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strategic planning

Read about how we are planning for excellence.

Strategic Plan

Our fiscal year 2027-2029 strategic plan provides information about our strategic planning process and lists our strategic priorities for the current three-year period.

Strategic Priorities

  1. Expand access and sustain early momentum through enrollment.
  2. Foster a positive student experience through student engagement and wraparound services.
  3. Design and deliver student-centered learning to help students reach their educational and personal goals.
  4. Grow and support pathways that enable students to obtain valued credentials and achieve career advancement and economic resilience.

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. Annual updates to data charts, deferred maintenance and capital improvement projects are submitted to the Maryland Higher Education Commission. View the latest annual update to our capital improvement plan.  

Throughout the planning process,  the steering committee, the strategic planning committee and  the strategic planning subcommittees each met at regular intervals to review pertinent information, delve into meaningful discussion and develop the strategic plan content. The planning process began in May 2025 and concluded in June 2026. A highlight of key moments from the planning process is provided below, along with frequently asked questions, the committee members and more.

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
Collect feedback
March 2026Analyze feedback
Finalize the strategic plan
April 2026Present strategic plan to board of trustees for
approval
Implement the plan

Frequently Asked Questions

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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 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
NanyamkaCrinerStudent
AleeyahDennisStudent
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
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
RayneRobinsonStudent
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*
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
ToryWallaceStudent
SarahWrayWor-Wic Director of Nursing
*denotes member of the steering committee

Strategic Planning Meetings 

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 meeting focused on translating SWOT themes into clear, high-level strategic priorities that will guide strategic goals. The agenda included a review and discussion of draft strategic priorities from the SWOT analysis, a discussion of the pillars of excellence from the board of trustees and a presentation of logic models. A key action item for the meeting was the formation of subcommittees where strategic planning committee (SPC) members were to select a subcommittee, identify a chair or co-chairs and begin discussing strategic priority language and brainstorming other potential stakeholders. The next full strategic planning committee meeting is scheduled for Feb. 20, 2026, with subcommittees expected to schedule their initial meetings for December, January and late February or early March.

11 07 2025 Agenda

The meeting focused on reviewing feedback regarding draft strategic priorities, goals and guiding principles. Following a welcome by Carol Menzel and an update on recent activities from Sarah Guy, subcommittees presented draft materials centered on the five subcommittee draft materials: guiding principles, college access and momentum, workforce development and career pathways, student opportunity and support, and academic excellence and innovation. The session concluded with a discussion period for feedback and questions.

Moving forward, the committee has established a clear timeline for finalizing the strategic plan. By March 13, 2026, subcommittees are tasked with incorporating feedback from student surveys, town halls and committee meetings to finalize their drafts and prepare summaries of action items and potential roadblocks. The final draft plan will undergo review by the strategic planning committee on March 20 and the steering committee on March 25, with a target date of April 16, 2026, for presentation to the board of trustees for approval. Pending that approval, priority teams will begin developing specific action plans and assessment measures in May 2026.

02 20 2026 Agenda

The meeting was held to review and gather feedback on draft strategic priorities, goals and guiding principles. The session included a presentation of draft materials centered on college access, student support, academic excellence and workforce pathways. Participants engaged in a discussion to provide input on these core pillars and the guiding principles intended to drive the institution forward.

Following the meeting, several key milestones were established to finalize the process. The steering committee was scheduled to meet on March 25, 2026, to refine the plan based on the feedback received, with a formal presentation to the board of trustees set for April 16, 2026. By May 2026, the focus will shift toward creating means of assessment and initiating implementation teams to develop specific action plans.

03 20 2026 Agenda

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.

2022-2026 Recap — Success and Highlights

View a recap of the 2022-2026 successes and highlights.

2022-2027 Strategic Plan

We completed our 2022-2027 strategic plan a year ahead of schedule, wrapping it up at the end of June 2026, and worked to develop the next chapter of our strategic vision. 

The strategic priorities through fiscal year 2026 were 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.