The global nature of a pandemic amplifies challenges in higher education in general and theological education in particular. Colgate Rochester Crozer Divinity School (CRCDS) commenced work in August 2019 with Dixon Schwabl relative to strategic research, brand foundation and identity. This work, which complements standard strategic planning processes, included the following constituency input and research conducted by Dixon Schwabl in collaboration with CRCDS’ Vice President for Institutional Advancement:
At the October 2019 Board meeting, the president facilitated a discussion of the school’s previous strategic plan, as summarized in her State of the School Report. In February 2020, Dixon Schwabl provided an overview of work-in-progress at the CRCDS board meeting and facilitated a brand workshop attended by six stakeholders. Conversations were held with members of the executive leadership team and with all employees, with a draft of the plan provided to the Board’s Executive Committee members for review and comment during April; and, with students in May.
Challenges in theological education require that CRCDS position itself to redefine its value and its purpose and to be a relevant resource / entity for matters of peace and justice and financially sustainable while maintaining a distinctive Christian identity. The strategic plan will guide CRCDS in our efforts to strengthen our infrastructure and create a culture that allows for the reimagining of theological education that connects employees to the school’s mission. This emphasis on mission reinforces the importance of focusing on institutional assessment and measurable objectives which will be rewarded with success. The rewards are gradual, building momentum to achieve significant gains so CRCDS realizes both immediate and sustainable benefits.
Colgate Rochester Crozer Divinity School has a rich history of educating socially conscious and socially active students to respond to the needs of communities in which they serve. For more than 200 years, CRCDS has served as one of the world’s leading progressive theological schools and has prioritized cultivating a culture of academic excellence and rigor, while building interfaith and interreligious relationships. CRCDS is resilient and working together, we will achieve the ambitious goals and priorities before us. Our collective commitment will position CRCDS to be a vibrant and sustainable institution that is focused on providing quality service to our students, employees, alumni/ae, and broader community.
This plan describes a school whose identity is informed by an always evolving understanding of what is required to stand on the side of justice. The heart of this plan is contained in the four strategic priorities and the goals associated with them. Implementation of the strategic plan will be an ongoing process that monitors, reviews, and updates the results. There will be quarterly and annual strategic reviews that will include assessments and committee meetings for plan review and quarterly dashboard reporting. A method by which to communicate (and archive) progress will be established. These actions will afford us the opportunity to drive the success of our school’s priorities and achieve long-term viability and sustainability for Colgate Rochester Crozer Divinity School.
The Strategic Plan was approved by the Colgate Rochester Crozer Divinity School Board of Trustees on May 18, 2020.
Download a copy of the 2021-2022 Annual Strategic Plan Calendar HERE.
2020 - 2021 Strategic Plan Calender