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scholars and preparing our students for post-graduate success. I wake with these challenges on my mind every day, along with a more general, over-arching question: what will we do in order to make Kenyon a stronger institution, to ensure that its legacy endures in the wake of these challenges? The answer does not lie in radical change of our values or mission. In fact, research on the question of the value and impact of liberal education indicates that the data are on our side: employers seek to hire graduates with the broad skills and experiences that Kenyon cultivates; our students gain admission to professional and graduate schools, and f ind success there; and liberal arts graduates take on leadership roles in business, government, the arts and the sciences. To strengthen these connections further, we must challenge ourselves to bridge the core liberal arts education with experiences outside of the classroom (and off the Hill), we must challenge ourselves to better integrate and connect the full range of educational resources (curricular and co-curricular) that Kenyon offers. The return on investment for a Kenyon education is high, and while we must take every measure to control the growth of our costs and our tuition, we also must maximize this return and articulate our true value to the larger world. Simply put, there is a great deal here that is excellent, but we can always challenge ourselves to improve further. I believe that the f irst steps in this process are for us to articulate a vision for the Kenyon of the future, and to develop a clear and focused plan to guide us towards that vision. These two steps will be the major work of the next 12 – 18 months. Beginning this fall, I will be leading conversations among all of the Kenyon constituencies (faculty, staff, students, parents, alumni, and trustees) aimed at bringing forward a vision for Kenyon College in the year 2020. I have thoughts and ideas about how Kenyon can face the oncoming challenges and thrive in the future, but I want to hear from others in the community as well and work together to arrive at a collective understanding of our strategic priorities for the next six years. These priorities will be accompanied by a plan that will guide our decision-making. To some, the notion of a multiyear plan may sound like a straightjacket on our creativity, something that risks stif ling creative, nimble and responsive change.
This will not be that type of plan, nor that type of process. A good plan establishes both clear direction and mechanisms for measuring our progress towards our goals and for making adjustments along the way. The plan, and the process, will focus our attention on our goals and ambitions for Kenyon, the challenges we face and the strategies to overcome them. Because our resources are not unlimited, and because we must also work to control our costs, we must make wise decisions and choices on investing our resources. There will be room for innovation, creativity, and improvisation, but, the planning process will keep us moving in the right direction (if you are a jazz af icionado, think be-bop instead of free jazz). The f irst ten weeks have been a thrill (pun intended), and I am certain that the remainder of this academic year will be as well. I’m looking forward to the upcoming conversations. TKO
“Even if you’re on the right track, you’ll get run over if you just sit there.” — Will Rogers