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RISE: Aspirational Goals

Strategic Plan 2021-2026

Recognize & Respond to opportunities to effectively market and communicate WC’s mission, vision and Quaker-inspired 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
  • Space utilization on campus

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-inspired core values infused throughout their experiences

LEADS: VPAA*, VPSA, AVPAA, VPEP

Traditional Undergraduate Student Example:

  1. Recruitment connected to first year experience identifying “areas of focus” using foundational assessments (e.g. Myers Brigg)
  2. Major/Minor/Credentialing/Pre-professional “signature experience”
  3. Active applied learning experience (e.g. internship, service learning or study abroad)
  4. Professional and personal development tracking and planning (e.g. portfolio)