Hampshire College's 2013-2014 strategic planning process included extensive and thorough community input. Hampshire' Strategic Planning Steering Committee, together with our consultants, Keeling & Associates, held 146 meetings to collect the comments, ideas, and questions from more than 1,300 individual participants, and conducted a strategic planning survey that resulted in 850 responses and 6,700 narrative comments. This input resulted in the five strategic planning priorities below.
After determining the College's priorities, an Implementation Planning Group convened to determine how to make the strategic plan priorities actionable. This group worked over the summer of 2014 to develop an implementation plan that details the 35 projects and budget implications for effective implementation of the strategic plan. The Strategic Planning Oversight Committee then worked with each project's leaders to develop a mechanism to track progress.
Key Leader: Eva Rueschmann, Vice President for Academic Affairs and Dean of Faculty, Professor of Cultural Studies
A1. Revitalize and improve functionality of Hampshire’s student-directed, inquiry-driven educational structure.
A2. Develop and implement new group advising models that create cohorts of students.
A3. Create the workload conditions and support for faculty to do their best teaching and pursue their innovative research.
A4. Enhance technological capabilities and infrastructure for teaching and learning.
A5. Modernize or upgrade teaching, learning and office spaces.
A6. Build Library Learning Commons 3.0 and repurpose other adjacent spaces.
A7. Develop an (initially virtual, eventually physical) Center for Community Engaged & Experiential Learning that facilitates collaborations between offices such as CORC, CLPP, CYL, CBD, ECG, CPSC, etc. for greater coordination of internship and other out-of-classroom learning experiences.
A8. Build up and support academic support services such as the Quantitative Resource Center and Center for Community Engaged Research, the Writing Center, Transformative Speaking, English Language Support, and Disability and Learning Support Services that are vital to skill-building and advanced project work.
A9. Support and sustain existing vital programs and explore and build new programmatic directions in sustainability, entrepreneurship, leadership/ethical engagement, and creativity/innovation.
A10. Strengthen, recognize and evaluate advising as a valued category of faculty work.
Key Leader: Meredith Twombly, Dean of Enrollment and Retention
B1. Better align our financial aid strategy with Hampshire’s mission grounded in positive social change (incrementally increase need based aid, decrease merit aid over next 5 years).
B2. Continue to research and refine the applicant rating criteria to better help us identify most likely “thrivers.”
B3. Increase emphasis on counselor/prospect relationships, increasing interview opportunities and using telephone/Skype to drive visits, applications, application completions, and deposits.
B4. Engage high school guidance community and independent counselors through regular, targeted outreach.
B5. Continue to lead and disrupt national conversations around admissions. As with the decision to go Test-Blind, continue to use internal inquiry and research to contribute to and drive the national discourse on college admission and access.
B6. Capitalize on alumni outcomes (data and profiles) to clearly define Hampshire’s unique value proposition.
Key Leader: Byron McCrae, Dean of Students
C1. Build an additional, mission-driven student residence hall/residence complex and develop a comprehensive plan to identify and address the needs of residence facilities.
C2. Relocate Health and Counseling Services to center of campus.
C3. Launch Healthy Campus Initiative to include smoke free initiatives, institutionalizing the EMT program, and increasing recovery support services.
C4. Renovate the Crown Center into a new Wellness Commons to co-locate wellness and health services (second bullet above) with the Library Learning Commons/academic support (sixth and seventh bullets in section A).
C5. Achieve the next phase of the Healthy Food Transition by making bold progress on comprehensive sustainable food operations and dining service upgrades.
C6. Build a new Student Center that is LBC or LEED certified.
Key Leader: David Gibson, Chief Creative Officer
D1. Launch a marketing campaign and hire Chief Creative Officer to develop and lead a strategy.
D2. Re-design Hampshire’s website.
D3. Increase conference funding for faculty, staff and students to enable them to share what we do uniquely well with the world and, by doing so, to influence higher education.
D4. Launch a lecture series to talk about current topics relevant to Hampshire’s values.
D5. Create a reward program to recognize alumni or others who make a difference in the world, emulate Hampshire core values, or provide exceptional service to Hampshire and the broader community.
Key Leader: Kristen Luschen, Dean of Multicultural Education and Inclusion, Associate Professor of Education Studies
E1. Develop diversity action plans in all divisions and schools within the college.
E2. Create an Institute for Race and Ethnic Studies.
E3. Establish competitive wages and benefits with enhanced recruitment options.
E4. Embed our commitment to diversity and inclusion in employee goals and review.
E5. Enhance diversity, inclusion, & leadership programming.
E6. Create an emergency fund to allow students in crises to maintain their academic focus.
E7. Develop a Target of Opportunity Hiring policy and positions for faculty and upper level administration.
E8. Review and revise recruitment, search, hiring, and promotion policies.
Community members can view plan and process documents here (password protected).