President’s Goals 2021-22

Goal #1: Ensure institutional stability and long-term institutional health by strengthening fiscal stability, providing appropriate staffing levels, meeting evolving technology needs, and expanding or updating facilities.

Aligns with Educational Master Plan:  Goal C: Supportive Organizational Resources

Related Objectives:

• Ensure successful and timely completion of the Institutional Self-Evaluation Report (ISER).
• Guide and provide leadership in the development of a college-balanced budget that is supportive of the district and colleges goals/priorities, including enrollment targets as approved by Chancellor.
• To the extent fiscally feasible, fill mission critical positions with competent and qualified individuals.
• Study the structural deficit within the operating budget and develop strategies to address the deficit.
• Increase college revenues through the increase in SCFF allocation metrics for FTES, supplemental allocation, and student success allocation.
• Expand sources of discretionary revenue through grants and philanthropic partnerships.
• Ensure progress of the implementation of the facilities and security master plans.

Goal #2: Improve organizational processes, promote safety and wellness, and foster professional development to enhance quality academic programs and support services to ensure student learning and success

Aligns with Educational Master Plan: Goal A: Educational Excellence & Goal D: Organizational Effectiveness

Related Objectives:

• Ensure successful and timely implementation of the Guided Pathways Framework
• Provide leadership to implement a caring culture initiative across the college
• Provide leadership to align professional development opportunities with college goals and planning priorities
• Provide leadership to ensure that employees are encouraged to pursue leadership roles and participate in professional development opportunities
• Enhance opportunities to communicate directly with students to support their success

Goal #3: Collaborate with K-12 partners, 4-year educational partners, and business and industry partners to provide educational opportunities that best serve the needs of our students and our community

Aligns with Educational Master Plan: Goal B: Community Collaboration

Related Objectives:

• Provide leadership to support the implementation of innovative and collaborative opportunities to enhance the transfer experience of our students through the East Bay College Agile Network (CSU, East Bay) and partnership with UC Merced and other 4-year institutions.
• Elevate the transfer center and career center respectively, making them stand alone operations, and providing the necessary resources to support each function to serve as effective resources for our students.
• Enhance opportunities to work closely with the local school districts within the Tri-Valley to ensure that LPC is the community college of choice our community.
• Develop partnerships with public sector organizations to place students in high-demand industries and work-based learning opportunities.  

Goal #4: Prioritize equity and anti-racism

Aligns with Educational Master Plan: Goal E: Equity and Anti-Racism

Related Objectives:

• Provide leadership, support and resources for the implementation of anti-bias and anti-racist policies, practices, and behaviors.
• Establish a President’s Advisory Council on Equity and Inclusion to explore issues and make recommendations for action to improve diversity, equity, and inclusion at LPC.
• Provide the necessary resources to support the Black Cultural Resource Center to serve as premiere resource for African American/Black students and other students at LPC.

Goal #5: Develop a strategic, targeted, and expansive outreach and marketing strategy.

Aligns with Educational Master Plan: Goal B: Community Collaboration

Related Objectives:

• Provide resources to support dedicated and college specific marketing personnel to enhance the perception of LPC amongst students and the community by increasing awareness of LPC’s priorities and activities through strategic outreach.
• Review, assess, and address institutional roadblocks to the matriculation process
• Design programs with local elementary and middle schools to increase LPC’s presence with future students.