. Mission: The term “mission” refers to the overall function of an organization.

The mission answers the question, “What is this organization attempting to accomplish, for whom, so they can do what?”

Current Mission Statement In an era of civic renewal, economic change, and cultural revitalization that is unprecedented in the history of Los Angeles, we—the faculty, staff, and administrators of the nine Los Angeles community colleges—dedicate ourselves to the goal of expanding access to educational opportunity across the many, diverse communities that contribute to the greater Los Angeles area. We serve all Angelenos by providing an unparalleled array of educational offerings, including programs that prepare students for successful careers, for transfer to four-year colleges and universities, for the improvement of essential life and workplace skills, and for civic engagement and life-long learning. To achieve this mission, we strive to create supportive instructional environments that challenge students to meet rigorous academic standards, to become active, self-directed learners, to develop critical and creative habits of mind, and to develop an abiding appreciation for other peoples and other cultures. Suggested Revisions to the Mission Statement DRAFT 1 - “In order for our students to achieve their goals, we create and support learning environments that challenge students to meet rigorous academic standards, to become active, self-directed learners, to develop critical and creative habits of mind, and to develop an abiding appreciation for other peoples and other cultures.” The mission of the Los Angeles Community College District is to provide supportive learning environments that challenge students to meet rigorous academic standards, to be active, self-directed learners, to develop critical and creative habits of mind, and to develop an abiding appreciation for other peoples and other cultures. DRAFT 2- “We are committed to empowering the residents of this region to explore and achieve their goals related to basic skills, career, and transfer preparation.” The mission of the Los Angeles Community College District is to empower the residents of this region to explore and achieve their goals related to basic skills, career, and transfer preparation. DRAFT 3- We, the faculty, staff, and administrators of the nine Los Angeles community colleges, dedicate ourselves to the goal of expanding access to educational opportunity, promoting student success, and providing linkages to business and industry for the diverse communities that contribute to the greater Los Angeles area. We serve all students by providing an unparalleled array of educational offerings, including programs that prepare students for successful careers, for transfer to four-year colleges and universities, for the improvement of essential life and workplace skills, and for civic engagement and life-long learning. To achieve this mission, we strive to create supportive instructional environments that challenge students to meet rigorous academic standards, to become active, self-directed learners, to develop critical and creative habits of mind, and to develop an abiding appreciation for other peoples and other cultures. The mission of the Los Angeles Community College District is to create supportive instructional environments that challenge students to meet rigorous academic standards, to become active, self-directed learners, to develop critical habits of mind, and to develop an abiding appreciation for other peoples and other cultures. DRAFT 4-The mission of the Los Angeles Community College District is to provide an unparalleled array of educational offerings, including programs that prepare students for successful careers, for transfer to four-year colleges and universities, for the improvement of essential life and workplace skills, and for civic engagement and

life-long learning.

Vision: The term “vision” refers to the desired future state of your organization. The vision describes where the organization is headed, what it intends to be, or how it wishes to be perceived in the future.

Current Vision Statement: “Over the next 5 years, the LACCD will become a leader among urban community colleges by expanding educational access and opportunity across the greater Los Angeles area and by offering a wide array of challenging, innovative, and student-centered academic and occupational programs that change student lives, enrich the area’s many diverse cultures, and make a lasting contribution to the regional economy.”

Core Values: The term “values” refers to the guiding principles and behaviors that embody how your organization and its people are expected to operate. Values reflect and reinforce the desired culture of an organization. Values support and guide the decision making of every workforce member, helping the organization accomplish its mission and attain its vision in an appropriate manner.

Current Guiding Principles: Access & Opportunity . We are committed to expanding educational opportunity and access to everyone who has the desire to learn, and we actively welcome all students, including those from communities that have traditionally been underserved by higher education or who require special accommodation or support. Excellence & Innovation. In all of our services and institutional activities, we strive to create a culture of excellence and innovation, and we challenge our students to meet the highest educational standards. Student Learning & Success. All of our institutional efforts and resources are dedicated to one central purpose— the support of our students as they work toward the achievement of their academic and professional goals. Free Inquiry. We value the vigorous, critical and free exchange of ideas and opinions, and we work actively to create communities of mutual respect and shared concern that support and sustain open debate and constructive, democratic discourse. The Power of Diversity. We embrace diversity as a central part of our civic and institutional identity and as a powerful element in the education and development of every individual. Community Connection. Our colleges must be rooted in the communities they serve, and we are determined to build and maintain strong, durable, and responsive collaborations with our educational partners across Los Angeles, and with business, labor, and other organizations that contribute to the fabric of our larger community. The Promise of Technology. Technology plays a critical role in all of our institutional operations and educational programs, and we are committed to keeping both our District systems and classrooms on the forefront of technological innovation and efficiency. Public Accountability. We are accountable to the public for all aspects of our mission, and we owe the students we serve, the people of Los Angeles, and the State of California regular and timely assessments of all of our efforts in support of student learning and student success.

DISTRICT SWOT ANALYSIS Strengths • • • • • • • • • • • Enhance the community by providing a bridge to success Accommodating to students Exceptional faculty that go above and beyond (just need to be recognized) Ability to serve students with limited resources Ability to develop grants Students can take courses at multiple colleges Large size Innovative, short-term programs Focus on students success (e.g., FTLA, SSIC, ATD) Diversity of our student population Shared governance •

Weaknesses Communication (departmental, campus and district; better dissemination of information to students) Lack of sufficient course offerings Scheduling and sequencing of certain classes Classified Hiring/Personnel Commission Staff training and career advancement opportunities Inequities in the budget allocation model Inadequate staffing Outdated equipment (e.g. telephones, computers, printers) Lack of a structured road map for students Reductions in student support services (e.g. tutoring, counseling, assessments, etc.) Campus and district websites not kept up-to-date and user friendly Budget accountability Instructor evaluations Insufficient budgets Cumbersome procurement and contracting policies and procedures Threats • • • • • • • • Our image (need to work to rebrand ourselves and market ourselves better) Competition with for-profit institutions The digital divide (we need to close it) The underreporting of degrees and certificates due to flawed data in DEC Lack of awareness regarding what our competitors are doing Inability to maintain new facilities Some provisions of union contracts Not keeping up with the pace of change in education (e.g. acceleration, contextualized learning, compressed classes, etc.) Leadership cultivation and administrative turnover Course sequencing and content is inconsistent district-wide Inconsistent policies and procedures across campuses (e.g. placement testing, orientation, etc.)

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Opportunities • • • • • • • • • Connect the curriculum with career opportunities Distance education courses Mandatory assessment, orientation, and educational plans Capitalize on purchase power/economies of scale Centralized purchasing for common items Alumni tracking and fundraising Sharing of best practices across colleges Bridge programs and First Year Experience programs to keep students connected Keeping up with technology (e.g. social media, mobile applications, e-books, Wi-Fi, websites, online resources, global awareness) Paperless systems The new Student Information System (SIS)

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BOARD OF TRUSTEES SWOT ANALYSIS Strengths • • • • • • Our building program We provide an economical education We have excellent programs We have a very positive reputation in the communities we serve Excellent presidents who work hard and have the students' interest as primary Our size • • • • • •

Weaknesses Lack of fundraising efforts Public perception of the District Managing our finances Our low completion rates Not prepared for more budget cuts Use of technology in education (helping our professors to keep up where students have gone already) Nature of our bureaucratic process (i.e. complications of enrollment, information retrieval, lack of personalized service, wrap around services such as EOPS and tutorial services) Appropriate placement of students when they walk through the door We don't have a student information system that engages students When student completes their education, they should be able to get a job

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Opportunities • • • • • • • • • • • • External funding that does not rely on the state Mentoring (e.g. honors students mentoring new students, faculty mentoring students) Faculty training so that they can motivate students Expand online courses (i.e. nursing, engineering) Create structured academic pathways for students Early counseling and mentoring Providing students with the faith that they can complete their goals Student retention, certificate success and transfer Green entrepreneurship Allied Heath Public and private sector opportunities Measure R (roadway and transit projects) • • • • •

Threats Budget cuts No business disruption plan Cutting class sections Changing employment skills that fit an employers needs Student discouragement with the number of semesters needed to complete their educational goal Economic situation we are in (How do we take 9 colleges and offer programs in a meaningful and efficient way?) Transfer and a student's ability to get into a 4 year college Overly bureaucratic (Hard to navigate our system because we are so big

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Strategic Challenges The term “strategic challenges” refers to those pressures that exert a decisive influence on an organization’s likelihood of future success. These challenges frequently are driven by an organization’s future competitive position relative to other providers of similar products or services. While not exclusively so, strategic challenges generally are externally driven. However, in responding to externally driven strategic challenges, an organization may face internal strategic challenges. External strategic challenges may relate to customer or market needs or expectations; product, service, or technological changes; or financial, societal, and other risks or needs. Internal strategic challenges may relate to an organization’s capabilities or its human and other resources. Strategic Challenges: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Decline in public funding for California Community Colleges Lack of student readiness for college-level coursework Increasing accountability requirements Competitive pressures from other educational institutions Growth in occupations requiring post-secondary education, particularly AA degrees Low graduation and transfer rates and significant gaps in student achievement Low population growth in District service areas Utilizing and keeping up with changes in technology Complexity of district systems Ineffective communications Weak employee development CEO turnover

Strategic Advantages The term “strategic advantages” refers to those marketplace benefits that exert a decisive influence on an organization’s likelihood of future success. These advantages frequently are sources of an organization’s current and future competitive success relative to other providers of similar products and services. Strategic advantages generally arise from either or both of two sources: (1) core competencies, through building and expanding on an organization’s internal capabilities, and (2) strategically important external resources, which are shaped and leveraged through key external relationships and partnerships. When an organization realizes both sources of strategic advantage, it can amplify its unique internal capabilities by capitalizing on complementary capabilities in other organizations. Strategic Advantages: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Size Political clout Students can take classes at multiple locations Large number of alumni Low cost Variety of programs (CTE, transfer, basic skills,etc.) New state-of-the-art facilities Tradition of participatory governance Diversity (students and staff) Public support

Goals The term “goals” refers to a future condition or performance level that one intends to attain. Goals can be both shortand longer-term and address the critical issues faced by an organization. Goals are ends that guide actions. The term “stretch goals” refers to desired major, discontinuous (non-incremental) or “breakthrough” improvements, usually in areas most critical to your organization’s future success. Goals can serve many purposes, including • • • • clarifying strategic objectives and action plans to indicate how you will measure success fostering teamwork by focusing on a common end encouraging “out-of-the-box” thinking to achieve a stretch goal providing a basis for measuring and accelerating progress

Strategic Objectives The term “strategic objectives” refers to an organization’s articulated aims or responses to address major change or improvement, competitiveness or social issues, and business advantages. Strategic objectives generally are focused both externally and internally and relate to significant customer, market, product, service, or technological opportunities and challenges (strategic challenges). Broadly stated, they are what an organization must achieve to remain or become competitive and ensure long-term sustainability. Strategic objectives set an organization’s longerterm directions and guide resource allocations and redistributions.