Strategic Plan

Igniting the Future: The Phoenix Soars | 2025-2028

It is with pride and excitement that I present to you Igniting the Future: The Phoenix Soars, Wilson College’s strategic plan for academic years 2025 – 2028.

This roadmap builds upon the successes of our previous strategic plan - Future Wilson: The Phoenix Rises and will no doubt help our institution navigate the challenges that lie ahead. This new plan covers just three years. Given the tumultuous challenges facing higher education as an industry, political pressures at the federal level, significant changes in college-going populations, and a societal shift in the perceived value of higher education, Wilson College, just like this plan, must be nimble and respond to how and what our students need the most.

I am proud of the work our collective community embraced to develop this plan. It was a collaborative effort that engaged faculty, staff, current students, alumnae, alumni, and Trustees. Each constituency generously provided their thoughts on how Wilson can best meet the needs of today’s students and those of future Phoenix.

Igniting the Future: The Phoenix Soars affirms that Wilson College continues to uphold the characteristics that make us who we are as an institution. Rightfully so, the student experience serves as our true north and is at the heart of each of our Strategic Imperatives and their corresponding Goals. Further, our Key Performance Indicators demonstrate our commitment to making the Wilson educational experience the best it can possibly be.

As I’ve shared before, now is not the time to expect that doing the same thing we have always done will sustain any college or university through the next decade and beyond. The business model for much of higher education has changed. At Wilson, we’ve been dreaming big. We’ve made difficult choices, and now we have laid the groundwork for our dear Alma Mater to thrive.

I am excited to see what the future holds for Wilson College as we implement our new strategic plan. As she has for more than 156 years, Wilson will continue to make a difference in the lives of our students and prepare them to be confident and critical thinkers, creative visionaries, effective communicators, honorable leaders, and agents of justice.

My best,
Wesley R. Fugate, Ph.D.
President

Strategic Imperative

Image	I. Deliver impactful student experiences through purposeful programs DEFINITION: Integrate proven, evidence-based strategies across academic and co-curricular pathways that enhance student engagement and learning. GOAL 1: High Impact Practices drive greater student engagement in academic pursuits and campus life, leading to a greater sense of belonging and community. GOAL 2: Graduate employment outcomes are bolstered by enhanced career exploration and preparation experiences.
Image	II. Illuminate our story DEFINITION: Deepen understanding and pride in the Wilson College brand with all constituents, including local and regional communities. GOAL 1: Wilson College is known regionally as an affordable, accessible private institution of choice providing undergraduate, graduate, and doctoral degrees via online, in-person, and hybrid modalities. GOAL 2: The greater Chambersburg community as well as alumni, current students, faculty, and staff identify and understand the College’s brand story and can speak about it with pride and confidence.
Image	I I I. Foster a data-informed campus culture DEFINITION: Leverage technology to streamline administrative processes to better meet institutional goals and deliver a seamless student experience. GOAL 1: A college-wide data management strategy improves data retention and decision-making. GOAL 2: Student experience obstacles are eliminated with the use of technology that improves staff/faculty processes and productivity.
Image	IV. Rejuvenate and inspire our workforce DEFINITION: Support students by reinvigorating faculty and staff in their work to deliver the Wilson educational experience. GOAL 1: A shared understanding of workforce needs leads to formal and informal initiatives that improve overall job satisfaction. GOAL 2: Improved retention of faculty and staff enhances the student experience at all levels.
Image	V. Strengthen the institution's financial position DEFINITION: Diversify and grow revenue streams while managing institutional expenses through innovative, mission-centric strategies that support long-term sustainability. GOAL 1: Pursue new revenue generating opportunities and cost containment strategies that align with the College’s Vision, Mission, and Values. GOAL 2: Steward and increase donor engagement and philanthropic support of the College and her future goals.

Key Performance Indicators

Retention and persistence of WCUG
Enrollment
Financial thriving
Facilities and deferred maintenance
Faculty and staff retention
Career preparation and employment outcomes