Strategic Enrollment Plan for Career Education/Strong Workforce

1. Strategic Enrollment Plan for Career Education/Strong Workforce Vision: We change lives – one student at a time

2. Maximize FTES, Load and FTEF to meet the needs of the student • Build growth into FTEF allocation (departments with continual growth institutionalize; new programs supplemented with grants and innovation funds) • Career education students – higher percentage part-time and faculty must address needs of unique headcount. Opposite of allocation model focus on FTES (full-time equivalent students) • Internal Cañada reporting based FTES = 12 units/semester vs 15 units/semester, research number of Career education students have post-secondary degrees

3. Maximize FTES, Load and FTEF to meet the needs of the student (cont.) • Minimize pipeline disruptions for students (planning strategically for less cancellations) • Non-traditional schedule of classes (Friday, Saturday, Sunday) • Off campus locations (RWC will close 4 schools in Fall 2019) • Review department certificates and degrees for current and future needs • Conceptualize Career Technical Education into Career Education • Perception change • Utilize State of California “Career Education Branding”

4. Identify local community students(zip codes/neighborhoods) and research area of interests • Each academic year focus on single disproportionate impacted group and retain students • Perkins addresses special populations: • Individuals with disabilities; • Individuals from economically disadvantaged families, including foster children; • Individuals preparing for non-traditional training and employment; • Single parents, including single pregnant women; • Displaced homemakers; and Individuals with other barriers to educational achievement, including individuals with limited English proficiency. • SWF changed multipliers for completed certificates • Focus on student gap (examples: shuttle for transportation, online/hybrid for single providers of children) • Outreach non-traditional methods (example: guerilla marketing, giant wavy man)

5. Increase High School relationships – dual enrollment, AB288, concurrent enrollment • Compete with City Recreation for youth summer camps; schedule mailed February • Bridge programs for Freshman, Sophomores, and Juniors • Educate first generation students and parents regarding success with first year college experience • Partner with Promise Scholars

6. Increase post-secondary partnerships for students’ transfers • Institutional support 4-year programs (Cañada campus classrooms and Student Services) • Regional Joint Venture/San Mateo County - Teacher Prep Pipeline • Leverage and lead teacher pipeline effort – What is Cañada known for … • Dedicated attempt to reach out to San Francisco State – 2nd attempt

7. Job Placement/Internships • Volunteer mentors – update skills to meet industry technological changes • Student focus on employment search skills and self-marketing • Leverage Industry Experts for knowledge of what employers seek • Develop employer relationships for internships and student employment • Software to capture graduate/alumni job changes, promotions, wage data • Create alumni network – Linked In platform • Focus groups for students and employers – UI/UX research with current Career platform

8. Strong Workforce/Perkins Grant Funds • Support division growth with curricular development, tutoring, lab assistants and marketing • Invite retired individuals to participate - SCORE • Create Graduate student group partnerships • Partner with faculty for new program development – consider sustainability • Build Local Employer advisory groups to determine needs for employers and future new program development • Provide technology resources in career education departments – stay current and prepare for changes • Industry Experts required for industry/employer best practices