Strategic Planning Update: 5-4-18

We continue our strategic planning progress!  With the contributions of hundreds of staff, faculty, students and alumni, we have a set of central themes that emerged. Research focusing on these themes and on understanding our students’ experiences at Wooster is underway.  Read President Bolton’s end of semester update (login required).

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Strategic Planning Update: 12-27-17

Read President Bolton’s update on our strategic planning progress (we’re on plan!) (login required)

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Strategic Planning

One of our most important priorities this year is planning. With the close of the Wooster’s Promise campaign on June 30, 2018, we will bring to culmination the work initially articulated in the planning processes of 2009-2011. It will be time, then, to begin charting our directions for the coming years. While we will maintain the bedrock of our mission, we will consider anew the ways we can best fulfill it, and deepen the realization of Wooster’s central promise for students of the coming decades. We will engage this process with our eyes open, bringing together our own sense as a community of the kinds of teaching, living, and learning that best serve our students with an honest understanding of the rapidly changing national and international environment in which we work. We will recommit to our central purpose – providing a superb education that prepares young people to become ethical and inclusive leaders with global perspective – while at the same time considering changes that will enable us to meet our commitments even more deeply. Our work will include careful consideration of our current strengths, challenges and opportunities, as well as better understanding the ways that the things we do now and the initiatives we are considering are understood by our future students.

Members of the College community may follow our planning work on our Strategic Planning site (login required)

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2017-18 Strategic Priorities

Our priorities for 2017-18 overlay a great deal of work that is central, intense, and ongoing.  Core areas of our work – recruiting terrific students from across the country and around the world, teaching great classes and mentoring independent study, providing the services that support our students’ daily lives and well-being, supporting the core physical plant and technology and much more – aren’t specifically listed in this year’s memo, but they are critical to all we do.

Read our 2017-18 Strategic Priorities memo.

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2016-17 Strategic Priorities

The particular priorities we have laid out for this year are ones in which we wish to make change and progress. They overlay a great deal of core work that is ongoing.  Our 2016-17 priorities came forward through the shared work of faculty, staff, and students collaborating both with the Board of Trustees and with others on campus through our many groups and committees.

Read the full 2016-17 Strategic Priorities memo

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2015-16 Progress on Strategic Priorities

2015-16 was a year of transition, yet that did not preclude us from making progress on the priorities we set last Fall. Our “success” is characterized as goals and objectives attained, as well as our learning from the challenges inherent in those priorities that were seeking to attain higher goals, address complex issues, or undertake new endeavors.  Read more about Wooster’s accomplishments in 2015-16…

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2015-16 Strategic Priorities

Our Strategic Priorities memo outlines our work for this year. These  “strategic priorities” emerge from our planning, assessment of our progress, and continuing attention to our external environment. Our goal is to advance Wooster’s mission by making significant progress on these priorities across the College. [One Wooster!]

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2014-15 Strategic Priorities Progress Report

2014-15 was a year of building strength and making considerable progress, despite tragedies that affected us as a campus community, and a challenging environment externally. Our strong mission mindset, our commitment to strategic planning, and our resolve to accomplish our objectives resulted in significant, and often remarkable, progress on our strategic priorities for the year, as described in our year-end report.

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Closing the loop…our last update for 14-15

In our last update on our Sustainable Budget planning process for the year, President Cornwell closes the loop on our work (the Board adopted our budget recommendation), highlights the recommendations that are included in the budget, and shares the Board of Trustees’ request for our continuing work, noting that “going forward will not require the intensity of this year’s effort.”

Continue reading

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“What Works?” Our Sustainable Budget Idea Process Does

In a new series, “What Works,” The Chronicle of Higher Education profiled our Sustainable Budget ideas process.  Read the feature here, or on the Chronicle’s site (subscription required).

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