Strategic Plan 2021-24 - Lawrence Technological University
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From the President graduates empowered Lawrence Technological University’s Strategic Plan 2021-24 is the eighth in a series of plans that have guided LTU since we formalized our planning process in 1999. Each update reflects the evolution and advancement of the with critical thinking University and provides the “roadmap” for where we want it to be and how to get there. We’ve updated the Strategic Plan after achieving the majority of the goals in the 2019-21 plan and are sharpening our progress and solutions while looking ahead to new needs and opportunities. Additionally, recent “outside” events like the COVID-19 pandemic, the shifting economy, and changes in demand also increasingly impact our planning in ways large and small. in emerging fields As emphasized when I joined Lawrence Tech in 2012, at LTU students come first. Our trustees, faculty, and management team have advanced programs and services always centered on that goal. LTU’s historic focus on STEM and STEAM (science, technology, engineering, the arts, and mathematics) disciplines increase opportunities in related careers, manufacturing, and design. Lawrence Tech’s physical plant is improving and must continue to grow through the creation or acquisition of new facilities. The paradigm shift continues to a more vibrant student life with more activities, more residential housing, and the recent doubling of intercollegiate athletic teams to over 30, including football that returned after a hiatus of 72 years! LTU’s motto, “Theory and Practice,” amplifies our emphasis on leading-edge, technology-empowered experiential education. The University’s reputation has continued to grow. The salaries of Lawrence Tech graduates are among the top 11 percent of all American colleges, according to PayScale.com. The Brookings Institution places LTU among the nation’s top five value-added universities. Lawrence Tech’s resilience, institutional agility, and entrepreneurial spirit have allowed us to extend our reach, recalibrate existing programs, and launch innovative new ones in emerging sectors such as medical technologies and healthcare. These additions help moderate the roller coaster of shifting demand in some fields. And LTU’s growing commitment to research allows faculty and students to do more than just describe the work of others—they are active contributors to what is taught and practiced. The University needs to seek out additional thoughtful involvement and support of interested donors as it continues to improve the quality of life in the Great Lakes region, the United States, and abroad. Preparing graduates empowered with critical thinking in emerging fields is worthy of such partnerships, which are essential to moving forward. Throughout this process, our goal remains for LTU to be “best in class” in all manifestations of what we do. I want to thank our trustees, led by Strategic Planning Committee Chair Beth Baker, the University leadership team, deans, faculty, staff, students, and alumni who have been part of this effort. The following report sets forth our path over the next few years. Virinder K. Moudgil, President and CEO The Vision, Mission, Values, and Cause VISION MISSION VALUES CAUSE statements for the Lawrence Technological To be recognized for transformative To develop innovative and agile leaders Character and Integrity The intellectual development University Strategic Plan 2021-24 reflect STEM and Design education that through a student-centric learning Theory and Practice and transformation of our the institution’s emphasis on technological develops leaders with an entrepren- environment and applied research Teamwork and Trust students into critical thinkers, innovation, entrepreneurship and leadership. eurial mindset and global perspective. embracing theory and practice. Student-focused and Caring leaders, and lifelong learners. 1 Lawrence Technological University Strategic Plan 2021-24
Strategic Direction ///// Strategies, Tactics/Targets, and Metrics Academic Excellence undergraduate Become the Creative University of the Future that produces graduates who are technologically savvy, regardless of the degree they attain. research and Lawrence Technological University will be nationally recognized as a comprehensive, innovative, professional, doctoral university with a technological focus at all degree levels. The University will TACTICS/TARGETS RESPONSIBILITY TIMELINE creative practice continue to be recognized for its development and delivery of Written axademic affairs plan developed Provost, Deans January 2021 STEM (science, technology, engineering, mathematics) and Design education. Emphasis will be placed on undergraduate research and creative practice. Additional health science degree programs Identify programs with less than Provost, Deans, January 2021 2.8 I/E Ratio VP Finance will be added. Explore/develop new degree programs Provost, Deans, STRATEGIES and new instructional approaches Faculty Ongoing DEVELOP AN ACADEMIC AFFAIRS IMPLEMENTATION PLAN TO SUPPORT THE UNIVERSITY STRATEGIC PLAN Develop plan to enhance the Provost, Deans Ongoing interdisciplinary faculty in all colleges DEVELOP AND IMPLEMENT A PROGRAM INVENTORY MANAGEMENT TOOL AND ASSESSMENT PROCESS Increase research grants to $5M per year Provost, Deans June 2022 DEVELOP STRATEGIES TO REINVIGORATE FACULTY AT ALL LEVELS BECOME AN R2 LEVEL RESEARCH UNIVERSITY Establish an external profile for every Provost, Deans May 2021 faculty member REVITALIZE PROFESSIONAL DEVELOPMENT, AND THE OFFICE OF SPONSORED RESEARCH Enhance management of programs by hiring professionals to increase Provost, Deans April 2021 productivity INNOVATE THE DELIVERY OF INSTRUCTION Provost, Deans, Build on online/hybrid/on-campus eLearning, Center Ongoing delivery strategies begun under COVID for Teaching and Learning Provide educational opportunities eLearning Ongoing for faculty in the area of instruction Lawrence Technological University Strategic Plan 2021-24 3
Strategic Direction ///// Strategies, Tactics/Targets, and Metrics Enrollment and Retention Continue growth and transitioning to be the Creative University of the Future Lawrence Technological University will grow and diversify its TACTICS/TARGETS RESPONSIBILITY TIMELINE enrollment through a continued focus on recruitment, retention, and graduation that optimizes the collegiate experience and the Increase overall enrollment by 3% each Annually at return on investment for each student as well as for the University. fall based on census date (2878 students Asst. Provost fall semester by Fall 2021) As Lawrence Tech has transitioned to a residential campus, it will continue to enhance the student experience and the sense of com- Expand athletic recruitment by adding Asst. Provost, munity. The University will expand community partnerships, and Fall 2021 an additional 200 athletes Dean of Students reinvest in international recruiting. Marketing strategies will deploy innovative and creative tactics to maximize enrollment growth, Create additional high school Significant build public awareness, and celebrate reputational excellence. Provost, partnerships both with instate and push Spring Asst. Provost out of state high schools 2021; Ongoing STRATEGIES Develop 11 Michigan Independent Provost, Academic Colleges & Universities agreements Asst. Provost year 2021-22 INCREASE OVERALL ENROLLMENT FOR SUSTAINABILITY Provost, Establish a communication plan with INVEST, EXPAND AND DEVELOP FOCUSED PARTNERSHIPS Asst. Provost, Ongoing multiple messages, press releases, eblasts VP Marketing THAT LEAD TO INCREASED ENROLLMENT Establish incentives for new students Provost, DEVELOP RECRUITMENT AND MARKETING STRATEGIES and new partners for promotion Asst. Provost, Fall 2021 FOR ALL NEW DEGREE PROGRAMS and enrollment VP Finance Provost, DEVELOP AN INTERNATIONAL RECRUITMENT AND MARKETING Hire an international firm to support Summer and Asst. Provost, PLAN THAT MIRRORS THE DOMESTIC PLAN WITH STRATEGIES, recruitment on the ground Fall 2021 VP Marketing enhancing the TACTICS AND METRICS Provost, Spring, Hire additional agents with incentives Asst. Provost, Summer and CREATE AN INNOVATIVE RECRUITMENT AND MARKETING PLAN tied to enrollment targets VP Marketing Fall 2021 FOR THE NON-TRADITIONAL STUDENTS FOR BOTH ONLINE AND ON GROUND DEGREE PROGRAMS Implement stronger articulation Asst. Provost, Summer and agreements, and revised transfer guides VP Marketing Fall 2021 ENHANCE CAMPUS-WIDE MARKETING STRATEGIES USING student experience INNOVATION, CREATIVITY AND UP-TO-DATE TACTICS FOR VP Marketing, MAXIMUM FOCUS ON ENROLLMENT GROWTH Increase use of digital marketing June 2021 Asst. Provost Develop tracking mechanism for December VP Marketing marketing through internet 2021 Lawrence Technological University Strategic Plan 2021-24 5
Strategic Direction ///// Strategies, Tactics/Targets, and Metrics Philanthropy and Cost Efficiency Improve financial resources by diversifying revenue sources and enhancing philanthropy Lawrence Technological University will improve and diversify TACTICS/TARGETS RESPONSIBILITY TIMELINE TACTICS/TARGETS RESPONSIBILITY TIMELINE financial resources and maximize operational efficiencies in academic and administrative areas. Philanthropy will be Increase alumni donor participation by Director of 75% of budget dollars should be VP Finance , December Annually expanded and diversified, providing revenue for the general geared towards strategic initiatives Provost, Deans 2021 2.5% in each of the next three years Annual Giving operating fund. VP, AVP Explore administration reorganization, Increase gifts to Athletics by 3.5% VPs, Deans January 2022 Philanthropy/ Annually in each of the next three years STRATEGIES listening sessions; incentives Dean of Students USING BASELINE BUDGETING, DEDICATE MOST RESOURCES TO Increase overall endowments by Conduct energy survey, including VP Finance, President, VP, AVP STRATEGIC INITIATIVES AND STRENGTHENING KEY PROGRAMS January 2022 establishing an effective Planned the use of electric vehicles Facilities Director Philanthropy, Annually Giving program, with a target of an Philanthropy Team additional $500,000 DEVELOP PROCESS IMPROVEMENT INITIATIVES IN EACH VP Finance, DEPARTMENT, FOCUSING ON COST SAVINGS/ EFFICIENCIES Annual target of $3.75M with increased Provost, Ongoing VP, AVP emphasis on research, grants, contracts Director of Increase Partially Restricted Giving Philanthropy/ January 2022 inspiring IDENTIFY ENERGY ALTERNATIVES Accelerator through college-based programs DODs/ Deans Establish key University and college ENHANCE ALTERNATIVE REVENUE STREAMS Executive Director priorities to drive fundraising agenda VP Philanthropy/ December Focus on ID of prospects with capacity of Operations/ September with an emphasis on building various Cabinet 2021 and inclination to give $10k+ Director of 2021 IMPLEMENT APPROVED STAFFING PLAN FOR ENHANCED endowments Prospect Research PHILANTHROPIC REVENUE GENERATION fans and Establish baseline productivity Implement new alumni/donor Executive Director September VP Philanthropy/ December data to focus future, measurable, LAY FOUNDATION FOR ROBUST CULTURE OF PHILANTHROPY All 2021 database solution of Operations 2021 strategic growth ESTABLISH ROBUST PROSPECT MANAGEMENT PROGRAM Create constituency based Directors of Strategically engage and focus efforts VP Philanthropy/ Development (DODs) in order to focus September of the Alumni Board of Directors to ED, Alumni on key University/college priorities with 2021 COLLABORATE WITH INTERNAL AND EXTERNAL STAKEHOLDERS AVP Philanthropy June 2022 align with University priorities Engagement an emphasis on endowment and gifts of advocates TO ADVANCE UNIVERSITY REVENUE INITIATIVES $10k+ , with a target of $1.5M raised in total for FY22 Coordinate with Provost’s Academic VP Philanthropy/ May 2021 Revenue Generation Team Provost Increase Unrestricted Giving by 3.5% Director of Annually in each of the next three years Annual Giving Develop college focused volunteer VP, AVP September advisory groups Philanthropy 2021 Strengthen annual fund solicitation Director of December strategy through mail, email and social Annual Giving 2021 channels and increase unrestricted giving Lawrence Technological University Strategic Plan 2021-24 7
Strategic Direction ///// Strategies, Tactics/Targets, and Metrics Student and Campus Experience Enhancing the campus and academic experience Lawrence Technological University will assess current and future TACTICS/TARGETS RESPONSIBILITY TIMELINE needs by finalizing an updated Campus Master Plan and creating ongoing facility and information technology investment and VP Finance, Complete inventory of all digital assets April 2021 planning to sustain the transition to a residential campus. CIO, eLearning Additional building and/or land acquisition will be explored to secure space for new academic programming. To further the VP Finance, December Identify best practices w/costs mission of the University, a comprehensive assessment of digital CIO, eLearning 2021 technology will be completed for all classrooms and common meeting spaces, along with a plan to implement best digital Dean of Students, Prioritize/implement plan 2022-2024 practices in both the academic and operations areas of LTU. The Univ. Architect University will reinforce its commitment to diversity, inclusion, and equity. LTU will support student representation and continue to build Dean of Students, Assess physical space needs for Athletics June 2021 relationships in a variety of communities to develop pipelines for a Univ. Architect diverse student body. Univ. Architect/ Analyze needs and research costs May 2021 VP Finance STRATEGIES Evaluate/expand current camera system VP Finance, September EVALUATE/CREATE CLASSROOM AND COMMON and emergency communication system Safety, CIO 2021 SPACE TECHNOLOGY PLAN Conduct an assessment of all current Provost, DEVELOP PHYSICAL SPACE PLAN FOR ATHLETICS, programs and processes, particularly Director of June 2022 INCLUDING VARSITY AND CLUB SPORTS for students; do a SWOT analysis Diversity technology first DEVELOP PERIMETER PLAN FOR CAMPUS Provost, Review best practices at other similar Director of June 2022 institutions to LTU Diversity DEVELOP DIGITAL SIGNAGE STRATEGY ENHANCE DIVERSITY, EQUITY AND INCLUSION AT LTU programs & campus Lawrence Technological University Strategic Plan 2021-24 9
Strategic Planning Committee Board of Trustee Members University Leadership Members Elizabeth Baker, Committee Chair, Former Vice President, Virinder K. Moudgil, President and CEO Operations, ITC Holdings Corporation Tarek Sobh, Vice President, Academic Affairs and Provost Lauren L. Bowler, Former Vehicle Line Executive, Midsize/Large Cars International, Adams Opel AG, General Motors Corp. Bruce J. Annett, Jr., Vice President, Marketing and Public Affairs Mitchell Clauw, Vice President, Head of Global Pre-programs Mark Brucki, Executive Director, Industry Research and Business Outreach and Program Management, FCA Greg Cascione, Vice President, Philanthropy and Alumni Engagement Douglas E. Ebert, Chair, LTU Board of Trustees; Former COO, Cranbrook Educational Community Sibrina Collins, Director, Marburger STEM Center Raymond R. Khan, Former Senior Vice President, CIO, Karl Daubmann, Dean, College of Architecture + Design Blue Cross/Blue Shield of Michigan Kevin Finn, Dean of Students Joseph P. Hurshe, Chief Operating Officer, Ascension Michigan Nabil Grace, Dean, College of Engineering Jeff Lemmer, Former Vice President, CIO IT, Ford Motor Company Linda L. Height, Vice President, Finance and Administration Victor Saroki, President, Victor Saroki & Associates, Architects, PC James Jolly, Assistant Provost Daniel Winey, Chief Operating Officer, Gensler Srini Kambhampati, Dean, College of Arts + Sciences David B. Wohleen, Former President, Electrical, Electronics, Safety and Interior Sector, Delphi Corp Lisa R. Kujawa, Assistant Provost for Enrollment Management and Community Engagement planning for Lynn Miller-Wietecha, Interim Director of IT and Executive Director of eLearning Bahman Mirshab, Dean, College of Business + Information Technology Joseph C. Veryser, University Architect the future Lawrence Technological University Strategic Plan 2021-24
Lawrence Technological University Lawrence Technological University, www.ltu.edu, is a private university founded in 1932 that offers nearly 100 programs through the doctoral level in its Colleges of Architecture and Design, Arts and Sciences, Business and Information Technology, and Engineering. The Brookings Institution ranks Lawrence Tech fifth nationwide for boosting graduates’ earning power, PayScale lists Lawrence Tech among the nation’s top 11 percent of universities for graduates’ salaries, and U.S. News and World Report places it in the top tier of best Midwestern universities. Students benefit from small class sizes and a real-world, hands-on, “theory and practice” education with an emphasis on leadership. Activities on Lawrence Tech’s 107-acre campus in Southfield, Michigan, include more than 60 student organizations and over 30 NAIA varsity sports. blue devils dare Lawrence Technological University Strategic Plan 2021-24 Issued 6.21
Office of the President LAWRENCE TECHNOLOGICAL UNIVERSITY 21000 West Ten Mile Road, Southfield, MI 48075-1058 800.225.5588 www.ltu.edu
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