Strategic Plan

EDUCATIONAL FOUNDATION
OF THE UNIVERSITY OF SOUTH CAROLINA LANCASTER

The Educational Foundation has experienced several changes in procedure and organizational structure during the past year. It established a new Mission Statement and revised the By-Laws. The new Mission Statement and one approved by the Lancaster County Commission for Higher Education established the role of each body and clarified for the general public what each was created to do. The name was changed to emphasize the broad service area of the Lancaster campus.

The Doster House was received from Jean and Bob Doster and was completely renovated with funds from the Educational Foundation. Arrangements were completed to use this as the Dean’s Residence and lease it to Dean Catalano and his family who now reside there.

Under Ed Khoury’s leadership and direction, a new accounting system was implemented using the services of Wachovia Bank. This is supplemented by Mr. Khoury’s personal involvement and support from the Business Office at the Lancaster campus. His Finance Committee also developed a new investment plan for the $2.8 million endowment and for the $554,000 maintenance fund for the Bradley Building. This is managed conservatively by Wachovia’s Wealth Management Department.

In addition, new Board members were elected from the community.

Foundation president Stan Johnson then asked the Board to look to the future and decide just where the Foundation should go in the next five to 25 years. To guide this process, he appointed a Strategic Plan Committee and asked them to make a report to the Board before the next annual meeting. Members of the committee are:

The Strategic Plan Committee then met to discuss its procedure. It decided to hold three meetings and more if needed. First was a meeting with Dean Catalano to learn of campus needs and opportunities for growth and service to the area in years to come. Second, they would then review with Treasurer Ed Khoury, Business Manager Thomas Fox and Development Officer Ralph Garris the business, investment and accounting needs of the campus. Third would be a meeting with Shana Funderburk to learn about the public relations work on the campus and to discover areas of opportunity there.

All of these meetings were held. They were well attended and the discussions were inquisitive, frank and forceful. The committee felt no further meetings were necessary after the third one. The committee recommends the following to the Board of the Educational Foundation:

1. USCL needs a dependable source of independent funding to help weather cuts in state appropriated funds and to provide for flexibility in the hiring of faculty and staff to meet growth in enrollment and in course offerings. It is recommended that a general endowment of $10 to $11 million be established for the Lancaster Campus. The best opportunity for a successful fund-raising effort may come with the celebration of the 50 th anniversary of the opening of USCL with its first class in 1959. Priorities should be established by the Commission on Higher Education so that the Educational Foundation and others supporting the campus may consider their roles in this observance.
   
2. Heating, air conditioning and lighting upgrades have been recommended by the South Carolina Department of Energy study. Hubbard Hall is expected to cost $900,000 and the Gregory Heath and Wellness Center $1.2 million. Funding can possibly come from a state bond bill but this is uncertain and outside sources should be considered as a project of the Educational Foundation.
   
3. Serious efforts should be made to acquire the University Baptist Church property. The Gregory Health and Wellness Center is short of space now, having used lobby space for offices, and is considering expansion of its cardiac rehabilitation work and the addition of a diabetes education center. That property could be utilized with minimum renovation work and with a long-range goal of expansion of the Gregory Health and Wellness Center.
   
4. The Lancaster campus has reached the state in its growth and development where it needs endowment funds for faculty enhancement and excellence. We should consider endowed chairs and other means to help faculty to reach new levels of competency and leadership in their fields of study. An effort should be made in this area with an initial goal of $1 million.
   
5. When a long-range plan has been approved for the campus, the Educational Foundation should continue its traditional role as the custodian and manager of funds raised for the campus.

1. The committee is very pleased with improvements in accounting and with its current investment program. The office provided by the administration is another positive step. We feel there is justification for a person on at least a part-time basis or outsourcing basis to staff the Foundation’s business and accounting functions. While the Educational Foundation is a supporting but separate organization for the benefit of USCL, the University may continue to provide business management support and advice through the Business Affairs Office.
   
2. Development support for the campus should be continued by staff under the Dean’s Office. We recommend that new possibilities mentioned in this report be used by the Development Office in order to call attention to as wide a variety of needs and opportunities for support as possible.
   
3. The annual audit of Foundation funds should be handled on a more timely basis with a report available no later than the date of the annual meeting of the Board.
   
4. There is no single place where an inventory of physical assets is housed. We recommend early attention to a listing of these assets with deeds and values included.

1. Some type of organization needs to be established to develop more formal and continuing ties between individual community leaders and USCL. A Board of Visitors or similar group representing all constituencies should be established and cultivated.
   
2. A full-time person should continue to staff the public relations/information function here.
   
3. The auditorium of the Bradley Building is grossly under-utilized and it was intended to serve also as a community resource, as recommended in the 1991 Lancaster County Strategic Plan. The Foundation agreed several years ago to provide $50,000 a year for three years to supplement the cost of a person to plan for and promote greater uses of that facility by the community. We recommend that this be visited by the Administration and that possible partnerships with the Lancaster County Council of the Arts or others be explored.

Home  |  Board Membership  |  Bylaws  |  Strategic Plan
Board of Visitors   |  Performing Arts Series