Envision 2020

The purposes of this year's strategic planning process are several. The process will seek to enable the College—in today's highly competitive, complex and challenging market—to do the following:


clarify and promote our mission


build on our strengths


be true to our central values


enable the College's faculty and staff to continue to do exemplary work


enable deserving students to benefit from the first-rate education we provide

Resources and Strategic Planning Committee, 2016-17

The Resources and Strategic Planning Committee (RSPC)—composed of both faculty and staff members, and chaired this year by Dr. Susan Mapp—will oversee strategic planning. Representatives of other units will be asked to attend as needed.

Via surveys, focus groups, and meetings with Faculty Assembly, the directors' groups, trustees, Student Senate, and alumni, RSPC will seek input from a broad audience. Data on trends, best practices at other institutions, and "blue skies" thinking about our future will all be part of the process. RSPC will share its initial framework for a plan as soon as November 2016. In January 2017, a first draft of the plan will be shared with everyone; we will share a revised second draft by March. In April 2017, the final version will be voted upon by the Faculty Assembly and the Board of Trustees.

  • Susi Mapp, Social Work, Chair
  • Mahua Bhattacharya, Modern Languages
  • Marianne Calenda, Vice President for Student Life and Dean of Students
  • Jane Cavender, Biology
  • Aaron Cecala, Biology
  • Lauren Deibler, Director of Admissions
  • Sean Fiedler, Student Senate
  • David Kenley, History
  • Sanjay Paul, Business
  • Betty Rider, Senior Vice President for Academic Affairs
  • Bob Wallett, Vice President for Administration and Finance

Governing Principles

The strategic planning process will:

  • Be genuinely inclusive and transparent.
  • Address the external challenges facing higher education in general and small private liberal arts colleges in particular.
  • Draw on market trends, employers' input, and community leaders' ideas.
  • Be informed by data about our peer institutions and leading colleges with similar mission and scope.
  • Be simultaneously aspirational and grounded in the possible, based on a data-informed understanding of the College's challenges, its opportunities and the costs and benefits of its choices.
  • Benefit at every stage from conversations about proposed priorities and any ensuing initiatives with the Board of Trustees, which will approve presidential recommendations of strategic priorities, the allocation of funds to implement those priorities, and the fundraising goals derived from them.
  • Rely on the best thinking of faculty members about academic matters and thinking of the entire campus community about the best ways for Elizabethtown College to move forward.
  • Include regular communications about the status of the planning effort to the campus community, trustees, alumni and parents. These communications will be accomplished through email, updates on etown.edu/Envision2020 and eventually through the alumni magazine.
Elizabethtown College