规划及机构效能

2025-26年机构优先事项

  • # 1。 Strengthen and support effective, cross-constituent leadership to foster an anti-racist, collaborative, productive, and engaging place to learn and work. （EMP目标1）

    指标

    • 在学年结束后的员工调查中，增加以下问题的加权平均值： Q1-Q5.
    • 2022年秋季: Increase “High Expectations and Aspirations” benchmark from 38.3 to average cohort score of 50.0 （见SENSE 2022年LMC基准分数报告）。
    • 2023春季CCSSE （参见CCSSE 2023 LMC基准成绩报告）：
      • 将“学术挑战”基准从48.3分提高到高于平均水平。
      • 将“对学习者的支持”基准从49.6分提高到高于平均水平。
  • # 2。 Improve access to access to financial, enrollment, and academic support, and enhance social connection for students with a particular emphasis on students in their first academic term at the College. （EMP目标2）

    指标

    • Increase number of students who complete FAFSA applications from 5,501 in 2023-24 to at least 6,381 (a 16% increase), with a stretch goal of 6,601 (a 20% increase) in 2024-25.
      （来源：以学生为中心的资金仪表板）
    • 2022年秋季 （参见SENSE 2022年LMC基准分数报告）：
      • Increase “Clear Academic Plan and Pathway” survey benchmark from 35.1 to average cohort score of 50.0.
      • Increase “Effective Track to College Readiness” survey benchmark from 39.4 to average cohort score of 50.0.
  • # 3。 增加早期大学课程，普通招生，以及第一到第二学期的坚持。 （EMP目标#3）

    指标

    • Increase Fall to Spring persistence rate from a 2023-24 baseline of 63.7% to at least 65.5%, with a stretch goal of 66.2% for 2024-25.
    • Increase number of New Student Enrollments from 3,030 in 2023-24 to at least 3,212 (a 6% increase), with a stretch goal of 3,333 (a 10% increase) for 2024-25.
    • Increase number of Dual and Concurrent Enrollment Students from 814 in 2023-24 to at least 863 (a 6% increase), with a stretch goal of 895 (a 10% increase) for 2024-25.
    • Increase number of Dual Enrollment sections offered from a 2023-24 baseline of 39 sections to at least 45 sections (a 15% increase), with a stretch goal of 47 sections (a 20% increase) for 2024-25).
    • 2022年秋季 （参见SENSE 2022年LMC基准分数报告）：
      • Increase “Early Connections” survey benchmark from 40.5 to average cohort score of 50.0.
  • # 4。 增加学生完成课程、证书和学位。 （EMP目标#4）

    指标

    • Award at least 1,424 associate’s degrees, with a stretch goal of 1,589 degrees in 2024-25. （2023-24年度授予1435个学位，目标基于ACCJC机构设定标准）
    • Award at least 575 Chancellor’s Office approved certificates, with a stretch goal of 837 certificates in 2024-25. （2023-24年度颁发643个证书，目标基于ACCJC机构设定的标准）
  • # 5。 Strengthen Institutional Effectiveness and Streamline Operational Processes (EMP Goal #5)

    指标

    • 在学年结束后的员工调查中，增加以下问题的加权平均值：
      • 问题6：你如何评价你部门当前流程的效率？ （2024年秋季加权平均= 3.71）
      • 问题7：你有必要的工具和资源来有效地完成工作吗？ (秋季2024 = 57.26%赞成，34.19%有时赞成，8.55%反对)
      • 问题8：你觉得学院管理部门的沟通效果如何？ （2024年秋季加权平均= 3.37）
      • Question #9: Do you understand how important decisions and changes at the college are made? （2024年秋季加权平均= 3.32）

大学计划

  • 《2020-2025年教育战略规划》

    目标1。 加强公平、多元、包容和种族正义的文化。

    目的:
    1.1. Strategically recruit, support, train and retain a highly-qualified, diverse workforce.
    1.2. Create and enhance multiple, ongoing opportunities for dialogue, engagement, and
    community-building; develop action plans that implement equity-focused, anti-racist,
    inclusive practices.
    1.3. Review policies, procedures, outcomes, and operations to identify and eliminate any
    in在这里nt biases or inequities; actively work to incorporate principles of diversity, inclusion,
    equity, and anti-racism throughout all institutional practices.
    1.4. Utilize data to identify practices, prioritize actions, and allocate resources that address
    institutional inequities and achievement gaps for Black, indigenous, people of color (BIPOC),
    minoritized/marginalized, disproportionately-impacted, and historically underserved/under-represented groups.
    1.5. Foster and maintain a safe and welcoming learning and work environment for all by
    assessing campus climate and developing action plans to foster a more inclusive
    atmosp在这里.
    1.6. Engage and support all members of the College community in anti-racism and anti-discrimination efforts; review and enhance support strategies and resources for employees and students who have experienced racism, sexism, or any form of discrimination at the College.

    目标2。 Increase and maximize equitable opportunities for students to successfully complete courses and programs.

    目的:
    2.1. By 2020-22, develop and implement the Strategic Enrollment Management Plan (2020-23) to include flexible and strategic scheduling, curriculum, integrated student support, and
    distance education.
    2.2. Implement the Student Equity Plan to meet institutional goals for reducing equity gaps and to ensure equitable success for all students.
    2.3. Across all of the College’s instructional sites, increase equitable access to courses, programs and student support services, improved infrastructure, and technology resources through 2022-23.
    2.4. 提高项目和服务交付的灵活性。
    2.5. 设计和提供文化响应，历史准确，反种族主义的课程。

    目标3。 Increase opportunities that will prepare students to enter high-demand and living wage occupational fields.

    目的:
    3.1. Implement the Workforce Development Strategic Plan to include the development of new instructional programs – including degree, certificate, and transfer credit programs, as well as noncredit opportunities – that align to local and regional workforce needs through
    2024-25.
    3.2. Increase and strengthen internal collaborations to support students’ preparation for high demand and living-wage 天博s through 2024-25. 3.3. Expand the opportunities for internships and apprenticeships to prepare students for
    entering the workforce.

    目标4。 To better support students in accomplishing their academic and 天博 goals – from 进入完成/过渡阶段-提高课程水平和项目水平
    成就、扩大和深化教育、劳动力和社区伙伴关系。

    目的:
    4.1. 增加双招生和与高中合作伙伴的衔接。
    4.2. 到2024-25年，将衔接和途径扩大到四年制大学。
    4.3. Continue to expand and cultivate employer partnerships, advisory groups, and external
    partnerships through 2024-25.
    4.4. Continue to expand partnerships with nonprofits and local agencies to address student
    basic needs through 2024-25.

    Goal 5: Effectively utilize institutional resources to meet the needs critical to the College
    的使命。

    目标
    5.1. By 2020-21, develop and implement the Distance Education Plan to include technology and instructional equipment, online student services, and technical professional development.
    5.2. 在2021- 2022年之前制定并实施设施计划。
    5.3. Develop a total cost of ownership policy model by 2021-22 and integrate it into all future institutional plans.

    • LMC Educational Master Plan 2020-2025 (11.11.2020 BOT Approved)
    • 澜湄合作教育总体规划2020-2025过程与实施
    • 澜湄合作教育总体规划2006-2016年
      • Educational Master Plan 2006-2016 Closing the Loop Evaluation Report (May 2018) submitted to SGC.
      • 闭环- LMC教育总体规划2006-2016（2017）评估网页
    • LMC Brentwood中心教育总体规划（2006-2016）
    • 澜湄合作教育总体规划（2003年）
  • 学生权益计划2022-2025

    2022-2025年目标成果概述

    To view the most recent data on LMC's Student Equity Plan 2022-25 Target Outcomes, please visit the Institutional 指标 website linked 在这里.

    成功入学-黑人或非裔美国人

    1年的结果:
    • Increase female student enrollment by 3% (63 based on 2021 data)
    • Increase Black student enrollment by 4% (22 based on 2021 data)
    • Increase Black female student enrollment by 4% (18 based on 2021 data).

    2年的结果:
    • Increase female student enrollment by 6% (126 based on 2021 data)
    • Increase Black student enrollment by 8% (44 based on 2021 data)
    • Increase Black female student enrollment by 7% (37 based on 2021 data).

    三年的结果:
    • Increase female student enrollment by 9% (188 based on 2021 data)
    • Increase Black student enrollment by 12% (67 based on 2021 data)
    • Increase Black female student enrollment by 10% (53 based on 2021 data)
    .

    完成转学水平数学和英语-黑人或非裔美国人

    1年的结果:
    •     Increase the number of Black/African American students who complete English and math by 27 (based on 2022 Student Equity Plan data).

    2年的结果:
    • Increase first-generation completed English and math by 27 (based on 2022 Student Equity Plan data).

    男性 三年的结果:
    • Increase male students completed English and math by 27.

    持久性：第一个小学学期到第二个学期-黑人或非裔美国人
    1年的结果:
    • Increase Black or African American students’ persistence by 48 students 2-year outcome:
    • Increase Not Perkins Economically Disadvantaged students’ persistence by 180 students.

    三年的结果:
    • Increase male students’ persistence by 75 students.
    • Increase first-generation students’ persistence by 37 students.

    男性3年结果：
    • Increase male students’ persistence by 75 students.
    • Increase first-generation students’ persistence by 37 students.
    • Student Equity Plan priority population Black/African American male student success through DI analysis with a race conscious and intersectional lens.

    转移-男性

    1年的结果:
    •男生转学人数增加52人。 （基于Student Equity Plan 2022数据）。

    2年的结果:
    •西班牙裔学生转学人数增加46%。 （基于Student Equity Plan 2022数据）。

    三年的结果:
    •第一代学生转学人数增加68%。 (based on Student Equity Plan 2022 data).

    完成-黑人或非裔美国学生

    1年的结果:
    •黑人学生毕业率提高26%。 （基于Student Equity Plan 2022数据）。

    2年的结果:
    •黑人学生毕业率提高26%。
    •男生毕业率提高61%。 (it will also support Black, Hispanic, and first-generation students).

    三年的结果:
    • Evaluate and assess progress to all goals.
    • Increase Black student completion by 28.
    • Not Perkins Economically Disadvantaged student completion by 43 ; and First-Generation student completion by 34.

    男性2年结果：
    •黑人学生毕业率提高26%。
    •男生毕业率提高61%。

    If you would like to view additional information on the LMC Student Equity Plan 2022-25 or previous Student Equity Plans, please visit the 学生权益计划网站。

  • 针对计划
  • 劳动力发展计划
  • 科技计划
  • 设施总体规划

»存档计划