DOCUMENT RESUME ED 361 017 IC 930 391 TITLE Five Year Strategic Plan, 1993-1997, Lakeland Community College. INSTITUTION Lakeland Community Coll., Mentor, Ohio. PUB DATE 93 NOTE 31p.; For a related document "A Blueprint for Excellence: Lakeland Community College," see ED 357 780. PUB TYPE Reports Descriptive (141) EDRS PRICE MF01/PCO2 Plus Postage. DESCRIPTORS Ancillary School Services; Budgets; *College Planning; Community Colleges; *Educational Finance; Environmental Scanning; Faculty Development; Fund Raising; Institutional Research; Instructional Improvement; *Long Range Planning; *Mission Statements; *Organizational Objectives; Program Development; School Business Relationship; *School Community Relationship; Strategic Planning; Two Year Colleges IDENTIFIERS Lakeland Community College OH ABSTRACT In 1990, the newly formed Planning Advisory Committee at Lakewood Community College (LCC) in Mentor. Ohio, developed the college's first 5-year strategic plan with input from across the campus. This plan for 1993-97 updates the original 1990-95 plan and is designed to assist in the development of annual goals and objectives. Following an introduction, the report describes the strategic planning process at LCC, which involves the development of a blueprint for excellence to communicate priorities and plans to the community, the completion of an environulental scan, and establishment of institutional and departmental annual goals. Next, the report details LCC's accomplishments resulting from the 1990-1995 strategic plan, describing achievements in the areas of program development, professional development, student support services, and increased business and industry outreach. The report then describes an environmental scan conducted of external and internal factors in December 1992 and discusses LCC's financial needs and fundraising efforts. Finally, the report details planned activities and goals for 1993-97 with respect to the following strategic priorities: (1) sustain and strengthen academic quality; (2) keep career training up to date; (3) provide access with a focus on success; (4) protect the taxpayers' investment in LCC; (5) guarantee fiscal stability and accountable performance; and (6) increase interaction with community and governmental organizations. An appendix reviews strategic priorities and accomplishments for the period 1990-95. (PAA) **********************************************,A************************ Reproductions supplied by EDRS are the best that can be made from the original document. ***********************************************************************
Transcript
DOCUMENT RESUME
ED 361 017 IC 930 391
TITLE Five Year Strategic Plan, 1993-1997, Lakeland
Community College.INSTITUTION Lakeland Community Coll., Mentor, Ohio.
PUB DATE 93
NOTE 31p.; For a related document "A Blueprint for
Excellence: Lakeland Community College," see ED 357
780.
PUB TYPE Reports Descriptive (141)
EDRS PRICE MF01/PCO2 Plus Postage.
DESCRIPTORS Ancillary School Services; Budgets; *College
Planning; Community Colleges; *Educational Finance;
Reproductions supplied by EDRS are the best that can be made
from the original document.***********************************************************************
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"PERMISSION TO REPRODUCE THISMATERIAL HAS BEEN GRANTED BY
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U.S. DEPARTMEICT Of EDUCATIONDace of Education& Research and InNaCierhsht
EDUCATIONAL RESOURCES INFORMATIONCENTER (ERIC)
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BOARD OF TRUSTEES:Sandra A. Swain, Chair
W. R. Moyer, Vice Chair
Clarence A. Bortz
Jeny C. Cirino
Dale H. Fellows
Kip L. Molenaar
Patricia ODonnell
Bill R. Sanford
Phillip W. Shrout
PRESIDENT:Ralph R. Doty, Ed.D.
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TABLE
OF
CONTENTS
FIVE-YEAR
STRATEGIC PLAN
1993-1997
Introduction 3
Pmcess 4
Midpoint Evaluationof the 1990-1995 Strategic Plan 6
Environmental Scan 9
1993-1997 Strategic Priorities 14
Future Process 21
Appendix ASummary of Accomplishments 1990-95 22
Appendix BPlanning Advisory Council Membership 28
Lakeland's first formal strategic planning processstarted shortly after Dr. Ralph Doty assumed thepresidency or the college, in August 1988. Under thenew president's leadership the college adopted adynamic model for planning that includes a five-yearstrategic plan, annual institutional goals, and depart-mental goals.
In 1990, under the direction of the Board of Trustees,and with input from across the campus, a newlyfonned Planning Advisory Committee developed thecollege's first five-year strategic plan. This five-yearplan is meant to be evaluated and updated every fewyears. The intent of the plan is to establish a five-year guide for the development of annual goals andobjectives. The document contained herein is anupdate to Lakeland's first formal strategic plan; this1993-97 Strategic Plan now replaces the 1990-95Plan.
INTRODUCTION
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THE PROCESS
Although the tendency may be to define a brief timeframe as the planning process, Lakeland's dynamicmodel assumes that planning is continuous. In themost simplified form, this process at Lakeland can bediagramed as follows:
Mission stastrnent
External issuee
Iniesnal issues
Lakeland's Planning Process
Define priorities
Evaluaiion
Blueprint tor ExcellenceFive Year Same& PlanInstitutional annual goahDepertmentil annual goalsAnnual B ti4get
The B1ngp_rjulga.2-11 shown as an outputfrom the planning process was not developed duringeither of the specific strategic planning time frames,yet it is a significant document that bridges the twoplans. The Blueprint was adopted by the collegeBoard of Trustees to communicate a vision to thecommunity - a vision that identifies quantifiableactions that need to occur to maintain and enhancethe services Lakeland provides to meet its mission.
The Blueprint was written to define a financial needto the community; it evolved from the collegeMission Statement and the 1990-95 Strategic Plan.In turn, the Blueprint, which is in effect a contractwith the voters of Lake County, became a significantinput to the 1993-97 Plan. The organization of the1993-97 Plan is stnictured similarly to that used inthe Blueprint.
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The process used to update the strategic plan wasnearly the same as that used to develop the original.
The environmental scan conducted to support the1990 process was reviewed, updated, and altered toreflect new realities. The College's Research andPlanning Department analyzed the assumptionsused in 1990 to determine relevancy. The Board ofTrustees, the President's Cabinet, and the PlanningAdvisory Council studied this analysis and added,deleted, and/or changed various assumptions basedon new infonnation.
Using the updated environmental scan, a review ofprogress made on the 1990-95 Plan, and thealgutui_fixamis&:11 n , the Board of Trustees,President's Cabinet, and Planning AdvisoryCouncil held sessions to discuss strategicpriorities for the next five years.
The two seemingly simple steps listed above wereaccomplished with a tremendous amount of research,analysis, reflection, and discussion involvingconstituencies across the campus.
Under the guidance of this document, the college willdevelop appropriate annual institutional anddepartmental goals, and with ongoing evaluation,continue working through the planning process.
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MIDPOINTEVALUATION
OF THE
1990 - 1995
FITE-YEARSTRATEGIC PLAN
The 1990-1995 Five-Year Strategic Plan, theCollege's first long-range plan, has served theCollege well. It provided direction, identifiedopportunities to pursue, and warned of possiblebarriers.
The focus provided by the priorities identified in thePlan resulted in the annual institutional anddepartmental goals being coordinated towardachievements in the areas of instructionalenhancement, program development, professionaldevelopment and evaluation, student supportservices, quality of campus and community life,business and industry outreach, research andevaluation, planning and resource management,cooperative initiatives, and compliance issues.
ACCOMPLISHMENTSThe list of accomplishments resulting from the 1990-1995 Five-Year Strategic Plan is substantial (SeeAppendix A.) Significant progress was made in eacharea of initiative.
Examples of major accomplishments include:
Enhanced instruction through the purchase ofcomputers, renovation of science labs, equipmentupgrades, and library acquisition of CD-ROMcapability.
Program development in associate degree programs,technical majors, certificate options, andCommunity Education programs to meet newneeds of the community.
Progress in professional development andevaluation by having the Hay review ofadministrative personnel, implementing a revisedmanagement evaluation system, and developing apart-time faculty handbook and advisorycommittee.
The initiation of extensive student support services.Orientation programs were started, placementtesting was implemented, a new academicstandards policy was developed, an early alertprogram was put in place, financial aid wasincreased through the efforts of a reestablishedLakeland Foundation, women's support programswere developed, and services for handicappedstudents were expanded.
Improvement in the quality of campus andcommunity life. Student government and studentorganizations are acrive, cultural diversityprograms have been developed, intellectual andcultural events are now regularly offered, and theGovernance Task Force resolved long-standingcommunication issues.
Enhanced research and evaluation capabilities of theCollege. The Institutional Research Office hasbeen strengthened, community and businessassessments have been conducted, and a programevaluation model has been developed.
Expanded planning and resource managementefforts. Cost containment and revenueenhancement efforts affected everyor.. The levypassed, enrollment has increased, and theManaging for the Future Task Force substantiatedthe College's level of efficiency.
Increased business and industry outreach. Trainingpackages have been developed, contract traininghas been offered to area companies, and theeconomic development of the area has beensupported through the efforts of the Center forBusiness and Lndustry.
Numerous cooperative initiatives with area highschools and colleges. At the high school level, theTech Prep program is underway, the PostsecondaryEnrollment Options Program was implemented,and a summer writing camp was developed.University articulation is now greatly enhancedthrough the development of the transfer module,new articulation agreements with area colleges, the
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establishment of a Transfer Center, and thedevelopment of a dual-admission program withKent State University.
Compliance with new Federal and state regulationswhich has impacted all levels of the organization.Implementing OSHA plans for infection controland chemical hygiene, conducting a comprehen-sive internal evaluation for Managing for theFuture, and providing for the Americans withDisabilities Act are just a few of the new laws andregulations that required compliance in the pastfew years.
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What happens around us, both inside our institutionand externally in the world around us, affects what weare and what we need to be. Some things changequickly, others not at all. It is necessary to examineour environment periodically tO remind ourselves ofthose things that influence our actions and decisionsand to identify new or changed situations so we canadapt accordingly.
Our External Environment: Demographically, ourenvironment has not changed substantially. Thedramatic drop in high school graduates finally hitbottom and should even out for awhile. The size andsocio-economic status of the population we serveshould continue to see slight, marginal growth.There will continue to be a prevalence of singleparent families and continued need for dual wageearner families. However, the population is aging andthere are additional responsibilities competing forattention and resources. More families are faced withcaring for elderly parents in addition to raisingchildren.
The nation's economy is not expanding at ratescommonplace several years ago. There is continuedconcern about global competition, legislative andlocal interest in economic development, a shifting ofour industrial base to a more diversified economy,and increasing skill requirements for jobs that areavailable. Eclucation is becoming even more stmnglyassociated with economic recovery for bothindividual citizens and the country as a whole.
Our social and technical environment remains one ofmuch activity, with change becoming the nonn.Health and finless in many ways seem to havebecome a way of life for many people. Domesticviolence is on the increase and gang related activity ismoving out of the inner cities to the suburbs.Ecological concerns remain a high priority foreveryone, not just in the large cities. Recycling,waste management, air and noise pollution, andpreservation of our natural resources are issues beingaddressed by individuals and households, not just thecities and governments. Technological changes,
ENVIRONMENTAL
SCAN
DECEMBER, 1992
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particularly in the areas of computers andcommunication, are impacting how we live, how wedo business, and how we learn.
In the education arena, there have been many newthrusts from many directions. We will be movingmore from the policy development stage to theimplementation stage of many issues. Bothgovernmental and accrediting agencies alike areexerting pressure for accountability and assessmentmeasures. By 1993 full compliance with theFederally-enacted Student Right-to-Know legislationis required and by 1995 the College must submit toNCA an institutional plan and program to implementthe NCA aggmtnimAuggEntutlni2udgatAggignig,AgN:tunioi and &taunt 911as_umgnplgludgilLAsackmicAgjkaat_gnin.
Programs recently developed, such as Tech Prep andthe transfer module, will be in their early stages ofactivity and will need a period of "debugging".
Them will continue to be an emphasis on basic skillsnot only as provided in educational settings, but alsoas needed in the woikplace. Improving the basicskills and knowledge of the current and futureworkforce is a battle for economic improvementwhose primary enemy is often the apathy of thosewho can not or will not accept the future.
Financially, we are more fortunate than most andrecognize our responsibility to the community thathas put us in that position. We had anticipated modestincreases in State subsidy, but as is well known, theState cut subsidies instead. Not only was the generaloperating fund affected, but also special programss;.ich as remedial education that had been funded byspecial line-item support in state appropriations.When the cuts were predicted and then becamereality, our options were few. Our levy support haddwindled in proportional value over the twenty-fiveyears it had been in place and with the tax policies ofthe state could not even increase with inflation. Wecut costs, deferred maintenance, hired more part-timefaculty and staff, and increased tuition. We arefortunate that the community of Lake County saw fit
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to approve an additional levy so that we mightprovide quality educational smices.
The College also benefitted from the Marmging for theFuture Task Force, a majority of which were commu-nity leaders. Its report said that overall the College isan efficient operation, but it also issued somesuggestions regarding cost-effective changes.
The reports issued by the Statewide Managing for theFuture Task Force and the Ohio Board of Regentsmay also benefit the College in the long-term if thesuggestions relative to community colleges areadopted.
Our Internal Environment: As seen by anexamination of all that has been accomplished in thepast few years, our internal environment has changedsubstantially, and for the better. We have seenconsistent enrollment growth, limited now not bydemand, but by the availability of facilities andqualified faculty. Student activities and studentgovernment are now an integral and active part of thecampus. Interest and progress in promoting culturaldiversity has been successful and will continue to bea priority. Student success initiatives have beenundertaken to assist students in achieving their goals,whatever they may be.
Academically, articulation with colleges anduniversities throughout the state will remain a highpriority, made ea.ier through the development of thetransfer module. There will continue to be effortsmade to develop articulation agreemems withindividual colleges and universities, with particularattention on the transfer of technical coursewoik.
The thvelopment of new academic programs to meetthe current and emerging needs of the area alsoremains a high priority. The College needs to notonly react to specified needs, but also anticipate whatwill be needed.
Interest in meeting the needs of business andindustry, at-risk students, and women will alsocontinue. There has been much accomplished in
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recent years, but there is still much to do. Academicenrichment for advanced students has made progress,but opportunities are more limited, particularly in thenumber of baccalaureate transfer courses available.With the advent of new full-time faculty, this couldbe ameliorated.
The current experiences in utilizing advancedinstructional technology has been positive and'interest in further application opportunities willcontinue. There remains much to accomplish inmaintaining currency and availability of learningresources, particularly in the library.
Governance issues of the past have been addresseddirectly and strongly. The report from the Task Forcefor the Improvement of Faculty/AdministrationRelations and Governance identified ways in whichthe faculty and administration could develop a morepositive and effective woridng environment. :hecommitment made at all levels of the organizationhas paid off in better communication and enhancedrelationships. With the three-year faculty contractand staff agreement recently approved, employeestability is now assured.
Financially, the passage of the levy will permit thecollege to move from crisis management to longerrange financial scenarios. The Board of Trustees'Blueprint for Excellence outlined a ten-year visionfor the college and the cost associated with thatvision. The levy makes much of that vision nowachievable. In light of the additional funding, theCollege will not abdicate its responsibility for soundfinancial management. There are efforts in place tobetter link planning with resource allocation.Increased costs and options for addressing those costswill continue to be evaluated. There will continue tobe concern for the increasing cost of benefits(particularly health care) and evaluation of the costsand benefits associated with contracted services ascompared with in-house capabilities.
The College will also continue its efforts to raiseprivate funds through the Lakeland Foundation.
Many areas traditionally supported by the state andfederal governments can no longer depend on thatsupport. This includes student financial aid, capitaldevelopment, and equipment. The College will do asmuch as possible to raise funds independently inorder to be able to address these needs.
The levy will permit the hiring of more full-timefaculty to meet Board of Regents' standards, thusenhancing the quality ofour programs and improvingthe ability of the campus to respond to communityneeds. Replacement of faculty and staff will becomean issue as a high proportion of Lakeland employeesapproach eligibility for retirement.
Maintenance of the aging physical plant and out-of-date equipment are issues to be addressed during theallocation of the newly available funds. While thenew Campus Resource Center will provide the spaceneeded for Student Services to support the needs ofover 9,000 students, them is limited classroom andlaboratory space, particularly for our highly success-ful and respected health science programs. Facilitycapacity for students as well as for additional facultyremains a problem. In addition, over the years"temporary" space for various purposes has beencarved out of storage, hallways, or other less-than-desirable locations. There continues to be a need fora comprehensive facility masizr plan to address bothland usage and actual space utilization.
A facility master plan is only one part of a compre-hensive institutional evaluation like those now beingexpected by several extemal agencies such as thestate and accrediting organizations. Regardless of theexternal forces, the College itselfhas a high priorityon evaluating its effectiveness and efficiency bothacademically and administratively. There willcontinue to be substantial interest in student outcomemeasures and student performance tracking anddocumentation.
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STRATEGIC
PRIORrI 1ES
1993 - 1997
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Lakeland's mission and philosophy paint a clearpicture of its role as Lake County's publiclysupported, open-access community college. Thepriorities established for 1993-1997 uphold thismission and philosophy and identify the challengesthe College will address to serve the citizens of LakeCounty. In this way, Lakeland Community Collegewill strengthen its contribution to the quality of lifeon the campus and in the community.
I. SUSTAIN AND STRENGTHENACADEMIC QUALITY FORSTUDENTS
The teaching and learning process is our service andproduct. Lakeland is committed to academicexcellence and instmctional quality throughout thecurriculum. To this end, Lakeland will:
Design and implement an institutional effective-ness plan focused on assessment of studentoutcomes and designed in accordance with NCAcriteria and guidelines.
Increase the proportion of full-time faculty ascompared to part-time faculty in order to bringLakeland into line with Ohio Board of Regentsstandards and meet the expectations of accreditingbodies.
Upgrade the library to provide students and LakeCounty residents with the materials needed tosupport quality education. This effort will includepreparations for participation in OhioLINK, astatewide effort to link higher education librarycollections via computer networking to reduceduplication and increase efficiency.
Provide the appropriate facilities for qualityprograms. Funding will continue to be sought for aHealth Technologies facility. When received,construction will begin as soon as possible in orderto provide the space and environment necessary tocontinue to provide quality personnel for theexpanding health care needs of the area.
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Evaluate einerging instructional technologiesand incorporate into the learning process whereappropriate. This may include using computer,satellite, or other telecommunication technologiesto address not only options in leaming approaches,but also alternatives in delivery systems.
Work to maximize the transfer opportunities forstudents to attend four-year universities. This willinclude efforts to develop articulation agreementsfor technical course/degree transfer and efforts toobtain appropriate follow-up information on alltransfer students.
Maintain currency in the curriculum whichmodels in the learning environment equipmentcapabilities students will find in me workplace.This will include a plan to upgrade, repair, orpurchase classroom and laboratory equipment.
Improve and increase computer capabilities forinstructional and student developmentmanagement. This will include the developmentof systems to conduct prerequisite checking andgraduation audits, development of accurate coursewait lists during registration, and access tohistorical curriculum information.
II. KEEP CAREER TRAININGUP TO DATEFOR ECONOMIC DEVELOPMENT
Today, ;-ore than ever, business, industry, and laborneed to ...Ave a global perspective. They need tounderstand the global marketplace and to have avision of their role in the world - whether that role islocal, regional, national, or international. Lakelandwill train many of the employees that localcompanies need to be successful in this globalmarketplace. To support economic development andworkforce development efforts, Lakeland will:
Continue to enhance the academic programs inhealth technologies, engineering technologies,public service techmlogies, and business
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technologies with regular input from thecommunity through the use of advisory committeesto maintain quality and currency.
Develop new programs or adapt currentprograms to meet the needs in expanding careerfields and in emerging technologies. This mayinclude, but not be limited to, consideration of newor expanded offerings in entrepreneurship, foreignlanguages, graphic arts and design, selectedengineering technology fields, and environmental/ecological issues.
Provide the opportunity for business andindustry to develop joint training programswith the College and other appropriateorganizations.
Strengthen and enhance the Center for Businessand Industry by expanding the capacity to delivercollege courses and customized training in fieldssuch as Total Quality Management, basic skills,technical skills, and management.
Through the Center for Business and Industry,work in cooperation with local, state, andnational organizations to increase awareness ofinternational trade and exporting opportunities.
Expand internship/cooperative educationopportunities to provide more students withworkplace experiences in addition to their class-room and laboratory work.
Increase career counseling services provided tostudents, particularly those which review retrainingprogram options to adults in transition due tolayoffs, changing family circumstinces. or earlyretirement. Additional focus should be placed onthe development of job search skills and ondeveloping self-reliance.
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LEL PROVIDE ACCESSWITH A FOCUS ON SUCCESS
As an essential part of its mission, Lakeland willreduce barriers that prohibit individuals fromparticipating in higher education. Inextricably tied tothis objective is the requirement to help each studentachieve his/her goals, whether short-term or long-temt
To assure access Lakeland will:
Increase public awareness of the programs andservices available through the College and thevalue that could be gained through education byindividuals, businesses, and the community.
Make every effort to identify specific populationsthat may have difficulty participating in collegeprograms or services and evaluate the ways inwhich the College could be of value to them.These targeted male and female populations mayinclude the handicapped, displaced workers of allages, individuals aged 55 and over, and returningstudents.
Stabilize Lake County resident tuition, withoutjeopardizing the College's ability to provide andexpand its services, to assure financial access forthe residents of the county.
Expand courses and services at off-campuslocations to increase convenience. This may resultin the establishment of at least one full-servicesatellite center to provide greater access to those atthe far ends of the county.
Continuously improve the admissions andregistration process with an eye towardstreamlining the process and making it easier toenroll.
Expand efforts to pursue private sources offunds to increase the availability of financial aid.
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To promote and foster student success, Lakeland will:
Encourage student assimilation into college lifeby a variety of means including promotingparticipation in intercollegiate athletics, clubs,student government, etc.
Focus more on cultural diversity activities.
Encourage networking opportunities forstudents through the establishment of more studentchapters of professional and/or nationalassociations.
Improve testing and non-traditional remediationsuch as computer assisted instruction.
Improve educational linkages to area highschools which increase and improve educationalopportunities for students, such as the Tech Prepprogram.
Evaluate current retention patterns to improveretention rates.
Continue to improve the support services neededto provide a safe, supportive environment such ascampus security, health standards, and parking/traffic regulations and enforcement.
IV. PROTECT THE TAXPAYERS'INVESTMENT INLAKELAND COMMUNITY COLLEGE
Taxpayers have supported the College in many waysthroughout the years and the College is committed toprotecting their investment. This investment includesnot only the physical structures, but also the humanresources integral to the success of the College. Toprotect the investment, Lakeland will:
Develop a comprehensive maintenance programwhich will address the need for preventativemaintenance schedules for both facilities andequipment
Emphasize and encourage professionaldevelopment of faculty and staff to maintaincurrency with technology and increase efficiencyand effectiveness.
Enhance the commitment of the College topromoting wellness among employees andstudents. .
V. GUARANTEE FISCAL STABILITY ANDACCOUNTABLE PERFORMANCE
Lakeland's performance, both financially andacademically, has been exceptional. There has beenextensive enrollment growth, recognition ofoutstanding programs and individuals, high pass rateson certification exams, and excellent placement ratesof graduates. The College recognizes itsresponsibility to the taxpayeis of Lake County andOhio who provide financial support to insure acontinued commitment to excellence in financial andacademic performance.
To maintain a proactive approach to accountabilityand assessment and in accordance with OBRguidelines, NCA, and Managing for the Future TaskForce mandates, the College will:
Periodically review its mission to maintain anappropriate focus of activities.
Continue to be sensitive to the organizationalclimate.
Assure a qualified, productive, and efficientworkforce within the College through thedevelopment of a manpower planning study,assessment of employee evaluation procedures, anddevelopment of professional developmentopportunities.
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Develop a campus-wide computer networksystem to improve communication and dataaccessibility and utilization.
Assure financial responsibility through thedevelopment of energy conservation and costcontainment programs and an evaluation of fundingoptions.
Maximize facility utilization through thedevelopment and implementation of acomprehensive facilities master plan andmanagement system.
Establish, in 1995, a community task forcepatterned after the Managing for the Future TaskForce, to again review College operations and tomake recommendations.
VI. INCREASE INTERACTION WITHCOMMUNITY ANDGOVERNMENTAL ORGANIZATIONS
Support from the community, locally as well asbeyond, is the key to long-term success. Conversely,the College has much to offer the educational andeconomic community in which it operates.
To maximize the community and legislative support,Lakeland Community College will:
Increase the public's awareness el' the college, itsmission, programs, services, and accomplishments.
Increase interaction and cooperation withcounty and municipal governments and schoolboards and school districts.
Increase the involvement of the Board of Trust-ees and President in state-wide associations andlegislative activities.
Continue to develop relationships with theBoards of Trustees and administrations frompeer institutions.
Increase public and student awareness of theintercollegiate athletic programP at Lakeland.
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Planning must always be a dynamic process, everchanging and adapting to environmental forces.Community colleges, in particular, must be able toquickly respond to changing circumstances andassume a leadership role in defining and developingstmtegies to keep both students and community infront of emerging trends.
For this reason, Lakeland Community College hasdeveloped a "rolling" planning process by whicheach Five-Year Strategic Plan overlaps the next. Inthis way, external environmental changes are quicklyaddressed and the College can adapt to internalchanges, which are guaranteed to occur by virtue ofthe priorities established in each Plan.
Procedures are in place that permit the College tocontinuously monitor the environment. In 1995,there will be a midpoint evaluation of this 1993-1997Five-Year Strategic Plan and a 1996-2000 Five-YearStrategic Plan will be developed.
Lakeland Community College is committed toquality higher z-ducation in Lake County. Thisstrategic planning process is one way the Collegefulfills that commitment.
2.3
FUTUREPROCESS
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APPENDIX A
SUMMARY OF
STRATEGICPRIORITIES AND
ACCOMPLISEMENTS
1990 - 1995
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STRATEGIC PRIORITIES ACCOMPLISHMENTS
INSTRUCTIONAL ENHANCEMENT
Instructional Quality -Use of computers in more areasof curriculum
-Extensive review of curriculum inpast four years
- Continued upgrading ofequipment in all areas of thecurriculum to maintain currency
- Introduction of computer-interactive instruction
- Renovation of science laps, TLC,Dental Hygiene clinic, EMT lab
- Academic challenge grants- Program excellence grants
- Additional full-time faculty added- Progress in cultural diversity
Facilities Master Plan - Campus resource center underconstTuction
- Health tech building designed
Equipment - Science lab equipmentManagement Plan replacement scheoule
Financial Resource - Passed levyBase - Reactivated Foundation
- Developed "Grants Alert"- Successfully pursued grants
Cost Containment - Areas of progress:Measures -- Revenue enhancements
-- Compensation and benefitsrational activities
-- Capital-- Plant operation & maintenance
- Managing for the Future TaskForce
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STRATEGIC PRIORITIES ACCOMPLISHMENTS
BUSINESS AND INDUSTRY OUTREACH
Market Research
Programs and Servicesfor Business andIndustry
Contract Training
InterdisciplinaryTraining Packages
EconomicDevelopmentParticipation
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Conducted for CBI by DecisionResearch, Inc. and incorporatedinto a CBI marketing plan
List available from CBI;"Program Inventory" bookletdeveloped and used during salescalls on prorpective companies
- 35 contracts in1991-92
- Medical Office Managementprogram developed in conjunctionwith Lake Hospitals and LCCCommunity Education, BusinessDivision, and Applied Health andScience Division
- "College at Perry" program
- Grant for work with business andindustry via the ProductivityImprovement Challenge Grant
- President's membership on LakeCounty Economic DevelopmentCenter Board
- Ohio Technoiogy TransferOrganization (OTTO) at LCCfunded through Ohio Departmentof Development
STRATEGIC PRIORITIES ACCOMPLISHMENTS
COOPERATIVE INITIATIVES
High School - Science projects for K-12Articulation - Tech Prep arrangements with
37 schools in 4 counties. Majorgrant obtained.
- Postsecondary Enrollment OptionProgram
- Jazz Impact (all-star high schoolensemble)
- Summer writing camp for highschool students
University Articulation - Transfer module- KSU dual admission- Developed four new articulation
agreements- Renewed one articulation
agreement- Expanded transfer guides- Developed transfer center
Cooperative Ventures - Medical Office ManagementWith Local Entities Program developed in conjunction
with Lake Hospitals and LCCCommunity Education, BusinessDivision, and Applied Health andScience Division
- MoorelandExpansion of OTTO district
Lakeland AlumniAssociation
COMPLIANCE- NCA reaccreditation-first ten year
approval- Student Right-to-Know and
Campus Crime Reporting- Ability-to-Benefit- Americans with Disabilities Act- Campus Crime Prevention and
Safety Act- Postsecondary Enrollment
Options- Drug Free Schools and
Community Act- NCA reports on governance and
cultural diversity- Managing for the Future- OSHA infection control plan- OSHA chemical hygiene plan
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APPENDIX B
PLANMNGADVISORY
COUNCIIMEMBERSHIP
1992-1993
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A. Standing MembersRalph Doty
Ruth Zollinger
Morris Beverage
Gerry Reis
B. Appointed MembersNancy CaplingerJim GrunzweigHerb HallTim KlingDeidre Kundtz
