RISE: Aspirational Goals
Strategic Plan 2021-2026
Recognize & Respond to opportunities to effectively market and communicate WC's mission, vision and Quaker values.
Inspire & Invest in WC people, programs, technology and infrastructure
Shape & Strengthen the WC community by enhancing resources, recognition and engagement
Effectively Educate all WC students in a comprehensive, cohesive, relevant educational environment where students learn and launch their personal and professional lives.
RISE
Recognize & Respond
COMMUNICATION & ENROLLMENT MANAGEMENT
Develop and implement a comprehensive strategic marketing plan that results in a new unit to coordinate main and branch campus marketing and branding needs for all areas of the College focusing on:
- Developing two new major external corporate/institutional partnerships
- Growing main campus enrollment to 1,250 students (FTE) (undergraduate and graduate)
- Growing traditional and nontraditional students via new external programs at WC Cincinnati using educational technologies and new delivery methods to 450 students and 13,500 annual credit hours (5x increase)
- Transforming student body diversity profile to 25% overall
LEADS: VPEM*, VPAA, VP Adv, AVPAA, VP Ath Ad and PR Director
RISE
Inspire & Invest
RESOURCE & FINANCIAL MANAGEMENT
Identify and implement strategies, including partnership, to help the College leverage our resources to enhance and transform:
- Housing options (400+ new beds) for first year, second year and graduate students
- Dining experience (facilities and food)
- Student Life facilities and experience outside of the classroom
LEADS: VPSA*, CF&BO*, VPEM and VP Adv
RISE
Shape & Strengthen
Student SUccess & Engagement
Develop and implement a comprehensive retention action plan with new defined leadership, realigned personnel and defined financial resources to:
- Create a new interconnected "one stop" entity that provides faculty, staff and students the tools to eliminate obstacles to student success
- Annually increase second semester persistence, first year retention and overall retention each by 1% respectively, contributing to sustainable revenues that will contribute to faculty and staff compensation and operational needs
LEADS: Chief of Staff*, VPEM, VPAA, VP Ath Adm, VPSA AVPAA
RISE
Effectively Educate
Distinctive academic excellence
While introducing new graduate programs, develop the "Wilmington Way" designed to ensure all undergraduate students experience:
- Seamlessly combined curricular and co-curricular learning
- A meaningful liberal arts foundation that builds relevant career and life skills
- Our Quaker core values infused throughout their experiences
LEADS: VPAA*, VPSA, AVPAA, VPEP