LINN — When Dr. Shawn Strong began his tenure as president of State Tech in 2016, he inherited an institution with a solid reputation for producing skilled graduates and a faculty and staff committed to technical education. Rather than spending his first months determining what needed to be fixed, he focused on identifying what the college could become.

“When I started, I could see the potential,” Dr. Strong said.

Competing for students in today’s higher education environment isn’t easy, particularly for technical colleges drawing from many of the same communities. Dr. Strong said he believed State Tech needed to think differently if it hoped to separate itself from other institutions.

One of the first decisions was to develop what became known as the Strategic Growth Plan.

“Instead of doing what all new presidents do and creating a strategic plan, we just said we were going to focus on one thing: growth,” Dr. Strong said.

That philosophy influenced decisions throughout the college.

State Tech invested in recruiting, marketing, and branding while continuing to emphasize its mission of preparing students for the workforce.

One of the earliest investments involved expanding the college’s marketing and recruiting efforts. The department was much smaller when he arrived, but Dr. Strong believed increasing its size and visibility would be essential if State Tech hoped to grow in an increasingly competitive higher education market.

“We really maybe had one person doing something, maybe two people doing it,” he said. “We have 10 people now.”

That investment extended beyond adding staff. “We invested a lot in recruiting and what I call branding,” Dr. Strong said. “We still have the eagle, but unless you have sports, I don’t know that it makes very much sense.”

The branding effort wasn’t limited to a logo or advertising campaign. Dr. Strong said it reflected a broader effort to establish a consistent identity for the college and communicate that identity to prospective students, parents and employers throughout Missouri.

As a result, the college underwent a name change in its marketing, from State Technical College of Missouri to State Tech.

The approach represented a departure from what Dr. Strong described as a more cautious philosophy that often accompanies financial uncertainty. “We definitely had more of a reality model where, when things got tight, you pulled all the way back versus maybe a growth model where you say we’re going to continue making strategic investments in growth,” he said.

Those investments didn’t produce immediate results, but Dr. Strong said they established the foundation for what followed.

Rather than waiting for circumstances to improve before investing, State Tech continued putting resources into recruiting, marketing and other long-term priorities. Dr. Strong said the approach required patience, but it eventually produced consistent results as the college has averaged approximately 8% annual enrollment growth.

Paired with that growth, State Tech invested in campus improvements, expanded to approximately 700,000 square feet of educational space, and earned repeated national recognition for student success and workforce outcomes.

Dr. Strong said another important step involved building a leadership team committed to the same vision.

Several members of the current leadership team assumed greater responsibilities after he became president, advancing into positions that allowed them to help shape the college’s future.

Today, Vice President of Finance Jenny Jacobs is the only member of the senior leadership team who served in that capacity when Dr. Strong became president. He added that her experience has provided continuity during a decade of growth while helping the college manage major construction projects, enrollment increases, and long-term financial planning. “I don’t know anyone smarter in Higher Ed finance than Jenny,” said Dr. Strong.

Further, he emphasized that the transition was not a criticism of previous administrations. “Everybody has a legacy,” said Dr. Strong, praising former President Dr. Don Claycomb for his efforts. “Everybody has done what they thought was best to help grow the college. Don was responsible for getting the college into the state system, and that was huge.”

He noted that promotions come from within, and stressed the importance of each element of the school’s leadership.

VP of Academic Affairs Angie Gaines began in communications and now also handles Student Affairs with the departure of Dr. Chris Bowser.

VP of Operations Amy Ames has also helped shape the growth of the college. “She was an executive assistant when I started, and she continues to flourish,” said Dr. Strong.

Director of Career Services Scott Peters continues to help Vice President of External Relations Shannon Grus increase industry partnerships, which ultimately connect State Tech graduates with employers. The annual Career Fair has grown to more than 400 employers presenting opportunities each February.

As leadership changed, the college developed a clearer sense of direction. Dr. Strong said that has allowed State Tech to remain focused on its mission instead of pursuing opportunities simply because they are available.

“We turn down more things than we ever take on,” he said. “In Higher Ed, everybody’s chasing the shiny thing. We like the shiny thing, but it has to serve our mission.”

That philosophy has influenced everything from academic programming to campus development.

Rather than adding new programs simply to increase offerings, State Tech concentrated on expanding programs already demonstrating strong demand from students and employers.

“For a long time, the way we grew was to add programs,” Dr. Strong said. “There’s not an economy of scale there. It doesn’t make sense to add a building, add a program, add a building, add a program.”

State Tech invested in making existing programs larger, increasing the number of students in each program where possible. For example, HVAC went from 25 students to 75, and Electrical went from 25 to 100.

The approach has benefited both students and employers.

“It’s actually easier to teach more students in an area because instead of teaching three different classes, you teach three sections of the same class,” Dr. Strong said. “The bigger thing is employers. They don’t want to come in and recruit five machining students. They want to be able to come in and see we’ve got 35 machining students that are graduating.”

The result has been stronger relationships with employers and continued demand for State Tech graduates, a trend reflected in the college’s placement rates and national recognition.

Dr. Strong said the same philosophy has guided the college’s physical growth over the past decade.

While many people notice the new buildings that have changed the appearance of the campus, he said each project has been driven by the needs of students and employers rather than growth for its own sake.

Over the past 10 years, State Tech has invested approximately $100 million in campus construction and improvements, expanding instructional space while adding facilities designed to mirror today’s workplaces. Those investments have increased the campus to approximately 700,000 square feet of educational space on 865 acres.

He said consistency allows the college to make decisions years in advance instead of simply reacting to immediate needs.

New academic buildings, expanded technical laboratories, the nursing simulation center, and other improvements have transformed both the campus and the educational opportunities available to students.

The growth has also extended beyond the campus.

“I think that’s one thing I’m proud of,” Dr. Strong said when discussing State Tech’s relationship with Linn and the surrounding communities.

When the college had the opportunity through the State Tech Foundation to purchase and renovate the Osage Country Club, Dr. Strong said the college viewed it as an opportunity to strengthen both the Turf Management program and the community, preserving an amenity that benefits Linn while expanding educational opportunities for students.

The Osage View Golf Center features a top-notch driving range and improved nine-hole golf course. The clubhouse underwent major renovations as well, including the addition of a movie theater, activities, and the restaurant, which draws people from many places.

The same approach applied to the development of Lake State Tech, which 10 years ago was a pond. Now, it’s stocked with fish and open to the public.

Dr. Strong pointed to the trail project that will eventually connect the State Tech campus with the Linn City Park, creating another link between the college and the community. He believes those investments demonstrate the college’s commitment to Linn as more than simply the place where State Tech is located.

Dr. Strong recalled that shortly after arriving, he made a point of asking local officials about the college and its students because he wanted to understand how the institution was viewed within the community.

Over time, he believes those relationships have become one of the college’s greatest assets.

State Tech sponsors local schools, supports community organizations, and works with area governments on projects benefiting both the college and Linn.

Dr. Strong believes supporting local schools is a natural extension of the college’s mission, adding he has never viewed education as a competition between institutions.

Students attending Osage County schools and surrounding districts may potentially attend State Tech, but before that, they are members of their own communities. Supporting those schools ultimately strengthens the region and benefits everyone. “It’s more about our value proposition,” he said. “We’ve tried to be a good partner.”

Growth has also brought new challenges.

Enrollment continues to increase, and housing has kept pace.

Dr. Strong said the college is regularly approached by individuals interested in donating land or discussing future development, but technical education requires much more than available property.

Buildings, equipment and instructional programs require significant financial investments, and those decisions must be made carefully.

Dr. Strong noted that early in his presidency, satellite locations in communities such as Mexico and St. Charles were losing money and were eventually closed so resources could be concentrated in Linn.

“If we get to a point where the state wants more of a technical system, we’d certainly be interested,” he said. “But we’re pursuing growth here.”

He believes the Linn campus still has room to expand and expects the college to continue growing in the years ahead. “I think having enrollment of 3,000 students by 2030 is a great goal,” Dr. Strong said.

Even as enrollment continues to increase, he said the college cannot lose sight of the reason behind that growth.

“It’s not about making money,” he said. “It’s about providing opportunities.”

That philosophy, he said, has remained unchanged since the day he arrived at State Tech.

While enrollment, facilities and national recognition are often the most visible measures of State Tech’s success, Dr. Shawn Strong said they are ultimately the result of something much less visible.

He pointed to administrators, faculty, and staff who embraced the college’s direction and accepted the responsibility of carrying it forward.

“I’m grateful every day for the dedicated employees who show up for our students,” Dr. Strong said. “The buildings and the rankings matter, but it’s our people who make this place what it is.”

That philosophy extends beyond the classroom.

Dr. Strong spoke highly of members of his leadership team and noted that many have assumed greater responsibilities as the college has continued to grow.

He also credited employees throughout the institution for understanding the college’s mission and remaining focused on student success instead of becoming distracted by opportunities that fall outside of State Tech’s purpose.

That commitment has helped the college earn recognition from organizations that evaluate institutions based on graduation rates, workforce placement, and student outcomes rather than reputation alone. State Tech has been recognized by the Aspen Institute, Forbes, WalletHub, Washington Monthly, Bankrate, and MSN Money, distinctions that reflect the success of its graduates after they leave campus.

The emphasis on preparing students for careers continues to create opportunities beyond Missouri as well.

Dr. Strong pointed to a recent partnership that sent approximately 15 students to Alaska for summer internships, allowing them to gain additional experience while earning income before returning to campus.

Looking ahead, Dr. Strong said he has no interest in changing the philosophy that has guided the college for the past decade.

“If you don’t think big, you won’t get there,” he said.

The college’s growth has occurred during a period when many community colleges across the country struggled with declining enrollment. State Tech, by contrast, has continued setting enrollment records while expanding its academic offerings and physical campus.

Even with those accomplishments, Dr. Strong said he doesn’t view the past 10 years as the finish line.

Instead, he sees them as the foundation for the college’s next chapter.

The goals remain much the same as they were when he first arrived in Linn: continue growing, continue strengthening relationships with employers and communities, and continue providing students with the education and skills they need to enter the workforce.

After 10 years as president, Dr. Strong believes the college is well positioned to continue that mission because the decisions made during the past decade were intended to create an institution capable of serving Missouri students, employers, and communities for decades to come.