LOS ANGELES COMMUNITY COLLEGE DISTRICT

Institutional Effectiveness and Student Success Committee

January 27, 2016

DISTRICT STRATEGIC PLAN UPDATE

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Why Do We Need a District Strategic Plan?

Opportunity to dialogue and reach agreement about our shared vision, Guide for resource allocation decisions, Allows the District to set strategic priorities and

direction, Provides a framework for coordinated college planning, Good practice! Allows us to collectively reflect on our

goals, strengths and weaknesses, Regular review allows us to see where we’re meeting

targets and where we need course correction Accreditation requires it!

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ACCJC Requirement! Standard 4.D: Multi-College Districts or Systems

Institutional Effectiveness Standard IV.D.2 …Where a district/system has responsibility for resources, allocation of resources, and planning, it is evaluated against the Standards, and its performance is reflected in the accredited status of the institution…

Integrated Planning Standard IV.D.5 …District/system planning and evaluation are integrated with college planning and evaluation to improve student learning and achievement and institutional effectiveness…

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Life Before Vision 2017 2004: Board of Trustees “Vision and Goals” Retreat Board agreed on five goals to guide further activity: institutional change, improving administrative systems, facilities, grounds and equipment; strengthening fundraising and development

2006: LACCD First Strategic Plan Aligned with the CCCCO Chancellor’s Office System Strategic Plan

• Educational opportunity and access • Enhance student success • Student learning and educational excellence • Culture of service and accountability • Collaboration on resources and partnerships

2011-12: Plan Update • Conducted college forums and focus groups • Revised LACCD mission statement, goals, objectives, measures • Finalized goals, implementation and assessment strategies

2013: Vision 2017 Adopted

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Vision 2017 Goals GOAL # 1: Access and Preparation for Success

• Objective 1: Ensure equitable access to education.

• Objective 2: Increase the percentage of new students who complete the matriculation process by the end of their first semester.

• Objective 3: Increase the percentage of new students successfully completing at least one English and Math class in their first year and persisting to subsequent terms.

GOAL # 2: Teaching and Learning for Success

• Objective 1: Provide a learner-centered learning environment that encourages active learning and

student engagement. • Objective 2: Increase the percentage of new students who have reached the following milestones

within three and six years: successfully completing 30 and 60 units; successfully completing English 101 and Math 125; and earning a certificate, degree, or transferring to a 4-year college or university.

• Objective 3: Increase the number of students who complete career-focused certificates in a timely manner, find employment in high growth/high earning occupations, or realize higher earnings as a result of their educational experience.

• Objective 4: Increase equity in successful outcomes by identifying achievement gaps and increasing performance of under-performing groups.

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Vision 2017 Goals (cont’d)

GOAL # 3: Organizational Effectiveness • Objective 1: Assess and improve District processes and services • Objective 2: Improve communications and governance throughout the district • Objective 3: Improve employee development opportunities GOAL # 4: Resources and Collaboration • Objective 1: Develop and diversify sources of revenue • Objective 2: District and college Foundations will significantly increase

external resources in order to support the District and colleges • Objective 3: Increase business and community partnerships to support

innovation and student learning

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Sample: Strategic Plan Reporting College vs. District Goal Comparison

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Changes Since Vision 2017 Increased external accountability: 2012 • SB1456, Student Success Act of 2012 mandates creates new measures via Student Success

Scorecard [data measures and comparisons statewide, built on ARCC (Accountability Reporting for Community Colleges) framework]

2013 • ACCJC requires colleges to set standards for degrees, certificates, transfer, course completion

and job placement 2014 • State Budget Act established Student Equity Program. Colleges identified disproportionate

impacts in achievement, and addressed these in their updated Student Equity Plans • SB852 and SB860 required Board of Governors to adopt Institutional Effectiveness Partnership

Initiative (IEPI) indicators measuring student performance and outcomes, accreditation status, fiscal viability, and programmatic compliance with state and federal guidelines

• Colleges and districts are required to adopt targets for all measures. Targets for four measures were required in 2015-2016. Targets for all IEPI measures are required beginning in 2016-2017

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Sample: State IEPI Measures (2014) College/District Indicator Brief Description

Scor

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Completion Rate Percentage of degree, certificate and/or transfer-seeking students starting first time in 2008-09 who completed a degree, certificate or transfer-related outcomes.

• College-Prepared Student’s lowest course attempted in Math and/or English was college level

• Unprepared for College Student’s lowest course attempted in Math and/or English was pre-collegiate level

• Overall Student attempted any level of Math or English in the first three years

Remedial Rate % of credit students tracked for 6 years who started in 2008-09 below transfer level in English, mathematics, and/or ESL and completed a college-level course in the same discipline

• Math, English, ESL See above

CTE Rate % of students tracked for 6 years who started in 2008-09 and completed more than 8 units in courses classified as career technical education in a single discipline and completed a degree, certificate or transferred

Dat

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t Successful course completion Percentage of students who earn a grade of “C" or better or “credit” in 2013-14.

Completion of degrees & certificates Number of degrees and certificates completed in 2013-14

Number of students who transfer to 4- year institutions

Number of students who transfer to a four-year institution, including CSU, UC, or private university in 2013-14.

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Sample: State IEPI Measures College/

District Indicator Definition

Fiscal Viability, Accreditation Status, Compliance with State and Federal Guidelines

Accreditation status Latest ACCJC action: reaffirmed, warning, probation, show cause, restoration

Salary and Benefits Salaries and benefits as a percentage of unrestricted general fund expenditures, excluding other outgoing expenditures

Full-Time Equivalent Students

Annual number of full-time equivalent students

Annual Operating Excess/ (Deficiency)

Net increase or decrease in unrestricted general fund balance

Fund Balance Ending unrestricted general fund balance as a percentage of total expenditures

Cash Balance Unrestricted and restricted general fund cash balance, excluding investments

Audit Findings Modified opinion, material weaknesses, or significant deficiencies as identified in an annual independent audited financial statement

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What Else Do We Measure?

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Where Are We Now? DPAC Mid-Term Review of Vision 2017

• Review All DSP Goals, Objectives, and Measures Examine metrics for relevance, timeliness, and alignment with

external accountability measures

• Assess Progress on District Goals Develop a Districtwide dashboard

• Identify and Discuss Planning Items for Next

DSP Framework for District-wide targets Process, timeline, and team DSP cycle and coordination with college strategic plans

• Develop a comprehensive DSP Mid-Term Report

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Sample: LACCD Annual Dashboard

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Next Steps Planning for the Next District Strategic Plan

2016 Activities • Mid-Term review of Vision 2017 by DPAC

2017 Activities • Comprehensive evaluation of Vision 2017 • Reconstitute Strategic Planning Committee • Strategic planning kick-off meeting • Develop, analyze, and present external and internal scan data • Conduct SWOT analyses with district and college-level stakeholders • Coordinate review of preliminary DSP draft goals, objectives, metrics, and

targets by all stakeholders and BOT • Provide regular updates on DSP activities to IE&SS • Roll out full DSP draft to all stakeholders for additional comments and

feedback • Present final recommendation to Chancellor and IE&SS Committee • Chancellor presents final recommended DSP to Board of Trustees for

approval

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Questions?

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