Learn - Lansing Community College

Learn
Forward
Student Success and
Institutional Growth
Strategic Plan, 2013-16
lcc.edu
Learn
Forward
Student Success and
Institutional Growth
Strategic Plan, 2013-16
L A N S I N G
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Contents
Letter from the President..................................................................................5
Learn Forward:
A Strategy for Student Success and Institutional Growth.............................6
Strategic Plan, 2013-16......................................................................................9
Competitiveness and Innovation................................................................ 11
Learning........................................................................................................13
Student Success...........................................................................................15
Community Engagement.............................................................................17
Leadership, Culture, and Communication................................................. 19
Resource Management and Fiscal Responsibility.....................................21
Next Steps........................................................................................................23
Summary of Strategic Challenges.................................................................25
Acknowledgments...........................................................................................30
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April 1, 2013
Lansing Community College, like other institutions of higher learning, has historically
adopted change at a measured pace. But as the underlying assumptions of higher
education in the United States are challenged by rapid and often unpredictable
changes in the economic, regulatory, technological, and social environments, business
as usual is no longer possible.
The position of community colleges as the primary open-access provider of college
credit is likely to be challenged by new forms of competition, including online courses
offered by elite universities and for-profit companies at low cost. As regulators
and higher education associations discuss whether to recognize these courses for
credit, as students become savvier consumers of education, and as the demand for
knowledge workers accelerates, community colleges will need to change and adapt.
LCC is also facing significant demographic challenges. The number of traditional-age
college students in our service district is expected to decrease over the next several
years. Future growth requires the College to expand to new markets for its programs
and services while continually monitoring the relevance of its existing programs.
Other factors affecting our future include potential changes in the way the State of
Michigan handles higher education appropriations (we are likely to see a further shift
to performance-based incentives), new federal rules concerning student financial aid,
and the slow rebound of property tax revenue as the region recovers from recession.
The plan that follows represents our best thinking on how we can address these
challenges and position ourselves for the future. It focuses on the core areas of
Competitiveness and Innovation; Learning; Student Success; Community Engagement;
Leadership, Culture, and Communication; and Resource Management and Fiscal
Responsibility. Our goals are ambitious but achievable, and all of them are focused on
helping students reach their educational and career goals.
I am extremely proud of the way that members of our community have come together
to discuss the way forward with openness, honesty, transparency, and belief in our
mission. Thank you for participating in this important process.
Over the next few years we will work hard to implement the plan. I invite you to follow
our progress at lcc.edu/learnforward as we work together to strengthen the College,
help students succeed, and serve the community.
Sincerely,
Brent Knight
President
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Learn forward
A Strategy for Student Success
The challenges facing Lansing Community College
are clear.
After nearly two years of thoughtful and often difficult
discussions, our response to these challenges is
vigorous: by acknowledging as a community that access
is no longer enough for our students and that strategic
growth is the only way forward, we have selected the
path outlined in this Strategic Plan. Only this path
allows us to become the institution we desire to be, one
that prioritizes students and their success, maintains
the integrity of our programs, innovates teaching and
learning, and meets the needs of our community.
With this plan we recommit ourselves and our resources
to the success of all of our students. We affirm our
commitment to the institutional quality framework
provided by the Higher Learning Commission’s Academic
Quality Improvement Program and to Achieving the
Dream. These two commitments form the core of our
enterprise, from the first developmental course to the
Honors College.
We have placed learning at the heart of this document,
not simply because it is what we do but because
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transforming from an institution that ensures access
to one that also maximizes the probability of student
success is the natural evolution of our mission and our
public responsibility.
We have also committed to a completion agenda
that provides more students with the opportunity to
receive credit for real-world experience and proven
competencies. We will implement new technologies
so we can respond to the needs of our students more
quickly. We will create more predictable and reliable
course schedules. We will administer early alert and
monitoring systems to help students avoid academic
and financial jeopardy.
We have redefined the contract among ourselves,
creating mutual commitments of transparency and
respect predicated on personal responsibility and
institutional integrity. It is up to us, as a community,
to develop the culture of trust that we seek. We will
acknowledge the value of each other to our students,
our peers, and our community. We will communicate
more fully. Moreover, we affirm our commitment to
participation in governance by our faculty and will
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and Institutional Growth
continue to seek the input of all members of our
community as we work to create a culture in which all
employees are able to perform at their best.
We have also acknowledged that for us to achieve
what we desire as a community, we must develop a
willingness and capacity to face new challenges with
confidence. This begins with our mutual acceptance of
this Strategic Plan and our desire to make evidencebased decisions. Only in this way will we be able to seek
new markets, develop new academic and workforce
programs, and continue to serve the needs of the
community. We will need to be flexible and willing to
accept that what we have done in the past may not be the
best way forward. We will retain the best of our traditions
while redefining our processes, programs, and products
for a more competitive future.
We understand that to achieve this, we must become
more disciplined in the allocation of resources. Our
strategy is not to reduce the institution through
subtraction, but to enlarge it through rational, planned,
and data-informed decisions that allow us to apply
what we do best to changing circumstances. This choice
acknowledges not only the new realities of a hyperconnected world, but also our responsibility to bring
real value to taxpayers. As we reimagine what we
can be, we must determine the best path to sustained
growth and understand that our vitality relies on our
desire to innovate and redesign ourselves. No other
alternative exists.
Our relationship to the community is unchanged. We
understand our responsibilities to the region and its
workforce. We will continue to be the best education
value in our service area while engaging in mutually
beneficial partnerships with business, industry, and our
local school districts. To affirm this commitment, we will
continue to adjust our programs to meet the needs of the
local economy in a rational, sustainable way.
Through our commitment to this dynamic and innovative
shared vision, we will become the institution to which
we aspire. By placing the needs of our students first,
improving our culture, and accepting personal and
institutional responsibility for our future, we will grow
— not just in size, but also in strength — to meet the
challenges facing us.
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C O M M U N I T Y
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Strategic
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Areas of Strategic Focus
Competitiveness and Innovation
Lansing Community College demonstrates its status as a college of choice by
delivering superior value, by continuously improving and innovating, and by
forecasting and responding to growth opportunities and competitive challenges.
Learning
Lansing Community College is an exemplary institution where student achievement
and success are realized through relevant and rigorous curricula across all areas of
teaching and learning.
Student Success
Lansing Community College provides excellent student support services that facilitate
retention, goal completion, engagement, and success.
Community Engagement
Lansing Community College builds and enhances mutually beneficial relationships
with community partners.
Leadership, Culture, and Communication
Lansing Community College is an organization in which personal responsibility, trust,
respect for others, openness, and excellent customer service are core values. All
employees model the values of integrity, honesty, transparency, accountability, and
good stewardship. The College affirms its commitment to participatory governance.
Resource Management and Fiscal Responsibility
Lansing Community College engages in planning activities that support its ability to
make data-informed and transparent decisions within a participatory framework at all
levels to ensure the health and sustainability of the institution over the long term.
Plan 2013-16
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Competitiveness and Innovation
Lansing Community College demonstrates its status as a college of choice by
delivering superior value, by continuously improving and innovating, and by
forecasting and responding to growth opportunities and competitive challenges.
Strategies
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We will have a national reputation as a well-run, innovative organization that
achieves outstanding student success.
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We will develop the capacity to identify and respond to institutional opportunities
and challenges with confidence and agility.
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We will develop a plan for sustainable growth built on our strengths that
prioritizes student success and community connections.
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We will identify our unique advantages and use that knowledge to strengthen our
relationships with stakeholders and our position among competitors.
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We will engage in persuasive, data-driven promotion and marketing of our
programs and services, especially those related to recruiting and retaining
students, student success, alumni and development, and community engagement.
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C O M M U N I T Y
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Learning
Lansing Community College is an exemplary institution where student achievement
and success are realized through relevant and rigorous curricula across all areas of
teaching and learning.
Strategies
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We will review and update our Academic Master Plan, focusing on
nine priority areas:
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Improving student success and retention.
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Enhancing student ownership of learning.
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Ensuring the quality and academic integrity of courses and curricula.
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Aligning curricula and courses with external standards and
professional practices.
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Meeting the changing needs of students through faculty development.
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Strengthening partnerships between the College, area high schools, and area
transfer institutions.
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Fostering the use of data-driven decision making.
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Integrating more fully the concepts of globalization and diversity in instruction
and services.
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Increasing entry and exit pathways into programs.
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We will provide students with rigorous, high-quality programs that are aligned
with the expectations of transfer institutions and the needs of employers.
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We will expand and enhance the Honors College into a robust center of teaching
and learning excellence that will attract and retain academically talented students.
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We will redevelop the general education core curriculum.
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We will implement a system of continuous improvement and assessment at the
course, program, and institutional level.
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We will provide personalized learning opportunities across multiple modes
of delivery.
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We will develop learning experiences that leverage technology and teach students
to think critically and communicate effectively.
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C O M M U N I T Y
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Student Success
Lansing Community College provides excellent student support services that facilitate
retention, goal completion, engagement, and success.
Strategies
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We will collect and respond to student preferences based on students’ individual
goals and support needs.
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We will ensure that students have well-articulated plans that offer clear pathways to
help them reach their educational goals.
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We will offer a guaranteed course schedule so that students can better plan
completion of their programs.
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We will implement waitlisting to respond in a more agile way to student course
needs and demand.
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We will use technology, including Web-based and mobile applications, to respond
to and anticipate student needs.
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We will implement DegreeWorks to provide students with the ability to create their
own educational plans.
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We will, as part of our Build Forward initiative, create a one-stop student services
center that connects students with the resources they need to achieve their
learning goals; we will also create a welcoming and inspiring student commons
area in the Gannon Building to encourage learning beyond the classroom.
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We will promote a culture of caring and connectedness that takes into account the
changing nature of students’ lives.
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We will develop early and ongoing alert systems, including text message alerts, to
follow up with students who may require additional support as part of our efforts
to improve retention.
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We will offer further education and workforce training through the use of
sequential, stackable credentials.
n
We will provide credit for prior learning experiences and address the needs of the
labor market by implementing programs administered by the Council for Adult
and Experiential Learning.
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We will innovate new programs in areas of high demand, including the next
generation of “Get a Skill, Get a Job,” using real-time labor market information.
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We will create apprenticeships in new career areas.
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We will work to increase both College and Foundation scholarships so that a lack
of financial resources will not be an obstacle to access for students wishing to
pursue a college education.
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Community Engagement
Lansing Community College builds and enhances mutually beneficial relationships
with community partners.
Strategies
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We will work closely with K-12 districts to improve the college readiness of students
within our service district and to enable dual enrollment opportunities.
n
We will create opportunities for students to connect with the community through
activities such as job shadowing, service learning, volunteer opportunities,
and internships.
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We will align community activities to encourage effective collaborative
relationships, establish a process for evaluating successful partnerships, and
implement principles of good customer relationship management.
n
We will create and implement a communications plan that raises the visibility of
the College’s community engagement activities and the wide range of services
and opportunities available to the community.
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We will conduct a baseline survey and regular follow-up surveys to determine
LCC’s reputation and economic impact within the community and how we can
better serve community needs.
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We will engage our vast community of alumni in a manner that showcases their
success, creates networking opportunities for current students, and inspires their
investment in the College through partnerships and philanthropy.
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C O M M U N I T Y
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Leadership, Culture, and Communication
Lansing Community College is an organization in which personal responsibility, trust,
respect for others, openness, and excellent customer service are core values. All
employees model the values of integrity, honesty, transparency, accountability, and
good stewardship. The College affirms its commitment to participatory governance.
Strategies
n
We will empower our employees to deliver excellent customer service to all
students, to each other, and to the public by providing training opportunities,
incorporating customer service expectations into job descriptions and
performance reviews, and recognizing individuals and units for
exemplary practices.
n
We will develop leaders and encourage exemplary leadership behaviors at
all levels of the organization through professional development and growth
opportunities consistent with academic excellence.
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We will improve organizational climate through focused communications
that inform and engage all members of the campus community and provide
meaningful opportunities for feedback and dialogue.
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We will create and sustain a positive, engaging, and inclusive environment.
This includes:
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Ensuring that all employees feel valued and able to perform at their best
every day.
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Implementing the diversity plan so that the values it expresses become central
to our culture.
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Making our physical plant, including buildings and grounds, accessible above
and beyond ADA compliance.
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Resource Management
and Fiscal Responsibility
Lansing Community College engages in planning activities that support its ability to
make data-informed and transparent decisions within a participatory framework at all
levels to ensure the health and sustainability of the institution over the long term.
Strategies
n
We will coordinate our planning and budgeting processes to ensure that
institutional initiatives work together in support of student success.
n
We will evaluate courses and programs on a regular basis to assess student
success and enrollment metrics.
n
We will manage our finances in a responsible manner, allocating resources and
achieving efficiencies that reflect our goal of providing the highest educational
value to students through a combination of high quality and low cost.
n
We will expand and diversify our revenue-generating efforts and strategies.
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We will maintain excellent financial reporting practices and audit results.
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We will engage individuals and the community in a manner that will facilitate and
encourage their philanthropic support.
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Next
steps
We have a comprehensive strategy for addressing the challenges facing us. We have
identified the areas of strategic focus and a set of initiatives. As an Academic Quality
Improvement Program (AQIP) school, we are committed to setting measurable goals,
to using continuous improvement processes, and to being accountable to
our stakeholders.
The next steps are to translate our aspirations into the reality of student success and
institutional growth. These steps include:
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Creating a Strategic Plan Implementation Team led by the College’s senior
vice presidents.
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Establishing the implementation of the plan as a formal AQIP Action Project.
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Developing and executing operational plans for each Area of Strategic Focus that
will, in turn, become AQIP Action Projects with specific, measurable objectives
that include provision for continuous process improvement.
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Creating an annual implementation plan and timeline that is shared with the
College’s stakeholders and included in the College’s Annual Report.
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Posting regular updates on the implementation status of all initiatives on the
College’s Learn Forward website.
As part of our annual planning cycle, we will identify improvement projects to further
the strategies listed under each of our Areas of Strategic Focus. The highest priority will
be given to AQIP-related projects.
We will coordinate our planning and budget processes to ensure that the initiatives
and improvement projects outlined in this plan are reflected in budget priorities
recommended to the College’s Board of Trustees. To stay on course, we will maintain
an annual budget planning cycle but extend the first year operating budget with a
rolling second-year projected financial plan.
As we move forward and our strategies become reality, we will monitor our progress
with regular updates on our Learn Forward website. We will periodically review this
Strategic Plan to maintain its relevance, vitality, and responsiveness to our students,
our community, and a changing environment.
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Summary of
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c challenges
In 2011, Lansing Community College began an
assessment of its strategic priorities as part of its regular
planning process and its commitment to the Academic
Quality Improvement Program (AQIP) administered
by the College’s accrediting body, the Higher Learning
Commission. The College established two separate but
related AQIP Action Projects: one to identify and assess
the strategic challenges facing the College through
wide-ranging conversations with numerous campus and
community stakeholders, and one to develop a strategic
plan that sets out the College’s priorities, clarifies its
mission, and articulates specific initiatives designed to
meet the challenges and move the institution forward.
Several common themes emerged from the discussions,
including the changing realities of students’ lives;
demographic and community factors; new competition;
new rules, goals, and roles; funding shifts; and
organizational culture and communication.
The Strategic Challenges Project considered internal
and external issues that could have a substantial impact
on the College’s operations. An extensive series of
conversations launched by the Board of Trustees was
held with students, faculty, staff, and community
members. Documents generated by these conversations
can be accessed online at lcc.edu/learnforward.
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The Changing Realities of Students’ Lives
In the last five years, the economy and the social
structures of the College’s six-county service area have
changed significantly, resulting in new realities
for students.
The majority of LCC students are balancing competing
life demands, including families and jobs (sometimes
multiple jobs). Fifty years ago, Michigan was one of
the wealthiest states in the nation; today it is one of
the most economically challenged. The recession has
made it much more difficult for current and prospective
students to identify viable career options. Employers are
increasingly unwilling to provide students with financial
support or time off to complete their studies. Lack of a
solid academic plan designed to help them reach their
career goals means that some students take unnecessary
courses while accumulating substantial debt. Time and
resource management thus present serious obstacles
for students.
A complicating and costly factor impeding students’
success is their increasing lack of preparedness to
undertake college-level academic work. The national
goal of providing a tertiary education credential to a
larger percentage of the population means that a higher
proportion of incoming students are ill equipped
to succeed.
At the community level, a recovering local economy
requires new and different types of programs to prepare
a workforce for the future. At the same time, the need
for many established programs in traditional fields is
decreasing. Providing the right combination of programs
is a challenge since it depends on economic and labor
market forecasting as well as the ability of the College to
create and modify programs quickly.
Demographic and Community Factors
The city of Lansing and the six-county area surrounding it
that comprise Lansing Community College’s service area
has changed significantly in the last ten years. The greater
community, like much of Michigan, has experienced
net out-migration, resulting in a smaller and older
population. For a few years, LCC’s enrollment benefited
from the state’s economic distress (as unemployed and
displaced workers sought additional education and
training) and from earlier demographic trends. In 2000,
the College enrolled 16,011 students; in 2006, that number
had grown to 22,770. But with the exception of some
recession- and government-fueled rises in 2009 and
2010, enrollment has been shrinking steadily since then.
A look at the age cohorts of children in area K-12 schools
leads inevitably to the conclusion that enrollment from
this market segment will drop even further in coming
years. The decline in the number of area 18- to 20-yearolds is particularly problematic because LCC’s student
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population has, on average, become younger, making
the College more dependent on traditional-age students.
Interestingly, this younger student population contrasts
with a community population that is getting older.
If the College takes no action, enrollment will continue
to decline. LCC, like all colleges, has a heavily fixed-cost
business model. Therefore, enrollment declines present
enormous financial pressure. To maintain its financial
health and superior bond rating, the College must
identify new markets to achieve growth that will offset
the projected decline in enrollment.
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New Competition
The rapid evolution of Web-based technology combined
with a surge of entrepreneurial activity has begun to
disrupt higher education at all levels, both within the
United States and globally. LCC prides itself on being
a high-quality, low-cost education option for residents
of its district. This advantageous market position has
historically been protected by a quasi-monopoly: it is
the only community college option within a six-county
area. Although LCC remains the best education value
in the region, the College can no longer assume that
students have limited options. For-profit companies and
private nonprofit colleges are proving agile in developing
innovative programs and marketing their offerings
statewide. To date, these have not been competitive with
LCC on a price basis, although that may change in the
not-too-distant future.
Understanding technology developments is critical to
understanding the competitive threats facing LCC. In the
late 1990s and early 2000s, the College was an innovator
and early leader in developing online courses; since
then, it has lost its lead in this area. Newer generations of
technology are enabling new pedagogies, which in turn
are enabling new business models and approaches to
educating students. These approaches have the potential
to significantly disrupt the traditional structure and
competitive dynamics of higher education.
One approach that has attracted much media attention
as well as venture capital investment is the “MOOC” or
Massive Open Online Course. At this time, completion
of MOOCs does not result in transferable college credit,
although the day when they are accepted may be fast
approaching as accrediting bodies take up the issue.
The challenge for LCC is to better understand the MOOC
phenomenon and how the College might take advantage
of the concept.
The rise of MOOCs is only one of multiple technologyrelated competitive challenges. Although they have
received less popular attention, OERs (Open Educational
Resources), other forms of MOOCs such as connectivist
MOOCs, game- and simulation-based instruction, social
media, videos, and blogs are all rapidly changing the
“standard of practice” for instruction. LCC uses some
of these technologies in its current online offerings but
has not embraced them as an institutional strategy.
Leveraging the best online technology and pedagogy is a
significant challenge for LCC.
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New Rules, Goals, and Roles
LCC strives to meet the expectations and needs of
three key groups of stakeholders: students, the local
community, and the State of Michigan. Historically,
these groups have represented the three main sources
of revenue available to the College: student tuition and
fees, local property tax, and state funding allocation.
Until recently, the expectations of these three groups
coincided, leading to LCC’s role as a “comprehensive
community college” offering more than 280 associate
degree and certificate programs and nearly 2,000 courses
in general education, career and workforce development,
developmental education, and personal enrichment.
Increasingly, however, the expectations of the College’s
various stakeholders are beginning to diverge.
For example, a few years ago the State of Michigan
stopped basing its state allocation on a “seats filled”
formula, replacing it with an annual block grant. This has
had the effect of limiting the College’s ability to expand
program offerings to meet student demand. Now the
State of Michigan has signaled that state allocation
dollars will increasingly be based on completion metrics
(degrees or credentials completed), which can be at
odds with the needs of students and the community for
increased program flexibility.
Changes in the ways that students pay for college has
had the effect of dramatically increasing the importance
of federal monies to the college: student tuition and fees
are increasingly paid for with federal student loans. This
has led to an expanded role for the federal government,
often through the College’s accrediting body, the Higher
Learning Commission (HLC). In recent years, the HLC
and the federal government have issued a series of
new criteria for accreditation and new rules for the
administration of student loans and grants. These new
rules sometimes require significant restructuring or
redesign of the College’s programs. For example, recent
rule changes call for a reexamination of the work involved
in each course and the assignment of course credit. At
times, the new expectations conflict with the desires of
the College’s community and its students. For example,
new U.S. Department of Education regulations limit the
availability of student aid for noncredit developmental
courses to a maximum of two semesters. This conflicts
with the demonstrated need of the community for
greater developmental education offerings as increasing
numbers of students in our service area come to the
College underprepared for college-level work.
Funding Shifts
Funding has been and will continue to be an issue for the
foreseeable future. Community colleges have historically
been underfunded and the funding challenge has become
more acute over the past decade.
As a percent of revenue, state appropriations have
declined significantly. With the steady decline in property
values driving down property tax revenue, student tuition
has had to fill the ever-growing funding gap. The LCC
Board of Trustees’ commitment to low tuition rates and
an open-access mission has required stringent resource
management and pursuit of efficiencies. Creation
of a strong future to serve our students demands
development of a solid growth strategy going forward.
At the same time that all three major sources of revenue
have either declined or been limited, the College is
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confronted with continuing cost pressures. Healthcare
and retirement costs continue to escalate, resulting in
increased overall compensation costs. In recent years
the College has pursued efficiencies in the form of
eliminating or outsourcing programs, departments, and
personnel. Such easy-to-identify opportunities are largely
gone now. The new funding reality is that the College
must either identify new sources of revenue or begin
intensive redesign of processes with the express goal of
improved productivity. The experience of peer institutions
is that while redesign of processes can bring significant
cost savings, it often will not result in quick savings
within a single budget cycle. The pursuit of new revenue
sources is important in sustaining LCC’s future.
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Organizational Culture and Communication
An organization’s most valuable asset is its people.
Throughout its history, LCC has attracted outstanding
faculty, staff, and administrators who are passionate
about helping students succeed. Together, employees
strive to create a learning and working environment
in which each member of the community feels valued,
supported, and included. The College prides itself on
creating a climate that, to many, feels like family.
Yet the College is not immune to the tensions that
can arise from interpersonal, labor-management,
and communication issues. These tensions reduce
the College’s ability to respond effectively to external
challenges. Diminishing resources during the past several
years have exacerbated some of these issues.
Feedback from the Strategic Challenges Project has
driven home the need for transparency in communication
at all levels of the College to address culture and climate
issues in ways that leverage the talent and dedication of
all employees.
While the other strategic challenges originate primarily
from forces outside the College, this challenge is largely
internal. It rises to the level of “strategic” because the
College’s ability to respond successfully to the other five
challenges depends on how well it responds to this one.
29
lcc.edu
L A N S I N G
C O M M U N I T Y
C O L L E G E
acknowledgments
Lansing Community College Board of Trustees
Larry Meyer, Chair
Edward Woods III, Vice Chair
Robin M. Smith, Secretary
Jerry L. Hollister, Treasurer
Deborah Canja, Trustee
Lawrence Hidalgo, Trustee
Robert E. Proctor, Trustee
Community Forum Leadership: Board of Trustees,
Brent Knight, Stephanie Shanblatt, Lisa Webb Sharpe,
Jack Bergeron
Lansing Community College Executive Leadership Team
Brent Knight, President
Theme Report Leader: Jean Morciglio
Jack Bergeron, Interim Provost
Lisa Webb Sharpe, Senior Vice President for Finance,
Administration, and Advancement
George Berghorn, Dean, Technical Careers
Kevin Bubb, Chief Information Officer
Margie Clark, Dean, Health and Human Services
Catherine Fisher, Chief Financial Officer
Ellen Jones, Director, Public Affairs
Ann Kroneman, Executive Director, Human Resources
Tim Martz, Interim Executive Director,
Administrative Services
Evan Montague, Dean, Student Services
Jean Morciglio, Dean, Extended Learning and
Professional Studies
Michael Nealon, Dean, Arts and Sciences
Elva Revilla, Associate Vice President, External Affairs
and Development
Nicole Szymczak, Director, Marketing
Kristan Tetens, Director, Strategic Communications
Strategic Plan Steering Committee: Jack Bergeron,
Lisa Webb Sharpe, Catherine Fisher, Jim Luke,
Jason M. Mayland, Jean Morciglio, Kristan Tetens
Strategic Challenges Project Champion: Jim Luke
lcc.edu
30
Community Forum Facilitators: Pamela Bergeron,
Terrence King, and Terrance Lauchie
Community Forum Leaders: Elva Revilla, Jean Morciglio
Theme Report Work Team: Luanne Bibbee, Martha Burnett,
Nancy Dietrich, Howard Dillman, Adrienne Jenkins,
Delicia Lockhart, Jean Morciglio, Amy Parker,
Catherine Wilhm, Katie Wirth
Campus Forum Facilitators: Jean Morciglio, Jim Luke,
Lew Dotterer, Tom Donaldson
Student Forum Facilitator: Al Nowak
Publication Design: Gabrielle Clemons
Administrative Support: Margo Whalen, Adrienne Jenkins,
Pam Blundy, Benita Duncan, Lori Murphy
A special “Thank You!” to all who participated in the many
campus and community forums held to discuss strategic
challenges and planning: LCC faculty, students, staff,
administrators, and the Board of Trustees; business leaders;
and community members throughout our six-county
service area.
Ryan Adams
Isaac Addai
Carol Adorjan
Kaber Ahammad
Sahib
Tracy Alberta
Jonathon Albright
Judith Allen
Jeff Allison
Martha Anderson
Kristin Angel
Susan Antcliff
Jessica Ashbrook
Patti Ayers
Alex Azima
Bev Baligad
Brooke Ballee
Marcy Bauman
J.R. Beauboeuf
Marta Belsky
Kathleen Benington
Chris Bennett
Kylee Bergey
Suzanne Bernsten
Mandeville Berry
Jamison Betz
Brian Bishop
2 0 1 3 – 1 6
st r a tegic
pl a n
gments
Debbie Bishop
Jane Bobay
Matthew Boeve
Kathleen Bonnelle
Sue Bradford
Cassie Brogan
Doris Bromley
Brenda Brown
Kevin Brown
Mary Brown
Barbara Bruce
Laurie Brush
Ed Bryant
Marti Burnett
Linda Burnham
Pastor Burns
Angie Butterwick
Ernest Cabule
Amie Calhoun
Jill Campbell
David Campbell
Magnus Campbell
Stephen Carlson
Bob Carpenter
Aleksandra Carpio
Brenda Cartwright
Robert Cavin
Ashley Cavin
Andrew Chambliss
Mark Chapman
Stanley Chase
Fred Clark
LuAnne Clark
Barbara Clauer
Constance Conklin
Christine Conner
Pat Convery
Roy Coons
Sharon Cooper
Don Cortez
Kim Cory
Lenore Coscarelli
Laura Cottrell
Brian Coughlin
Andrew Cox
Mecha Crockett
Mari Croze
Molly CrydermanWeber
Michelle Curtin
Christina Dauka
Willie Davis
Jack Davis
Phillis Daws
Cameron Dean
Bill DeFrance
Heather DeLong
Darrell DeMartino
Jim DeVries
Nancy Dietrich
Karl Dietrich
Howard Dillman
Kathy Dobie
Barb Dock
Jeanne Donado
Tom Donaldson
Debra Dotterer
Tim Dowker
Jo Ellen DowneyGreer
Brian Draper
Tonya Droessler
Matt Dunham
Gregory Dunham
Mike Dunkelberger
Felicia Dunn
Daniel Durkee
Peggy Dutcher
E. Echols
Molly Eguchi
Doloras Eiseler
Margaret Elias
Lydia Erickson
Kathy Esselman
Curlada Eure-Harris
Anita Evans
Megan Evert
Melissa Fagerman
Sherri Fannon
Anthony Farina
Justin Faris
Kimberly Farley
Barb Farr
Bruce Farris
Leslie Farris
Coretta Fernandes
Tom Field
Sheila Fink
Dennis Fliehman
Sherry Forrest
Valerie Forrest
Sean Fortney
Zachary Foster
Eunice Foster
Timothy Fox
Dale Franks
Richard Freedberg
Myron Freeman
Mark Galik
Bo Garcia
Megan Garrett
Donna Gehringer
Dale George
Homa Ghaussi
Mujtaba
Hugh Gibbs
James Gilmore
Michael Gilreath
Toni Glasscoe
Rachel Gleason
Eric Glohr
Kellee Goff
Diane Goff
Danielle Gole
Judy Goth-Owens
Glenn Granger
Anthony Greenburg
Ronald Greener
Catherine Griffin
Diana Grinwis
Ron Gruesbeck
Patricia Guenther
Mark Guerrieri
William Gustin
Santos Gutierrez
Lori Hale
Susan Halick
Linda Hall
Jeffrey Hamlin
George Hanley
John Hanley
Julie Hanna
Ralph Hanson
Susan Hardie
Joy Hardman
Mary Hardy
Daniel Harned
Marvin Harris
Jacob Hartges
Edythe HatterWilliams
Peter Haueter
Geneva Hawthorne
Gary Heisler
Mary Held
Marvin Helmker
Michelle Hempton
Susan Henderson
James Hensley
Nancy Hepfer
Kelli Herm
Melinda Hernandez
Anne Heutsche
Len Hill
Lydia Hilton
Dennis Hinrichsen
Andrea Hoagland
Zack Hoffman
Shauna Hoffman
Diane Holman
Daniel Holt
Leslie Hoover
Jeffrey Huber
Sean Huberty
Archie Hudson Jr.
Dedria Humphries
Alayne Ingram
Michael Ingram
Brian Jackson
Nan Jackson
Jeffrey Janowick
Randy Jobski
Maria Johnson
Terrance Jones
Clint Jones
Indiya Jones
Ashley Jones
Brian Jordan
Stephanie Joseph
Paul Jurczak
Melissa KamaiArambula
Melissa Kaplan
Anita Kassel
Amy Keel
Deborah Keene
Vivian Keeney
Mark Kelland
Lee Kellogg
Carole Kendy
Shani Kerr
Ghada Khoury
Lori Kindsvatter
Susanne Kleff
Steven Klimecky
Courtney Knepper
Sherry Kohlmann
Angela Kolhoff
Linda Koning
Linda Koons
Leslie Lacy
Nate Lake
Mary Landick
Jeffrey Lang
Ann Lapo
Andrew Lathrop
Mary LaVigne
Rebecca Lawson
Dwight Lea
Nathaniel Leach
Jeanne Lebbon
Michael Lee
Sandra Leong
Marlio Lesmez
Laura LeZotte
Tamiko Liddell
Jon Liebold
Megan Lin
Catherine Lindquist
Barb Line
Tom Little
Delicia Lockhart
Susan Lockwood
Joseph Long
Shannon Long
Felipe Lopez
Cody Lott
Daedalian Lowry
Melissa Lucken
William Luginsland
Anita Lycos
Jean Lynch
Wayne Lynn
Bruce Mackley
Zachary Macomber
Martha Madigan
31
lcc.edu
L A N S I N G
C O M M U N I T Y
C O L L E G E
acknowledgments
Krishnakali
Majumdar
Greg Mallek
Christopher
Manning
Kelsey Marczynski
Jon Margules
Janet Marion
Benjamin Martin
Dana Martinez
Amanda Masters
Najeebah Mateen
David Mattson
Caroline Maurer
Quentin McCallum
Peter McFadden
Robin McGuire
Everett McIlwain
Bill McKay
Dan McKean
Patrick McKerr
Karen McKnight
Casey
Paul McNamara
Victoria Meadows
Mark Meadows
Mabel MenadierThomas
Eva Menefee
Diane Miles
B. Miller
Larissa Miller
Anita Mills
James Mitchell
Leslie Mohnke
Aaron Moran
William Motz
Sue Muma
Susan Muntz
Susan Murphy
Mary Murphy
lcc.edu
32
Mike Murphy
Washington Mutatu
Dave Muylle
Seth Neeley
Richard Nelson
Danielle Nick
Sunil Nityanand
Al Nowak
Andrew O’Neil
Jerry Onofryton
Lori Orr
Kanagapushpam
Padmanabhan
Louise Paquette
Cynthia Pattison
Lisa Pearce
Timothy Periard
Amirah Person
Mieko Philips
Tremaine Phillips
Keith Phillips
Tammy Phinney
Ngao Phiri
Jennifer Pierce
Sally Pierce
Susan Pigg
Eileen Pizanis
Marie Plant
Elaine Pogoncheff
Cesar Potes
Brett Powell
Lidiya Prorochuk
Wayne Provines
Amy Purcilly
Pat Purol
Teresa Purvis
Terrill Putman
Colleen Puuri
Ruyi Qi
Sean Quinn
Louise Rabidoux
Daniel Rafail
Thomas
Rasmusson
Susan ReedQuinlan
Jill Reglin
Nicole ReinhartHuberty
Emma Rentfrow
Elva Reyes
Rudy Reyes
Kari Richards
Jerry Richards
Lee Richardson III
Martine Rife
James Ripley
Denise Risdon
Doris Roberson
Cynthia Rooker
Robert Roosa
Julianne Rose
Brian Ross
Ninna Roth
M.C. Rothhorn
Jack Rotman
Jessica Roy
Randy Roy
Barb Rude
Marcia Rysztak
Tisha Saccarelli
Kelly Sakkinen
Jordin Saucedo
Suzanne Sawyer
Adam Scheidt
Alexis Schmitt
Susan Schneider
Andy Schor
Hans Schroeder
Teresa Schulz
David Schwinn
Kathryn Shaffer
David Shane
Sean Shannon
Laura Shears
Donald Sheets
Kathy Shell
Kristin Shelley
Jeff Sherman
Bennett Shulman
Ann Sims
Sam Singh
David Siwik
Douglas Sjoquist
Ryan Skiera
Bill Sleight
Greg Smith
Page Smith
Steven Smith
Wendy SmithJobski
Rick Smitt
Karen Smydra
Eric Snider
Patty Spagnuolo
Kathy Spalsbury
Linda Sprang
Daryl Standbergh
Bob Starkey
Mark Steinberg
Charlotte Steiner
Mark Stevens
Aneka Stewart
Mark Stiles
Amy Stoakes
Rebecca Stone
Cindy Storie
Doris Stromer
John Suckow
Tom Sullivan
Thomas Taliafero
Peter Tascarella
Lee Taylor
Thorin Teague
LaTonya Terry
Terry Terry
Edward Thomas
Marc Thomas
Cynthia Thomas
John Thommen
Chris Thompson
Daniel Thurman
David Tibergien
Elaney Toy
Stephanie Trapp
Patrick Turcotte
Marcia Van Ness
Matthew VanCleave
Tonya VanderMeer
Renee VanDeventer
Robert
Van Oosterhout
Peggy VaughnPayne
Dave Veriny
Stephen Vossler
Vaughn Vowels
Tiara Wair
Patricia Walczak
Jing Wang
Glenys Warner
Denise Warner
Joseph Warren
Kim Watlien
Nancy Weatherwax
Joan Weber
Steve Webster
Teresa Wehrwein
Terry Wellman
Joseph Werner
Cody Wettlaufer
Margaret Whaley
Killian Wilcox
Robert Wilkie
Lori Willett
Rick Williams
Rhonda Williams
Don Wilske
Ron Wilson
Melinda Wilson
Maria Windver
Deborah Winfry
Keene
Kim Witt
Mike Witt
Arthur Wohlwill
Kevin Worden
Gene
Wrigglesworth
Jun Wu
Carolynn Wycoff
Don Wycoff
Brenda Young
Sandy Zerkied
Monica Zuchowski
Suzana Zuniga
John Zwemer
If we have
inadvertently left
your name off this
list, please accept
our apologies and
let us know so we
can recognize your
participation at
lcc.edu/
learnforward. Call
(517) 483-1851.
2 0 1 3 – 1 6
gments
Lansing Community College
Board of Trustees and President
Larry Meyer
Chair
Edward Woods III
Vice Chair
Robin M. Smith
Secretary
Deborah Canja
Trustee
Lawrence Hidalgo, Jr.
Trustee
Robert E. Proctor
Trustee
Brent Knight
President
Jerry L. Hollister
Treasurer
st r a tegic
pl a n
Lansing Community College is accredited by the Higher Learning
Commission, a commission member of the North Central Association
of Colleges and Schools. The commission can be contacted at
www.ncahlc.org or by phone at (800) 621-7440. Its mailing address
is 230 South LaSalle Street, Suite 7-500, Chicago, IL 60604. The main
campus of Lansing Community College is located in downtown Lansing.
Student service offices are located at 422 N. Washington Square and
can be contacted at www.lcc.edu or by phone at (517) 483-1957.