1. December 20061 Priority 5 Review Team 5: Planning Subcommittee R. Hall-Allen, K. Bute, A. Cohen, D. Cohen, M. DesVignes, J. Ireland, J. Moore, D. Kinney, S. Maradian, J. Moore, M. Reisch, M. Siegel, R. Tillberg Create a student-centered learning environment that focuses on students' needs, and reduces the barriers to their success.

2. December 20062 3 Areas of Review 1.Identify what has been accomplished using vital signs and other key indicators 2.Identify gap between strategic goals and outcome 3.Recommendations

3. December 20063 Vital Signs Used as Measures of Success for Priority 5 1 Degree to which faculty, staff, and administrators believe the college is making progress in enhancing its visibility and reputation for quality (Campus Climate Survey). 2 Percentage of students who agree that, “I would encourage others to attend this college” (District wide Student Survey). 3 Number of times Los Angeles City College is featured in local, state, or national media (Clipping Services). 4 Number of faculty and staff publications and conference Presentations. (Program Review)

4. December 20064 Degree to which faculty, staff, and administrators believe the college is making progress in creating a student-centered learning environment.

5. December 20065 * Source: Districtwide Student Surveys Priority 5: Enhance the college’s visibility and reputation for quality.

6. December 20066 *Source: Honors Program Director Priority 5: Enhance the college’s visibility and reputation for quality. 5. Number of faculty and staff publications and conference presentations.

7. December 20067 *Source: Clipping services, LACC and LACCD Priority 5: Enhance the college’s visibility and reputation for quality.

8. December 20068 Strategic Priority 5.1 Research the issue of quality as it relates to student success and implement a systematic approach to helping students reach their educational goals.

9. December 20069 Recommendations Priority 5.1 Covered in 1.4 and 4.5 (SG Planning Committee recommended dropping this Priority.).

10. December 200610 Strategic Priority 5.2 Develop and implement a comprehensive marketing plan that identifies target markets and needs and matches those needs with specific educational programs and student services

11. December 200611 Recommendations Priority 5.2 A marketing plan is different from an advertising plan. LACC has an advertising plan that is updated annually; however, no marketing plan has been established. A marketing plan should be established, based on the college’s vision and mission, that promotes the direction the campus will take, how the campus will be identified, and the services the college will offer. (i.e. LACC is a “career college of choice” or “elite transfer academy.”) The subcommittee recommends that a marketing plan be established

12. December 200612 Strategic Priority 5.3 Develop a consistent design element that ties all of the college’s communications vehicles together with a full range of collateral materials—class schedule, catalogue, web pages, brochures, and so on—that inform and direct..

13. December 200613 Recommendations Priority 5.3 LACC marketing materials have been designed and produced so that materials from the college can be recognized by their consistent structure and elements. No Recommendations.

14. December 200614 Strategic Priority 5.4 Develop activities that enhance the college’s reputation as a center of intellectual and artistic achievement.

15. December 200615 Recommendations Priority 5.4 The District keeps a record of media publications and clippings, and the Office of Institutional Effectiveness maintains these records. The Public Information Officer, who reports to the President’s Office, regularly announces (via email) programs, students, and personnel who have received recognition. The college keeps no systematic documentation or records of faculty and staff publications and presentations. The subcommittee recommends that the Office of Staff and Organizational Development work with the Faculty and Professional Growth Committee to establish a system that maintains records of faculty, staff, and student professional achievements and recognition.

16. December 200616 Priority Below Expectatio n GoodExempl ary Recommendations Priority 5.1 Research the issue of quality as it relates to student success and implement a systematic approach to helping students reach their educational goals. Covered in 1.4 and 4.5 (SG Planning Committee recommended dropping this Priority.) Priority 5.2 Develop and implement a comprehensive marketing plan that identifies target markets and needs and matches those needs with specific educational programs and student services. X A marketing plan is different from an advertising plan. LACC has an advertising plan that is updated annually; however, no marketing plan has been established. A marketing plan should be established, based on the college’s vision and mission, that promotes the direction the campus will take, how the campus will be identified, and the services the college will offer. (i.e. LACC is a “career college of choice” or “elite transfer academy.”) Priority 5.3 Develop a consistent design element that ties all of the college’s communications vehicles together with a full range of collateral materials— class schedule, catalogue, web pages, brochures, and so on— that inform and direct. LACC marketing materials have been designed and produced so that materials from the college can be recognized by their consistent structure and elements. Priority 5.4 Develop activities that enhance the college’s reputation as a center of intellectual and artistic achievement. X The District keeps a record of media publications and clippings, and the Office of Institutional Effectiveness maintains these records. The Public Information Officer, who reports to the President’s Office, regularly announces (via email) programs, students, and personnel who have received recognition. The college keeps no systematic documentation or records of faculty and staff publications and presentations. The subcommittee recommends that the Office of Staff and Organizational Development work with the Faculty and Professional Growth Committee to establish a system that maintains records of faculty, staff, and student professional achievements and recognition. X NA X