Strategic Initiatives
In April 2008 the Lone Star College System (LSCS) embarked on the process of developing a new system wide strategic plan. The last system planning was conducted in the fall of 2003 and resulted in the 2004-2007 system plan.
There have been some significant changes this past year - a new name for the System, a new Chancellor, and a renewed spirit to move forward to better serve our students, faculty, staff and community. These changes coupled with our planning cycle necessitated the need to craft a new strategic plan for the Lone Star College System.
A system wide strategic planning committee was formed in April 2008. College representatives were recommended by their presidents. The committee
consists of faculty, students and staff from each of the five colleges as well as representatives from the LSC-University Center and the LSC-System Office. A series of public forums was held at each of the colleges to collect information from faculty, students and staff regarding what you envision to be critical
priorities for the LSCS for the next three to five years. Similar discussions were held at the Fairbanks Center and the System Office. In addition to face-to-face meetings across the system, information was collected via web surveys. In total 1,080 people participated in providing input into the new 2009-2011 strategic goals. Additional resources utilized by the strategic planning committee to develop the new strategic goals included an environmental scan conducted in fall 2007 and an economic impact study conducted in fall 2007.
Based on information received from the public forums, surveys and reference materials, the LSCS strategic planning committee developed ten broad-based strategic goals. At the October 2, 2008 meeting of the Lone Star College System Board of Trustees, these strategic goals were presented to the Board for their review. The next step in the system strategic planning process was to develop objectives for each goal. The public forums to develop these objectives were concluded in November 2008. There was also a web survey for those unable to participate in the scheduled forums.
The target date for completing the Strategic Planning Framework consisting of the ten 2009-2011 strategic goals (each with measurable objectives) was December, 2008. The LSCS Strategic Planning Framework served to provide direction as each of the Lone Star Colleges completed their strategic planning efforts during spring 2009.
Rand W. Key
Senior Vice Chancellor
Lone Star College System
Goal 1:
Maintain affordability and accessibility
Goal 2:
Recruit and retain talented and innovative
Goal 3:
Provide academic excellence and strengthen
Goal 4:
Focus on outcomes driven student success
Goal 5:
Create effective internal and external systems of communication
Goal 6:
Provide quality student focused service
Goal 7:
Create efficiencies in operation in resource allocation
Goal 8:
Develop and maintain mutually constructive community partnerships
Goal 9:
Increase quality and quantity of technology services in support of teaching, learning and administration
Goal 10:
Plan and achieve quality growth management
View the 2009-2011 Strategic Goals Brochure (pdf)
View the 2012-2015 Strategic Goals Brochure (pdf)
Beginning in September 2006, the Workforce Development unit of Lone Star College System has been leading an effort to identify trends or forces of change that will impact our community for the next three to five years. The purpose of this exercise was to enable Lone Star College System to anticipate change and develop a strategic direction for Workforce Development to better meet the needs and opportunities for workforce education and training in our service area. A carefully researched, external set of data will provide a foundation upon which to build our strategic plan.
Forty-six faculty and staff members throughout Lone Star College System participated to research and identify 92 trends in nine taxonomy areas: Advanced Manufacturing, Competitive Education, Demographics, Economics, Education, Labor Force, Politics, Social Values and Lifestyles, and Technology. In addition, over 70 community and business leaders were interviewed for their insights on trends to both confirm our internal findings as well as ensure that important trends were not omitted from our project.
The following summaries include a comprehensive list of trends with supporting details, as well as the implications information collected during workshops with community and business leaders and college district faculty and staff.
