LewisClark State College

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Lewis-Clark State College

• Progress Report on Strategic Plan
• October 21, 2004
• Dene K. Thomas

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Areas to be Covered Today

• LCSC Strategic Plan Overview
• Snapshot of Key Areas
• Accreditation
• Instruction
• Outreach
• Enrollment
• Finance
• Advancement
• Research, Grants, and Contracts
• Facilities
• Personnel
• Student Issues
• Question and Answer Session

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LCSC Strategic Plan

• Implemented a systematic strategic planning
  process in Fall01 to cope with budget
  challenges and build teamwork
• Not just a list of goals/objectives
• An integrated planning, budgeting, assessment
  process
• Clarified role/mission mission drives programs
• Realigned organizational structure to support
  mission
• Links goals? planning? budgets? programs
• Vertical and horizontal integration of all LCSC
  teams
• Strategic Planand planning processhas helped
  LCSCs people efficiently provide high-quality,
  accessible, relevant programs in a period of
  shrinking budgets and growing demand

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LCSC Role/Mission

• LCSC Baccalaureate CollegeGeneral (Carnegie
  classification)
• A teaching institution since 1893our heritage
  as a Normal school continues
• Unique among Idahos 4-year colleges and
  universitiesan accessible portal to higher
  education for citizens who can start on the road
  to success in a small-college atmosphere
  stressing personal interaction and applied
  learning
• Three-part mission
• Academic programs
• Professional-Technical education
• Community programs

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Active Engagement
Community
LCSC Mission
Basic Education
Local, Regional, State, Nation
Academic
Professional Technical
K-12
Community Programs
CollaborationTeamworkRespect One Team, One
Mission, One Community
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Primary Emphasis Areas

• Business
• Criminal Justice
• Nursing
• Professional-Technical Education
• Social Work
• Teacher Education

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Areas of Interest
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AccreditationNWCCU

• Four major recommendations in 1999 accreditation
  visit (10-year comprehensive evaluation)
• Institutional Role/Mission
• Institutional Planning
• Institutional Assessment
• Advising (provisionally-admitted students)
• Interim visit in April 2003
• Highly laudatory report commendation on progress
  made in all areas
• Recommendation implement (then) draft
  institutional assessment plan
• Five-year Interim Visit (Regular) on October
  25-26, 2004
• LCSC is ready
• Interim Report is available for Boards review

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Instruction

• Sustained quality programs in all six emphasis
  areas
• Nurse exam pass rate gt 90
• Strong performance on teacher Praxis exams
• PACE (accelerated teacher certification
  initiative) identified as model initiative by
  MOST program
• New Radiography Science and LPN programs thriving
• CAMP initiative going strong (second year)
• School of Technology quick response to industry
  needs
• Fundamental review of General Education Core
  underway
• Retention initiatives beginning to pay
  offincreased from 49 to 60 this fall
  (first-time, full-time, degree-seeking)
• Increase in student credit hour production,
  despite budget challenges

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Outreach

• Coeur dAlene LCSC provides Nursing, Business,
  Social Work, and Justice Studies, Communications,
  and Interdisciplinary Studies programs
• Long-range planning with NICHE schools
• Outreach Center programs served over 5,000
  students throughout Region II
• Workforce Training served over 4,000 students
• Small Business Development Center received
  perfect report in August 2004 accreditation
  visit
• Produced over 450 GED graduates during the past
  year
• LCSC community programs reached over 44,000
  Idahoans over 120,000 meals served by our Senior
  Nutrition program
• Support for Idaho citizen-soldiers called to
  active duty for deployment to Iraqand their
  families

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Enrollment

• Fall 2004 All time record for student FTE
  enrollment
• 23 increase in FTE since Fall 2000
• Increasing credit hour load for students
• FTE growth trend matched by sustained growth in
  unduplicated student headcount
• 23 increase in unduplicated headcount (includes
  full-time and part time) since Fall 2000
• Continues the (recently-restored) positive trend
  in demand after the down-slide of 1994 through
  2000
• This increased demand has been met through
  careful planning and efficient execution of
  programs

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Finance

• Lean operation increased enrollment and overhead
  costs (utilities, health care) decreased buying
  power
• Cumulative effects of 2-yrs of cuts, funds
  reversion, followed by zero-growth budgets
• Occupancy costs withheld in FY05
• Student fee increase of 8.5
• Tight scrutiny over position fills and travel
• Deficit reduction plans on track (Athletics,
  Center for Arts and History)
• Salaries Frozen in FY03 FY04. Used internal
  funds make up difference between appropriations
  and 2 raise and 1 bonus for LCSC employees in
  FY05

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Advancement

• New College Advancement team has restored
  momentum to programcoordinating fund-raising
  efforts across the institution
• 40 increase in donations since last year
• More gifts from alumni than ever before
• Largest single gift in history of LCSC (470,000)
• Provided over 150,000 in scholarships
• Added six new endowed scholarships

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Research, Grants, and Contracts

• Grant awards have increased 94 since FY2000,
  reaching an all-time record of 6.2 million for
  FY2004
• Recent highlights include
• Award of the American Indian Student Leadership
  Education (AISLE) grant
• USDA milling equipment grant
• Federal funding for LCSCs regional Motor Safety
  Center (Skid Pad) project
• LCSC joins Biomedical Research Infrastructure
  Network (BRIN) grant in August 2004

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Facilities

• Activity Center
• Leap from 1930s facility into the 21st Century
• Athletic, classroom, and community facilities
• Project is on time, on budgetopens Jan 2005,
  will be completed in Aug 2005
• Renovation of Fine Arts Building (ADA compliance)
• Ribbon-cutting last year of self-financed
  Information Commons in Library
• PBFAC approval of two new classrooms for P-T
  complex, Tennis Center lighting, access road
  project
• Land purchased for regional Motor Safety Center
• Currently exploring options to meet growth in
  demand for residential student housing

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Personnel

• LCSC operates with very lean personnel
  levelsdriven by budget limitations rather than
  demand for our programs
• Full-time faculty and staff positions have
  remained flat since 2001
• Dual-hatting has been used to cover some
  vacancies
• New senior leadership team is in place (Provost
  and Vice President for Administrative Services)
• Consolidated our superstructure to a 2-Vice
  President model
• Both VPs now engaged directly in student support
• Added Dean of Student Services shifted center of
  gravity closer to the students
• Internal funds reprogrammed to allow faculty
  promotions
• As important as the growing salary gap with other
  institutions is the gap with the real cost of
  living.
• Lack of a get well plan/commitment to fair
  funding for higher ed employees creates personnel
  turbulence and raises concerns on long-term
  program quality and access
• These personnel issues have a direct impact on
  students

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In Conclusion

• LCSCs administration, faculty, staff, and
  students are successfully carrying out our
  current five-year strategic plan and
  accomplishing our mission
• We continue to provide Idaho taxpayers with
  excellent return on investment for every dollar
  spent on our students and programs
• We are a stronger institution today than we were
  in Fall 2001 on the precipice of the state-wide
  financial downturn
• We appreciate your support and look forward to an
  even brighter future.

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Questions?