Christian Liberal Arts International North American Style Relational. Philanthropic

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1 Christian Liberal Arts International North American Style Relational Philanthropic STRATEGIC PLAN

2 INTRODUCTION LCC International University engages in strategic planning in order to ensure a unified effort toward clearly articulated goals and objectives. A successful strategic plan will: Ensure that the university s reputation and relevance in the market is strong. Ensure a sustainable financial model for the university. The approach to strategic planning represented by the LCC Strategic Plan assumes an annual updating process charting progress and analyzing changes in the environment along with continual assessment of internal and external risks. This document, once approved by the Board of Directors, sets the ongoing agenda for the development of LCC International University. The strategic planning process does not ignore the many programs, initiatives, projects, systems, and procedures that are ongoing at LCC. It is assumed that the regular work of the university continues with the highest level of commitment to excellence. The strategic plan includes those items that are new or revised initiatives. EXECUTIVE SUMMARY Based on its unique mission, values, and vision, LCC International University engages in a new strategic plan that continues to affirm Christian faith as central to its existence, Lithuania/Eastern Europe/Central Asia as its primary constituency, and the need for new program development as vital to its ongoing relevance and reputation in the market. The plan assumes relative political and economic stability for Lithuania as a member of the European Union, although future entrance into the eurozone adds an unpredictable dimension. The plan ensures a gradual but deliberate growth in new programs, both at the undergraduate and graduate levels. And it also assumes the development of a non-formal education structure and coordinated programming. The plan assumes the continuation of current academic and student life programs. The plan focuses on the recruitment and retention of faculty and staff. The need for additional academic administrative personnel to focus on the professional development and productivity of faculty, the need for additional faculty members in key positions, the need for sabbatical and research policies and support structures are all addressed in the plan. The institution s revenue needs are addressed in the plan through increased student enrollment (including degree-seeking, Study Abroad, non-formal) at a managed pace, strengthened advancement plans (including a strategy for the development of significant endowment income), and maximizing facility usage during the entire calendar year. The plan identifies both internal and external critical risks. These risks must be anticipated and managed appropriately. The plan assumes the establishment of a capital replacement budget, as well as the review and development of policies and procedures for crisis and risk management. The plan includes a summary of action plans to achieve the stated goals and objectives. Clear Key Performance Indicators (KPIs) to measure the successful progress toward these goals and objectives are being established. The plan does not call for any construction or major renovation during the period of the strategic plan. It is assumed that the current facilities are adequate for the successful completion of the plan. 2

3 MISSION VALUES VISION DISTINCTIVES MISSION STATEMENT LCC International University provides Christian liberal arts education within a diverse learning community which transforms people for servant leadership. VALUES We believe that a liberal arts education integrates learning with all aspects of life. We affirm a Christian worldview that invites all people to grow in truth and restoration through the power of the Gospel of Jesus Christ. We value community as a safe place where people are respected, affirmed, and empowered, so that their dignity is upheld. We pursue relationships that are mutual, authentic, and based on trust. We celebrate diversity of cultures and traditions, personalities and opinions. VISION STATEMENT To engage students in a transforming educational experience in order to create a generation of leaders for Lithuania, Eastern Europe, and Central Asia who think critically, promote democratic ideals, develop a market economy, and re-build the network of civil society within the context of a Christian worldview. DISTINCTIVES 1. Christian We reconfirm the identity of LCC as a Christian university. See University Education as Christian Mission ( See Understanding LCC Christian Mission ( See Christian Worldview definition in Core Competencies. 2. Liberal Arts We confirm the identity of LCC as a liberal arts university which emphasizes eight core competencies: critical thinking, conflict transformation, multicultural perspective, effective communication, Christian worldview, servant leadership, multidisciplinary knowledge, and community building. See LCC Liberal Arts Paper (April 2007), commissioned by Academic Council See Defining Liberal Arts (short version), commissioned by Academic Council See Core Competencies See LCC Catalog (pp. 5-6) 3. International We confirm our identity as an international university, with student and faculty/staff diversity. The international distinctive is mirrored in our course content, teaching approach, and student life programming. See Multicultural Perspective definition in Core Competencies. 4. North American style We confirm our identity as demonstrating a North American style educational model, within the regional context of Eastern Europe. This can be seen in our governance structure, our institutional partnerships, our diversity of faculty/staff, our residential model, our collegiality between faculty and students, and our goal of US accreditation. 5. Relational We confirm our identity as relational. We believe that student transformation takes place within the context of community and one-on-one relations. See Student Life in LCC Catalog (pp ) 6. Philanthropic We confirm our identity as philanthropic, with servant leadership and a volunteering spirit as central to the life and mission of LCC. We believe that we are one of the largest philanthropic projects in Eastern Europe, something that is demonstrated through our student programming, our financial model for student scholarships, our funding model for faculty/staff, and our curricular focus on non-profits as well as for profit enterprises. 3

4 THE PROCESS The LCC Strategic Plan is the result of work done by several task groups. Each group accomplished important steps in the creation of the strategic plan. Task Force ( , formed at the request of the President) This group of 30 campus voices from various divisions and departments engaged in: Listening to the community (alumni, city government, etc.) Christian mission analysis An environmental scan A SWOT analysis Short-term Strategic Planning Team (Spring 2011, formed at the request of the Interim President) This group, made up of Cabinet Executive and two faculty members, focused on: Full review of all revenue streams Establishment of short-term strategic objectives Marlene Wall Rolandas Minkevičius Aistė Motekaitienė Kim Stave Derek Benthem Eric Hinderliter Steve Dintaman Tom Frank, facilitator Strategic Planning Team (Spring 2012 present, formed at the request of the President) This leadership team is made up of Cabinet Executive, with frequent input from faculty and staff in various settings. Marlene Wall Lowell Gretebeck Rolandas Minkevičius Aistė Motekaitienė Margarita Pavlovič Derek Benthem The process included partial-day and full-day faculty/staff retreats, use of existing meeting times of Academic Council/President s Cabinet/etc., Board meetings, Cabinet Executive retreat days, and frequent document sharing. Through the process, we identified and reconfirmed the LCC identity, determined and confirmed the goals and objectives, determined action plans appropriate to meeting the goals/objectives, outlined a timeline for a managed approach to the plan, and established a set of Key Performance Indicators to assess the performance of the plan and the quality assurance of the institution. 4

5 ASSUMPTIONS BUILDING CONSTRUCTION The physical plant is sufficient for the needs of the university during the period of the strategic plan. No new construction and no significant remodeling will be undertaken. A capital replacement fund will be established for ongoing maintenance needs. ANNUAL FUND The Annual Fund goal will remain at $1 million USD for the full period of the strategic plan. INFRASTRUCTURE The infrastructure needed to meet the expectations of each goal is assumed to be included. A capital replacement fund will be established for ongoing maintenance needs, moving toward an acceptable percentage of the total budget. ENROLLMENT Student enrollment goals will continue to target at least 50% international students. The target market will continue to be Lithuania, Eastern Europe, and Central Asia. A steady, managed growth in student numbers is assumed. COOPERATIVE/EXPATRIATE FUNDING Cooperative funding remains part of the budget model. 60% of instructional faculty will continue to be expatriates. PROGRAMS Current academic programs and student life programs will continue. ACCREDITATION Accreditation in Lithuania will be maintained. accreditation is in place. All other accreditation options assume Lithuanian 5

6 CURRENT DESCRIPTION ACCREDITATION LCC International University is an accredited university in Lithuania. Institutional Level: We recently went through the Institutional Evaluation process (fall 2012), with a response from SKVC in February We will receive 3-year accreditation. Program Level: Our English and Psychology programs are accredited through the end of We have begun the process of Self-Assessment, with documents to be submitted prior to the end of the 2013 calendar year. Our Business program is accredited through We have not heard a date for re-accreditation of our Theology program, or our MA in TESOL program. INSTITUTIONAL EVALUATION Recommendations (February 2013) RECOMMENDATION Complete the work on the new strategy with clearly defined objectives that are measurable and include reference to the KPIs; define which of the KPIs are key to the mission; fill the position of Director for Institutional Research who can manage a systematic and comprehensive analysis of the various data collected, and pinpoint the key indicators and project relevant strategic actions; bring into a single document the quality assurance processes according to Pat 1, Standard 1 of the ESG; train heads of departments who are fully aware of the requirements of their post and who are given adequate professional support. They should serve for a defined period and should benefit from research time allowed after their period of office; develop a university-steered strategy for staff training and development and take steps to ensure that teaching and teaching material is abreast of current developments; develop a policy on the admission and support of students with handicaps, including dyslexia, and make it explicit in documents and on the website so that LCC is made attractive for such students; consider setting up a policy for the recognition of informal learning in order to keep abreast of European developments and as an option in student recruitment; consider expanding the broadness of the liberal arts offer in order to provide students with a genuine all-round background, with classes in additional fields such as art and music; review and reformulate core competencies to distinguish from intended learning outcomes and make them part of student assessments; consider working more closely with neighbouring institutions in student assessment procedures in order to show the value of awards and the objectivity and fairness of assessments; pay urgent attention to ensuring that all degree programme requirements are compliant with national 2010 regulations. For future graduates, final projects should consist of a thesis or a business plan but not a final examination. A final project should ensure equivalence of learning outcomes. The credits for the final project (no less than 12 ECTS) should only encompass the actual project and no courses; make better use of good relations with external stakeholders in terms of curriculum development, programme planning and in the establishment of joint projects; in order to improve research endeavours, define objectives, give staff clear targets, appoint more staff with doctorates so as to satisfy national guidelines; appoint a research coordinator, allow academic staff time to undertake research activity, provide adequate funding for it, form ADDRESSED IN The entire Strategic Plan The entire Strategic Plan Objective 1D Objective 1D Objective 4D Objective 4B Policy Academics/Admissions Objective 3A Objective 1A Objective 1A -- Completed Objectives 2A and 6B Objectives 1B and 4A 6

7 research groups and seek research collaborations both nationally and internationally. GOALS AND OBJECTIVES The Strategic Plan is organized as follows: Six goals have been established. Each goal has a set of measurable objectives. Each goal has a list of specific Key Performance Indicators which are displayed in an annual dashboard, providing a quick reference of the institutional performance. GOAL 1: Quality Assurance Ensure that strategy, policy, and procedures provide the framework for quality of programs, assessment, teaching and research, student support, and institutional research. OBJECTIVE 1A - Enhance the academic program through the liberal arts perspective. OBJECTIVE 1B - Improve the research environment and productivity. OBJECTIVE 1C - Work toward US accreditation through NEASC. OBJECTIVE 1D - Ensure that appropriate data analysis and decision-making is achieved through the Institutional Research role. Yield/Selectivity % of student credit hours taught by faculty with terminal degrees Faculty publication/presentations Alumni working / studying / seeking employment GOAL 2: Degree Programs Offer additional programmatic options for degree-seeking students. OBJECTIVE 2A - Develop program partnerships with other universities. OBJECTIVE 2B - Consider additional degree programs (BA and/or MA). OBJECTIVE 2C - Refresh existing programs. OBJECTIVE 2D - Promote online content paired with F2F interaction. Student enrollment by program Number of programs (BA / MA) GOAL 3: Non-Degree Programs Offer additional non-degree programmatic options. OBJECTIVE 3A - Begin an adult education department (to include continuing education / degree completion programs / executive education / certificate programs). OBJECTIVE 3B - Create robust summer programs for various ages. Participation numbers Matriculation to BA programs GOAL 4: Personnel Recruit and retain quality faculty and staff. OBJECTIVE 4A - Review and implement faculty/staff compensation models. OBJECTIVE 4B - Establish a program of professional development that supports doctoral degrees. Faculty/staff retention rate % of full-time faculty with terminal degrees GOAL 5: Financial Sustainability Ensure a financial model that is sustainable. OBJECTIVE 5A - Develop a multi-year strategy to ensure a sustainable Annual Fund. OBJECTIVE 5B - Develop a multi-year enrollment strategy to attract BA degree students. 7

8 OBJECTIVE 5C - Develop a multi-year strategy to build endowment. OBJECTIVE 5D - Develop students into future donors. Undergraduate headcount / Study Abroad headcount Undergraduate student FTE Residence Hall occupancy rate Total operating revenue Total undergraduate net tuition (%) Total Study Abroad tuition (%) Total Annual Fund (%) Total Language Institute tuition (%) Total endowment (USD) Discount Rate (%) # of alumni who give GOAL 6: Stakeholder Relations Develop and strengthen stakeholder relations and regional impact in Lithuania and the target countries. OBJECTIVE 6A - Strengthen relationships with churches and para-church agencies. JECTIVE 6B - Develop and strengthen relationships with government agencies, businesses, and academic institutions. OBJECTIVE 6C - Develop an alumni program. Campus event participation: church/institutional guests Alumni participation 8