Strategic Plan 2018-2023 Learner Centered, Life Changing & Leadership Catalyst

MISSION Laredo College is a learner-centered institution transforming students’ lives through educational programs and services to fulfill the dynamic needs of its local, regional, national, and global community.

VISION Laredo College aspires to cultivate a learning, teaching, and working environment that facilitates student success and promotes institutional excellence.

CORE VALUES Learner Centered: It’s all about students! Realization of educational and professional goals.

Learning Connections: It’s all about partnerships! Collaboration with all stakeholders.

Leadership & Change: It’s all about innovation! Empowerment for our students, faculty, and staff.

Life Changing: It’s all about transformation! Excellence & Innovation that responds to student and community needs. EXECUTIVE SUMMARY

HISTORY AND BACKGROUND Laredo College is Laredo’s oldest and largest institution of higher education, established in 1947 on the site of historic Fort McIntosh to prepare returning World War II soldiers for America’s new workforce. Today, Laredo College is a two- campus district serving the diverse needs of a growing community. The two campuses serve over 16,000 students each year through a variety of affordable academic programs, career-technical programs, non-credit continuing education courses, specialized training, and adult education courses. Both campuses serve a three-county area composed of Webb, Jim Hogg, and Zapata counties. As the only 2-year public institution within a 150-mile radius of Laredo, Laredo College is a learner-centered institution that transforms students’ lives through educational programs and services that fulfill the dynamic needs of its local, regional, national, and global community. The College offers more than 120 certificate and degree programs, from one-semester certificates leading to immediate employment to two-year associate’s degrees. Students from Laredo College are well prepared to transfer to a four-year institution to continue their education and fulfill their educational and career goals. The College continually improves its educational programs, administrative support services, student support services, and community/public services to meet the needs of its predominantly Hispanic students, many of whom are academically and economically disadvantaged. STRATEGIC PLANNING DEVELOPMENT PROCESS The development of the College strategic plan consisted of multiple components, including an environmental scan, data review, and input from both internal and external stakeholders. ENVIRONMENTAL SCAN An environmental study was conducted by Economic Modeling Specialists International (EMSI). This study examined data from the region and the state, analyzed how this data applied to Laredo College, and provided a perspective on demographics, economic development, and workforce needs. DATA REVIEW A number of data elements were reviewed in preparation for the strategic planning discussions, including student demographics, enrollment, retention, completion, sources of revenue, and expenses by category. Documents reflecting these data elements formed the basis for discussion at all planning meetings and workshops. Additionally, elements of the data review included assimilation of the Higher Education Coordinating Board (THECB) 60x30 plan which has identified four essential goals for the future prosperity of Texas. The focus of these goals align with the vision and mission of Laredo College: (1) supporting a strong economic future for the state; (2) helping students complete a degree from an institution of higher education; (3) graduate students with marketable skills; and (4) help students graduate with manageable debt. Actions and targets associated with these goals have been incorporated into the College strategic Plan. STAKEHOLDER INPUT A comprehensive array of meetings and workshops were conducted to solicit input from internal and external stakeholders. Multiple meetings with College leadership, faculty, staff, students, and community members were conducted from February through September 2018:  February 5, 2018 – President’s Management Team  March 20, 2018 – External Community Workshop (Mr. Brad Hunt, Consultant)  March 28, 2018 – College LeadershipTeam  April 6, 2018 – Internal Community Workshop (Mr. Brad Hunt, Consultant)  April 26, 2018 – StudentPresentation  May 3, 2018 – Classified StaffOrganization  May 18, 2018 – LBJ High School Early College and Dual Enrolled Students  September 18, 2018 – Leadership Meeting  September 25, 2018 – President’s ManagementTeam  September 27, 2018 – Board of Trustees Meeting

External stakeholder input included leaders from industry, workforce, community organizations, and economic development partners, as well as representation from local and regional school districts.

External Contributors Douglas Alford The Laredo Rotary Club Guillermo Cavazos Cavazos Architects Yvonne Degollado Laredo Independent School District Viviana Frank Frank Architects Rogelio Garcia Laredo Independent School District Dr. Cecilia Garza Diploma Plus Foundation Marilu Gorecki Ballet Instructor and Former Educator Jeff Jones The Laredo Rotary Club Dr. Juan Lira The Laredo Rotary Club Raquel Lopez Goodwill Industries Elon Maniece U.S. Custom Border Protection Maggie Martinez Laredo Independent School District Rafael Martinez Laredo Federal Credit Union Mario Pena Hickey Pena Architects Oscar Perez Laredo Independent School District Sylvia Praesel Praesel Consulting Olga Ramos Retired Educator Janie Rodriguez Zapata Independent School District Irene Rosales United Independent School District Frank Rotnofsky Frank Architects Monica Salinas Laredo Licensed US Custom Brokers Yesenia Sandoval United Independent School District Rebecca Sepulveda Sepulveda & Associates Architects Edward Sherwood Falcon Bank Ludvina Solis Lewis Energy Delia Solis Laredo Independent School District Rogelio Trevino Workforce Solutions of Raul Villarreal Laredo Licensed US Custom Brokers

To complement the external stakeholder input, numerous meetings were conducted to solicit input from internal stakeholders, including students, faculty, administration, and support staff.

Internal Contributors Noehmi Aguilar Staff Nursing San Juanita Aguilar Staff Kinesiology & Athletics Dr. David Arreazola Staff Institutional Effectiveness Maximiliano Benavides Student Dr. Sara Cabello Faculty Social & Behavioral Sciences Humberto Cardenas Faculty English & Communication Veronica Cardenas Staff Human Resources Dr. Henry Carranza Trustee Board of Trustees Carmelino Castillo Staff Student Services Jesus Contreras Faculty Industrial Technology Raymond Cortez Staff Police Chief Sandra Cortez Staff Continuing & Adult Education Adriana Craddock Staff Student Success Brandon Dominguez Student Melissa Dominguez Staff Continuing Education Cindy Elizalde Staff Adult Education Ester Elsik Staff Arts & Sciences Denise Flores Staff Continuing Education Mauricio Flores Student Alejandro Gallegos Student Agustin Gamez Staff LCC TV Manuel Garcia Staff Student Services Dr. Nora Garza Staff Resource Development Dr. Hillary Gleason Faculty Social & Behavioral Sciences Dr. Jim Goetze Faculty Natural Sciences Lynda Gomez Staff Finance Division Alyssa Gonzalez Student Dr. Alicia Gonzalez-Quiroz Staff Resource Development Maria E. Gonzalez Staff Information Technology Obed Guerrero Staff Marketing & Public Relations Marlene Guevara Staff Information Technology Beatriz Gutierrez Faculty Culinary Arts Elda Gutierrez Staff Student Services Lisa Hachar Faculty Mathematics Donald Hale Faculty Criminal Justice Albert Hernandez Staff Student Services Heriberto Hernandez Faculty Industrial Technology Celeste Herrera Staff Institutional Effectiveness Rebeka Herrera Staff Admissions & Recruitment Ricardo Iñiguez Staff Fine Arts Center/LCC TV Nadia Jimenez Student Gloria Juarez Faculty Child Development Pola Kuri Student Thomas LaFleur Staff Library Arely Lara Staff eLearning & Innovation Center Jackie Leven-Ramos Trustee Board of Trustees Dr. Marissa Longoria Faculty English & Communication Patricia Lopez Staff Institutional Operations Araceli Lozano Staff Human Resources Elva Lozano Staff Institutional Research & Planning Gabriel Lozano Staff Resource Development George MacDonald Faculty Business Hortencia Madrigal Faculty Allied Health Brenda Martinez Staff Continuing Education Eduardo Martinez Faculty Adult Education Selinda Martinez Faculty Natural Sciences Mercurio Martinez, Jr. Trustee Board of Trustees Dr. Veronica Martinez Staff Institutional Effectiveness Mary Mendiola Staff Property Inventory Paulina Meza Student Dr. Dianna Miller Faculty Nursing Tom Miller Staff Student Services Marco Mondragon Staff Institutional Effectiveness Francisco Nieto Faculty Industrial Technology Robert Ochoa Staff Student Services Homer Paez Staff Construction Raquel Peña Staff Student Services Dr. Tayo Penosen Faculty Social & Behavioral Sciences Dr. Armando Perez Faculty Kinesiology & Athletics Sara Alicia Pompa Staff Donor Relations Vanesa Puente Student Francisco Ramirez Faculty Transportation Technology Laura Ramirez-Cruz Faculty Social & Behavioral Sciences Maria Luisa Ramirez Staff Institutional Research & Planning Rosario Ramirez Staff Physical Plant Luciano Ramon Staff Information Technology Alicia Reed Staff eLearning & Innovation Center Joe Regalado Staff Student Services Rosa Rios Staff Library Cinthya Rocha Staff Continuing Education Cynthia Rodriguez Staff Library Dr. Marisela Rodriguez Staff Arts & Sciences Elizabeth Rodriguez Staff eLearning & Innovation Center Dr. Rodney Rodriguez Staff External & Strategic Initiatives Victoria Rodriguez Faculty English & Communication Maria Royster Staff Purchasing Clarissa Ruiz Student Dr. Horacio Salinas Faculty Social & Behavioral Sciences Cesar Santos Faculty Mathematics Guillermo Serna Faculty Mathematics Dr. Fred Solis Staff Institutional Operations Dr. Ricardo Solis Staff President Dr. Vincent Solis Staff VP Academic & Student Affairs Maria E. Soliz Faculty Visual & Performing Arts Edwin Torres-Bazaldua Faculty Mathematics Jose Tovar Staff Natural Sciences Arnie Treviño Staff Dual Enrollment Chris Turner Faculty Social & Behavioral Sciences Troy Van Brunt Staff Kinesiology & Athletics Dr. Esmeralda Vargas Faculty Allied Health Cesar Vela Staff Comptroller Ricardo Vergara Faculty English & Communication Joya Vidaurri Staff Human Resources Yalimar Villarreal Student Dr. Margaret Wintersole Faculty English & Communication Daniel Yarritu Staff Financial Aid Orlando Zepeda Staff Physical Plant

REVIEW OF MISSION, VISION, AND VALUES The College Leadership Team, the President’s Management Team, and the Board of Trustees each reviewed the Mission, Vision, and Values statements. The revised statements were approved by the Board of Trustees on September 27, 2018, and are included as part of this document. SUMMARY The Laredo College 2018-2023 strategic plan, represents a culmination of broad- based discussions with all key stakeholders as well as a comprehensive review of key data elements. The goals and strategies outlined in the following pages present a comprehensive focus on students, partnerships, innovation, and transformation to guide Laredo College over the next five years. GOAL 1 STUDENT SUCCESS

Ensure students have adequate access and support for the achievement, completion and success of their educational goals.

Student Ensure students have adequate access and support for the Success achievement, completion and success of their educational goals.

Objectives Key Actions and Strategies 1.1 Improve the transition to college. 1.1a Create a stream-lined and visual enrollment checklist. 1.2 Strengthen vertical alignments and pathways. 1.1b Require participation in mandatory orientation. 1.3 Provide academic and college readiness advising with 1.1 c Align student support services to ease navigation of processes and access to appropriate student support services. information. 1.4 Implement purposeful and collaborative outreach efforts. 1.2 a Implement effective advising model to include monitoring 1.5 Facilitate the integration of non-credit students. college readiness and student progress. 1.6 Expand flexible delivery methods to address 1.3 a Collaboration between ISD’s and other educational partners to host student needs through innovative course information sessions with students and parents. design, scheduling, and distance or digital 1.3 b Full implementation of clear pathways from recruitment to completion learning. of degree. 1.4 a Implement industry sponsored experiences such as shadowing and summer bridge programs. 1.4 b Improve transition of students to university or to the workforce. 1.5 a Implement transition-to-college model for credit and non-credit adult learners. 1.6 a Training for faculty and staff on tools, technology, and pedagogy. Indicators of Success M1-1 Development of checklist M1-2 Dissemination of checklist to advisors & students M1-3 Communication of orientation process M1-4 Number of orientation sessions held and number of students participating M1-5 Integrated student information and degree audit systems M1-6 Dedicated trainings for faculty and advisors on registration, advising, and enrollment processes M1-7 Student enrollment in post-secondary after high school M1-8 Enrollment (all students disaggregated by student sub-population) M1-9 Persistence (course completion & success) M1-10 Completion (time to degree, degrees awarded & transfers) M1-11 Decrease in excess number of semester hours beyond required hours to degree completion M1-12 Employment (certification & licensure pass rates, internships, new degrees in high demand fields) M1-13 Institutional Effectiveness (student engagement, student satisfaction, relevant student outcomes) GOAL 2: COLLEGE OF THE 21ST CENTURY

Design and implement collaborative pathways to enhance student learning through innovative teaching and services.

College of Design and implement collaborative pathways to enhance st the 21 student learning through innovative teaching and services. Century

Objectives Key Actions and Strategies

2.1 Create a collaborative model that integrates student 2.1 a Improve information processes, systems, infrastructure, and services and instruction. data sharing. 2.2 Develop opportunities for students to engage in high- 2.2 a Enhance student engagement, support, and auxiliary services impact practices, such as service learning and for students in all instructional delivery formats. internships. 2.3 a Explore continued partnerships with other schools and in work-force development. 2.3 Explore and implement industry-sponsored experiences 2.3 b Increase industry recognized certification and training programs. that provide shadowing and internships at various 2.4 a Optimize technology for all stakeholders and implement best points in student careers. practices using technology to improve learning. 2.4 Implement best practices using technology to improve 2.4b Training for faculty and staff on tools, technology, and pedagogy. learning.

Indicators of Success M2-1 Number and type of trainings provided to faculty and staff M2-2 Quality Matters and FELA Academy M2-3 Upgrade Wi-Fi tower and bandwidth to improve signal. M2-4 Types of technology integrated into instruction and support services M2-5 Partnerships and MOUs with other schools and workforce M2-6 Number of internships and training opportunities through workforce development partners M2-7 Participation in high-impact practices (number of students and types of practices) M2-8 Institutional Effectiveness = Attainment of general education skills M2-9 Certification and licensure exam pass rates; internships; and employment GOAL 3: INSTITUTIONAL POSITIONING

Optimize institutional positioning in response to community needs and uphold excellence in all programs and services. Institutional Optimize institutional positioning in response to community needs and Positioning uphold excellence in all programs and services.

Objectives Key Actions and Strategies

3.1 Enhance college accessibility and visibility. 3.1a Enhance website and social media/online presence. 3.2 Cultivate internal and external partnerships and collaborations. 3.1 b Optimize competitive position in response to market input. 3.3 Promote program and service activities and milestones. 3.2 a Incorporate all areas (students, staff, and faculty) in decision-making processes. 3.4 Compliance with applicable accreditation standards, governmental 3.2b Strengthen internal communications and collaborations. and regulatory agencies. 3.2 c Enhance external partnerships & collaborations 3.3 a Facilitate cultural, educational, and community activities. 3.3 b Promote and support practices to maintain a safe and secure campus. 3.4 a Use of data for in-depth analysis and documentation of continuous improvement. 3.4b Achieve and maintain regional and professional accreditation.

Indicators of Success M3-1 Website analytics (surveys & visitors) M3-2 Marketing/Public Relations promotion of events and activities M3-3 Event and activity attendance and participation M3-4 Participation in community service events and organizations M3-5 Effective safety and security protocols and overall emergency preparedness M3-6 Effective business continuity plan in place M3-7 Accreditation reports and actions M3-8 Assessment reports, meeting minutes and survey results GOAL 4: RESOURCES

Secure and retain appropriate financial, physical, and human resources to ensure continued and effective college operations and growth. Secure and retain appropriate financial, physical, and human Resources resources to ensure continued and effective college operations and growth.

Objectives Key Actions and Strategies 4.1 Expand revenue generating streams. 4.1a Expand donor base. 4.2 Implement cost containment through sound financial management. 4.1 b Explore corporate, foundation, and government sources to support 4.3 Utilize best practices for responsible stewardship of institutional funding. financial resources. 4.2 a Maintain adequate faculty to student ratio. 4.4 Maintain facilities that are safe and sustainable. 4.2b Optimize salaries and benefits. 4.5 Employ and retain qualified faculty and staff. 4.3 a Promote cost-effective systems of internal control for all operations. 4.4a Avoid delayed maintenance of facilities through scheduling processes. 4.5a Ensure employees meet qualification requirements. 4.5b Sustain professional development opportunities for faculty and staff.

Indicators of Success M4-1 Evidence of fiscal health and viability (audits and budget reports) M4-2 Maintain adequate level of reserves M4-3 Cost effectiveness by choice of products M4-4 Utility cost reductions M4-5 Revenue from alternative sources (grants, donors, etc.) M4-6 Space Utilization Reports M4-7 Wellness and Safety Activities M4-8 Property Inventory Records M4-9 Employee Engagement/Satisfaction M4-10 Employee Qualification Records M4-11 Professional Development Opportunities IMPLEMENTATION OF PLAN Just as the development of the plan was organized to be an inclusive, comprehensive, and transparent process, so too has the implementation of the plan. Action Plans for each objective have been developed to ensure the Strategic Plan is a relevant, living document to be reviewed on an annual basis.

Each goal has been set up on a SMART template with five key elements: S = Specific (Objective) M = Measureable (Action/Strategy) A = Achievable (Indicator of Success) R = Relevant and Responsible (Responsible Individuals/Departments) T = Timely (Frequency of Evaluation)

This plan is designed to propel Laredo College forward as a premier Learner Centered, Life Changing, and Leadership Catalyst institution.