2 min read November 2022 —In an interview with Invest:, Candice McQueen, president of Lipscomb University, talked about some of the highlights from the last year and how they continue to follow through with their mission and remain a valuable cultural and economic partner for the region and the state. “Lipscomb has just completed a bold strategic plan that continues to move us further into the top tier of Christ-centered universities in the country,” said McQueen.
What have been some key highlights from the last year?
Lipscomb has grown to have more than 4,800 students and over 200 areas of study. We represent 48 states and 52 nations, making us a comprehensive university with many different types of students. Our students choose to come here for our top-tier programs embedded in our Christ-centered mission. This year, we enrolled the largest new student class we have had in our 132 years of university history. We also launched a new strategic plan called Lipscomb Impact 360, which allows us to bring together the voices of current students, alumni, and all who have supported Lipscomb to envision what our next chapter should look like. Lipscomb Impact 360 sets forth a set of bold goals and values that will guide how we do our work.
Last year, I started the President’s Student Advisory Council, which is a group of students who give advice and feedback on how to engage students at the highest level. We also launched a new Center for Vocational Discovery, which takes students on a four-year journey to determine their strengths. It not only prepares them for their chosen field of study, but it also helps them discover their life’s purpose.
We started two new schools in computing and data analytics and technology, as well as a new office of research and grants. This year, we also visited 11 cities on our Be A Light Tour. Finally, we had the largest single Day of Giving in school history, with the most dollars raised and most donors we have ever had in our annual campaign.
How do you see higher education evolving?
Due to an upcoming national enrollment cliff, we foresee a drop in the number of high school graduates enrolling in college in the next few years. This means more competition for fewer students. Because of the predicted drop, higher education must continue to show its value. We have to show students that higher education is a driver of upward mobility and college degrees dramatically improve your earning potential over your lifetime. I predict that more and more students seeking higher education will migrate to cities that are more attractive. Nashville stands out as a talent hub, and there is palpable synergy between business and the many universities in our city. Thus, when students seek out higher education, our location gives us a competitive edge.
How do you balance curriculum to align with the school’s mission while still being an economic driver for the wider region?
Our mission has always been about preparing students of character for the workplace. We prioritize elevating character both in our core curriculum and in each program of study. We also strive to be very relevant and current in the knowledge and skills we uplift. This means that workplace needs are central to how we respond with any new or revised program. For example, the technology industry is fueling recent growth within Nashville. Recent reports show that tech jobs in our area have grown by 51% from 2015 to 2020 with a projected 12% growth rate by 2025. Those of us in higher education know we must support this kind of growth and even more so when companies like Amazon and Oracle are in our backyard. Earlier this year we launched two new schools in computing and data analytics & technology to meet these growing industry demands in Nashville.
Another example is that we have a program called the Regional Scholars Program that is part of our College of Leadership and Public Service. We have over 70 different counties that have partnered with us to put future leaders through our program so they are prepared to take on leadership opportunities in rural districts. We have a number of students all across Tennessee who recently graduated as regional scholars that have gone back and to serve as leaders in their rural communities. The unique part of the Rural Scholars Program is we have developed it in full partnership with organizations that fund scholarships for our students to go through the program.
Finally, we have been a partner with the state in the Grow Your Own partnerships to make sure our school districts have the educators they need. We provide embedded and rigorous training to make sure we have licensed and skilled teachers in every classroom. This requires us to be agile in how we partner and relevant in how we teach. The Grow Your Own partnerships are yet another example of responding to what the workforce needs.
How have you seen the region grow and evolve? How has Lipscomb evolved?
Tennessee has become a national leader in many sectors, including health care and technology. To respond to our state’s progress, Lipscomb has added many programs, such as the aforementioned technology program. Additionally, in health care, we have expanded the nursing program and added physician assistant and perfusion programs.
When we launched our strategic plan in August, we considered our region’s strengths and market needs and the plan boldly looked toward new programs. However, we also focused on our core mission to prepare graduates with character. Their Christ-like character sets them apart when they walk in the classroom as a teacher, in the hospital room as a nurse, or into the boardroom as a CEO.
How are you prioritizing affordability and support?
Affordability is our biggest challenge in higher education. We recently launched a strategic goal to raise $100 million in endowed scholarships to serve our students who cannot afford the education they desire. Elevating student support and care is also important to us. Student care teams and mental health efforts are a top priority, and we continue to expand those opportunities through partnerships with professionals in the community.
What is your outlook for the next two to three years?
My outlook is positive for both our region and for Lipscomb University. Tennessee is a great place to live, go to school and do business — and community. Alongside that, Lipscomb has just completed a bold strategic plan that continues to move us further into the top tier of Christ-centered universities in the country. Ultimately, our goal is to serve our students every day as they pursue their purpose. We believe we are succeeding on this front and are optimistic about the future.
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