Strategic Planning

In February 2014, the board of trustees voted to endorse goals and objectives designed as a road map for Marlboro to thrive to 2020 and beyond. The endorsement was the culmination of two years of work by a Strategic Planning Task Force made up of Marlboro trustees, faculty, students, and staff. The members of the task force put together and reviewed a great deal of data on the college, on the state of higher education more generally, on the future of the Liberal Arts, and more. They also refined their findings based on feedback provided by the Marlboro College community at Town Meetings, lunchtime discussions, and online.

“We collected information on how Marlboro compares to other higher education institutions, and concerning the major trends and forces affecting small private colleges,” said Peter Zamore, Marlboro trustee, alumnus, and member of the task force. “The plan should help assure that all members of the Marlboro community are oriented toward a common set of goals and strategies that are intended to advance Marlboro’s mission.”

The “Four Goals to Guide Marlboro College,” as endorsed by the board of trustees February 1, 2014, are as follows:

GOAL 1: Promote self-directed learning in undergraduate liberal arts and sciences and in graduate and professional studies to provide students with core skills to thrive in their lives and careers.

Marlboro College is dedicated to upholding a broad, humanistic undergraduate education, with student-designed learning, to provide students with the skills for continuous learning, the ability to adapt to a changing society and economy, and for participation in the college and the democracy as citizens. Graduate and professional studies engage Marlboro students and adult learners in advanced knowledge and skills for careers in management, teaching, and technology.

GOAL 2: Improve enrollment, financial health, and the physical plant. The financial and physical assets of Marlboro College serve as the foundational support for the educational mission of the institution.

A robust student body, both numerically and qualitatively contributes to the vitality of the institution. The continuing success of the college depends on a sound financial structure and a reliable and sufficient income stream. It also requires maintaining the buildings and grounds of the college in a manner that complements the academic programs, provides a fulfilling quality to campus life and presents the college as an appealing place to study, live and work.

GOAL 3: Embody the values of sustainability, frugality, and environmental stewardship found in Vermont culture.

Marlboro College takes pride in its Vermont location as well as its global perspective. The College derives its democratic Town Meeting, Work Days, environmental stewardship, civic engagement, and belief in equality and the beauty of simplicity from its place. However, the educational ideals and standards are without boundaries.

GOAL 4: Promote engagement in Marlboro College’s community governance and participation in the region and the larger world.

Marlboro College is dedicated to creating a participatory community that demonstrates its intellectual and creative depth and social justice values. Students, faculty and staff have a role, along with trustees, in carrying out the College’s goals. Shared governance is reviewed, reflected upon, and improved.

See the full report of the goals and objectives endorsed by the board.