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strategic planning

Read about how we are planning for excellence.

Strategic Plan

Our strategic plan provides information about our planning process and lists our strategic priorities for the current period. We’re working together on completing our 2022-2027 strategic plan a year ahead of schedule — at the end of June 2026 — and beginning to develop the next chapter of our strategic vision. The focus of our new plan will lay the groundwork for new ideas and expanded partnerships that will shape our future.

The current strategic priorities through fiscal year 2026 are as follows:

  1. Develop and implement enrollment, retention and completion strategies to support student and community needs.
  2. Nurture and actively promote diversity, equity and inclusion among students and employees.
  3. Increase student success by expanding support services, delivering relevant courses and programs, and providing flexible scheduling.
  4. Improve institutional effectiveness through a high-quality workforce and appropriate facilities, technology and financial resources.

Strategic Planning Committee

First NameLast NameOrganization and Title
Ruth E.BakerWor-Wic Dean of Continuing Education and Workforce Development
Dr. BrianBergen-AurandWor-Wic Director of Learning Services
KarenBerkheimerWor-Wic Associate Vice President for Human Resources*
Dr. TracieBradyWor-Wic Associate Professor of Business
Leikia H.BriddellWor-Wic Director of Student Engagement and Belonging
AmandaBrooksWor-Wic Director of CEWD Operations
Allison M.CanadaWor-Wic Executive Director of Business Support Services
MelvinCannonWor-Wic IT Support Technician
KellyCareyWor-Wic Instructor of Business
DeborahCasey, Ph.D.Wor-Wic President*
RobertClarkeCommunity member
BriajaCollinsStudent
PaulFieldsWor-Wic Director of Advising
KristieFlowerWor-Wic Payroll and Human Resources Generalist
GwennGarlandWor-Wic Communications Coordinator
Dr. Gregory D.GreyWor-Wic Senior Director of Facilities Management
SarahGuyAvantis LLC
Dr. Stacey J.HallWor-Wic Dean of STEM
SanaHaqueWor-Wic Dean's Associate STEM
LoriHazelWor-Wic Executive Assistant to the President
MorganHazelWor-Wic Board of Trustees Chairperson
EstafaniHernandez ContrerasStudent
Dr. MichaelHutmakerWor-Wic Vice President for Student Affairs*
AymanIdreesWor-Wic Chief Information Officer*
Dr. Deirdra G.JohnsonWor-Wic Vice President for Strategic Initiatives and Community Engagement*
Dr. Elizabeth C.JonesWor-Wic Director of Institutional Assessment and Effectiveness*
Janet S.KenningtonWor-Wic Director of Marketing
Ann-MarieLaniusWor-Wic Assistant Professor of Early Childhood Education*
AngelinaLiStudent
Carla P.MakinenWor-Wic Director of Grants
Carol A.MenzelWor-Wic Director of Institutional Research*
Dr. AmandaMessatzziaWor-Wic Dean of Enrollment Management
DianaMillsWor-Wic Director of Library Services
Anna G.NewtonWor-Wic Board of Trustees Vice Chairperson
AlketaNinaWor-Wic Associate Professor of Mathematics
KathieNoonanWor-Wic Associate Professor of Mathematics*
TorrePhillipsStudent
David L.PierceWallops Flight Facility Director
SandraPiersonWor-Wic Director of Communications
CharlesPorterWor-Wic Arts & Humanities Department Head and Associate Professor of Transitional English
Jennifer A.PoulsonHebron Savings Bank President & Chief Executive Officer
MadisonPruittStudent
MelaniePurselWorcester County, Director of Tourism and Economic Development
Dr. Kimberly W.PurvisWor-Wic Dean of Student Success
MelissaReddishWor-Wic Associate Professor of English
Stefanie K.RiderWor-Wic Executive Director of the Foundation and Development*
Dr. Patricia L.RileyWor-Wic Dean of General Education
JoeRocheWor-Wic Applied Technologies Department Head and Associate Professor of Trades
AndresRuano De LaoStudent
DavidRyanSalisbury-Wicomico Economic Development, Executive Director
Jennifer A.SandtWor-Wic Vice President for Administrative Services*
Caitie BethShauckWor-Wic Dean's Associate, Enrollment Management
Parshall W.ShockleyWor-Wic Executive Associate, Strategic Initiatives and Community Engagement
Megan H.SmithWor-Wic Senior Director of Finance
Dr. MelanieSmithWor-Wic Dean of Health Professions*
Dr. KarieSolembrinoWor-Wic Vice President for Academic Affairs*
EllenSoulisWor-Wic Director of State and Institutional Aid
Terrie L.CostaWor-Wic Administrative Associate II, Criminal Justice
KristinaToadvineWor-Wic Director of CEWD Partnerships
KarriToddPohanka of Salisbury Insurance
SarahWrayWor-Wic Director of Nursing
*denotes member of the steering committee

Frequently Asked Questions

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A strategic plan is a comprehensive, structured document or framework that outlines an organization’s long-term vision, mission, values and objectives, as well as the strategies and actions required to achieve them.

It essentially serves as a roadmap that guides an organization from its current state to its desired future state, typically covering a time horizon of three to five years.

A strategic plan is crucial for an organization’s success and sustainability for several reasons:

  • Provides Direction and Focus: It gives the entire organization a clear sense of purpose and a defined course to follow, ensuring that daily decisions align with long-term goals. Without it, an institution is like a ship without a compass.
  • Improves Decision Making: It serves as a compass for leaders, helping them prioritize efforts, allocate resources effectively and make informed choices by evaluating options against the established strategic objectives.
  • Enhances Operational Efficiency: By defining priorities and aligning teams, it reduces wasted time and resources on activities that don’t support the core strategy. Everyone is working toward the same outcome.
  • Fosters Proactivity: It encourages the organization to anticipate market trends, opportunities and potential challenges (risks) rather than simply reacting to problems as they arise.
  • Promotes Alignment and Communication: It ensures all employees and stakeholders — from the executive team to front-line staff — understand the overall direction, their role in achieving it and the metrics for success, creating a shared sense of responsibility.
  • Allows for Tracking and Accountability: By setting measurable objectives and key performance indicators (KPIs), it provides a benchmark for tracking performance, evaluating what’s working and making necessary adjustments.
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The strategic planning committee is working on this right now. See the timeline below for more details on when the priorities will be announced.

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The strategic planning committee will track progress by setting clear goals, using performance indicators and regularly reviewing outcomes through dashboards and reports. Success will be measured through stakeholder feedback, benchmarking and achievement of defined milestones.

Strategic Planning Meetings 

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The presentation highlights significant campus achievements for 2024-25, such as an overall 13% FTE enrollment increase, a record $5.7 million grant, $34.9 million in endowment funds and the nursing program’s #1 national ranking with a 100% NCLEX-PN pass rate. The college’s current 2022-2026 plan ends on June 30, 2026, with a timeline for its closeout, detailing activities from May 2025 through May 2026. The presentation also provides an overview of the strategic planning process, which is inclusive, transparent and data informed, outlining the roles of the steering committee, strategic planning committee and subcommittees, as well as listing the various internal and external data sources — like the Institutional Capacity Assessment Tool (ICAT) and Environmental Scan data — that will inform the new plan.

Presentation Slides

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The strategic planning session, which lasted two hours, began with welcoming attendees and recapping the kick-off. Following this, the Environmental Scan highlights were presented, and Sarah provided a brief SWOT overview. The core of the meeting was a SWOT workshop where small groups first developed and refined elements, then reported out for a full group discussion, and finally prioritized the top 3-5 items in each category. The session concluded with the full group, moderated by Sarah, identifying key themes that cut across the analysis and supported the organization’s “Big 3 Goals.”

10 10 2025 Agenda

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Strategic Planning Timeline

Oct. 2025 – April 2026Strategic planning committee meetings
Steering committee meetings
Subcommittee meetings
January 2026Campus-wide strategic planning session
February 2026Develop administrative draft of strategic plan
March 2026Collect feedback on the draft plan from the subcommittees, campus and community
April 2026Analyze feedback
Finalize the strategic plan
May 2026Present strategic plan to board of trustees for
approval

Environmental Scan

The college has gathered information to better understand Wor-Wic’s current and future operating context.

Data was collected from a wide group of stakeholders through the use of an online survey and other means. Focus groups allowed for further exploration of key themes and topics that emerged from the survey results.

From those activities, a comprehensive report highlighting trends and key environmental factors has been informing the college as we go through the strategic planning process. 

Participants were a wide cross-section of college stakeholders, including, but not limited to, students, alumni, staff, faculty, administration, board of trustees, employers and industry representatives, community representatives, elected officials and educational partners.

Moore-Miller Maryland State Plan 2024

The plan outlines the Moore-Miller administration’s 10 strategic priorities under the theme “Leave No One Behind,” focusing on equity, economic development, education, infrastructure, health care and environmental sustainability. It sets measurable goals and funding commitments to improve outcomes across Maryland’s communities.

Facilities Master Plan

Our facilities master plan establishes a framework for the physical growth of the college over the next 10 years — and beyond. Projected enrollment growth and space needs are used to determine the future direction for the orderly expansion of the college campus.

View Full Plan
View Annual Update