lattc strategic planning process

Preliminary Findings – Incomplete without the Accompanying Oral Discussion

KH CONSULTING GROUP 1August 19 & 20, 2007

Agenda

Introductions Retreat Purpose Context SWOT Vision and Mission Strategic Priorities Measurements Values

Strategic Priorities/Strategy Development

Mission and Values

Internal EnvironmentExternal Environment

Vision

SWOT Analysis Trend Analysis

Strategic Plans and Action Plans

KH Strategic Planning Model

2



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 11th 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Half of what 4 year college students learn in their first year of study will be outdated by their third year of study.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 1st 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

Population by Age

Less than 14

15 - 17

18 - 20

21 - 24

25 - 34

35 - 44

45 - 59

60 and above



LATTC Service Area Population by Race

Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group3

Service Area Racial Distribution

HispanicNon-Hispanic WhiteNon-Hispanic BlackNon-Hispanic AsianNon-Hispanic Other Non-Hispanic "Some Other Race"

Distribution of Hispanic by Race

White

Black

Asian

Amer Ind/Native HI, 2+ Races

"Some Other Race"60% of service area is Hispanic

7% of Hispanic population is Black, Asian, American Indian, Pacific Islander



LATTC Service Area Household Income


Household Income

Less than $15,000

$15,000 - $24,999

$25,000 - $34,999

$35,000 - $49,999

$50,000 - $74,999

$75,000 - $99,999

$100,000 - $149,999

$150,000 - $249,000

$250,000 - $499,999

$500,000 and over

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

Labor Force Employment Participation - Over 16 years

Employed

Unemployed

Not in Labor Force

Armed Forces

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 PatternsEmployment by Industry

Employment by Industry

-

100,000

200,000

300,000

400,000

500,000

600,000

700,000

Man

ufac

turin

g

Retai

l Tra

de

Health

Car

e

Edu

Svce

s

Accom

/Foo

d Se

rvices

Other

Prof

/Scien

ce/Te

ch/A

dmin

Tran

spor

t/Util

ities

/Whs

e

Info

rmat

ion

Service AreaCity of LACounty of LA


Manufacturing, a declining sector, provides the most employment in the service area; despite a projected increase of 92,000 jobs



Industry PatternsLA and Orange CountyForecast Job Changes 2005 - 2010


LA/Orange County Job Forecast

0

100000

200000

300000

400000

500000

600000

700000

800000

900000

Gover

nmen

t

Reta

il Trad

e

Man

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g

Health

Car

e & S

oc A

ssist

ance

Prof

and

Tech

Ser

vice

s

Adm

inist

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aste

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v

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ce and

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ationa

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ent o

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Utiliti

es

Agricu

lture

, For

estry

, etc

Min

ing

20052010 Projected

Half of all jobs forecast for 2010 in the County fall in 6 job categories



Industry PatternsService Area Forecast JobChanges by Industry 2005 - 2010


Job Growth

-25000

-20000

-15000

-10000

-5000

0

5000

10000

15000

20000G

overn

men

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Healt

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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 TargetsGrowth 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)




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)Source: LACCD Environmental Scan - May 2006; Madrid Consulting Group





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)





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)




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)




2010 Forecast:LA/Orange County Industry TargetsReduction 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




Other Vocational Education in County

Annual Tuition

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

$45,000

California School ofCulinary Arts

Fashion Institute ofDesign

ITT TechnicalInstitute

Maric CollegeAnaheim

LACCD CollegeAverageSource: 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

CC Indicators - LATT, WLACC, LASCC

0

10

20

30

40

50

60

70

80

90

Stu

den

tPro

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ss/A

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vem

en

t-

20

00

/1 -

20

05

/6

Pers

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nce

20

04

-2

00

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Su

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Com

ple

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Rate

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tion

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ES

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pro

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t

% o

f S

tud

en

ts t

hat

are

Male

-2

00

5-6

LATTWest LALA Southwest

LATTC has more male students than other local Community Colleges; Success factors are comparable



LATTC Student Achievement Trends

Successful Completion, Vocational Courses

68

70

72

74

76

78

80

82

84

86

98/9-03/04 99/00-04/05 00/01-05/06

LATTWest LASouthwest

Persistence

0

10

20

30

40

50

60

70

98/9-03/04 99/00-04/05 00/01-05/06


Student Progress / Achievement

0

10

20

30

40

50

60

98/9-03/04 99/00-04/05 00/01-05/06


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

LATT Student

0

5000

10000

15000

20000

25000

30000

2003/4 2004/5 2005/6

Unduplicated HeadcountFTES

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 EnvironmentExternal Environment

Vision

SWOT Analysis Trend Analysis

Strategic Plans and Action Plans

KH Strategic Planning Model

27



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”

Image and Relationships

0

1

2

3

4

5

Effectiveness Importance

Number of respondents: 22




Planning Process, Technology,HR, and Leadership are the four biggest “gaps”

Effectiveness

0

1

2

3

4

5

Planning Proce

sses

Tech

nology

Human R

esource

s

Leadersh

ip

Funding/B

udget

Shared Le

adership/G

overnance

Staff D

evelopment

Strate

gic Plan

Comm

unicatio

n

Campus S

ecurit

y/Safety

Progra

m R

eview

Priorit

izatio

n

System

s

Organiza

tional S

tructu

re

Mission, V

ision, a

nd Values

Student R

etentio

n

Accounta

bility

Enrollm

ent Managem

ent

Diversity

MoralePo

licy

Management S

tyle






Student Newspaper/ Communications, Facilities, and Equipment and Technology are the three biggest “gaps”

Program Services

0

1

2

3

4

5

Stud

ent N

ewsp

aper

/Cam

pus C

omm

...

Facil

ities

(inc

l par

king

)

Equi

pmen

t and

Tech

nology

Cours

e Offer

ings

Alum

ni S

ervice

s

Libra

ry

Books

tore

Stud

ent S

ervice

s

Stud

ent F

inan

cial S

uppo

rt

Couns

elin

g

Varie

ty of V

octio

nal P

rogr

ams

Stud

ent L

earn

ing

Outco

mes

Child

Car

e Se

rvice

s

Diver

sity Se

nsiti

vity

Inst

ruct

ion

and

Curric

ulum

Stud

ent F

ees

Cafet

eria and

Food

Ser

vice

s

Perfo

rmin

g Arts

Class

Sch

edul

e

Onlin

e Cou

rses

and

Dist

ance

Edu

catio

n






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.”




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”




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




STUDENT PAPER BOOKSTORE

Prices and Availability Hours of Operation and Customer Service Other Positive

Good Location Student operated



Community Opinions and ConcernsGood 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 ConcernsWatch 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 ConcernsWatch 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 ConcernsSuggestions

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 ConcernsGood 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 ConcernsWatch 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 ConcernsSuggestions

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




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




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 THREATSOver 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 F

UTURE/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 manufacturin

g

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”

lattc strategic planning process

Education

madrid consulting

laccd environmental

biggest gaps

concerns good

high school

child care

external scan

real estate