LCC Strategic Plan 2003 2008

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					“the stewardship of wind-blown possibilities”
                               Steve Dintaman

           Strategic Plan 2003 - 2008
LCC Strategic Plan 2003 – 2008 | Page 2
 The approach to strategic planning represented by the LCC Strategic Plan 2003-2008 assumes an
 annual updating process charting progress and analyzing changes in the environment along with
 continual assessment of internal strengths and weaknesses. This document, once approved by
 the Board of Directors, sets the ongoing agenda for the development of Lithuania Christian
 The LCC Strategic Plan 2003-2008 is the result of work by three task groups. Each group
 accomplished important steps in the creation of a strategic plan.
 Mission Statement Committee (formed at the request of the President in fall 2000)
   Daryl Culp
   Mel Humphreys, Chair
   Aiste Motekaitiene
   Donatas Ramonas
   Audra Skukauskaite
   Steve Trotter

 Following many hours of work by the committee and discussions with faculty and staff groups, this
 committee’s work culminated in March of 2001 when the Board of Directors approved the current
 Mission and Values statement.
 In spring 2002, the Board of Directors asked the following task force to look at alternative program
 visions for LCC. The fall 2002 Board of Directors meetings produced four clear statements found
 in this present document as Strategic Directions.
 Program Vision Task Force (2002)
   Ed Buller, Board Member, Chair
   Ed Jakubauskas, Board Member, Vice Chair
   Jim Mininger, President
   Peter Tielmann, Board Member
   Vytautas Umbrasas, Board Member
   Dwight Wyse, Board Member

 During academic year 2002-2003, the committee listed below developed a strategic plan that
 included previous efforts. Research went on throughout the year. In January, the Administrative
 Cabinet met for one week under Dwight Wyse’s leadership, carried out SWOT analyses, and
 established program initiatives building upon the strengths and shoring up the weaknesses found
 in the SWOT analyses. In June, with two faculty members and two staff members, the group met
 again for one week, putting program initiatives into a five-year timeline and developing budgets
 that fit the programs together with many other variables.
 Strategic Planning Committee (2002-2003)
   Scott Barge, Staff
   John Berkner, Chief Financial Officer
   Jane Holslag, Faculty
   Mel Humphreys, Student Life Vice President
   Sigita Lukaviciute, Staff
   Jim Mininger, President
   Karen Sawatsky, Marketing Vice President
   Marlene Wall, Academic Vice President
   Dwight Wyse, Chair, Board Member
   Egle Zalatoriute, Faculty
 The present document combines the work of all three groups, along with many hours of Board
 discussions, faculty and staff consultations, and coffee conversations.

                                                          Page 3 | LCC Strategic Plan 2003 – 2008
Table of Contents
Introduction.............................................................................................................................................. 3
Table of Contents .................................................................................................................................... 4
Executive Summary ................................................................................................................................ 5
Background ............................................................................................................................................. 6
   Summary History ................................................................................................................................. 6
   Mission................................................................................................................................................. 7
   Current Degree Programs ................................................................................................................... 7
   Current Academic Departments .......................................................................................................... 7
   Facilities ............................................................................................................................................... 7
   Legal structure ..................................................................................................................................... 8
   Board of Directors ................................................................................................................................ 8
   President’s Advisory Council ............................................................................................................... 9
Organizational Structure ....................................................................................................................... 10
   Relationships ..................................................................................................................................... 11
   Memberships ..................................................................................................................................... 11
   Support of International Universities ................................................................................................. 11
   SWOT Analysis ................................................................................................................................. 11
Strategic Directions ............................................................................................................................... 12
Assumptions .......................................................................................................................................... 13
Goals and Objectives ............................................................................................................................ 14
   Academic Program ............................................................................................................................ 14
   Student Life ....................................................................................................................................... 18
   Marketing ........................................................................................................................................... 21
   Finance – Information Technology - Facilities ................................................................................... 23
Advancement ........................................................................................................................................ 25
   External Relations ............................................................................................................................. 25
   Professional Development................................................................................................................. 26
   Facilities ............................................................................................................................................. 27
   Technology ........................................................................................................................................ 29
   Institutional Research ........................................................................................................................ 29
Critical Risks ......................................................................................................................................... 31
   Technology ........................................................................................................................................ 31
   Inflation .............................................................................................................................................. 31
   Personnel........................................................................................................................................... 31
   Failure to Meet Enrollments............................................................................................................... 32
   Competition ....................................................................................................................................... 32
   Regulatory Environment .................................................................................................................... 32
   Access to Capital ............................................................................................................................... 33
Action Plans .......................................................................................................................................... 34
Attachments .......................................................................................................................................... 79
   Enrollment Projections ....................................................................................................................... 79
   Academic Program Additions and Changes...................................................................................... 81
   External Funding Requirements ........................................................................................................ 83
   Facilities Plan .................................................................................................................................... 83
   Common Institutional Key Performance Indicators (KPI’s) ............................................................... 84
   Budgets.............................................................................................................................................. 85

LCC Strategic Plan 2003 – 2008 | Page 4
Executive Summary
Based upon a mission, values, and vision unique to universities in Eastern Europe, Lithuania Christian
College sets forth in this document a plan that affirms the Christian faith as central to its existence and
Central/Eastern Europe as its primary constituency. The plan builds upon current strengths in a
broadly based general education program, a curriculum emphasizing ethics and conflict
transformation, leadership development, the English language, and a programmatic approach to
student development outside the classroom. In addition, the plan insists upon a three-fold approach
to finance that balances tuition-based revenue with entrepreneurial activity and contributed funds in a
manner that can be sustained over time.

The plan assumes economic and political stability as Lithuania enters the European Union. It also
assumes a positive future for externally funding expatriate instructional faculty and staff. Further, the
plan assumes the continuation of current academic and student life programs.

Academically, the plan projects the establishment of graduate programs in Business and TESOL. To
support these programs and the existing undergraduate programs, the plan requires an increase in
learning resources: library holdings, national and international interlibrary connections, expanded
Internet access, and new classroom technology. In addition, faculty members are encouraged to
develop research projects, particularly in those fields incorporated by the unique mission of LCC.

Moving beyond current programs in student life, the plan sets forth expanded athletics and recreation
programs made possible by the Michealsen centras. Student life will also focus upon expanding
services to commuting students. Increasing student numbers from outside Lithuania requires a more
complete orientation of such students to not only university experience, but also to life in Lithuania.
Plans to find increased ways to connect and foster the spiritual growth of students from a variety of
Christian traditions will continue to be emphasized.

The marketing division will undergird other divisions by establishing the LCC brand more clearly. A
brand that has impact and clarity will aid student recruitment, expatriate recruitment, and financial
development. The plan also projects increased focus upon LCC relationships with church
communities to increase both LCC’s presence in those communities and the presence of active
Christian students on the campus.

To support all activities, the plan creates a financial model based upon modest, but increasing tuition,
careful fiscal management, increased entrepreneurial activity, and more systematic fundraising. The
success of the plan rests with the success of each of these financial efforts.

The plan also describes the facilities necessary to move ahead successfully with the current programs
and to incorporate new activities and more students from Eastern Europe. In accordance with the
Campus Master Plan, the strategic plan calls for developing two 100-student student residence units,
a combined library/classroom, and a “commons” area to connect the library/classroom with the
Michealsen centras and the DeFehr centras.

The document also indicates the risks that must be avoided or overcome for the plan to succeed.
These risks include: keeping pace with technology, finding properly qualified faculty and staff who fit
the mission of LCC, potential of increased competition from other universities as Lithuania enters the
EU, and inadequate access to capital.

Detailed Action Plans for the next five years related to each initiative are included. Precise execution
of these Action Plans will produce the greatest likelihood for success of the overall plan.

                                                              Page 5 | LCC Strategic Plan 2003 – 2008
Summary History
  Lithuania Christian College held its first classes in the summer of 1991. During the previous 18
  months, the Ministry of Culture and Education had held talks regarding the establishment of a
  “western-style” university with three persons: Otonas Balčiūnas of the Lithuania Christian Fund
  (Šiauliai, Lithuania), Johannes Reimer of LOGOS International (Bielefeld, Germany), and Art
  DeFehr of Palliser Furniture (Winnipeg, MB, Canada). The agreement established between these
  parties indicated that the government of Lithuania would provide facilities and recognition of the
  degree and that Balčiūnas, Reimer, and DeFehr would provide a curriculum and professors to
  teach the classes. The documents stated that the new institution should be an international
  university and therefore the language of instruction should be the English language.
  The founders’ vision in 1991 called for an English speaking, international, Christian university that
  could contribute to developing a new generation of leaders in Lithuania and the surrounding
  In the summer of 1991, intensive English language classes were held in Panevėžys. During the
  1991-92 academic year, intensive English classes were held again to prepare students for
  university level studies utilizing the English language. Thus, about 30 students were ready to
  begin baccalaureate level classes in fall 1992.
  Following a year of tense relations with the Panevėžys community, LCC accepted an invitation
  from the city of Klaipėda and Klaipėda University to relocate in the port city in fall 1992. During the
  1992-93 academic year another group of students studying English joined the first-year college
  students. This pattern led to the first graduating class in May 1996. At the end of the 1998-99
  academic year, the initial intensive year of English study was dropped because adequate numbers
  of secondary school graduates had strong enough English skills to complete university-level
  Dropping the intensive year of English language study coincided with the move to new facilities,
  the first facilities owned by the college. The new facilities made possible the matriculation of a first
  class in excess of 130 students in fall 1999.
  Although the original agreement with the Ministry of Science and Education indicated that the
  government would provide a recognized degree, changes in government left that promise
  unfulfilled. The first five graduating classes (1996-2000), received degrees recognized as
  bachelor’s degrees outside of Lithuania, but those degrees were not recognized within Lithuania.
  Therefore, 1999-2000 became a year of strategic work bureaucratically and politically to gain
  official recognition for LCC. In July 2000, the college received word that the Lithuanian
  government had passed a resolution, signed by the Prime Minister, designating Lithuania Christian
  College as a private university granting a bachelor’s degree. The officially recognized degrees
  were in Business Administration and English Language and Literature. In 2002, the Ministry of
  Science and Education recognized Theology as a bachelor’s degree program. In 2003-04, the
  Psychology and Sociology programs are seeking similar recognition.

LCC Strategic Plan 2003 – 2008 | Page 6
      Lithuania Christian College provides university education within an international learning
      community that transforms people for servant leadership.

          »   We believe that a liberal arts education integrates learning with all aspects of life.
          »   We affirm a Christian worldview that invites all people to grow in truth and restoration
              through the power of the Gospel of Jesus Christ.
          » We value community as a safe place where people are respected, affirmed, and
              empowered, so that their dignity is upheld.
          » We pursue relationships that are mutual, authentic, and based on trust.
          » We celebrate diversity of cultures and traditions, personalities and opinions.
     (Mission and Values approved March 2001 by the LCC Board of Directors)
     The Mission and Values create a vision to engage students in a transforming educational
     experience in order to create a generation of leaders for Eastern Europe who think critically,
     promote democratic ideals, develop a market economy, and re-build the network of civil society
     within the context of a Christian worldview.
     Lithuania Christian College is unique in Lithuania and Eastern Europe as a Christian university that
     grounds students in the liberal arts while also preparing them for the job market or further study at
     the graduate level. In the larger region of the former Soviet Union, many Bible colleges, numerous
     business schools, and a few liberal arts universities exist. No other university combines all of
     these into a single institution.

Current Degree Programs
          »   Business Administration
          »   English Language and Literature
          »   Psychology
          »   Sociology
          »   Theology

Current Academic Departments
          »   Business Administration
          »   English Language and Literature
          »   General Studies (Humanities)
          »   Lithuanian Studies
          »   Psychology
          »   Sociology
          »   Theology

     DeFehr centras – classrooms, computer laboratories, library, faculty offices, administrative
     Neufeld Hall -- An auditorium used for classes, large meetings, and concerts.
     Michealsen centras -- Lobby/lounge, cafeteria, physical training room, and a gymnasium the
     size of two full basketball courts. Converts to an auditorium for assemblies, concerts, or
     Karklų Student Residence -- Houses a maximum of 224 students.

    Not yet recognized in Lithuania

                                                              Page 7 | LCC Strategic Plan 2003 – 2008
  LCC owns an additional 17 acres (6.9 hectares) of land surrounding a small lake adjacent to the
  existing campus. The Master Plan for this space calls for future student residences, additional
  classroom buildings, a full service dining facility, and a “signature building,” the function of which is
  not yet designated.

Legal structure
  Lithuania Christian College is an international joint venture of three foundations: The Lithuania
  Christian Fund, LCC International, Inc. (Canada), and LCC International, Inc. (US). The
  foundations appoint the Board of Directors as managers of the joint venture.

Board of Directors
  Raimonda Balčiūnienė, Founding Board Member
  Lithuania Christian Fund
  Šiauliai, Lithuania
  Ed Buller, Chair
  Board Member since 1995
  CEO, EICO Management Consultants
  Winnipeg, Manitoba, Canada
  Stanley Clark
  Board Member beginning September 2003
  Academic Vice President, Geneva College
  Geneva, Pennsylvania, USA
  Art and Leona DeFehr, Founding Board Members
  Palliser Furniture, DeFehr Foundation
  Winnipeg, Manitoba, Canada
  Donatas Glodenis
  Board Member beginning September 2003
  Ministry of Justice
  Vilnius, Lithuania
  Russ & June Michealsen
  Board Members since 2001
  CEO, Michealsen Brothers (Construction and Land Development)
  Santa Barbara, California, USA
  Dennis Sheridan
  Board Member since March 2003
  Chair, School of Education and Behavioral Studies
  Azusa Pacific University
  Azusa, California, USA
  Peter Tielmann
  Board Member since 1996
  Vice President for Marketing, Palliser Furniture Ltd
  Winnipeg, Manitoba, Canada
  Edita Kriščiūnienė
  Board Member since 1999
  Manager, Ernst & Young
  Vilnius, Lithuania
  Valda Verseckienė
  Board Member since March 2003
  Šiauliai, Lithuania

LCC Strategic Plan 2003 – 2008 | Page 8
  Dwight Wyse
  Board Member since March 2002
  CEO, Wyse Solutions
  Harrisonburg, Virginia, USA

President’s Advisory Council
  Gintaras Bačiulis
  Director, Kappa Packaging
  Vilnius, Lithuania
  Gintautas Bartkus
  Legal Partner, Ernst and Young
  Vilnius, Lithuania
  Dalius Butkus
  Marketing Director, Blue Bridge Solutions
  Vilnius, Lithuania
  Gintaras Chomentauskas
  Human Study Center
  Vilnius, Lithuania
  Leonidas Donskis
  Lecturer, Vytautas Magnus University
  Kaunas, Lithuania
  Eugenijus Gentvilas
  Chair, Lithuanian Liberal Union
  Klaipėda, Lithuania
  Vytas Gruodis
  Director, Baltic Management Institute
  Vilnius, Lithuania
  Artūras Jonkus
  Director, Jonkus and Partners
  Vilnius, Lithuania
  Ligija Kaminskienė
  Lecturer in English Language
  Teisės Akademija
  Vilnius, Lithuania
  Andrius Kubilius
  Member of Parliament
  Vilnius, Lithuania
  Per Moller
  Director, Ernst and Young
  Vilnius, Lithuania
  Saulius Spokevičius
  Medical Director, Baltic-American Clinic
  Vilnius, Lithuania
  Antanas Stanevičius
  Editor, Eglė Publishing House
  Klaipėda, Lithuania
  Diana Vilytė
  Director, Open Society Fund
  Vilnius, Lithuania
  Mantas Zalatorius
  Executive Officer, Exportrade, Swedish Export Board
  Vilnius, Lithuania

                                                        Page 9 | LCC Strategic Plan 2003 – 2008
Organizational Structure

    Lithuania Christian Fund
    Otonas Balčiūnas, Chair
    LCC International, Inc. – CA
    Art DeFehr, Chair
    LCC International, Inc. – US
    Arvid Brommers, Chair

                      Governing Board
                      Ed Buller, Chair

                      President’s Office
                      Jim Mininger, President

                      Administrative Cabinet
                      Chaired by the President

                                       Marlene Wall, Vice President

                                       Academic Council
                                       Radvyda Vaišvilaitė, Chair

                                       Student Life
                                       Mel Humphreys, Vice President

                                       Student Council
                                       Marius Staisiunas, President

                                       John Berkner, Chief Financial Officer

                                       Human Resources
                                       Nerija Bajorienė, Director
                                       Alma Čenkuvienė, Acting Director

                                       Elisabeth Friesen, Vice President

LCC Strategic Plan 2003 – 2008 | Page 10

   Lithuania Christian College is recognized by the Lithuanian Ministry of Science and Education as a
   private university offering a bachelor’s degree.

       »   Council of Christian Colleges and Universities (CCCU)
       »   European Association for International Education (EAIE)
       »   Europe/Asian Accrediting Association (EAAA)

Support of International Universities
Twenty-eight colleges and universities around the world have recognized LCC’s degree for graduate
study and cooperative relationships.

SWOT Analysis

       »   International atmosphere with students, faculty, and staff
       »   Christian, caring, dedicated, faculty and staff who are part of LCC by preference
       »   Unique mission as a Christian liberal arts college in Eastern Europe
       »   Flexible, entrepreneurial environment with a high level of risk acceptance among
           students, faculty, and staff
       »   Quality education in the English language

       »   Year-to-year Financial Uncertainties
       »   Turnover among expatriate faculty
       »   Lack of integrated institutional database
       »   Lack of clear European context

       »   Integration into higher education circles within the European Union
       »   LCC as gateway from West to East as well as East to West
       »   Increase in organizational and corporate partnerships in Lithuania and Eastern Europe

       »   Access of students in new EU countries to universities in Western Europe
       »   Global financial changes and uncertainties
       »   Relative reliance upon a few major donors

       »   Christian faculty and staff, Christian curriculum, supported by the international Christian
       »   International effort and experience that brings together people from many nations in a
           common effort to raise a generation of leaders for Eastern Europe who claim the Christian
           faith and act upon Christian ethics
       »   Extensive program for resident and nonresident students (Student Life) that works toward
           the development of all aspects of a student’s personality and upholds Christian faith as a
           model for living one’s life
       »   70% of the faculty are native English speakers

                                                         Page 11 | LCC Strategic Plan 2003 – 2008
Strategic Directions
  Instructional faculty and staff come to Lithuania Christian College to affirm the role of God’s grace
  in their lives and to commend Christ to their students. This affirmation of faith takes many forms,
  but faith was central to the reason for LCC’s existence in the past and is central to its continuation
  with strength and dynamism into the future.

  LCC cannot and should not attempt to offer all programs available at other universities. Building
  upon strengths means doing what we do best and developing those competencies that give LCC
  distinction: advocating the Christian faith, providing a general education curriculum based upon the
  liberal arts, offering training in conflict transformation across the curriculum, demonstrating a
  concern for ethics in all academic disciplines, teaching the English language, encouraging
  leadership development, and promoting Student Life as a programmatic approach to student
  development outside the classroom.

  As an international university, LCC has a unique opportunity to serve other countries of Eastern
  Europe as well as Lithuania. Many students from this broader region are connected to Christian
  communities where only secular education is available. Intentionally attracting matriculating
  Eastern European students will enhance LCC both as an international and Christian community.

  LCC must discover a balance of tuition, entrepreneurial activity, and contributed funds that is
  sustainable and gives the university the funding required for increased program quality.

  In a rapidly developing university, the development of information systems for communication,
  reporting, and strategic management is crucial. Development of such systems without
  corresponding bureaucratic obstacles for students and faculty will allow for improved services to
  students and to the entire LCC community.

  These strategic directions will further enhance the unique character of LCC as a private university.
  LCC is not a university for everyone, but it is the university for those who seek its mission and the
  values bolstered and stabilized by these strategic directions.

LCC Strategic Plan 2003 – 2008 | Page 12
   »   Economic growth will continue at a moderate pace within Lithuania and at a slower rate in
       those countries to the east of Lithuania.
   »   The government of Lithuania will continue a pattern of relative political stability and
       democratic development.
   »   Lithuania’s entry into the European Union is unlikely to change Lithuanian society
       dramatically for either the better or worse.

   »   With the “graying” of the “Baby Boomers” in North America, integrated strategic marketing
       will continue to bring LCC expatriate faculty and staff.

   »   Steady, managed growth will be possible and necessary to increase the number of
       “international” students (outside of Lithuania, but in Eastern Europe) and to help fund the
       existing program.

   »   By 2010, the average salary in Lithuania will approach 50% of the salaries of Western
   »   LCC salaries for Lithuanian academics will continue to be above average.
   »   Senior Lithuanian staff will often be able to earn more in the business sector.
   »   Lithuania will continue to hold inflation within the 5% per annum range. EU entry could
       affect this, however projections in August 2003 suggest that changes are unlikely to
       average more than 5%.

   »   Current academic and student life programs will continue.
   »   60% of Instructional faculty will continue to be externally funded expatriates.
   »   Lithuania's entrance into the European Union will impact program.
   »   European Union standards for university recognition are high, but will align themselves
       better with LCC’s expectations than some aspects of the Lithuanian Ministry of Science
       and Education standards.
   »   Involvement in the EU community of universities will provide opportunity for recruiting
       more European instructional faculty.
   »   Lithuania’s entry into the European Union is unlikely to change Lithuanian society
       dramatically for either the better or worse.
   »   As Lithuanian students gain access to universities in the EU, the context for recruitment
       will change. Tuition at EU universities will continue to increase steadily, making them less
       accessible financially.

                                                     Page 13 | LCC Strategic Plan 2003 – 2008
Goals and Objectives
Academic Program

    English (recognized in 2000) (7.34 FTE)
    The English department provides a significant component of the core curriculum for all students,
    ensuring that students develop competence in reading, writing, and oral communication for
    effective personal and interpersonal communication.

    In addition, students who major in English may choose from three concentrations: literature,
    translation/interpretation, and teaching English as an international language.

    General Studies (1.92 FTE)
    General studies courses fulfil two objectives of a liberal arts education: to acquaint students with
    the important ideas in the history and current practice of civilization, and to challenge students to
    reflect critically upon those ideas. While General Studies is not a Major or Minor Program, these
    courses give students a wide background in the central concepts and skills necessary for good
    Currently, General Studies includes courses in history, German, and political studies.

    Lithuanian Studies (2.33 FTE)
    The Lithuanian Studies Department provides holistic Lithuanian culture understanding and correct
    language usage. It ensures a foundation in language and culture for Lithuanian citizens and

    Theology (recognized in 2002) (4.67 FTE)
    The Theology department provides instruction in the Bible as the authoritative Word of God, and in
    Christian history, thought, and practice with the purpose of commending Christ as Lord and
    Saviour and so contributing to the formation of Christian character, worldview, and service.
    The profound influence of Christianity on the development of Western culture and the world makes
    knowledge of the Bible and Christian theology a basic part of genuine liberal arts education.
    Therefore, four courses in the Theology Department are required of all students. Three of them are
         » Introduction to Bible I and II
         » Introduction to Theology
         » one Theology elective
    The theology department includes the discipline of philosophy. Two philosophy courses are also
    required of all students:
          »    Critical Thinking on Contemporary Issues
          »    Moral Philosophy
                                                       2                                           3
    Business Administration (recognized in 2000; seeking accreditation – October 2003)
    (12.03 FTE)
    The Business Administration program provides a rigorous education in the concepts and skills of
    business within a Christian liberal arts environment. Graduates are well-versed in the various

 Recognition is the initial step whereby the Ministry of Education gives us the authority to grant Bachelor’s degrees.
 Accreditation generally occurs every four years after recognition and after a thorough self-analysis and site-visit the Ministry of
Education grants the right to continue the program.

LCC Strategic Plan 2003 – 2008 | Page 14
disciplines of business and the moral/ethical issues of the day, thus preparing them to bring their
values and skills to bear on practices in Lithuania or their relevant community.
A major in Business Administration provides a foundation for a person who is interested in
developing business skills and understanding business enterprise. This program is intended to
help prepare a student for the competitive realities of a free market enterprise system.
The Business Administration is the largest degree program at LCC, with over 60% of the total
student body declaring business as their major.

Psychology (seeking recognition – October 2003) (7.17 Social Sciences FTE)
The Psychology program began through strong interest on the part of students. The purpose of
the LCC psychology program is to educate students within a Christian worldview in both theoretical
and practical aspects of understanding human behavior in personal and social settings, to give
them the skills needed to apply their knowledge in local and global contexts, thereby engaging in
personal and career development.
The program will be submitted for recognition to the Ministry of Science and Education in October
2003. This will be the third version of the program being submitted.

Sociology (seeking recognition – October 2003)
The Sociology program also began through strong interest on the part of students. Its focus is on
the relations that connect individuals, groups and institutions within Lithuania and the larger world.
An important aspect of the proposed Sociology program is a focus in conflict studies. Conflict
studies complements the theoretical base of the program and builds practical skills of conflict
intervention and an understanding of nonviolent, constructive personal and social change within a
Christian worldview.
The program will be submitted for recognition to the Ministry of Science and Education in October
2003. This will be the third version of the program being submitted.

English Language Institute (5.0 FTE)
LCC began with an English language institute. English language teaching continues to be one of
our distinctive characteristics. The current ELI program includes: evening English classes for the
community (up to 200 attend each semester), TOEFL preparation classes for potential LCC
college students, business English classes taught at the workplace, tutoring support for LCC
college students, professional development seminars for Lithuanian teachers of English (up to 75
attend three times a year), and Summer Language Institute (up to 300 attend during the month of
With increasing competition for English language teaching, LCC realizes the need to maintain the
highest quality program and to engage in a market analysis.

Study Abroad (2.0 FTE)
The Study Abroad program continues to grow. During the 2003-2004 academic year, there will be
25 students each semester at LCC, representing a number of different CCCU schools in North
America. The program provides students with a quality experience (including travel to Russia) in
addition to the semester of education at LCC. The Study Abroad program is an asset to LCC in
many ways – bringing students who understand the concept of a Christian liberal arts setting,
adding to the international community environment at LCC, and providing added revenue for LCC.

Two new Masters level programs are being proposed at LCC for implementation in the next two
years. Both of these programs build on the strengths of the current programs at the college. With
the accreditation of graduate level programs, LCC would gain the possibility of being recognized
as a university.

                                                        Page 15 | LCC Strategic Plan 2003 – 2008
  MBA Program
  LCC plans to have an accredited MBA program in place by September 2004, with an initial cohort
  of 12 students beginning at that time. An MBA program is seen as building on the strengths of our
  current program. Several small market studies indicate that an MBA program is desired in this
  area. LCC graduates as well as employers in the region state their interest in pursuing further
  studies in Business. LCC’s distinctive characteristics are quality instruction, from both a local and
  global perspective, within a Christian worldview, in English.
  This program will be built in modules, including on campus components, as well as online
  Resources required – Resources required for the program will be limited to those needed for
  possible computer needs for establishing online modules, as well as teaching resources. Tuition
  for the program will be set at levels that are comparable to those of our closest competition. The
  MBA program is seen as a source of revenue for LCC, assuming that the faculty members come
  with external funding.
  Potential obstacles – Perhaps the greatest potential obstacle to the MBA program is the
  recruitment of qualified faculty. However, the intent is that with a module format, faculty will be
  more likely to find time to teach than if they were asked to be on campus for a semester at a time.

  LCC plans to begin a Masters program in Teaching English to Speakers of Other Languages
  (TESOL) in September 2005. Building on our strengths as an English teaching institution, LCC
  sees the opportunity to provide professional development for language teachers in the region (in
  Lithuania and beyond) – through a combination of classroom-based sessions, online sessions, and
  possibly short seminars in regional sites.
  Resources required – Resources required for the program will likely include computer needs for
  establishing online modules, as well as teaching resources. The MA in TESOL is seen as a “break
  even” program for LCC, knowing that teachers in the region will find it difficult to pay high tuition
  Potential obstacles – Unlike many other programs at LCC, there will likely be no problem finding
  qualified faculty to teach in this program. Perhaps the greatest obstacle will be the participants’
  ability to pay the tuition.
  The planning for this program will begin in spring 2004.

  Business Information Technology (BIT)
  In 2001 a group of advisors met to discuss the possibility of adding a Business Information
  Technology concentration within the Business Administration program. The curriculum has been
  defined, and the necessary technological upgrades and resources have been identified. The
  program needs an on-campus champion and is ready to be implemented by fall 2004.

  With the growing student body population at LCC and the increased demand for access to
  information, LCC is committed to providing and improving available learning resources, such as:
       »   library holdings (books, periodicals, online databases)
       »   interlibrary connections within Lithuania and beyond
       »   internet access
       »   computer lab availability
       »   technology for classroom use

  Through the development of policies and procedures for library acquisitions, as well as through the
  allocation of budget resources, LCC is focused on the improvement of learning resources.

LCC Strategic Plan 2003 – 2008 | Page 16
LCC is and will always be a teaching institution. However, as a complement to teaching, LCC
faculty/staff should increasingly be encouraged to become involved in research.
     »   keeps faculty/staff current in their fields of study
     »   provides current data and materials for illustration in class
     »   increases the exposure of LCC to the professional communities
     »   acts as an indicator of quality of faculty for accreditation purposes

Strategies for the development of research as an increased priority at LCC will develop over the
next 2 – 3 years. These may include providing faculty load time, finding grant funding for projects,
encouraging professors on sabbatical to consider using LCC as a base from which to do their
research, or other strategies.

                                                         Page 17 | LCC Strategic Plan 2003 – 2008
Student Life

  Student Life works to further the LCC international learning community through developing
  character, values, Christian faith, life skills and leadership.


  Career Development & Services (1 FTE)
  The Career Development Centre (CDC) provides a host of learning opportunities, employment
  information and consulting services to students, alumni and employers. The CDC holds both
  annual and regular training events such as mock interviews, resume workshops, and a career fair.
  The CDC maintains a database of job opportunities, a job board, and tutor and translation
  services. The CDC Director represents LCC at the Chamber of Commerce.

  Community Life (3 FTE)
  The Community Life Department seeks to promote the development of students through
  interpersonal, community building and life skill learning opportunities. Activities range from ‘Learn
  How to Cook’ workshops in the dorm to International Week celebrating the diversity of cultures at
  LCC. Community Life is responsible for: Residence Life/Student Housing, International Student
  Programs, Student Health Program and Student Discipline. The Director of Community Life chairs
  the Committee for Good Standing Revision and is responsible for the Student Handbook.

  Counseling (0.5 FTE)
  The Counselors provide confidential counseling and referral services to students. Issues dealt
  with in counseling range from depression, alcoholism in the home, loss of a friend or loved one,
  stress, and loneliness. The Counselors partner with psychological services in the Klaipėda
  community in issues beyond the scope of the services provided by LCC.

  Leadership (3.5 FTE)
  The Leadership Department is responsible for Orientation, Recreation Activities & Athletics,
  Campus Activities, Community & Cultural Events/Fine Arts Programming and the Leadership
  program. The Director of Leadership advises the Student Council and related Student Clubs.
  These programs provide a wide variety of learning, service and community building opportunities
  ranging from intramural sport activity to the Christmas and Easter Program, Leadership
  Conference to a three-day orientation for 1 year students.

  Spiritual Life (1 FTE)
  Spiritual Life holds out the gospel of Jesus Christ to students through Chapel, Small group bible
  study and fellowship groups, Alpha, Sunday Time in the dorm, and a variety of outreach and
  service opportunities. The Chaplain speaks Lithuanian and is highly involved with the Klaipėda
  ministerial association, partnering with the members to provide worship seminars and conference


  Athletics/Recreation programs (Expanded)
  Objective: To create a quality athletic program which promotes good sportsmanship, character
  development and physical fitness.
  Athletics and Recreation programs have been severely restricted in the past due to a lack of
  facilities. The new Michealsen centras provides Student Life with the opportunity to invest in the
  physical developmental needs of students. An expansion of athletic and recreation programs will
  help students develop and maintain a positive self-image, stronger social interaction skills,

LCC Strategic Plan 2003 – 2008 | Page 18
leadership and team skills, enhanced physical fitness and good mental health. Students, staff and
faculty will benefit from the expansion of these programs both as spectators and active participants
in activities. These programs have the potential of raising the profile of LCC in Lithuania and the
EU. Teams that can compete at a national level will take a monetary investment. Intramurals will
contribute to building an interest and skill base with which to launch into competitive sport.

Klaipėda student or commuter programs (New)
Objective: To create greater potential for mission fulfillment with Klaipėda students.
Research shows that dorm students traditionally experience mission fulfillment more fully than
commuter students. This is understandable as dorm students leave home and need to adjust to
living within a diverse community, and have more opportunity to develop relationships with faculty
and staff. If we believe the experience of community to be formative and essential to mission of
LCC, how do we engage commuter students in community? Collegium, a Latin word meaning
gathering place, is also a highly successful program designed for commuters. It provides students
with connection and a place to become involved. LCC does not have a program geared to
engaging Klaipėda students in community. It will require an investment in facilities, staffing and
programming funds.

International (Expanded)
Objective: To establish an orientation geared to introducing international students to LCC and
Lithuanian culture
Immigration requires (in fall 2003) international students to be in country 10 days prior to the
beginning of classes. This provides the International Student program with the opportunity to do
some specific programming for this group of students. International students (unlike Study Abroad
students) spend four years at LCC and Lithuania dealing with the cultural, societal and language
issues. Appreciation for other cultures and languages is a key outcome of the International
Student program. The more quickly international students adapt to their new environment, the
more successful will their initial time at LCC.

Leadership (Expanded)
Objective: To develop citizens and leaders for professional and community responsibilities in a
global context.
The continued restoration of Lithuania as a nation is a community-building project on a macro
scale. It involves not only restoring Lithuania’s place within a community of nations but at a deeper
level those qualities of selfhood which are so essential to lead this restoration. The focus of this
effort is to deepen fulfillment of LCC’s mission, and build on strengths. The benefactors of this
program extend beyond students to Lithuania and this region.

Spiritual Life (Expanded)
Objective: To connect people of various Christian faith traditions in community for spiritual growth
and as a witness to the gospel of Jesus Christ held out to all.
It is encouraging to see the hunger for spiritual community within staff, faculty and students. One
of the challenges that will always be present given the nature of the LCC community is that of
learning to hear and speak to each other about God and what He is doing in our community. God
is at work here! This plan requires additional staffing and funding. It dreams big as it proposes a
retreat centre for the purpose of small group restoration and learning. Renting facilities is costly to
programming budgets.

Dorm (New)
Objective: To provide for student housing needs as per strategic planning projections.
With attention and intent to bring more international students from Eastern Europe to our LCC
community, dormitory space is essential to meeting the projected strategic student populations.
Karklų Dorm is at maximum capacity of 224. Off campus housing in the community will be
necessary. Student housing on the LCC campus is essential to the identity and sense of
community that are at the heart of the LCC mission. To meet the strategic international and local

                                                         Page 19 | LCC Strategic Plan 2003 – 2008
  student population goals a dorm building is projected for Fall 2005, and a second dorm Fall 2007.
  It will require an investment in facilities, staffing and programming funds.

LCC Strategic Plan 2003 – 2008 | Page 20

       »   Admissions (3 FTE) recruiting 135 first year students per year (83% Lithuanian, 17%
           International in Fall 2003)
       »   Expatriate Recruitment (2 FTE) recruiting approximately 15 regular academic year college
           instructors, 10 ELI instructors, 20 college summer session instructors, and 40 SLI
           teachers. Providing ongoing support to all expatriate staff during service at LCC (housing
           support, financial processing, visa support.)
       »   Publications and Promotions (2 FTE) – Managing general promotion, communication and
           the “visual face” of the college both in Lithuania and North America
       »   Student Financial Services (0.4 FTE) – Managing the awarding and distribution of
           financial awards, managing the billing and collection of student accounts

  To position LCC as the premiere Christian liberal arts university within Lithuania and throughout
  the European region by building a well-recognized brand based on our distinctive and unique
  elements by:
       »   Establishing an institutional culture in which each person understands his/her role in the
           successful, integrated marketing of LCC
       »   Implementing the use of LCC Key Messages in all institutional communication (written,
           web, oral)
       »   Using market segmentation and target market analysis to translate brand elements into
           the appropriate vocabulary and language necessary to develop understanding and
           interest among distinctly different markets

  (For a full explanation of LCC’s brand elements, target market analysis and segmentation
  strategies, the Key Messages Document is available upon request from the Marketing department)

  Possible Name Change
      1. To add the word ‘university’ to our official name as soon as we have our first graduate
      2. To choose a new name that will capitalize on our current brand recognition, be
          representative of institutional directions and values, and translate well in our diverse
      3. To implement an effective communication campaign to launch the new name and any
          visual identity changes in our markets

  Expatriate Recruitment
      1. To recruit and support qualified faculty to meet the ongoing needs of LCC’s academic
          programs (college faculty, summer session faculty, ELI faculty, SLI faculty)
      2. To recruit and support faculty for the launch and maintenance of the MBA program (Fall
      3. To recruit a Business Information Technology Program Coordinator (Fall 2004)
      4. To recruit faculty for the launch and maintenance of the MA TESOL program (Fall 2005)
      5. To recruit long-term department chairs as required

  Student Recruitment
      1. Enrollment Objectives
          a. Change the composition of the student body to 60% Lithuanian, 40% International by
             Fall 2008 (see yearly admissions goals in projections chart (page 79))
          b. Maintain the number of Lithuanian students on campus. With the goal of new student
             body projections above, an FTE of 730 students will occur by Fall 2008 (Spring 2003
             is 454).
          c. Increase the number of students with church affiliation in order to better serve the
             churches of the region.

                                                         Page 21 | LCC Strategic Plan 2003 – 2008
       2. Recruitment Strategies
           a. To conduct effective market outreach in which admissions counselors have quality,
               face-to-face contact with prospective students and parents
                 i. Qualify secondary schools, churches and other organizations in Lithuania and
                     internationally to determine travel priorities
                ii. Target cities rather than countries and/or regions
               iii. Visit fewer secondary schools but visit qualified secondary schools more often
              iv. Initiate Admissions receptions and ‘Application Parties’ in key cities
                v. Focus on personal invitations to events, recruitment fairs
              vi. Qualify and interact with prospective students through a systematic tele-
                     counseling program
              vii. Introduce phone qualification for all inquiries
             viii. Develop relationship-building telephone strategies for admissions counselors and
              ix. Implement phone campaigns for personal invitations to major events, reminders
                     for key deadlines
           b. To provide high-quality campus-based visit programs, and individual and large events
               to assist students in understanding the university community
                  i. Integrate the Michealsen centras into Admissions events
                 ii. Increase the number of prospects attending campus events by using incentives
                iii. Combine campus events with professional development seminars for teachers
           c. To build and maintain quality contacts with churches and pastors in our primary
               market communities
                  i. Focus 1 FTE on church relations, particularly international
                 ii. Host a Christian Youth Conference
                iii. Lead youth night events at key churches
                iv. Serve international churches with English programs
                 v. Host church-related conferences
                vi. Increase institutional communication with church audiences and key contacts
               vii. Increase promotion of the DeFehr International Christian Leadership
           d. To build and maintain quality contacts with teachers and youth organizational leaders
               in our primary market communities
                  i. Partner with ELI to deepen relationships with teachers through TOEFL on the
                     road, professional development seminars
                 ii. Offer Intensive English Programs in international markets
                iii. Integrate the Admissions and ELI databases
           e. To manage an effective communications plan that provides appropriate messages to
               appropriate constituents at appropriate times
                  i. Integrate LCC’s Key Messages into all institutional communications
                 ii. Make LCC’s Christian Mission more visible using language that will most
                      appropriately and clearly convey LCC’s mission to our various audiences
                iii. Develop new communication to address areas where our markets lack
                      information or have misconceptions about LCC (tuition and financial aid, degree
        3. Pricing/Financial Aid Strategies
           a. Reduce ‘sticker price shock’ by presenting price in the context of financial assistance
           b. Provide counseling for families/students through budgeting and financial planning
           c. Implement leveraging strategies for financial awards distribution
        4. Competitive Advantages
           a. Christian Mission – university education in a Christian environment
           b. Broadly-based education (liberal arts) that develops skills critical to success in the
               rapidly changing environment
           c. Relationships – teacher/student, student/student, at LCC and beyond
           d. International Community – develop skills in intercultural communication, enriched
               learning environment, practical experience for career/life
           e. Facilities – library, technology, classrooms, gymnasium, dormitory
           f. English as language of instruction

LCC Strategic Plan 2003 – 2008 | Page 22
Finance – Information Technology - Facilities


       »   Finance Office (4.5 FTE) – Provides cashier and accounting services to LCC students,
           faculty and staff including payroll processing for Lithuanian staff, preparation of monthly
           statements for Administration, quarterly and annual statements for Board, preparation and
           review of budget, accounts receivable and accounts payable. Review and signing of
           contracts and major purchases for college. Oversight of business operations for the
           college such as campus food service.
       »   Information Technology (3 FTE) – Provides Information Technology service and support
           to campus networking and computer needs for departments and individuals. Maintains 2
           large computer labs on LCC campus, 1 small lab at dorm. Oversees printing, copying and
           telephone services at LCC.
       »   Facilities (6.25 FTE through 2003, moving to 8.25 FTE beginning 2004)- Provides
           housekeeping and maintenance services for campus buildings and dorm. Provides and
           oversees security services for campus and dorm. Coordinates and oversees renovation
           projects. Addresses space issues and procedures.
       »   Transportation (1 FTE) – Provides driving services for LCC community and guests.
           Oversees maintenance of campus vehicles.

  LCC was established as a college with a financial model particularly dependent on strong financial
  support from North America. That key source of support has sustained it through today. Yet as the
  college has matured, the financial model of the past has been met with an increasingly challenging
  set of operating parameters. Significant growth in the numbers of students attending has required
  simultaneous increases in both operating expenses and capital investments to meet the increasing
  academic needs of a larger student body. The range of programs and institutional offerings has
  expanded to support a more sophisticated academic, social and Christian experience, and a more
  international student body. Simultaneously, the economic landscape of Lithuania has steadily
  overcome new economic hurdles and today faces new prosperity as one of the newest pending
  EU member states along with equivocal increases in living standards and costs. Just as
  significantly, its newfound economic and political position presents a range of new choices for
  today’s youth who may now consider LCC one choice among many promising and previously non-
  existent choices. Today more than ever, the new economics of LCC and Lithuania require careful
  rethinking and planning of the key elements that will support a financially sustainable model that
  will allow LCC to carry its mission into the future.
  This new financial model must address 3 key realities of today: price and cost pressures both
  inside and outside the college, growing capital investment, and a more competitive set of
  academic and nonacademic alternatives to LCC. Seeking more precise economic forecasts based
  on a realistic set of assumptions would aid LCC planning.
  Formulating the most robust financial model for the future demands a clear understanding of the
  following college sources and assumptions: revenue base; expense components; investment
  sources and potential; the makeup of its workforce; projections of its future student body; the
  Lithuanian and Eastern European political and economic landscape; and assumptions about the
  competitive choices available to LCC prospective students.
  What is the most viable financial model that capitalizes on strengths, avoids weaknesses, but
  places financial dependence and responsibility where the college feels it most appropriate? The
  best alternative would reduce direct, ongoing financial dependence on individuals whose demand
  or interest may be ‘elastic’ – whether students paying tuition, or donors contributing to annual
  operating costs. Similarly, the level optimal level of operating expenses should be sought so that
  funding is adequate to provide the level of services required for LCC to fulfill its mission. The
  ultimate goal of the financial model should be reduced risk to the institution.
  Therefore, in building the financial model, LCC administrative staff and directors should focus on:

                                                         Page 23 | LCC Strategic Plan 2003 – 2008
       1. Maintaining a competitively priced LCC experience.
           Not only the sticker price, but also the student financial aid that will allow LCC to remain
           attractive to students in the future. The college must avoid undue dependence on tuition
           revenues, but yet offer the right combination of tuition and tuition scholarships that
           neutralizes the risk. Procedures need to be established that help the college evaluate this
           level annually on a 5-year basis.
       2. Building a financial endowment corpus.
           Those investments that provide sustained sources of funding with minimal involvement on
           the part of the directors of the college. In particular, this will require: understanding of the
           nature of alternative financial vehicles available and trust of the fund manager(s) to make
           the decisions in the best long-term interest of the college. The Board of LCC should seek
           to retain expertise that can guide informed decision making in this area. Appropriate
           targets and goals for reaching those targets should be set and evaluated by the Board
       3. Capitalizing on the strengths of the past.
           LCC became and remained strong through networks of friends and acquaintances God
           brought together who had the financial means to sustain the college. This network should
           be utilized in ways that encourage the continual renewal of this source for funding the
           college. By actively engaging these individuals as Board members, instructors, and
           entrepreneurs-at-large – and in encouraging them to identify similarly gifted and called
           individuals – the college can help sustain a lifeblood of financial resourcefulness that can
           carry the college through more challenging times.
       4. Justifying cost increases and overruns.
           Fiscal management requires close accountability throughout the year to ensure budgeted
           expenses are not exceeded and to ensure revenue targets are met. LCC must ensure
           that monitoring controls are functioning, so that decision-makers with budget authority
           monitor their spending within these limits or meet their revenue targets. Having integrated
           data systems can help support timely and informed decision making.
       5. Understanding, developing and sustaining the LCC donor base and the donor market.
           LCC must be aware of changes in the charitable giving market in order to best
           communicate and reach this market. Today more than ever, individuals receive many
           competing requests from charitable organizations. LCC must ensure it continues to carry
           a clear message that it is making a difference personally, socially, professionally, and
           spiritually in the lives of students – which only LCC may reach – and that the donors are
           key partners in this symbiotic relationship.
       6. Implementing and maintaining a reliable budget forecasting method.
           Development of a robust financial model that takes into account the various assumptions
           is needed. A reliable model will allow financial managers to consider relevant “what-if”
           scenarios on an annual basis resulting from changing internal and external factors and
           assumptions. By refining this model over time and improving the quality of the data
           sources, LCC will be able to budget more accurately and model its fiscal future up to 5
           years into the future. This will greatly aid planning and the work of the Board and
           individuals who are key to ensuring adequate financial resources are in place far enough
           in advance to meet the needs of the future. A useful financial model also requires sound
           accounting tracking and reporting tools to help improve the quality and reporting of the
       7. Developing enterprise initiatives.
           The college should strive to develop an organizational culture that seeks to be self-
           sufficient; an organizational culture not dependent on North American donations, but
           instead on local operations sought in a culturally effective manner. Encouraging,
           rewarding and expecting growth in this area will develop capable, trustworthy individuals
           to manage and direct the affairs of LCC to ensure its long-term survival and ability to carry
           its mission into the future.

LCC Strategic Plan 2003 – 2008 | Page 24
External Relations


  Major Donors
  The goal is to increase major donors with regard to number, geography, and denominational
  affiliation. LCC will develop a system for qualifying major donor prospects and identify 25 potential
  new donors in Canada and an additional 25 in the United States. Then the newly devised
  qualification system will be applied and work with the top ten prospects in each country begun.

  Former Expatriate Faculty/Staff
  The goal is to reach 40% of all former expatriate faculty/staff giving to student financial aid. To
  accomplish this goal, a system for linking former expatriate faculty/staff with students will be
  necessary. Next, LCC staff will discuss the options for giving to student financial aid with each
  expatriate faculty/staff in their exit interview at the time of their departure from LCC. This goal will
  also require establishment of a system for student communication with their former professors and
  friends on the staff. On a person-by-person basis, staff will ask former expatriate faculty/staff to
  support specific students.

  The goal is to develop strategies for eighty churches to support 80 students in a manner that
  allows a surplus beyond student aide to flow into operating by 2006-2007. LCC will need to
  develop a system for qualifying potential churches for giving to student financial aid. This, in turn,
  will require a system of volunteer LCC advocates in each qualifying church. Presentations and
  persons to make presentations in prospect churches will be devised.


  The goal is twenty corporations in Lithuanian contributing annually to LCC by 2007. For linguistic
  and cultural purposes, LCC will employ a Lithuanian lead this project. This person will need to
  develop a system for qualifying international and Lithuanian businesses as contributor prospects.
  When corporations have been identified through the qualification process, individual strategies will
  be developed for approaching each business. This goal will also require development of a
  culturally contextualized system for Lithuanian donor recognition.

  LCC’s goal is for 15% of all alumni to give annually by 2007. Realization of this goal will require
  development and publicizing of LCC services to alumni. Also, alumni must be educated to the
  importance of their role in LCC’s future. LCC will need to employ an alumnus to realize this goal.


  City Council and County
  An important goal is to maintain positive relations with the City Council and Mayor so that they
  continue express a clear sense of LCC’s important to the Klaipėda region. One aspect of realizing
  this goal is to create an annual community appreciation event to recognize the importance of
  Klaipėda from LCC’s viewpoint. LCC should also insure that all city and county officials come to
  the LCC campus at least once annually by inviting them to LCC cultural and athletic events.

                                                           Page 25 | LCC Strategic Plan 2003 – 2008
  Others universities and schools
  Developing a cooperative spirit with Klaipėda secondary schools, colleges and Klaipėda University
  is a goal that requires several approaches. All institutions should be invited to LCC events. In
  addition, LCC should create special seminars for Klaipėda educational institutions, and consider
  co-sponsoring an event with Klaipėda University

  Ministry of Science and Education
  Communication between the Ministry of Science and Education and LCC will continue to be
  important at the administrative level and with programs of study. The President and Academic
  Vice President should visit with the Minister of Education and Vice Minister for University
  Education at least once annually. ELI personnel should develop relationships with English
  language specialists in the Ministry. Some division of LCC should invite at least one Ministry
  official to campus annually. Also, the Academic Vice President’s office should nurture a
  relationship with the Study Quality Center.

  Many aspects of LCC operations would be improved if Ministers of Parliament understood the role
  of LCC in Lithuanian university education. LCC should create a Parliament mailing list and include
  them in regular mail and email communication. At least one MP should be invited to campus
  annually. An additional two more MP’s should be brought onto the President’s Advisory Council.

  Embassies: British, Canadian, United States
  Continued supportive relationships with the British, Canadian, and United States embassies. The
  LCC President should continue to nurture relationships with these and other European
  Ambassadors. Invite them to campus for major events. Create an annual spring mailing that
  alerts the embassies to the availability of a new group of LCC graduates who could work for them.

  Other universities and schools
  Other universities and schools in Lithuania should be aware that LCC is a university-type institution
  of quality. LCC’s academic divisions should utilize professors from other campuses in program
  evaluations. Several persons from other universities should be invited to campus on an annual

Professional Development
  In order to enhance the quality of programs and to promote professional growth, faculty and staff
  members are encouraged to attend professional conferences in their disciplines, both in Lithuania
  and internationally. Funding for memberships, conference registrations, and travel needs to be
  built into the budget, and a procedure for applying for this funding should be established. In
  addition, external sources of funding should be explored.
  Examples of useful conferences to attend are:
       »   Christian Business Faculty Association (CBFA)
       »   Teachers of English to Speakers of Other Languages (TESOL)
       »   European Association of International Education (EAIE)
       »   Association of Christians Teaching Sociology (ACTS)
       »   Association of Christians in Student Development (ACSD
       »   Council for Christian Colleges and Universities (CCCU)
       »   European Association for Institutional Research (EAIR)
       »   Symposium for the Marketing of Higher Education (AMA)
       »   National Association of College and University Business Officers (NACUBO)
       »   American Association of Collegiate Registrars and Admissions Officers (AACRAO)
       »   Microsoft Certification Seminars/Training
       »   Pačiolis (Lithuanian finance/accounting/labor organization)
       »   Lietuvos Institutas (Lithuanian studies)
       »   Lithuanian Language and Literature Institute
       »   Association of Lithuanian Libraries

LCC Strategic Plan 2003 – 2008 | Page 26


  DeFehr centras
  Approximately 60,000 square feet (5,500 square meters) of space providing 14 classrooms, 2
  computer laboratories, the Balčiūnai Library, faculty offices, and administrative offices. Use of the
  building began in fall 1999.

  Neufeld Hall
  A large classroom and auditorium seating 234 persons used for classes, large meetings, and
  concerts. Completed for fall 2002.

  Michealsen centras
  Approximately 24,000 square feet (2,230 square meters) containing a lobby/lounge, cafeteria,
  physical training room, and a gymnasium the size of two full basketball floors. The gymnasium
  seats 1,200 persons for spectator games. The space converts to an auditorium seating 1,800
  persons for assemblies, concerts, or conferences. Completed for fall 2003.

  Karklų Student Residence
  This building houses a maximum of 224 students. The facility is leased until 2012 from the
  Maritime College of Klaipėda University. Students are housed in groups of four with each room
  containing four bunk beds, four built in desk units, its bathroom/toilet facilities, refrigerator, and
  sink. Each floor contains a kitchen.

  Future Campus Development
  Including the existing buildings, LCC owns 17 acres (6.9 hectares) of land surrounding a small
  lake. The Master Plan for this space calls for future students residences, additional classroom
  buildings, a full service dining facility, and a “signature building,” whose function is not yet


  Campus Entrance
  The Master Plan calls for an entrance to the campus that identifies LCC and brings focus to the
  approach to campus.

  Student Residence I
  To meet the residence requirements of increased students from Eastern Europe (nearly all
  residence students) and LCC’s SALT program additional student residence space is necessary.
  This also helps to meet the goal of an increase in the number and percentage of church-related
  students. Student Residences are also necessary in order to increase the number and percentage
  of students who will experience student life programming through the student residence
  programs. These programs are at the heart of fulfilling the LCC mission. The first phase of the
  Student Residence plan requires at least 100 beds.

  Expand library space for stacks and for student research and study beyond the current inadequate
  space that is not expandable. This facility should have the capacity to house the Balčiūnai Library
  when the campus is at maximum size. The facility should also alleviate the need for additional
  office space and classroom space as LCC grows moderately. The design of this building should
  allow classroom and office space to convert to library space as the library grows and as other
  future facilities become available for those functions.

                                                            Page 27 | LCC Strategic Plan 2003 – 2008
  Commons I
  This calls for Construction of the first area of Commons connecting the DeFehr centras, the
  Michealsen centras and the Library Classroom Building. Please note that within the Master Plan
  the Commons replaces the need for a “Student Center” found on most campuses. The Commons
  fulfills that function.

  Student Residence II
  The second stage of housing needed to as student numbers increase, especially with regard to
  international students. This stage also begins preparation for 2012 when the Karklų dormitory
  lease expires.

LCC Strategic Plan 2003 – 2008 | Page 28

  As LCC continues to grow in numbers and develop as a university with wider academic programs,
  broader student life options, and more sophisticated student admissions, registration and financial
  services – it increasingly faces inefficiencies associated with islands of information. Data sharing,
  analysis and reporting between these functions is evermore crucial to LCC’s ability to run an
  efficient operation. It is required to both to effectively meet student needs while at the same time
  providing administration and key decision makers with consolidated, filtered data that opens
  windows to key operations performance parameters. Completion and implementation of the initial
  release of the campus-wide database in Fall, 2004 will at last enable LCC to cope with the realities
  of a larger institution. The first release is expected to include some or all of the following related
  sample benefits.
       1. LCC will benefit financially in helping its students to avoid over-registering for classes,
          more closely tracking student expenses and payment, and in allocating scholarships in
          ways that allow more students to attend without financial burdens that require sudden
          withdrawal or leaves of absences – all of which also result in less revenue loss for LCC.
       2. Operations of LCC will become more efficient due to tighter integration of related
          processes. For example, handling student admissions, registration and student life data
          will require input of key information once instead of three times, and issues will be flagged
          for review and resolution more efficiently through exception processing and shared
          reporting – not on a manual basis if at all as is the case now.
       3. Planning and communication between LCC staff, faculty and administration will be
          significantly enhanced by having shared online reporting – with the ability to analyze
          trends such as concerning course registration and admissions response data whose
          review can be enhanced by decision support tools/aids.
       4. Academics will much more closely be able to track course utilitization, faculty
          qualifications, faculty effectiveness, as well as being better able to support its ongoing
          accreditation efforts through efficient compilation of statistical reports to the Lithuania
          Ministry of Science and Education.
       5. Finance will receive constant feeds on student and faculty expenses and fees and be
          able to produce more accurate and real-time reports for both students, administration,
          and perhaps Board members.

Institutional Research

  To-date, institutional research has been scattered across various departments and undertaken
  primarily on an ad hoc basis. The registrar’s office has been compiling basic enrollment statistics
  regularly and has taken the lead in coordinating the annual statistical report to the Lithuanian
  Ministry of Science and Education. Because of the irregular nature in which registration data has
  been recorded during the institution’s history, these reports are not always complete nor
  necessarily accurate according to current data definitions. Collection of registration data in a
  systematic way is improving steadily but will not be assured until a fully integrated database is in
  place. Other departments engage in occasional, informal research that is usually task- or project-
  specific rather than part of an overall institutional data-collection plan.
  As the institution moves towards more intentional strategic planning and data-based management
  decisions, it will be critical to establish a regular process of data-gathering and compilation. An
  institutional, integrated administrative database can be an integral part of a comprehensive plan.
  Such a database, however, is not required for comprehensive research (although it makes
  research a less time-consuming activity) nor does the database itself fulfill the research need. A
  database, or more systematic way of storing/collecting data, would make research more efficient
  and accurate.

                                                           Page 29 | LCC Strategic Plan 2003 – 2008

  One of the critical areas for immediate attention is regular reporting of enrollment statistics. A
  rough template of regular (term-by-term basis) reporting on the student body has been
  established. This data compilation has been completed by staff outside of the registrar’s office
  (during 2002-2003). During the 2003-2004 academic year this reporting will be moved under the
  registrar’s area of responsibility, and the necessary data structures will be implemented to make
  the reporting process efficient and accurate.
  In the fall of 2002, a broad-based survey (adapted from the CIRP survey, commonly used by North
  American institutions) was administered to incoming first-year students. This survey will be
  administered again in the fall of 2003.

  Human Resources
  Both the human resources office and the academic areas are in need of accurate faculty and staff
  statistics. Biographical information, qualification, and workload data are required for various
  governmental reports. Although the required information is obtained for these reports, the
  efficiency and accuracy of the reporting process would be greatly enhanced by more intentional
  institutional research efforts.

  The following actions would be options for strengthening institutional research efforts; however, no
  decisions have been made to incorporate these into strategic planning actions over the next 3-5
       »   Designate administrative staff time for institutional research coordination.
       »   Utilize institutional integrated database to improve efficiency and accuracy in statistical
       »   Establish a set of institutional Key Performance Indicators (KPI’s) used for management
           decisions. A list of common KPI’s is included for illustrative purposes as an attachment
           on page 84.
       »   Establish a regular cycle of institutional research and reporting.

LCC Strategic Plan 2003 – 2008 | Page 30
Critical Risks
  Technology presents LCC with benefits and risks. Technology can help LCC operate with the
  lowest margin but at the same time requires LCC to keep its technological infrastructure efficient to
  support the most productive academic atmosphere possible for both students and faculty. This
  increases the risk of costly or sudden financial demands on resources due to obsolescence or
  service issues. Technology requires capital investment yet begins to lose its asset value
  immediately. LCC will face a growing challenge to provide technology-based education. The
  college should manage this growing investment and liability in ways that optimize upfront costs
  (such as through competitive bid process) and maximize longer-term applications in the academic
  environment. Another strategy offsetting high computer costs is to implement a terminal server
  placing more demands on the server, thus reducing the number of high cost desktop PCs.
  Another risk is the application of technology from an operations perspective. Aside from the usual
  and recognizable tasks many students, faculty and staff perform such as word processing and
  email processing, technology standards change regularly, whether it be newer and faster hardware
  or software and any given new invention which may soon be the need/investment of tomorrow.
  One mitigating strategy in this case is to ensure a thorough IT strategic plan is developed and kept
  updated. That, along with keeping the investment in IT resources at the level that is ‘just’ required
  will help ensure that unnecessary equipment is maintained to meet planned needs. Also, the
  strategic plan if updated at least annually and allowed to be reviewed/critiqued by Ad Cabinet
  and/or other non-IT department managers can help ensure technology plans and trends are clearly
  understood and adaptation planned for far enough in advance when adaptation is unavoidable.

  As alluded to previously, inflation may be a real threat in the near term. Lithuania’s acceptance into
  the EU could introduce new upward price and wage pressures, or perhaps – though less likely –
  similar pressures could result from improved world economics in the near term, not to mention the
  fact that the Baltic economies are currently among the strongest anywhere. These conditions
  would put further strain on the funding model (financial model) and require commensurate
  increases in revenues. A further complication would be the additional burden placed on N.A. staff
  which LCC depends on for short-term staffing needs. Higher living costs could further dampen the
  ability of such staff to serve in Lithuania.
  It is highly recommended that LCC develop and maintain contingency plans to deal with potential
  threats to the staffing model, and for the longer term, that diligent efforts be undertaken to
  adapt/implement financial model contingencies that could be sustained in such cases. Significant
  tuition increases would likely not be an option in the short-term – this aspect would have to be
  evaluated carefully. It is another reason for LCC to seek a higher percentage of endowment
  funding or enterprise development initiative revenues, in order to better insulate the college against
  these sorts of threats. It is also another reason LCC needs key data and an integrated database
  that provides the fullest picture of student situations as well as to better test the financial impacts to
  the college. In general, inflation among other key economic statistical data in Lithuania, should be
  monitored regularly.


  The external funding model provides some level of risk in terms of the ability to find the quantity
  and quality of faculty required. Turnover is also a significant issue as well as the ability to fill long
  term positions such as department chairs.
  Strategies to deal with these risks include:
       »    Improve faculty needs planning to give adequate time for recruitment efforts.

                                                             Page 31 | LCC Strategic Plan 2003 – 2008
       »   Continue to develop external funding options to assist faculty with service costs.
       »   Continue to develop LCC’s reputation in North America as a attractive place to teach.
       »   Continue to develop LCC’s brand recognition among Christian organizations, agencies,

  The tradition of hiring LCC graduates to fill administrative positions and the high percentage of
  female employees puts LCC in the vulnerable position of having experienced and continuing to
  experience a high number of maternity leaves. Leaves, particularly in key positions, can mean
  significant delay in the development of various institution programs or even result in a significant
  reduction in effectiveness in the functional area affected by the maternity leave.
  Strategies for reducing risk:
       »   Working towards a more process driven and documented administrative model where
           basic tasks are systems driven, rather than people driven
       »   Increased attention to HR planning in order to fill maternity leaves with qualified
           individuals or allow for adequate training of replacements.
       »   Work towards a more gender balanced administrative team.

Failure to Meet Enrollments
  Risk in meeting enrollment will likely result from:
       »   Inadequate financial aid to attract international students from non-EU countries
       »   Rising tuition costs that force current students to take academic leave in order to earn
           money to pay their bills
       » Inability of international students to meet TOEFL admission requirements.
       » Required military service – students delaying graduation or taking fewer courses.
  Strategies for dealing with these risks include:
       »   Increase fundraising efforts for financial aid (as addressed elsewhere in this report by the
           initiation of a development office)
       »   Assess the English language ability of our new international markets and initiate Intensive
           English Programs as needed
       »   Introduction of incentives for early applications so that the progress towards recruitment
           goals can measured earlier and allow for mid-course corrections.
       »   More intensive data gathering from prospects through the recruitment process in order to
           be more responsive to market changes

  Unlike 1991, when LCC was unique as a private institution of higher education, the institution is
  keenly aware of its competition. Particularly in the Business Administration area, several quality
  competitors now exist – ISM in Kaunas, and BMI in Vilnius. The large established state
  universities in Lithuania also provide strong competition in areas such as Psychology and
  Sociology. For these reasons, it is critical that LCC identify and promote its advantages and
  distinctive characteristics.

Regulatory Environment
  As a rule, the work environment in Lithuania tends to be more regulated than what may be found in
  North America. This concerns a number of areas in operations: finances/taxes, payroll reporting,
  and academics. Perhaps the latter-most would present the most risks to LCC as an institution.
  Changes in any number of academic requirements such as in accreditation could have a serious
  and almost immediate negative impact on LCC. It is difficult to concisely determine the extent of
  this risk. For mitigation purposes, it is suggested that Ad Cabinet heads regularly evaluate the
  threat presented by relevant regulatory bodies and in any case, develop action plans for the
  scenarios that would present the highest risk to LCC. Raising this as a regular Ad Cabinet agenda
  item would similarly ensure this gets visibility and would allow opportunities for mutual sharing as
  to given threats and contingencies developed to address them.

LCC Strategic Plan 2003 – 2008 | Page 32
  Additionally, it is vital that LCC continue to work with the Ministry of Science and Education to stay
  current with regulations and guidelines that are published for the establishment of new academic
  programs and for the ongoing accreditation of these programs. With the assistance of the Quality
  Study Center in Vilnius, LCC can ensure that our programs meet all Lithuanian requirements. As
  Lithuania moves to EU membership, meeting the academic regulations within the EU is critical as

Access to Capital
  Lithuania Christian College is vulnerable to downturns in student enrollment or reductions in
  contributions that result in inadequate funding for capital projects, student financial aid, equipment
  requirements, and operating funds. In addition to tuition funds from student payments, the
  following capital sources must be sought.

  Like all educational institutions, LCC experiences significant shifts in cash flow: high levels of cash
  in September and January when students pay tuition, and low levels or cash deficits in December
  or August when payrolls must be met but no new cash is coming in. Some pattern of short term
  investing and borrowing for cash flow purposes will be necessary.

  Lithuania’s entry into the European Union in spring 2004 makes LCC one of the private universities
  in the EU. This also can mean that funding potential expands. European corporate funding,
  foundation resources, and appropriate European Union program grants will be sought.

  The majority capital funds for facilities, endowment, and financial aid will still need to come from
  this area.

  LCC’s SALT program brings students from CCCU institutions in North America to Lithuania for one
  term. This is a high quality program in which LCC has invested significant personnel resources.
  SALT brings to the campus more native English speakers and more students with an experiential
  understanding of Christian liberal arts universities. The program also brings important cash into
  LCC since the operating costs of North American and Eastern European universities are quite
  different. In reality, the external funding model provides students an university that enables them
  to have an international study experience that costs no more than their home institution; and, LCC
  is still able to realize a cash increase. This programs continuance and growth is vital to continued
  access to capital and to all of the financial elements of the strategic plan.

                                                           Page 33 | LCC Strategic Plan 2003 – 2008
Action Plans
       »   MBA
       »   TOEFL-on-the-road (Lithuania & International)
       »   ELI 11 Grade Program
       »   Regional English Language Teachers Conference
       »   MA in TESOL
       »   Library
       »   EU Strategy

       »   Spiritual Life
       »   International Student Program
       »   Student Leadership Development
       »   Recreation & Athletics

       »   Service Desk
       »   Student Recruitment Strategy
       »   Admissions Incentives
       »   Tuition Sales Strategy
       »   MBA Faculty Recruitment
       »   Expatriate Automated Inquiry Processing
       »   BIT Program Coordinator Recruitment

       »   Complete Planning of Financial Model
       »   Enterprise Development
       »   Short Term Cash Flow Mechanism
       »   Marketing of Michealsen centras
       »   Preventive Maintenance System
       »   Space Planning
       »   Intermediate Campus Housing Plan
       »   Campus-wide Database

       »   Development
       »   Campus Entrance
       »   Student Residence I

LCC Strategic Plan 2003 – 2008 | Page 34
DEPARTMENT – President’s Office                                      PERSON MONITORING PLAN – President
GOAL OF PLAN                    Implement a Master’s Degree in Business Administration program at LCC: design, staff, fund, and accredit
                                the program.
REASON(S) FOR PLAN              Build upon the strength of the undergraduate program in Business Administration, meet the stated need of
                                graduates and other persons in Lithuania and Eastern Europe for a less expensive English language
                                graduate program in business that is grounded in Christian faith and ethics.
PLAN SUCCESS CRITERIA           Accreditation by Ministry of Science and Education and registration of first student cohort of 12 for fall 2004.
    BREADTH VS DEPTH           *
    EASTERN EUROPE             *
    CHRISTIAN MISSION          *
    FINANCIAL MODEL            *

Step     Measurable Actions                                            Timeline         Person(S)             Expenditures
1.       Secure Program Director/Dean                                  Sept 1           JM/MW
2.       Complete tentative program design                             Oct 03           JM/DV
3.       Departmental approval                                         Oct              JM
4        Academic Council & Ad Cabinet approval                        Oct 03           JM
5.       Board approval                                                Oct 03           JM/MW
6.       Determine added infrastructure requirements                   Dec 03           JM/DV
7.       Documented instructor commitments for all courses over 2      Dec 03           DV
8.       Application completion                                        January 04       JM/DV
9        Translation completion and compilation                        February 04      JM                                                   600
10.      Ministry Application submitted                                March 04         JM                                                   500
11.      Contact 20 prospects regarding program                        April 04         JM/DV
         Total                                                                                                                              1100

                                                                                                               LCC Strategic Plan 2003 – 2008 | Page 35
DEPARTMENT – Academics                                                   PERSON MONITORING PLAN – VP for Academics

GOAL OF PLAN                       To bring TOEFL preparation to various regions from where LCC students come
REASON(S) FOR PLAN                 - to make TOEFL preparation sessions accessible for more prospective students
                                   - to use TOEFL preparation sessions as a means to find prospective students
                                   - to use one of our strengths (English language teaching) beyond our campus
PLAN SUCCESS CRITERIA              - TOEFL preparation sessions are scheduled in various regions around Lithuania
                                   - At least 10 students attend each session
                                   - At least 20 students who attend these sessions apply to LCC
    BUILD ON STRENGTH             Build on strength (English teaching)
    EASTERN EUROPE                Christian mission (carrying our hospitality to others)
    CHRISTIAN MISSION             Financial model (revenue generating)

Step                       Measurable Actions                              Timeline           Person(s)       Personnel        Expenditures
                                                                                             Responsible     Requirements
  1    Set the dates for the weekend trips (Spring 2004)               Done                 Aiste
       - Feb. 6-7, Feb. 13-14, Feb. 20-21, Feb. 27-28
  2    Arrange for contacts/facilities in various locations            Oct. – Nov.          Aiste          8 hours
       - TOEFL maximum capacity per session = 40 students
  3    Create the 3-4 hour format for TOEFL preparation                Oct. 2003            Robin          5 hours
       - Saturday mornings (9 – 12, or 9 – 1)?
  4    Purchase TOEFL materials                                        Sept. – Oct.         Robin                            20 books @ 75
                                                                                                                             LTL each, plus
                                                                                                                             TOTAL = 1600
  5    Train ELI instructors to provide TOEFL preparation sessions     Nov. – Jan.          Robin          2-3 teachers
                                                                                                           6 hours
  6    Hold ELI/Admissions staff meetings – to clarify roles and       Oct. – Nov.          Aiste          4 hours
       responsibilities                                                and late Jan.
       - ELI team responsible for teaching sessions

                                                                                                              LCC Strategic Plan 2003 – 2008 | Page 36
    -  Admissions responsible for planning the trip and for LCC
    - Both: responsible for taking names of students
7   Reserve a van (LCC or rental?)                                Jan.   Aiste                  Cost of travel to
                                                                                                each location
                                                                                                with van

                                                                                 LCC Strategic Plan 2003 – 2008 | Page 37
DEPARTMENT – Academic                                                PERSON MONITORING PLAN – VP for Academics

GOAL OF PLAN                        To provide TOEFL preparation for students from Eastern Europe
REASON(S) FOR PLAN                  - to make TOEFL preparation sessions accessible for more prospective students
                                    - to use TOEFL preparation sessions as a means to find prospective students
                                    - to use one of our strengths (English language teaching) beyond our campus
PLAN SUCCESS CRITERIA               - TOEFL preparation sessions are scheduled in various countries in the region
                                    - At least 20 students attend each session
                                    - At least 20 students who attend these sessions apply to LCC
     BUILD ON STRENGTH      Build on strength (English teaching)
     EASTERN EUROPE         Eastern Europe (Belarus, Ukraine, Latvia?)
     CHRISTIAN MISSION      Christian mission (carrying our hospitality to others)
     FINANCIAL MODEL        Financial model (revenue generating)
 Step                 Measurable Actions                           Timeline           Person(s)          Personnel       Expenditures
                                                                                    Responsible        Requirements
1       Confirm trip dates/participants for 2003-2004               By Sept. 15    Robin/Aiste        2 hours
        - Fall Break
        - Spring Break
2       Determine the locations of these trips                      By Sept. 15    Jim/Aiste          2 hours
                                                                    By Feb. 1
3       Hold meeting with ELI and Admissions to establish the       By Sept. 15    Marlene/Aiste      2 hours
        scope (multiple agendas) and format of these trips
4       Outline ELI purpose/format – could include:                 By Sept. 30    Robin              4 hours           TOEFL
        - TOEFL preparation sessions in the evenings (for 11-                                                           expenses
            12th grade students)                                                                                        already built in
        - English language sessions in public schools during the                                                        to TOEFL-on-
            day                                                                                                         the-road in
        - Investigating local language programs                                                                         Lithuania action
        - Workshops for teachers of English/school visits                                                               plan
        - Location for future IEP?
5       Outline Admissions purpose/format – could include:          By Sept. 30    Aiste              4 hours           Printing
        - Admissions presentations
        - Information gathering

                                                                                                         LCC Strategic Plan 2003 – 2008 | Page 38
    - Church contacts
    - Market research
    - Location for future IEP?
6   Communicate with contact people in various cities about the   By Oct. 15   Jim/Aiste/Scott   6 hours
    purpose and timing of the trips                               By Feb. 20
    - determine method for advertising locally for these events
7   Reserve a van (LCC or rental?)                                By Oct. 15   Aiste                               Cost of travel to
                                                                  By Feb. 20                                       each location
                                                                                                                   with van
8   Confirm lodging                                               By Oct. 15   Aiste                               Cost of lodging
                                                                  By Feb. 20

                                                                                                    LCC Strategic Plan 2003 – 2008 | Page 39
DEPARTMENT – Academic                                                       PERSON MONITORING PLAN – VP for Academics
GOAL OF PLAN                         To initiate an ELI program for area 11 grade students
REASON(S) FOR PLAN                   - To expand on our strength of English language instruction
                                     - To introduce prospective students to the LCC experience earlier in their secondary school education
PLAN SUCCESS CRITERIA                An ELI class of 11 grade students is established in fall 2003 with at least 14 students
    BUILD ON STRENGTH               Build on strength (English teaching)
    CHRISTIAN MISSION               Christian mission (class taught with a Christian worldview)
    FINANCIAL MODEL                 Financial model (revenue generating program)

Step                       Measurable Actions                               Timeline       Person(s)        Personnel          Expenditures
                                                                                         Responsible       Requirements
  1    Establish dates/times for the class                              Currently       Robin
       Advertise the 11 grade option                                    underway
       Select the instructor for the class
  2    Revise the curriculum to suit this group of students             Sept. 2003      Robin             6 hours
  3    Purchase materials                                               Sept. 2003      Robin                                2000 LTL
  4    Provide an introductory session for these students               Oct. 2003       Robin             3 hours
       (expectations/responsibilities/privileges of the class)
  5    Provide an LCC presentation to the class during the              Oct. – Nov.     Aiste             3 hours
  6    Teach the class                                                  Oct. – Dec.     ELI instructor    4 hours of class
  7    Conduct evaluation of the class (with students, with             Dec.            Robin             3 hours
       instructor and program director)

                                                                                                             LCC Strategic Plan 2003 – 2008 | Page 40
DEPARTMENT – Academic                                                    PERSON MONITORING PLAN – VP for Academics

GOAL OF PLAN                        To host a regional conference for English language teachers
REASON(S) FOR PLAN                  - To assist in building the professional community of English language teachers
                                    - To provide professional development for regional English language teachers
                                    - To promote LCC to English language teachers in the region
PLAN SUCCESS CRITERIA               The conference is held at LCC
                                    At least 150 participants are registered
    BUILD ON STRENGTH              Build on strength (English language teaching; suitable facilities)
    EASTERN EUROPE                 Eastern Europe (invitations are sent to various countries in the region)
    CHRISTIAN MISSION              Christian mission (Christian hospitality is demonstrated)
    FINANCIAL MODEL                Financial model (a break-even-plus event)

Step                       Measurable Actions                             Timeline         Person(s)            Personnel       Expenditures
                                                                                         Responsible           Requirements
  1    Schedule the conference (in order to secure facilities, and to   Spring 2005     Marlene
       begin planning for speakers) – target date: February 2006
  2    Create a conference management team                              Spring 2005     Marlene/Robin
       - to include an on-campus logistics team
       - to include a regional English teachers’ planning team
  3    Investigate grant opportunities                                  Spring 2005     Lina
  4    Ideas to consider:
       - invite book publishers to display in an Exhibit Hall format
       - use students leaders for hospitality
       - 2-3 day weekend event
       - invite keynote speaker(s) from Europe/North America
       - include LCC Admissions/Marketing in the planning
       - gather housing options from around Klaipeda
       - use Michealsen centras and LCC classrooms

                                                                                                                LCC Strategic Plan 2003 – 2008 | Page 41
DEPARTMENT – Academic                                                         PERSON MONITORING PLAN – VP for Academics

GOAL OF PLAN                       Design, staff, fund, accredit and implement a Master’s degree program in TESOL (Teaching English to
                                   Speakers of Other Languages) at LCC
REASON(S) FOR PLAN                 - To build on our strengths in English language teaching
                                   - To provide ongoing professional development for English language teachers in the region (Baltics and
                                      Eastern Europe)
PLAN SUCCESS CRITERIA              Accreditation by of Science and Education and registration of first student cohort of 12 for fall 2005.
    BUILD ON STRENGTH             Build on strength (English language teaching)
    EASTERN EUROPE                Eastern Europe (program available in combination of on-site and through distance-learning)
    CHRISTIAN MISSION             Christian mission (courses taught through Christian worldview)
    FINANCIAL MODEL               Financial model (minimal revenue)

Step                      Measurable Actions                                  Timeline           Person(s)               Personnel         Expenditures
                                                                                                Responsible             Requirements
  1    Secure Program Director                                             July 2004          Marlene
  2    Complete tentative program design                                   Aug. 2004          Marlene
  3    Departmental approval                                               Sept. 2004         Marlene
  4    Academic Council and Ad Cabinet approval                            Sept. 2004         Marlene
  5    Board approval                                                      Sept. 2004         Jim/Marlene
  6    Determine added infrastructure requirements                         Fall 2004          Marlene
  7    Document instructors’ commitments for all courses for 2 yrs.        Dec. 2004          Marlene
  8    Finalize application for Ministry of Science and Education          Jan. 2005          Marlene
  9    Complete translation of application                                 Feb. 2005          Marlene/Egle
 10    Submit application to Ministry of Science and Education             Mar. 2005          Marlene
 11    Advertise the program; contact individual prospects                 Apr.-July 05
 12    Begin program with first cohort group                               Sept. 2005

                                                                                                                           LCC Strategic Plan 2003 – 2008 | Page 42
DEPARTMENT – President’s Office                                       PERSON MONITORING PLAN - President

GOAL OF PLAN                      A Library/Academic Building with first stage of the Commons connecting with the Michealsen centras and
                                  the DeFehr centras
REASON(S) FOR PLAN                    1. Expand library space for stacks and especially for student research and study beyond the current
                                          inadequate space that is not expandable.
                                      2. Create a facility with the capacity to house the Balciunai Library when the campus is at maximum
                                      3. The facility should also alleviate the need for additional office space and classroom space as LCC
                                          grows moderately.
PLAN SUCCESS CRITERIA                 1. Half of the space, approximately 1,000 M2, should be devoted to library space and half to classroom
                                          and office space.
                                      2. The building should be designed so that as additional library space is required over time, and when
                                          a second academic building is constructed, the classroom and office space will convert easily to
                                          library requirements.
                                      3. Total spaces within the library for individual study and for group study: 300
                                      4. Occupancy August 2006
   BUILD ON STRENGTH              * The best English language library in North Eastern Europe
  CHRISTIAN MISSION               * The largest theological collection of any undergraduate university in Eastern Europe
  INFRASTRUCTURE                  * Remaining on the cutting edge of Information Technology related to Learning Resources

Step    Measurable Actions                                          Timeline        Person(s)            Personnel          Expenditures
                                                                                    Responsible          Requirements
  1     Building design
  2     Cost estimate

                                                                                                            LCC Strategic Plan 2003 – 2008 | Page 43
DEPARTMENT – Academic                                                   PERSON MONITORING PLAN – VP for Academics

GOAL OF PLAN                       To build bridges (academic and church-related) to the west as we draw new students from the east
REASON(S) FOR PLAN                     - To stay at the front edge of the transition as Lithuania moves toward EU integration in April 2004
                                       - To strengthen the academic excellence of our programs by achieving EU accreditation where it is
                                       - To assist in interpreting the context within which we work and within which the students will
                                           eventually work
PLAN SUCCESS CRITERIA                  1. One additional new partnership with educational institutions is achieved each year.
                                       2. Two LCC students per year are sent to EU educational institutions.
                                       3. Two students (each year) from EU institutions spend a semester at LCC.
    EASTERN EUROPE                Eastern Europe (we can serve as a bridge between the east and the west)
    CHRISTIAN MISSION             Christian mission (as church-related partnerships develop)

Step   Measurable Actions                                             Timeline       Person(s)           Personnel           Expenditures
                                                                                     Responsible         Requirements
  1    Confirm EU coordinator role on campus                          Nov. 2003      Marlene
  2    Establish EU Task Force to assist with goal                    Dec. 2003      Marlene
       setting/achievement (both academic and church-related)
  3    Join a European higher education association                   Dec. 2003      Lina                                    500 euros
                                                                                                                             (Erasmus funds)
  4    Build/sign strategic relationship with partner institutions    April 2004     Jim/Lina
       (based on Jim’s November visit, and our Erasmus charter)
  5    Build student exchange potential through these relationships   Fall 2004      Marlene
       with partner institutions
  6    Research the standards for academic programs                   Feb. 2004      Marlene/Lina
  7    Establish a timeline for wor king toward EU accreditation in   April 2004     Marlene
       our established/new programs
  8    Recruit one long-term externally-funded faculty member         Dec. 2004      Marlene
       from an EU country
  9    Strengthen the German program at LCC (since it is a key        Sept. 2004     Marlene

                                                                                                             LCC Strategic Plan 2003 – 2008 | Page 44
     EU language)
10   Consider the placement of an EU language requirement into   Sept. 2004   Marlene
     the core curriculum

                                                                                        LCC Strategic Plan 2003 – 2008 | Page 45
DEPARTMENT – Student Life                                               PERSON MONITORING PLAN – VP for Student Life

OBJECTIVE                          To connect people of various Christian faith traditions in community for spiritual growth and as a witness to
                                   the gospel of Jesus Christ held out to all.
REASON(S) FOR PLAN                      Encourage community, spiritual maturity and growth in believers
                                        Hold out the gospel of Jesus Christ to those who do not believe
PLAN SUCCESS CRITERIA                   Increased sense of connectedness between believers.
                                        Testimonies of students who have found and been strengthened in their faith at LCC, not ‘lost it’.
                                        Increased involvement in spiritual life – chapels, small groups and service.
                                        Students returning to their home congregations to serve in either lay or full time ministry.
                                        Increase student interest and participation in missions
    BUILD ON STRENGTH             *
    EASTERN EUROPE                *
    CHRISTIAN MISSION             *
    INFRASTRUCTURE                *

Step   Measurable Actions                                             Timeline         Person(s)            Personnel           Expenditures
                                                                                       Responsible          Requirements
  1    Use Buller Band opportunity to spark interest in and              Sept 03       Sharon Brubaker      HR – find                    0
       involvement, training for potential worship leaders.                                                 housing

  2    Move the chaplain/spiritual life office to somewhere more         Sept 03       Mel Humphreys        Facilities/Mel               0
       connected, visible and accessible
  3    Revisit length of Brubaker’s term here at LCC and develop a       Sept 03       Mel Humphreys                                     0
       plan for successor
  5    Recruit staff member with university, chapel team                 Sept 04       Mel Humphreys        Sharon, Mel         Additional Office
       experience who could work with chapel and the worship                                                Karen, Sigita       space,
       teams.                                                                                                                   Membership
  6    Establish chapel 2-3 times during the week, shortening the        Sept 04       Sharon Brubaker      New chapel                  0
       total chapel time from 1 hour to 30 minutes.                                                         coordinator
  7    Develop three worship bands that serve chapel needs on a          Sept 04       Sharon Brubaker      New chapel               Student

                                                                                                               LCC Strategic Plan 2003 – 2008 | Page 46
     rotating schedule.                                                                            coordinator         honorariums
8    Provide for additional student leader honorariums, training,      Sept 04   Sharon Brubaker           -             2000 Lt
     and programming (worship band/small group leaders)
9    Invite 1 pastor/priest per month to participate in chapel and     ongoing   Sharon Brubaker                          120 Lt
     provide hospitality
10   Hold 2 large Christian music concerts/conferences for youth       Sept 04   Sharon Brubaker                         2900 Lt
     per year. (1 Neufeld/1 Michealsen)
11   Establish an annual spiritual retreat for interested student,     Sept 04   Sharon Brubaker                         2400 Lt
     staff and faculty (i.e. silent retreat at a monastery, theme or
     book study)
12   Buy a plot of land for the purpose of establishing a Christian    Sept 04                                          20,000 Lt+
     retreat centre within 50 km of Klaipeda. Use it for small
     group retreats, faculty department day away, department
     day away. Rent facilities to churches and organizations.
13   Establish a small group leadership-training program for           Sept 05                                            500 Lt
     leading community and bible studies.
14   Provide quiet reflective space for personal retreat, prayer       Sept 06
     and contemplation on campus.

                                                                                                      LCC Strategic Plan 2003 – 2008 | Page 47
DEPARTMENT – Student Life                                                PERSON MONITORING PLAN – VP for Student Life

OBJECTIVE                           To establish a 4-year program cycle geared to introducing international students to living in another context
                                    and culture.
REASON(S) FOR PLAN                       Increase appreciation for LCC/international context
                                         Foster the value of respect & love for ones neighbors.
                                         Encourage healthy transition and adjustment to LCC.
                                         Immigration requirement involving early arrival in Lithuania prior to school year
PLAN SUCCESS CRITERIA                    Greater integration of international students within the LCC community
                                         Increased interest and enrollment in Lithuanian language and culture courses
                                         Increased sense of security and community for International students
    BUILD ON STRENGTH              *
    EASTERN EUROPE                 *
    CHRISTIAN MISSION              *
    FINANCIAL MODEL                *
    INFRASTRUCTURE                 *

Step                       Measurable Actions                            Timeline          Person(s)           Personnel          Expenditures
                                                                                         Responsible          Requirements
  1    Establish an Orientation Days and Welcome back                      2003         Brandie Ochsner                                500 Lt
       programming for International students
  2    Develop a growth plan for the International Student                 2003        Brandie Ochsner,
       Department which will take in account the shift in student                      Kim Stave
  3    Hire/recruit full time International Student Coordinator to         2004         Mel Humphreys          Kim, Brandie          26, 000 Lt,
       develop orientation and learning package and ongoing                                                                         Membership
       learning and support for international students                                                                              professional
  4    Develop five educational Day trips within Lithuania                 2004          Intl Student Co.                          Transportation
                                                                                                                                  (1800 Lt), Food
                                                                                                                                      (1000 Lt)
  5    Provide Klaipeda in Your Pocket guidebooks for each                 2004          Intl Student Co.                               250 Lt
       International student
  6    Purchase national flags for each nation represented at LCC          2003

                                                                                                                LCC Strategic Plan 2003 – 2008 | Page 48
DEPARTMENT – Student Life                                               PERSON MONITORING PLAN – VP for Student Life

OBJECTIVE                          To develop citizens and leaders for professional and community responsibilities in a global context.
REASON(S) FOR PLAN                      Build confidence and skill in practical leadership skills such as leading a meeting, delegating,
                                        Develop students personal leadership abilities such as time management, self-discipline, making
                                          speeches, fiscal responsibility
                                        Encourage, mentor and teach the development of moral, ethical and value-based leadership
                                        Provide opportunities for students to experience success in effecting positive change
PLAN SUCCESS CRITERIA                   Increased involvement in on campus leadership opportunities
                                        Increased understanding of what it means to be an effective, ethical and good leader
                                        Successful training and equipping for student leader roles
                                        Graduates equipped and ready to lead in their places of calling and service
    BUILD ON STRENGTH             *
    EASTERN EUROPE                *
    CHRISTIAN MISSION             *
    FINANCIAL MODEL               *
    INFRASTRUCTURE                *

Step   Measurable Actions                                              Timeline     Person(s)           Personnel           Expenditures
                                                                                    Responsible         Requirements
  1    Assess and evaluate current Student Life student leadership       Oct 2003   Mark Tenniswood       Student Life             0
       development program.
  2    Strengthen qualifications, standards, assessment and             Feb 2004     Mel Humphreys      Mark Tenniswood            0
       program evaluation measures.
  2    Assess the extent to which leadership development                Feb 2004    Mark Tenniswood                                0
       currently happens campus wide.
  3    Re-establish class for students participating in a current       Sept 2004    Mel Humphreys        Marlene Wall         21, 588 Lt
       leadership role replacing honorariums with training.                                                                  inc. textbooks
  4    Assess extent to which leadership development currently          Feb 2004      Marlene Wall                                  0
       happens across the curriculum.
  6    Develop an annual leadership conference that draws               Feb 2005    Mark Tenniswood                             11,000Lt
       participants from the Eastern Europe that focuses on ethical,
       moral, servant leadership development.

                                                                                                           LCC Strategic Plan 2003 – 2008 | Page 49
7   Develop a progressive, intentional institutional plan for   Sept 05   Ad Cabinet                         0
    leadership campus wide.

                                                                                       LCC Strategic Plan 2003 – 2008 | Page 50
DEPARTMENT – Student Life                                             PERSON MONITORING PLAN – VP for Student Life

OBJECTIVE                          To create a quality athletic program which promotes good sportsmanship, character development and
                                   physical fitness.
REASON(S) FOR PLAN                      Promote physical fitness and wellness, healthy active lifestyle choices
                                        Develop character and values, leadership and relational team skills with student athletes
                                        Increase opportunities to interact as a community through participation
    BUILD ON STRENGTH             *
    EASTERN EUROPE                *
    CHRISTIAN MISSION             *
    FINANCIAL MODEL               *
    INFRASTRUCTURE                *

Step                      Measurable Actions                          Timeline        Person(s)          Personnel             Expenditures
                                                                                     Responsible        Requirements
  1    Develop and implement mechanism or tools by which             2003-2004       Andrew Stave       Mark, external               0
       growth in character development, sportsmanship, physical                                           resources
       fitness may be monitored and evaluated.
  2    Increase intramural program with which to promote skill       Sept 2003       Andrew Stave         Recreation             800 LTL -
       building, sportsmanship, fitness, and to build interest and                                        assistants            honorariums
       commitment to athletic programs
  3    Set specific GPA requirements, game and practice              Sept 2003      Andrew Stave,
       standards for student athletes and teams                                    Mark Tenniswood
  4    Develop basketball/volleyball camps or work in co-operation   May 2004       Andrew Stave          NA school            1600 Lt promo
       with an organization like AIA during the summer for                                             mission trip/AIA?      cost -revenue for
       secondary school aged prospective students.                                                                              camp + dorm
  5    Initiate a Women’s Basketball team                            Sept 2004      Andrew Stave,
                                                                                   Mark Tenniswood
  6    Recruit expatriates basketball coach for men’s and women’s    Sept 2004     Mark Tenniswood       Marketing –                 0
       basketball teams with mission fit, vision. Identify the                                         advertising, initial
       qualities we would want in a coach.                                                                 contact
  7    Find a Sponsor for team uniforms                              Sept 2004       Andrew Stave       Rich Straight,

                                                                                                          LCC Strategic Plan 2003 – 2008 | Page 51
8    Develop assistant coaching positions for senior students or   Sept 2004   Andrew Stave                     3600Lt – p/t
     team captains to facilitate community communications and                                                     student
     arrangements.                                                                                              employment
9    Travel Costs to away games within country, national and       May 2005    Andrew Stave
     European championships
10   Establish a Women’s Volleyball Team                           Sept 2006
11   Develop a summer Coaching program for team                    May 2006                                      Potential
     management and staff it with professional athletes and                                                      Revenue
     coaches from Europe and NA
12   Establish a Men’s Volleyball Team                             Sept 2007

                                                                                               LCC Strategic Plan 2003 – 2008 | Page 52
DEPARTMENT – Marketing/Academics/Finance                                  PERSON MONITORING PLAN – VP for Marketing

GOAL OF PLAN                        To provide a one stop shop for all enrolment related student services
REASON(S) FOR PLAN                  To improve customer service to the students
                                    To improve efficiencies by training students to handle all routine student questions so that full time staff are
                                    not disturbed
PLAN SUCCESS CRITERIA               - Improved Student Service (one place to go, timely and accurate information and service)
                                    - Increased Administrative Efficiency
                                    - Improved accuracy and timeliness in internal institutional reporting
ACTION PLAN FIT:                    Infrastructure – efficiency increases, better service

Step                       Measurable Actions                             Timeline          Person(s)            Personnel           Expenditures
                                                                                           Responsible         Requirements
  1    Confirm use of cafeteria space for 03-04 year                    Sept 30          Ad cabinet           1 hr
  2    Decide on interim office space for service desk functions for    Sept 30          Karen(w Aiste        2 hrs
       03-04 (partial implementation)                                                    and Scott)
  3    Document all positions and tasks related to the service desk     Oct 15           Scott with Lineta    4 hrs
       within the Marketing division (admissions completed
       already, SFS to be documented
  4    Launch Service Desk Task Force                                   Oct 15           Ad Cabinet to        2 hrs
  5    Process analysis and re-design of all service desk functions     Nov 30           Task Force to        10-20 hrs
       Implementation Timeline to be finalized                          Nov 30           Task force to
  6    Service desk training manuals developed                                           Task Force to
  7    Training of student assistants                                                    Task Force to
  8    Order new equipment (phones, computers)                          August 2004      John

                                                                                                                  LCC Strategic Plan 2003 – 2008 | Page 53
9    Cafeteria renovation   July/August   John (and
                            2004          Maintenance
                                          people? )
10   Office moves           August 2004

                                                        LCC Strategic Plan 2003 – 2008 | Page 54
DEPARTMENT – Marketing                                                  PERSON MONITORING PLAN – VP for Marketing

GOAL OF PLAN                        To increase the number of students coming from outside Lithuania
REASON(S) FOR PLAN                  To achieve the board directed mandate for greater internationalization of the student body, expand the
                                    impact of the college to the larger region
PLAN SUCCESS CRITERIA               Meeting enrolment projections for international students for 04-05
ACTION PLAN FIT:                    Eastern Europe
    BUILD ON STRENGTH              Christian Mission – key strategy element will be to use Christian networks in these regions to recruit
    EASTERN EUROPE                 students and as a result better serve the churches of these regions

Step                       Measurable Actions                           Timeline         Person(s)            Personnel          Expenditures
                                                                                        Responsible         Requirements
  1    Prepare promotional piece to target international church       Aug 15          Scott & P&P          15 hrs               3500 LTL
       prospective students                                           complete
  2    Purchase laptop and projector for international travel         Aug 30          IT dept              2 hrs                9000 LTL
  3    Jon Buller Tour (separate detailed action plan available)      Aug 1-Sept      Aiste                1 FT admissions      Advertising costs
                                                                      15                                   person for one
  4    Follow up and travel based on JM/OB trip to Ukraine &          Sept 15 –       Aiste                Staff time of        Travel costs
       Belarus in June 03 (church contacts & FLEX program)            Nov 30                               Nadia and
       (separate detailed action plan available)                                                           Evaldas
  5    Fall & Break Trip to Belarus/Ukraine (separate detailed        Nov             Aiste                Planning –           Travel costs
       action plan available)                                                                              Admissions
                                                                                                           office, 10 days of
                                                                                                           travel time for
  6    Christian Youth Conference (separate detailed action plan      January         Aiste                Planning –           tbd
       available)                                                                                          Admissions
                                                                                                           participation –
                                                                                                           other LCC depts.
                                                                                                           as needed

                                                                                                              LCC Strategic Plan 2003 – 2008 | Page 55
7   Spring Break Trip to Belarus/Ukraine (see separate action   March         Aiste   Planning –           Travel Costs
    plan)                                                                             Admissions
                                                                                      office, 10 days of
                                                                                      travel time for
8   Promote SLI Scholarships for international students         Entire        Aiste   Brochure             Minimal printing
                                                                recruitment           development –        costs,
                                                                cycle                 P&P 5 hrs            10,000 LTL

                                                                                         LCC Strategic Plan 2003 – 2008 | Page 56
DEPARTMENT – Marketing                                                   PERSON MONITORING PLAN - VP for Marketing

GOAL OF PLAN                        To encourage early submission of applications by offering incentives for applying early.
                                    To encourage more application submissions by providing application fee discounts through incentives.
REASON(S) FOR PLAN                  Will allow admissions staff to measure application submission progress earlier in the admissions cycle and
                                    make any mid-course corrections earlier if submissions are not on target.
                                    Will encourage prospects who may not apply because of the financial barrier of the admissions fees to
                                    applyStudents don’t apply to LCC because of the cost of application (application fee, TOEFL). By giving
                                    opportunities for discounted application fees, some students will be more likely to apply, particularly
                                    international students. Giving discounts for earlier application will give the Admissions Department data
                                    earlier in terms of how the recruitment cycle is going.
PLAN SUCCESS CRITERIA                    - Applications submitted earlier in the cycle
                                         - More international applications
    EASTERN EUROPE                 *
    CHRISTIAN MISSION              *

Step                       Measurable Actions                             Timeline        Person(s)           Personnel         Expenditures
                                                                                        Responsible         Requirements
  1    Confirm discounts available for applying early, at application   Sept 30       Aiste                4 hrs
       parties and at ODD’s
  2    Confirm TOEFL scholarship amounts for international              Sept 30       Aiste                4 hrs
  3    Integrate discount information into admissions promotion         Oct-March     Aiste and
       and communication                                                              Admissions staff
  4    Apply application discounts                                      Jan-March     Aiste                                    8750 LTL
  5    Apply TOEFL scholarships                                         March         Aiste                                    3000 LTL

                                                                                                              LCC Strategic Plan 2003 – 2008 | Page 57
DEPARTMENT - Marketing                                                   PERSON MONITORING PLAN – VP for Marketing

GOAL OF PLAN                        To reduce the ‘sticker price shock’ when prospective students learn about tuition costs
REASON(S) FOR PLAN                  Students may be
PLAN SUCCESS CRITERIA                   - all DeFehr Scholarships are distributed
                                        - percentage of students taking government loans increases
                                        - parents take advantage of government tax discounts for tuition
                                        - implementation of financial counseling
                                        - new communications plan implemented
    EASTERN EUROPE                 *
    CHRISTIAN MISSION              *
    FINANCIAL MODEL                *
    INFRASTRUCTURE                 *

Step                      Measurable Actions                             Timeline          Person(s)           Personnel       Expenditures
                                                                                         Responsible         Requirements
  1    Evaluate current FA system                                      Sept 30         Karen (with Aiste,   5 hours
                                                                                       Scott and Lineta
  2    Research external financial resources (govt loans, tax          Oct 15          Lineta               5 hrs
       credits, etc)
  3    Re-design FA distribution to increasing leveraging              Oct 15          Scott/Lineta         10 hrs
  4    Finalize and print financial information brochure               Oct 30          Scott/Vilma          20 hrs            3500 LTL
  5    Develop financial ‘key messages’ and FAQ answers                Oct 15          Karen with staff     10 hrs
  6    Re-design presentations for ODD, etc. to include financial      Oct 30          Aiste and staff      10 hrs
       key messages
  7    Implement tele-counseling strategy to explain awards,           March-Apr       Aiste and staff      20 hrs
       application process, etc.

                                                                                                               LCC Strategic Plan 2003 – 2008 | Page 58
DEPARTMENT – Marketing                                                 PERSON MONITORING PLAN – VP for Marketing

GOAL OF PLAN                       To recruit the MBA faculty required to launch the MBA program for Fall 2004
REASON(S) FOR PLAN                 Quality faculty are necessary to effectively launch the MBA program for Fall 2004
PLAN SUCCESS CRITERIA              Finding a qualified faculty person for each MBA course
ACTION PLAN FIT:                   Build on Strength – increase the depth and quality of the Business Program

Step   Measurable Actions                                            Timeline        Person(s)            Personnel         Expenditures
                                                                                     Responsible          Requirements
  1    Finalize faculty requirements (course sequencing)             Sept 30         Bonnie/Marlene       5hrs
  2    Brainstorm and finalize recruitment plan                      Oct 15          Karen/Bonnie         2 hrs
  3    Make first contacts/name generation                           Nov 15          Bonnie               4hrs
  4    Follow up with materials/answer questions                     As required     Karen                As required
  5    Application processing complete                               3 mo prior to   Karen/Sigita         As required
  6    Preparation complete                                          1 mo prior to   Sigita               As required

                                                                                                             LCC Strategic Plan 2003 – 2008 | Page 59
DEPARTMENT – Marketing                                                  PERSON MONITORING PLAN – VP for Marketing

GOAL OF PLAN                       To automate the expatriate qualification system
REASON(S) FOR PLAN                 As a result of new marketing strategies over the last several years, the expatriate recruitment department is
                                   now receiving a high volume of inquiries. Responding to these automated inquiries is a time consuming an
                                   manual process. Automating the process will allow for recruitment staff to spend more time with qualified
                                   candidates who we would like to attract
PLAN SUCCESS CRITERIA              Automated Qualification system in Place by Nov 15.
    BUILD ON STRENGTH             Infrastructure – automating a process that is currently handled through a time consuming, manual system

Step   Measurable Actions                                             Timeline        Person(s)            Personnel            Expenditures
                                                                                      Responsible          Requirements
  1    Outline system requirements                                    Sept 15         Karen (with Sigita   5 hrs (process
                                                                                      and Rene)            mapping,
                                                                                                           repetitive tasks)
  2    Research name grabbing software                                Sept 15         Karen                3 hrs
  3    Determine web inquiry and database linkage possibilities       Sept 15         Karen                5 hrs
       with IT and/or outside consultant
  4    Write and send out RFP                                         Sept 30         Karen                2 hrs
  5    Decide whether system will be done externally or internally    Oct 15          Karen
  6    New System Implemented                                         Nov 15          Karen                                     3000 LTL (if
                                                                                      (monitoring                               outside
                                                                                      progress of IT or                         consultant used

                                                                                                               LCC Strategic Plan 2003 – 2008 | Page 60
DEPARTMENT – Marketing                                                   PERSON MONITORING PLAN – VP for Marketing

GOAL OF PLAN                        To recruit a BIT program coordinator to begin Fall 2004
REASON(S) FOR PLAN                  The BIT program is ready to be launched. Curriculum, funding and instruction is all in place. The only
                                    missing piece is the on site coordinator. Finding the coordinator will allow for the program to be launched in
                                    Fall 2004
PLAN SUCCESS CRITERIA               Program Coordinator found to begin in Fall 2004
    BUILD ON STRENGTH              Build on Strengths – adds to the depth of options within the Business major

Step   Measurable Actions                                              Timeline         Person(s)           Personnel             Expenditures
                                                                                        Responsible         Requirements
  1    Inform program developers in NA that this plan is underway      Sept 30          Marlene             2 hrs – review        Long Distance
       and gather ideas                                                                                     current plans,
                                                                                                            phone NA
  2    Develop position description and criteria for selecting         Sept 30          Bonnie (together    4 hrs – consult       Long Distance
       program coordinator                                                              with NA             with others, draw
                                                                                        developers and      up description
  3    Brainstorm recruitment strategies                               Oct 30           Karen (together     5 hrs – research,     Long Distance
                                                                                        with MW, BS and     phone calls,
                                                                                        NA developers)      emails
  4    Launch recruitment plan                                         Nov 1            Karen               2 hrs per week        Advertising and
                                                                                                            until the person is   phone calls
                                                                                                            found                 3000 LTL
  5    Person located, interviewed and offered position                Apr 1            Karen/Marlene                             Funding
  6    Person prepared logistically and academically                   July 15          Sigita/Bonnie       As required
  7    Person arrives at LCC                                           Aug 1

                                                                                                                LCC Strategic Plan 2003 – 2008 | Page 61
DEPARTMENT – Finance                                                   PERSON MONITORING PLAN - CFO

GOAL OF PLAN                       Develop a financial model at LCC that moves the college toward financial sustainability
REASON(S) FOR PLAN                 Identify elements of the financial model to be implemented
                                   Develop plan for implementation of the financial model
                                   Develop measures to monitor achievement of goal
PLAN SUCCESS CRITERIA                  1. A sound budget model incorporating the right assumptions and key operating parameters is
                                            implemented for FY 2004-2005
                                       2. Majority (90%+) of budgeted revenue sources are realized
                                       3. Expenses are managed within budgeted levels
                                       4. Cash flow deficits (unplanned/unmet) are avoided
                                       5. Tuition/financial aid packages are well-balanced and there is not an undue reliance on tuition by
                                            itself for revenue
                                       6. Enterprise development is a cultural norm and supports the model
                                       7. A payroll system based on reasonable policies supports the model
                                       8. Board participates in developing the financial model, understands it and supports it
    BUILD ON STRENGTH             *
    FINANCIAL MODEL               *
    INFRASTRUCTURE                *

Step   Measurable Actions                                            Timeline         Person(s)           Personnel           Expenditures
                                                                                      Responsible         Requirements
  1    Review/identify the key operating parameters of LCC and       Oct 2003-Feb     John, TBD           TBD                 0
       assumptions                                                   2004
  2    Revise the budget process to incorporate key assumptions      Oct 2003-Feb     John, TBD           TBD                 0
       and operating parameters and enable forecasting 1-5 years     2004
  3    Implement a robust accounting system and procedures           Oct 2003-        John, TBD           TBD                 45K Lt
                                                                     Mar 2004
  4    Evaluate the quality of the LCC revenue sources, their        Oct 2003-Feb     John, TBD           TBD                 0
       history with the college and assumptions moving forward       2004
  5    Evaluate the expense areas and the control structures in      Oct 2003-Feb     John, TBD           TBD                 0
       place, noting areas for improvement                           2004

                                                                                                              LCC Strategic Plan 2003 – 2008 | Page 62
6    Develop the ideal mix of revenue sources based on              Oct 2003-Feb   John, TBD   TBD              0
     capability of administration, quality of revenue sources and   2004
     risk assessment
7    Revisit overall assumptions and considerations for Financial   Oct 2003-Feb   John, TBD   TBD              0
     Plan (see Finance…final version); Summarize major              2004
     elements of plan
8    Revise and update donor cultivation and support process        Sept 2003      John, TBD   TBD              0
9    Initiate development office in US                              Sept 2003–     John, TBD   TBD              TBD
                                                                    Dec 2003
10   Implement endowment program and guidelines                     Oct 2003-Feb   John, TBD   TBD              0
11   Implement ST cash flow mechanism                               Mar 2004       John, TBD   TBD              0
12   Implement/revise financial reporting process                   Mar 2004       John, TBD   TBD              0
13   Present proposed plan to Board. Obtain Board input and         Mar 2004       John, TBD   TBD              0
14   Set 1 to 5 year goals to be attained, with Board.              Mar 2004       John, TBD   TBD              0
     Monitor and evaluate goals                                     Mar 2004 –     John, TBD   TBD              0
                                                                    Mar 2009

                                                                                                 LCC Strategic Plan 2003 – 2008 | Page 63
DEPARTMENT – Finance                                                       PERSON MONITORING PLAN - CFO

GOAL OF PLAN                         Realize LCC’s highest potential for self-sufficiency so that it is more independent financially and in a position
                                     that better supports financial sustainability
REASON(S) FOR PLAN                   To implement enterprise development as a culture first and then in practice
PLAN SUCCESS CRITERIA                     Improved cost management and current rev/cost models to maximize revenue.
                                          Clear incentives and motivation for implementing enterprise development present.
                                          Perceptible, positive cultural shifts concerning revenue generation among staff.
                                          Increased local revenue sources as % of overall budgeted revenues (from 50% now to 75% in
                                          Staff mix reflect enterprise development focus and skill-sets.
    FINANCIAL MODEL                 *
    INFRASTRUCTURE                  *

Step   Measurable Actions                                                Timeline         Person(s)            Personnel            Expenditures
                                                                                          Responsible          Requirements
  1    Presentation of case for enterprise development                   Mar 2004         John; Jim; Dwight    None                 0
  2    Statement of support of enterprise development by LCC             Mar 2004         LCC Board            None                 0
  3    Approval of initial enterprise development policy and budget      Aug 2004         John; Ad Cab         None                 0
       procedure by Ad Cabinet
  4    Rev/expense models developed for existing internal                Aug-Nov          John                 Finance Staff: 80    0
       enterprises                                                       2004                                  hours
  5    Assess if additional volunteer and/or paid staff skill-sets are   Nov 2004         Ad Cab               None                 0
       needed locally to support ED
  6    Draft budget for 2005-2006 reflects enterprise development        Dec 2004         Ad Cab               None                 0
       rationale and initiatives
  7    Staffing need for ED skill-sets are met                           May 2005         HR; Expat            TBD in Dec 2004      0
                                                                                          Recruitment          budgeting

                                                                                                                   LCC Strategic Plan 2003 – 2008 | Page 64
DEPARTMENT – Finance                                                 PERSON MONITORING PLAN – CFO

GOAL OF PLAN                      Avoid short-term cash shortfalls which disrupt operations and stability of LCC
REASON(S) FOR PLAN                Develop steps to identify and implement ST cash flow mechanism
PLAN SUCCESS CRITERIA                 Cash flow deficits up to 200K LT due to revenues timing issues or minor revenue shortfalls are
                                          readily met by ST funds, avoiding unplanned action by LCC Board or Ad Cab
                                      Positive morale among staff is maintained (ST Cash Flows are invisible except by a limited few)
    FINANCIAL MODEL              *
    INFRASTRUCTURE               *

Step   Measurable Actions                                           Timeline       Person(s)          Personnel           Expenditures
                                                                                   Responsible        Requirements
  1    Assess projected 2003-2004 periods of ST cash deficits due   Sept 2003      John, Fin Office   40 hours
       to timing issues to ID amount and length of deficits
  2    ID alternate ST Cash flow mechanisms                         Sept 2003      John               40 hours
  3    Ideas for mechanisms raised with Finance Committee           Sept 2003      John               4 hours
  4    Discussion and selection of mechanism at September Board     Sept 2003      John, FC           6 hours
  5    Implementation of ST Cash flow mechanism                     October 2003   John               8 hours

                                                                                                          LCC Strategic Plan 2003 – 2008 | Page 65
DEPARTMENT – Finance                                                   PERSON MONITORING PLAN - CFO

GOAL OF PLAN                        Optimize external usage of Michealsen centras’ (MC) to maximize its revenue generation
REASON(S) FOR PLAN                  Realize an important revenue source for funding operations, mainly to offset MC operating expenses and to
                                    develop maximum awareness of LCC both in terms of the quality of its facilities and as a university
PLAN SUCCESS CRITERIA                   1. MC operating expenses (facility overhead and event) are fully met by MC rental and fee revenues
                                        2. LCC establishes a base of sponsors for funding both MC and LCC
                                        3. MC is viewed locally and even regionally as offering high-quality fitness/athletic, acoustical and
                                            conference/banquet facilities
                                        4. LCC is recognized locally and regionally for the quality and wide-range of music performances,
                                            sports events, conferences and cultural offerings
    BUILD ON STRENGTH              *
    EASTERN EUROPE                 *
    CHRISTIAN MISSION              *
    FINANCIAL MODEL                *
    INFRASTRUCTURE                 *

Step   Measurable Actions                                            Timeline        Person(s)           Personnel           Expenditures
                                                                                     Responsible         Requirements
  1    Develop target list of sponsors                               Sept 2003       John, Marija S.,    J: 4                0
                                                                                     Scott               M: 8
                                                                                                         Marketing: 8
  2    Summarize sponsorship benefits that can be sold to            Sept-Oct        John, Marija S.     J: 4                0
       potential sponsors as packages                                2003                                M: 4
  3    Develop promotional materials, including a sponsorship        Sept-Oct        John, Vilma,        J: 12               3000 Lt
       brochure and promotion items for informing potential          2003            Marija S.           M: 12
       sponsors                                                                                          P&P:12
  4    Clarify sponsorship/contract regulations in Lithuania with    Sept 2003       John                J:3                 200 Lt
  5    Develop sponsorship agreement                                 Sept 2003       John/Business       12 hours            0
                                                                                     Office, Marija S.
  6    Use MC dedication event to introduce MC and LCC to key        Sept 2003       John, Marija S.     J: 32               0
       potential sponsors                                                                                M: 32
  7    Follow-up contact with potential sponsors from dedication     Oct 2003        Marija S., MC       40 hours            0

                                                                                                             LCC Strategic Plan 2003 – 2008 | Page 66
8    Secure sponsorship commitments in form of agreement          Oct-Nov    Marija S., MC                          0
                                                                  2003       team,
9    Develop 1 yr plan to develop sponsors for MC to include:     Aug-Nov    John/Business        80 hours          TBD
     new sponsor cultivation and harvesting; sponsor benefits     2003       Office, Marija S.,                     (sponsored)
     package (develop package of offerings to “sell” and                     Dave Rhodes,
     design/purchase promo items); ongoing advertising of MC;                Scott
     event costing and marketing as concerns sponsors of key
     events; training/coordination of LCC staff concerning
     marketing approach; event evaluation procedure to evaluate
     sponsor value impact
10   Assess effectiveness of LCC sponsorship process and staff    Nov 2004   John/Business        20 hours          0
     approach (i.e. Overall system)                                          Office, Marija S.,
                                                                             Dave Rhodes,
11   1 year Sponsor Recognition event                             Dec 2004   TBD                  TBD               TBD

                                                                                                     LCC Strategic Plan 2003 – 2008 | Page 67
DEPARTMENT – Facilities                                                 PERSON MONITORING PLAN - CFO

GOAL OF PLAN                        Implement preventive maintenance (PM) system in LCC facilities
REASON(S) FOR PLAN                  Better plan spending on facilities upkeep so maintenance budget is accurate
                                    Ensure longest life of facilities and mechanical equipment
                                    Better plan ongoing maintenance schedule, putting effort where most needed

PLAN SUCCESS CRITERIA                   1.   No maintenance budget surprises beginning with year 2004-2005
                                        2.   Recurring maintenance expense is at or below average of 3 years prior to 2004-2005 year
                                        3.   Well-maintained facilities both on paper and visibly to LCC staff, students and Board
                                        4.   Utilities costs are below average of 3 years prior to 2005-2006
                                        5.   Preventive maintenance system feeds cost data to accounting/campus database
    FINANCIAL MODEL                *
    INFRASTRUCTURE                 *

Step   Measurable Actions                                             Timeline        Person(s)           Personnel          Expenditures
                                                                                      Responsible         Requirements
  1    Develop initial requirements and goals of PM procedures        Sept 2003       John, Nerijus       J: 4               0
                                                                                                          N: 12
  2    Develop detailed PM system requirements                        Sept-Oct        Nerijus             N: 32              0
  3    Identify and evaluate suitable software solutions              Oct 2003        John, Nerijus,      J: 4               0
                                                                                      Arvydas, Sigitas    N: 12
                                                                                                          A/S: 4
  4    Acquire and install software and hardware                      Oct 2003        Nerijus, Gregg B.   N: 4               5100 Lt
                                                                                                          G: 4
  5    Develop preventive maintenance procedures and                  Sept-Nov        John, Nerijus,      J: 8               0
       equipment/facilities data                                      2003            Arvydas, Sigitas    N: 60
                                                                                                          A/S: 60
  6    Train staff on use                                             Nov 2003        Nerijus, Arvydas,   40 hours           0

                                                                                                             LCC Strategic Plan 2003 – 2008 | Page 68
7   Begin use of PM program with staff                           Nov 2003      Nerijus, Arvydas,   Milestone         0
8   Perform quarterly report to assess effectiveness of system   Feb 2004      John, Nerijus,      As required       O
    and staff assignments                                        and each      Arvydas, Sigitas
9   Evaluate procedures and system at end of 1 year and in       Nov 2004,     John, Nerijus,      As required       0
    August 2005                                                  August 2005   Arvydas, Sigitas

                                                                                                      LCC Strategic Plan 2003 – 2008 | Page 69
DEPARTMENT – Facilities                                             PERSON MONITORING PLAN – John

GOAL OF PLAN                     Efficient and timely use of space for internal needs and external requests that can
REASON(S) FOR PLAN               Ensure effective process for meeting space requests and needs, to maximize and optimize the use of LCC
PLAN SUCCESS CRITERIA                  Program and external space requests are handled ongoing efficiently by uncomplicated procedure
                                       Planning for internal use of campus space is timely and effective
                                       External customer needs are handled efficiently
                                       LCC external space revenue is measurable
    FINANCIAL MODEL             *
    INFRASTRUCTURE              *

Step   Measurable Actions                                         Timeline       Person(s)           Personnel          Expenditures
                                                                                 Responsible         Requirements
  1    Assessment of space planning system requirements;          Sept-Oct       Nerijus, John,      50 hrs total:
       potential purchase of interim system                       2003           Mel                 10 John
                                                                                                     10 Mel
                                                                                                     30 Nerijus
  2    Discussion of space planning system requirements           Nov 2003       Ad Cab              2 hours
  3    Development of space use policy and procedure              Nov 2003       John, Mel,          N – 6,
                                                                                 Nerijus             J – 4,
  4    Discuss and approve policy and procedure, and how to       Dec 2003       Ad Cab              2 hours
       measure success
  5    Obtain or construct and implement space management         Jan 2004       Nerijus, John       40 hours           1000 USD
  6    Update policy and procedure                                Jan 2004       Nerijus, Ad Cab     6 hours
  7    Evaluate space use policy and procedure success            April 2004     Ad Cab, Nerijus     4 hours

                                                                                                         LCC Strategic Plan 2003 – 2008 | Page 70
DEPARTMENT – Facilities, Student Life                                    PERSON MONITORING PLAN – CFO, VP Student Life

GOAL OF PLAN                         Provide a short-term alternative(s) to students who do not reside locally when their housing needs cannot be
                                     met by the dorm, until construction of dorm facilities is complete
REASON(S) FOR PLAN                   Define process to help meet housing needs when the dorm is full
                                     Outline interim steps until LCC dorm facilities are completed
PLAN SUCCESS CRITERIA                    1. Students who have been accepted at LCC beginning Fall 2004 will have 1 or more housing options
                                              available to them and will not turn down admission simply because of lack of available housing
                                         2. Housing options are matched and offered to students based on financial resources, and level of
                                              personal maturity and responsibility
                                         3. System for taking housing options (including dorm) is fair and efficent
                                         4. Housing is offered that basic standards of safety and cleanliness and is located a convenient
                                              distance from LCC

    BUILD ON STRENGTH               *
    EASTERN EUROPE                  *
    CHRISTIAN MISSION               *
    FINANCIAL MODEL                 *
    INFRASTRUCTURE                  *

Step                        Measurable Actions                           Timeline         Person(s)            Personnel            Expenditures
                                                                                         Responsible         Requirements
  1     Develop projections of student needs vs. existing dorm         Oct 2003        Scott                6 hours             0
  2     Establish student-level and institutional-level requirements   Oct 2003 -      John, Mel, Jim       9                   0
        for alternative housing (personal/situational issues,          Nov 2004
        transportation/location, legal, financial, staff)
  3     Brainstorm possible configurations/arrangements in             Nov 2003 -      John, Mel, Jim       6                   0
        community                                                      Jan 2004
  4     Identify alternative housing options for 2004-2005 (e.g.       Dec 2003 –      John, Mel            16                  0
        locate alternative apartment space)                            Feb 2004
  5     Develop cost of various alternatives over 10 years             Feb 2004        John                 4                   0
  6     Review options/plans with LCC Board and/or Building            Mar 2004        John, Mel, Jim       12                  0
        Committee to synchronize plans and options

                                                                                                                 LCC Strategic Plan 2003 – 2008 | Page 71
7    Develop agreement(s), get legal review, and sign                Apr 2004     John               16                  400 Lt
     agreements 2004-2005 and possibly beyond
8    Develop/update housing application process                      Jan 2004 –   John, Mel, Karen   24                  0
                                                                     Mar 2004
9    Update admissions process with housing options, including       Feb 2004 –   Mel, Karen         12                  TBD
     materials                                                       Mar 2004
10   Review effectiveness of housing facilities as well as housing   Apr 2003-    John, Mel, Jim,    8                   0
     request/assigment process                                       Mar 2004     Karen
11   Update agreements and develop new housing agreements            Apr 2004 -   John               8                   0
     for 2005 and beyond                                             TBD
12   Continue discussion with Board and/or Building Committee        Apr 2004 -   John, Mel, Jim     8                   0
     on options and timing of more permanent facilities              TBD

                                                                                                          LCC Strategic Plan 2003 – 2008 | Page 72
DEPARTMENT – Finance                                         PERSON MONITORING PLAN - CFO

GOAL OF PLAN             Enable more efficient business processes through better integration of LCC functions and/or data through
                         implementation of a campus-wide integrated database system.
REASON(S) FOR PLAN            Provide for sharing of key data across the organization for more timely and informed decision-
                              Improve student-related process and services (Registration, transcript, financial aid, admissions,
                                payment, student-life)
                              Improve accuracy of all student-related records
                              Provide integrated financial data across the enterprise
                              Improve service levels provided to LCC students, faculty and staff from a business perspective

PLAN SUCCESS CRITERIA        1. Key enterprise information (student, staff, academic, financial) is available almost anywhere and
                                anytime by authorized users
                             2. Key enterprise information is more accurate and current (financial, admissions, academic, personal)
                                and more easily maintained
                             3. Students are better serviced by more effective processes that support timeliness and accuracy (e.g.
                                course registration, transcripts, application processing, account updating) and help to provide a
                                more positive experience at LCC
                             4. LCC student records have a lifecycle which is life-long and maintained in one location going forward
                             5. Work efforts are not duplicated between departments and/or functions are not delayed because of
                                less efficient manual efforts in their or other departments that can be automated and/or processes
                                consolidated using the database system
                             6. Accurate and current enterprise data supports better financial management and more timely
                                decision-making; fuller tuition revenues are realized, collections is more timely, statements and
                                financial reports are more accurate
    EASTERN EUROPE      *

                                                                                                   LCC Strategic Plan 2003 – 2008 | Page 73
Step                      Measurable Actions                           Timeline         Person(s)       Personnel          Expenditures
                                                                                       Responsible    Requirements
 1     Provide project planning and definition plan and initial    Aug 2002          John            12 hours
       project estimates
 2     Provide initial cost estimates                              Aug 2002          John            4
 3     ID sources of project funding                               Aug 2002 – Oct    Jim             24
 4     ID as-is high-level requirements                            Nov 2002 - Oct    John            40
 5     Develop summary of features from other systems              Feb 2003 - Oct    John            24
 6     Discuss high-level reqs and also, the potential suggested   Oct 2003          John, Ad Cab    8
       by other systems
 7     ID opportunities for business-process improvement           Oct 2003          John, Ad Cab    12
 8     Define project roles and responsibilities. ID analysts to   Oct 2003          John, Ad Cab    10
       provide input, sign-off.
 9     Perform business-process definition, revise high-level      Oct 2003          John, TBD       TBD
10     Establish and agree on scope of project and priority of     Oct 2003          John, Ad Cab    6
11     Engage development group, establish                         Sept 2003 – Oct   John, DevGrp,   4
       design/development and communication process                2003              TBD
12     Discuss and select system architecture                      Sept 2003 – Oct   John, DevGrp,   16
                                                                   2003              TBD
13     Update project cost estimates and schedule of delivery,     Oct 2003 - Nov    John, DevGrp,   24
       complete detailed project plan                              2003              TBD
14     Key detail-level requirements completed                     Oct 2003 – Feb    John, DevGrp,   TBD
                                                                   2004              TBD
15     Evaluate external component packages                        July 2003 - Oct   John, DevGrp,   12
                                                                   2003              TBD
16     Selection of development environment and GUI, server,       Oct 2003          John, DevGrp,   16
       and database technology                                                       TBD
17     Acquire and install development components/environment      Oct 2003          John, DevGrp,   16                   TBD
18     Develop and test initial data model and GUI designs         Oct 2003 – Nov    John, DevGrp,   60
                                                                   2003              TBD
19     Delivery, review and approval of initial GUI and database   Nov 2003 – Dec    John, DevGrp,   8

                                                                                                         LCC Strategic Plan 2003 – 2008 | Page 74
     designs                                                2003              Ad Cab
20   System architecture updated                            Dec 2003          John, DevGrp    8
21   Key test plans and test cases developed and approved   Nov 2003 – Feb    John, DevGrp,   TBD
                                                            2004              TBD
22   Functional prototyping and delivery                    Oct 2003 – Sept   DevGrp          TBD               TBD
23   Stress/performance testing checks                      Nov 2003 - Sept   John, TBD       TBD
24   Integration and system testing completed               Sept 2004         John, TBD       TBD
25   User-acceptance testing and sign-off                   Oct 2004          John, TBD       TBD
26   Maintenance procedures established                     Sept 2004         John, TBD       TBD

                                                                                               LCC Strategic Plan 2003 – 2008 | Page 75
DEPARTMENT – President’s Office                                             PERSON MONITORING PLAN – President

GOAL OF PLAN                            Establish a long-term development program to increase giving to capital projects, financial aid, endowment,
                                        and operations.
REASON(S) FOR PLAN                      Broaden the base of financial support to make LCC less vulnerable to economic changes and enhance
                                        program quality.
PLAN SUCCESS CRITERIA                   Return of annual 4 to 1 on investment by the end of year three.
    BREADTH VS DEPTH                   *
    EASTERN EUROPE                     *
    CHRISTIAN MISSION                  *
    FINANCIAL MODEL                    *
    INFRASTRUCTURE                     *

Step         Measurable Actions                                        Timeline            Person(S)             Expenditures
1.           Vision Description                                           July 11, 03              JM
2.           Three-year Budget Projection                                 July 11, 03              JM
3.           Funding Commitment                                          August 1, 03              JM
4.           Selection of Director                                         Sept, 03             JM-SBG
5.           Three-year Strategic Plan Design                               Oct 03             JM/Dir/SBG
6.           Consultation on Strategic Plan                                 Oct 03               JM/Dir
7.                                                                                                                         Cost: $97,500

    Santa Barbara Group

                                                                                                                  LCC Strategic Plan 2003 – 2008 | Page 76

DEPARTMENT – President’s Office                                              PERSON MONITORING PLAN - President

GOAL OF PLAN                            Campus Entrance
REASON(S) FOR PLAN                      Complete entrance to campus in line with Master Plan in order to identify LCC
PLAN SUCCESS CRITERIA                   Designed, city approved, funded, constructed
    INFRASTRUCTURE                     Master Plan

Step    Measurable Actions                                        Timeline                Person(s)           Personnel         Expenditures
                                                                                          Responsible         Requirements
  1     Board Action                                                     Sept 03                JM                       0
  2     City approval for right-a-way                                    Nov 03                JM/JB                     0
  3     Design                                                           Dec 03                Algys                     0
  4     Cost                                                             Dec 03                JB/JM                     0
  5     Fundraising                                                     Fall 2003               JM                       0
  6     Construction Drawings                                         January 2004             Algys                     0
  7     City Approval                                                   April 2004             Algys                     0
  8     Construction Begins                                             May 2004                 ?                      1.0           LTL 15,000
  9     Completion                                                    August 2004
 10     Purchase of right-a-way                                                                                                      LTL 160,000

                                                                                                                  LCC Strategic Plan 2003 – 2008 | Page 77

DEPARTMENT – President’s Office                                      PERSON MONITORING PLAN - President

GOAL OF PLAN                      To design, fund, and construct a residence for at least 100 students
REASON(S) FOR PLAN                    1. To meet the residence requirements of increased students from Eastern Europe (nearly all
                                          residence students) and LCC’s SALT program
                                      2. To matriculate a greater number and percentage of church-related students
                                      3. To increase the number and percentage of residence students who will experience student life
PLAN SUCCESS CRITERIA                 1. Capacity of at least 100 students and
                                      2. Available for occupancy by August 2005
   BUILD ON STRENGTH              *
   EASTERN EUROPE                 *
  CHRISTIAN MISSION               *
  FINANCIAL MODEL                 *
  INFRASTRUCTURE                  *

Step    Measurable Actions                                         Timeline        Person(s)           Personnel          Expenditures
                                                                                   Responsible         Requirements
  1     Design                                                        Nov 03             Algys
  2     Estimate                                                      Dec 03         Building Com             1.0
  3     Fundraising                                                    03-04              JM
  4     Construction Drawings                                        1-04/4-04           Algys
  5     City Approvals                                                Apr 04             Algys
  6     Construction                                                 6-04/7-05       Building Com             1.0             LTL 6,000,000
  7     Inspection                                                   August 05        Contractors
  8     Occupancy                                                    August 05

                                                                                                          LCC Strategic Plan 2003 – 2008 | Page 78
Enrollment Projections

    An enrollment model was constructed for strategic planning activities in order to provide student
    numbers data for revenue, staffing and facilities needs. The model used was based on the
    following assumptions:
         1. The desired Lithuanian/international student body breakdown is 60% Lithuanian, 40%
         2. The number of Lithuanian students on campus should not decrease as LCC moves
            towards the 60/40 goal.
         3. A student fall-to-fall retention rate of 95%
         4. Student FTE (full-time-equivalency) is estimated at 90% of headcount except for the
            first-year class which is estimated at 97% of headcount.
         5. A 5% non-graduation rate (seniors who return for coursework in their fifth year)

 ENROLLMENT BY YEAR: 2003 – 2010

  Table 1: Student headcount
Year             2002-03     2003-04    2004-05    2005-06    2006-07    2007-08    2008-09    2009-10
New students       138         127       145         160        175        190        205        205
College I           18          15        14          16         18        19         21          23
College II         156         148       135         151        167        183        199        215
College III         87         148       141         128        143        159        174        189
College IV          92          87       145         141        129        143        158        173
Alumni              34           0
Others               2           0
TOTAL              527         526       580         596        632        694        757        804

Study Abroad        8           25        29          30         32        35         38          40
GRAND TOTAL        535         551       609         626        664        728        794        844

  TABLE 2: Student FTE
Year               2002-03    2003-04    2004-05    2005-06    2006-07    2007-08    2008-09    2009-10
New students        135.6      123.2      140.7      155.2      169.8      184.3      198.9      198.9
College I            15.0       13.5       12.6       14.4       15.8       17.3       18.8       20.3
College II          138.0      133.4      121.4      135.9      150.4      164.7      178.9      193.1
College III          83.2      133.4      126.7      115.3      129.1      142.9      156.4      170.0
College IV           81.8       78.5      130.6      126.9      115.9      128.5      142.2      155.7
Alumni                7.6        0.0
Others                0.2        0.0
TOTAL               461.4      482.0      532.0      547.7      581.1      637.7      695.2      738.0

Study Abroad         7.4        23.0       26.7       27.4       29.1       31.9       34.8       37.0
GRAND TOTAL         468.8      505.0      558.7      575.1      610.1      669.6      730.0      775.0

                                                        Page 79 | LCC Strategic Plan 2003 – 2008

     Students By Region
Year             2002-03         2003-04         2004-05      2005-06         2006-07        2007-08      2008-09      2009-10
LT               88.2% 472 84.5% 465 78.2% 476 72.2%                  452    66.2% 440 58.2% 424 54.2% 431 50.2% 424
E. Europe        4.9%     26     7.0%    39   13.0%    79    19.0%    119    25.0% 166 31.0% 226 33.0% 262 35.0% 295
C. Europe        4.5%     24     4.0%    22   4.0%     24    4.0%     25      4.0%    27    6.0%     44   8.0%   64    10.0%    84
W. Europe        0.2%     1      0.0%     0            0               0              0              0             0            0
Other            0.7%     4      0.0%     0            0               0              0              0             0            0
Study Abroad     1.5%     8      4.5%    25   4.8%     29    4.8%     30      4.8%    32    4.8%     35   4.8%   38    4.8%     40
TOTAL           100.0% 535 100.0% 551 100.0% 609 100.0% 626 100.0% 664 100.0% 728 100.0% 794 100.0% 844

     International/Lithuanian Students by Class
 Year                     2002-03        2003-04      2004-05       2005-06      2006-07       2007-08      2008-09     2009-10
 FR LT                      119            107          110           110          110           110          110         110
 FR INTL                     19             20          35            50           65             80           95          95
 CI-LT                       16             13          12            12           12             12           12          12
 CI-INTL                      2              2           2             4            6              7            9          10
 C2-LT                      142            128          114           116          116           116          116         116
 C2-INTL                     14             20          21            35           51             67           83          99
 C3-LT                       76            135          122           108          110           110          110         110
 C3-INTL                     11             13          19            20           34             49           64          79
 C4-LT                       84             76          132           122          109           110          110         110
 C4-INTL                      8             11          13            19           20             33           48          63
 Alumni                      34
 Other                        2
 TOTAL                      527            526          580            596         632           694          757         804
 LT                         437            460          490            469         457           458          458         458
 INTL                        54             66          90             128         175           236          298         346
 LT %                     82.92%         87.44%       84.45%         78.59%      72.32%        66.04%       60.60%      57.02%
 INTL %                   10.25%         12.56%       15.55%         21.41%      27.68%        33.96%       39.40%      42.98%

     Residential/Commuter Student Breakdown
 Year                     2002-03        2003-04      2004-05       2005-06      2006-07       2007-08      2008-09     2009-10
 Lithuanian                 117            115          122           117          114           115          115         115
 International               45             63          86            121          166           224          283         328
 Study Abroad                 8             25          29            30           32             35           38          40
 TOTAL Dorm                 170            203          237           268          312           373          436         483

 TOTAL Commuter                365         348         372            358            352           355       359          361

     Current Student Breakdown By Major/Minor (2002-2003)
 Program       Business        English     Theology     Psychology          Sociology       Studies       Undeclared       Total
 Major           248             65           4             52                 13              n/a           153            535
 Minor            73             68           12           120                 46               2            214            535

LCC Strategic Plan 2003 – 2008 | Page 80
Academic Program Additions and Changes
                                                   2003-2004               2004-2005                2005-2006
                                           A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J

Psychology - Program Recognition
Psychology - Notification of Recognition

Sociology - Program Recognition
Sociology - Notification of Recognition

Business Administration - Accreditation
Business Administration - Site Visit

English - Accreditation (?)
English - Site Visit (?)

Theology - Accreditation (?)
Theology - Site Visit (?)

Core Curriculum - Review
Core Curriculum - Revisions implemented

MBA - Program Recognition
MBA - Program Begins

MA in TESOL - Program Recognition
MA in TESOL - Program Begins

                                                                                               LCC Strategic Plan 2003 – 2008 | Page 81
                                                         2003-2004               2004-2005                2005-2006
                                                 A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J

11th Grade Program Development
11th Grade Program Begins

TOEFL-on-the-Road Development
TOEFL-on-the-Road Begins

Intensive English Program (off-site)
Intensive English Program (off-site)

Regional Language Teachers' Conference
Regional Language Teachers' Conference

BIT - Program Development
BIT - Program Begins

EU - Strategy Development
EU - Strategy Implementation

Professional Development

Library Resources

Study Abroad

Faculty Recruitment - former expat network
Faculty Recruitment - refined overall strategy

                                                                                                     LCC Strategic Plan 2003 – 2008 | Page 82
External Funding Requirements
                     2003-2004 2004-2005 2005-2006 2006-2007 2007-2008        Total

Unrestricted Funds     123,950    123,950     123,950   123,950     123,950   619,750
DeFehr Foundation      168,000    168,000     168,000   168,000     168,000   840,000
Endowment              210,000    210,000     210,000   210,000     210,000 1,050,000
Donations Lt            10,000     20,000      30,000    40,000      50,000   150,000
Equipment              100,000    100,000     100,000   100,000     100,000   500,000
Financial Aid           45,000    100,000     150,000   200,000     200,000   695,000
Facilities                         75,000   2,000,000 1,800,000   2,000,000 5,875,000
Total                  656,950    796,950   2,781,950 2,641,950   2,851,950 9,729,750

Facilities Plan

                                                    LCC Strategic Plan 2003 – 2008 | Page 83
Common Institutional Key Performance Indicators (KPI’s)
Admissions                            Academic Program                           Compensation
Full-time first-time students         # major programs                           Faculty Salaries
Applications                          # minor programs                           Salary pool %
Acceptances                           By Program                                 % Increase (average, annual for
Acceptance Rate                       Cost per major                             Average salary, all ranks
Matriculations                        Cost per FTE                               Average salary, professors
Matriculation Rate                    Credits required for graduation            Average salaries, associate professors
Transfer students                     Credits required for major                 Average salaries, assistant professors
Applications                          Academic Resources                         All-ranks average as % of comparative
Acceptances                           Total faculty (count)                      Staff Salaries
Acceptance Rate                       Full-time faculty (count)                  Salary pool %
Matriculations                        Part-time faculty (count)                  % increase (average, annual)
Matriculation Rate                    Part-time FTE                              Voluntary Support
Student Quality                       FTE Faculty (total)                        Participation
Frosh TOEFL scores                    Tenure proportion (Full time)              % alumni participation
Frosh % in top 25% of class           % holding terminal degree (full-time)      % parent participation
Market                                Student: faculty ratios                    Average gift for current operations
Geographic distribution of students   FTE Students: FTE Faculty                  Alumni
% international                       FT Students: FT Faculty                    Parent
% by region                           Advisees: Faculty member                   Board
# of countries represented            % courses taught                           Others
Effectiveness                         by full-time faculty                       % gifts < $5000
Operating expenditures, excluding     by adjunct/pt faculty                      Total gifts
computing, per applicant
Operating expenditures, excluding     instructional expense per FTE              Total (all categories)
computing, per enrollee
Paid staff FTE :100 applicants        Total faculty compensation as % of         Annual fund
Paid staff FTE:100 enrollees          operating expense                          Effectiveness
Enrollment & Retention                total educational technology expense       $s raised / $ cost
Retention                             Institutional Support                      Endowment ($ millions)
Overall Retention Rate                Total staff (count)                        Total Endowment - End of FY
Freshmen Cohort Retention Rate        Full-time staff (count)                    Endowment MV per FTE student
Returning after sophomore year        Part-time staff (count)                    Total return
Returning after junior year           Student: staff ratio                       Utilization rate (formula)
Retention by program                  Total staff compensation as % of total     Utilization rate (based on beginning MV)
                                      operating expense                          ("payout")
Retention of undeclared students      Plant                                      Debt ($ millions)
Graduation Rate                       Total space (sq. meters)                   Total debt service principal outstanding
Graduation rate -- after 4 years      Average age of plant                       Actual annual debt service
Graduation rate -- after 5 years      Operating cost per sq. meter               Average interest rate
Graduation rate -- after 6 years      Maintenance cost sq. meter                 Debt:FTE
Graduation rate -- after 10 years     Energy cost per sq. meter                  Expendable resources: debt ratio
Headcount                             Sq. meter : staff                          Total resources: debt ratio
Freshmen                              Hectares: grounds staff                    Finances
Upper class                           Maintenance backlog as percent of total    Net revenue (unrestricted)
                                      replacement value of plant
Total                                 Tuition and Financial Aid                  Operating margin %
FTE Equivalent Enrollment             Tuition and Fees                           Operating budget
Statistic                             Tuition rate                               Revenue source contribution ratios
People Characteristics                % increase                                 Tuition & fees as % of total revenue
Demographics                          Room                                       Gifts as % of total revenue
Students                              Rate (standard room)                       Investment income as % of total revenue
Percent by Gender                     % increase                                 Auxiliary enterprises income as % of total
Percent International                 Price                                      Expense ratios
Percent by Region                     Price (Tuition, Fees, Room and Board)      Instruction + Research as % of total
                                                                                 operating expense
Faculty                               % increase                                 Academic Support as % of total operating
Percent by Gender                     Cost of Attendance (Tuition, fees, room,   Student Services as % of total expense
Percent by Home Country               board, other expenses)                     Institutional Support as % of total
                                                                                 operating expense
Percent by age grouping               Cost of attendance                         Facilities Operation & Maintenance % of
                                                                                 total operating expense
Percent by rank                       % increase                                 Auxiliaries as % of total operating
Staff                                 Discount Rates                             Depreciation as % of total operating
Percent by Gender                     Tuition discount rate                      Total financial resources:FTE
Percent by Home Country               Price discount rate                        Unrestricted financial resources as % total
                                                                                 financial resources
Board of Trustees                     Institutional aid ($)                      Expendable resources: operations
Percent by Gender                     Scholarships                               Capital expense: operations %
Percent by Home Country               Need-based aid
Percent Alumni                        % students working on campus

LCC Strategic Plan 2003 – 2008 | Page 84
See following pages (or additional computer file) for budgets.

                                                          LCC Strategic Plan 2003 – 2008 | Page 85

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