The Plan for Bucknell 2025

Priorities

• Bucknell will identify and strengthen academic programs and activities that contribute to transformative learning.
• Bucknell will continue to develop and deliver academic programs that build upon the intersections between departments and among the three colleges while ensuring the independent disciplinary strengths of the individual academic units that form the core of the University.
• Bucknell will implement and assess exemplary academic advising, broad-based intentional mentoring, and other student-centered policies and programs to support student achievement, success and development as measured by quantitative and qualitative data.

Initiatives

• By fall 2020, Bucknell will implement strengthened academic advising programs, as measured in part by decreased adjustments to students’ academic progress reports during their senior year and as demonstrated through highly effective and mutually fulfilling advising relationships. 
• By spring 2021, Bucknell will determine the desirability, feasibility and, if appropriate, scope and goals of a University-wide core curriculum.
• By fall 2022, Bucknell will expand its interdisciplinary programs between and among academic units (e.g., colleges, departments/programs, centers and institutes), including those that meet the standard for inclusion on a student's academic record. 
   

Priorities 

• Bucknell will foster a campus environment that recognizes the impact of power and privilege while addressing historical and emerging barriers to equity and inclusion.
• Bucknell will build a comprehensive, coordinated approach to supporting underrepresented students, faculty and staff while continuing its commitment to building diverse communities. 
• Bucknell will provide all students, faculty and staff the structures and programs to thrive in a diverse world. 

Initiatives

• By fall 2021, Bucknell will create and initiate a plan that aligns the availability and usage of its residential and social spaces in furtherance of the University's strategic priorities.
• By spring 2020, Bucknell will prepare and begin implementing the next iteration of its Diversity Plan, informed by an evaluation of the 2014-19 Diversity Plan.
• By fall 2020, Bucknell will implement a program of ongoing, progressive education for faculty and staff that focuses on issues of diversity, equity and inclusion. 

Priorities

• Bucknell will generate, promote and sustain a culture of intellectual aspiration.
• Bucknell will identify and invest in programs that promote academic and cultural engagement throughout the entire student experience.
• Bucknell will prepare students for informed and engaged citizenship, from the local to the global; implement additional leadership development programs; and offer intentional, structured learning opportunities afforded by the University's location in the Susquehanna River Valley. 

Initiatives

• By spring 2021, Bucknell will implement a reimagined first-year experience that begins once a student accepts the University's offer of admission.
• By spring 2020, Bucknell will identify opportunities to strengthen and perhaps grow the Residential Colleges, affinity housing, faculty-in-residence and other residential programs.
• By spring 2020, Bucknell will initiate programming and policy changes to bring Greek-letter organizations into greater alignment with the University's strategic commitments, particularly with regard to the overall residential experience. 
• By fall 2019, Bucknell will finalize and begin implementing its Civic Action Plan.
   

Priorities

• Bucknell will strategically manage its budget, including by constraining expense growth and guiding the allocation of existing and new resources to programs and services that advance the University's mission and strategic goals. 
• Bucknell will grow the resources available for financial aid to increase the number of students receiving need-based financial aid and the quality of those financial aid packages. 
• Bucknell will pursue broad-based environmental sustainability efforts that address issues such as energy use and sourcing; biodiversity and natural habitat; and waste minimization and recycling, while publicly reaffirming and continuing the pursuit of its stated goal of carbon neutrality by 2030. 

Initiatives

• By fall 2019, Bucknell will adopt a financial plan that supports its strategic priorities. 
• By fall 2025, Bucknell will increase its discount rate to at least 35%, reflecting an increase in need-based aid.
• By spring 2020, Bucknell will complete the drafting of and begin implementing an Environmental Sustainability Plan.
• By fall 2022, Bucknell will begin its next comprehensive campaign, which will focus primarily on increasing need-based financial aid resources and supporting other select strategic priorities that most directly lend themselves to garnering philanthropic support. 
   

• John Bravman, president
• Professor Bill Kenny, faculty chair
• Amy Badal, dean of students
• Professor Tom Cassidy, mathematics
• Bill Conley, vice president for enrollment management
• Professor Coralynn Davis, women's & gender studies
• Georgina Dodge, associate provost for diversity, equity & inclusion
• Amy Foerster, general counsel and chief of staff
• Professor Cymone Fourshey, history and international relations
• Robert Midkiff, interim provost
• Scott Rosevear, vice president for university advancement
• Professor Gary Steiner, faculty secretary
• Dave Surgala, vice president for finance & administration
• Professor Kat Wakabayashi, chemical engineering

• John Bravman, president
• Amy Foerster, general counsel and chief of staff
• Professor Bill Kenny, faculty chair
• Robert Midkiff, interim provost
• Professor Gary Steiner, faculty secretary
• Dave Surgala, vice president for finance & administration