Strategic Goals and Objectives 2011 - 2014
Virginia Wesleyan College
Strategic Goals and Objectives
Academic Year 2011- 12 – Academic Year 2013 - 14
Approved by the Board of Trustees, May 18, 2011
The College will continue to pursue its vision of becoming a nationally eminent small college that provides a holistic education in traditional liberal arts disciplines and in pre-professional programs, as well as in community and global engagement. In particular, the College will seek to:
- deliver a more rigorous, relevant, and transformative educational experience, building on a completely restructured curriculum and expanded opportunities for student engagement in learning activities inside and beyond the classroom;
- attract and graduate a growing number of geographically and demographically diverse students who desire, and take advantage of, the College’s rich array of academic, spiritual, athletic, and leadership opportunities;
- create a more dynamic, civil, and supportive campus environment building on strong student support services, emphasis on the Honor Code and expanded living and learning communities;
- provide for an enhanced, well-maintained infrastructure—including academic, residential, and athletic facilities—underwritten by disciplined cost control, thoughtful investment in key projects, secure revenue streams and successful fundraising efforts.
The mission of Virginia Wesleyan College is to engage students of diverse ages, religions, ethnic origins and backgrounds in a rigorous liberal arts education that will prepare them to meet the challenges of life and career in a complex and rapidly changing world. In this endeavor, the college employs a wide range of approaches to teaching and learning and provides opportunities to connect the study of the liberal arts with practical learning experiences on campus, in the Hampton Roads region, and throughout the world. In accord with our United Methodist heritage, Virginia Wesleyan aspires to be a supportive community that is committed to social responsibility, ethical conduct, higher learning and religious freedom.
- To become a Phi Beta Kappa-caliber Institution.
- Transformative Educational Experience: Develop each student through a rigorous educational experience in the classroom, on the campus, in the community, and in the world
- Enhanced Enrollment – Recruitment and Retention: Attract greater numbers of better-prepared students and retain them through graduation
- Strategic Business Plan: Increase net revenue through enhanced enrollment and greater external support, while allocating resources for strategic priorities and initiatives
I. Transformative Educational Experience
- Improve the quality of the core curriculum
- Improve the delivery of the academic program
- Create a Phi Beta Kappa-caliber academic culture with accompanying student support
- Continuously improve purposeful and relevant extra-curricular activities that enhance student learning and personal development
- Complete the Virginia Wesleyan College Fifth-year Interim Accreditation Review and prepare for the 2016 Self-Study and on-campus accreditation visit by the Southern Association of Colleges and Schools (SACS)
II. Enhanced Enrollment – Recruitment and Retention
- Expand recruitment efforts
- Increase success of retention efforts
III. Strategic Business Plan
- Increase operating revenues from $32,312,000 in 2011 -12 to $36,814,000 in 2013 -14 (See Figure 2)
- Adjust the financial aid discount rate to maximize net revenue
- Adjust faculty and staffing levels to improve efficiencies
- Increase the compensation of faculty and staff to levels that are competitive with VWC peer institutions and address issues of salary compression and inversion.
- Identify and prioritize all capital needs and potential sources of funding
- Identify sources of funding for short-term capital needs including technology upgrades, critical facilities maintenance, and instructional laboratories
- Secure Annual Fund gifts, grants and government appropriations to provide operating support for college programs and initiatives
- Conduct targeted fundraising for capital projects identified but not fully funded through the Key to the Future Campaign
- Reinvigorate planned-giving program and pursue endowment gifts and expectancies
- Conduct feasibility study in 2013 - 14 to test raising $50 - $75 million for capital and endowment.
- Continue to implement the long-range facilities upgrade plan (Capital Improvement Plan of 2008)