Strategic Planning

As of 2013, a Strategic Planning Task Force made up of faculty, staff, and students is updating the college’s strategic plan, essentially a road map for a thriving Marlboro College to 2020 and beyond. The process is also important preparation for the NEASC reaccreditation process that will commence in 2014.

The task force is examining six key goals that are important to Marlboro in the near and distant future, and then assessing strategies to meet them. The goals are: reaffirming Marlboro’s distinctive educational model, improving financial health, showing leadership in sustainability, improving the physical plant, enhancing the learning community, and promoting the college to a broader audience. These goals build on the 2010 recommendations of the Task Force on the Future, a group of 17 Marlboro constituents that spent six months exploring the future challenges that face the college. The Task Force on the Future recommendations were:

  1. Marlboro College must expand its enrollment in both undergraduate and graduate programs, according to a strategy, with planned targets.
  2. The college must develop a marketing plan that differentiates Marlboro from other colleges and graduate schools based on strengths and values.
  3. The college and its graduate program should strengthen their collaboration to benefit both, planning and implementing specific measures related to courses and administration.
  4. We should utilize higher education consortia and partnerships to expand and diversify our offerings and achieve savings.
  5. The college should create more community-based and experiential learning opportunities for students and faculty, including student internships.
  6. Marlboro should use technology to expand teaching and to improve links to students when they are not on campus.
  7. Capital planning and improvements—including energy conservation, alternative energy sources and carrying out our environmental mission—must be made to enhance recruitment, retention and stewardship.
  8. The college should develop auxiliary programs, based on its strengths, to enhance its reputation, attract more students, and increase revenues.
  9. The college should continue to increase career services for undergraduate, graduate students, and alumni, building an internship program and employer relationships.
  10. We must more clearly define self-governance at Marlboro College. We must teach democracy and encourage community members to take responsibility for their academic experiences, health, and community life.