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The Wilberforce Renaissance: Reclaiming Institutional Prominence

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The Wilberforce Renaissance: Reclaiming Institutional Prominence Wilberforce University THE WILBERFORCE RENAISSANCE: RECLAIMING INSTITUTIONAL PROMINENCE Strategic Plan 2017 - 2020 1856 Excellence. Innovation. Kindness. The Wilberforce University Renaissance Engagement for A Lifetime The history of Wilberforce University its administration to carry the torch to reclaiming is one of historical prominence, rich institutional prominence. spiritual inheritance and venerable legacy. Giving the challenges that Wilberforce University has experienced over the past few years, the current Since its founding in 1856, Wilberforce University has administration is intentional in building on the good gained its prominence as the first (Historically Black work done by its predecessor in an effort to forge Colleges and Universities - HBCU) institution to be the institution ahead. This good work is represented owned and operated by African Americans, included in the “Strategic Plan and Directions: A Force For employment of famous author, civil activist and Change”, Strategic Plan for 2014-2020; “Five Year renowned educator - W.E.B DuBois and the pioneers Strategic Plan First-Year Final Report” and “Vital of many first (e.g., Military Training Program, HBCU Areas – Year Two Five-Year Strategic Plan” documents private school Seminary) in the HBCU world. developed by the previous administration. The rich spiritual inheritance can be traced back to This document, “The Wilberforce University 1866 in its education of black ministers and leaders, Renaissance: The Strategic Plan for Reclaiming in the theology department, which later became the Institutional Prominence 2017-2020” is the marrying Payne Theological Seminary in 1891. of the “Strategic Plan and Directions” document with the vision and directives of the new administration. Wilberforce University’s venerable legacy is one that This strategic plan outlines six goals and eight includes being the home of the “Intellectual Mecca”, strategic directives by which the University black culture and the making of renaissance men revolutionizes and directional course correct to and women. This legacy also can be contributed establish an environment that 1) increases intellectual to producing renowned jazz artists, educators, capacity, 2) develop exemplary learning experiences, mathematician, and opera singer. 3) create a holistic student experience, and 4) establish solid operational and fiscal management On July 20, 2016, Dr. Herman J. Felton, Jr. was named and processes. the 21st president of Wilberforce University. Dr. Felton’s leadership, background and passion for The goals and strategic directives in this document education yielded an uncompromising approach to constitute the guidelines and roadmap for achieving reclaiming Wilberforce University’s prominence by the Wilberforce University Renaissance, operating instituting the Wilberforce University Renaissance. in Excellence, Innovation and Kindness and being Returning to the heart of its mission, of establishing the “Premiere Liberal Arts Institution with an an intellectual mecca that prepares students for a Entrepreneurial Intention”. lifelong venture as change agents, social activists, entrepreneurs and global citizens, Dr. Felton is strategically placing Wilberforce University and The Wilberforce Mission Established in 1856, Wilberforce University, 1. Deliver high quality academic and student the nation’s oldest private historically black engagement programs that prepare students for success in the workplace, graduate and university founded by African-Americans, professional schools, and entrepreneurial can trace its origin to a period of American endeavors. history before the Civil War, when the Ohio 2. Develop sustainable resources (human, Underground Railroad was established as financial, and capital) that provide for the needs a means of escape for all those persons of of the institution and enable achievement of our mission. African descent who sought their freedom from the yoke of slavery in the North. One 3. Build and maintain a physical plant and campus environment which supports innovative teaching of the destination points of this railroad and learning, safety, pride and operational became Wilberforce University. As the efficiency which undergird our academic mission and enhances student engagement and quality of Underground Railroad provided a route life. from physical bondage, the University 4. Employ best practices and promote continuous was founded to provide an intellectual improvement to support high organizational Mecca and refuge from the ignorance and performance and operational efficiencies. degradation of slavery. 5. Develop sustaining and productive relationships between internal and external Wilberforce University’s mission is to help partners in strategic and sustained efforts to move Wilberforce University to a recognized our students identify and prepare for their position of prominence in delivering unusual respective purposes in life as change agents, and sustaining educational experiences in the community, nationally and internationally. social activists, entrepreneurs and global citizens by imparting knowledge, instilling 6. Develop sustainable and transparent university- wide processes and products that address discipline and inspiring lifelong learning accreditation guidelines for building and through critical intellectual inquiry and sustaining programs regionally and nationally. rigor, personal and spiritual development and the practical application of knowledge All WU programs will render value, and students obtained and skills developed. The plan to will receive a nurturing, intellectually challenging accomplish the mission is by pursuing the and student-centered experience that will instill following goals and strategic directives: ideals of life-long learning, social activism and self- determination through entrepreneurship. Institutional Strategic Framework The Institutional Strategic Framework, Table 1.0 is the foundation of the strategic plan that is aptly designed to serve the students, faculty, administrators and stakeholders of Wilberforce University. Goals Strategic Directives Institutional Value Drivers 1. Deliver high quality academic and student engagement programs that prepare II. Advance Preparation & Leading the Charge Academic Excellence students for success in the workplace, graduate and professional schools, and III. Entrepreneurial Intention Student Engagement entrepreneurial endeavors. IV. The Liberal Arts & Entrepreneurship Experience VIII. Discovery through Innovation 2. Develop sustainable resources (human, financial, and capital) that provide orf the VI. Value in Service Student Engagement needs of the institution and enable achievement of our mission. Civility and Kindness Fiscal Responsibility 3. Build and maintain a physical plant and campus environment which supports I. Operational and Organizational Stewardship Operational Efficiency innovative teaching and learning, safety, pride, and operational efficiency which Fiscal Responsibility undergird our academic mission and enhances student engagement and quality of Image Enhancement life. 4. Employ best practices and promote continuous improvement to support high I. Operational and Organizational Stewardship Operational Efficiency organizational performance and operational efficiencies. 5. Develop sustaining and productive relationships between internal and external V. Learning in All Spaces Academic Excellence partners in strategic and sustained efforts to move Wilberforce University to a Student Engagement recognized position of prominence in delivering unusual and sustaining educational Image Enhancement experiences in the community, nationally and internationally. 6. Develop sustainable and transparent university-wide processes, products and VII. Extending Our Reach – Academic Excellence outcomes that address accreditation guidelines and requirements for building and Collaboration. Education. Delivery. Student Engagement sustaining programs regionally and nationally. Table 1.0 Excellence, Innovation and Kindness converge at the intersection of the institutional Goals with the Strategic Directives with the Institutional Value Drivers. Each strategic directive is linked to a respective goal and institutional value driver and serves as a framework to the aspirations of achieving institutional prominence. Goals Strategic Directives Institutional Value Drivers 1. Deliver high quality academic and student engagement programs that prepare II. Advance Preparation & Leading the Charge Academic Excellence students for success in the workplace, graduate and professional schools, and III. Entrepreneurial Intention Student Engagement entrepreneurial endeavors. IV. The Liberal Arts & Entrepreneurship Experience VIII. Discovery through Innovation 2. Develop sustainable resources (human, financial, and capital) that provide orf the VI. Value in Service Student Engagement needs of the institution and enable achievement of our mission. Civility and Kindness Fiscal Responsibility 3. Build and maintain a physical plant and campus environment which supports I. Operational and Organizational Stewardship Operational Efficiency innovative teaching and learning, safety, pride, and operational efficiency which Fiscal Responsibility undergird our academic mission and enhances student engagement and quality of Image Enhancement life. 4. Employ best practices and promote continuous improvement to support high I. Operational and Organizational Stewardship Operational Efficiency organizational performance and operational
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