Strategic Plan

Lamar University Strategic Plan for 2013-14

September 1, 2013

STRATEGIC DIRECTION 1.  STUDENTS.  To offer undergraduate and selected graduate educational experiences of excellence, both curricular and co-curricular, which engage students with faculty and staff to meet their diverse needs.  (Recruitment, retention, financial support, distance education, curriculum, academic excellence, student engagement, communication, and student life)

Strategic Initiative 1:   Increase enrollment of on-campus students by a minimum of 2% per year while maintaining or increasing quality standards for entrance such as SAT, ACT, GPA and class rank. 

          Baseline enrollments:               Baseline student credit hours:
     Fall 2010 = 9908                            Fall 2010 = 90984
     Fall 2011 = 9725                            Fall 2011 = 87165
     Fall 2012 = 9779                            Fall 2012 = 81476


Strategic Initiative 2:  Increase student enrollment in distance education, as measured by student credit hours, by a minimum of 3% per year.


Baseline student credit hours:
     Fall 2012 = 53070                         Spring Mini 2013 = 642
    Winter Mini 2012 = 897                  Summer 2013 = 27935
    Spring 2013 = 54227                     Overall FY13 = 136771


S
trategic Initiative 3:  Increase pool of qualified Mirabeau Scholarship applicants to a minimum of 40% outside of Jefferson, Hardin, and Orange Counties.

Baseline pool of applicants:
2010/11 – 74 applicants, 25 outside area (33.8%); 
2011/12 – 70 applicants, 22 outside area (31.4%);
2012/13 – 73 applicants, 26 outside area (35.6%);
2013/14 – 104 applicants, 41 outside area (39.4%).

Strategic Initiative 4:  Develop a Retention Plan to coordinate and assess all LU retention programs and set retention goals by June 2014.

Strategic Initiative 5:  Increase 6-year baccalaureate graduation rate by a minimum of 2 percentage points a year.

Baseline six-year baccalaureate graduation rates:
2009/10 = 27.9%
2010/11 = 29.9%
2011/12 = 32.0%
2012/13 = 33.4%

Strategic Initiative 6:  Use the established governance body to guide the structure, assessment, and continuous improvement of core curriculum/general education.

Target dates:
New core curriculum scheduled for review/approval of Board of Regents
at November 2013 Board meeting.
New core curriculum and assessment plan due to THECB for approval
in November, 2013.
Targets for measuring success of objectives to be established by Core
Curriculum Governance Committee by May, 2014.


Strategic Initiative 7:  Increase the use of active and collaborative learning strategies in targeted freshman and sophomore classes by at least 5% by September 1, 2014.

Baseline date:
Results from a survey given in Spring 2013 showed that the average on the index measuring 
active and collaborative learning was 26.29. The index is composed of 10 items addressing
individual and group active and collaborative learning activities.

STRATEGIC DIRECTION 2.  FACULTY AND STAFF.  To attract, develop, and reward a staff and a faculty of teacher-scholars committed to the mission and values of Lamar University.  (Salaries, benefits, research, service, staffing, professional development)

NO CURRENT INITIATIVES – Will be addressed in 2014/15 Strategic Plan.

STRATEGIC DIRECTION 3.  DIVERSITY.  To promote a rich and varied campus culture through diversification of programs, services, and people.  (Curriculum, co-curriculum, staffing, cultural issues)

Strategic Initiative 1:  The University Multicultural Enhancement Committee, in participation with the Center for Teaching and Learning Enhancement, Global Studies and Study Abroad, and the Division of Student Engagement will solicit LU faculty and staff as workshop presenters to enhance cultural awareness and a global perspective for members of the Lamar community.

STRATEGIC DIRECTION 4.  SUSTAINABILITY.  To promote sustainability in all aspects of university life.


Strategic Initiative 1:  Follow Leadership in Energy and Environmental Design (LEED) principles in renovation and construction projects whenever feasible.


Strategic Initiative 2:  Under the direction of the Sustainability Director, activities will include (but are not limited to) establishing a sustainability website and other measures to increase awareness on campus, assisting in establishing recycling efforts, participating in community awareness activities, and assisting faculty/staff/students in seeking external grants.


STRATEGIC DIRECTION 5.  COLLEGIAL ENVIRONMENT.  To provide an environment which is collegial and which enhances the personal and professional development of students, faculty and staff.  (Physical plant, space utilization, strategic planning, technology, operational assessment)

Strategic Initiative 1:  University programs show an increase in implementing improvements based on assessment and the number of completed action plans (“closing the loop”) by 5% in the 2013-14 year.

Baseline:
For 2012-13, the number of new action plans in the planning phase was 174. 
The number of new action plans in progress was 54, for a total of 228 new action
plans. As of April 2013, there were 156 action plans for the year.


Strategic Initiative 2:  Outline goals and develop a concise plan of action to assess and improve quality of customer service provided by LU administrative staff to students and the public by May 31, 2014.


STRATEGIC DIRECTION 6:  PUBLIC ENGAGEMENT.  To build strong relationships with stakeholders through leadership in economic development, outreach, and public engagement with the region, the state, and the nation.  (Economic development, outreach/community service)


Strategic Initiative 1:  Expand and report initiatives that enhance the university’s outreach and community service in economic development by May 31, 2014.


Strategic Initiative 2:  Expand and report initiatives that enhance the university’s outreach and community service in cultural and artistic activities by May 31, 2014.


STRATEGIC DIRECTION 7.  RESOURCES.  To expand, enhance, and broaden Lamar University’s financial resources in order to enhance programs and services.  (Funding levels, efficiency of operation)


Strategic Initiative 1:  Maintain the number of proposals submitted and the amount of funding received for the university from the previous year.

 Baseline data:
 As of 6/24/13, 93 proposals were submitted. Final reports will not be available 
 until October, 2013. Note: The previous target was to increase by 3%. However, 
 due to sequestration, the number of Request for Proposals as well as funding 
 for grants is being decreased by the government. Earmarks are extremely rare 
 or nonexistent and foundation funding has been decreased due to the economy.

Strategic Initiative 2:  In an effort to improve the processes for reconciling contributions through a more effective interface of Finance and Advancement software, the reconciliation task force will meet again in October 2012 to determine the most effective process for Finance to conduct a test on the September 2012 gifts.

Finance has not completed the test reconciliation process. Once that test 
is completed, the process will be amended, if needed, and implemented as 
a permanent reconciliation process to be conducted on a monthly basis by 
the Finance department. The entire process will be in place and operational 
by May 31, 2014.

Strategic Initiative 3:  A campus master planning process is underway, utilizing a committee that comprises the same personnel as the Long Range Planning Committee.  Work, study, and learning environment improvements are fundamental to the process (e.g., one aspect of the plan has identified needs for upgrades in certain classrooms and laboratories), which will conclude with approval of the campus master plan by the TSUS Board of Regents.  This is expected by November, 2012.  Concurrently, two renovation projects are underway that will improve the learning environments for students and the work environment for staff employees.  (1) The new student advising center in the Carl Parker building is designed to improve retention by providing an improved, centralized approach to advising lower division students.  This project is scheduled to be completed in late November, 2012.  (2) The renovation of the former Brooks-Shivers dormitory into an administration building will provide the necessary work environment, co-locating a variety of staff organizations, to drive efficiency, enhance productivity and work satisfaction.  This project is scheduled for completion in February, 2014.

Initiative has been placed on hold: (1) to allow Dr. Kenneth Evens an 
opportunity to participate and (2) to allow recent and projected projects 
to be incorporated appropriately.

Strategic Initiative 4:  Develop and implement a procedure for allocating resources to priority items in the Strategic Plan by August 31, 2014.