Environmental Scan:
The Second Pass
Ed Master Plan (EMP)
Steering Committee
Planning and Resource Council (PaRC)
May 13, 2015
E. Kuo
FH IR&P
Overview
• 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
ESMP 2010-2020 v1.0
• Strategic Initiatives
– Building a community of scholars
– Promoting a collaborative decision-making
environment
– Putting access into action
ESMP 2010-2020 v2.0
• 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
What do the numbers suggest?
Rewind: Back in time (4/29/15)
• Internal scan
– Enrollment including city of residence
– Student demographics (F1 students, ethnicity)
– Course success (instructional method)
– Graduation
– Transfer
Enrollment
Foothill College
Fall Headcount Enrollment and Fiscal Year FTES
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
2009-10
2010-11
2011-12
Headcount
2012-13
2013-14
2014-15*
FTES
Note: 2014-15 FTES is estimated based on P1 report.
FHDA IR&P, ODA
• Declining trend in headcount and FTES
• Impact of repeatability
Enrollment
Foothill College
Fall Enrollment by Full-Time and Part-Time Status
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2010
2011
2012
Full-time
2013
2014
Part-time
FHDA IR&P, ODA
• Increasing trend of full-time enrollment
Enrollment
Foothill College
Fall Headcount by Ethnicity
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
African
American
N
Asian
Filipino/PI
2010
2011
Latino/a
2012
2013
Native
American
White
Other/Unk
2014
CCCCO Datamart
• Increasing African Americans and Latino/as
• F1 headcount increase by 27% (F10 to F14)
Enrollment
Foothill College
Fall Enrollment by Income Level
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Less than $25K
$25-$50K
$50-$75K
2013
$75K-$100K
More than
$100K
2014
CCCApply/Open CCCApply
• Students who applied and registered
Course Success
Foothill College
Course Success by Instructional Method
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Fall 2010
Fall 2011
Fall 2012
Not online
Fall 2013
Fall 2014
Online
CCCCO Datamart
• Online and not online course success gap
narrowing
Graduation
Foothill College
2013-14 Certificates and Degrees by Ethnicity
100%
90%
80%
70%
60%
261
50%
317
40%
132
20%
10%
167
204
30%
61
8 20
1
5
37 30
0%
African Asian/F/PI
American
Hispanic
Certificate
White
Native Other/Unkn
American
Degree
CCCCO Datamart
• Asians earn more certificates compared to others
• Whites earn more degrees compared to others
Transfer
Foothill College
Transfers to Four-Year Institutions
450
400
350
300
250
200
150
100
50
0
2009-10
2010-11
UC
2011-12
CSU
2012-13
2013-14
ISP/OoS
CCCCO Datamart, UCOP, CSU Analytics
• CSU and UC transfers suggest increasing trend,
but leveling off? Comparisons to other colleges?
Top Transfer Destinations
• UC system
– Davis, Los Angeles, San Diego
• CSU system
– San Jose, San Francisco, East Bay
What’s
your
guess?
• 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
CCCCO Datamart, UCOP, CSU Analytics
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Employee Data
Employees
Foothill College
Employees by Occupational Category
Fall 2014
Classified Staff,
16%
Administrator,4
%
FT Faculty, 25%
PT Faculty,
55%
CCCCO Datamart
Employees
Foothill College
Employees by Occupational Category
Fall 2010 to Fall 2014
400
350
300
250
200
150
100
50
0
2010
2011
Administrator
2012
Faculty
PT Faculty
2013
2014
Classified
CCCCO Datamart
Rewind: Back in time (4/29/15)
• External scan
– County demographics
– Educational level
– English language speakers
– Labor market (growth industries/occupations)
– Cost of living (income gap, housing, poverty)
County Population
What is population for Santa Clara County in 2014?
1.9 million
What is the projected population for
Santa Clara County in 2020?
2 million
Source: EMSI [2015.1 data]
Centers of Excellence [Regional Labor Market Profile]
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High School Graduates
Foothill College
Projected HS graduates by County and Year
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
Santa Clara
2014-15
2015-16
San Mateo
2016-17
2017-18
2018-19
CDOF
• Projections anticipated to be flat
Let’s have a conversation!
Community Interviews
• 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
Campus Interviews
• 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
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College Collaboration
• Encourage increase participation in shared
governance
• Promote professionalism and mutual respect
• Increase transparency regarding college decisionmaking 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
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Student Services
• 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
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Planning
• 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
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Equity and Diversity
• 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
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Other Campus Themes
• 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
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Other Campus Themes
• Workforce
–
–
–
–
Create more internships
Increase options for dual track enrollment
Develop more business partnerships
Integrate labor market data in planning and decisionmaking
• 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
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Other Campus Themes
• 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
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Other Campus Themes
• 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?)
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Online Input
• 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%)
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Online Input
• 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%
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Online Input
• Foothill strengths
#1: Affordability (51%)
#2: Teaching
#3: Transfer function
#4: Instructional programs
#5: Commitment to students
#6: Curriculum
#7: Online education
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Online Input
• 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
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Online Input
• 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
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Additional Comments?
Thanks for Participating!
http://www.foothill.edu/president/parc/esmp.php
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