Lewis and Clark Community College Strategic Plan: 2021

Mission

L&C’s mission is to empower people by raising aspirations and fostering achievement through

dynamic, compassionate, and responsible learning experiences.

Core Values

• Student Focused • Integrity • Responsibility

• Valuing People • Diversity and Inclusion • Building Community Relationships

Lewis and Clark Community College Strategic Plan: 2021-2024

Directed by President Dr. Ken Trzaska

The progress of Lewis and Clark Community College’s Strategic Plan is guided by the Office of Institutional Research (IR) in partnership with the Office of the President (OP). Key Direction leads are responsible to facilitate oversight of respective Key Directions and to provide regular updates to IR and the OP. Under each Key Direction are Aspirations. Aspirations represent our goals. To operationalize our plan, each Aspiration is guided by campus mover teams. Mover Teams aim to empower our team members to initiate and facilitate changes important to advancing our collective strategic work. Each respective Mover Team is responsible for the Aspiration’s progress and outcomes. Unless noted in the Strategic Plan, assessment is carried out with IR and the OP. The progress of the Strategic Plan is presented to the Board of Trustees and our campus community in December and July on a biannual basis. The Mission and Core Values guide, frame and create purpose for our Strategic Plan.

Key Direction 1

Expect Enrollment and Retention Improvements

Leads: Lori Artis Val Harris Assessment: Dennis Krieb

Team members: La Veasey Carter Joel Hall Dobbie Herrion

Ryan Hodge Jeff Watson Angela Weaver

Aspiration Actions Needed to Achieve Success

How Success will be Measured Current Status

Aspiration 1: Enrollment. Consistent with Lewis and Clark’s opportunity to broaden access, improve flexibility and grow enrollment, we propose the following Key Performance Metrics over the next three years (2021-2024).

Start Date: Fall 2021 End Date: Spring 2024

1. View the Edwardsville students who utilize the N.O. Nelson campus for classes as an opportunity to begin branding college programming and offerings to these students. For example, design and display recruitment materials directly in the high school building where Edwardsville high school students attend; provide welcome giveaways on their first day of classes at Nelson as a way to say “Welcome to the Trailblazer Family”; work with high school administration to offer more regular interaction with these students either through events on campus or through marketing efforts and giveaway days.

Note: Enrollment will be defined as the fall 10th day report minus HSP students. Year One: Stop the current declining enrollment trend based upon the fall 2021 enrollment of __________________. (Fall 2021 enrollment - baseline) Fall 2022 enrollment ____________________ Year Two: Gain 1-2% based upon fall 2022 enrollment. Fall 2023 enrollment ____________________ Year Three: Gain 1-2% based upon fall 2023 enrollment.

In progress

Fall 2024 enrollment ____________________

2. Pilot a shared advisor model, or hire recruiters/advisors who are housed in the local school district. The college is currently considering exploring this opportunity with JCHS. We recommend piloting this model here and perhaps at Alton and Edwardsville, and tracking the impact of having a daily presence in the guidance office, working to build relationships with high school students and building administration.

3. Contract with a recruitment/marketing consultant to begin helping the college rebrand itself, as well as redesign the college’s website. This initiative should also employ focus groups and solicit feedback from key demographic groups.

4. Develop a survey strategy with IR and the College Effectiveness Department to regularly assess perceptions of high school students, high school administrators and guidance staff, and parents in all L&C district high schools. This is important data that is currently not being collected and would allow marketing and recruitment efforts to focus on knowns rather than assumptions of what we believe are issues facing

our image and brand. We should aim to utilize the results of this data to guide future marketing messages, programming needs, and identify support services needed to reach these three constituent groups who play a major part in college choice decisions.

5. Review scholarship deadlines and work with the Financial Aid division and the Foundation to adapt scholarship deadlines and awarding timelines to encourage enrollment among high school graduating seniors in our district. A mover team has been developed already to look at our current processes and develop mechanisms to help encourage earlier decision making. Meetings thus far have indicated a desire to provide an open scholarship process to better serve all students - those high achieving students as well as those students who are waiting to make their college decisions. An initial recommendation coming from this mover team has identified that in order to successfully change the scholarship process to this model, an FTE is needed to monitor the process, applications, notifications to schools and students, and to work with both departments and Accounting on finalizing awards.

6. Develop a strategy that targets TRIO, High School Partnership students and Adult Education students. Develop marketing strategies aimed at providing bridge pathways for these student populations to enroll.

7. Monitor changes in HSP and overall impact on enrollment of 18-24 year olds and focus more recruitment efforts on improving the enrollment of dual credit students beyond their high school graduation.

8. Create a recruitment department/committee with defined goals based on current data trends. Develop key initiatives annually to focus our recruitment efforts on improving enrollment, particularly in the 18-24 year old demographic. This committee should work closely with the marketing plan developed by Interact Communication, as well as any key directions coming from the survey strategy and recommendations by the Marketing/Recruitment consultant. Develop a budget annually to support these efforts.

9. Optimize the use of CRM Recruit with the goal of increasing applications in the funnel, and converting those students through the funnel to enrollment

10. Develop a campus-wide strategy to include all team members in enrollment and recruitment (this team will also understand and support meeting key metrics developed above.)

Aspiration 2: Maintain current outstanding retention rates. We recognize the overall impact retention will have on our ongoing enrollment numbers, and propose focusing on those retention initiatives where we see opportunities for continued improvement in retention. Start Date: Fall 2021 End Date: Spring 2024

1. Research and identify the top 3-5 support systems/campus innovations that have the largest impact on student retention. Continue to find ways to provide and support those innovations with funding and personnel to maintain and possibly improve retention overall. 1. Tutoring 2. Library use 3. Advising contact (intrusive advising)

Note: Retention will be defined as fall-to-fall, degree-seeking students as calculated in Blackboard Analytics. Maintain current retention rates over the next 3 years (2021-2024) Keep in mind that increased enrollment will make this more challenging as we anticipate we will be experiencing an increase in our total number of students. Fall 2021 to Fall 2022 retention rate. ________. (Baseline) 1. Fall 2021 to Fall 2022

retention rate __________ 2. Fall 2022 to Fall 2023

retention rate __________ 3. Fall 2023 to Fall 2024

retention rate __________

In progress

2. Re-design student service spaces on campus - create a true student services area (a one-stop shop) that is welcoming to students, creates synergy between student service areas, provides students with a space to study and engage with other students, and makes accessing those student services easier for students.

3. Identify key demographic areas where extra retention efforts may be needed. For example, retention rates of African-American males continue to be lower than other demographics. One suggestion might be the development of a mentor program for African-American students that provides this increased opportunities to engage with team members and peers in the campus setting

4. Identify gateway courses that create barriers for students, and develop support strategies aimed at helping students successfully complete and retain.

5. Redesign new student orientation utilizing Zoom, Web, and video technology (focus on building a blackboard resource center with FAQs)

6. Promote text information lines for students to ask questions related to advising, technology, financial aid, etc.

Key Direction 2

Invest in Program and Curriculum Development

Leads: Jill Lane Sean Hill Assessment: Dennis Krieb

Team members: Melissa Batchelor Kevin Bodden Tammy Boswell

Ashley Harris Sarah Rankin Mary Lou Watson



Aspiration 1: Standardize the academic student experience so that it is transparent across the curriculum. Start Date: May 2021 End Date: June 2024

Create an LCFA approved Blackboard template that includes the web-enhanced minimum requirements with the understanding that all faculty will meet these minimum requirements.

At least 85% of full-time faculty courses will use approved template and be compliant with minimum requirements upon approval of the LCFA.

The measure was completed by June 2024. (Yes/No)

If no, what are the strategies to move forward?

In Fall 2021 send the web enhanced minimum requirements and Blackboard template to the LCFA Executive Committee for Spring 2022 implementation.

Standardize language i.e. course syllabus rather than course outline; program major vs specialization.

All web and printed materials would incorporate the standardized language by fall 2022. The measure was completed by fall 2022. (Yes/No)

Message sent in May 2021 for Fall 2021 implementation.


Develop a free, new student orientation course for degree-seeking students. Zero credit, required.

Implementation of the course by fall 2022.

The measure was completed by fall 2022. (Yes/No)


Will begin exploring the orientation course in Summer 2021 for Spring 2022 implementation.

Aspiration 2: Develop a transparent process to explore the need for and feasibility of new CTE programs. Start Date: Fall 2021 End Date: June 2024

Development of a new CTE program rubric.

Rubric will be applied to all new CTE program discussions by fall 2022.

The measure was completed by fall 2022. (Yes/No)


Assigned to the Program Review Mover Team.

Aspiration 3: Develop a system to ensure the continuing success of existing CTE programs. Start Date: Spring 2021 End Date: June 2024

Development of an annual program wellness rubric and Program Wellness Committee.

One hundred percent of CTE programs will implement the program wellness rubric on an annual basis. It will be reviewed by a newly formed Program Wellness Committee. By Spring 2022 the wellness rubric will be completed and the Program Wellness Committee will begin using the rubric to determine the health of the program

The measure was completed by spring 2022. (Yes/No)


Continued work by IR in Summer 2021 with approval of the Program Review Mover Team in Fall 2021.

Aspiration 4:

Encourage innovation in and expansion of transfer program offerings.

Start Date: Spring 2021 End Date: June 2024

Develop and increase articulation agreements.

Development of curriculum guides for transfer programs by major. By Fall 2023, 80% of specializations/majors will be developed. Number of possible program specializations and majors ________. (Baseline) Percent of specializations/majors with guides in Fall 2023 ________.

On going

Establish a coordinator for all LC articulation agreements.

Make sure transfer coordinator language is included in Dean of Student Experience or Assistant Director of Academic Advising job description. This will be completed by Fall 2021. The measure was completed by Fall 2021. (Yes/No) If no, what are the strategies to move forward?

Search is in progress for the Dean of Student Experience.

Implement and market program majors.

Program coordinators will begin receiving the names of program majors students by Fall 2021. Marketing campaigns will be developed by the most popular majors by Spring 2022. The measure was completed by Spring 2022. (Yes/No)

Program majors lists have already been created as well as a field in Colleague.


Investigate the feasibility of advisory committees for transfer departments.

Schedule in a meeting in Fall of 2021 with transfer department coordinators to discuss the feasibility of advisory committees. The measure was completed by Fall 2021. (Yes/No) If no, what are the strategies to move forward?

To be determined.

Explore, develop, implement, and market certificates.

The Instructional Designer will explore and potentially develop certificates of specializations in Spring 2022. The program coordinator would implement and Media Services would market the certificates. The measure was begun by Fall 2021. (Yes/No) If no, what are the strategies to move forward?

Search is in progress for an Instructional Designer. Exploration, development, implementation, and marketing of specialization certificates will be ongoing

Key Direction 3

Build a Transparent and Inclusive Campus Culture

Leads: Sue Czerwinski Debbie Witsken Assessment: Dennis Krieb

Team members: Matt Batchelor Elizabeth Grant Jared Hennings

Val Harris Laura Inlow Mike Lemons Yvette McLemore



Aspiration 1A: Improve internal Communication. Start Date: Fall 2021 End Date: June 2024

In addition to Dr. Trzaska, members of the cabinet/extended cabinet, Board members, Students, meet with departments for open Q & A. Each dept could host a social event. Freedom to attend for faculty and staff. Invite a variety of depts. Informal vibe. Could incentivize participation by giving pizza party or ice cream reward to department with highest participation. “Coffee with the Cabinet” - Two to three rotating members meet each week for an informal gathering with team members who want to attend. Perhaps include board members. Rotate to Nelson campus occasionally. Lunch hour or end of the day. Could be virtual/in person.

For staff/faculty– to increase familiarity of employees – small gatherings where different employee groups meet and discuss different job functions. Person designated to share particular information. Maybe this could be worked in to Tuesday in-service some way.

Log of meetings posted to BoardDocs; meetings scheduled 2 times/semester by Fall 2021.

The measure was begun by Fall 2021. (Yes/No)

If no, what are the strategies to move forward? Survey each semester (maybe at end) to measure employee satisfaction. Regular employee surveys to evaluate incremental improvements/deficiencies. Consider scale. Likert by Fall 2021. The measure was begun by Fall 2021. (Yes/No) If no, what are the strategies to move forward? Running report of number comments/ suggestions. If comment/suggestion is mentioned more than a specific # of times (3 or 5 possibly) then a mover team is developed to look further into suggestion by Fall 2022.

Planning Process

The measure was begun by Fall 2022. (Yes/No) If no, what are the strategies to move forward?

Digital “comment box” for ongoing feedback. Ask team members for input/ideas to identify problem areas (what departments or individuals are not being well represented or included in decisions, etc.) and encourage more inclusivity and transparency. If we do a drop box, I think there needs to be some notification/answer given that it’s been heard. Perhaps email and/or suggestion boxes across campus. Utilize Google Doc for all

departments to input important

information to share with rest of

the team

Aspiration 1B Improve Communication with Students and Community Members. Start Date: Fall 2021 End Date: June 2024

Ask students for input/ideas to identify problem areas or obstacles that can be eliminated, and encourage more inclusivity and transparency.

1B: Similar measurements as 1A; Student Advisory Group- scheduled meeting times; Success measured by # of students attending and cataloguing of answers provided. The measure was begun by Fall 2022. (Yes/No)

Planning Process


Digital “comment box” for ongoing feedback.

“Coffee with the Cabinet” - Two to three rotating members meet each week for an informal gathering with students, community members, and team members who want to attend. (This could be off campus to support local businesses - For community.)

Students are welcomed to take part on committees and are invited to “town hall talks” - Provide general announcement to recruit students and/or have faculty to select students and/or choose students from various clubs/organizations to participate.

Utilize Google Doc for all departments to input important information to share with current and/or prospective students.

Aspiration 2: Encourage acts of inclusivity and transparency. Start Date: Fall 2021 End Date: June 2024

Rewards/awards given for positive, inclusive acts. If we see it or hear about it, then we reward it...encourage the kind act’s growth. Shared on electronic signs, LC eNEWS, T-shirts, etc. Spotlight, web page, etc, announced at board meetings A specific number of employees/students are chosen each month (maybe per VP area) for demonstrating core values

Each month reward is given. Track rewards- have minimal criteria for what is needed for reward. For employees, include note on honorees’ employee file for posterity by Fall 2022. The measure was begun by Fall 2022. (Yes/No) If no, what are the strategies to move forward?

Planning process

(can be nominated) – called Trailblazer Traits Trailblazer Tributes - submitted via Google Form

Aspiration 3: Increase the awareness and appreciation of diversity in our faculty, staff, and students.

Start Date: Fall 2021 End Date: June 2024

Create a mandatory (?) student orientation. Orientation isn’t providing diversity - it’s providing information relative to access to clubs/organizations.

Require student orientation- measure student feelings of if orientation is helpful. If any students involved in orientation link up with clubs/organizations could be measurement by Fall 2022. The measure was completed by Fall 2022. (Yes/No) If no, what are the strategies to move forward?

Planning Process

Increase the use of Diversity Awareness assignments using the GEAC rubric.

Schedule talks/activities that are attended by faculty, staff, and students. Diversity programming needs to have accessibility by students – meaning – what’s the best way to ensure their attendance? Separate one for students where information relative to students’ differences are highlighted and where enlightenment and acceptance of these differences is the goal.

Require attendance and completion of 1-2 Diversity events per year for employees and/or students by Fall 2022. The measure was begun by Fall 2022. (Yes/No) If no, what are the strategies to move forward?

Lecture series/book club that could substitute for a gen ed course.

A Common Place where we discuss current events with employees and students. The Sustainable Dialog Series: Peter Hussey et al.. This may serve as helping with a sense of belonging (#4).

Aspiration 4: Create a sense of belonging to LCCC. Start Date: Fall 2021 End Date: June 2024

Various departments /VP/board members can coordinate event - ideas could be Friday Happy Hour, all-team BBQ, outdoor band; going to watch a band that has L&C team members, day at the park, L&C sporting event, free lunch/breakfast; pumpkin decorating contest, pie day (could be for Pi day or for Thanksgiving), Christmas tree lighting or menorah. Must be intentional in inviting board members. Have people assigned as table partners so that board members feel included. More flexibility for staff to attend Managers encouraging and trusting staff to enjoy events.

Event scheduled monthly (or more often). Feedback survey or attendance; Measure: 50% of employees will participate in at least 1 event during the semester by Fall 2022. The measure was begun by Fall 2022. (Yes/No) If no, what are the strategies to move forward? Log number of events and attendance at events. Quick survey (QR code possibly to access) to answer questions- (increased feeling of belonging at LC? what else can be done to increase feeling of belonging at LC) by fall 2022.

The measure was begun by Fall 2022. (Yes/No) If no, what are the strategies to move forward?

Planning process

Track participation, employee retention with use of mentoring program by Fall 2022.

Employees participating in 2021/22.

_______

Employee retention Fall 2021 to Fall

2022._______


_______

Employee retention Fall 2022 to Fall 2023._______


_______

Employee retention Fall 2023 to Fall

2024._______

Campus wide book club or movie club (other clubs based on interest, etc., similar to student activities?).

Cash bar on Fridays once/mo. (Fountain Court when weather is nice).

Every student, faculty member, and staff member receive a T-shirt when hired/admitted.

Volunteer projects wearing LC T-shirts.

Develop a mentorship program with required participation for

employees with 3 years or less at L&C and optional participation for others. Adjuncts and part-time staff should be included. Move them around to reach more people.

Add photo to online directory; suggest photo for signature line for email.

Provide up-to-date detailed organizational chart of everyone at L&C.

Welcome email to current L&C employees when a new employee is hired/starts.

Hybrid meetings- allow for Zoom and F2F attendees.

Key Direction 4

Broaden Community and Educational Collaboration

Leads: Brett Reinert Mary Schulte Assessment: Dennis Krieb

Team members: Jeff Campbell Greg Cash Jane Fleming Jen Fuhler Yvette McLemore

Alexandria Ruiz Tina Russell Doug Schneiderheinze Dawn Zedolek



Aspiration 1: Develop institutional infrastructure to support outreach, volunteers and collaboration.


Organize an LC Community Corps to coordinate outreach of LC personnel to participate/volunteer for community service activities. Personnel would be given time off to participate. Possibly under the coordination of the Director of Diversity, Equity, and Inclusive Excellence.

The number of personnel participated and hours provided to the community/ Number of LC personnel participating in 2021/22. _____ Number of hours provided 2021/22. _____

Number of LC personnel participating in 2022/23. _____

Number of hours provided 2022/23. _____ Number of LC personnel participating in 2023/24. _____ Number of hours provided 2023/24. _____ The number of activities. Number of activities in 2021/22. _____

Number of activities in 2022/23. _____

Number of activities in 2023/24. _____

Planning process

Calculation of in-kind contributions to the community based upon hours provided by paid LC personnel. In-kind contributions in 2021/22. ___________ In-kind contributions in 2022/23. ___________ In-kind contributions in 2023/24. ___________

Aspiration 2:

Increase LC outreach and visibility to northern district communities.


Increase awareness of the Whitlock Scholarship for Jersey County residents by: 1) engage LC media department for social media/geofencing, 2) highlighting past recipients, 3) partnering with the Foundation and the Jersey State Bank for promotion of the scholarship.

An increase of Whitlock Scholarship applicants and awards. Number of Whitlock Scholarships applicants and awards in 2020/21. (Baseline)

Applicants. __________

Awards. ___________

Number of Whitlock Scholarships applicants and awards in 2021/22

Planning process

Applicants. __________ Awards. ___________ Number of Whitlock Scholarships applicants and awards in 2022/23 Applicants. __________ Awards. ___________ Number of Whitlock Scholarships applicants and awards in 2023/24 Applicants. __________ Awards. ___________

Aspiration 3: Coordinate a more defined approach for interacting with LC alumni in the community to support local businesses and increase social interaction.


Assign a role for coordinating outreach efforts for Alumni. Reach out to our LC Board of Directors for feedback on possible business connections to identify current LC alumni.

Explore the possibility of having businesses host events for connecting LC alumni socially. Bring LC alumni back to the campus to engage our current

Survey(s) to elicit feedback from

alumni about events targeted for alumni by Fall 2022.

The measure was completed by Fall 2022. (Yes/No) If no, what are the strategies to move forward? Increase the membership of the LC Alumni Association.

Planning process

students regarding their professional work experience.

Invite LC alumni to work with LC recruiters in the field.

Number of LC Alumni members in 2020/21. _________ (Baseline) Number of LC Alumni members in 2021/22. _________ Number of LC Alumni members in 2022/23. _________. Number of LC Alumni members in 2023/24. _________.

Aspiration 4: Offering personal finance workshops for the community.


Establish a financial wellness committee to establish a curriculum and team for providing financial wellness workshops for the community. The committee would be made of faculty, financial aid and academic advisors, adult education and student development.

Attendance of the financial wellness workshops. Attendance in 2021/22. __________ Attendance in 2022/23. __________ Attendance in 2023/24. __________ Survey(s) to elicit feedback about the financial wellness workshops. The measure was begun by Fall 2022. (Yes/No) If no, what are the strategies to move forward.

Planning process

Documents

Lewis and Clark Community College Strategic Plan: 2021