A great deal of the Colleges' success in the past decade can be attributed to two strategic plans, each one emerging from community-wide engagement around issues of critical importance to the Colleges. With an inclusive planning process in which faculty, staff, students and trustees reflect on our strengths and weaknesses, these strategic plans chart the next level of excellence at HWS.
HWS 2005, the Colleges' first comprehensive strategic plan, identified a number of initiatives that would benefit the Colleges and the Geneva community. The recommendations were numerous, affecting academic engagement, student life and physical and financial resources. The outcomes were equally broad and included everything from the establishment of The Finger Lakes Institute to the creation of the Colleges' mission statement.
HWS 2010, which evolved into Campaign for the Colleges, proposed the growth of the student body to 2,000 students while maintaining our 11:1 student to faculty ratio, the completion of new and renovated capital projects, an increased endowment, and sustained annual giving. The growth of the student body was achieved one year in advance of the five-year goal, and the growth in new faculty achieved two years in advance. Despite the effects of the recession, the Colleges are close to achieving all of the objectives outlined in Campaign for the Colleges. We are currently making progress in fundraising on the campaign's final capital project – academic space for the performing arts.
In preparation for our next strategic plan, in December of 2009, the HWS community gathered once again to conduct a year-long process to formulate the next set of ideas that will propel our work – HWS 2015.
On the following pages are the key recommendations of HWS 2015 broken down into three areas: Liberal Arts in the 21st Century, Community and Inclusive Excellence.