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At yesterday's Convocation, I shared with an assemblage of over 140 faculty and staff my leadership priorities for the coming academic year. I'm re-posting here for those of you who were unable to attend.
In consultation with the College’s participatory governance entities, campus dialogues leading to recommendations and consensus will focus on the following areas during the 2019-2020 academic year:
1. Developing a better understanding of the student experience as an integral component of improving persistence, retention, and completion;
2. Introducing the concept of becoming a “sustainable” institution to help educate our students about the very real issues surrounding climate change and actions that can/should/must be taken (please see previous blog post);
3. Updating our participatory governance handbook;
4. Managing our growth in light of two years of increased enrollments vis a vis the demands of the Student-Centered Funding Formula (please see blog post immediately following this one);
5. Initiating the process of updating our Strategic Plan (the current iteration ends June 30, 2020);
6. Focusing on student leadership and involvement in order to develop a stronger student voice on campus;
7. Establishing a more transparent process of budget analysis, review, and distribution to improve and refine the process of planning and resource allocation;
8. Addressing multiple issues/opportunities of campus-wide significance (e.g., smoking policy, email policy, master events calendar, and expansion of campus-wide observances of significant events and dates);
9. Expanding and improving multiple modes of communication in order to keep the campus community better informed; and
10. Implementing additional training and communication in emergency preparedness to ensure that faculty and staff understand protocol and practice if the campus is faced with an active shooter or other catastrophe.
Additionally, emphasis will be placed on
1. Continued support for initiatives by Academic Affairs and the faculty to engage in continuous improvement of our academic programs, including the implementation of Guided Pathways;
2. Fully establishing the West Los Angeles College Foundation, with the recruitment of a full Board of Directors, the identification of funding priorities, and the creation of a donor outreach/stewardship initiative;
3. Ensuring that the College’s two major capital projects (Technology Learning Center and Watson Center) are completed and ready for occupancy in a timely manner;
4. Facilitating the conversations with the Building Users’ Group and other interested campus entities in the programming phase of the new HLRC;
5. Maintaining our strong, consistent record of financial stability; and
6. Funding and supporting professional development activities for faculty and staff.
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In consultation with the College’s participatory governance entities, campus dialogues leading to recommendations and consensus will focus on the following areas during the 2019-2020 academic year:
1. Developing a better understanding of the student experience as an integral component of improving persistence, retention, and completion;
2. Introducing the concept of becoming a “sustainable” institution to help educate our students about the very real issues surrounding climate change and actions that can/should/must be taken (please see previous blog post);
3. Updating our participatory governance handbook;
4. Managing our growth in light of two years of increased enrollments vis a vis the demands of the Student-Centered Funding Formula (please see blog post immediately following this one);
5. Initiating the process of updating our Strategic Plan (the current iteration ends June 30, 2020);
6. Focusing on student leadership and involvement in order to develop a stronger student voice on campus;
7. Establishing a more transparent process of budget analysis, review, and distribution to improve and refine the process of planning and resource allocation;
8. Addressing multiple issues/opportunities of campus-wide significance (e.g., smoking policy, email policy, master events calendar, and expansion of campus-wide observances of significant events and dates);
9. Expanding and improving multiple modes of communication in order to keep the campus community better informed; and
10. Implementing additional training and communication in emergency preparedness to ensure that faculty and staff understand protocol and practice if the campus is faced with an active shooter or other catastrophe.
Additionally, emphasis will be placed on
1. Continued support for initiatives by Academic Affairs and the faculty to engage in continuous improvement of our academic programs, including the implementation of Guided Pathways;
2. Fully establishing the West Los Angeles College Foundation, with the recruitment of a full Board of Directors, the identification of funding priorities, and the creation of a donor outreach/stewardship initiative;
3. Ensuring that the College’s two major capital projects (Technology Learning Center and Watson Center) are completed and ready for occupancy in a timely manner;
4. Facilitating the conversations with the Building Users’ Group and other interested campus entities in the programming phase of the new HLRC;
5. Maintaining our strong, consistent record of financial stability; and
6. Funding and supporting professional development activities for faculty and staff.
These priorities continue to support the personal vision I
enunciated for West Los Angeles College in September 2017 in support of our
institutional vision to be “a gateway of success for every student”: West
Los Angeles College will be recognized for its academic centers of excellence
that are responsive to the needs of the communities and region that it
serves. These programs and related
services will be delivered in an environment exemplifying compassion and an
authentic focus on the well-being of every student.
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