Sage 2025: Charting Our Future is an inclusive, community-wide envisioning of The Sage Colleges to ensure our continued vitality in the institution’s second century.
Members of the Sage family are welcome to reach out to the committee members who represent their constituency or to contact Deirdre Zarrillo, Vice President for Administration and Planning, at [email protected] for more information.
Watch this page for updates and progress reports.
Update: March 25, 2018
Dear Sage Community,
At the middle of the semester, we thought we would share a progress report on the work of the Strategic Planning Committee (SPC). To date, we have:
- Assembled a SPC with a representative selection of the campus including:
- 4 faculty members (SCA, RSC, SGS) + Associate Provost (heading MSCHE accreditation review)
- 3 students (RSC, SCA, SGS) and 3 alumni (RSC, SCA, SGS)
- VPs for Planning and Finance
- 2 trustees
- Directors of Athletics, Res Life, Facilities, Marketing/Communication, Alumni Affairs, Diversity/Inclusion, MIS, and representative from admissions
- Created an internal web site with extensive resources. Web site includes 12 articles that have been discussed with SPC as well as the Environmental Scan (a document created by us that describes the external environment for The Sage Colleges and some salient data about TSC). The web site also includes a data section with TSC Trend Report, Women’s Colleges Comparison Data, Clearinghouse Data (where did TSC applicants go to college); TSC student profiles, and TSC comparison/peer schools analysis.
- Set up a series of community discussions of the future identity of Sage. These included groups of faculty, staff, students, and alumni. These are in progress with at least 10 having already taken place and more scheduled; preliminary results have been collated on Google Forms and then analyzed. We plan to re-engage with similar discussions of draft strategic directions in fall. These were general and preliminary conversations but they involved lots of people, underscored key themes and perceived obstacles, outlined areas of controversy, and laid the groundwork for more detailed analysis.
- SPC chair met with Board of Trustees Strategy Taskforce where business strategy professor and SPC member Kevin Fletcher teamed with trustee Cathy Hill to lead workshop on business rubrics for situational analysis and apply them to Sage. The Strategy Taskforce is running a similar program for full Board of Trustees.
- Reviewed Prof. Fletcher’s presentation and results with the whole SPC. Conducted “VRIO analysis” of Sage designed to identify relative distinctiveness of institutional strengths. Shared examples of competitor data analysis and outlined kinds of data that will be available to upcoming taskforces.
- Next steps for SPC: we will be identifying 4-6 key strategic directions and creating sub-groups to draft white papers with recommendations to share with the whole SPC over rest of the semester.
- Planning, discussion and drafting the plan will continue through fall semester, 2018.
Please feel free to discuss the progress of the planning process and your ideas with any members of the committee. They are listed below.
Chris Ames, President
Deirdre Zarrillo, VP for Planning and Administration
Strategic Planning Committee
|Deirdre Zarrillo||Administration and Planning|
|Kevin Fletcher||Faculty/Management (SCA/SGS)|
|Nancy Ranft||Faculty/OT (RSC/SGS)|
|Emilly Obuya||Faculty/Chemistry (RSC)|
|Matthew McElligott||Faculty/Art (SCA)|
|Shylah Addante||Residence Life|
|David Green||Diversity & Inclusion|
|Valeska LaPlanche||RSC Student|
|Mohamed Mohamed||SCA Student|
|Adelina Cekic||SGS Student|
|Theresa Hand||Academic Affairs|
|Carrie Cokely||RSC Alumna|
|Anthony Crawford||SCA & SGS Alumni|
|Ann Duffield||Board of Trustees|
|Deb Onslow||Board of Trustees|
- To envision a Sage University thriving in the 21st Century.
- To participate in an audit of the current situation of The Sage Colleges.
- To define what Sage will excel in and be known for.
- To recommend the best institutional structure to achieve those goals between 2019-2025.
- To build a strategy to achieve robust enrollment, financial health and a clear and vibrant institutional identity.
- To encapsulate the plan in a small number of key strategic directions (approximately 5).
- To develop, in concert with the cabinet, measurable annual goals for implementation.
- To accomplish these things informed by a sophisticated awareness of the higher education environment, of Sage’s place in that environment, and of the changing nature of that environment and student expectations.
“Big Idea” Discussions
Distinctiveness and Institutional Identity
- What is Sage known for? What should we be known for?
- What should be our key messages to prospective students and parents? Why Sage?
- How do we hope Sage graduates will talk about their experiences?
- What are the areas where we can really excel?
What is the best structure of our multiple colleges and identities to achieve and communicate that excellence?
- How can we make our two campuses a competitive advantage? Would a single campus model be possible or desirable?
- What is the right way to market Russell Sage as a women’s college in light of our coed programs?
- What is the right mix of graduate and undergraduate?
Change and Responsiveness
- How do we align our strengths with the marketplace of the 21st century student?
- What programs and services should be added or discontinued as part of that effort?