Educational Master Plan & Strategic Planning

Educational Master Plan &Strategic PlanningEducational Master Plan &Strategic Planning

Kurt HuegDaniel PeckKatie Townsend-Merino

April 15, 2009

Educational Master & Strategic PlanningEducational Master & Strategic Planning

AGENDA 4.15.091. Introductions Kurt Hueg

2. Welcome & Inspiration Judy Miner

3. Big Picture! Katie Townsend-Merino

4. Ground Rules Kurt Hueg

---Break---

5. Planning Process Katie Townsend-Merino

6. Our Environment Daniel Peck

7. Visioning Presentation Kurt Hueg

---Break---

8. Visioning Exercise Kurt Hueg

9. Mission/Vision/Values Katie Townsend-Merino & Daniel Peck

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Welcome!President Judy Miner

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BUDGET

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The Big Picture: Why NOW?

Integrated Planning and Budget Our budgets must support improved student learning and our strategic initiatives

It’s the right thing to do . . .

Accreditation Demands Short and Long Term Planning is required

Plans Developed by the Foothill Community With accountability to ourselves

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Why a 10-year vision with a 3-year plan?

Educational Master Plan: Foothill College 20/20 Ten-year Horizon Data Informed

Internal/external scans

Educational Strategic Plan Three-year Horizon: What/How/Who/When

Ongoing Process with Cyclical Annual Accountability to the Campus for Results

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We’ll imagine Foothill in 2020 But, 10 years is SO far away, it is easier to move toward big goals in smaller units of time.

CRITICAL QUESTIONS "What do we do?” "For whom do we do it?” "How do we excel?” How do we know if we have achieved our goals?


Strategic Initiative and Vision Statement with Commitments to Action—Evergreen Valley College

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Student Centered Transformation

Vision Area of Focus Success Metrics Commitments to Action

Access

Grow enrollment Increase community

education/distance education offerings

Increase the number of students from immigrant and underrepresented groups

Aggressive marketing and outreach to prospective student populations.

Use data from the MAAS report and other institutional data to develop a comprehensive plan to outreach to target student populations.

Curriculum and Programs

Expand occupational and vocational program offerings to meet and/or exceed offerings at other local community colleges in the area

Increase the number of CSU/UC articulation agreements to facilitate student transfer to 4-year institutions

Conduct comprehensive program reviews in every academic area/discipline.

Pursue the development of a University Center on the EVC campus.

Use data from the MAAS report and other institutional data to develop a comprehensive plan to expand academic and vocational course offerings.

Provide access to quality and efficient programs and services to increase retention and meet student goals.

Services

Increase course completion rate Increase degree completion rate Increase transfer rates Decrease number of students on

probation Increase retention rates

Improve current and develop new intervention programs designed to help students succeed.

Provide students with opportunities to engage in a vibrant and active campus life. (Students who feel connected to the campus are more likely to stay and be retained!)

Use data from the MAAS report and other institutional data to develop a comprehensive plan to expand service offerings.


1. Be present. No cell phones, PDAs and or email.

2. Listen actively -- respect others when they are talking.

3. Speak from your own experience instead of generalizing ("I" instead of "they," "we," and "you").

4. Different opinions are welcome & appreciated. Do not be afraid to respectfully challenge one another by asking questions, but refrain from personal attacks -- focus on ideas.

5. We will "parking lot" issues that we can't deal with today.

6. Participate to the fullest of your ability -- community growth depends on the inclusion of every individual voice.

7. We will start on time and end on time.

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9Strategic Planning Process 2009

Develop 4 Strategic Initiatives

April June

1st Draft of Proposed

Strategic

Initiatives/Vision

Statements Discussed

at Shared Governance

& Stakeholder

Meetings on:

May 4, 11

Task Force

Refines & Revises

2nd Draft Proposed

Strategic Initiatives

/Vision Statements

Discussed at Shared

Governance & Stakeholder

Meetings on June 1,8,18

Task Force

Refines & Revises

June 24th Roundtable

approves our Strategic

Initiatives/Vision

Statements!

May

Faculty and Staff Develop

“Future Vision”

Constituent-Based Task Force Convenes to Develop 1st Draft

of 4 Strategic Initiatives & Vision

Statements


10Strategic Planning Process 2009

September NovemberOctober

Campus-wide Planning

December

Initiative Teams

Convene & Develop

Draft Commitments to

Action for Each

Initiative

Proposed Commitments

to Action Discussed

by Governance Groups

& NEW Planning

Councils

New College

Shared Governance

Planning Council

Approves

Commitments to

Action !

Opening Day Workshop

All Staff input into Commitments to Action Plans for Initiatives

Initiative Teams

Revise & Draft

Commitments to

Action Plans

Proposed Commitments

to Action Discussed

by Governance Groups

& NEW Planning

Councils

Begin Implementing Calendar Year 2010!

Commitment to Action

Recommendations


Educational Master Plan and Strategic Planning Task Force

Lucy Rodriguez

Judi McAlpin

Dan Peck

Daphne Small

Rosemary Arca

Dolores Davison

Jay Patyk

I-Chen Wen

Katie Townsend-Merino

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Our EnvironmentWhat’s happening around us?

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Data, Data, DataDistrict Master Plan Data (Bob Barr)

Environmental Scan Data Demographics, Industry and Economic Data, Education Data, Joint Venture Silicon Valley 2009 Index

Environmental and Societal Forecasts Predictions on social and cultural trends

See the full resources at http://research.fhda.edu/Planning/PlanningDocuments.htm http://research.fhda.edu/factbook/factbook.htm http://research.fhda.edu/programreview/programreview.htm

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Population ProjectionsPopulation in the region will continue to grow, but at a slower pace --less than 1.5% annually over the next 15 years

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Forecast Adult Population, Santa Clara and San Mateo Counties2000 to 2050

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

2,000,000

2,200,000

2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050

SOURCE: State of California, Department of Finance, Race/Ethnic Population with Age and Sex Detail, 2000–2050. Sacramento, CA, July 2007.Note: Adult is age 20 and up.

Santa Clara County

San Mateo County

Increase: 229,3031.20% Annually






Total 2005 to 2050 Increase: 734,7471.29% Annually

Total 2005 to 2050 Increase: 98,7760.40% Annually


Population Projections Population in the region will continue to grow, but at a slower pace

Baby Boomers (born 1946-1964) represent close to 1/3 of the workforce—there aren’t enough younger workers to replace them

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Santa Clara County Forecast Population by Age Group2000 to 2050

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

900,000

2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050

SOURCE: State of California, Department of Finance, Race/Ethnic Population with Age and Sex Detail, 2000–2050. Sacramento, CA, July 2007.

Age 15 to 24Increase: 109,9601.19% Annually



Age 61 & upIncrease: 394,0113.54% Annually


Total Increase from 2005: 863,293

1.09% Annually

All IncreasesFrom 2005


Population Projections Population in the region will continue to grow, but at a slower pace

Baby Boomers (born 1946-1964) represent close to 1/3 of the workforce—there aren’t enough younger workers to replace them

Hispanic populations will increase at the highest rate, followed by Asian and Pacific Islander populations

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Santa Clara County Forecast Adult Population by Ethnicity2000 to 2050

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050

SOURCE: State of California, Department of Finance, Race/Ethnic Population with Age and Sex Detail, 2000–2050. Sacramento, CA, July 2007.Note: Native American and Multirace groups not displayed.

African-AmIncrease: 1,9040.12% Annually

HispanicIncrease: 399,5983.28% Annually

WhiteIncrease: 17,1880.06% Annually

Asian/PIIncrease: 234,8711.49% Annually

Total Adult Increase from 2005: 734,747

1.29% Annually

All IncreasesFrom 2005


Many backgrounds44% of youth aged 5 to 17 speak a language other than English at home The percentage is higher for older age groups

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English Only

Spanish

Other Indo-European

Asian or Pacific Islander

Other Language

Primary Language Spoken At Home, Fraction of Population in Age GroupSanta Clara County, 2000

SOURCE: U.S. Census 2000 Summary File 3 (Table P19) through American FactFinder

5 to 17

56%

21%

5%

17%

1%

18 to 64

53%

18%

8%

21%

1%

65 or older

65%

10%

8%

16%

1%

Speaks English Very Well

Speaks English Less Than Very Well

Age Group


Population NotesThe population north of El Camino will grow at a rate around 30% faster than the rest of Santa Clara County Still only about 1.3% per year Jobs expected to increase faster than the population, at nearly 1.9% per year

The El Camino-101 area could potentially provide about 5,000 FTES if participation rate increased to 3.75%, the overall within-district participation rate

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Population and Foothill-De AnzaAlthough not part of the district, nearly one-third of enrollments come from the city of San Jose

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NOTE: Approximately 16% of total enrollment is in cities not listed above, Fremont and San Francisco constituting the largest share of enrollment.. SOURCE: Enrollment data from FHDA Institutional Research & Planning. Population data from State of California, Department of Finance, E-4 Population Estimates for Cities, Counties and the State, 2001-2008, with 2000 DRU Benchmark. Sacramento, California, May 2008.

1%

0%

0%

0%

0%

1%

1%

2%

1%

1%

2%

3%

5%

5%

7%

7%

33%

10%

2%

0% 10% 20% 30% 40%

San Jose

Sunnyvale

Cupertino

Mountain View

Santa Clara

Palo Alto

Los Altos

Milpitas

Campbell

Saratoga

Los Gatos

Redwood City

Menlo Park

San Mateo

East Palo Alto

San Carlos

Portola Valley

Gilroy

Millbrae

Enrollment and Participation Rate, by CityFall 2008

1.0%

0.6%

3.9%

0.3%

0.4%

0.4%

1.8%

0.9%

1.6%

1.7%

2.0%

3.8%

3.2%

1.9%

3.9%

5.2%

1.4%

3.1%

1.4%

0%1%2%3%4%5%6%

FHDA Headcount as a Percent of Total City Population

Share of Total FHDA Headcount

Cities in Foothill-De AnzaCommunity College District


Population and Foothill-De Anza Although not part of the district, nearly one-third of enrollments come from the city of San Jose

Hispanic students are under-represented relative to Santa Clara County as a whole White students are under-represented relative to cities within the Foothill boundary, however these cities only account for 15% of enrollment at FHDA

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Racial Composition of Foothill Students and Neighboring CitiesAll Ages, 2000 for Cities, Fall 2008 for Foothill College

Notes: Individuals with unknown, other, or two or more races are not includedSOURCE: FHDA Institutional Research & Planning Office; U.S. Census 2000 Summary File 1 through American FactFinder

47% 46%

75%

57%

80%

14%25%

5%

19%

3%34%

27%18% 21%

16%4% 3% 2% 2% 0%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Foothill CollegeSanta Clara County

Palo Alto

Mountain View

Los Altos

BlackNon-Hispanic

Asian & Pacific Islander

Hispanic Ethnicity

WhiteNon-Hispanic


Trends at FoothillTotal headcount is increasing steadily, after dipping in 2004

27

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2000 2001 2002 2003 2004 2005 2006 2007 2008

Fall Headcount 17,883 18,804 19,365 18,326 17,406 17,677 18,342 18,522 19,102



Distance Education enrollment also continues to climb at Foothill

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Distance Learning Enrollments at Foothill-De Anza CCD

SOURCE: FHDA Institutional Research & Planning Access Database, Enrollment Table, sections ending in D, W or Z

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

20,000

96-97 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08

De Anza Foothill



Distance Education enrollment also continues to climb at Foothill

While the number of unduplicated students has begun to decrease at the Middlefield Campus, the units taken have stayed relatively stable

31

32


Trends at FoothillBoth Success and Retention are significantly higher than the state level However, both have begun to decrease since 2005

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Fall Fall Fall Fall Fall Fall Fall Fall FallOutcome 2000 2001 2002 2003 2004 2005 2006 2007 2008Foothill Retention 88.9% 90.1% 91.1% 91.7% 91.6% 91.9% 90.9% 88.3% 87.2%State Retention 81.6% 82.3% 82.6% 83.0% 83.8% 83.4% 83.8% 82.4% 82.4%Foothill Success 80.5% 81.9% 82.7% 83.3% 82.9% 85.5% 84.0% 81.0% 77.3%State Success 65.9% 66.6% 67.4% 67.2% 66.8% 65.9% 66.1% 65.6% 65.6%


Trends at FoothillTransfers to both UC and CSU have increased since 2000

But, both are beginning to slip after highs between 2003 and 2005

35

36

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08

UC 246 210 254 285 267 264 268 261

CSU 354 364 391 421 426 420 420 393


Trends at Foothill Transfers to both UC and CSU have increased since 2000

But, both are beginning to slip after highs between 2003 and 2005

Degrees and certificates are lower than in 2000

Again, peaking between 2003 and 2005

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00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08Degrees 609 593 655 700 660 591 523 507Certificates 749 803 726 723 934 788 729 618


Readiness to LearnWhile the high school graduation rate has dipped the last few years, the percentage meeting UC/CSU requirements has increased

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SOURCE: CA Dept of Education, DataQuest Database, accessed 5/3/04; 2003-04 accessed 5/9/05; 04-05 to 06-07 on 1/20/09

Graduation Rates and UC/CSU Preparedness of Santa Clara CountyHigh School Students


Readiness to Learn While the high school graduation rate has dipped the last few years, the percentage meeting UC/CSU requirements has increased

At the same time, nearly half of Bay Area CSU Freshmen need remediation in Math or English The rate has decreased slightly for English and moderately for Math

41

Remediation Needed by Bay Area CSU Freshmen

SOURCE: CSU Freshman Remediation Reports. See web site http://www.asd.calstate.edu/performance/proficiency.html

55%52%

42%

50%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Math English Fall 1998 Fall 2007


Readiness to Learn While the high school graduation rate has dipped the last few years, the percentage meeting UC/CSU requirements has increased

At the same time, nearly half of Bay Area CSU Freshmen need remediation in Math or English The rate has decreased slightly for English and moderately for Math

Preparedness for UC/CSU schools, although increasing as a whole, varies widely by ethnic background

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UC/CSU Preparedness of Silicon Valley High School Students, by Ethnicity, 2006-2007

SOURCE: CA Dept of Education, DataQuest Database, accessed 1/9/09

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Asian/PI AfricanAmerican

Filipino Hispanic Native Am White

Santa Clara State


The Grades Are In Key Findings from the Institute for Higher Education Leadership 7 Policy 2008

Preparation—Not enough high school students are ready for college success

Completion—Enrollment too often fails to lead to degree completion

Benefits of Education—May be at risk CA ranks in top third among states in share of adult population with BA or higher, but it’s relative rank is falling with each successively younger age group in the working age population

Affordability—Higher education is becoming less affordable

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Jobs and Educational NeedsPost-secondary achievements are increasingly becoming required for jobs in Santa Clara County

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Graduate or professional degree

Bachelor’s degree

Associates degree

Postsecondary vocational training

Work experience (no degree)

On-the-job training (1- 12 months)

On-the-job training (12 months)

On-the-job training (30 days)

Degree and Training RequirementsSanta Clara County

Notes: Projections are for the years 2001 to 2008 and were released in December 2003.SOURCE: California Employment Development Department, Labor Market Information Division.

Fraction of Jobs that Require Credential, 2001

3%

29%

6%

4%

5%

6%

17%

31%

1.9%

1.5%

1.8%

1.1%

0.6%

0.9%

0.2%

0.9%

Projected Annual % Change, 2001 to 2008


Jobs and Educational NeedsPost-secondary achievements are increasingly becoming required for jobs in Santa Clara County

Job growth in Santa Clara County is highest among jobs with the highest level of “Basic Skills” proficiency Basic Skills proficiency, transferable skills, and the ability to learn new jobs quickly will be required for almost all workers

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Projected Annual Job Growth by Basic Skill CategorySanta Clara County

SOURCE: California Employment Development Department; O*NET Online

-2%

-1%

1%

2%

3%

4%

0 to 9 10 to 19 20 to 29 30 to 39 40 to 49 50 to 59 60 to 69 70 to 79 80 andhigher

Math

Critical Thinking

Reading

Speaking

Writing

Level of Basic Skill Needed For Job(0 = Lowest, 100 = Highest)

Proj

ecte

d An

nual

Job

Gro

wth

2001

to 2

008 Overall: 1.1%


Jobs and Educational Needs Workers are increasingly requiring training and retraining to remain current and prepare for new jobs or careers

Silicon valley is not prepared to fill the tidal wave of replacement job openings in community infrastructure and high tech as baby boomers retire For every new job there will be two replacement jobs

CSU and UC will not be able to accommodate all appropriate high school grads and other students over the next 5 to 10 years

The Silicon Valley economy has strengths in sectors Clean/ green/sustainable, nano tech products and services

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Bay Area Strengths Bay Area Weaknesses• Entrepreneurship, New Business Creation• Research in Advanced Technologies• Cross-Disciplinary Research• Concept and Market Development• Global Integrated Management

• Mass Production• Back Office Operations• Product and Process Enhancement

Occupations Aligned with Strengths• Venture capitalists, lawyers and other occupations in the entrepreneurial infrastructure

• IT, biotech and nanotech R&D professionals

• Select computer and software engineers for research and advanced development

• Select engineering including electrical, mechanical and electronics

•Strategic managers in sales and marketing

• Product marketing managers

• Managers of global teams and assets

Vulnerable Occupations• High tech manufacturing and assembly

• Office support (e.g., data entry clerks, etc.)

• Business and financial support (e.g., processing staff)

• IT support specialists and administrators

• Legal assistants

• Statistical analysts

• Entry-level computer and software engineers

• Quality assurance and test, product and process engineers

Bay Area Strengths and Weaknesses and Implications for Occupational Growth

SOURCE: AT Kearney “The Future of Bay Area Jobs: The Impact of Offshoring and Other Key Trends,” sponsored by the Bay Area Economic Forum, Joint Venture: Silicon Valley Network, and SPRIE.


In the end….Rapid changes in the job market will require job education for almost every worker (The Futurist)

Silicon Valley needs a robust system of workforce development and safety net programs

Demand for online and alternative learning opportunities will expand

The high number of area colleges and training providers both represent opportunities for collaboration, as well as competition

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Vision Foothill Now.And Later.

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Cross-functional

GroupsIt is the year 2020. You are the President of Foothill College.

What Yelp review do you WANT to read? What do we want Foothill students to SAY

about their journey at our college?

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Mission/Vision/Values

Review/Reaffirm/Revise

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Adopted by the College Roundtable, February. 24, 1999;Revised by the College Roundtable, April 6, 2005 Our Vision

Students who attend our college achieve their goals because relevant instruction occurs in an engaging, stimulating, inclusive manner, and appropriate support services are provided. Students feel accepted as part of the Foothill family and realize they made the right choice by choosing Foothill to further their education and personal development.

Our Values Honesty – Integrity – Trust – Openness – Forgiveness

Our Purpose to provide educational opportunity for all with innovation and distinction

Our Mission to promote student learning through lower-division academic instruction,

career preparation, and continuous workforce improvement to advance California’s economic growth and global competitiveness.

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Recommendation from Accreditation Visit 2005“In order to fully meet the standard, the team recommends that the institution revise its mission statement to include its intended student population.”

What do we think might be missing?

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What are the ACCJC Mission Statement Standards? Standard 1A. Mission

The institution has a statement of mission that defines the institution’s broad educational purposes, its intended student population, and its commitment to achieving student learning.

1. The institution establishes student learning programs and services aligned with its purposes, its character, and its student population.

2. The mission statement is approved by the governing board and published.

3. Using the institution's governance and decision-making processes, the institution reviews its mission statement on a regular basis and revises it as necessary.

4. The institution’s mission is central to institutional planning and decision making.

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Thank you!!From Kurt, Dan, Katie and Judy.

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