April 5, 2018: Committing to the Future: A Path Forward

Refreshing The Plan for Bucknell: Strategic Framework Through 2025

Dear Colleagues,

Throughout this academic year, many of you have attended or viewed the recordings of a series of forums intended to assist us in gaining a shared situational understanding of certain broad topics critical to the success of strategic planning. I will be presenting the final forum on Tuesday, April 10, at 4 p.m. in Trout Auditorium. In advance of my remarks next week, I want to take this opportunity to share my thoughts on and priorities for strategic planning.

Bucknell University occupies a unique space in higher education. As we enter a period of strategic planning, we are well-positioned to capitalize on our distinctive strengths. Urgency in this endeavor is created not only by external factors impacting higher education across the country, but also by our own determination to seize this moment. Together, we can elevate Bucknell while working toward a vibrant and sustainable future.

Our existing strategic plan — The Plan for Bucknell — was promulgated more than a decade ago. As we have discussed many times, it is difficult to imagine ever declaring our work "complete" under The Plan’s five pillars of strengthening the academic core, deepening residential learning, enhancing diversity, building bridges and securing our financial future. Given the breadth of opportunity before us in these areas, and the urgency created by financial challenges and our competitive market, I have given significant consideration in developing the strategic commitments and priorities stated here; you may recall that I shared the overarching commitments with you in September. Although certainly not exhaustive, the priorities reflect my clear sense, as president, of what we must do; to that end, they provide an important framework as we move forward. Success will require a focused and intentional process built on transparency, accountability, and our collective, University-wide commitment to building a better Bucknell.

Strategic Commitment #1: Bucknell University will foster a shared understanding and ownership of its mission, values and institutional identity.

Strategic Priorities:

  • Bucknell will optimize its unique set of characteristics (e.g., academic breadth within and across three colleges, opportunity for a highly personalized learning environment, a residential campus, Division I athletics programs, etc.) to deliver a distinctive and differentiated model of undergraduate education.
  • Bucknell will build a comprehensive, coordinated approach to supporting underrepresented members of its community while continuing its commitment to increasing diversity.
  • Bucknell will capitalize on the opportunities afforded by its location in the context of a student’s four-year residency.

Strategic Commitment #2: Bucknell will animate and extend academic excellence across the University.

Strategic Priorities:

  • Bucknell will develop and deliver formal academic programs that leverage the intersections between and among departments and the three colleges (e.g., minors, interdisciplinary courses, certificates, etc.), while ensuring the independent disciplinary strengths of individual academic units.
  • Bucknell will implement exemplary academic advising, broad-based intentional mentoring, and other student-centered policies and programs to support student success, as measured by, for instance, increased retention and completion rates and other quantitative and qualitative data.
  • Bucknell will identify and invest in those academic programs that contribute to high-impact, transformative educational experiences.

Strategic Commitment #3: Bucknell will provide an integrated and exemplary residential student experience.

Strategic Priorities:

  • Bucknell will generate and promote a culture of aspiration by reinventing the first-year experience.
  • Bucknell will identify and invest in programs that encourage intellectual engagement throughout the entire student experience.
  • Bucknell will create a more inclusive campus environment for all of its students by leveraging the strengths and addressing the weaknesses of campus activities and student groups, including Greek-letter organizations.

Strategic Commitment #4: Bucknell will exercise optimized stewardship over its resources.

Strategic Priorities:

  • Bucknell will adopt a financial plan that constrains expense growth and guides the allocation of resources to programs and services that advance the University’s strategic goals.
  • Bucknell will grow the resources available for financial aid in order to increase the number of students receiving need-based financial aid and the quality of those financial aid packages.
  • Bucknell will strategically design and time the launching of the next comprehensive fundraising campaign.

As we embark on this journey, we cannot lose sight of those for whom we are here — our students. Together, we will carefully evaluate and strengthen our commitment to being a student-centered institution. It will be challenging but rewarding work, and I am excited to partner with you as we strive to be the best possible version of Bucknell.

I hope you will be able to join me on April 10. By the end of next week, we will have a recording of the session, as well as an opportunity to provide written feedback regarding Bucknell's strategic planning efforts, available here.

My best,


John