[Speaker 6] (0:55 - 1:16)
Welcome to my lecture. That's an icebreaker, by the way. All right, good evening.

I call to order this workshop meeting of the Board of Regents on Thursday, August 20th, 2026, at 5 p.m. We do have a quorum, so we will move on to our next agenda item, presentation of cabinet goals for fiscal year 26-27. President Adkin.

[Speaker 1] (1:37 - 2:05)
All right, good evening. Good evening. Today we are going to be reviewing essentially the college goals, particularly those goals that we would like the board to be aware of and to track actively during this next fiscal year.

Frankly, we feel like if we are successful in achieving these goals, that we could consider the year to be a tremendous success for the college as a whole.

[Speaker 9] (2:11 - 2:14)
I'd like to start by discussing Vision 2028.

[Speaker 1] (2:15 - 31:05)
Now, many of you were on the board when Vision 2028 was adopted, and you can see based on the screen that we had particular goals and objectives that were adopted as part of that vision. Now, with all strategic plans, these are iterative, and frankly, I would be remiss as a college president if we waited until 2028 before we started talking about revising these goals and moving forward. And so part of the discussion today is a quick look at how we were doing on the metrics that we identified during our Vision 2028, and part of the purpose of this meeting is to start to prepare the board for a relook at our strategic plan and to extend Vision 2028 to maybe 2031 or 2032 with some strategic planning that we will do together between administration and the board to set new strategic goals and objectives and new evaluation metrics and goals.

Here you can see the primary targets that we identified during Vision 2028. So graduation rate, full-time, first time in college, FTIC. We set a target to reach 35% by 2028.

As of FY22, we had already reached 36%. And so another reason that we need to start doing some revision is we've already achieved most of the goals that we've set, and we need to continue to be proactive in trying to reach even higher as an institution. Fall-to-fall retention, first time in college, our target was 60%.

In FY25, we are already at 65%. Student-to-advisor ratio, 300 to 1. Unfortunately, we are only at 457 to 1.

In order to address this, this simply requires additional resources and additional people, right? I mean, it's just a numbers game. At 457 to 1, we are still effective in advising our students.

300 to 1 is best-in-class gold standard, essentially. And so I don't want this to be cause for significant concern about our ability to advise our students, but we have not yet reached that goal. And then finally, dual-credit enrollment growth, we set a target of plus 5%.

We are already at plus 34%, and that continues to increase every single year. So while serving as interim president, we took the cabinet to San Jack's new Petro-Chem facility, and we had a retreat, or as my staff like to refer to it, a long, arduous workshop, where we reviewed the performance of each cabinet member's division. We looked at their goals and objectives and what it was that they hoped to achieve and how they saw their division working with the rest of the college to help our students become more successful.

Part of the reason that I wanted to do it in that particular building is I wanted the cabinet to see what was possible in terms of Petro-Chem technology and continuing and workforce education, right? That is the model or the standard that I would like to hold the college to in the future. And so it was a tremendous opportunity for us to network together as a cabinet.

We invited many of the board members, and several of you were there with us. We also were privileged to have Dr. Brenda Hellyer, the president of San Jack, come in and address both board members and cabinet regarding the many steps and the process they took to bring that building into fruition. And so this work that we're talking about here is a product of the efforts that started in that particular meeting.

There were several themes that started to develop as we looked at everybody's goals and objectives and challenges and opportunities that they were facing. We noticed a need for better shared definition, less friction for our students as they pass between services, and better data, better baselines, better weights, and better tracking to manage the success of the institution. Now, much of that will be achieved with new and improved systems like Workday, but much of this has to do with curating the data that we've already been collecting and using that data to make better decisions.

We also noticed that as a group we needed to be more transparent. The idea that we have goals and objectives that we don't tell anybody about makes those goals and objectives less effective. So part of the point of this particular meeting today is to let the board know what it is that we plan on working on this year and to hold that out for accountability purposes so that in August of next year we can come back and report on how well we did in achieving our goals and objectives and what we would like to do and focus on for the next fiscal year.

As the president, I'd like to talk briefly about what I consider to be the top priorities for the college. And for those of you who were at the convocation address on Monday morning, some of this will be a repeat. My most serious concern and what I've thought about the most is ensuring that the college is properly aligned with our region's needs.

In other words, are we developing and recruiting into programs that are going to lead our students into gainful employment here in our community? We have a host of sectors that have so many vacant positions that they never are able to fill those positions. You know, welders, for example, and process technology employees.

No matter what we do as an institution and the other community colleges in conjunction with us, those needs are never fully met within the community. So trying to build our programs to meet those needs and then to recruit our students into those programs is a top priority for me. Additionally, 60% of our students identify transfer as their primary goal or objective with regard to their education at Lee College.

So we want to ensure that we are building and developing successful pathways and then making the connections for our students between Lee College and their universities of choice to help them better achieve their goal of transfer. Unfortunately, this is an area where we are still lagging behind in terms of average transfer rates for community colleges in Texas. This has been a focus and priority for several years now.

We have numerous initiatives. This will continue to be an area of emphasis for us. There's no question that we do prison education better than anybody else in Texas.

I'm not satisfied with the nine units that we're in right now. I believe that we can expand that program into other units because we do it better than everybody else. We're organized.

We're more experienced. We know what it takes to be successful. And so while other institutions are trying to get into it, it's much easier for us to add another unit than it is for someone else to add a prison education program.

And so there's tremendous opportunity and upside for us with regard to our prison education expansion. Initiatives like the new AA program are a good example of being able to grow that program within our existing units. And so it's multifaceted in terms of trying to maximize our strength in terms of prison education.

And then the last key focus that I have is addressing regional growth. We need to do a much better job of developing partnerships with the ISDs that we serve. And continuing to grow and expand our services to the north and to the east of us.

The branch campus at Barbers Hill is going to be an excellent model. It's something that I think at some level we'll be able to duplicate at some point in the future. Once we get Barbers Hill up and running and we can demonstrate proof and concept there, we want to start looking at how we can do something similarly as we expand to the north, likely into Dayton and to the surrounding ISDs in that region.

All of this, of course, requires tremendous negotiation and partnership with the ISDs. It's kind of tricky. We can't use bonds that are collected in Goose Creek ISD to build and construct a facility outside of the taxing district.

And so this is not something that we can do on our own. This is something that can only be done in successful partnership with the ISD. So that's the high level.

On more of a detail level, these are the goals and objectives that we're going to focus on this year. And you can see that we've tried to accumulate some of our top priorities from across every different cut of the institution. Starting with student affairs, we would like to increase utilization of our student services by 3% over our FY26 baseline.

That includes 2% increase in unique student use, as well as a 5% increase for our online and satellite students. The students here at main campus utilize those services at a much higher rate than students who are exclusively online or students that are attending classes, say, at the Liberty Center. And with Barber's Heel coming online next year, that need is going to continue to increase to ensure that we're reaching out and providing the same level of services to those students that we provide to students here on campus.

So this is a rigorous goal that is really a growth in an area with regard to something that we do very well as an institution. If you remember, a month or two ago, Kelly Ford Spears got up and did a presentation on the outcomes of the services that we provide to our students, looking at the differences over the last three years. And the trends are significant, and the satisfaction with those services continues to improve.

So we believe as we continue to increase these services and increase student access, this will result in increased retention and completion rates. Next, I would like to talk about academic affairs and learning support. Our primary focus this year is to ensure that all of our classes are properly built in Blackboard.

As an institution, we adopted Blackboard Ultra as our primary learning management system. So 90% target means that 90% of all classes will be fully built out and ready to go in our learning management system by the first day of class. We do not have good baseline data for us to compare to.

And this kind of speaks to that trend of needing better data and to curate the data that we collect better for better decision making. Additionally, we want to show that all assignments are graded and recorded in Blackboard within 14 days of submission. You know, for those of you who have been students or have helped students through, it can be very frustrating to not know how you're doing in the course because assignments haven't been graded and students can't track their progress.

It's also very difficult for us to do early intervention from a support perspective if we don't know how the students are doing because professors haven't graded their assignments timely. So these are critical aspects in terms of helping our students to be successful from day one and to help us better monitor student progress so that we can assist when we start to see indication of students that are struggling. Finally, and we do have some better data here, we do a Blackboard course review by our instructional designers each year.

And we would like to go from 75% to 90% on those course reviews. And there's a host of items that go into the course being properly reviewed and properly set up. If we meet that goal, then that means that 90% of all of our courses are properly set up, they're consistent, their syllabi are accurate, and that from a business perspective in terms of working with the students on their grade and their assignments, everything is being done correctly and as expected.

Next, I'd like to talk about external affairs, specifically with regard to our growth and philanthropic efforts within the community. We have been averaging between $1.5 and $1.8 million in new money raised each year. And that's good and it's been consistent, but as we're talking about some of our goals and objectives for what we would like to achieve in the future, we feel like we need to do better as we continue to grow, as we continue to expand and foster better relationships with industry within the community.

So we're looking at a 20% goal in increase in total fundraising for this year. As we move through the Facilities Master Plan, when we get ready for, you know, capital expansion at the institution, eventually we'll be adding a capital campaign. And I'll tell you from personal experience, capital campaigns are successful because you have donors and partners who have been affiliated with the institution on a much smaller level for many, many years.

And getting them excited about the expansion and the growth is how we're going to be able to be very successful in a capital campaign. Sand Jack, when they built their building, raised over $15 million in private funds to help with that construction. We're going to need something similar in order for this to be successful at the size and scope that we think we need in order for us to really achieve our goals and objectives.

So doing a better job with fundraising and partnership building right now is the precursor to being able to raise the kind of money that we need to when it comes time for the first ever capital campaign at Lee College. Strategic initiatives, and this is really a human resources related goal. We would like to ensure that we have 100% compliance training completion and leadership participation training.

We have several courses that are mandatory, and despite the fact that they've been mandatory for many years, we don't have 100% completion of these courses. Part of that is due to the fact that we haven't had a robust system in place to provide that training on a flexible and on demand basis. Part of it has been a lack of follow through, and part of it has been a lack of consequence essentially for our employees who fail to meet those training requirements.

And so this 100% might seem like a steep goal, but we're not talking about 100% for non-mandatory training, 100% for mandatory training. And to ensure that all of our employees are meeting those minimum requirements. And mandatory training is going to be things like sexual harassment training, safety in the workplace, cyber security training, those types of things.

Things that we need to do on an annual basis to ensure that our employees are prepared to deal with the unique challenges that higher ed faces each and every single year. With regard to institutional research and enrollment management, our primary focus is on the effectiveness of advising. Presently, we meet face to face with 31.7% of our students. And this excludes dual credit and Huntsville, right? Those are special groups that have special advising needs. But with the advising that our team controls, we meet with 31.7% of our students. Unfortunately, and what we found is the case, our students who need advising the most are usually the students least likely to get the advising that they need. So when we look at difficulty with our fall to fall retention rates and with general persistence for our students, we found that there is a strong correlation between meeting face to face with an advisor and having that personal relationship and persistence and success for our students. So this is an important effort for us.

Now, to increase advising connections by roughly 25%, almost 33%, it is a real goal for us. This is going to be difficult for us to hit this in one year. But we know how important this is.

And this is a key and primary focus. We are excited about some of the new tools that are coming online to make it easier for us to stay in connection with our students. And we're hoping that with the use of some of those tools, it becomes easier for us to make those connections and to convince our students that they need to come in and talk with advisors.

If we reach this particular goal, we expect significant improvements in terms of total student performance. With regard to transfer placement and workforce development, we've talked about the many goals and the many efforts that we have with regard to transfer. And in November, we're going to do a full board workshop exclusively on transfer where we will go into incredible depth and detail about what we've done and where we are presently with our efforts with regard to transfer.

An area that has been underperforming for a long time has been our workforce, I'm sorry, our work-based learning. Essentially, we're talking about internships, internships for credit for our students, trying to get our students placed with companies as part of their education. In the spring semester, we had four students that were placed.

In summer, and that's not a good number for us. There's no way for me to sugarcoat that, and there's no excuse. We just need to be better in this area.

During the summer, we increased that number to 18. By spring of next year, we want that to be 50 students per semester. And this is the beginning.

I want the board to understand that in order to have internships, that starts with relationships and coordination with industry. We can't control this entirely on our own, and that's no excuse by any means. But what I'm saying is it takes time to foster the relationships and get these set up and then get students into them.

And so this is the start. This is the beginning. At four, we basically have nothing in place, and we're trying to build this program from the ground up.

We need to do much better in this area, and this will be a great reflection of our partnerships with companies in the future. We should have hundreds, if not thousands, of students being placed in these types of opportunities every single year. And when we start to get to those points where we have those relationships build and our students out there in the community as apprentices and as internships, you will see a difference in the way that Lee College is perceived in this community.

Prison education program. We are doing an excellent job, but there are a few major goals and objectives that we have with regard to the prison education program. First is the best interest determination.

Essentially, the best interest determination, and honestly, I have no idea how they come up with these names, is approval for us to continue awarding Pell in our programs within the prison system. And so this is a pass or fail. We must pass this if we want to continue to grow the prison education program.

And so that is an absolute must for us, and that will take place during early 2027. Additionally, we want to grow and develop our Associates of the Arts program. We're looking at 150 students target for fall and 200 students targeted for spring semester.

Keep in mind, this is all brand new enrollment for us. As of today, compared to this time last year, our prison enrollment is already up 200 students over this time last year. So we're seeing this work right now, and this is going to yield tremendous benefits for the institution in the long run.

With regard to information technology, there are several key initiatives that we have in place. Number one, we are working towards a 100% multi-factor authentication adoption by all employees. And you all know what multi-factor authentication is.

The annoying, I got to get my cell phone out and click my code before I can get into the system. It's annoying, but it's one of the best security features that we have available to protect our systems. And so we're moving to 100% MFA adoption.

As we go live with Workday, and our target on Workday, I'll discuss in a minute, of May 1, we want to have zero critical findings at Workday go live. Now, zero critical findings is a measure that takes place between our consultant, PTG, and Workday as we adopt and implement and get ready to go live. Zero critical findings means that everything is working as intended.

That doesn't mean that there won't be minor bumps or hiccups that we have to address, but that will be an indication that the implementation has gone as expected. 25% reduction in phishing click-through rates. We talked about cybersecurity, mandated cybersecurity training.

This is about teaching our employees and our students to a lesser, much lesser extent, how to avoid falling prey to phishing schemes. Right? You get the email, it looks authentic, you click on a link, and now we've introduced a breach into our system.

So, reducing click-through rates by 25% is a strong goal, and we plan to achieve that through better training. 100% completion of quarterly role-based access reviews. So, role-based access reviews are the internal process that we go through to ensure that every employee has the proper access.

As you can imagine, employees change positions, roles get altered, you know, they might need new access, old access may not have been removed, so they have access to their old job plus their new job. So, the quarterly role-based access reviews to ensure that employees all have the correct access to the system. Again, an improvement of our cybersecurity efforts.

And then finally, RTO, RPO, disaster recovery testing within defined objectives. This is testing that we do to ensure that we're prepared for the various disasters that might befall the institution, in terms of loss of power, loss of backup, being able to restore from backups and bring the system back up and running in the event of a major catastrophe here on campus. We're getting close on that, but we have some more testing to do to truly demonstrate that we are completely prepared.

Next, with regard to finance and administration, our primary objective is to ensure that we go live in workday for finance and HR by May 1st of 2027. I've talked many times about what an incredible lift this has been, and finance and HR really hasn't had a lot of time to focus on very many other items besides getting this implemented. Part of the finance and procurement standards that we have associated with this, it's one thing to go live in workday.

It's another to be prepared to help train employees to follow the rules and to behave properly within the system. Right now, our training is a little hit or miss with regard to finance and procurement. And our policies are not well documented.

For those of you on the audit committee, you've seen this come up over and over again in some of Greg's audits that he conducted. So, our goal is to have full training, full user manuals, and full policy revisions for all purchasing and finance-related activities by the end of next year, in addition to being live in workday. We believe with the combination of those two, we can dramatically elevate the successful use of our financial and procurement systems, which should save us money and provide better efficiency and protection for the institution as a whole.

So, in August of 2027, we'll be back to share how we did. And there will probably be periodic updates with regard to our progress on here. But the intent is to keep the board apprised of how the work that we're doing is going in terms of efforts for improvement.

Obviously, we didn't talk about just keeping the lights on and the doors open and classes being taught. All of that has to happen. These are our improvement efforts that should yield greater success for our students and greater success for the institution as a whole.

[Speaker 9] (31:06 - 31:10)
With that, I would ask if there are any questions from the board.

[Speaker 4] (31:11 - 31:27)
I have one question in Ms. Kelly Ford-Spears' area. Unique student. What is defined as a unique student?

[Speaker 1] (31:29 - 32:17)
So, she can correct me if I misspeak. But a unique student means that we're not just tracking repeat uses, right? That we're looking at when we say we want to increase use of our student services, it's not the same students using it at a higher rate, but that we're bringing in 2% increase in the total number of students that are using this.

Because many of the metrics that we use and track are students using multiple services or using the same services multiple times throughout the year. So, the 2% increase in unique is expanding the number of students who are utilizing the service. All right, I got the thumbs up.

[Speaker 11] (32:23 - 32:24)
Yes, ma'am.

[Speaker 5] (32:24 - 32:45)
On academic affairs and learning support, percent of assignments graded within 14 days of submission. That would be outside the cabinet's purview for making sure that happens. So, how's the faculty going to respond to that?

[Speaker 9] (32:46 - 32:49)
Would you like to respond to that, Dr. Norris?

[Speaker 7] (32:54 - 33:31)
So, faculty have had, they actually, I worked with faculty assembly to actually come up with what was a reasonable time for them. So, they're aware of these deadlines. To date, there's not been a way to track those.

And so, the new Blackboard Illuminate dashboard allows me to go in and run a report on the backside to see how many of those are actually happening. It lets me see overall institutional wide data, but it also lets me track down to divisions and even down to specific faculty, so that our instructional designers can get with those faculty to assist them.

[Speaker 5] (33:32 - 33:39)
I really appreciate you getting with faculty and talking to them about what they think their expectations should be. Yes. Yes.

Thank you.

[Speaker 2] (33:41 - 34:14)
Jacob, my question is on enrollment. You mentioned goals for prison and dual credit. What is the goal then for the standard college student, you know, 21 to 30 or whatever that enrolls and comes here?

Where are we at now? What's our goals for improving that? Because that seems like that's something we've asked about over and over, and we're not – that doesn't seem to be growing as fast as the other two.

[Speaker 1] (34:15 - 34:42)
That is true. So, if you look at our enrollment numbers today compared to the same time last year, we are down in enrollments on campus. We're up in dual credit.

We're up in prison enrollments. Our total enrollments are up 200 total students today compared to this same day last year. But we are down here on main campus.

That continues to be a concern for us.

[Speaker 9] (34:48 - 34:55)
What kind of goal would the board like to see with regard to enrollments on main campus?

[Speaker 2] (34:59 - 35:52)
I mean, maybe we could get some recommendations from you, but it would seem there should be some sort of goal to raise it since it seems like that's a concern for everyone. And I know a few years ago we allocated funds for individuals to do that, you know, to actually make it a part of their job to increase that enrollment. And I think we've been declining.

I haven't seen the numbers. It would be good to look at those. But, I mean, if we – 4 percent, 5 percent a year or something like that I think would be realistic since that's kind of our business is, you know, the 21 to 35 age student.

That's where we used to be anyway. That's all we had.

[Speaker 1] (35:54 - 36:22)
So, allow us to work on that together and come back with our one-year and then our five-year recommendation for growth of our traditional students here on campus. Five percent for next year would be very difficult for us to achieve as we're currently down. We'd be pretty happy if we just got back to levels that we were at prior year.

What would 4 percent be?

[Speaker 2] (36:23 - 36:25)
So, we have – How many people would that be?

[Speaker 1] (36:27 - 36:29)
Oh, good. Dr. Bennett's going to come answer these questions.

[Speaker 2] (36:29 - 36:35)
We don't have that many. I mean, when you're talking all number and you're talking 4 percent.

[Speaker 3] (36:40 - 37:36)
I – too close, too far. A number of years ago I gave a presentation to the board about our enrollment and afterwards I realized it was way too long. So, I'll try to be succinct with this one.

In fall of 2019, our main campus enrollment was a little under 4,700. When we moved to fall 2020, it was at 4,353. 2021, that enrollment went down to 3,950.

2022, main campus was 4,258. Next year, up to 4,290. Next year, up to 4,312.

Next year, up 4,505. And so, our main campus enrollment has been inching up slowly. But our peak enrollment was in 2017.

It started to come down and it's now starting to come back up. So, a little bit of a natural fluctuation, I would say. And that's not any dual credit?

That's main campus enrollment, not dual credit.

[Speaker 2] (37:36 - 37:37)
No dual credit?

[Speaker 3] (37:37 - 37:39)
No dual credit, we're in those figures, no.

[Speaker 2] (37:39 - 37:42)
So, we're at around 4,000 right now, roughly?

[Speaker 3] (37:42 - 37:43)
Yes.

[Speaker 2] (37:43 - 37:44)
For this semester?

[Speaker 3] (37:44 - 37:45)
About 4,200 right now.

[Speaker 2] (37:46 - 37:57)
So, 10% would be, you know, 400. 5% would be, you know, 200 or so. So, you know, 2% or 3%, maybe.

I don't know. If you ask for a number.

[Speaker 4] (37:58 - 39:05)
Yeah, I would just, I would, go ahead. I would just say that, you know, I think it's important for us to desire to increase it. But we also have to remember the world in which we live in.

Everyone is looking for convenience, including us. What's convenient? And convenient is not always making it physically to the campus.

And so, as the world changes, as technology becomes more accessible, then that may be one of those things that we're always struggling with, just because of the inconvenience of coming onto campus. So, I don't want us to lose sight of that. But, Scott, you ran off those numbers really quick and really good.

Yeah. You know, really good. But I wrote them down, and it shows going down.

But then it also shows going back up. So, even though it's decreased, we are still better now. Well, last year we were better than we were three years before that.

And since 2022, it has gone up, even though it's below what we were accustomed to back when there was truly traditional college students.

[Speaker 2] (39:06 - 39:12)
Traditional student is virtual. I mean, we count that virtual and if they're on campus, right?

[Speaker 1] (39:12 - 39:12)
Yes.

[Speaker 2] (39:13 - 39:27)
That includes our online students. I agree. So, I mean, you know, we could at some point lose the prison, lose part of it.

I mean, elections have consequences.

[Speaker 5] (39:28 - 39:29)
Don't be saying that stuff.

[Speaker 2] (39:30 - 39:51)
I mean, and dual credit. I mean, that's possible that things could change over time. And that falls back to our traditional student.

And I think we should work on that and focus on that. And at least have a goal of something. I mean, instead of overlooking it, it looks like I didn't see it up there.

[Speaker 5] (39:51 - 40:34)
With a goal of a few percent, that's fine. But along with that needs to come a plan on how we're going to increase that. And it's not just Scott's area.

It's a marketing plan of some sort that's targeting certain people. I know Dr. V talked many times about the people in the Baytown community that never finished. You know, there's that target pool.

So, there's a lot of things that we could tap into if we wanted to. It's just whether that falls into our priorities, right, for the college. And then what kind of marketing and PR that we could do to make people aware of what we've got available to them, whether it's interactive and virtual or on campus.

[Speaker 1] (40:35 - 42:02)
And what I would say is, yes, we want to continue to see our traditional student enrollments climb. We would like to see the same robust activity on campus that we had prior to the pandemic. I would also mention that, like in the regular world, it's a lot easier to keep a customer than it is to find a new customer.

And that's particularly true for us. Students who come and take a few classes and then leave provide very little benefit to themselves, and they provide very little benefit to the institution. So, our focus has been on how do we retain and get our students to persist through to completion.

And you've seen that in the nature of the goals and objectives that we have. But we will put together a formal on-campus traditional student goal and bring that forward. Like I said, in October, we're going to deep dive into the strategic plan, and there will be a host of metrics that we will be looking at.

Similar to the board retreat that we did at the end of February, all of those statistics will be relevant as we start looking at that and retention and growth of enrollments is certainly a metric that we track and have objectives for. Thank you.

[Speaker 2] (42:02 - 42:22)
And, you know, we looked at the utilization, and it looks like we're going to continue looking at that, the classroom utilization. And it looks like that would tie into some sort of a goal for are we going to fill the classrooms or not or virtual. It looks like it should be all tied together.

[Speaker 1] (42:22 - 42:23)
It is.

[Speaker 2] (42:23 - 42:25)
Any other comments? Regent Gerald.

[Speaker 10] (42:25 - 42:39)
The enrollment trend, is it pretty much the same with other community colleges where they're seeing kind of steady enrollment or kind of like this? I mean, we're not probably not abnormal to other community colleges?

[Speaker 1] (42:40 - 43:18)
No, we are not. The trends are pretty similar. So COVID caused a radical decline in enrollments across the state.

Our traditional student growth is probably a little bit lower than some of our peers. Our non-traditional enrollments, dual credit and prison, are higher than many of our peers. And so, you know, our general growth is similar to what we're seeing with most other institutions.

But Regent Himsel, you know, has identified our weakest area of growth.

[Speaker 6] (43:19 - 43:28)
Just note that you only have one minute left of your time. Okay. Before we start our next meeting.

So one more question.

[Speaker 8] (43:28 - 43:50)
On that point, do we have any idea of what the growth in our dual credit programs robs from our traditional students, which is something we discussed when dual credit first gained traction? And I'm not trying to make it easy on Scott or anybody, but, you know, but perhaps, do you have some, it sounds like you have some information on that.

[Speaker 3] (43:51 - 44:25)
Hi, yes. Thank you for the question. When we look at enrollment from our high school graduates in the region, those numbers are actually going up year after year after year from our high school graduates.

So we are actually recruiting more high school graduates into Lee College afterwards. We did, and I'm sorry I didn't mention this earlier, we did have a 3% growth target in vision 2028, which was 4456. And so if we were measuring based off of last year, we've already hit that target from the strategic plan for growth.

So.

[Speaker 4] (44:28 - 44:34)
I think adding campus life is always good. Having that drum line and the cheerleaders, those things add value as well.

[Speaker 6] (44:36 - 45:04)
Great. Thank you to everyone for the, thank you for the presentation. It's good to know what you and your team are prioritizing and working on so that as we're updated, we know why.

So thank you for that. Any last comments? We've got 10 seconds.

All right. Hearing none, we'll move on to our next item, matters of concern for future agendas. Anything from the board?

All right. Hearing none, next item is adjournment. Okay.

We've got one minute until we start.