Vision and Process

Where We Want to Be

At the core of Vassar’s Priorities and Planning Process are a vision for Vassar and a set of objectives that will help Vassar achieve its desired state. Students, administrators, faculty, staff, alums and others provided valuable input that resulted in the desired state and objectives below.

The Process Framework

Horizontal process flow diagram showing five stages from left to right. A gray box labeled “Current State” points to a blue box labeled “Based on input from you and others: List of possible actions.” An arrow leads to a red box labeled “Determined by the P&P Committee: Prioritized list of actions.” This flows into a light green box labeled “Final Objectives,” which then points to a darker green box labeled “Desired State.”

Desired State

Vassar provides the highest quality liberal arts education that opens opportunities for all students and demonstrates for future generations the relevance and positive contribution of liberal arts education and scholarship in the world.

By doing so, Vassar plays a pivotal and sustained role in equipping individuals to lead meaningful lives and contribute positively to a complex, rapidly changing, and interconnected world.

Objectives

1. Sustain a world class faculty and a dynamic,
relevant curriculum

2. Attract, support, and educate purpose-driven, highly motivated, and engaged students

3. Foster a culture of engaged pluralism in an inclusive learning and living environment

4. Cultivate a workplace of highly skilled employees who are valued and supported

5. Increase meaningful engagement with the College by alum and parents/guardians

6. Grow community partnerships and engage in local, regional, national, and global issues

7. Align campus infrastructure with educational, sustainability, and accessibility goals

8. Steward Vassar’s values, assets, reputation, and mission for future generations

Timeline

Our strategic planning process builds on the previous P&P completed in 2018–2019.

✅ President Bradley announces a renewed P&P Process and engages a governance committee in the process, with a goal to be completed in 2025–2026. (completed)
✅ Dean of Strategic Planning and Academic Resources communicates the context/history, purpose, and process with campus constituencies through meetings and forums. (completed)
✅ Convene campus groups to solicit input on desired state and objectives. (completed)
✅ Convene all-community workshops and constituency sessions to brainstorm strategies and actions to help achieve our objectives. (completed)
✅ Present draft set of priorities to campus constituents; solicit feedback. (completed)
✅ Engage the campus community in the process via a survey. (completed)
✅ Synthesize information obtained and engage the Priorities and Planning Committee in setting priorities; advise the President
✅ Present draft set of priorities to Board of Trustees for approval
Finalize and communicate widely

How Decisions Are Made

Community input informs the work of the Priorities and Planning Committee, chaired by the President. In collaboration with the Senior Team, the Committee will synthesize feedback and identify a focused set of priorities and investments. A refined list of recommendations will be presented to the Board of Trustees for review and approval.

Communication Flow

Diagram showing a governance and decision-making structure. Across the top are seven stakeholder groups: Faculty (chairs and directors, community workshops, department/program meetings), Students (VSA, house teams, centers, organizations, gatherings), Staff (union leadership, staff forum), Administrators (senior leadership teams, administrative forum), Alums/Parents (AAVC, affinity groups, PAC, PLC), Community Partners (CEL, elected officials), and Board (trustees). Arrows from all these groups point toward a central box labeled “Priorities & Planning Committee (DOSPAR).” Below it, a two-way arrow connects to “President/Senior Team,” which in turn connects to “Board of Trustees (final decisions).”

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