Lebanon Valley College faculty, staff and students strive excellence, support innovation, embrace inclusiveness, and commit to service. The culture is recognized for its commitment to personal and professional development and its deep sense of ownership and accountability for the College’s success.
1) Develop and Support Inclusive Excellence
LVC recognizes the necessity of being an inclusive community that values diversity as integral to achieving excellence across the campus culture.
Develop a Center for Diversity and Inclusive Excellence
Create a President’s Fund for Inclusive Excellence
Recruit diverse, high-performing, and talented faculty and staff
Develop and support a clear institutional message articulating importance of campus diversity
Review all marketing and communications to ensure support for diversity
Revise job descriptions and recruitment strategies to attract diverse candidates
Establish a fund to support the recruitment and support of diverse talent
Establish multicultural post-doctoral faculty program
Establish metrics for success in inclusive excellence
Expanded recruitment initiatives to include partnerships with national charter school networks that enroll educationally underserved students in urban communities.
Expanded procedures for recruiting diverse faculty: Posted job advertisements in targeted publications and list-servs, increased advertising in outlets that reach and support employment opportunities for underrepresented faculty and staff, and increased communication with appropriate disciplinary doctoral programs and faculty contacts. Created position descriptions to enhance interest from diverse pools of applicants. Included supplementary information regarding the candidate’s potential program, College, and community. Hired first faculty member in Africana Studies.
Formed Board of Trustees and student-led committees to support the work of the Colleges’ Committee for Inclusive Excellence.
Held third-annual Symposium on Inclusive Excellence and a student-only town-hall meeting on Inclusive Excellence with President Thayne.
Devoted spring feature of The Valley magazine to campus activism and inclusion.
Created President’s Fund for Inclusive Excellence to invest in key Inclusive Excellence initiatives. Awarded Student Innovation Fund grants to support multiple student projects.
Designated gender-neutral bathrooms across campus and ADA-accessible ramp to Miller Chapel.
Reorganized Office of Multicultural Affairs to become Office of Intercultural Affairs & Inclusive Programs and hired director to support diverse populations, provide personal and academic counseling, offer educational and cultural programming and diversity training, facilitate dialogues, and form community networks.
Renamed and reorganized standing committee to become the Committee for Inclusive and Intercultural Learning to bring together those working on intercultural education and global learning to facilitate a campus culture that is aware, accepting, and inclusive, with a particular focus on historically marginalized groups.
Provided professional development workshops to faculty and staff, including training on strategies for recruiting diverse faculty and staff, addressing unconscious bias on campus, intercultural awareness, crisis training, and sexual assault/title IX training.
Created a dynamic campus tour that ties together history, highlights, and intercultural excellence while promoting points of pride.
Developed strategy and program for recruiting multicultural post-doctoral positions and mentoring program for faculty.
Awarded President’s Innovation Grants for diversity projects. Provided diversity training with Resident Assistants. “It’s on Us” video and bystander intervention steps launched by student-athletes. Held student-organized campus-wide march through campus and town to affirm inclusive values and reject hate. Providing Exercise Science students with learning opportunities in China.
Held Vigil Against Violence in Miller Chapel and announced related programming. Published letter expressing commitment to making campus a space of freedom for LVC students. Held fourth-annual Symposium for Inclusive Excellence to explore topics of inclusion, diversity, equality, and change-making. Invited campus community to sign letter to Annville Township inviting partnership and relationship building to make sure the community is a safe and welcoming space for all.
Held faculty development program on topics related to global learning, inclusive pedagogies for diverse learners, mentoring vs. advising, Generation Z, and navigating difficult conversations on sensitive topics.
Completed major revitalization of Mary Capp Green Residence Hall including installation of lift/elevator, bathrooms that meet accessibility standards, and a designated all-gender bathroom. Added inclined walkway and accessible composting toilet as part of Shankroff Tennis Center project. Developed plans and received funding commitment for ADA-accessible walkway to connect South and North campus.
2.) Develop and Support High-Performing Culture
LVC’s high performing culture embraces standards of excellence, promotes the engagement of a collaborative community in meeting those standards, and recognizes successes that promote and advance a high performing culture.
Establish metrics and high-performance standards across all divisions, departments, and programs
Develop individual employee performance expectations
Develop division and departmental performance expectations
Revise complaints and grievance policies to promote transparency, accountability, and high performance
Execute Envision 2020
Develop EV2020 goals for each division
Increase professional development
Establish funding for professional development needs
Institute intercultural and cross-cultural competency training for faculty and staff
Build a campus-wide culture of performance recognition
Introduce new employee evaluation process
Develop rewards program linked to innovation, creativity, and calculated risk
Emphasize and celebrate the history of LVC and contributions of members of the LVC community
—Implement year-long celebration of the 150th anniversary
—Install biographical information in each College building to reflect the origins of the building name
Increased professional development opportunities, with more than 75 percent of employees participating in at least one development opportunity.
Offered or sponsored Faculty Research Grants, Course Enhancement Grants, and Faculty Development Grants, including funds for two faculty members to study abroad.
Held weeklong Faculty Celebration of Scholarship.
Identified areas of strength and areas in need of improvement through Great Colleges to Work for Survey. Held focus groups to clarify Great Colleges survey results and identify opportunities for improvement.
Installed new HRIS with applicant tracking and performance management capabilities. Reorganized and merged IT and AV to enhance services and capabilities, and create efficiency.
Currently reviewing faculty load issues and developing strategies for resolution. Planning to develop a compensation and benefits philosophy and strategy to support and rewards high performing faculty and staff. Planning to review employee performance evaluations to support and reward high performance and ensure that divisional, departmental, and individual performance expectations are consistent with high-performance expectations. Planning to develop rewards and recognition programs to encourage creativity, innovation, and calculated risk-taking.
Awarded President’s Innovation Fund grants in support of pilot projects with having the potential for longer-term, wide-reaching, transformative learning on and off campus (50 awarded to-date).
Developed and introduced new Performance Excellence/Performance Management system to be fully implemented in Spring 2019.