«“Changing Lives in a Changing Los Angeles” Adopted: January 24, 2007 Amended: June 18, 2008 Los Angeles Community College District District ...»
Los Angeles Community College District
District Strategic Plan
“Changing Lives in a Changing Los Angeles”
Adopted: January 24, 2007
Amended: June 18, 2008
Los Angeles Community College District
District Strategic Planning Committee
Darroch “Rocky” Young District Chancellor
Adrianna Barrera Senior Vice Chancellor
Sue Carleo Senior Assoc. Vice Chancellor
John Clerx Associate Vice Chancellor Jeanette Gordon LACCD Chief Financial Officer Larry Eisenberg Exec. Director of Facilities Planning Gary Colombo Associate Vice Chancellor Tyree Wieder LAVC President Marcy Drummond LATTC VP Academic Affairs Joe Ramirez LAMC VP Student Services Rebecca Tillberg LACC Dean of Research Dan Walden LASC Dean of Research Leon Marzillier DAS President Susan McMurray LAHC Senate President David Beaulieu ELAC Senate President Barrie Logan (emeritus) LAPC Senate President Carl Friedlander AFT 1521 Guild President Carolyn Widener AFT Guild Vice President Olga Shewfelt WLAC AFT Guild President Velma Butler AFT 1521A Staff Guild President Reggie McCoy Local SEIU 347 Staff Representative Strategic Planning Committee Charge To develop a comprehensive strategic plan for the Los Angeles Community College District that will articulate a shared mission and vision for the nine LACCD colleges and establish a clear series of District goals, implementation strategies, and benchmarks that can be used to guide local college planning efforts.
i Chancellor’s Preface The nine colleges of the Los Angeles Community College District have been changing lives across the greater Los Angeles area for nearly a century. Over the past eighty-one years, we’ve opened the door to educational opportunity for over three million students.
Enrolling more than a 100,000 students each semester, our colleges educate nearly three times as many Latino students and four times as many African Americans as all of the University of California campuses combined. We’re proud of the fact that more than 200,000 of our students have transferred to UC and CSU campuses and that another 80,000 have entered private colleges and universities. And we’ve also proud to have educated more than our share of major community leaders, including Mayor Antonio Villaraigosa, U.S. Representative Diane Watson, State Senator Richard Alarcon, LA.
County Sheriff Leroy Baca, L.A. City Councilman Bernard Parks, County Supervisors Gloria Molina and Mike Antonovich, and former U.S. Congressman Edward Roybal.
Serving a region that covers 882 square miles from Sylmar to San Pedro and that includes more than 23 cities, the nine LACCD colleges collaborate actively with local businesses, governments, and community organizations to offer state-of-the-art vocational degree and continuing workforce education programs. In fact, we estimate that the combined increase in lifetime earnings for our graduates in any given year is nearly $5.4 billion—money that will be earned and spent within the immediate Los Angeles area. Our operations and student expenditures contribute an estimated $1.3 billion annually to the regional economy, and our grads fill the ranks of employers and firms across the entire region.
We’re proud of our past achievements. But now it’s time to focus on the future. John F.
Kennedy once said that “Change is the law of life,” but change is welcome only if we direct it and it serves the greater good. Over the past ten years, world-wide economic forces have transformed the regional economy; the arrival of hundreds of thousands of new immigrants has transformed neighborhoods across the city; and changes in our educational system have reshaped our schools. I launched the LACCD Strategic Planning Initiative in fall of 2005 to address these changes and to chart a new course for district colleges over the next five years. In creating this plan, we’ve come together to assess our recent achievements—our strengths and our weaknesses—and to anticipate some of the challenges we’ll confront in the years ahead. The result, I hope, will be a new sense of mission and a new vision of what we, as a District, can become. We already are the biggest community college district in the nation—now it’s time for us to become the best. If we all work together—every instructor, administrator, and support staff member—we will improve on our past record of achievement and offer future generations of Angelenos new opportunities for success.
Darroch “Rocky” Young
District Strategic Planning Committee
I. Introduction: Meeting the Challenge of Change
II. The Strategic Planning Process Overview
Anticipated Planning Initiative Outcomes
Planning Initiative Guiding Values
III. Assessing Past Goals & Achievements
IV. Ten Enduring District Strengths
V. Fifteen Critical Internal Challenges
VI. External Challenges & Opportunities The Economic Impact of Globalization
Concerns about College Readiness
Increasing External Competition
Shifting Public Attitudes Towards Higher Education
Increasing Calls for Accountability
Incorporating Emerging Technologies
VII. Ten Planning Themes
VIII. A New District Mission
X. Strategic Goals & Objectives Access
Collaboration & Resources
XI. Implementation Plan
The Role of the District Office
The District Planning Committee
Implementation Matrix and Outcome Measures
Appendix A: Strategic Plan Implementation Matrix
Appendix B: Draft “Core Indicators and Strategic Measures”
iv I. Introduction: Meeting the Challenge of Change What happens when an immovable object meets an irresistible force? Usually, as they say, “something’s got to give.” This is especially true if the object is exceptionally big and not very nimble or adaptable to change. Since its creation, the Los Angeles Community College District has been distinguished by its scale and scope. We are the largest two-year college district in the nation. Enrolling more than 100,000 students each semester, we compete with the entire UC system. Over our history, we’ve sent millions of area residents on to further educational opportunities, new careers, and high-paying jobs. And with some 10,000 employees and an annual operating budget over half a billion dollars, we are a force to be reckoned with in the regional economy.
But like most very big, very complex organizations, we are not well known for our ability to adapt quickly to changing conditions. Over the past eighty-one years, our colleges have grown slowly and steadily in response to community needs. Since the founding of Trade Tech and LA City Colleges in the 1920s, we’ve added new campuses across the county and replaced programs like “Electricity” and “Social Skills” with computer science and communications. As the region expanded during the last half of the 20th Century, we added classes, built new buildings, and welcomed new communities.
But never in our past have we had to cope with the kind of demographic, economic, and cultural changes that are currently transforming the Los Angeles region. During the past two decades, Los Angeles has been swept by global forces that no one would have predicted or understood a half century ago. We’ve seen the loss of foundational industries, demographic shifts that have remade traditional neighborhoods, and technological developments that have reframed the tastes and habits of an entire generation. The challenge ahead is clear. If the LACCD is to thrive over the next decade, we will have to learn how to guide and sustain institutional change. To meet the “irresistible forces” that are shaping our future, we will have to become more agile and more adaptive. We will have to respond more efficiently to the needs of the communities we serve.
And, most importantly, we will have to become smarter as an organization by honing our capacity for learning how to learn.
The District Strategic Planning Initiative was established to address this central aim: to help reinvent the District as an effective learning institution—one that can assess past lessons, anticipate trends, and—through thoughtful and honest self-reflection—transform future challenges into opportunities. It was undertaken not simply to guarantee the continued existence of district colleges, but to enhance the well-being of everyone who lives and works in Los Angeles County.
The District’s commitment to this larger vision of community good is reflected in the five
primary goals emerging from the planning effort:
Goal 1: Access: Expand Educational Opportunity and Access Goal 2: Success: Enhance all Measures of Student Success Goal 3: Excellence: Support Student Learning and Educational Excellence Goal 4: Accountability: Foster A District-wide Culture of Service and Accountability Goal 5: Collaboration: Explore New Resources and External Partnerships Linking directly to the goals of the California Community College System Strategic Plan, these five goals, and the 33 accompanying objectives, are meant to guide the efforts of District colleges over the next five years and help them coordinate their activities on behalf of the communities they serve.
1 II. The Strategic Planning Process Overview To oversee the LACCD Strategic Planning Initiative, the Chancellor worked with union and faculty representatives to assemble a 21-member District Strategic Planning Committee that included members of District senior staff as well as college administrative, staff, and faculty leaders. The activities of this group were informed by an extensive external environmental scan conducted by H. Madrid and Associates and by an internal scan provided by the District’s Office of Research. External data collected and analyzed by the District Strategic Planning Committee
include the following:
Meeting from late December 2005 though December 2006, the LACCD Strategic Planning Committee assessed progress made toward the goals established in past District-wide planning efforts and accreditation self studies, reviewed data on external and internal trends, and conducted a District-wide “SWOT analysis.” This informal analysis of current LACCD “strengths and weaknesses” and future “opportunities and threats” involved input from the college councils at all nine LACCD campuses, the Board of Trustees, the Chancellor’s Cabinet
Once drafted, major components of the Strategic Plan were circulated widely among all District
employees for review and comment. These preliminary documents included the following:
Formal presentations of the draft goals and objectives were made at each LACCD college in fall of 2006 and at the annual District/DAS Summit on September 29, 2006. The Board of Trustees reviewed the draft goals and objectives during a special two-day retreat on September 20 and October 18, 2006. The final draft of the plan, the Implementation Matrix, and the draft “Core Indicators & Strategic Measures” of institutional effectiveness were reviewed by the Board’s Committee on Planning and Student Success on January 10, 2007, and the goals and objectives were formally adopted by the Board on January 24, 2007.
Anticipated Planning Initiative Outcomes Before commencing work, the members of the LACCD Strategic Planning Committee outlined a list of outcomes that they hoped to achieve as the result of their efforts. The anticipated outcomes
identified by the group included the following:
1. A New Institutional Vision of what the District hopes to achieve over the next five years, to guide District-wide decision-making processes and inform the planning efforts of all nine LACCD campuses
2. A Clear Set of Goals & Objectives that leads to institutional improvement and helps district colleges anticipate and respond positively to crisis situations before they arise
3. A Renewed Focus on Student Learning that unifies the entire District around the primary goal of student success
4. A Process for On-Going Institutional Improvement that leads to measurable institutional enhancement and ensures District and college accountability.
5. New Partnership Opportunities, including stronger linkages with local K-12 and university systems, community groups, and local businesses
6. A Clearer Definition of Decentralization, leading to a better understanding of the division of college and District Office functions and relationships
7. A Plan for Continuous Program Improvement, including a series of recommendations for the enhancement of educational, student support service, and administrative units across the District
To guide their efforts, the District Planning Committee also articulated a list of shared values.
Committee members agreed that the following list of shared planning values should inform all of
their deliberations and guide all of their analyses and decision-making processes:
1. Open Access: “We are committed to extending educational opportunity all students, including those who come from communities that are traditionally underserved by higher education and those who require special accommodation and support.”
2. Educational and Institutional Excellence: “We enter into the planning process with the goal of achieving nothing less than excellence—academically and institutionally—through all of the recommendations we make.”
3. Commitment to Empowering Students: “We are committed to a vision of education that empowers students to achieve their individual dreams, fulfill their personal potential, improve their economic condition, and transform the world they live in.”
4. Diversity: “We embrace cultural diversity as a defining aspect of our civic and institutional identity and as an essential ingredient of the intellectual development of all students.”