CALIFORNIA COMMUNITY COLLEGES OF State THE System REPORT 2017 | California Community Colleges Chancellor’s Office | Eloy Ortiz Oakley, Chancellor CALIFORNIA COMMUNITY COLLEGES OF State THE System Letter from Chancellor Oakley 4 REPORT Vision for Success Goal 1: 6 Earning Credentials Vision for Success Goal 2: 8 Transfer Students Vision for Success Goal 3: 10 Units to Degree Vision for Success Goal 4: 12 Jobs in Field of Study Vision for Success Goal 5: 14 ANNUAL STUDENT HEADCOUNT* Equity Gaps Vision for Success Goal 6: 16 2,532,725 Regional Achievement Gaps 2,407,319 Vision for Success and the Colleges 18 2,335,846 Vision for Success and Guided Pathways 19 Additional System Measurements 20 Board of Governors 22 Connect with Us! 23 2005 Front cover photo: College of the Sequoias 2005-06 2006-07 2007-08 Photo left: San Jose City College 2 | 2017 STATE OF THE SYSTEM REPORT 2016-17 African-American STUDENT DEMOGRAPHICS BY ETHNICITY 6.13% American Indian 0.43% Asian 11.53% Filipino 2.84% Hispanic 43.61% Pacific Islander 0.41% White 26.42% Multi-Race 3.68% Unknown 4.95% 2,667,801 2,539,859 2,362,260 2,198,790 2,149,432 2,129,301 2,103,502 2,094,460 2,079,315 2017 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 *The system headcount is unduplicated so students are only counted once, even if they attended multiple colleges. 2017 STATE OF THE SYSTEM REPORT | 3 Those of us who work in the California Community Colleges know what an honor it is to serve our 2.1 million students, and we strive every day to help students build brighter futures for their families and communities. Our 114 community colleges operate as the primary engine driving social and economic mobility in our state. We do this with our career education, degree and transfer programs and through educational opportunities for adults who are struggling at the margins of society. In the past year, we have gone through trials and triumphs. Devastating wildfires and floods. Political upheaval that threatens some of our most promising—yet vulnerable—students. Social, economic and technological transformations that test the status quo and drive change, whether we are ready for it or not. We have also seen progress. Success stories abound, from the formerly homeless who are on their way to becoming doctors and from the nurses to former refugees who are opening their own business thanks to the education and training they received on our campuses. Overall, transfer and completion rates are showing small annual Chancellor increases. The California College Promise, with its component state and local support structures, is strengthening the college-going culture across our state, and two once-faltering colleges are in strong recovery. Despite these gains, we still face a stark imperative. Most students “When we talk about California’s future, do not reach a defined goal, and less than half who enrolled in a California community college campus left with a degree or certificate there is no stronger force for progress or transferred after six years. Achievement gaps that fall along lines than the California Community Colleges.” defined by race and ethnicity persist at unacceptable rates. That is why we—as the most important system of higher education in CHANCELLOR ELOY ORTIZ OAKLEY the nation—must organize and animate ourselves in ways that support our Vision for Success. Adopted by the Board of Governors in July, the Vision for Success is about redesigning the student experience. It lays out goals of increasing by at least 20 percent the number of students who annually earn a degree, credential, certificate or specific skill set that prepares them for in-demand jobs. Other key goals include increasing by 35 percent the number of community college students 4 | 2017 STATE OF THE SYSTEM REPORT transferring annually to a University of California or California State CALIFORNIA COMMUNITY COLLEGES FUNDING University campus, and closing achievement gaps in our system $8.3 Billion within 10 years. $8.6 Billion 8B $7.7 Billion $8.0 Billion The Vision for Success gives us an opportunity to reset the narrative. This report, which includes new outcome measurements that 7B $6.5 Billion align with the Vision for Success goals, will help our state hold us $6.8 Billion accountable for progress. 6B $5.2 Billion Supporting the goals and commitments of the Vision for Success is $5.6 Billion $5.0 Billion $5.0 Billion the framework of Guided Pathways, a highly structured approach 5B to student success that provides all with a set of clear course-taking $4.9 Billion $3.9 Billion patterns that promotes better enrollment decisions and prepares 4B $4.2 Billion students to reach a defined goal. This framework, already underway $3.3 Billion in many colleges, integrates support services in ways that make it 3B easier for students to get the help they need during every step of 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 their community college experience. Total Funding State General (including general fund, Fund Contribution The stakes for our students and our state are high. California will property taxes and student fees) need 3.7 million more holders of associate and bachelor’s degrees by 2025 to remain internationally competitive, and it is estimated FUNDING PER STUDENT that by 2020, nearly two-thirds of all jobs in the U.S. economy will require more than a high school diploma. $7,459 $7,192 $7,060 California community colleges are the great equalizer at a time of $6,862 unprecedented wealth inequality. Forty-two percent of our students $6,177 $5,933 are the first in their family to go to college. More than half of CSU graduates and nearly one-third of UC graduates start their higher $5,125 $4,540 education journey at a California community college. $4,454 $4,394 $4,374 The goals articulated in the Vision for Success and the accountability $3,838 $3,498 to them require commitment from all of us. Every college needs $2,990 to ensure that their local goals align with the Vision for Success to guarantee all students and our state move forward. Sincerely, 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 Funding per full-time equivalent student Funding per full-time from all sources, including general fund, equivalent student from state property taxes and student fees. general fund contributions. Eloy Ortiz Oakley 2017 STATE OF THE SYSTEM REPORT | 5 VISION FOR SUCCESS INCREASE the number of students Goal 1 earning credentials by at least20% Why Is This Goal Important? This increase is required to meet the career goals of students and the future workforce demand of California. By increasing the number of students achieving their academic goals while simultaneously making sure those goals meet the workforce needs of the state, both benefit—ensuring our colleges serve as an engine of economic growth and social mobility. How Do We Measure It? This goal is measured by the number of students who acquire degrees, credentials or certificates, or are skills builder students with a wage gain. Because this metric is based upon the number of students and not the number of awards, students are counted only once and only for their highest level of achievement. Because of the manner in which skills builders are measured, the data are lagged by several years. For this report, the skills builder figures are from 2014-2015. Guided Pathways Strong Workforce The 2017-18 California state budget provided $150 million for the In 2017, the Chancellor’s Office secured $200 million in additional expansion of the Guided Pathways framework across the system annual funding for Career Education programs as part of the over the next five years. The Guided Pathways model creates Strong Workforce Program. Focused on increasing both the a highly structured approach to student success that provides amount and quality of career training, colleges and regional students with a set of course-taking patterns that promotes consortia submitted proposals that documented how their better enrollment decisions, and makes it easier for students investments relate to regional job markets. Projects covered a to get the help they need during each step of their community wide range of topics, including developing work-based learning college experience. programs, purchasing updated equipment and making curricular improvements that will ensure students are prepared for Some of the key elements of Guided Pathways include high-demand jobs such as nursing, welding and information redesigning and integrating basic skills/developmental education technology. In future years, Strong Workforce Program classes, proactive academic and career advising, responsive allocations will include incentive funding based on completion, student tracking systems, structured onboarding process, employment and earnings outcomes. programs that are fully mapped out and instructional support and co-curricular activities. 6 | 2017 STATE OF THE SYSTEM REPORT 2021 PROJECTED MIDDLE SKILLS JOB GAP Projected Job Openings in 2021: 705,836 Spotlight Giselle Romo SOUTHWESTERN COLLEGE Projected Shortage: 382,882 WHY IS THIS GAP SO LARGE? Inside the Mathematics, Engineering, Science When the Vision was released, the Achievement program at projected gap for middle skills jobs Southwestern College, was approximately 20 percent. At that Giselle Romo has devoted same time, it was noted that the federal herself to learning all about Projected Workforce Supply government was in the process of the program’s 3D printers. in 2021: 322,954 changing how it measures job openings Romo, an engineering major, and that the change would likely lead to new projections.