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Five-­‐Year  Strategic  Plan   FY  2013-­‐2017    

April  27,  2012  


Contents   Execu?ve  Summary  

.............................................................  

3-­‐7  

.............................................................  

8-­‐14  

q  Mission,  Purposes,  Vision,  Values   .............................................................  

15-­‐19  

q  Environmental  Scan  

.............................................................  

20-­‐23  

q  Goals  and  Strategies  

.............................................................  

24-­‐25  

q  Strategic  Projects  

.............................................................  

26-­‐28  

q  Implementa/on  Plan  

.............................................................  

29-­‐30  

q  Next  Steps  

.............................................................  

31-­‐33  

A:  Mission  and  Values  Commentary   .............................................................  

34-­‐40  

Main  Report   q  Introduc/on  /  Background  

APPENDIX  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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EXECUTIVE  SUMMARY  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Execu?ve  Summary   Introduc?on   Lewis  &  Clark  Community  College  is  an  achievement  driven  ins/tu/on,  thoroughly  dedicated  to  student  success  and   the  con/nuing  quality-­‐of-­‐life  and  prosperity  of  the  communi/es  it  serves.    A  high  level  of  achievement  is  encouraged   and  facilitated  by  suppor/ve  leadership  and  employees  who  are  rou/nely  innova/ve  and  entrepreneurial.    This   document  is  a  tes/mony  to  L&C’s  commitment  to  transparent,  candid,  and  open  self-­‐examina/on.  As  an  ins/tu/on,   L&C  has  over  the  years  shown  remarkable  agility  and  adaptability  in  response  to  new  and  emerging  challenges  and   opportuni/es.    We  are  confident  that  it  will  con/nue  to  do  so  as  it  strives  for  even  higher  levels  of  quality  and   performance  over  the  five-­‐years  of  this  plan  (FY  2013-­‐2017)  and  into  the  future.    

This  strategic  plan  defines  L&C’s  strategic  priori/es  for  the  next  five  years.    It  is  important  to  recognize  that  while  this   plan  directs  aaen/on  and  resources  to  four  areas  of  strategic  focus,  it  is  not  meant  to  understate  con/nuing   opera/ons  involving  mission  cri/cal  func/ons,  including  infrastructure  development  and  maintenance.    This  plan  is  a   complementary  extension  of  ongoing  opera/ons  that  puts  special  emphasis  on  strategically  important  issues.    The   plan  addresses  challenges  and  opportuni/es  that  reflect  exis/ng  and  emerging  forces  for  change  and  L&C’s  ongoing   aspira/ons  to  con/nuous  improvement  and  higher  levels  of  performance  and  achievement.    

This  plan  was  developed  concurrently  with  the  Self-­‐Study  for  Reaccredita/on  project  and  is  closely  aligned  with  the   criteria  established  by  L&C’s  accredi/ng  agency,  the  Higher  Learning  Commission  (HLC)  of  the  North  Central   Associa/on  of  Colleges  and  Schools  (NCACS).    This  close  alignment  of  the  two  projects  has  had  a  synergy  effect  that   greatly  improved  the  quality  of  both  projects,  the  strategic  plan  and  the  self-­‐study.    

Acknowledgements   This  plan  could  not  have  been  completed  without  the  selfless  contribu/on  of  many  individuals,  including  board   members  (both  L&C  Trustees  and  the  Founda/on  Board),  administra/on,  faculty,  staff,  and  students.      A  special  thanks   goes  to  the  twenty-­‐member  steering  commiaee  that  endured  four  4-­‐hour  workshops  and  much  addi/onal  behind-­‐the-­‐ scenes  work  to  apply  their  broad  exper/se,  discerning  insights,  and  innova/ve  thinking  to  the  planning  effort.    We   would  also  like  to  acknowledge  the  L&C  Board  of  Trustees.    Without  their  con/nuing  encouragement  and  support  this   project  would  not  have  been  possible.   L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Execu?ve  Summary,  con?nued.   Background  

The  planning  process  was  guided  by  three  fundamental  principles  to  ensure  close  alignment  with  L&C’s  mission,  vision  and  values;  to   ensure  that  par/cipa/on  is  inclusive;  and  that  recommenda/ons  are  ac/onable  given  the  College’s  exis/ng  and  an/cipated  future   resources  and  capabili/es.  The  process  brought  together  many  elements  with  singular  con/nuity  stretching  from  ini/al  findings  to   tenta/ve  conclusions  to  recommended  goals  and  strategies.    The  project  /meline  spanned  nine  months  and  consisted  of  eight  major  steps   that,  along  the  way,  engaged  board  members,  students,  faculty,  and  staff,  and  invited  public  comment.    The  planning  was  facilitated  by   Tom  Wunderle,  Ins/tu/onal  Planning  and  Effec/veness,  and  Dr.  George  Banziger,  consultant.    They  were  assisted  by  a  20-­‐member   steering  commiaee  consis/ng  of  the  president,  the  execu/ve  cabinet  and  senior  administrators  and  faculty.    In  the  data  collec/on  phase,   the  team  conducted  /  administered  47  interviews,  4  workshops,  638  surveys,  6  focus  groups,  and  4  presenta/ons  /  briefings  (SGA,  In-­‐ Service,  Board  of  Trustees,  Founda/on  Board,  and  Managers).    The  team  also  contributed  an  ar/cle  to  the  student  newspaper  (The   Bridge),  reviewed  a  number  of  strategic  documents,  and  posted  the  plan  on  the  website  for  public  view  and  comment.    

Reaffirming  the  Mission,  Purposes,  Vision,  and  Values  

At  the  December  7  steering  commiaee  workshop,  all  agreed  that  the  current  Mission  statement  was  s/ll  relevant,  accurate,  and   sufficiently  inspira/onal,  and  therefore  should  not  be  changed.  It  was  also  agreed  that  some  form  of  “commentary”  on  the  mission  and   values  would  help  others  beaer  understand  the  meaning  and  implica/ons  of  those  expressions  of  ins/tu/onal  purpose  and  values  (see   Appendix  A:  Mission  and  Values  Commentary)    

Mission  

 

Empower  people  by  raising  aspira1ons  and  fostering  achievement  through  dynamic,  compassionate,  and  responsible  learning  experiences  

It  was,  however,  recommended  that  the  Purposes  be  revised  to  replace  “bulleted  statements”  with  complete  sentences,  to  include  more   direct  references  to  adult  and  developmental  educa/on,  and  otherwise  to  improve  the  readability  of  the  document.    

Revised  Purposes    

1. Prepare  students  for  transfer  to  four-­‐year  colleges  and  universi1es   2.  Prepare  students  for  entry  into  the  workforce,  career  advancement  or  career  change  through  technical  cer1ficate  and  associate  degree  programs   3.  Provide  adult  basic  educa1on,  general  educa1on  development  (GED),  developmental,  and  other  instruc1on  that  prepares  students  for  college  level  course  work   4.  Provide  programs  and  experiences  that  foster  individual  development  through  job  skills  and  lifelong  learning  skills  to  meet  the  demands  of  a  global,  technology-­‐ driven,  and  knowledge-­‐based  economy   5.  Provide  a  learning  environment  that  is  supported  by  teaching  excellence,  high  quality  student  services,  and  well-­‐equipped  and  maintained  instruc1onal  facili1es   6.  Support  educa1on  and  research  ac1vi1es  and  the  economic  development  of  the  district  and  the  State  of  Illinois  through  partnerships  and  community  service   programs   7.  Contribute  to  the  advancement  and  well-­‐being  of  the  ci1zens  of  the  district  through  cultural,  civic,  and  professional  ac1vi1es  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Execu?ve  Summary,  con?nued.   Reaffirming  the  Mission,  Purposes,  Values,  con?nued.  

It  was  also  agreed  on  December  7  to  make  minor  changes  to  the  Vision,  including  the  replacement  of  the  phrase  “we  aspire”  to  a  more   bold  and  confidant  “we  are”  in  the  introduc/on  to  the  vision    

Revised  Vision  

We  are  the  preeminent  provider  of  relevant,  high  quality  learning  experiences  to  the  communi1es  we  serve.     The  College  combines  the  best  of  the  tradi1onal  and  the  modern  to  provide  an  environment  that  is  accessible  and  highly  conducive  to  learning,  social  interac1on,   personal  enrichment,  physical  development,  and  job  skills  enhancement.  Programs  and  support  services  are  carefully  designed  to  serve  the  current  and  evolving  needs   of  our  students.  Faculty  and  staff  exemplify  the  highest  standards  of  service  and  performance  and  take  pride  in  the  achievement  of  our  students  and  the  College  as  a   whole.  Our  ac1ons  reflect  Lewis  and  Clark’s  core  values  of  service,  respect,  responsibility,  compassion  and  integrity.  We  hold  ourselves  accountable  for  our   performance  as  educators  and  as  stewards  of  the  resources  entrusted  to  us.  The  true  measure  of  our  performance  is  the  personal  and  academic  success  of  our   students,  the  overall  well-­‐being  and  cultural  enrichment  of  the  communi1es  we  serve,  and  the  economic  vitality  of  the  region.  

  Based  on  survey  data  and  feedback  from  focus  groups,  the  steering  commiaee  recommended  a  revision    of  the  Core  Values  to  remove   “fairness”  and  “truth,”  and  add  “service”  and  “integrity.”    As  with  the  mission  themes,  commentary  was  wriaen  for  each  of  the  values  to   help  others  understand  their  meaning  and  implica/ons  (see  Appendix  A:  Mission  and  Values  Commentary).    

 

Revised  Core  Values   Service,  Respect,  Responsibility,  Compassion,  and  Integrity  

On  February  14,  2012,  the  Board  of  Trustees  formally  approved  the  revisions  to  the  Purposes,  Vision,  and  Values.    

Environmental  Scan  

The  environmental  scan  iden/fied  change  drivers,  mandates,  strengths,  opportuni/es  and  challenges.  The  planning  team  iden/fied    21   change  drivers  and  mandates  that  demand  our  aaen/on  because  of  their  poten/al  impact  on  students,  college  opera/ons,  and   ins/tu/onal  priori/es  in  general.    Examples  include:  the  economy,  jobs  and  unemployment,  globaliza/on,  changing  demographics,  rapid   changes  in  technology,  and  climate  change.    In  addi/on,  a  number  of  strengths  were  iden/fied,  including  L&C’s  beau/ful  campuses,  the   Board  of  Trustees  and  the  L&C  Founda/on,  value  and  affordability,  culture  of  informed  decision-­‐making,  leadership,  and  public   engagement  and  contribu/ons  to  the  local  economy.    A  number  of  challenges  were  iden/fied,  many  stemming  from  a  review  of  the   change  drivers  and  mandates.    These  include:  the  economy’s  impact  on  the  budget,  students,  and  jobs;  the  an/cipa/on  of  large  numbers   of  returning  military  who  will  need  to  be  served,  increasing  demand  for  accountability,  and  increasing  poverty  and  the  growing  economic   divide.    Looking  internally,  the  team  iden/fied  opportuni/es  to  improve  the  quality  of  services,  management  prac/ces,  communica/ons,   ins/tu/onal  research,  and  con/nuous  improvement  among  other  challenges.   L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Execu?ve  Summary,  con?nued.   Goals  and  Strategies  

Based  on  findings  from  analysis  up  to  this  point,  the  steering  commiaee  developed  four  strategic  goals.        

1.  2.  3.  4.   

Strategic  Goals   Student  Academic  Success:  Improve  student  success  as  measured  by  key  success  indicators   Ins1tu1onal  Quality  and  Effec1veness:  Improve  the  quality  and  effec1veness  of  everything  we  do   Career  and  Job  Readiness:  Improve  the  curriculum  and  support  services  to  be^er  equip  students  to  obtain  jobs  and  advance  their  careers   Public  Engagement  and  Service  Leadership:  Increase  the  level  of  public  engagement  to  drive  quality-­‐of-­‐life,  civic,  and  other  improvements  

Strategic  Projects  

The  goals  are  supported  by  32  strategies  that  were  eventually  “folded”  into  15  strategic  projects.  The  following  lists  the  projects  and  the   strategic  goals  they  support:    

 

1.  Student  Success  Ini/a/ve  (Goals  1  and  3)   2.  Student  Financial  Assistance  (Goals  1  and  3)   3.  Con/nuous  Quality  Improvement  (Goals  1-­‐4)   4.  Ins/tu/onal  Quality  and  Effec/veness  (Goals  1-­‐4)   5.  Knowledge  and  Informa/on  Management  (Goals  1-­‐4)   6.  Student  Career  and  Job  Readiness  (Goal  3)   7.  Strengthen  Management  Prac/ces  (Goal  2)   8.  Advance  Ins/tu/onal  Research  (Goal  2)   9.  Internal  Communica/ons  (Goal  2)   10. Staffing  and  Workload  Management  (Goal  2)   11. Modeling  Sustainable  Prac/ces  (Goal  4)   12. Expand  NGRREC’s  Research  Capabili/es  (Goal  4)   13. Extend  Healthcare  Educa/on  and  Services  (Goal  4)   14. Community  On-­‐Campus  Engagement  (Goal  4)   15. Employee  and  Student  Public  Service  Ac/vi/es  (Goal  4)  

Implementa?on  Plan  and  Next  Steps  

A  preliminary  implementa/on  plan,  including  project  benefits  and  metrics,  assignment  of  team  leads,  funding  strategy,  key  tasks,  and  a   high  level  /meline  was  developed.    L&C  is  now  turning  a  corner  with  the  strategic  plan  and  must  effect  a  smooth  and  organized  transi/on   to  implementa/on  of  projects  and  regular  progress  repor/ng  under  the  oversight  of  the  Execu/ve  Cabinet.  

 

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Introduc?on  and  Background  

MAIN  REPORT  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Introduc?on  and  Acknowledgements   Introduc?on   Lewis  &  Clark  Community  College  is  an  achievement  driven  ins/tu/on,  thoroughly  dedicated  to  student  success  and   the  con/nuing  quality-­‐of-­‐life  and  prosperity  of  the  communi/es  it  serves.    A  high  level  of  achievement  is  encouraged   and  facilitated  by  suppor/ve  leadership  and  employees  who  are  rou/nely  innova/ve  and  entrepreneurial.    This   document  is  a  tes/mony  to  L&C’s  commitment  to  transparent,  candid,  and  open  self-­‐examina/on.  As  an  ins/tu/on,   L&C  has  over  the  years  shown  remarkable  agility  and  adaptability  in  response  to  new  and  emerging  challenges  and   opportuni/es.    We  are  confident  that  it  will  con/nue  to  do  so  as  it  strives  for  even  higher  levels  of  quality  and   performance  over  the  five-­‐years  of  this  plan  (FY  2013-­‐2017)  and  into  the  future.    

This  strategic  plan  defines  L&C’s  strategic  priori/es  for  the  next  five  years.    It  is  important  to  recognize  that  while  this   plan  directs  aaen/on  and  resources  to  four  areas  of  strategic  focus,  it  is  not  meant  to  understate  con/nuing   opera/ons  involving  mission  cri/cal  func/ons,  including  infrastructure  development  and  maintenance.    This  plan  is  a   complementary  extension  of  ongoing  opera/ons  that  puts  special  emphasis  on  strategically  important  issues.    The   plan  addresses  challenges  and  opportuni/es  that  reflect  exis/ng  and  emerging  forces  for  change  and  L&C’s  ongoing   aspira/ons  to  con/nuous  improvement  and  higher  levels  of  performance  and  achievement.    

This  plan  was  developed  concurrently  with  the  Self-­‐Study  for  Reaccredita/on  project  and  is  closely  aligned  with  the   criteria  established  by  L&C’s  accredi/ng  agency,  the  Higher  Learning  Commission  (HLC)  of  the  North  Central   Associa/on  of  Colleges  and  Schools  (NCACS).    This  close  alignment  of  the  two  projects  has  had  a  synergy  effect  that   greatly  improved  the  quality  of  both  projects,  the  strategic  plan  and  the  self-­‐study.    

Acknowledgements   This  plan  could  not  have  been  completed  without  the  selfless  contribu/on  of  many  individuals,  including  board   members  (both  L&C  Trustees  and  the  Founda/on  Board),  administra/on,  faculty,  staff,  and  students.      A  special  thanks   goes  to  the  twenty-­‐member  steering  commiaee  that  endured  four  4-­‐hour  workshops  and  much  addi/onal  behind-­‐the-­‐ scenes  work  to  apply  their  broad  exper/se,  discerning  insights,  and  innova/ve  thinking  to  the  planning  effort.    We   would  also  like  to  acknowledge  the  L&C  Board  of  Trustees.    Without  their  con/nuing  encouragement  and  support  this   project  would  not  have  been  possible.   L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Background:  The  planning  process  was  guided  by  three  fundamental  principles  to  ensure   close  alignment  with  the  organiza/on’s  mission,  vision,  and  values;  that  par/cipa/on  is   inclusive;  and  that  recommenda/ons  are  ac/onable.  

Planning  Principles   Inclusiveness  

Strategic  Alignment   Recommenda/ons  from  this  strategy   are  consistent  and  closely  aligned   with  the  organiza/on’s  mission,   vision,  and  values  

Vision

Goals

 

 

n Visio

 

ls Goa

 

The  planning  process  engaged  at  some   level  those  stakeholders  who  can  have  a   major  impact  on  recommenda/ons  or   will  be  impacted  by  these   recommenda/ons  

 

Strategy Programs  & Projects

 

 

Opera? ons  & Infrastr ucture

   

Mission  

Ac?onable  Recommenda?ons  

Values  

Recommenda/ons  are  “doable”  in  the  sense  that   exis/ng  or  available  capabili/es  and  resources  are   sufficient  to  execute  these  recommenda/ons   L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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The  Planning  Process:  The  planning  process  was  comprehensive  and  inclusive,  bringing   together  many  elements  with  singular  con/nuity  stretching  from  ini/al  findings  to  tenta/ve   conclusions  to  recommended  goals  and  strategies.  

Data  Collec?on  /   Environmental  Scan   •  Interviews   •  Surveys   •  Focus  Groups   •  Document  Review  

Steering   CommiZee   Workshops  

Reaffirm...  

Strengths   Challenges   Opportuni?es   Change  Drivers   Mandates  

GOALS   STRATEGIES   METRICS   PROJECTS  

•  •  •  • 

Mission   Purposes   Vision   Values  

Cabinet:  Oversee   Project  Teams:  Implement  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Background:  The  project  /meline  spanned  nine  months  with  eight  major  steps  that  along   the  way  engaged  board  members,  students,  faculty,  staff,  and  the  public  in  general.    

Objec?ves   1.  Define  ins/tu/onal  priori/es  for  the  next  five  years   2.  Do  so  in  an  open,  honest,  and  transparent  fashion   3.  Incorporate  measures  to  ensure  that  projects  are  effec/vely  implemented  and   follow-­‐on  progress  reports  are  conducted  on  a  regular  basis      

Timeline   1.  Project  Ini?aliza?on  

SEP  

OCT  

7.  Final  Report   8.  Publish  &  Celebrate  

4.  Gap  Analysis  

NOV  

DEC  

2.  Environmental  Scan  /  SWOT   3.  Mission,  purposes  ,  &  vision  

JAN  

FEB  

MAR  

APR  

MAY  

5.  Strategies  &  Goals   6.  Projects  &  Implementa?on  

Transi?on  to  Updated     Project  Implementa?on  Plan   L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Background:  Planning  was  facilitated  by  Tom  Wunderle  (Ins/tu/onal  Planning  and  

Effec/veness)  and  Dr.  George  Banziger  (consultant)  and  greatly  assisted  by  a  steering   commiaee  consis/ng  of  the  President  and  19  representa/ves  from  across  the  College.  

Planning  Par?cipants  

President  &  Steering  CommiZee  (SC)  

Facilitators   1.  Dr.  Dale  Chapman,  President     2.  Lori  Ar/s,  VP  Media  &  Founda/on  Rela/ons   Tom  Wunderle   3.  Gary  Ayres,  VP  Administra/on   Dr.  George  Banziger   4.  Cathy  Carruthers,  Professor  /  Coordinator  Office  Technology   5.  Dr.  Linda  Chapman,  VP  Academic  Affairs   6.  Nancy  Kaiser,  Associate  VP  Accoun/ng   7.  Kent  Scheffel,  VP  Enrollment  Services   8.  Mary  Schulte,  Associate  VP  Finance  &  Treasurer   9.  George  Terry,  VP  Student  Life   10.  Mark  Tuck,  Chief  Informa/on  Officer   11.  Dr.  Sue  Czerwinski,  Dean  Math,  Science  &  Technology   12.  Jill  Lane,  Dean  Liberal  Arts  &  Business   13.  Donna  Meyer,  Dean  Health  Sciences   14.  Tom  Monroe,  Dean  Workforce,  Corporate  &  Community  Learning   15.  Dennis  Krieb,  Director  Ins/tu/onal  Research    /  Academic  Informa/on  Services   16.  Val  Harris,  Director  Adult  Educa/on   17.  Nick  Moehn,  Director  Academic  Opera/ons  &  Planning   18.  Jeff  Watson,  Associate  VP  Ins/tu/onal  Compu/ng  /  Networking  &  Systems   19.  Bill  Kruidenier,  Associate  Director  NGRREC   20.  Karl  Zilm,  Professor  Mathema/cs   L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Background:  During  the  planning  process,  the  project  team  conducted  a  thorough  

assessment  of  the  “current  state.”      Data  collec/on  engaged  a  large  number  of  stakeholders   through  mul/ple  methods  and  channels.    

47  Interviews   L&C  Board   L&C  Founda/on  Board   Execu/ve  Cabinet   Associate  VP’s   Deans   Students  

4  (4-­‐hour)  Steering   CommiZee  Workshops   December  7   January  18   March  13   April  17  

ge Brid

638  Surveys   Faculty  (92)   Staff  (139)   Students  (407)  

Students  (1)   Faculty  (3)   Staff  (2)  

 

Presenta?ons   Review  /  Analysis  of   Documenta?on  

6  Focus  Groups  

Ar?cle  in  the  student   newspaper  (The  Bridge)  

SGA   In-­‐Service   Board  of  Trustees   Founda/on  Board   Managers  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

Web  Pos?ng  of   the  Strategy  for   Public  View  /   Comment  

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Mission,  Purposes,  Vision,  Values  

MAIN  REPORT  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Mission:  At  the  December  7  steering  commiaee  (SC)  workshop,  all  agreed  that  the  current   Mission  statement  was  s/ll  relevant,  accurate,  and  sufficiently  inspira/onal,  and  therefore   should  not  be  changed.  It  was  also  agreed  that  some  form  of  “commentary”  on  the  mission   and  values  would  help  others  beaer  understand  the  meaning  and  implica/ons  of  those   expressions  of  ins/tu/onal  purpose  and  values.  

L&C  Mission   Empower  people  by  raising  aspira/ons  and  fostering  achievement  through   dynamic,  compassionate,  and  responsible  learning  experiences.  

Note:  See  Appendix  A  for  Mission  and  Vision  Commentary  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Purposes:  It  was,  however,  recommended  that  the  Purposes  be  revised  to  replace  

“bulleted  statements”  with  complete  sentences,  to  include  more  direct  references  to  adult   and  developmental  educa/on,  and  otherwise  to  improve  the  readability  of  the  document.   Purposes:  Current  Version   1.  Transfer  programs  to  4-­‐year  colleges  and  universi/es   2.  Prepara/on  for  entry  into  the  workforce  and  career  advancement  or  change  through  cer/ficate  and  associate  degree  programs   3.  Prepara/on  for  entry  level  and  general  educa/on  college  courses   4.  Provide  programs  /  experiences  that  foster  individual  development  and  build  communica/ons,  technology  and  other  lifelong  learning   skills   5.  Provide  a  learning  environment  that  is  supported  by  teaching  excellence,  high  quality  student  services,  and  well-­‐equipped  and   maintained  facili/es   6.  Support  educa/on,  economic  development,  and  research  through  partnerships  and  community  service  programs   7.  Promote  the  advancement  and  well-­‐being  of  district  ci/zens  through  cultural,  civic,  and  professional  ac/vi/es    

Purposes:  Proposed  Revised  Version*   1.  Prepare  students  for  transfer  to  four-­‐year  colleges  and  universi/es   2.  Prepare  students  for  entry  into  the  workforce,  career  advancement  or  career  change  through  technical  cer/ficate  and  associate  degree   programs   3.  Provide  adult  basic  educa/on,  general  educa/on  development  (GED),  developmental,  and  other  instruc/on  that  prepares  students  for   college  level  course  work   4.  Provide  programs  and  experiences  that  foster  individual  development  through  job  skills  and  lifelong  learning  skills  to  meet  the  demands   of  a  global,  technology-­‐driven,  and  knowledge-­‐based  economy   5.  Provide  a  learning  environment  that  is  supported  by  teaching  excellence,  high  quality  student  services,  and  well-­‐equipped  and   maintained  instruc/onal  facili/es   6.  Support  educa/on  and  research  ac/vi/es  and  the  economic  development  of  the  district  and  the  State  of  Illinois  through  partnerships  and   community  service  programs   7.  Contribute  to  the  advancement  and  well-­‐being  of  the  ci/zens  of  the  district  through  cultural,  civic,  and  professional  ac/vi/es   *This  revision  was  formally  approved  by  the  Board  of  Trustees  at  the  February  14,  2012  board  mee/ng.    

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Vision:  It  was  also  agreed  on  December  7  to  make  minor  changes  to  the  Vision,*  

including  the  replacement  of  the  phrase  “we  aspire”  to  a  more  bold  and  confidant  “we   are”  in  the  introduc/on  to  the  vision.  

L&C  Vision   We  are  the  preeminent  provider  of  relevant,  high  quality  learning  experiences  to  the   communi/es  we  serve.    

The  College  combines  the  best  of  the  tradi/onal  and  the  modern  to  provide  an   environment  that  is  accessible  and  highly  conducive  to  learning,  social  interac/on,   personal  enrichment,  physical  development,  and  job  skills  enhancement.  Programs  and   support  services  are  carefully  designed  to  serve  the  current  and  evolving  needs  of  our   students.  Faculty  and  staff  exemplify  the  highest  standards  of  service  and  performance   and  take  pride  in  the  achievement  of  our  students  and  the  College  as  a  whole.  Our  ac/ons   reflect  Lewis  and  Clark’s  core  values  of  service,  respect,  responsibility,  compassion  and   integrity.  We  hold  ourselves  accountable  for  our  performance  as  educators  and  as   stewards  of  the  resources  entrusted  to  us.  The  true  measure  of  our  performance  is  the   personal  and  academic  success  of  our  students,  the  overall  well-­‐being  and  cultural   enrichment  of  the  communi/es  we  serve,  and  the  economic  vitality  of  the  region.   *This  revision  was  formally  approved  by  the  Board  of  Trustees  at  the  February  14,  2012  board  mee/ng.    

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Core  Values:  Based  on  survey  data  and  feedback  from  focus  groups,  the  steering  

commiaee  recommended  a  revision    of  the  Core  Values  to  remove  “fairness”  and  “truth,”   and  add  “service”  and  “integrity.”   Previous  Values   •  •  •  •  • 

Compara?ve  Survey  Rankings  

Responsibility   Truth   Compassion   Fairness   Respect  

Proposed  Revised  Values*   •  •  •  •  • 

Service   Respect   Responsibility   Compassion   Integrity  

Note:  See  Appendix  A  for  Mission  and  Vision  Commentary   *This  revision  was  formally  approved  by  the  Board  of  Trustees  at  the  February  14,  2012  board  mee/ng.    

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Environmental  Scan  

MAIN  REPORT  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Environmental  Scan  –  Change  Drivers  and  Mandates:  The  planning  team  iden/fied     21  change  drivers*  and  mandates*  that  demand  our  aaen/on  because  of  their  poten/al   impact  on  students,  college  opera/ons,  and  ins/tu/onal  priori/es  in  general.   Change  Drivers  and  Mandates  

1.  The  Economy   2.  SURS  Changes  and  Other  Human  Resources  Ac/ons   3.  Jobs  and  Unemployment   *Change  Driver:  An  exis/ng  or  emerging  force  or   4.  Returning  Military   phenomenon  with  poten/al  social,  economic,  poli/cal,   scien/fic,  intellectual,  or  other  impact  that  has   5.  Globaliza/on   implica/ons  for  our  graduates  and  educa/onal   6.  Changing  Demographics   ins/tu/ons.     7.  Performance-­‐Based  Funding   8.  Ins/tu/onal  and  Program  Level  Accredita/on  Standards   9.  Growing  Number  of  Unfunded  Mandates**   **Mandate:  An  official  order  or  commission  to  so   10.  Rapid  Changes  in  Technology   something  or  limi/ng  authority  in  some  way.   11.  Knowledge  and  Informa/on  Explosion   12.  Increasing  Demand  for  Accountability   13.  Geo-­‐Poli/cal  Events  and  the  Threat  of  Terrorism   14.  Scien/fic  Breakthroughs   15.  Climate  Change   16.  The  Green  Economy   17.  Increasing  Poverty  and  the  Growing  Economic  Divide   18.  Increasing  Compe//on  from  other  Ins/tu/ons   19.  Healthcare  Reform   20.  Regional  Drug  Abuse  Epidemic   21.  Growing  Scarcity  of  Natural  Resources   L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Environmental  Scan  –  Strengths:  The  planning  team  iden/fied  21  major  strengths  that   L&C  could  leverage  as  it  strives  to  achieve  its  goals  and  improve  quality  and  performance.   L&C  Strengths   1.  Campuses   2.  Board  of  Trustees   3.  Community  College  Founda/on   4.  Value  and  Affordability   5.  Communica/ons   6.  Enrollment   7.  Grants   8.  Cultural  Programming  /  Campus  Venues   9.  Caring  and  Service  Oriented  Faculty  and  Staff   10.  A  Culture  of  Excellence  and  Leadership   11.  Data-­‐Informed  Decision  Making   12.  Infrastructure:  Technology   13.  Leadership   14.  Infrastructure:  Facili/es   15.  High  School  Partnership  (Dual  Credit  Program)   16.  Corporate  Partnerships  and  Workforce  Training   17.  Reputa/on  /  Image   18.  Contribu/on  to  Local  Economy   19.  Environmental  Sustainability  Leadership   20.  Learning  and  Program  Assessment   21.  Public  Engagement   L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Environmental  Scan  –  Challenges:  Just  as  some  of  the  change  drivers  represent  

challenges  that  demand  our  aaen/on,  an  assessment  of  the  “current  state”  at  L&C  revealed   challenges  that  can  be  seen  more  as  opportuni/es  to  improve  the  quality  and  effec/veness  of   ins/tu/onal  prac/ces.  

Challenges   1.  Building  /  Facility  Livability  and  Maintenance   2.  Professional  Development   3.  Staffing  /  Workload  Impact   4.  Internal  Communica/ons   5.  Decision-­‐Making   6.  Management  Prac/ces   7.  Con/nuous  Quality  Improvement  (CQI)   8.  Ins/tu/onal  Research   9.  Documenta/on   10. Student  Services  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Goals  and  Strategies  

MAIN  REPORT  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Goals  and  Strategies:  Based  on  findings  from  the  environmental  scan,  including  change   drivers  and  the  College’s  highest  aspira/ons  as  expressed  in  the  mission,  purposes,  and   vision,  the  Steering  Commiaee  iden/fied  4  strategic  goals  and  32  suppor/ng  strategies   eventually  embedded  in  15  projects  that  define  L&C’s  priori/es  for  the  next  5-­‐10  years.  

Strategic  Goals   1.  Student  Academic  Success:   Improve  student  success  as   measured  by  key  success  indicators   4.  Public  Engagement  and   Service  Leadership:  Increase   the  level  of  public  engagement     to  drive  quality  of  life,  civic,  and   other  improvements  

2.  Ins?tu?onal  Quality  and   Effec?veness:  Improve  the   quality  and  effec/veness  of   everything  we  do  

3.  Career  and  Job  Readiness:   Improve  the  curriculum  and   support  services  to  beaer   equip  students  to  obtain  jobs   and  advance  their  careers   L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Strategic  Projects  

MAIN  REPORT  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Strategic  Projects:    The  planning  team  iden/fied  15  strategic  projects  to  support  the   goals  and  strategies  defined  in  the  previous  step.     Strategic  Projects  (supported  Goals)   1.  Student  Success  Ini/a/ve  (Goals  1  and  3)   2.  Student  Financial  Assistance  (Goals  1  and  3)   3.  Con/nuous  Quality  Improvement  (Goals  1-­‐4)   4.  Ins/tu/onal  Quality  and  Effec/veness  (Goals  1-­‐4)   5.  Knowledge  and  Informa/on  Management  (Goals  1-­‐4)   6.  Student  Career  and  Job  Readiness  (Goal  3)   7.  Strengthen  Management  Prac/ces  (Goal  2)   8.  Advance  Ins/tu/onal  Research  (Goal  2)   9.  Internal  Communica/ons  (Goal  2)   10. Staffing  and  Workload  Management  (Goal  2)   11. Modeling  Sustainable  Prac/ces  (Goal  4)   12. Expand  NGRREC’s  Research  Capabili/es  (Goal  4)   13. Extend  Healthcare  Educa/on  and  Services  (Goal  4)   14. Community  On-­‐Campus  Engagement  (Goal  4)   15. Employee  and  Student  Public  Service  Ac/vi/es  (Goal  4)  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Strategic  Projects:  Steering  Commiaee  members  scored  each  project  based  on  4  criteria:   strategic  value,  stakeholder  value,  cost,  and  feasibility.    Composite  scores  suggest  that   projects  on  the  higher  end  of  the  scale  are  worthy  of  more  immediate  focus  given  the   challenges  and  opportuni/es  L&C  and  its  stakeholders  now  face.     High  to  Low  Rankings  on  all  Criteria  

Note:  Projects  that  shared  the  same  scores  were  assigned  the  same  ranking  level.    Hence,  none  of  the  rankings  maxed  out  at  15,  the   total  number  of  projects.  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Implementa?on  Plan  

MAIN  REPORT  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Implementa?on  Plan:  Pending  further  planning  and  research  by  the  project  teams,  a  long   term  implementa/on  plan  was  created  for  each  project.    Budgets  have  yet  to  be   determined,  but  for  many  projects,  the  largest  cost  will  be  associated  with  personnel  /me.   Summary  Implementa?on  Plan  

L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Next  Steps  

MAIN  REPORT  

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Next  Steps:    L&C  is  now  turning  a  corner  with  the  strategic  plan  and  must  effect  a  

smooth  and  organized  transi/on  to  implementa/on  of  projects  and  regular  progress   repor/ng  under  the  oversight  of  the  Execu/ve  Cabinet.  

•  Transi/on  to  execu/ve  cabinet  as  project  oversight  commiaee   •  Project  teams  develop  more  detailed  project  plans   •  Project  plans  are  presented  to  execu/ve  cabinet   •  Plans  are  approved  /  modified  and  budgets  approved,  etc.   •  Quarterly  progress  report  presenta/ons  to  the  execu/ve  cabinet*  

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Next  Steps:    It  was  suggested  that  individual  Execu/ve  Cabinet  members  chair  progress   report  sessions  on  a  rota/ng  basis.    Progress  reports  will  be  presented  from  wriaen   reports  using  a  common  template.  

 

COMMON  TEMPLATE   Strategic  Projects:  Progress  Report   Date  of  Progress  Report:  ________________     Project:  _____________________________     Execu/ve  Owner:  _____________________  

Report   I.  [Summary  statement  regarding  “on  /me,  on  task,  on  budget”  status  of  the  project]   II.  [Discussion  of  targeted  milestones  and  objec/ves  and  where  the  project  is  in   regard  to  these]   III.  [Discussion  of  any  challenges  the  team  is  facing,  any  adjustments  /  changes   recommended  to  the  project  plan  and  jus/fica/on  for  these]   IV.  [Discussion  of  any  other  important  observa/ons,  lessons  learned,  recommended   interim  ac/ons  based  on  project  findings  /  outcomes,  etc.]   V.  [Prognosis  for  comple/on  of  the  project  per  the  established  /meline,  resource   requirements,  poten/al  “ins/tu/onaliza/on”  of  the  project,  etc.]   VI.  [Open  to  ques/ons  from  the  Execu/ve  Cabinet]   L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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APPENDIX  A:  Mission  and  Values  Commentary  

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Mission  Commentary   L&C  Mission   Empower  people  by  raising  aspira/ons  and  fostering  achievement  through  dynamic,   compassionate,  and  responsible  learning  experiences.  

Mission  Commentary   •  Empower  people:  To  empower  people  means  to  equip  them  with  the  knowledge,  skills  and  other  resources  they  need   to  succeed.  This  interpreta/on  assumes  that  the  knowledge  and  skills  imparted  to  the  student  are  of  prac/cal  value  in   the  sense  that  they  are  relevant  and  consistent  with  the  needs  of  business,  government,  society  in  general,  and  that   they  otherwise  contribute  to  personal  development  and  life  enrichment.    It  makes  no  sense  to  equip  people  with   knowledge  and  skills  that  have  no  “payback”  in  this  sense.    In  another  sense,  L&C  can  empower  people  through   financial  aid  and  other  assistance  that  makes  it  possible  for  them  to  aaend  school,  and  through  support  services  such   as  the  Student  Success  Center,  disability  services,  veterans  services,  and  the  emergency  fund.    Empowerment  also   means  to  support  the  development  of  self-­‐advocacy  skills  as  students  interact  with  faculty  and  staff,  internship  /   clinical  partners,  and  other  students.   •  Raising  aspira/ons:  Every  student  and  employee  is  a  living  and  breathing  opportunity  to  raise  aspira/ons.    Some  are   unaware  of  available  pathways  and  resources  that  can  help  them  grow  and  advance  their  lives  and  careers.    Others   may  not  realize  their  own  poten/al  or  may  lack  the  confidence,  ambi/on,  or  drive  needed  to  excel.    L&C  faculty  and   staff  see  this  as  an  opportunity  to  raise  student  aspira/ons  in  meaningful  ways.    This  can  be  done  through   encouragement,  mentoring,  and  just  geung  to  know  their  students  and  employees.    From  an  ins/tu/onal  perspec/ve,   the  College  collec/vely  and  con/nually  strives  to  raise  the  aspira/ons  of  the  surrounding  communi/es  and  all  of  their   ci/zens.    Many  College  ini/a/ves  and  services,  including  sustainability,  workforce  training,  healthcare  services,  adult   educa/on,  and  the  dual  credit  program  reach  out  into  the  community  to  encourage  and  inspire  higher  levels  of   achievement  and  quality  of  life.     L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Mission  Commentary:  Con/nued.   •  Fostering  achievement:  By  encouraging  and  promo/ng  the  development  of  good  study  skills,  personal  discipline,  the   ability  to  leverage  technology  and  other  tools,  and  a  love  of  learning,  L&C  is  posi/oning  students  for  achievement   and  success.    This  goes  hand  in  hand  with  raising  aspira/ons  and  contributes  to  empowerment.   •  Dynamic  learning  experiences:  Students  learn  beaer  when  the  learning  environment  is  charged  with  energy,   s/mula/ng,  interes/ng,  thought  provoking,  and  even  fun  or  inspiring.  There  is  also  a  strong  connota/on  of  ac/ve   engagement  with  the  students  individually  and  collec/vely  in  a  two-­‐way,  dynamic  exchange.      Faculty  are   encouraged  to  inject  these  quali/es  into  the  classroom  when  appropriate  and  make  considered  use  of  lab   equipment,  technology,  and  other  learning  tools.     •  Compassionate  learning  experiences:  True  compassion  recognizes  the  challenges,  struggles,  and  disadvantages  that   others  face,  and  seeks  to  help  alleviate  the  pain  and  discouragement  these  struggles  cause.    The  compassionate   educator  or  service  provider  is  beaer  able  to  “connect”  and  empathize  with  struggling  students  than  those  who  are   not  compassionate  by  nature.    This  compassion  oven  finds  expression  in  a  caring  and  respecwul  autude  towards   these  students,  a  personal  interest  in  their  lives,  the  devo/on  of  /me  and  aaen/on  to  their  situa/ons,  and  a  sincere   desire  to  help  them  where  this  is  prac/cal  and  possible.  Compassion  some/mes  compels  us  to  think  crea/vely  about   solu/ons  to  student  or  employee  dilemmas  that  may  require  new  approaches.    Compassion  in  these  forms  of   expression  fosters  achievement,  and  for  many  students,  may  be  the  life  changing  experience  that  sets  them  on  the   path  to  success.  L&C’s  College  for  Life  and  Emergency  Fund  programs  are  clear  ins/tu/onal  expressions  of   compassion.   •  Responsible  learning  experiences:  In  this  sense,  responsibility  applies  to  both  the  instructor  and  the  learner.      It’s  the   instructor’s  responsibility  to  set  and  maintain  performance  and  behavioral  standards  that  will  accomplish  program   and  course  objec/ves  and  posi/on  the  student  for  success  in  this  par/cular  course  and  beyond.  It’s  also  the   instructor’s  responsibility  to  provide  dynamic  learning  experiences  as  described  above.    It’s  the  learner’s   responsibility  to  apply  personal  discipline  in  a  concerted  effort  to  study  hard,  aaend  all  classes,  and  complete  all   assignments  on  /me.    For  the  student,  being  responsible  implies  taking  responsibility  for  his  /  her  own  ac/ons.   L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Core  Values  Commentary   Cores  Values   Service,  Respect,  Responsibility,  Compassion,  Integrity   Cores  Values  Commentary   •  Service:  First  and  foremost,  L&C  was  established  to  serve  the  educa/onal  needs  of  the  district.    Service  in  this   context  includes  instruc/onal  and  support  services,  including  advising,  financial  aid,  and  specific  services  that   may  be  targeted  to  disadvantaged  and  other  groups  (disability  services,  minority  affairs,  veterans  affairs,  etc.).     At  the  highest  level  though,  this  core  value  is  about  “service  orienta/on,”  an  autude  or  predisposi/on  for   helping  other  people,  providing  assistance  or  some  form  of  benefit  to  someone,  whether  on  or  off  campus.     While  the  emphasis  is  on  the  college  and  its  employees  as  service  providers,  and  students  and  the  community   as  service  recipients,  this  concept  can  also  apply  to  students  in  their  dealings  with  peers  and  others  who  may   rely  on  some  form  of  service.    In  a  CQI  (Con/nuous  Quality  Improvement)  culture,  the  level  and  quality  of   service  provided  by  employees,  programs,  and  departments  is  a  key  metric  for  quality  and  performance   assessment.    In  this  context,  the  concept  of  “customer”  is  especially  important,  so  that  all  L&C  employees  have   both  internal  and  external  “customers”  to  whom  they  provide  a  service  of  one  kind  or  another.    At  the   ins/tu/onal  level,  the  importance  of  service  orienta/on  and  service  quality  should  be  reinforced  through   leadership  example  and  management  systems,  including  performance  appraisal,  professional  development,   recogni/on,  and  rewards.    There  are  many  examples  of  service  to  the  community  performed  by  students,   faculty,  and  staff,  including  health  services;  environmental  clean  up  crews;  curriculum  based  service  projects;   consul/ng  assistance  to  local  businesses  and  governments;  musical  programs;  and  grant  supported  projects.  

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Core  Values  Commentary:  Con/nued.  

•  Respect:  It  is  no  surprise  that  L&C  students  ranked  respect  as  the  value  that  they  most  associate  with  L&C  as   an  ins/tu/on.    Everyone  wants  to  be  treated  with  respect,  and  students,  however  young  and  inexperienced,   righwully  demand  the  same.    Most  dic/onary  defini/ons  of  respect  include  references  to  the  quali/es  of   deference,  courtesy,  dignity,  and  esteem  in  one’s  interac/ons  with  others.    This  concept  is  broadly  applicable   to  every  member  of  every  cons/tuency  involved  with  L&C.    At  L&C,  respect  can  be  expressed  in  many  ways:   e.g.,  by  acknowledging  and  smiling  as  you  pass  a  student  on  the  walkway,  gree/ng  a  student  in  a  friendly  and   respecwul  way  as  they  approach  a  service  center,  trea/ng  students  as  adults  in  the  classroom,  returning  a   colleague’s  phone  call  in  a  reasonable  amount  of  /me,  showing  up  at  a  mee/ng  on  /me,  and  generally   mee/ng  commitments  we’ve  made  to  others.    As  with  all  other  core  values,  the  example  of  a  respecwul   autude  and  style  by  the  leadership  is  a  crucial  reinforcement  of  this  value.    This  and  other  core  values  should   be  rou/nely  reinforced  through  employee  mentoring  and  professional  development,  and  recognized  and   rewarded  when  observed.    At  the  same  /me  employees  and  students  should  be  held  accountable  for   disrespecwul  ac/ons  or  expressions  when  these  are  observed,  whether  inside  or  outside  the  classroom.     Several  years  ago,  a  ques/on  related  to  being  treated  with  respect  by  the  instructor  was  appropriately  added   to  the  end-­‐of-­‐course  student  survey.    This  ques/on  should  be  a  component  of  all  departmental  assessments   and  included  in  employee  performance  plans  and  professional  development  plans.  

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Core  Values  Commentary:  Con/nued.   •  Responsibility:  The  idea  of  “responsible  learning  experiences”  is  called  out  in  the  L&C  mission  statement.  In  this   sense,  responsibility  applies  to  both  the  instructor  and  the  learner.      It’s  the  instructor’s  responsibility  to  set  and   maintain  performance  and  behavioral  standards  that  will  accomplish  program  and  course  objec/ves  and  posi/on   the  student  for  success  in  this  par/cular  course  and  beyond.  It’s  also  the  instructor’s  responsibility  to  provide   dynamic  learning  experiences  as  described  above.    It’s  the  learner’s  responsibility  to  apply  personal  discipline  in  a   concerted  effort  to  study  hard,  aaend  all  classes,  and  complete  all  assignments  on  /me.    For  the  student,  being   responsible  implies  taking  responsibility  for  his  /  her  own  ac/ons.    In  a  larger  sense  though,  responsibility  extends   itself  to  all  of  our  ac/ons  as  L&C  employees  and  service  providers.    The  idea  of  taking  and  accep/ng  responsibility   for  our  own  ac/ons  is  one  expression  of  character  quality  and  maturity  level  that  is  fundamental  to  a  strong   organiza/on.    At  L&C,  responsibility  can  be  expressed  in  a  number  of  ways:  e.g.,  taking  personal  responsibility  for   ac/ons  that  may  have  been  taken  by  your  organiza/on  but  not  you  individually,  not  “passing  the  buck”  on  a   problem  or  challenge  because  it’s  not  in  your  “job  descrip/on,”  working  to  solve  the  underlying  causes  of  a  student   problem  rather  than  just  trea/ng  the  symptom,  showing  up  on  /me  and  puung  in  a  full  day’s  work,  holding   students  and  employees  accountable  for  performance  however  uncomfortable  that  may  make  you.  

•  Compassion:  The  idea  of  “compassionate  learning  experiences”  is  also  addressed  in  the  mission.    True  compassion   recognizes  the  challenges,  struggles,  and  disadvantages  that  others  face,  and  seeks  to  help  alleviate  the  pain  and   discouragement  these  struggles  cause.    The  compassionate  educator  or  service  provider  is  beaer  able  to  “connect”   and  empathize  with  struggling  students  than  those  who  are  not  compassionate  by  nature.    This  compassion  oven   finds  expression  in  a  caring  and  respecwul  autude  towards  these  students,  a  personal  interest  in  their  lives,  the   devo/on  of  /me  and  aaen/on  to  their  situa/ons,  and  a  sincere  desire  to  help  them  where  this  is  prac/cal  and   possible.  Compassion  some/mes  compels  us  to  think  crea/vely  about  solu/ons  to  student  or  employee  dilemmas  that   may  require  new  approaches.    Compassion  in  these  forms  of  expression  fosters  achievement,  and  for  many  students,   may  be  the  life  changing  experience  that  sets  them  on  the  path  to  success.  L&C’s  College  for  Life  and  Emergency  Fund   programs  are  clear  ins/tu/onal  expressions  of  compassion.   L&C  Five-­‐Year  Strategic  Plan:  FY  2013-­‐2017  

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Core  Values  Commentary:  Con/nued.   •  Integrity:  Integrity  is  usually  associated  with  moral  uprightness,  honesty,  and  truthfulness.    Integrity  of  ac/on   nurtures  trust  and  confidence  in  those  who  encounter  that  quality.  In  the  original  sense  of  the  La/n  word,   integer  (whole,  complete),  integrity  conveys  a  sense  of  “inner  wholeness”  that  derives  from  quali/es  such  as   honesty  and  consistency  of  character.    All  college  accredi/ng  bodies  associate  ethical  and  responsible  conduct   with  integrity,  and  set  high  standards  for  that  principle.    The  ins/tu/on  is  expected  to  follow  fair  and  ethical   policies  and  procedures  at  every  level;  to  present  itself  clearly  and  completely  to  students  and  the  public  with   regard  to  programs,  requirements,  cost,  and  other  factors;  to  avoid  conflict  of  interest;  and  to  support  and   reinforce  freedom  of  expression  and  the  pursuit  of  truth  in  teaching  and  learning.  There  is  a  clear  no/on  of   “fairness”  in  this  interpreta/on  that  is  par/cularly  important  to  students  and  employees  who  want  and  expect   to  be  treated  with  fairness  in  the  assignment  of  grades,  workload,  class  assignments,  and  other  maaers.    At   the  individual  level,  integrity  plays  into  every  one  of  our  dealings  with  students,  employees,  vendors,   contractors,  state  agencies,  trustees,  and  others.    We  have  a  moral  obliga/on  to  be  honest  and  truthful,  even  if   the  truth  may  be  hard  to  bear  in  some  cases.    If  a  student  or  employee’s  performance  is  heading  in  the  wrong   direc/on,  the  instructor  or  manager  has  an  obliga/on  to  address  that  with  the  individual,  however   uncomfortable  that  may  make  one.    In  most  enterprises,  integrity  of  ac/on  is  considered  a  “condi/on  of   employment,”  meaning  a  failure  of  integrity  could  result  in  dismissal  or  some  other  form  of  sanc/on.    Once   again,  integrity,  like  the  other  core  values,  is  reinforced  by  the  words  and  ac/ons  of  the  leadership,  clear   policies  and  procedures,  high  standards  and  expecta/ons  in  personal  performance  plans,  and  accountability   for  viola/ons.  

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Lewis and Clark Strategic Plan 2013-2017  
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