海角社区

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Microsite: Main Content March 6, 2023

Inclusive
Goal

By creating an inclusive, anti-racist, & welcoming environment, all students & employees will feel that their voices matter & that their identities are valued & re-affirmed.

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Microsite: Main Content March 6, 2023

Supportive
Goal

Through fostering a culture of care & collegiality, students & employees will feel supported, valued, & respected.

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Microsite: Main Content March 6, 2023

Innovative
Goal

Through implementing innovative approaches, 海角社区will achieve equitable student outcomes, address emerging industry needs, & promote sustainability.

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Microsite: Main Content March 6, 2023

Synergy
Goal

By creating synergy between community, education, & local & regional industry, partnerships will be strengthened to support the equitable achievement of students鈥� educational & career goals.

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Microsite: Main Content March 6, 2023

Inclusive
Goal

By creating an inclusive, anti-racist, & welcoming environment, all students & employees will feel that their voices matter & that their identities are valued & re-affirmed.

Read more

Microsite: Main Content March 6, 2023

Supportive
Goal

Through fostering a culture of care & collegiality, students & employees will feel supported, valued, & respected.

Read more

Microsite: Main Content March 6, 2023

Innovative
Goal

Through implementing innovative approaches, 海角社区will achieve equitable student outcomes, address emerging industry needs, & promote sustainability.

Read more

Microsite: Main Content March 6, 2023

Synergy
Goal

By creating synergy between community, education, & local & regional industry, partnerships will be strengthened to support the equitable achievement of students鈥� educational & career goals.

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Microsite: Students Percentage Title March 6, 2023

Working together:

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Microsite: Students Percentage Title March 6, 2023

Innovate for success:

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Microsite: Students Percentage Title March 6, 2023

Students鈥� needs matter:

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Microsite: Students Percentage Title March 6, 2023

Students and employees thrive:

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Microsite: Student Percentage Inclusive March 6, 2023

85%

Ensure 85% of employees feel they matter in campus spaces

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Microsite: Student Percentage Inclusive March 6, 2023

85%

Ensure 85% of students feel they matter in campus spaces

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Microsite: Student Percentage Supportive March 6, 2023

41%

Ensure students have financial resources by increasing Pell awards to 41%

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Microsite: Student Percentage Supportive March 6, 2023

90%

Maintain a student-centered schedule at 90% fill rate annually

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Microsite: Student Percentage Supportive March 6, 2023

57%

Close equity gaps in all achievement metrics by 57%

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Microsite: Student Percentage Supportive March 6, 2023

70%

Ensure student learning with all five Institutional Student Learning Outcomes meeting 70% expected level of achievement for students who have completed 45+ units

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Microsite: Student Percentage Innovative March 6, 2023

74%

Increase course success rates to 74%

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Microsite: Student Percentage Innovative March 6, 2023

46%

Increase transfer-level English completion for degree-seeking students in the first year to 46%

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Microsite: Student Percentage Innovative March 6, 2023

31%

Increase transfer-level Math completion for degree-seeking students in the first year to 31%

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Microsite: Student Percentage Innovative March 6, 2023

55%

Increase fall-to-fall persistance rates for degree-seeking students to 55%

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Microsite: Student Percentage Innovative March 6, 2023

3,365

Increase the number of degrees awarded to 3,365

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Microsite: Student Percentage Innovative March 6, 2023

4,523

Increase the number of certificates of achievement awarded to 4,523

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Microsite: Student Percentage Innovative March 6, 2023

25%

Increase 3-year completion rates for first-time, full-time degree-seeking students within 150% of normal program completion time to 25%

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Microsite: Student Percentage Synergy March 6, 2023

20,774

Increase enrollment to 20,774 Full-Time Equivalent Students (FTES)

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Microsite: Student Percentage Synergy March 6, 2023

7,050

Increase non-credit enrollment to 7,050

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Microsite: Student Percentage Synergy March 6, 2023

3,129

Increase the number of transfers to four-year institutions to 3,129

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Microsite: Student Percentage Synergy March 6, 2023

48%

Increase student job placement in living-wage positions to 48%

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Microsite: Discover March 6, 2023

Discover the Year-by-Year Metrics of Our Strategic Plan

Track Our Progress

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Microsite: Discover March 6, 2023

Discover the Year-by-Year Metrics of Our Strategic Plan

Track Our Progress

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Microsite: Discover March 6, 2023

Discover the Year-by-Year Metrics of Our Strategic Plan

Track Our Progress

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Microsite: Discover March 6, 2023

Discover the Year-by-Year Metrics of Our Strategic Plan

Track Our Progress

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Microsite: Strategies Title March 6, 2023

Strategies

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Microsite: Strategies Title March 6, 2023

Strategies

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Microsite: Strategies Title March 6, 2023

Strategies

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Microsite: Strategies Title March 6, 2023

Strategies

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Microsite: Strategies Inclusive March 6, 2023

Inclusive Strategies 1
Redesign policies, procedures, and processes to be equitable and attain social and racial justice for our students and employees

Engage the college in a comprehensive institutional audit
Implement institutional changes to support the needs of employees and students with disabilities both in and outside the classroom
Apply universal design principles across the College, including to services, academic supports, and physical and online spaces

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Microsite: Strategies Inclusive March 7, 2023

Inclusive Strategies 2
Continue catalyzing change to oppose and confront racism, anti-blackness, and white supremacy to create a more inclusive working and learning environment through the Framework for Reconciliation

Implement the recommendations that arise through the Catalyzing Action Design Team and Impact Groups

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Microsite: Strategies Inclusive March 7, 2023

Inclusive Strategies 3
Instill a sense of mattering and belonging in historically underserved students through welcoming, anti-racist, and inclusive programs, initiatives, and campus environments

Continue to support cultural and heritage communities, programming, and resources that create welcoming, inclusive, and supportive environments for students of all backgrounds
Scale successful learning communities (e.g., Puente, Umoja) and programs (e.g., EOPS, DSPS)
Create a culturally responsive and welcoming campus for our students through visual representation (e.g., murals or other artwork or imagery) mirroring our campus community
Continue to create safe and welcoming spaces on both campuses where students can engage in social and racial justic

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Microsite: Strategies Inclusive March 7, 2023

Inclusive Strategies 4
Provide and promote equity-minded training for all employees to ensure students have the best experience possible

Implement the Equity Congress for all employee groups focused on restorative justice
Provide self-paced and easily accessible equity-minded professional development opportunities
Ensure professional development focuses on building racial literacy through honest and ongoing discussion and reflection on racial identities, racism, and racial justice
Ensure dedicated equity-focused professional development days are provided for all employees on campus

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Microsite: Strategies Inclusive March 7, 2023

Inclusive Strategies 5
Ensure hiring practices intentionally support diversifying the College鈥檚 workforce

Evaluate and redesign faculty hiring practices at each step of the hiring process to focus on hiring diverse faculty that reflect the student population

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Microsite: Strategies Supportive March 7, 2023

Supportive Strategies 1
Intentionally serve our historically marginalized students recognizing that a 鈥渙ne size fits all鈥� model does not work for all

Identify best practices to support historically marginalized students and actively seek and apply for grants to support implementation of these practices
Continue to expand supports for Justice Scholars students and gang-involved youth and young adults
Develop courses and programs specifically focused on ethnic, racial, and gender and sexuality studies (e.g., Asian/Asian-American Studies, African-American/Black Studies, Chicano/Latinx Studies, Women鈥檚 Studies, and LGBTQIA+ Studies)
Intentionally expand federal work study opportunities on campus tailo

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Microsite: Strategies Supportive March 7, 2023

Supportive Strategies 2
Create spaces/activities for employees to connect, build community and relationships, and share best practices and experiences

Support employee participation in events and programs on campus

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Microsite: Strategies Supportive March 7, 2023

Supportive Strategies 3
Address students鈥� basic needs to advance economic and social justice

Continue to identify and implement additional strategies to address food insecurities across campus
Expand opportunities to place housing-insecure students in short-and long-term housing
Continue to support affordable transportation solutions for students and make available to students the technology necessary to achieve success

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Microsite: Strategies Supportive March 7, 2023

Supportive Strategies 4
Focus on the institution鈥檚 role in creating positive experiences for students and employees

Offer professional development to management focused on positive management practices and leading with kindness
Offer professional development to all employees focused on mental health, interpersonal communication, and work-life balance that promotes healing, vulnerability, honesty, and trust
Continue the Faculty Diversity Internship Program and explore implementing a faculty and staff student mentoring program
Further invest in mental health supports for students
Continue to focus on ensuring the College鈥檚 campuses are safe and secure for

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Microsite: Strategies Supportive March 7, 2023

Supportive Strategies 5
Improve communication across the College for students and employees

Increase clarity and improve functionality of the LBCC website to be both student- and employee-friendly
Improve on-campus signage to ensure it is clear and welcoming for students

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Microsite: Strategies Supportive March 7, 2023

Supportive Strategies 6
Continue building trust and improving morale through an environment of transparency and open communication amongst all employee groups

Improve the transparency of hiring processes and practices
Improve communication about ways to provide input on college-wide plans, initiatives, and programs and ensure methods are effective and inclusive
Improve transparency of college priorities and resources

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Microsite: Strategies Innovative March 7, 2023

Innovative Strategies 1
Close equity gaps in persistence and course success to achieve equitable student outcomes

Fully implement structured roadmaps with milestones and meta-majors
Continue to offer programs, services, and academic supports in multiple modalities to meet student needs
Support the development of fully online programs
Develop z-degrees and increase usage of Open Educational Resources
Continue to implement and support equity-focused faculty inquiry groups, across both CTE & non-CTE disciplines
Implement creative strategies and supports to increase successful transfer-level math and English course completion for degree-see

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Microsite: Strategies Innovative March 7, 2023

Innovative Strategies 2
Offer and award student equity mini-grants and equity innovation grants annually to intentionally support race conscious and equity-minded practices that close equity gaps

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Microsite: Strategies Innovative March 7, 2023

Innovative Strategies 3
Continue to enhance and offer the Cultural Curriculum Audit to close equity gaps in course success

Implement all phases of the Cultural Curriculum Audit per the Quality Focus Essay

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Microsite: Strategies Innovative March 7, 2023

Innovative Strategies 4
Address the needs of the local and regional labor market through curriculum development

Continue to examine regional data and reports for living-wage industry growth to support curriculum development and modification
Investigate the development of industry advisory committees for non- CTE programs to inform curriculum development and modification
Continue to educate students on career opportunities in relation to the programs offered on campus

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Microsite: Strategies Innovative March 7, 2023

Innovative Strategies 5
Continue to work toward the attainment of environmental justice by serving as a leader in upgrading facilities to be environmentally sustainable, accessible, welcoming, and student-centered

Continue to implement the Integrated Energy Master Plan in alignment with the Facilities Master Plan
Improve the accessibility of all facilities on campus

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Microsite: Strategies Innovative March 7, 2023

Innovative Strategies 6
Continue to invest in state-of-the-art technology to enhance student learning and improve business processes

Continue to leverage technology investments and enhance online services that were implemented in response to the pandemic in support of students and employees at the College
Utilize and leverage cloud-based solutions to build efficiencies and ensure data security
Investigate and explore new technologies on an on-going basis to improve business processes
Continue to support student and employee access to and successful use of College technology
Continue to provide students with access to technology systems and software needed for successful

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Microsite: Strategies Synergy March 7, 2023

Synergy Strategies 1
Scale Student Success Teams to break down silos and guide all students to ensure more students achieve their educational and career goals

Implement all stages of the Student Success Teams per the Quality Focus Essay

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Microsite: Strategies Synergy March 7, 2023

Synergy Strategies 2
Focus on achieving restorative justice through community-based partnerships

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Microsite: Strategies Synergy March 7, 2023

Synergy Strategies 3
Drive the regional economy and achieve economic justice by expanding equity-minded partnerships with community organizations and local industry to support job exploration, internships, and living-wage job placement

Scale opportunities for internships and work experience with local industry partners
Intentionally market short-term non- credit certificates that lead to living- wage jobs to students looking for clear and quick pathways to employment
Implement equity-minded, inclusive, and anti-racist practices in workforce development and across career technical education programs to ensure equitable student success both inside the classroom and throughout the internship, work experience, and career opportunities offered by 海角社区in partnership with local industry

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Microsite: Strategies Synergy March 7, 2023

Synergy Strategies 4
Drive regional economic recovery as a mechanism to attain economic justice

Ensure the College continues to partner and engage with policy makers to advocate for policies that support the attainment of economic and social justice for the College鈥檚 students and the Long Beach community
Promote and celebrate the Small Business Development Center and Goldman Sachs 10,000 Small Businesses programs, as well as identify ways to strengthen partnerships between 海角社区and these programs

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Microsite: Strategies Synergy March 7, 2023

Synergy Strategies 5
Grow early college initiatives for disproportionately impacted students to foster a sense of belonging in college courses, accelerate progress toward completion of educational goals, and improve economic mobility

Engage in intentional marketing and messaging to increase parent and student awareness and understanding of the benefits to participating in early college initiatives
Continue to expand the Early College at Browning Middle School
Streamline and coordinate early college e experiences for students at both 海角社区and CSULB

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Microsite: Strategies Synergy March 7, 2023

Synergy Strategies 6
Continue to promote, expand, and improve the nationally recognized Long Beach College Promise program

Continue to improve the First Year Experience program
Implement a Second Year Experience program with a focus on persistence
Grow engagement with and opportunities for internships with Long Beach College Promise Partners, the City of Long Beach, and Port of Long Beach

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Microsite: Resources Title March 7, 2023

Resources

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Microsite: Resources Title March 7, 2023

Resources

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Microsite: Resources Title March 7, 2023

Resources

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Microsite: Resources Title March 7, 2023

Resources

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Microsite: Resources March 7, 2023

Download Strategic Plan

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Microsite: Resources March 7, 2023

海角社区Mission, Vision, Values

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Microsite: Resources March 7, 2023

Download Strategic Plan

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Microsite: Resources March 7, 2023

海角社区Mission, Vision, Values

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Microsite: Resources March 7, 2023

Download Strategic Plan

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Microsite: Resources March 7, 2023

海角社区Mission, Vision, Values

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Microsite: Resources March 7, 2023

Download Strategic Plan

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Microsite: Resources March 7, 2023

海角社区Mission, Vision, Values

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Microsite: Acknowledgements March 7, 2023

Acknowledgements

The development of the 2022-2026 Strategic Plan was a college-wide effort throughout the 2021-2022 academic year.

Thank you to the Academic Senate, Classified Senate, and Associated Student Body (ASB), as well as all of the Long Beach City College faculty, classified, management, and students who participated in surveys, Envisioning the Future Workshops, and Strategic Plan Draft Workshops for their significant contributions to the Strategic Plan. A special thank you to the Long Beach Community College District Board of Trustees for their support throughout the development of the Strategic Plan and to the members of the Strategic Plan Oversight Taskforce and College Planning Council for their leadership in the development of the Strategic Plan.

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Microsite: Acknowledgements March 7, 2023

Acknowledgements

The development of the 2022-2026 Strategic Plan was a college-wide effort throughout the 2021-2022 academic year.

Thank you to the Academic Senate, Classified Senate, and Associated Student Body (ASB), as well as all of the Long Beach City College faculty, classified, management, and students who participated in surveys, Envisioning the Future Workshops, and Strategic Plan Draft Workshops for their significant contributions to the Strategic Plan. A special thank you to the Long Beach Community College District Board of Trustees for their support throughout the development of the Strategic Plan and to the members of the Strategic Plan Oversight Taskforce and College Planning Council for their leadership in the development of the Strategic Plan.

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Microsite: Acknowledgements March 7, 2023

Acknowledgements

The development of the 2022-2026 Strategic Plan was a college-wide effort throughout the 2021-2022 academic year.

Thank you to the Academic Senate, Classified Senate, and Associated Student Body (ASB), as well as all of the Long Beach City College faculty, classified, management, and students who participated in surveys, Envisioning the Future Workshops, and Strategic Plan Draft Workshops for their significant contributions to the Strategic Plan. A special thank you to the Long Beach Community College District Board of Trustees for their support throughout the development of the Strategic Plan and to the members of the Strategic Plan Oversight Taskforce and College Planning Council for their leadership in the development of the Strategic Plan.

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Microsite: Acknowledgements March 7, 2023

Acknowledgements

The development of the 2022-2026 Strategic Plan was a college-wide effort throughout the 2021-2022 academic year.

Thank you to the Academic Senate, Classified Senate, and Associated Student Body (ASB), as well as all of the Long Beach City College faculty, classified, management, and students who participated in surveys, Envisioning the Future Workshops, and Strategic Plan Draft Workshops for their significant contributions to the Strategic Plan. A special thank you to the Long Beach Community College District Board of Trustees for their support throughout the development of the Strategic Plan and to the members of the Strategic Plan Oversight Taskforce and College Planning Council for their leadership in the development of the Strategic Plan.

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Search: Offices, 2019

Results 1 - 10 of 62

Results

Contact February 13, 2019 LAC, T-1024F

Patrick Connell
Specialist, Human Resources

(562) 938-4697

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Contact March 21, 2019 LAC, B-105D

Deborah Miller-Calvert
Dean, Student Affairs

(562) 938-3032

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Contact February 13, 2019 LAC, T-1035

Jessica Obando
Compliance & Accessibility Analyst, Human Resources (WOC)

(562) 938-5488

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Overview February 13, 2019

Planning and Program Review

The Office of Institutional Effectiveness supports institutional planning processes at 海角社区through collaboration with the College Planning Council; Planning Committees, Subcommittees, and Taskforces; and the Department Plan/Program Review Subcommittee (a subcommittee of the Academic Senate鈥檚 Committee on Curriculum and Instruction).

Contact February 13, 2019 LAC, T-1031

Eric Cornejo
Manager, Human Resources (WOC)

(562) 938-4146

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Post January 9, 2019

Data Security Procedures

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Post October 31, 2019

Office of Institutional Research Data Requests

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Pod January 8, 2019

External Research Request

Overview January 18, 2019

ADA Coordinator

The Office of the ADA Coordinator oversees accommodations and accessibility for employees at the College. For guidance or questions on the accommodation process, please reach out to the following individuals within Human Resources:

Pod January 22, 2019

Commands