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2017-2022 Lock Haven UniversityStrategic PlanIn 2016-17 Lock Haven Universityundertook a strategic planningprocess built around four corethemes:1. Academic Excellence2. Financial Sustainability3. Responsibility4. Partnerships
The core themes will guide the University, advance our mission,address enrollment and fiscal challenges, and capture newopportunities through our 150th year and beyond.ACADEMIC EXCELLENCE: Lock Haven University will sustain and enhance academic excellence througha challenging and supportive learning- and learner-centered environment facilitated by highlyqualified faculty and staff committed to student success and through a focused array of curricular andco-curricular programs that cultivate creativity, responsible global citizenship, and employability.FINANCIAL SUSTAINABILITY: Lock Haven University will ensure its long-term financial sustainability byoptimizing enrollment levels and revenue sources, and aligning the academic program array,structure, and human, facility, technology and other resources accordingly.RESPONSIBILITY: Lock Haven University will exercise exemplary responsibility in its welcoming andinclusive environment, governance, environmental practice, civility, and safety.PARTNERSHIPS: Lock Haven University will commit to public service and to cultivating public andprivate partnerships as a resource for personal, educational, cultural, and economic development forthe region and state.
Action Plan Goal: ACADEMIC EXCELLENCESpecific strategiesassociated w/goalMajor Risk/Opportunityand Main Reason (MarketDemand, OperatingEfficiency, or FinancialPerformance)Measure(s) /Performance IndicatorsActionAchieve an array ofcurricular programsaligned with theUniversity’s missionand priorities.Program alignment;efficiency; alignment ofresources withenrollment.Budget and enrollmentprojections; LHU program costmodel and State System Costper Student FTE Analysis Tool;accreditation standards.Implement curricular actionsand resource (re)allocationplanned for 2017-18 in the 5year Rolling Academic Plan.Attract, retain,develop diverse andhighly-qualifiedfaculty.Faculty retention;student learningoutcomes; attractenrollments; refreshcurriculum.Faculty diversity performancemeasure; student learningoutcomes; faculty scholarshipand scholarly development;meet or exceed accreditationstandards.Establish faculty developmentcenter and integrated programof faculty development acrossall domains of faculty work;leverage available resources toincrease participation.
Action Plan Goal: FINANCIAL SUSTAINABILITYSpecific strategiesassociated w/goalMajor Risk/Opportunity andMain Reason (MarketDemand, OperatingEfficiency, or FinancialPerformance)Measure(s) /Performance IndicatorsTake excess spaceoffline.180,000 square feet of Comparison of actualexcess space costing an facilities square feet toestimated 2.1 million system space guidelines.annually.Maintaincompetitive E&Gcost per student.Financial RiskAssessment flaggedincreasing cost perstudent as a moderaterisk area.E&G cost per student at orbelow the system average.ActionIdentify space to takeoffline and/or lease andpursue capital fundingfor demolition program.Seven vacant positionsfrozen for 2017-18 forsavings of 800,000.
Action Plan Goal: RESPONSIBILITYSpecific strategiesassociated w/goalFoster an inclusiveand welcomingenvironment thatadvances therights, safety,dignity, and valueof everyindividual.Major Risk/Opportunity andMain Reason (MarketDemand, Operating Efficiency,or Financial Performance)Measure(s) /Performance IndicatorsStudent learning andpersistence; compliancewith e.g., ADA, Title IX,Minors on Campus,Nondiscrimination Policy;access and achievementgaps; faculty diversity;enrollments.Compliance with federal,state, and systemregulations; meet orexceed student access andachievement and facultydiversity measures;incremental improvementin campus climate survey.ActionImplement campusclimate survey, reportresults, use baselineresults to targetimprovements; use firstyear common reading tofoster University-widediscussion of inclusion.
Key Challenges: Enrollments and BudgetEnrollment Challenges: Declining demographics - fewer students graduating from high school Discounting – private college discount rate nationally above 48% in PA above 50% Saturated Market – PA has 259 Post secondary Institutions and approx. 13 millionpeople (compared to Texas 213 institutions and 28.5 million and Florida 169institutions and 21 million)Opportunities: New Website launched in March 2017 – responsive for new devices and gearedtoward traditional student recruiting New CRM System implemented in 2017 Launching a new Tag Line: The Haven Advantage
Lock Haven University at 150th AnniversaryThe Haven Advantage, 2020 Student population of about 4200, 90% likely to be in STEM or professional programs.Focused array of undergraduate, graduate, and certificateprograms, aligned with the mission and needs of theCommonwealth.19:1 student/faculty ratio and historically modest administration tofaculty ratio.Co-curricular programs tailored to student interest and alignedwith budget priorities.Public private partnerships generate resources and contribute toexperiential learning and to the community.LHU Foundation campaign supports student success, facultyenhancements, program funding, and campus improvements.Partnerships facilitate secondary to post-secondary to careerpathways.
2017-2022 Lock Haven University Strategic Plan In 2016-17 Lock Haven University undertook a strategic planning process built around four core themes: 1. Academic Excellence 2. Financial Sustainability 3. Responsibility . Focused array of undergraduate, graduate, and certificate programs, aligned with the mission and needs of the .
