Committee Members:

Champ Clark, Chair
William G. Crutchfield, Jr.
T. Keister Greer
James C. Wheat, III
Hovey S. Dabney, Ex Officio

AGENDA

Strategic Planning Framework

Clinch Valley College has undertaken the initial steps in a long-term strategic plan that will guide the College through the next decade. This item reviews the guiding principles and the framework on which planning discussions will be built.

II. REPORTS BY THE CHANCELLOR OF CLINCH VALLEY COLLEGE (Mr. Lemons)

A. Chancellor's Remarks

B. Peer Institutions

In the spring of 1997, the College negotiated with the State Council of Higher Education for a new group of peer institutions. The Chancellor will review the peer list.

C. Retention

The College has begun a campus-wide effort to increase retention rates. This effort will be discussed by the Chancellor.

D. Enrollments

There has been an increase in the number of students enrolling at Clinch Valley College, and recent classes of entering freshmen have been better prepared for college-level study. The fall 1997 enrollment figures will be reviewed.

E. Capital Campaign Kick-Off

On October 10, the College held a kickoff for its capital campaign. There will be a review of the campaign goals, the progress to date toward those goals, and a report on the kickoff.

F. Program Review and History Department

Clinch Valley College has instituted a formal program review policy, in which each department will be reviewed every five years. The Chancellor will lead a discussion of the program review policy and provide an introduction to the department of history and philosophy, which was reviewed in the fall of 1997.

I. Approval of the Strategic Planning Framework

BACKGROUND: During the past seven years, the Colleges planning efforts have been driven largely by external factors such as the Commonwealths budget crisis of the early 1990s, the restructuring efforts called for by the General Assembly, and the Colleges reaffirmation for accreditation by the Southern Association of Colleges and Schools. These external processes have been helpful in moving the College forward. Yet, the time has come for the development of a forward looking plan for the College's future. President Casteen has asked the Chancellor to develop a long-term strategic plan for Clinch Valley College.

DISCUSSION: The institution and its many constituents have been engaged in informal conversations about its future for the past several years. These discussions were distilled into a core set of principles of aspects of Clinch Valley College which should be maintained, and a set of strategic directions to guide the planning effort. Taken together, these principles and strategic directions provide a framework upon which the strategic plan can be built. The principles and strategic directions were presented to faculty, staff, and other key constituents in the Chancellors June 1997 State of the College letter. They were discussed at the fall 1997 faculty workshop, and in subsequent meetings of the College's Faculty Senate. On September 17, the Faculty Senate approved the framework.

Following approval by the Advisory Council and the Board of Visitors, the College will begin to develop goals and objectives to support the strategic directions. The administration recommends that the strategic directions be approved as the framework for the strategic plan.

ACTION REQUIRED: Approval by the Special Committee on Clinch Valley College and the Board of Visitors

APPROVAL OF THE FRAMEWORK FOR PLANNING PROCESS

WHEREAS, the President of the University of Virginia has asked the Chancellor of Clinch Valley College to develop a long-term strategic plan for Clinch Valley College; and

WHEREAS, the Chancellor has distilled the observations of constituents into a set of core principles and strategic directions; and

WHEREAS, the Faculty Senate of Clinch Valley College approved the strategic directions;

RESOLVED that the strategic directions, listed below, are approved as the foundation for developing the strategic plan.

• Increase academic excellence by improving conditions of academic life
• Improve facilities and campus appearance
• Increase enrollment while maintaining the character of Clinch Valley College
• Improve student life, especially by increasing the sense of community on campus
• Improve the College's visibility and recognition
• Strengthen relationships with key constituencies

II.B. Peer Institutions

BACKGROUND: A peer institution approach has been used to set goals for college faculty salaries in Virginia. A peer list of up to 24 peer institutions is negotiated with the State Council of Higher Education and the Department of Planning and Budget. The previous peer list for Clinch Valley College was negotiated in 1989 and is included in Attachment I.

DISCUSSION: The State Council directed that the peer list be updated prior to the development of the 1998-2000 biennial budget. The selection process began with SCHEV determining the 75 institutions that are most like Clinch Valley College in terms of enrollment and academic programs. The College used other factors, such as library expenditures and faculty preparation, to evaluate the degree of likeness. The negotiations were completed in June and resulted in the naming of the new peer list, which is shown in Attachment II. The SCHEV staff performed an analysis of the peer institutions for all state colleges and universities to determine the impact on faculty salaries. This analysis is in Attachment III.

ACTION REQUIRED: None

Attachment I: Peer List Negotiated in 1989

Name	Location
Arkansas College	Arkansas
Athens State College	Georgia
Cheyney University of Pennsylvania	Pennsylvania
Dowling College	New York
Eastern Connecticut State University	Connecticut
Elmhurst College	Illinois
Lander College	South Carolina
McMurray University	Texas
Morningside College	Iowa
North Adams State College	Massachusetts
Saint Ambrose University	Iowa
St. Francis College	New York
Saint Thomas Aquinas College	New York
Simpson College	Iowa
Southwest State University	Minnesota
Suny College at Old Westbury	New York
University of Southern Indiana	Indiana
University of Tampa	Florida
Upsala College	New Jersey
Winston-Salem State University	North Carolina

Attachment II: Peer List Negotiated in 1997

Name	Location
University of Wisconsin-Parkside	Wisconsin
Hartwick College	New York
Gettysburg College	Pennsylvania
Elon College	North Carolina
University of Minnesota-Morris	Minnesota
Ripon College	Wisconsin
Eastern Connecticut State University	Connecticut
Le Moyne College	New York
University of Wisconsin-Green Bay	Wisconsin
Muhlenberg College	Pennsylvania
Rollins College	Florida
California State University-Stanislaus	California
Franklin and Marshall College	Pennsylvania
Wittenberg University	Ohio
Skidmore College	New York
Occidental College	California
Lafayette College	Pennsylvania
Ohio Wesleyan University	Ohio
Saint Michaels College	Vermont
Washington and Jefferson College	Pennsylvania
Clark University	Massachusetts
Lake Forest College	Illinois
Saint Olaf College	Minnesota
Fort Lewis College	Colorado

Attachment III: Appropriated Faculty Salaries for the 1996-97 and 1997-98, 1999- 2000 60th Percentile Goal, and Annual Percentage Increase Required to Reach 60th Percentile by 1999-2000

Institution	1996-97 Appropriated Average	1997-98 Appropriated Increase	1997-98 Appropriated Average	1999-2000 60th Percentile Goal	Required Annual Increase	Additional Biennial Cost
CNU	48,322	5.0%	50,740	56,020	5.0%	1,358,000
CVC	40,311	9.0%	43,940	55,390	12.0%	1,001,000
CWM	57,628	6.0%	61.090	72,860	9.0%	8,394,000
GMU	60,360	6.0%	63,980	70,110	5.0%	8,083,000
JMU	50,197	5.0%	52,710	59,130	6.0%	5,777,000
LC	46,483	5.0%	48,810	53,450	5.0%	1,209,000
MWC	47,851	7.0%	51,200	57,620	6.0%	1,580,000
NSU(1)	47,473	5.0%	49,850	51,440	3.0%	1,687,000
ODU	51,617	6.0%	54,710	60,080	5.0%	5,813,000
RU	46,692	6.0%	49,490	53,500	4.0%	2,293,000
UVA	62,554	5.0%	65,680	74,260	6.0%	16,574,000
VCU	56,787	6.0%	60,190	66,660	5.0%	11,985,000
VMI	51,054	5.0%	53,610	57,690	4.0%	728,000
VPI	58,737	6.0%	62,260	69,450	6.0%	20,912,000
VSU	46,321	5.0%	48,640	52,110	4.0%	1,402,000
RBC	42,033	5.0%	44,130	46,910	3.0%	170,000
VCCS	40,827	5.0%	42,870	47,900	6.0%	18,995,000

(1) Required annual increase for NSU equals estimated wage inflation for 1998-2000. The actual amount required to reach the 60th percentile goal is slightly less than 3 percent.

II.C. Retention

BACKGROUND: The College has seen significant improvement in its retention rates. In 1992 and 1993, the freshmen retention rate was just under 60%; in 1994 and 1995, it was 71%. To understand the increase in retention rates and to help maintain and improve those rates, the Chancellor formed a retention taskforce in the fall 1996. Improvement upon current retention levels is important as retention will be one of the core performance indicators the State will use in determining the effectiveness of its institutions.

Discussion: The Chancellor will discuss issues related to the Colleges efforts to improve its retention rate. Three subcommittees of the campus taskforce were formed to study academic life, academic support services, and student life, and the factors that have an impact on retention rates. A brief summary of the reports of the subcommittees and their recommendations will be provided.

Action Required: None

II.D. Enrollments

BACKGROUND: The Office of Admissions completed the 1996-1997 recruiting year with an entering class of new students that was 24 percent larger than the previous years class. The academic quality of the class was once again strong. Sixteen valedictorians and seven salutatorians are members of this year's entering class. The cumulative high school grade point average is more than 3.2 and twenty-five new students had perfect 4.0 academic grade point averages in high school.

Matriculation of new students is one important variable in total student enrollment. Retention of already enrolled students is the other major factor. A record number of students was graduated in May 1997, and enrollment of returning students has been equally strong. This success is a product of the work of the entire campus community, with notable effort by Associate Provost Julia Heise. The combination of new student enrollment and strong returning student enrollment has resulted in total enrollment at the College being 7.0 percent higher than in the fall of 1996.

DISCUSSION: Enrollment for fall 1997, with comparison to fall 1996, is as follows:

	Fall 1997	Fall 1996
Returning Students	980	954
New Students Freshmen Transfers TOTAL New Students	306 167 473	251 170 421
Total Full-Time	1,164	1,158
Part-Time	289	217
Total Enrollment (Abingdon & Wise)	1,453	1,375
Extended Learning	62	28
TOTAL ENROLLMENT	1,515	1,403

ACTION REQUIRED: None

II.E. Capital Campaign Kickoff

BACKGROUND: As of September 15, the Campaign for Clinch Valley College had raised $9.1 million in gifts and pledges toward a goal of $13 million. Key gifts to date are an anonymous gift of $1 million, a $1.1 million gift from the Estate of Virginia Irene Meador, and a $500,000 grant from the Slemp Foundation. Campaign Tri-Chairs are William Sturgill, Don Green, and Jim Gott. Honorary Chairs are Kenneth Asbury, Jane Knox, and Joseph C. Smiddy.

A special athletics subcommittee, chaired by Jim Gott, has recently taken on the challenge of matching a $2 million grant from Carl W. Smith to complete funding for a football facility on the CVC campus. Expectations are high that the Smith challenge can be met in the near future. The official campaign kickoff was held on the evening of October 10.

DISCUSSION: The chart below shows the funds raised to date.

ACTION REQUIRED: None

Proposed Campaign Projects

	Goal	Funds raised to date
I. Capital Enhancement a. Student Center b. Performing Arts c. Stadium d. Zehmer TOTAL Capital Enhancement	$2,000,000 $1,000,000 $1,500,000 $1,000,000 $5,500,000	$0 $0 $2,200,000 $1,000,000 $3,200,000
II. Academic Enhancement a. Library b. Faculty Development Fund c. Four Endowed Chairs Total Academic Enhancement	$1,000,000 $1,000,000 $1,000,000 $3,000,000	$500,000 $550,000 $368,000 $1,368,000
III. Scholarships	$1,500,000	$3,200,000
IV. General Annual Fund (5 years @ $600,000)	$3,000,000	$1,300,000
TOTAL 5 YEAR CAMPAIGN GOAL	$13,000,000	$9,100,000

II.F. Program Review and History Department

BACKGROUND: The College has instituted a formal program review policy, in which each department will be reviewed every five years. The review will assess the departments support of the Colleges mission; departmental productivity; the departments results; and the costs and resources of the department.

DISCUSSION: The department of history and philosophy and the department of business and economics underwent program review in the fall of 1997. The Chancellor will discuss the review process and provide an introduction to the department of history and philosophy.

ACTION REQUIRED: None