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Strategic Plan 2005 - 2010

Strategic Plan 2005 - 2010. Presentation to Faculty & Staff Spring 2006. Strategic Planning Update – Spring 2006. President Carwein charges committee to develop 5-year plan (October 2004) “Bottom up” vs. “top down” approach Chairs: Professor Kelly and Vice President Rasool. Planning Process.

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Strategic Plan 2005 - 2010

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  1. Strategic Plan 2005 - 2010 Presentation to Faculty & Staff Spring 2006

  2. Strategic Planning Update – Spring 2006 • President Carwein charges committee to develop 5-year plan (October 2004) • “Bottom up” vs. “top down” approach • Chairs: Professor Kelly and Vice President Rasool Strategic Plan for 2005 - 2010

  3. Planning Process • Over 940 responses to college/community surveys • Report identifying 5 priorities and 27 goals (April 2005) • 3 goals emerge, shared with college community (Fall 2005) • Strategies, action plans, and measurable outcomes developed by campus units • President’s Cabinet develops budget to support action plans Strategic Plan for 2005 - 2010

  4. Priorities and Goals 2005 - 2007 • Priority: Embrace diversity • Goal: Create a welcoming and inclusive environment • Priority: Expand and enhance recognition • Goal: Provide alternative educational instruction • Priority: Enrich resource development • Goal: Increase fundraising initiatives including grants and contracts Strategic Plan for 2005 - 2010

  5. Priorities • Foster Student Success Student-centered teaching is the hallmark of Westfield State College. Graduates are prepared to be valuable contributors to both society at large and the field of work in which they choose to enter. As industries, technologies and economies evolve, the College must be poised to respond to those changes and the needs of the students. Several goals have been identified that ensure success for students attending Westfield State College and in the world beyond Strategic Plan for 2005 - 2010

  6. Priorities • Expand and Enhance Recognition Many residents of Massachusetts are familiar with Westfield State College and the quality of its education, but it is not well known beyond the region. In order to achieve enhanced recognition, specific programs will be strengthened and initiatives created to increase visibility and value in the Commonwealth and beyond. Strategic Plan for 2005 - 2010

  7. Priorities • Embrace Diversity A diverse community is a vital component of a quality education and to the college experience. Students benefit from interactions with faculty and other students from various backgrounds and gain understandings that they will carry into the world and share with others. A proactive approach to diversity will be implemented. Strategic Plan for 2005 - 2010

  8. Priorities • Revitalize and Develop Facilities The physical setting and condition of the campus are important components of the overall college experience. Students need to feel comfortable and secure in their academic environment. The condition of the campus is also a visible indicator to prospective students of the continuing investment in creating a supportive learning environment. Strategic Plan for 2005 - 2010

  9. Priorities • ▪ Enrich Resource Development • A number of strategies have been • identified which will strengthen and improve the College. Limited resources, however, as a result of significant budget reductions over the past decade, have severely hampered the College’s ability to meet its needs. Resources will be sought through a variety of mechanisms and strategies to extend our resource base. Strategic Plan for 2005 - 2010

  10. Resources: $242,500 for FY 2006-2007 Strategic Plan for 2005 - 2010

  11. The Process • Ongoing process • Monitor benchmarks and report on progress • Evaluate and re-align annually Strategic Plan for 2005 - 2010

  12. The Strategic Plan: Navigating the Future The five-year Strategic Plan makes transparent the college’s mission and vision and provides the “GPS” to move forward consciously and collectively. Strategic Plan for 2005 - 2010

  13. Vision for the Future A dynamic, living culture characterized by: • Interdisciplinary programming and learning • Pervasive and creative • Collaboration as second nature • Within departments, among Divisions, and between college and community • Scholarship • Continuing engagement that informs teaching and practice • Flexibility • Learning for a lifetime • Diversity • Endemic and energizing Strategic Plan for 2005 - 2010

  14. Strategic Plan for 2005 - 2010

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