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Laredo College
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 Texas
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 South Texas
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
Success
Ensure students have adequate access and support for the
achievement, completion and success of their educational goals.
Objectives Key Actions and Strategies
1.1 Improve the transition to college. 1.2 Strengthen vertical alignments and pathways. 1.3 Provide academic and college readiness advising with
access to appropriate student support services.
1.4 Implement purposeful and collaborative outreach efforts.
1.5 Facilitate the integration of non-credit students. 1.6 Expand flexible delivery methods to address
student needs through innovative course
design, scheduling, and distance or digital
learning.
1.1a Create a stream-lined and visual enrollment checklist.
1.1b Require participation in mandatory orientation.
1.1 c Align student support services to ease navigation of processes and
information.
1.2 a Implement effective advising model to include monitoring
college readiness and student progress.
1.3 a Collaboration between ISD’s and other educational partners to host
information sessions with students and parents.
1.3 b Full implementation of clear pathways from recruitment to completion
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.
Indicators of Success
2.1 Create a collaborative model that integrates student
services and instruction.
2.2 Develop opportunities for students to engage in high-
impact practices, such as service learning and
internships.
2.3 Explore and implement industry-sponsored experiences
that provide shadowing and internships at various
points in student careers.
2.4 Implement best practices using technology to improve
learning.
2.1 a Improve information processes, systems, infrastructure, and
data sharing.
2.2 a Enhance student engagement, support, and auxiliary services
for students in all instructional delivery formats.
2.3 a Explore continued partnerships with other schools and in work-force
development.
2.3 b Increase industry recognized certification and training programs. 2.4 a Optimize technology for all stakeholders and implement best
practices using technology to improve learning.
2.4b Training for faculty and staff on tools, technology, and pedagogy.
College of
the 21st
Century
Design and implement collaborative pathways to enhance
student learning through innovative teaching and services.
Objectives Key Actions and Strategies
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.
Indicators of Success
3.1 Enhance college accessibility and visibility. 3.2 Cultivate internal and external partnerships and collaborations. 3.3 Promote program and service activities and milestones. 3.4 Compliance with applicable accreditation standards, governmental
and regulatory agencies.
3.1a Enhance website and social media/online presence. 3.1 b Optimize competitive position in response to market input. 3.2 a Incorporate all areas (students, staff, and faculty) in decision-making processes.
3.2b Strengthen internal communications and collaborations.
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.
Institutional
Positioning
Optimize institutional positioning in response to community needs and
uphold excellence in all programs and services.
Objectives Key Actions and Strategies
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.
Indicators of Success
4.1 Expand revenue generating streams. 4.2 Implement cost containment through sound financial management. 4.3 Utilize best practices for responsible stewardship of
financial resources.
4.4 Maintain facilities that are safe and sustainable.
4.5 Employ and retain qualified faculty and staff.
4.1a Expand donor base. 4.1 b Explore corporate, foundation, and government sources to support
institutional funding.
4.2 a Maintain adequate faculty to student ratio.
4.2b Optimize salaries and benefits.
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.
Resources Secure and retain appropriate financial, physical, and human
resources to ensure continued and effective college operations and
growth.
Objectives Key Actions and Strategies
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.
