New Vice President for Advancement

Aspire is aptly described as a Strategic Vision, and President Rougeau’s closing message reflects that. As such, it is a work in progress, and more of a strategic framework than a comprehensive strategic plan. There are at least four strategic plans either to be developed, or which are not included.

Yet to be developed are strategic plans for Pillar One, Academic Excellence, and Pillar Three, Inclusive Excellence.

Supposedly completed, but not referenced is the strategic plan for athletics.

The fourth is the campus master plan, apparently nearly completed. This plan is superficially referenced. Absent is any substantive description of its scope and scale; what needs are being addressed; the facilities included, proposed and existing; construction priorities; general timelines; and benefits that will result.

Most of what is set out in each pillar are statements of purpose, articulations of values, and descriptions of the means for achieving the ‘goals’. There are no baselines. Baselines provide context. Without baselines, the College will have no way in 8-10 years of determining whether ‘goals’ were achieved. Pillar Six sets out a measurable goal – doubling the endowment’s value – but doubling from what value? And over what timeframe?

An example of omitted context can be found in Pillar Four, In and of Worcester. “Create and celebrate opportunities” suggests this is a de novo effort. No reference is made of what I believe to be a solid foundation of decades-long outreach by the College and the students.

Most values statements are inherently unmeasurable. How will Inclusive Excellence be measured? What is the referenced standard? One person’s Inclusive Excellence can be another person’s Inclusive Mediocrity.

Some terms need to be defined, perhaps including examples. What is meant by “experiential learning opportunity” p. 3, and how does it relate to “high-impact co-curricular activity” p. 4, or even to a “Comprehensive and coordinated mentoring program … [by] trained alumni/friends of the College” on p.5?

Pillar Five World Class Workforce. This section would benefit from an introduction describing the recent major disruptive changes in the labor force, writ large, that began with the onset of the Covid pandemic, and have continued. Worker shortages in some sectors and areas have led to problems in hiring and retention. The College is not immune from the effects of such shortages.

Be careful in the use of the term “World Class” as it has a particular connotation in the realm of “Total Quality Management”, “best in class”. and “World Class” [this or that], where there are certain guiding principles and standards that characterize management practices.

Pillar Six Philanthropy. “Charge the next Vice President for Advancement…” is awkward phrasing. Better to say something like, ‘Take steps to review the current structure of the Advancement Team, with the objective of enhancing the Team’s ability to achieve the philanthropic goal of the College.’. I actually don’t know why this is even included, as the Office of Advancement is singled out as the only office to be restructured. The inference is that presently, the Office has institutional shortcomings that need to be addressed, and there may be a leadership-at-the-top issue. I don’t understand that to be the case.