#4 Sustainability

 

Lebanon Valley College delivers a transformative educational experience built on the liberal arts and of benefit to all its students through enhancing and diversifying its resources.

Priorities

1.) Develop and Implement a Strategic Enrollment Management Plan

Implement new scholarship program and financial aid strategy

Enhance usage of data, predictive analytics, and innovative marketing

Integrate recruitment, retention, and enrollment marketing plan
–Establish partnerships with national charter school networks to increase enrollment of traditionally educationally underserved students
–Revision student admission tour to emphasis institutional priorities including inclusive excellence

Recruit international students

2015-16

Implemented new scholarship program and financial aid strategy, resulting in a yield of 18.4% to 25% in our highest academic band of admitted students. Reduced overall discount rate for deposited students by 1.2%.

Created new, 11-member Guidance Counselor Advisory Board. Established partnerships with KIPP and Cristo Rey, and sponsored a bus trip to bring interested students from these schools in Baltimore and Philadelphia to LVC to visit.

2016-17

Created a dynamic campus tour that ties together history, highlights, and intercultural excellence while promoting points of pride

Visited 432 high schools, compared to 298 in fall 2015. Fifty of the high school visits were international or boarding schools with heavy international populations.

Started women’s ice hockey team and broadened athletics recruitment strategies to include Maryland, Virginia, North Carolina, South Carolina, Georgia, and Florida.

2017-18

Started varsity e-sports team

Developed Strategic Enrollment Management Plan including playbooks for Admission and Marketing & Communications

Welcomed second-largest undergraduate class in College history

2018-19

Welcomed largest undergraduate class in College history

2.) Build a Robust and Innovative Culture of Philanthropy

Launch a comprehensive fundraising campaign

Recruit and organize alumni, parent, and friend advocates and supporters

2015-16

Received $10 million challenge grant from Jeanne and Edward Arnold to incentivize alumni and friends to match the Arnolds’ support for the construction of the $20 million Jeanne and Edward H. Arnold Health Professions Pavilion and other College priorities. Conducted feasibility study for potential future comprehensive campaign.

Restructured Advancement Office to provide for greater alumni communication and engagement.

2016-17

Met the first $5 million in pledges toward the Arnold $10 million challenge grant.

Created alumni council, made up of alumni leaders from across the U.S. and beyond, to provide increased opportunities for internships, career exploration, and networking.

2017-18

Total giving topped $6.9 million

Arnold Challenge gifts and pledged exceeded $7.4 million

Opened the Jeanne and Edward H. Arnold Health Professions Pavilion

 

3.) Build a Flexible, Diverse Revenue Model

Expand residential model
–Optimize current housing assets and implement system of renewal/renovation
–Build new housing (independent living) to support long-term residential needs of the College

Implement a strategic financial plan
–Analyze current financial position and compare to peer and aspirant institutions
–Build modeling tools to inform strategic decisions and investments and to evaluate risk

Increase Graduate & Professional Studies (GPS) Program offerings and revenues
–Implement Cybersecurity Certificate
–Implement Bachelor of Professional Studies Degree
–Implement new MBA cohort at Phoenix Contact
–Increase Corporate Training and Leadership revenue annually

Implement three-year degree programs and four-year master’s degree
–Develop varied traditional and digital summer offerings
–Optimize revenue from summer programs

2016-17

Launched 5-year master’s in speech language pathology degree

2017-18

Launched fully online MBA program and online Modern Band Certificate

 

5.) Develop and Implement an Enterprise Risk Management Program

Develop framework to evaluate strategic, financial, compliance, operational, safety/security, and human resource risks

Publish a schedule of facilities projects that address accessibility projects

2015-16

Engaged accounting/advisory firm Baker Tilly to assist with developing an enterprise risk management framework to ensure risk owners and risk managers understand their roles and responsibilities, risk assessments are performed in a consistent fashion, and risk assessments are communicated to senior leadership and the board for action.

2016-17

Developed institutional strategic risk management list and identified key owners.

Identified strategic and operational risk associated with student experience and current mitigation strategies.

Continue to develop an ERM framework through education and training of LVC community, along with a campus-wide, systematic evaluation of risk