ON PURPOSE: OUR STRATEGIC FRAMEWORK VERSION 6.0 (SEPTEMBER 2010) OVERVIEW When we began ur planning prcess in May 2009, we set ut t accmplish tw imprtant bjectives: ne, t develp an institutinal culture f planning that fsters strategic thinking and influences all decisin making, resurce allcatin, and assessment effrts; and the ther, which wuld be apprpriately fitting t such a culture, t develp a plan that is an agile, living dcument based n ur cre educatinal values and realities f ur current and future cntexts. Last year we invlved the Wster cmmunity faculty, administrative staff, students, trustees, and alumni in an iterative prcess f reflectin and analysis. In the first phase we frmulated fresh articulatins f ur missin, cre values, and visin fr Wster. In the secnd phase we established strategic bjectives 1 and identified indicatrs we wuld track in ur quest t accmplish them. In the third phase we generated a number f strategic initiatives we wuld undertake, things we wuld d differently which are designed t mve us frm where we are nw t where we want t be. Where d we want t be? Our fundamental visin is t prsper as a distinguished independent liberal arts cllege, t thrive as a vigrus intellectual cmmunity, and t create a reputatin that reflects ur achievements. The Cllege f Wster will be knwn as a great place t live, learn, and wrk. Our reputatin will extend beynd the campus, natinally and internatinally, and while we will be amng the best undergraduate liberal arts clleges with a fcus n research and cllabratin, ur prgrams will be clearly distinctive frm thers and reflect ur character. Our financial resurce base will remain strng and will be apprpriate t supprt ur missin and initiatives. Our alumni will be making a difference thrugh their cntributins t sciety, and we will have the prf t substantiate ur assertins. We will have a Cllege-wide, sustainable culture f planning. We will get here by fulfilling ur educatinal purpse with distinctin, strengthening Wster s fundatin fr the lng-term, and sustaining ur mmentum. Initially, we will fcus ur effrts imprving the quality and effectiveness f ur educatinal prgram in the areas f glbal engagement, intentinal learning, discvery and sharing f knwledge, linking thery and practice, and n realizing ur cre value f being a Cmmunity f Learners. Enrlling a residential student bdy f an ptimal 1 A nte n terminlgy: an bjective is an end we want t achieve; an initiative is smething we are ging t d differently and distinctively s as t achieve ur bjectives.
Strategic Planning Framewrk 2 number and prfile fr ur missin is an imprtant element f the cmprehensive resurce plan we will develp. Cntinued effrts t imprve ur gvernance and cmmunicatins prcesses, t assess ur effrts, and think strategically are cre t ur sustaining ur mmentum. This framewrk is the first editin f ur agile, living-plan dcument. Its purpse is t guide Cllege decisin-making and resurce allcatin in the near term. We anticipate it will be peridically revisited and revised t reflect the prgress we make twards ur bjectives and the changes in ur strategic cntext. THE ELEMENTS OF OUR STRATEGIC FRAMEWORK OUR STRATEGIC CONTEXT Frm a thrugh analysis f Wster s current internal and external cntexts, we find that the future is prmising and the way frward clear if we steer a strategic curse that is bld, carefully planned, apprpriately resurced, and rigrusly assessed. Our current cntext is ne in which we are knwn fr a signature educatinal prgram and excellence in teaching undergraduates, we have a strng financial resurce base and have and cntinue t invest strategically in ur campus facilities. Our signature educatinal prgram, Independent Study, has characteristics that are valued by ur external cnstituencies, yet the prgram is becming less distinctive as undergraduate research has becme recgnized as a high impact practice. While we have made great strides in hw we cmmunicate ur distinctive apprach t liberal educatin, fcused develping independent minds thrugh mentred inquiry, we must cntinue t becme mre disciplined and creative in hw we cnvey the benefits f ur apprach t external audiences. We enjy a very gd reputatin within the circles f higher educatin, but suffer frm a general lack f name and brand recgnitin utside ur academic circles. We have pprtunities in ur recgnitin as a premier teaching Cllege, ur untapped ptential dnr base f parents and alumni, and in ur lcatin in the City f Wster. Cmpared t peers and cmpetitrs, we have faced enrllment challenges, and find urselves in a market psitin where ur gals fr student academic prfile, diversity, and discunt rate are dynamically intertwined, making it difficult t make prgress in all three dimensin f enrllment at nce. Our enrllment f multiethnic students, as a prprtin f ur ttal enrllment, is cmparable t ur peers and has increased significantly in the last five years. We have a strng financial resurce prfile, yet discunt mre and realize less tuitin revenue per student than ur peers. Average Wster Fund gifts per student and alumni giving rates lag ur peers. We allcate ur educatinal resurces differently frm ur peers, generally investing less in ur cre educatinal missin and in average faculty salaries. We have taken initial actin n strategic initiatives t address ur mst pressing issues: faculty salaries, student recreatinal facilities, student recruitment, market psitining, and student retentin.
Strategic Planning Framewrk 3 Finally, we are well underway in a cmprehensive strategic planning prcess and have identified a set f strategic initiatives we will undertake t mve us decisively in the directin f ur visin fr Wster. OUR GUIDING STRATEGIC STATEMENTS OUR DEFINING PURPOSE: WOOSTER S MISSION The Cllege f Wster is a cmmunity f independent minds, wrking tgether t prepare students t becme leaders f character and influence in an interdependent glbal cmmunity. We engage mtivated students in a rigrus and dynamic liberal educatin. Mentred by a faculty natinally recgnized fr excellence in teaching, Wster graduates are creative and independent thinkers with exceptinal abilities t ask imprtant questins, research cmplex issues, slve prblems, and cmmunicate new knwledge and insight. OUR IDEAS THAT WE HOLD TRUE: WOOSTER S CORE VALUES Educatin in the Liberal Arts Traditin: We believe that the mst valuable apprach t undergraduate educatin engages each student in a curse f study that cultivates curisity and develps independent judgment, creativity, breadth, depth, integratin f knwledge, and intellectual skills in the traditin f liberal educatin tuned fr the cntemprary era. A Fcus n Research and Cllabratin: At Wster, faculty and students are c-learners, cllabrating in liberal inquiry. Our faculty s cmmitment t excellence in teaching is natinally recgnized fr enabling students t realize their full ptential as engaged schlars. We embrace unique pedaggical principles at Wster: that research and teaching are integrated frms f inquiry, and that faculty and students share a cmmn purpse in their pursuits f knwledge, insight, and creative expressin. A Cmmunity f Learners: Wster is a residential liberal arts cllege. As such, we believe the learning prcess unflds n ur campus and beynd, in cnversatins in classrms and residence halls, libraries and studis, labratries and n playing fields, and thrugh the relatinships that develp between and amng students, faculty and staff and which endure lng after graduatin. We recgnize that the very prcess f living tgether educates, and that much f the learning that is part f ur missin takes place thrugh artistic expressin, the perfrmance f music, theater, and dance, athletics, cmmunity invlvement, and in the myriad student rganizatins that infuse vitality in campus life. We embrace a hlistic philsphy f educatin and seek t nurture the physical, scial, and spiritual well-being f ur students. Independence f Thught: We are a cmmunity f independent minds, wrking tgether. We place the highest value n cllegiality, cllabratin, penness t persns and ideas in all f their variety, and the free exchange f different pints f view. We vigrusly champin academic freedm, and seek t sustain a campus
Strategic Planning Framewrk 4 culture where the understanding f each is made mre cmplete thrugh an nging prcess f dialgue with thers wh think differently. Scial and Intellectual Respnsibility: As a cmmunity f learners, we hld urselves t high standards f sund evidence, careful reasning, prper attributin, and intellectual and persnal integrity in all activities f teaching, learning, research, and gvernance. We recgnize the privilege f being able, cllectively, t pursue the missin f the Cllege. We therefre seek t extend the benefits f learning beynd the campus and beynd urselves, endeavring t analyze prblems, create slutins, exercise civic and intellectual leadership, and cntribute t the welfare f humanity and the envirnment. Diversity and Inclusivity: Wster actively seeks students, faculty, and staff frm a wide variety f backgrunds, starting places, experiences, and beliefs. We believe that achieving ur educatinal purpse is nly pssible in a diverse cmmunity f learners. Therefre, we value members wh bring a diversity f identities and beliefs t ur cmmn purpse, and wh reflect a diversity f vices as varied as thse ur students will engage upn graduatin. OUR FUTURE TO WHICH WE ASPIRE: WOOSTER S VISION Our cllective endeavr is t prsper as a distinguished independent liberal arts cllege, t thrive as a vigrus intellectual cmmunity, and t create a reputatin that reflects ur achievements. We seek t be leaders in liberal learning, building n ur traditin f graduating independent thinkers wh are well prepared t seek slutins t significant prblems, t create and cmmunicate new knwledge and insight, and t make significant cntributins t ur cmplex and interdependent wrld. OUR STRATEGIC OBJECTIVES We will make prgress twards ur visin by vigrusly pursuing the fllwing bjectives: 1. We will Fulfill Our Educatinal Purpse with Distinctin by making cntinuus imprvements in prviding a liberal arts educatin that is distinctive and demnstrably superir. 2. We will Strengthen the Fundatin f Our Cllege by: a. Securing and enhancing the availability f the human, financial, and physical resurces needed t achieve ur visin. b. Enrlling a residential student bdy f at least 1,800 students with a steadily imprving mix f academic prfile, diversity, and discunt rate. 3. We will Sustain Our Mmentum by develping a campus-wide and sustainable culture f planning as an effective, cllective endeavr.
Strategic Planning Framewrk 5 We will assess ur strategies and revise ur actins based n rigrus analysis f ur prgress, and allcate resurces t advance ur strategic bjectives. OUR STRATEGIC INITIATIVES Realizing ur visin requires change. The strategic initiatives listed belw are things we are ging t d differently, each designed t advance ur strategic bjectives. Sme f ur initiatives are research prjects, where a strategic questin must be answered befre we can determine hw best t mve frward. STRATEGIC OBJECTIVE I: TO FULFILL OUR EDUCATIONAL PURPOSE WITH DISTINCTION [Leads: Prvst; Dean fr Curriculum and Academic Engagement, Dean fr Faculty Develpment, Dean f Students, Chief Infrmatin & Planning Officer with Cmmittee supprt frm the Educatinal Plicy Cmmittee, the Teaching Staff & Tenure Cmmittee, Campus Cuncil, Student Gvernment Assciatin] Building upn ur recgnitin fr ur Independent Study prgram, ur excellence in teaching undergraduates, and ur traditins, we will make cntinuus imprvements in fulfilling ur missin and ffering a liberal arts educatin that is distinctive and demnstrably superir. With an emphasis n the distinctive character f ur educatinal prgrams as reflected in ur cre values, we will imprve the quality and effectiveness f ur educatinal prgram by develping distinctive appraches unique t Wster in: Diversity and Glbal Engagement: We will further develp ur educatinal apprach t diversity and glbal engagement and identify new pprtunities t increase ur students intercultural awareness and capacities fr respnsible glbal citizenship. Student Educatinal Planning and Advising: We will build upn the strng student-faculty and student-staff relatinships that ccur at Wster t develp a distinctive prgram, uniquely Wster s, based n the principles f Develpmental Advising, which will encurage students t develp a clear sense f purpse in their educatinal prgram. Cmmunity f Learners: We will articulate a philsphy f campus life in which we make explicit ur beliefs abut hw living and learning tgether advances ur missin. This philsphy will guide ur student develpment prgrams and husing strategies. In additin, we will deepen the campus internalizatin f The Wster Ethic, making it the reference pint fr guiding judgment and behavir in ur Cmmunity. This cntinuing initiative will engage all areas f the Cllege in understanding hw The Wster Ethic relates t their wrk, and their rles and respnsibilities in fstering and uphlding it. Wster s Independent Study Prgram: Building n the strengths f ur Independent Study prgram, we will develp a distinctive, integrated, and cmprehensive apprach t strengthening ur students skills, including ral and
Strategic Planning Framewrk 6 written cmmunicatin skills, research sphisticatin, and the applicatin f technlgies. Bringing Thery t Practice: We will increase pprtunities fr students t cnnect thery and practice thrugh campus life and real wrld prjects and experiences that strengthen the quality f student learning. STRATEGIC OBJECTIVE II: TO STRENGTHEN THE FOUNDATION OF OUR COLLEGE [Leads: Vice President fr Develpment, Vice President fr Finance and Business, Vice President fr Enrllment and Cllege Relatins, Assciate Vice President fr Cllege Relatins and Marketing, Chief Infrmatin & Planning Officer, Directr f Cllege Investments with Cmmittee supprt frm the Financial Advisry Cmmittee, the Teaching Staff & Tenure Cmmittee, the Staff Cmmittee, and apprpriate cmmittees f the Bard f Trustees] Fcusing n ur pprtunities inherent in ur alumni and parent cnstituencies and in the grwing recgnitin f Wster and its distinctins, and mindful f the recent experiences f the ecnmic dwnturn, we will: Enrll a residential student bdy f an ptimal number f n-campus students with a steadily imprving mix f academic prfile, diversity, and discunt rate thrugh: Determining the Optimal Size f Wster: We will research all aspects f the questin What is the ptimal enrllment size fr Wster? t determine ur enrllment targets. Cntinuing t Pursue an Enrllment Strategy: We will cntinue ur effrts t develp a cmprehensive plan fr maintaining an ptimal enrllment mix. Cntinuing t Develp a Cmpetitive Psitining Strategy: We will cntinue ur effrts t develp a cmprehensive plan t strengthen ur market psitin and recgnitin. Develp a cmprehensive plan fr the generatin and allcatin f Cllege resurces that includes: a Resurce Generatin Plan which includes specific targets fr net student revenue, endwment supprt, capital prjects supprt, and supprt frm external cnstituencies (alumni, parents, friends, and fundatins). This plan will draw n an investment plicy that seeks t psitin the endwment t meet the Cllege s resurce expectatin and a develpment plan with specific targets fr external supprt and the cultivatin f a diverse and sustainable dnr base; and a Resurce Allcatin & Stewardship Plan which includes bth human and physical resurces. This plan will draw n the resurce plans fr each f ur prgrammatic initiatives, specific targets fr faculty and staff
Strategic Planning Framewrk 7 salaries and size, an update f the Cllege s facilities master plan cnsistent with ur cre missin and ptimal size, and a new sustainability plan fr buildings and grunds. STRATEGIC OBJECTIVE III: TO SUSTAIN OUR MOMENTUM FOR THE LONG TERM [Leads: Trustee Leadership, President, Chief Infrmatin & Planning Officer, and ur faculty strategic planning liaisn, Jhn Sell, with Cmmittee Supprt frm the Cmmittee n Cnference and Campus Cuncil] Our planning prcess and the effrts we have taken t imprve ur gvernance and cmmunicatins prcesses are initial attempts t cultivate a campus-wide and sustainable culture f planning as an effective, cllective endeavr. Building upn ur effrts t date, ur grwing culture f assessment, and taking advantage f the pprtunity prvided by ur upcming Higher Learning Cmmissin self-study prcess fr cntinued accreditatin, we will sustain ur prcess f cntinuus innvatin and imprvement by: 1. Engaging in a cntinuus and dynamic strategic planning prcess; 2. Wrking with the chairs f campus and Bard f Trustee cmmittees t establish annual agendas that reflect ur strategic pririties; 3. Cmmunicating regularly with students, faculty, staff, trustees, and alumni n the planning bjectives, strategies, and utcmes; 4. Cnceptualizing, planning, and launching ur self-study prcess fr cntinued accreditatin; 5. Strengthening ur gvernance grups and prcesses thrugh cntinued review; and by 6. Explring research questins leading t new, exciting, differentiating institutinal pprtunities. OUR STRATEGIC INDICATORS We will assess ur prgress twards realizing ur bjectives and achieving ur visin by tracking a dashbard set f strategic indicatrs drawn frm thse identified by the Cllege cmmunity in respnse t the questin What will tell us we have achieved ur visin? This dashbard is an verarching summary; we have and will cntinue t identify indicatrs f ur prgress t include in a cmprehensive set that will be used by areas f the Cllege t assess prgress n specific initiatives and utcmes. These will have annual and lng-term targets r clearly specified gals.
Strategic Planning Framewrk 8 OUR DASHBOARD STRATEGIC OBJECTIVE COMPOSITE INDICATOR PROGRESS We will fulfill ur educatinal purpse with distinctin. We will strengthen the fundatin f ur cllege. Graduate Outcmes: Graduate & Prfessinal Schl Acceptance & Enrllment Rates Jb Placement (1 year after graduatin) Giving rate: Graduate alumni 10 yr ut+ Graduate Qualities Assessment Cmpsite HEDS Alumni Survey "student learning & develpment" utcmes Reputatin: Faculty Distinctin Cmpsite Grwth in Net Tuitin Revenue per Student:Change in Tuitin & Fees Rate Reputatinal Indicatr Cmpsite Admissins Stats: Selectivity Yield Internatinal & US Multiethnic Students as a percentage f all first-year students Academic Prfile Cmpsite Retentin: First-year t sphmre year Six-year graduatin rate Revenue Surces: Net tuitin revenue per student Endwment Spending per student Ttal Gifts per student (mst recent 3-yr average) Financial Strength: Viability Rati Cmpsitin Rati Primary Reserve Rati Campus Stewardship: Renvatin v. Cnstructin Age Resurce Allcatin: Faculty Salaries by Rank Staff Salaries by Psitin Gruping Student: faculty rati Student: staff rati We will sustain ur mmentum. Resurce allcatin reflects ur institutinal pririties: Investment in Cre Missin Cmpsite $ per student % f ttal expenditures "Prviding access" cmpsite indicatr Wster is a "Best Place t Live, Learn & Wrk" Cmpsite Indicatr Missin & Cre Values Intentinality Cmpsite Indicatr