The Colleges of Worcester Consortium, Inc., founded in 1968, is an effective mechanism for cooperation among institutions of higher education in Greater Worcester and beyond. Given this role, and recognizing the important challenges that educational institutions face in our society today, the Consortium has defined its mission as follows:
Mission
“To work cooperatively both to further the missions of the member institutions individually and to advance higher education regionally.”
The Consortium:
- Serves as a mechanism through which member and partner institutions share resources and cooperate for the benefit of current and potential students, faculty, staff and the greater community;
- Provides a forum for members and community leaders to explore ideas and concerns affecting higher education;
- Promotes the role of higher education in the region's educational, economic and cultural vitality; and
- Promotes communication and cooperation among its members and local, state and national governments.
Vision
In 2007, the Board of Directors discussed the demographic challenges in meeting their future enrollment goals. In addition, the Board recognized the ongoing challenge of marketing Worcester and the region to potential students and their families. As a result, the Board adopted the following vision statement:
“To position Worcester and the region as a premier destination for undergraduate and graduate students as well as college and university faculty and staff.”
Strategic Plan: A Collaborative Plan through 2017
The Colleges of Worcester Consortium has been an effective mechanism for collaboration among institutions of higher education in Greater Worcester since 1968, creating real value for students, faculty and staff at its member institutions.
“A Collaborative Plan through 2017” recognizes the important challenges that our educational institutions face in society today, and reflects our mission and vision
This strategic plan, approved by the Board of Directors in April 2012, is designed to strengthen the Consortium and meet its mission by continuing to invest in three key focus areas: Shared Services for Academics, Student Affairs and Administration; Higher Education Access and Retention Services; and Economic Development and Civic Engagement.
Focus Area One: Shared Services for Academics, Student Affairs and Administration
Goal: To enhance benefits to members through programs and services which provide cost savings and efficiencies
Strategies for Shared Academic Services
- Examine academic programs/courses not currently offered by any one institution or that could be offered through the collaborative model, i.e., education, modern languages, the arts, etc.
- Increase Certificate in College Teaching (CCT) program enrollments and expand delivery models to meet members’ needs, expand our market base, and increase Consortium revenues
- Support collaborative efforts to attract academic couples to fill vacant faculty and staff positions
- Support experiential learning opportunities for undergraduate and graduate students
- Identify key academic topics and issues facing higher education and continue to expand conference offerings that are revenue-neutral or revenue-positive
- Expand professional development opportunities through workshops, forums and conferences
- Develop specific forums that explore pathways to senior leadership positions in academic affairs
- Support matching academic programs with regional workforce needs
Strategies for Shared Student Affairs Services
- Identify key topics and issues facing higher education and continue to expand conference offerings that are revenue-neutral or revenue-positive
- Explore partnership with a local or regional health organization to provide joint counseling and/or substance abuse programming and services
- Facilitate more collaboration around veteran services for enrolled students at member colleges
- Facilitate collaborative career networking opportunities for students
- Identify joint grant opportunities which address student affairs’ challenges and opportunities
Strategies for Shared Administrative Services
- Examine joint compliance options
- Establish an investment committee for review of 403(b) programs
- Investigate additional service agreements based on members’ needs
- Invest in and expand Consortium training programs that meet members’ needs and are revenue-neutral or revenue-positive
- Support members’ efforts to diversify their faculty and staff
- Identify joint grant opportunities for academic and administrative services and programs
Focus Area Two: Higher Education Access and Retention Services
Goal: To advance higher education access and successful completion in Greater Worcester
Strategies:
- Benchmark and identify Greater Worcester residents who have earned college credits but have not completed a degree; offer EOC-type services to identified individuals
- Serve as clearinghouse for GED and ESL enrollment statistics
- Establish a college- and career-readiness fee-for-service program targeting for-profit and nonprofit organizations that meet community/employer needs and increase Consortium revenues
- Promote dual enrollment opportunities to ETS, GEAR UP and CSI students
Focus Area Three: Economic Development and Civic Engagement
Goal: To engage the higher education community in a coordinated fashion to enhance the quality of life in Greater Worcester
Strategies:
- Enhance the Greater Worcester brand to help meet recruitment goals for students, faculty and staff
- Support the higher education community’s capital and programmatic plans for downtown Worcester
- Explore establishing collaborative incubator programs to support undergraduate and graduate entrepreneurship
