We continue to make good progress simultaneously on phases I and II of our process to develop a sustainable budget for Wooster. In this update I will highlight our progress in generating ideas and initial discussions about them. Continue reading
We are making good progress simultaneously on phases I and II of our process to develop a sustainable budget for Wooster. In this update I will call attention to additional resources now available and to upcoming meetings of note. Continue reading
SGA sponsored sessions for students:
Wednesday, 11/12, 6 to 7 p.m., Lowry Pit
Thursday, 11/13, 12 noon to 1 p.m., CoRE
Monday, 11/17, 4 to 5 p.m., Lowry Pit
Staff Committee sponsored session for staff:
Thursday, 11/13, 2 to 3 p.m., Lean Lecture Hall
Dear Fellow Scots,
I write to offer an update on our process to develop a sustainable budget for Wooster, bringing our forecasted revenues into alignment with our expenses, and to add further specificity about the timeline and phases of work.
As a reminder, the process I outlined in late September has four phases and will span our academic year:
These phases overlap and are moving ahead at different rates in different areas, as we anticipated, because there are some decisions that we will need to make as early as the end of the fall semester given the timelines for certain actions and activities, such as faculty searches.
Our planning work this year focuses on resource allocation and developing a sustainable budget for the College. To read more about our process, work, and updates, click here.
Wooster continues to build a strong foundation in a challenging environment. This year, we continue to build this foundation, and address the marketplace, media, and financial challenges of today’s higher education environment. Read more about our Strategic Priorities for 2014-15.
In 2013-14 we have committed to getting a great deal of important work done, building as we must on our hard-won momentum. A check of our progress at the beginning of 2014 indicates that we are making good, if not excellent, progress on all of our strategic priorities for this year. Read more here.
Our documented, and “self-studied” evidence of our accomplishments of 2012-13 set the foundation for “a great deal of important work to be done” in 2013-14. In their annual Strategic Priorities memo, Board Chair Gunning and President Cornwell highlight the projects and initiatives that will continue to advance our mission.
Click here to read the 2013-14 Strategic Priorities memo.
One of our 2012-13 strategic priorities was to complete our continuing accreditation research and evaluation. This was more than a self-study for our regional accreditor: it was an important element of our on-going strategic planning process. As we anticipated, the self-study and visiting team’s report provides us with an excellent framework for revisiting our strengths, weaknesses, opportunities, and threats. We have accomplished much since we began our planning work in 2008, as we highlighted in “Chapter TWO” of our self-study.
Our self-study, visiting team report, our institutional response, and the Higher Learning Commission’s “affirmation letter” attest to our progress. Visit our self-study site to explore our findings.
In their annual Strategic Priorities memo, Board Chair Gunning and President Cornwell noted that the College begins “this year in a very good place, seeing ample grounds for confidence and optimism,” highlighting many of the accomplishments of 2011-12 and early indicators for 2012-13. This year’s strategic priorities include continuing work on existing initiatives, as well as beginning work on new ones, such as the launch of APEX, campaign planning, and refreshing our planning efforts based, in large part, in the work for our self-study for continued accreditation.
Click here to read the 2012-13 Strategic Priorities memo.