Founded on June 12, 1903, as the Danbury Normal School, Western is celebrating its 120th anniversary this year. While the world has experienced significant change, Western has stayed true to its mission of preparing compassionate leaders. This reflects the intellectual leadership of its faculty, dedication of its staff, and inquisitiveness of its students in advancing shared goals for the betterment of mankind. We have much to be proud of.
As a dynamic institution of higher learning, we are responsive to the needs of the rapidly changing socioeconomic and political fabric of our society. As a result, Western finds itself ready to embark upon a new path of strategic planning while building upon its legacy and rich traditions. In addition, we have experienced seismic shifts in the higher education landscape nationally and globally over the last decade. These changes have not only posed challenges to higher education, but offer a wealth of opportunities a dynamic institution like Western to stay at the forefront of discovery and impact. This is a propitious moment for us to come together and envision a shared future. Collectively, we can craft our next mission-centric strategic plan as the previous plan comes to its conclusion in 2024.
During my listening and learning tour with several stakeholders over the past 12 weeks, I realized that our progress emanates from our collective strength and purpose. A strategic plan developed in an inclusive and collaborative manner, as enshrined in the principles of shared governance, will unite us with greater resolve to meet the challenges ahead.
Guided by faculty and staff colleagues, we are initiating a strategic planning process. The 2024-30 strategic plan, “Western Rising,” embodies our collective indomitable spirit to continue to rise beyond limits and toward brighter horizons.
Through Western Rising, our College community will discuss, develop, and initiate fresh and bold strategic priorities to advance Western Connecticut State University’s excellence, inclusiveness, and opportunities for all.
This six-month inclusive process will engage our diverse community in an in-depth self-evaluation that will yield a collaborative vision to guide us to shared institutional aspirations. It will navigate our mission, vision and values to shape the next six years as we outline our short-term goals and long-term mission-centric strategies as a regional public university — one of our society’s most powerful catalysts for economic prosperity, social mobility, nation building and personal wellbeing.
The process will have four stages. The first stage was launched on November 21st. The process will yield a comprehensive strategic plan that represents a diverse set of perspectives and shared aspirations reflecting five pillars developed from the first phase of the strategic plan (click link above to view the survey results). Each committee will gather input from the community through forums and surveys.
To launch our strategic planning process, we will do the following:
During this phase the Strategic Planning Committees will meet with university and community stakeholders to develop the critical objectives that stem from the strategic priorities.
The strategic planning team will transform the fully developed objectives into action steps and responsible parties.
Step by step, year by year, action by action, together we will make our strategic plan a reality.
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Phase 1
The Best Practices & Socio-Cultural, Political & Economics Roundtable was held on December 1, 2023.
Phase 1
The WCSU Positioning for Success and Higher Education Landscape Panel Discussion was held on December 5, 2023.
PANEL DISCUSSION ➔
Phase 1
The Higher Education & Western Roundtable was held on December 7, 2023.
ROUNDTABLE ➔
Phase 1
The Higher Education & Western Roundtable was held on December 8, 2023.
ROUNDTABLE ➔
The Launch for Western Connecticut State University’s Strategic Plan, Western Rising 2024 – 2030, took place on November 21, 2023. To view a video recap of the launch click the link – STRATEGIC PLAN LAUNCH ➔
The success of our strategic planning process will rely on engaged participation from everyone who is impacted by our mission. Please click on the links below to fill out the strategic planning surveys for Phase 2.
Organization Structure:
We plan to set up three groups to implement the process. The five-person Process Management Group (PMG) appointed by me will conduct the administrative tasks to manage the process and real-time communications. The next larger group with 8-10 members will be the Steering Committee (SC) that will collect, summarize, synthesize and craft the final strategic plan based on the multiple rounds of information gathering, feedback, consultations and discussions conducted at various events planned throughout the process. The Steering Committee will be a body of various stakeholders — faculty, staff, students, alumni — who choose to send their representatives as members. Finally, the largest group that will engage in the process is the Strategic Planning Group (SPG) a collection of various subcommittees and working groups that correspond to various strategic plan domains.
AVP (IEP) – John Osae-Kwapong
Director of Communications & Marketing – Marcia Firsick
Presidential Assistant – Charmaine Lloyd
Instructional Designer – Aura Lippincott
Professor Ancell School of Business – Mohinder Dugal
Chair/Co-Chair – Michelle Brown & Julie Perrelli
Senate President – Jeffrey Schlicht
Dean of School of Visual & Performing Arts – Brian Vernon
Dean of Student Success & Engagement – Julie Perrelli
VP of Enrollment Mgmt. and Student Affairs – Jay Murray
Financial Administrator – Inita Mix
Faculty – Joshua Rosenthal
Associate Dean, Library Services – Veronica Kenausis
Athletics – Lori Mazza
Student – Kristina Caravetta
Alumni Board – Tom Crucitti
Dean of Macricostas School of Arts & Sciences – Dr. Michelle Brown
Sub Committee 1: Academic Excellence
Chair/Co-Chair – Wynn Gadkar-Wilcox
Athletics – Alex Harrison
Faculty – Carol Huang
Dean of Professional Studies – Joan Palladino
Celt Director – Leslie Lindenauer
One Faculty – Wynn Gadkar-Wilcox
Sub Committee 2: Financial Sustainability
Chair/Co-Chair – Melissa Stephens & Deanna-Cibery Schaab
UPBC Chair – Jim Donegan
Director of Financial Aid – Melissa Stephens
Budget Director – Mufu Weng
Facilities – Deanna Cibery-Schaab
Faculty – Zuohong Pan
Sub Committee 3: DEI & Belonging
Chair/Co-Chair – Scott Towers & Jessica Coronel
HR – Michele Ribeiro Cazorla
Faculty – Carina Bandhauer
Title IX – Scott Towers
Faculty – Chair of Social Work, Karen McLean
Student – Maia Quirk
Associate Director of Pre-Collegiate Access – Jessica Coronel
Director of Counseling Services – Ree Gunter
Sub Committee 4: Transparency & Collaborative Decision Making
Chair/Co-Chair – Anna Malavisi & Maribeth Griffin
Faculty – Anna Malavisi
Student – Rebecca Wozniak
Faculty – Adam Brewer
IT – John DeRosa
Director of Residential Programs & Staff – Maribeth Griffin
Sub Committee 5: Community Partnerships
Chair/Co-Chair – Fred Cratty & Yaseen Hayajneh
Foundation Board Members
Interim Dean of Ancell School of Business – Yaseen Hayajneh
Faculty – Mitch Wagener
Director of Career Services – Kathleen Lindenmayer
Director of Pre-Collegiate Access – Rob Pote
Director of Career Academy Partnerships – Brent Dean
Human Resources – Fred Cratty
Alumni Board – Ray Lubus
Mayor’s Office Representation
Foundation Board Member – Nelson Merchan