Lake Erie College Strategic Plan : Supporting. Empowering. Thriving.

Transcription

1 1 Lake Erie College Strategic Plan -2021: Supporting. Empowering. Thriving. Priorities and Strategic Goals for Each Theme Area [NOTE: ACTION STEPS ARE UNDER DEVELOPMENT AND CONSIDERATION AS OF OCTOBER 19, CABINET RETREAT FEEDBACK INCORPORATED; NEXT STEPS: BOARD FEEDBACK AS PER OCTOBER 27, 2017 BOARD RETREAT] Priority A. Mission and Vision We need to better define and share our value proposition, so that we can communicate to all internal and external audiences why we are distinctive, and why our particular mix of strong liberal arts programs, professional programs, and co-curricular activities is a powerful way for us to empower students for careers and lives of significance. Proposed Mission and Vision Mission Lake Erie College provides an excellent education by offering a diverse, inclusive, and highly-personalized learning environment. Engaging and experiential, grounded in the liberal arts tradition, guided by an ethic of hope and care, a Lake Erie College education empowers students to lead lives of personal significance and professional success as global citizens. Vision Lake Erie College will empower its students by successfully integrating the following components: Self-discovery The development of strong personal attributes Creative Problem Solving Other-regarding In support of the revised mission and vision, and to frame the strategic, the College seeks to accomplish the following primary objectives: Demonstrate our commitment to the region by seeking meaningful collaborations and engaging in service activities that directly impact our immediate region, especially Lake County Promote the work (scholarship), community involvement, and interactions faculty and staff have with students

2 2 Seek to expand the academic co-curricular activities (research, thematic elements, and faculty presentations) Collaborate with local organizations more effectively and with strategic benefit to the institution Create a strategy by which we will understand the perception of the College, especially in our immediate region Create inclusive and multi-cultural campus community through diversity and inclusion initiatives Ensure that our mission is at the forefront with regard to all strata of the institution, including fundraising, donor relations, and philanthropy Strategically use our new mission statement to enroll more students who are likely to succeed, and ensure that we have an enrollment management philosophy that reflects the mission and vision of the institution Priority B. Academic Programs and Learning Spaces We need to invest in quality academic programs, and provide more high-impact experiences so that our students see increased success as measured by retention, persistence, and graduation rates. These high-impact experiences might include an increase in study abroad, internships, funding for research/scholarly work, etc. 1 Goal: Strategically fund instructional technologies and facilities (in alignment and expanding upon the current technology master and as part of the facilities master ning process), such as classroom presentation technologies, computers, classrooms/performance/presentation spaces, and software platforms to ensure our students are learning in a real-world environment. Implement Technology Master Plan Current Plan Implement Technology Master Plan Review status of and levels of Implement Technology Master Plan Implement Technology Master Plan Implement Technology Master Plan 2 Goal: Expand the number and ensure a qualitative, high-impact focus academic co-curricular activities to support a breadth of opportunities for all of our students 3 Goal: Ensure that all of our students have the academic support services, including those who are considered at-risk or in need support, as supported by data, and also students of high aptitude

3 Priority A. Enrollment and Finance We need to insure the college s finances are on sound footing, building new revenue streams and strengthening student recruitment efforts so that we can afford to make needed investments in the college. 3 1 Goal: Create a more participatory budget process, designed to support our mission Create a Current process By April 15, Review and Implementatio Implementation of Implementation common have a new revise process as n of budget budget of budget divisional additional faculty members divisional budget needed in time development development development budget process ready to for FY20 process process process development Action Steps Baseline be Target: implemented Milestone process that in time for FY19 reflects budget intentionality of and mission o Is connected to a unique approach, trending market need, or is a niche program Utilize the o Includes s for external funding (such as philanthropy and grant) future-focused multi-year o Includes s for personnel and budget needs budget process o Is incorporated and an expectation of academic divisional ning which will prioritize the financial stability of the institution and ensure that we support our academic programs in a way that reflects the mission and C. Compensation, Benefits and Professional Development We vision need of to the improve our sense of community by investing in our faculty and staff. Compensation, benefits, and professional development are key areas needing investment institution so that we can continue to serve our students increasingly well. Area(s) Responsible: Area VPs, area heads, and president 4 Goal: Invest in our faculty as resources allow, including compensation, professional development, and 5 Goal: Build and enhance academic offerings using among the following criteria: Priority 1 Goal: Better utilize the current governance structure, in collaboration with campus stakeholders, to complete 2 Goal: Grow new pipelines of successful students enabling us to lessen our reliance on athletics, utilizing our a compensation analysis and adopt multi-year strategies to bring our compensation levels more into line with mission and vision to enhance strategic enrollment s Generate a cost-benefit

4 4 peer institutions. Ensure that we have a clear understanding of competitive advantages or disadvantages with regard to benefits in order for the College to attract strong applicant pool and prevent turnover in key positions. Benefits and Current New committee Compensation membership convened Committee effective fall 2017 January will meet at least monthly during the academic year and revisit its membership to ensure sufficient representation Provide comprehensive data analysis for all areas and positions using CUPA, regional data, and available data, to include adjunct faculty Preliminary report distributed to Cabinet and Current data set Current data set Completed data representative of positions at LEC by February 16, ; report issued to board in May Report distributed by to include and differential Report issued to president and board in May Committee is active report issued to board in May 2019 Committee is active Have a cost-ofliving adjustment in place for FY20; report issued to board in May 2020 Committee is active Complete report issued to the board regarding progress to three-year goal to target

5 5 the Benefits & Compensation Committee to include and differential to VPs will prepare divisional feedback and analyses to the president, HR office, and Benefits and Compensation Committee with positions and employees that are furthest from average Analyze our healthcare and retirement benefits, and paid time off and align with select s Current data set Current healthcare and retirement comparison to average by March 15, ; development of s Report will be produced by each VP by May 15, with area s that will include ideas and proposals for equity adjustments and three-year to get the institution closer to Report will be produced by HR by March 15, ; as appropriate, benefits package language will be altered to reflect the quality of the benefits, as appropriate July % to average (subject to revision, depending upon findings) July 2019 July % to average (subject to revision, depending upon findings) July 2019 July % to average (subject to revision, depending upon findings) July 2019 Area(s) Responsible: Area VPs, Benefits & Compensation committee Board, President, IR and HR personnel 2 Goal: Adopt strategies as outlined in the Diversity and Inclusion Plan with regarding to hiring and

6 6 employment and strategically use our mission statement to attract and retain employees Implementation Current Have of Diversity & Diversity & approved by Inclusion Plan Inclusion Plan board Area(s) Responsible: See current diversity and inclusion 50% of the initiatives completed 75% of initiatives completed 100% of initiatives completed 3 Goal: Listen carefully to employee feedback and ensure that the College crafts clear action s regarding key themes regarding the campus workplace environment and productivity Purchase detail Current Great 5% improvement December 1, to questions for Colleges survey in five categories Great Colleges results of Great survey and Colleges survey distribute results that reflect our most significant deviation from ; VP preliminary response and action submitted to the president by Identify a College ombudsperson to help resolve disputes, serve as a neutral, and Current problem resolution process (which is HR focused) March 15 By March 15, have an ombudsperson identified and reporting process and awareness December 1, 10% improvement in five key categories of Great Colleges survey that reflect our most significant deviation from Creation of assessment for Ombudsperson responsibilities and role by 15% improvement in five key categories of Great Colleges survey that reflect our most significant deviation from Action s prepared in response to assessment and utilization 20% overall improvement in 10 categories of Great Colleges survey that reflect our most significant deviation from Action s prepared in response to assessment and utilization

7 7 provide feedback to administration as trends and concerns emerge Have each area VP craft action strategies based upon feedback by presidential forums and host quarterly forums and feedback session for their areas Encourage and promote use of Contact Us form for internal feedback, ideas, and input, and consider an idea box. Current Great Colleges survey results Current utilization rate of form developed December 1, By March 15, each division will have a three action items in response to Great Colleges survey reflecting input, feedback, and categories of greatest concern By March 15, a report will be generated and shared with the Benefits & Compensation Committee, Cabinet, senates and president Review results of survey and issue a campus report by August Review results of survey and issue a campus report by August 2019 Response strategy issued by area VP that prioritizes the top three areas of concern and action and outcomes presented to president Review results of survey and issue a campus report by August 2020 Assessment of efforts and action s created in line with progress toward outcomes Review results of survey and issue a campus report by August 2021 Assessment of efforts and action s created in line with progress toward outcomes Area(s) Responsible: President, VPs, HR, Board 4 Goal: Place a focus on developing a strategy that ensures employees have the appropriate technologies and access to professional development to effectively do their jobs, and require all areas to have a professional development in place Each VP will Current By May 15, By May 2019: craft a targeted professional each Surveys professional development division will distributed to Implementation and assessment of PD activities Implementation and assessment of PD activities Implementation and assessment of PD activities

8 8 development Continued of technology master to include ensuring each area has their own technology committee or representational group. offerings. submit a professional development to HR and the president with an approved in place by August Committees formed by March 15,. personnel regarding PD feedback Area(s) Responsible: See current technology master 5 Goal: Adopt a philosophy where areas on campus that have been particularly under-resourced with respect to personnel, but especially in the operations of academic, student success, and philanthropy, are incrementally brought into line with peer institutions Divisional Current By March 15, each August staffing and personnel level area will present to have a report personnel s and the president a issued aligning with organizational three-year prepared by mission and structure aspirational staffing cabinet and vision with a to be used in issued to the focus on high- budget development board Phased of underway to ensure personnel strategies align with key goals, Phased of underway to ensure personnel strategies align with key goals, Phased of underway to ensure personnel strategies align

9 Priority B. Diversity, Inclusion, and our Sense of Place a.strengthening the personal develop aspect during orientation programs b.establish cocurricular programming as part of the D&I ; specifically, with regard to student support and services c.mandate attendance to the Pathways to We need to foster an environment where all feel welcome and included, and focus on preparing our current students to become responsible citizens of local, national, and international communities. 9 1 Goal: Implement the 2017 Diversity and Inclusion Plan impact, highreward, processes to outcome, outcome, metrics, with key goals, and understand metrics, and and division s outcome, Action revenue Steps and Baseline priorities Target: and needs; Milestone division Target s 2019 Target 2020 metrics, Target and 2021 qualitative alignment with peer division s Board enhancements approval of the Diversity and Inclusion Plan See D&I and See s D&I and a focus on differentiating/nich e characteristics See D&I See D&I See D&I See D&I Area(s) Responsible: VPs, Deans, President, Board 2 Goal: More effectively support, balance, and integrate students into the campus community with regard to mutual expectations of respect, academic rigor, and a holistic learning environment Create a more effective orientation for new LEC students reinforcing our values, academic rigor, and respect. by means of: