VALUES
STRATEGIC PLAN 2010-2020
Living Our Learning; Claiming Our Calling; Transforming Tomorrow
VISION
The Mission of Wartburg College
Wartburg College is dedicated to challenging and nurturing students for
lives of leadership and service as a spirited expression of their faith and learning.
Wartburg College will be bold and innovative in fulfilling its distinctive mission. Our integrative liberal arts curriculum and commitment to excellence in teaching and learning will challenge and nurture students to achieve their highest potential. Students will live out their learning beyond the classroom and develop a spirit of lifelong inquiry through engagement in outstanding curricular and co-curricular programs.
Wartburg College will exemplify thoughtful dialogue between faith and reason, inspired by the Lutheran intellectual and faith traditions. As an expression of our dedication to developing the whole person, we will shape opportunities for students to discover and claim their callings in the workplace and in civic life.
Wartburg College will foster an inclusive living-learning community while constructively engaging the many communities that surround and support ours. Wartburg alumni will honor their alma mater through their leadership and service in the world, their commitment to lifelong learning, and their contributions of talents and gifts.
Wartburg College will be faithful to this vision and to the needs of a changing world in order to leave a legacy worthy of our rich heritage. The entire Wartburg College community will exercise responsible stewardship of the intellectual, physical, spiritual, natural, human, and financial resources entrusted to our care.
GOALS & OBJECTIVES
OBJECTIVE 1: Implement a student development plan based on revised college-wide learning outcomes that connect curricular and co-curricular programs.
| 1.1 | Establish a faculty/staff task force to determine new college-wide learning outcomes and create a comprehensive student development plan. |
| 1.2 | Review outcomes and assessment strategies for co-curricular activities and programming. |
| 1.3 | Review institutional governance structures (committees and reporting lines) to ensure curricular and co-curricular connections. |
| 1.4 | Review and, if necessary, revise the Essential Education curriculum to reflect new college-wide learning outcomes. |
| 1.5 | Review and, if necessary, revise departmental and academic support services learning outcomes to reflect new college-wide learning outcomes. |
OBJECTIVE 2: Increase opportunities for rigorous interdisciplinary and inquiry-based learning that help students develop the skills, knowledge, and dispositions necessary for a life of learning.
| 2.1 | Support and expand interdisciplinary majors and minors. |
| 2.2 | Decrease class size in targeted inquiry-based courses (writing-, oral-, information literacy intensive). |
| 2.3 | Review, revise, and consider establishing new “across the curriculum” programs. |
| 2.4 | Explore new academic programs such as online, certificate, and graduate offerings. |
OBJECTIVE 3: Increase the capacity of Wartburg’s distinctive, integrative curricular and co-curricular programs to engage all students in meaningful, transformative educational opportunities.(Including, but not limited to, service-learning, study abroad, undergraduate research, senior projects, leadership education, Scholars Program, internships, Wartburg West.)
| 3.1 | Review involvement in current integrative programs and ensure appropriate staffing and funding to enhance or increase participation. |
| 3.2 | Establish working groups to explore additional opportunities as part of an overall review of distinctive programs. |
| 3.3 | Ensure that reflection is an integral part of participation and demonstrates interdisciplinary learning. |
OBJECTIVE 4: Nurture a culture of excellence through assessment and continuous improvement strategies.
| 4.1 | Affirm the use of a standard annual performance appraisal process for staff and establish a parallel process for student employees. |
| 4.2 | Use assessment data in all programmatic and administrative decisions. |
| 4.3 | Explore and establish a faculty/staff committee to assess the new college-wide learning outcomes and the connection between curricular and co-curricular programs. |
OBJECTIVE 1: Support and sustain a campus-wide emphasis on helping students discover and claim their callings.
| 1.1 | Evaluate and plan for the future of the Callings initiative. |
| 1.2 | Implement best practices that support holistic (mental, physical, spiritual) health. |
| 1.3 | Review and revise programs and facilities for excellence in Campus Ministry. |
| 1.4 | Expand internships, field experiences, and other “living your learning” opportunities. |
| 1.5 | Reflect upon and celebrate the role of student employment in vocational discovery. |
OBJECTIVE 2: Honor faculty and staff for their vocations in service of education.
| 2.1 | Review and, if necessary, revise current faculty and staff recognition programs. |
| 2.2 | Consider additional ways to share and celebrate achievements and daily work as a campus community. |
OBJECTIVE 3: Honor the diverse callings of alumni and friendsand increase their involvement in the lives ofcurrent students.
| 3.1 | Engage more alumni as educational resources. |
| 3.2 | Connect students and alumni in co-curricular settings. |
| 3.3 | Increase continuing education opportunities for alumni. |
| 3.4 | Continue to recognize alumni achievement. |
OBJECTIVE 1: Cultivate a welcoming campus climate that enhances student recruitment, academic success, satisfaction, and persistence.
| 1.1 | Sustain a campus ethos marked by hospitality and respect. |
| 1.2 | Expand student recruitment beyond traditional markets. |
| 1.3 | Expand and establish new financial aid opportunities for students. |
| 1.4 | Support student success and persistence to graduation. |
OBJECTIVE 2: Develop cultural competence as a dimension of learning and community life.
| 2.1 | Support a diverse and culturally inclusive campus environment. |
| 2.2 | Develop a common understanding of cultural competence and provide opportunities for faculty, staff, and students to share their personal stories. |
| 2.3 | Review the curriculum to ensure that it reflects the college’s commitment to diversity. |
| 2.4 | Increase off-campus opportunities for study and immersion. |
OBJECTIVE 3: Expand mentoring programs for faculty, staff, students, and alumni.
| 3.1 | Achieve excellence in academic advising. |
| 3.2 | Equip faculty and staff as student mentors. |
| 3.3 | Expand peer mentoring among faculty, staff, and students. |
| 3.4 | Engage alumni in student mentoring programs. |
| 3.5 | Expand and recognize community partnerships that benefit student learning. |
OBJECTIVE 1: Develop and implement a master campus plan that addresses current and future facility needs, energy requirements, technology, optimum space usage, and environmental sustainability.
| 1.1 | Complete a master campus facilities and infrastructure plan engaging all stakeholders. |
| 1.2 | Develop budgets and fundraising timelines to implement priorities identified from the master campus plan. |
| 1.3 | Establish an environmental sustainability plan and policies. |
OBJECTIVE 2: Ensure responsible fiscal practices that demonstrate organizational strength, as well as sound financial stewardship and institutional citizenship.
| 2.1 | Continue to grow tuition net revenue by no less than four percent per year through a strategic enrollment plan (tuition pricing, financial aid awarding policy, and student body size). |
| 2.2 | Increase philanthropic giving through current advancement programs and by implementing a new comprehensive campaign to support the key priorities of the College’s strategic plan. |
| 2.3 | Generate adequate revenue by enhancing operations, exploring alternative sources, managing costs, and assessing and addressing organizational risk. |
| 2.4 | Establish cost-effective purchasing practices that support environmental sustainability and community welfare. |
OBJECTIVE 3: Expand living-learning communities that foster holistic student development.
| 3.1 | Provide attractive first-year residence halls that enhance student recruitment and build community. |
| 3.2 | Review aesthetics and capacity of upper class housing. |
| 3.3 | Review current living-learning communities and expand according to student need. |
| 3.4 | Renovate or purchase a replacement facility for Wartburg West. |
OBJECTIVE 4: Make ongoing improvements in classrooms, technology, equipment, academic support facilities, and common spaces to meet the needs of the 21st century student.
| 4.1 | Develop a long-range plan for the regular replacement and upgrade of technology and equipment. |
| 4.2 | Develop a long-range plan to ensure that the Vogel Library and the Pathways Center continue to serve the learning needs of students. |
| 4.3 | Conduct regular environmental scans on the impact of technology on educational practices. |
OBJECTIVE 1: Hire, develop, and evaluate faculty and staff for mission effectiveness.
| 1.1 | Foster a shared understanding of the college’s mission through faculty and staff development programs. |
| 1.2 | Review and, if necessary, revise the policies and practices for hiring and evaluating faculty and staff for mission effectiveness. |
OBJECTIVE 2: Increase support for faculty and staff professional development and enrichment programs.
| 2.1 | Increase the number of endowed positions, including rotating endowed professorships. |
| 2.2 | Enrich programs for comprehensive development of faculty in their work. |
| 2.3 | Establish a policy and increase funding for staff professional development. |
OBJECTIVE 3: Attract and retain excellent faculty and staff who canfully execute the college’s mission.
| 3.1 | Examine the impact of compensation on hiring and retention. |
| 3.2 | Enhance participation in decision-making about compensation policies and practices. |
| 3.3 | Develop and implement communication tools that engage faculty and staff in the implementation of the strategic plan. |
OBJECTIVE 4: Enhance development opportunities for college governance and advisory boards.
| 4.1 | Develop comprehensive orientation and development programs for board members. |
| 4.2 | Develop succession plans for all external boards. |
OBJECTIVE 1: Develop and implement a comprehensive external marketing plan that enhances student recruitment, fundraising, and alumni engagement.
| 1.1 | Develop messages that articulate the value and distinctive character of a Wartburg liberal arts education. |
| 1.2 | Expand visibility and recognition of the college among high school students in traditional and new recruitment markets. |
| 1.3 | Enhance communication with and among alumni and friends through diverse media. |
| 1.4 | Use market research effectively to guide decision making. |
OBJECTIVE 2: Equip and empower alumni, friends, faculty, staff, and students to demonstrate the value of the Wartburg experience.
| 2.1 | Support and employ off-campus travel of student groups in student recruitment and friend-raising efforts. |
| 2.2 | Affirm arts and athletics programs as service and outreach to the community. |
| 2.3 | Increase engagement of faculty, staff, and alumni as partners in student recruitment, fundraising, and relationship-building efforts. |
| 2.4 | Develop and implement communication tools that engage external stakeholders in the implementation of the strategic plan. |
OBJECTIVE 3: Enhance communication within and among internal audiences to advance the college’s mission.
| 3.1 | Develop plans to improve communication and transparency. |
| 3.2 | Create new opportunities for informal interaction and dialogue among and between faculty, staff, and students. |
| 3.3 | Enhance participation in decision making related to key college functions. |
OBJECTIVE 4: Engage and serve the Cedar Valley and wider communities in ways that are mutually beneficial.
| 4.1 | Publicize and celebrate ways that Wartburg serves and benefits the local and broader community, as well as churches and other religious communities. |
| 4.2 | Explore or develop new opportunities that generate revenue for the college while meeting community needs. |