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With adoption of Oberlin’s strategic plan less than two years ago, the opportunities and challenges in Oberlin’s future are fresh in the minds of the community. The broad strategic directions have been set. It will be the vision and creativity of Oberlin’s new president that will lead the institution, transforming a statement of direction into new institutional achievements and a record of presidential accomplishment.
Enhancing the Value of an Oberlin Education – This, the plan’s primary educational goal, presents an unprecedented opportunity for the new president to blend creative energy, artful communication skills, and a thorough understanding of Oberlin’s distinctive strengths to formulate initiatives for implementing this important objective.
Specific opportunities for bringing a vision to Oberlin’s future include:
- Enhancing collaboration among the College, the Conservatory, and the Allen Memorial Art Museum;
- Strengthening professional development and salary support for faculty, while enhancing their recruitment, retention, and diversity;
- Building community on campus by improving communication, consultation, and collaboration among and between faculty, students, administrators, trustees, and alumni;
- Internationalizing Oberlin by building on its historical international connections and curricular offerings;
- Taking Oberlin to the next stage in its acknowledged leadership in environmental sciences and environmental sustainability;
- Identifying key academic priorities in each division and across divisions.
Broadening and Strengthening Oberlin’s Appeal – There is significant opportunity to enhance Oberlin’s leadership position and reputation in liberal arts and conservatory education. Building both awareness and recognition of the excellence and perceived value of an Oberlin education among a wide audience, nationally and internationally, is central to a new president’s agenda. The president’s role is crucial in communicating Oberlin’s distinctive strengths and raising the College’s profile among friends, donors, prospective students, colleges and universities, and other influential constituencies.
Nurturing Effective Governance Systems – Oberlin’s system of shared governance has worked effectively in making organic decisions – that is, evolutionary operating decisions. As Oberlin moves toward strategic decision-making, there is an ongoing opportunity for new and creative thinking to nurture the manner in which Oberlin’s governance system works, while recognizing that the system is complex. The new president will have an opportunity to engage the faculty, administration, students, alumni, and trustees in conversations regarding their respective responsibilities in an effective and efficient shared governance. A new understanding and more widespread agreement about open and effective processes of shared governance and the roles of each constituent group will support the realization of Oberlin’s long-term goals.
Embracing the Oberlin Ethos – Whether engaging the campus about a specific objective from the strategic plan or addressing general issues of governance, the president must be excited about and seek to thrive in the culture that is uniquely Oberlin’s. On a campus where students and faculty openly voice a diversity of viewpoints, the president must be confident in leading dialogue where dissent is often a sign of institutional strength. In this culture, the president must be able to communicate formally and informally with others and to encourage the campus conversation to deal with Oberlin’s achievements as well as its concerns. There is much to celebrate at Oberlin College. The opportunity to embrace the campus culture by dealing with critical issues, solving problems, and building on significant accomplishments is an important component of the new president’s agenda.
Enhancing Oberlin’s Philanthropic Culture – There is consensus within the Oberlin community about the need to improve the College’s resource base. In no other area will the president’s ability to build awareness of Oberlin’s excellence and to enhance the perceived value of an Oberlin education be more crucial. Whether focusing on the annual Oberlin Fund, nurturing the prospects of major and planned gifts, or initiating the next capital campaign, the Oberlin president will be asked to have a direct impact on fundraising and on improving the College’s overall philanthropic culture. Oberlin’s trustee and alumni leadership understand the importance of this activity and have pledged their full support and involvement to presidential activity in this area. Engaging external constituencies, setting development expectations, and establishing priorities on which future fundraising will be based are all opportunities awaiting the next president.
Demonstrating Leadership/Practicing Management – The successful Oberlin presidency will require authentic leadership qualities, refined managements skills, and financial understanding in order to maximize institutional progress. By a careful process of selection, empowerment, and delegation throughout Oberlin’s administrative structure, the achievement of an appropriate balance between leadership and management will enhance presidential effectiveness and will provide an opportunity to accelerate Oberlin’s future accomplishments.
Growing Community Relationships – The opportunity to expand an already rich relationship with the surrounding community, including the greater Cleveland area, is consistent with the College’s social commitment. The success of the College is bound up with the success of the City of Oberlin and the region. As the faculty continues to go through dynamic demographic change, there are more faculty members with young children, and the quality of the Oberlin public schools and other community resources influences their decisions to live in the community. In addition, by gaining recognition as a regional arts center, the College has the potential to attract residents from surrounding communities to enjoy Oberlin’s cultural resources. Civic leaders are eager to find additional mechanisms for planning and programming with the College.