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LATTC Strategic Planning Process
 

LATTC Strategic Planning Process

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Powerpoint used to guide discussion August 19 & 20

Powerpoint used to guide discussion August 19 & 20

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    LATTC Strategic Planning Process LATTC Strategic Planning Process Presentation Transcript

    • Agenda
      • Introductions
      • Retreat Purpose
      • Context
      • SWOT
      • Vision and Mission
      • Strategic Priorities
      • Measurements
      • Values
    • Strategic Priorities/ Strategy Development Mission and Values Internal Environment External Environment Vision SWOT Analysis Trend Analysis Strategic Plans and Action Plans KH Strategic Planning Model
    • Shift Happens - Changing US
      • 1 of every 8 couples married in the US last year met online
      • As of 09/06, there are over 106 million registered users of MySpace.
        • If it were a country, it would be the 11 th largest in the world, between Japan and Mexico
      • The number of text messages sent and received every day exceeds the population of the planet
      • Nintendo invested more than $140 Million in research and development in 2002 alone
        • More than twice as much as the US federal government spent on research and innovation in education
    • Shift Happens - Changing US
      • Today’s learners will have 10 - 14 jobs before they are 38 years old
      • 25% of today’s workers have spent less than 1 year with their current company
      • 50% workers have spent less than 5 yrs in their current company
      • Top 10 ten jobs projected for 2010 did not exist in 2004
        • We are currently preparing students for jobs that don’t exist
      • The amount of new technical information is doubling every 2 years - By 2010 it is predicted to double every 72 hours
      • Half of what 4 year college students learn in their first year of study will be outdated by their third year of study.
      • By 2023, when our current 1 st graders are 23 years old, the $1,000 computer will exceed the capabilities of the human brain.
    • Environmental Scan
      • LATTC Service Area Distinguishing Characteristics
      • Industry Patterns
      • Business Opinions and Concerns
      • LATTC Student Trends and Opinions
    • LATTC Service Area Distinguishing Characteristics
      • Total population exceeds 3 million people, 1 million households
      • Households and population in the service are projected to increase 6% over the period 2005 - 2010;
        • National growth rate is 1.1%;
        • California growth rate is 2% per year.
      • Average length of residency exceeds 10 years;
        • median length of residency in the US is 5.2 years
      Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group; and US Bureau of Census
    • LATTC Service Area Population by Age Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group 10.6% of the population, or about 335,000 people are between 18 and 24 years old; average age is 35.27 years old
    • LATTC Service Area Population by Race Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group3 60% of service area is Hispanic 7% of Hispanic population is Black, Asian, American Indian, Pacific Islander
    • LATTC Service Area Household Income Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group Two thirds of households earn less than $50,000 per year; 15% fall below federal poverty lines; educational expenditures per student average $3,800.
    • LATTC Service Area Labor Force Employment Participation Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group; US Census data 6.25% are unemployed, 43% are not in the labor force; almost 78,000 males and 70,000 females are unemployed US Labor participation rate in 2005 - 66%
    • Industry Patterns Employment by Industry Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group Manufacturing, a declining sector, provides the most employment in the service area; despite a projected increase of 92,000 jobs
    • Industry Patterns LA and Orange County Forecast Job Changes 2005 - 2010 Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group Half of all jobs forecast for 2010 in the County fall in 6 job categories
    • Industry Patterns Service Area Forecast Job Changes by Industry 2005 - 2010 Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group More than 22,000 job holders in the service area, and more than 100,000 job holders in LA/Orange Counties, will be looking for new job skills
    • 2010 Forecast: LA/Orange County Industry Targets Growth of > 5,000 jobs and 10%
      • Specialty Trade Contractors (21,230) - especially
        • Building Finishing Contractors (8,148)
        • Drywall and Insulation Contractors (6,772)
      • Automobile Dealers (7,319)
      • Grocery Stores (14,184)
      • Clothing Stores (7,280)
      • Department Stores (7,464)
      • Motion Picture and Video Industries (29,639)
      • Activities Related to Credit Intermediation (6,381)
      • Financial Investment Activities (8,262)
      Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group
      • Real Estate (47,620) - especially
        • Offices of Real Estate Agents and Brokers (13,448)
        • Activities related to Real Estate (28,499)
      • Professional and Technical Services (43,947) - especially
        • Computer Systems Design and Related Services (14,799)
        • Specialized Design Services (5,475)
        • Mgmt, Scientific and Technical Consulting Services (21,054)
      • Elementary and Secondary Schools (8,444)
      • Other (non-Business, Trade, Elementary) Schools - (5,639)
      2010 Forecast: LA/Orange County Industry Targets Growth of > 5,000 jobs and 10% Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group
    • 2010 Forecast: LA/Orange County Industry Targets Growth of > 5,000 jobs and 10%
      • Administrative and Support Services (102,867) - especially
        • Office Administrative Services (8,768)
        • Facilities Support Services (61,909)
        • Collection Agencies and other Business Support Services (6,318)
        • Investigation and Security Services (12,103)
        • Investigation, Guard and Armored Car Services (10,859)
        • Services to Buildings and Dwellings (16,938)
        • Landscaping Services (6,079)
        • Janitorial and other services to Buildings and Dwellings (10,317)
      • Food Services and Drinking Places (47,667) - especially
        • Full-Service Restaurants (22,842)
        • Limited-service Eating Places (16,914)
        • Special Food Services (6,988)
      Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group
    • 2010 Forecast: LA/Orange County Industry Targets Growth of > 5,000 jobs and 10%
      • Performing Arts and Spectator Sports (21,957) - especially
        • Independent Artists, Writers, and Performers (12,364)
        • Performing Arts Companies, Promoters, Agents and Managers (6,234)
        • Amusements, Gambling, and Recreation (18,901)
        • Amusement Parks and Arcades (10,602)
        • Other Amusement and Recreation Industries (8,401)
        • Fitness and Recreational Sports Centers (5,471)
      • Membership Associations and Organizations (17,257) - especially
        • Professional and Similar Organizations 5,414)
      • Accommodation (7,699) - especially
        • Traveler Accommodation (7,224)
    • 2010 Forecast: LA/Orange County Industry Targets Growth of > 5,000 jobs and 10%
      • Ambulatory Health Care Services (45,121) - especially
        • Offices of Physicians (12,529)
        • Offices of Dentists (7,456)
        • Offices of Other Health Practitioners (6,990)
        • Home Health Care Services (11,762)
      • Nursing and Residential Care Facilities (17,464) - especially
        • Residential Mental Health Facilities (6,168)
        • Community Care Facilities for the Elderly (5,100)
      • Social Assistance (27,004) - especially
        • Individual and Family Services (8,443)
      Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group
    • 2010 Forecast: LA/Orange County Industry Targets Reduction of >5,000 jobs
      • Cut and Sew Apparel Manufacturing ( 21,205 )
      • Fabricated Metal Product Manufacturing ( 11,678 )
      • Computer and Electronic Product Manufacturing ( 14,291 )
      • Transportation Equipment Manufacturing ( 14,216 ) - especially
        • Aerospace Product and Parts Manufacturing ( 13,175 )
      • Plastics and Rubber Products Manufacturing ( 7,037 ) - especially
        • Plastics Product Manufacturing ( 6,080 )
      • Machinery Manufacturing ( 6,757 )
      • Telecommunications ( 7,935 ) - especially
        • Telecommunications Resellers ( 5,515 )
      Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group
    • High Schools
      • Feeder schools to LATTC have high drop-out rate
      • Skills of students applying to LATTC from High Schools are not uniformly high
      • 17 additional High Schools will be established in South and Central Los Angeles over the next five years
    • Other Vocational Education in County
      • 11 Professional and Management Development Training businesses
      • 28 Technical and Trade Schools
      • 24 Computer Training Schools
      • 92 Colleges, Universities and Professional Schools
      • 101 Business and Secretarial Schools
      Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group
    • Other Vocational Education in County Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group It is difficult to find the cost advantage of LATTC on its website; what other advantages is LATTC not highlighting?
    • LATTC Student Achievement Trends Source: ARCC 2007 Report - Chancellor’s Office, California Community Colleges LATTC has more male students than other local Community Colleges; Success factors are comparable
    • LATTC Student Achievement Trends Persistence, Student progress/Achievement, Successful Completion Vocational Courses have trended downward at LATT, West LA, and Southwest LA Community Colleges in the past three years Source: ARCC 2007 Report - Chancellor’s Office, California Community Colleges
    • LATTC Student Trends Source: 2006/7 ARCC - Chancellor’s Office, California Community Colleges FTES are down 7% from 2003/4 to 2005/6 while headcount is up
    • Agenda
      • Introductions
      • Retreat Purpose
      • Context
      • SWOT
      • Vision and Mission
      • Strategic Priorities
      • Measurements
      • Values
    • Strategic Priorities/ Strategy Development Mission and Values Internal Environment External Environment Vision SWOT Analysis Trend Analysis Strategic Plans and Action Plans KH Strategic Planning Model
    • Leadership and Strategy Establishment Themes and Trends
      • REDI is innovative system to target workforce needs in
        • Tourism/hospitality
        • Sustainable energy/utility
        • Technology
        • Construction
      • Identity and leadership of college has not been stable recently; leads to inability to sustain direction
      • New Chancellor provides opportunity for continuity and to re-commit to trade/technical focus
      • Poor connection with community
      • Communication insufficient
        • No Student newspaper for three years
        • No campus bulletins
      • District office is slow to respond
      • Insufficient collaboration and cooperation among disciplines, student services
    • Academic Program Themes and Trends
      • Unique, highly varied programs offered
      • On-line offerings increasing
      • Retention - high drop-out rates
      • Falling enrollment of traditional students (math, engineering, sociology)
      • Potential loss of accreditation in Nursing
      • Poor reputation with high school counselors
      • Need to assure students retain academic options
      • Qualifications of students from feeder schools
      • No consistent process for what can/should be started, grown, shrunk, eliminated
    • Fiscal Themes and Trends
      • Faculty and staff are not sufficiently knowledgeable of costs, budgets, and revenue generation
      • SB 361 does not recognize the high cost of our programs and may become a source of additional revenue
      • Falling FTES, missed growth goals may require giving money back
      • 92% of costs are fixed
      • Possibilities exist for
        • Corporate partnerships
        • Foundation enhancement
        • International Students
      • Bond revenues can lead to facility improvement
    • HR Themes and Trends
      • Faculty is stable and capable; department chairs are strong advocates for their programs, faculty, students
      • Diversity of staff is positive
        • Need more Spanish speakers
      • Need to assure continuity of programs in face of aging faculty
      • Replacement of retirements will provide opportunity for new perspectives and approaches
      • Some faculty resistant to change
      • Need to invest in faculty training to keep current within disciplines and industries
      • Hiring process is slow and cumbersome
      • Too much faculty release time
      • Student Workers are generally good, but lack professional skills
    • Facility/Technology Themes and Trends
      • Facilities are aging and inadequately maintained
      • Bond issue will provide opportunity for improvements
      • Insufficient smart classrooms
      • Community ties enhanced by use of theater
      • Parking problems are being addressed but remain a huge issue
      • Location has negative image (old facilities, neighborhood)
      • Facility plan is based on 60/40 split in Trades/Academic programs
      • Many faculty lack technical interest or sophistication
    • Administrative System Themes and Trends
      • District systems are confusing and frequently unhelpful;
      • HR, Budget, Curriculum systems are new and still have bugs
      • No regular program review
      • Shared Governance needs rejuvenation
      • Purchasing is slow and overly controlled
      • Planning processes are not integrated - e.g., facility plan with strategic directions
      • Committees are not working well with one another
      • MIS is underfunded
      • Recruitment has “fallen apart”
    • LATTC Student Opinions Customer Service, Economic Development and Sister College Relationships are the three biggest “gaps” Number of respondents: 22
    • LATTC Student Opinions Planning Process, Technology,HR, and Leadership are the four biggest “gaps” Number of respondents: 22
    • LATTC Student Opinions Student Newspaper/ Communications, Facilities, and Equipment and Technology are the three biggest “gaps” Number of respondents: 22
    • LATTC Student Opinions
      • COUNSELING
          • Counselors have inconvenient office hours/lack of availability
          • Counseling is not effective or helpful
          • Specialty Counselors are more well-informed
          • “ [Counselors] are very helpful. They give you their time and make you feel they want to help you. They’ll make time for you and explain everything to you if you go out of your way to reach them. They have a lot of useful information and they’ll give it to you if you want to listen.”
    • LATTC Student Opinions
      • LIBRARY
        • Need better hours of operation
        • Need to improve book reserve policy
        • There are staff needs
        • Need better technology
        • Need to improve library appearance
        • Need to improve library collection
        • Positive Comments
          • “Good location”
          • “Book Sale”
          • “Periodical section”
          • “Reserves section”
    • LATTC Student Opinions
      • STUDENT SERVICES
        • Not customer-friendly
        • Students need more/better information about available student services
        • Need a Student Services Bulletin Board
        • Students need more/better information about student services requirements for services
        • Orientation needs to be more useful and informative
      • CAMPUS SECURITY/SAFETY
        • Need more and better quality security officers
        • Need better parking lot security
    • LATTC Student Opinions
      • RELATIONSHIPS WITH FOUR-YEAR COLLEGES ∗
        • In general, the focus group participants seem to understand that the trades are LATTC’s primary focus and that is fine with them. Though, as transfer students, they feel neglected and would like to see better-quality support for those transfer students who are on campus
        • LATTC should put more focus on transfer programs
        • LATTC needs to build more and stronger relationships with 4-year colleges to improve transfer process for students
        • LATTC needs a “Motivation Center”
        • Need to provide more transfer classes (and classes in general)
      • PERFORMING ARTS
      • OTHER ISSUES
        • Child Development Center
        • Technology
        • Image
        • Need more current and up-to-date trade offerings
    • LATTC Student Opinions
      • STUDENT PAPER
      • BOOKSTORE
        • Prices and Availability
        • Hours of Operation and Customer Service
        • Other
        • Positive
          • Good Location
          • Student operated
    • Community Opinions and Concerns Good news!
      • LATTC perceived as a valuable ally and commodity within community
        • CD Tech, its curricula and the relationship of program’s faculty to community very well regarded
      • Innovative, quality programs available to community young people and adults
        • Community economic development
        • Outreach to middle schools
        • Supportive services, such as child care, for working families
      • Location, location, location
        • Public transportation and access to LATTC as a key strength
    • Community Opinions and Concerns Watch out!
      • LATTC not offering “State of the Art” education
        • Low academic expectations
        • Lack of quality facilities
        • Many young people (and organizations serving them) view LATTC as place of last resort
      • Perceived lack of safety
      • More supportive services needed: child care and counseling
      • Some perception that communication and interaction with community is too top-down
    • Community Opinions and Concerns Watch out!
      • Communication with community-based organizations and high school counselors is not strong; consistency as being the key
        • Need to know continually where college is heading and what it’s accomplishing
      • Trust building and relationship need to be prioritized by college administration, not just programs working with community
      • Families and community feeling very threatened by gentrification
      • Lack of community and civic engagement within service area
    • Community Opinions and Concerns Suggestions
      • Instruction and Curricula
        • Focus on being the best trade college possible!
        • Create programs that meet community need and train people for living wage jobs (child care program)
        • Reward innovative, quality teaching to keep strong faculty
        • Expand CD Tech offerings to nonprofit management leadership in Central and South LA’s nonprofit
        • Look at new opportunities, such as creating Green development and Technology program
      • Counseling focus on issues that affect families and pathways to job and higher education
      • Create regular outreach and communication with community organizations
        • Key audiences: CBOs (economic and job development, youth serving organizations) and schools (local high schools and counselors)
    • Business Opinions and Concerns Good news!
      • Local Banks, small businesses and others give LATTC high marks; general sense of good will
      • Outreach by Electrical, Construction & Maintenance is highly valued
      • Lots of buzz about
        • LA REDI
        • LA Live
        • Grand-Avenue Projects
    • Business Opinions and Concerns Watch out!
      • LATTC in some areas is not training to “State of the Art”
        • Important to have technical skills, but even more crucial to know how to use most up-to-date technology; keep oneself current
        • From a business point of view, they are “buying” a product – employees – from LATTC; make sure your “product” – the students you are training, are high quality
      • Some perception that calls are not returned, people are not responsive
      • Relationships with High-School counselors is not strong
      • Need to be nimble to respond to immediate needs
    • Business Opinions and Concerns Suggestions
      • Update advisor lists with industry leaders, and maintain relationships
        • Semi-annually, meet with industry leaders and local businesses to find out what is needed in the short-term (2-3 months)
      • Foster a reputation of being quick and nimble. Be quick and flexible to create curricula that meets business needs.
        • Use creative approaches to do off site training with particular sectors. Use their machines and maybe work with their fore-people.
      • Take advantage of economic bad-news
        • Train students about financial literacy to help avoid defaulting in partnership with banks
        • Re-train laid-off workers – many are skilled but not “certificated”
        • Acquire local property during real estate market downturn
    • Business Opinions and Concerns Suggestions
      • Seek out relationships with small and medium sized businesses – especially small manufacturing; LA is still #1 in manufacturing in US
      • Build on proximity to local industry
      • Strong local job possibilities in:
        • High end fashion/apparel, food processing and jewelry manufacturers
        • Metal machinery and manufacturing
        • Multimedia, media, and entertainment
        • Bio-med
      • Work on “soft” skills – communications, diversity management, teamwork.
        • Workshops – 1 – 2 days, to add new skills in soft and “hard” areas
    • Business Opinions and Concerns Suggestions
      • Offer on-site training to employers
      • Build active Alumni/Alumnae Association
      • Develop strong relationships with new High Schools being built in the area
    • Strategic Issues and Questions from External Scan
      • How do we build on business suggestions, especially about being more nimble?
      • What do students, business, universities, and the community want from us?
      • What workforce needs are we best suited to provide?
      • What community needs can we address?
        • Economics of community redevelopment programs
        • Community organizing
      • Where are there opportunities in shrinking industries to find students eager to learn new skills?
    • Strategic Issues and Questions from External Scan
      • What business partnerships are available?
        • Governments
        • Port-related industries
        • Entertainment
        • High end fashion/apparel, food processing and jewelry manufacturers
        • Metal machinery and manufacturing
        • Multimedia, media, and entertainment
        • Bio-med
        • Aero-space
        • Auto repair/insurers
    • LATTC’s SWOT STRENGTHS WEAKNESSES THREATS Over 200 trade and vocational education institutions in the County Inability to sustain financial stability in expensive programs with existing State funding formulas Qualifications of students from feeder schools CURRENT/INTERNAL FUTURE/EXTERNAL OPPORTUNITIES Falling enrollment of traditional students
      • Unique and highly varied programs, including on-lie offerings
      • Location near to industry
      • Bond revenues allow for facility improvement
      • Stable faculty; turnover due to potential retirements will provide opportunity for new perspectives and approaches
      • REDI partnership with City is exciting to LATTC and business community
      • Strong re-commitment to trade/technical focus
      New High Schools Large and growing target age population in service area Need for retraining for over 22,000 manufacturing job holders Strong local manufacturing base with mostly good opinion of LATTC Local job possibilities in multimedia, bio-med and high-end manufacturing Partnerships with City and other Community Colleges
      • Historical inability to rapidly respond with curriculum changes to new community or business opportunities
      • Insufficient collaboration and cooperation among disciplines and student services
      • Declining FTES
      • Poor reputation with high school counselors
      • Internal processes for HR, planning and budgeting perceived as weak and/or not widely understood
      • Facilities are aging and inadequately maintained
      • Insufficient parking and smart classrooms
      • Recruitment of new students has “fallen apart”