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Connecting Strategic Initiatives & Aspirational Goals

RISE: Connecting Strategic Initiatives & Aspirational Goals

Strategic Plan 2021-2026



Recognize & Respond


  • Update reporting lines to streamline efforts to support and connections with the 5 A’s: Academics, Advancement, Admission, Athletics and Alumni
  • Allocate marketing and PR resources to highest impact and greatest potential return on investment
  • Immediate investment in marketing to increase visibility via digital, print and events (virtual and face-to-face) at both campus locations
  • Significantly upgrade College website

LEADS: VPEM*, VPAA, VP Adv, AVPAA, VP Ath Ad and PR Director


Inspire & Invest


  • Housing options (400+ new beds) for first year, second year and graduate students
  • Dining experience (facilities and food)
    • July 2021 - Notifications sent to vendors with questions from task force

      • Aug. 2021 - Top four vendors present to task force: Aladdin, Sodexo, AVI and Hallmark

      • Sept. 2021 - Review, recommendation of top two finalists to President, Contract negotiation and finalization, award and notification sent to successful vendor

  • Student Life facilities and experience outside of the classroom
    • Pyle Student Center
      • Consider removing non-student activity offices
      • Improvements
    • Watson Library
      • Create a Learning Commons that unifies the Library, Bookstore, SRC, Career Servcies, Disability Services, etc.
      • Improvements (coffee shop?)
    • Kelly Center
      • Welcome Center
      • Admission/Financial Aid and Advancement Offices



Shape & Strengthen

Student SUccess & Engagement

  • 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
  • New and restructure staff, curriculum, processes and programming to support rising scholars via a mulifaceted and cross-functional approach to student success and engagement including:
  • WC Scholars of Promise, RISE UP Bridge Program, First Year Connections, parent engagement, student mentoring, Leadership Summit and co-curricular transcripts/portfolios
  • First Year Experience course review/alignment
  • Student advising process review/alignment
  • Assess/investigate: pep band transition to marching band and acrobatic and tumbling team

LEADS: Chief of Staff*, VPEM, VPAA, VP Ath Adm, VPSA AVPAA


Effectively Educate

Distinctive academic excellence

  • 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
  • Proposed New Programs:
    • Ag Business and Leadership Grad Certificates (Fall 2022)
    • MS in Ag Leadership & Development (Fall 2023)
    • Regenerative Ag Undergraduate Concentration (Fall 2022) - replaces current Plant, Environmental & Soil Science Concentration
    • Regenerative Ag Graduate Certificate (Fall 2023)
    • Organizational Communication Online at WC Cincinnati Branch (Fall 2022)
  • Multimedia Technology Lab to support enrollment growth beginning in Fall 2022 in Communication Arts, Ag Communication, Music minor and Theatre - longer term goal is for the lab to be available to all students
    • Space TBD
  • Ongoing Project: Exercise/Sports Science Lab


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)