking at instructional method
(online and not online), including access, success and pedagogy
– Ensure courses are not offered in online format only– Find ways to increase sense of community online
Other Campus Themes
29
• Workforce– Create more internships– Increase options for dual track enrollment– Develop more business partnerships– Integrate labor market data in planning and decision-making
• Community Education– Find ways to offer “aging in place” courses – Respond more effectively to repeatability, lifelong learners
needs– Offer courses that keep up with training needed in
technology related skills
Other Campus Themes
30
• Athletics– Recognize this student group (support scholar athletes)– May need accommodations due to travel– Need for tutoring that is aware of athlete perspective,
early alert• International Students
– Offer noncredit multicultural class (intercultural communication)
– Help (all) students find affordable housing– Increase intl and non-intl student interaction– Develop intl student alumni base
Other Campus Themes
31
• FHDA Education Center– Attract re-entry and workforce students– Provide extensive offerings (for all times and
expand subjects offered)– View facility as a training center– Facility should be current with technology– Concern that Center may draw students away
from main campus, reducing services there – Ability to respond quickly to business needs
(contract ed?)
Other Campus Themes
32
• Asking for feedback about Foothill’s strengths, areas for improvement, areas to focus– April 27 to May 8, 2015
• 124 respondents– 103 students (83%)– 1 Administrator (1%)– 9 Classified staff (7%)– 7 Full-time faculty (6%)– 4 Part-time faculty (3%)
Online Input
33
• Among employees:– Aware of mission statement—90%– Aware that EMP is being revised—86%– Aware of existing ed master plan (EMP)—71%– Aware FHDA Ed Center is opening F16—62%
Online Input
34
• Foothill strengths#1: Affordability (51%)#2: Teaching #3: Transfer function #4: Instructional programs #5: Commitment to students #6: Curriculum #7: Online education
Online Input
35
• Foothill areas for improvement#1: Instructional programs (29%)#2: Campus Communication #2: Career/Workforce prep/enhancement#4: Community relations/partners#5: Shared governance #6: Use of technology
Online Input
36
• Foothill initiatives and goals#1: Improve outcomes among all students (38%)#2: Improve opportunities for professional dev.#3: Improve agility to address changing
employment and economic conditions #4: Supporting instruction and services to
traditionally underserved #5: Expand outreach/recruitment including to
traditionally underserved #6: Increase sense of community involvement/engagement
Online Input
37
Additional Comments?
Thanks for Participating!http://www.foothill.edu/president/parc/esmp.php