I made this year’s first trip to an alumni reception at the end of last week, a great gathering of generations of Wes fans in Denver. We doubled the number of applications from the Mile High City this past year, and I can see that we have many fervent ambassadors in Colorado. Business leaders, teachers, entrepreneurs and communications specialists with Wes degrees have made Denver their home. Standing out even among our talented alumni group are two of the states most interesting political leaders: Denver Mayor John Hickenlooper ’74 and US Senator Michael Bennet ’87. And there are many other alumni engaged in public service: from art museums, to schools, to alternative energy — Wesleyan grads and their families are making a difference in the public arena in Denver as elsewhere.
This year instead of talking about “how it feels to come home to Wesleyan,” or “what’s changed in Middletown since the 1970s,” I thought I ought to talk about the future of the university I’ve now gotten to know again. Of course, everyone is rightly concerned with how we are weathering the economic crisis that has significantly reduced our endowment. We are having conversations about the budget with both the Budget Priorities Committee – a committee which represents faculty, students and staff – and an ad hoc faculty committee to advise me on current budget matters. Our immediate task is to cut spending by an additional 2.5%. Although we are not out of the woods yet, I am confident that we can make the necessary cuts to balance the budget this year while protecting financial aid and the academic core.
So in Denver I talked briefly with the group about my work this past summer on a framework for planning the next decade at Wesleyan. I’ve taken the input I’ve received over the last two years from trustees, faculty, students, alumni and staff, and combined that with my own sense of how we might build on what is most distinctive about the Wesleyan experience. For the last year or so I’ve talked about “seven initiative areas,” and I have woven those into a plan that charts a direction for our university over the next several years. I’ve also emphasized that we must develop the sustainability of our economic model — that means there won’t be any spending sprees in the coming decade. But there will be an ever greater effort to energize those elements most distinctive in the Wesleyan experience, create ongoing economic support for those elements, and develop effective ways of communicating to the world about them.
On Wednesday (9/16/09) this week I’ll post the framework for planning on a new Weblink: Wesleyan 2020. We will be having extensive conversations on campus about the ideas in the posted document, and I invite you to send in your feedback either via email or directly to the site. We will continue to revise our plans for the future until we have a framework we can use for developing our curriculum, recruiting students, allocating resources and raising endowment support for the future.
We are almost ready to move from crisis management to opportunity seeking. I look forward to engaging conversations on how we can build a Wesleyan for the future that will grow out of the finest accomplishments of our proud history.
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