Wells College's Vision and Strategic Plan for 2015-17 was endorsed by the Board of Trustees at their October meeting (2015). The Cabinet discussed the draft plan with faculty, staff, students, Trustees, and Village government and business leaders, and shared it with alumni via email. By design, and of necessity, this short-term plan is narrowly focused on key strategies that will bring Wells immediate successes — even as they contribute to long-term health and vitality. Thank you to all who actively participated in the development of the plan – your input and thoughtfulness is greatly appreciated. We look forward to working across the campus community as we bring these ideas and goals to fruition.
Highlights of the Stategic Plan are:
VISION STATEMENT
Wells College will redefine the modern liberal arts and sciences, with a strong academic foundation and a focus on the future lives students will lead. We will wholeheartedly make and execute bold choices, and embrace new challenges, innovative programs, and perational improvements. The College intends to be a "top choice" for students, faculty and staff as we strengthen and broaden our reputation. The College will strengthen our surrounding communities by leveraging our role as a critical regional economic driver.
STRATEGIC GOALS
5 Primary Areas of Focus Driving Toward 2 Specific Outcomes
OUTCOMES:
- Increased enrollment (from both recruitment and retention).
- A sustainable financial outlook and foundation.
AREAS OF FOCUS:
- Focus on Academic Programs
A focus on academics is critical to attracting and retaining students. Wells College will cultivate a reputation as a high quality, innovative, relevant academic institution and a “top choice” destination for bright, capable, degree-seeking students.
- Improve and Maintain the Condition and Appearance of Campus
The condition of campus is a highly visible indicator – to prospective students and employees, campus visitors, and the current campus community – of the wellbeing of the College. It provides a critical first impression and has a profound impact on the overall quality of relationships with the College.
- Market and Advertise Today's Wells Story
Tell the story of “who and what Wells is” more boldly with ongoing and new audiences as well as utilizing new and current media. Improve how we market academic and co-curricular programs and the College as a whole.
- Strengthen the campus-wide Information Technology Position
The campus community, including students, faculty and staff, depends on technology to facilitate an excellent Wells experience. Information Technology is committed to providing timely effective solutions, systems, and technical support to advance the academic mission and business process of the College.
- Develop Additional Revenue Streams and Strengthen Regional Economic Activity
Diversify reliance on traditional tuition and room and board revenue, and develop additional revenue streams. Facilitate collaborative opportunities between the College, village, and regional communities that will ultimately bring benefit to all partners. This outwardly focused initiative also presents a sense of optimism, energy and entrepreneurial spirit to the external community.
STUDENT PROMISE: Wells College. Arrive Curious ∴ Graduate Prepared.
For more details and information about these efforts, see the full Strategic Plan in PDF form.
Committee on Institutional Planning and Effectiveness
The Committee on Institutional Planning and Effectiveness serves as an advisory council to the President. The Committee works with and provides information to the President’s Cabinet regarding the implementation and assessment of the Strategic Plan. The Committee offers recommendations on the integration of strategic actions, institutional effectiveness, and assurance of a transparent budget processes. Additionally, the Committee provides oversight of the College’s progress on the assessment of educational effectiveness and institutional improvement based on the Middle States standards. Current members are:
- Academic administration and Chair: Carol Henderson, Library Director
- Academic administration: Paul Applebee, Registrar and Director of Institutional Research
- Cabinet liaison: Robert A. Cree, VP and Chief Financial Officer
- Faculty: member of Educational Planning Committee, Katie Waugh, Assistant Professor of Studio Art
- Faculty: at-large, elected by the faculty, Dan Renfrow, Associate Professor of Sociology
- Technology Advisory Group: Dan Wentworth, Director of Information Technology
- Buildings and Grounds: Brian Brown, Director of Facilities Operations and Services
- Student/residence life: Anthony Pluretti, Director of Safety & Security
- Advancement: Michelle Landers, Coordinator of Corporate & Foundation Relations
- Admissions & financial aid: Laura Burns, Director of Financial Aid
- Business office/financial affairs: Susan Weatherby, Controller
- Student: Amanda Springer, class of 2019
- Student: Amy Laird, class of 2020
