Allison M. Canada

The agenda for the meeting included several key components. Under 'Celebrating Success,' there was a presentation regarding Study Abroad to Scotland and an introduction segment for new faculty and administrators. The reports to the Board covered the Treasurer's Report, the Fiscal Year 2027 Budget, consulting services for SaaS implementation, the Rt. 50 Egress Memorandum of Understanding (MOU), and proposed course fee increases.

Key discussions during the meeting included a review of the Treasurer's report, which noted a slight decrease in tuition and fees revenue compared to the previous year, attributed partly to having three pay periods in October. An award recommendation was put forth for the Ocean Resorts Golf Course Pump Station Replacement, favoring a contract with Get Stumped/Par Driven. Following guidance from the State, a program revision was made to remove the multipurpose field and concessions building from the Student Success and Wellness Center program, leading to an adjustment in the FY 2026 -- FY 2035 Capital Improvement Plan. Several policy revisions were proposed, including updates to 'Conflicts of Interest,' 'Consultants,' 'Death of a Student,' 'Access Control Cards and Keys,' 'Evaluation,' 'Employment -- Search Committees,' and 'Procurement.' The board unanimously approved action items including the Treasurer's Report, the award recommendation, the program revision, the revised capital improvement plan, policy revisions, and a strategic budget initiative funding request of $35,000 - $45,000 for a strategic enrollment management (SEM) plan.

The board meeting agenda included time set aside for celebrating success through a WAVES Presentation, introductions of new faculty and administrators, review of reports including the Treasurer's Report and Standing Reports such as the Enrollment Report and the President's Report. The meeting concluded with Action Recommendations for reports requiring approval and Other Business/Public Comment before adjournment.

This strategic plan outlines the planning process and current strategic priorities for Wor-Wic. It focuses on four key areas: developing enrollment, retention, and completion strategies to support student and community needs; nurturing and actively promoting diversity, equity, and inclusion among students and employees; increasing student success by expanding support services, delivering relevant courses and programs, and providing flexible scheduling; and improving institutional effectiveness through a high-quality workforce and appropriate facilities, technology, and financial resources. The plan also aims to lay the groundwork for new ideas and expanded partnerships to shape the organization's future strategic vision.

The Moore-Miller Administration's 2024 State Plan serves as an implementation roadmap for its mission to "Leave No One Behind" in Maryland. The plan is centered on ten strategic priorities: ending child poverty, setting students up for success, creating an equitable and competitive economy, connecting Marylanders to jobs, creating safer communities, making Maryland an affordable home, advancing infrastructure, ensuring world-class health systems, making Maryland a leader in clean energy, and making Maryland a state of service. It aims to deliver results by focusing on data-driven approaches, accountability, and strategic investments to foster a safer, more affordable, and competitive state for all residents.