Strategic Plan 2021-24 - Lawrence Technological University
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Strategic Plan 2021-24
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 5Strategic 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 7Strategic 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 9Strategic 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 2021-24Lawrence 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 6.21Office of the President LAWRENCE TECHNOLOGICAL UNIVERSITY 21000 West Ten Mile Road, Southfield, MI 48075-1058 800.225.5588 www.ltu.edu
You can also read
