Strategic Plan

In Montibus, Ex Montibus, Pro MontibusIn the Mountains, Of the Mountains, For the Mountains 

Since its inception, Lees-McRae has been a place of growth and opportunity. We recognize that to live up to our mission, embody our motto, and meet the needs of our students, we must be ready to stretch. In the next decade, we will build upon the legacy to create a physical and academic environment where experiential learning can thrive, and students are empowered to craft their own future on their terms.

At Lees-McRae, our values, programs, and location unite into one vision and an educational experience unlike any other in the country. Our new strategic goals, made possible through extensive renovations to campus facilities, will be the catalyst for even greater things to come.

With focus, courage, and resilience as their hallmarks, all campus stakeholders worked to identify and map key areas of emphasis. What emerged from the process were five Core Strategies and the corresponding Priority Initiatives to guide the work of administrative and academic leaders. The strategic plan—INEXPRO 2030—provides a calculated framework to define the institutional direction and critical action items for the next decade.

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OUR MISSION

Lees-McRae College educates and inspires students to approach life and work from a creative, collaborative, and critical perspective in preparation for diverse careers and environments.

OUR VALUES
OUR VALUES

KNOWLEDGE

We teach students what they need to succeed and nurture the curiosity required for a life of learning.

OPPORTUNITY

We provide for personal and professional growth and the ability to reach one’s greatest potential.

EXPERIENCE

We ground our education in active and hands-on learning in and outside of the classroom.

COMMUNITY

We encourage our students to serve others and develop a support network throughout their lives.

DIVERSITY

We celebrate the differences in background of our campus community and the world around us.

INTEGRITY

We expect students and employees to be honest in their behavior and consistent in their actions.

FLEXIBILITY

We adjust to new circumstances and understand the importance of being open to change.

EXCELLENCE

We inspire students and employees to strive for greatness in all they do.

OUR VISION

Lees-McRae College will be a vibrant, future-focused institution, guided by its distinctiveness and committed to excellence as we focus on the student experience and serve our community. The college will be an institution of choice recognized for experiential learning, promoting lifelong education, inspiring meaningful interactions, and thriving with purpose.

Core Strategy I: FINANCIAL VITALITY

To manage its resources strategically and responsibly, the college will assess and communicate its financial health. The college will use tools and processes to assist the college's leaders in guiding, managing, and leading those efforts that positively impact the college, and develop and implement a strategic operational and capital budget.

Core Strategy I: FINANCIAL VITALITY

To manage its resources strategically and responsibly, the college will assess and communicate its financial health. The college will use tools and processes to assist the college's leaders in guiding, managing, and leading those efforts that positively impact the college, and develop and implement a strategic operational and capital budget.

Core Strategy II: STUDENT EXPERIENCE

To demonstrate fidelity to its mission, the college will focus its resources and work on the education of its students. The student experience will be the foundation for the college’s development and alignment of programs and processes, all aiming to enhance student success, learning, and development.

Core Strategy II: STUDENT EXPERIENCE

To demonstrate fidelity to its mission, the college will focus its resources and work on the education of its students. The student experience will be the foundation for the college’s development and alignment of programs and processes, all aiming to enhance student success, learning, and development.

Core Strategy III: DISTINCTIVENESS

To establish its distinctiveness and to differentiate from other institutions, the college will focus upon its experiential learning history, its location, and its niche. The institution’s history, location, and uniqueness will be a primary focus for determining and creating a quality, focused set of programs that will attract and retain students.

Core Strategy III: DISTINCTIVENESS

To establish its distinctiveness and to differentiate from other institutions, the college will focus upon its experiential learning history, its location, and its niche. The institution’s history, location, and uniqueness will be a primary focus for determining and creating a quality, focused set of programs that will attract and retain students.

Core Strategy IV: RESPONSIBLE COMMUNITY

To educate its students and be part of a vibrant citizenry, the college will exemplify stewardship, accountability, and concern. The institution will model a responsible community, creating intentional and meaningful connections with its students, faculty, and staff, and serving as a strong citizen and steward through service and outreach.

Core Strategy IV: RESPONSIBLE COMMUNITY

To educate its students and be part of a vibrant citizenry, the college will exemplify stewardship, accountability, and concern. The institution will model a responsible community, creating intentional and meaningful connections with its students, faculty, and staff, and serving as a strong citizen and steward through service and outreach.

Core Strategy V: EXCELLENCE

To live up to its storied history and to create a vibrant future, all members of the college community will resolve to strive for excellence in all they do. All employees will strive for excellence in their work, upholding shared values, as they serve student needs and accomplish the institution’s mission and priorities.

Core Strategy V: EXCELLENCE

To live up to its storied history and to create a vibrant future, all members of the college community will resolve to strive for excellence in all they do. All employees will strive for excellence in their work, upholding shared values, as they serve student needs and accomplish the institution’s mission and priorities.

 

FACILITIES MASTER PLAN

An update to campus buildings, facilities, and grounds is essential to achieving the goals listed in the strategic plan. Our vision for campus involves preserving the legacy and history of Lees-McRae College while creating an accessible and welcoming environment for all students, faculty, staff, and members of the community.

 

The Process

INEXPRO 2030 was developed by a representational committee of faculty, staff, students, and trustees. During planning, the committee examined the history of Lees-McRae, evaluated the current strengths and weaknesses of the institution, and analyzed predictions for the future of education. The process also included a thorough review of the college mission and values; most areas of college operations including academic programs, institutional departments, facilities, and athletics; and performance measures such as retention, graduation, and career outcome rates.

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    Planning Committee

    Amy Anderson, Dean of Business and Management

    Beth Beggs, Dean of PACE

    Jocelyne Bond, Assistant Dean of ECOL

    Sean Collins, Assistant Professor of Biology

    Claire Cline, Assistant Professor of Nursing

    Frank “Sonny” Edmondson, III, Trustee

    Alyson Gill, Provost

    Blaine Hansen, Vice President for Planning and External Relations

    Melanie Hulbert, Vice President for Student Affairs

    Lee King, President

    Jon Kokos, Vice President for Finance and Business Affairs/CFO

    Leslie Lambert, Special Assistant the President for Institutional Strategy

    James Leenhouts, Facilities Director

    Christina Long, Resident Director and Student

    Craig McPhail, Vice President for Athletics and Club Sports

    Kevin Phillips, Vice President for Enrollment Management

    Neil Ramo, Trustee

    Edward Roberts, Vice President for Institutional Advancement

    Riley Sailor, Director of Campus Life

    Jared Snell, Resident Director and Student

    H.D. Stewart, Executive Director of Campus Operations

    Pam Vesely, Dean of Arts, Humanities, and Education