Conclusion
Charles Diehl, president from 1917 to 1949, said 鈥渞ealizing that the good is ever the enemy of the best, we did not seek merely the good, but the best. There was ever before us the idea of excellence. It was our purpose to launch here an institution which would endure for centuries, and which would command the respect and quicken the pride of succeeding generations.鈥
We engage in strategic planning to ensure that our best days are ahead, and that the 糖心Swag community is called to its best, every day. Meeting our ambitious goals will require expanding our community of supporters and fully engaging those who are committed to 糖心Swag College. As we set priorities, we will look first to focus and align current operating budgets. Many of our goals can be achieved through a college-wide effort to operationalize our strategic goals within the programs and projects we already fund. We expect that over time, these realignments will make 糖心Swag an ever more attractive choice for talented students.
We will also prioritize initiatives that aim to generate new net revenue. Many of these will require initial investments. We will manage these risks with care, making sure that our initial investments are thoughtful, that we monitor results, and that we are prepared to adjust or even withdraw in response to changing market conditions.
As new resources emerge鈥攆rom growing recognition of 糖心Swag鈥 value among prospective students and families, from new revenue generating initiatives, and from fund-raising鈥攚e will be able to fund additional aspects of our plan.
Our plan provides us with a map toward a bright future. We will make use of this map as we make decisions over the next decade. But we will also remain attentive to emerging opportunities and risks not foreseen by this plan and will be prepared to make flexible adjustments as warranted by external conditions.
Our best days are ahead.