Worcester State University
Strategic Planning



In the 2010 – 2014 strategic plan, the following opportunities were identified as high priorities for Worcester State University:

1.     Retention:  Develop diverse program offerings to meet the needs of a changing student population.

A continued decline in the population of traditional university age students will require changes in student recruitment efforts and student services in order attract and retain a greater share of this declining market and/or new market segments.

2.     Academics:  Promote greater flexibility to address the changing needs of teaching and scholarship.

The changing needs of students, employers, the Commonwealth, and faculty as well as increasing global challenges will necessitate shifts in academic offerings and in the way in which academics are taught and supported.

3.     Assessment: Develop a culture of assessment that informs all aspects of the University’s business operations and academic offerings.

The state government and general public will increasingly demand evidence of educational impact and cost efficiency (value added) as justification for public financing.

4.     Infrastructure:   Modernize existing facilities and prioritize sustainability in infrastructure development.

Despite resource constraints, substantial ongoing support of facility, technology initiatives, and communication processes will be necessary to expand the quality of learning and meet the needs and expectations of students, faculty, and staff.


5.     Fiscal:  Continue to deliver quality academic programming, while maintaining the fiscal health of the University.

The University will experience continued and potentially increasing financial constraints in the foreseeable future.  WSU must increase its capacity to generate resources that will allow it to pursue strategic, transformational goals.


6.     Communication: Develop efficient and effective communication processes to promote the College and to foster greater collaboration on campus.

By raising awareness of WSU’s outstanding academic programs and innovative community service initiatives, the college will reinforce its reputation for excellence and promote commitment to a shared mission among faculty and staff.


Ongoing Implementation and Evaluation
The University has established a formal process that ensures the regular and timely implementation of strategic plan details.  Every six months, the University’s Board of Trustees formally assesses progress on the strategic plan; quarterly, each of the University’s division Vice Presidents provides the Trustees and University community updates and progress reports on specific items contained within the plan; these updates also are used as part of the division Vice Presidents’ annual reviews.  Division Vice Presidents are expected to work closely with the personnel associated with their respective areas in implementing current initiatives and defining new projects that align with the strategic plan’s goals and objectives.  Finally, the University has designated a strategic planning officer, who is tasked with coordinating division planning activities and facilitating cross-division collaboration for the duration of the strategic plan.

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