Wilson Today: Positioning the College to Thrive

Wilson College and its Board of Trustees have set in motion a transformative plan that will best position the College to remain a vibrant, rigorous academic institution. The Wilson Today plan addresses issues of affordability and value, infrastructure improvements, academic programs, coeducation, marketing, recruitment and retention, and establishes a blueprint for increasing enrollment and providing financial sustainability.

Assessment and adaptability will be central to our success. As we implement aspects of the plan, we will need to be diligent in tracking our progress and be open to adapting our approach as market conditions shift. Committees have been formed to help guide an inclusive implementation process. These initial committees have varying charges and life spans—some will guide and implement work while others will report out to larger bodies. Each committee has Cabinet representation and the Cabinet will oversee the implementation process.[/expand]

Plan Summary

Affordability and Value

  • Tuition for the 2014-15 academic year will be lowered by $5,000 to $23,745.
  • Current students and those enrolling as of fall 2013 are guaranteed, through financial aid, not to pay more than the reduced 2014 tuition rate of 23,745.
  • A student debt buyback program will be instituted to begin for students enrolling as of 2014. The program will pay up to $10,000 on a student’s federal debt if the student meets predetermined requirements.


  • Fund the existing $10 million in deferred maintenance (subject to Board approval).
  • Include $2 million for depreciation in the annual operating budget.
  • Provide funds from the 2013 and 2014 budgets for the creation of a new student center space to open for the fall 2013 semester.
  • Plan for facility improvements for current students and in anticipation of growing student body.

 Academic Programs

  • Conduct a feasibility study for the establishment of a health sciences division.
  • Build on the strengths of existing signature programs: animal studies, business, education, fine arts.
  • Explore and add distinctive programs that demonstrate high, positive enrollment impact.
  • Establish an office for nontraditional educational initiatives focused on online, hybrid and alternative delivery programs.
  • Improve/create attractive off-campus study and exchange program opportunities.


  • Admit men across all constituencies and allow male students to reside on campus as of the 2014 academic year.
  • Examine and plan for gender equity/women-centeredness in the academic program and culture.
  • Prepare for the inclusion of men in the campus culture.
  • Plan for the growth of the student body and its effect on the campus experience.


  • Establish Wilson brand, position and message platform.
  • Create a multichannel integrated marketing plan in support of the College and strategic goals: print, electronic/multimedia, advertising, traditional media, social media.
  • Put in place a plan for metrics and program assessment.
  • Establish forthright, direct and frequent communication with all constituencies.
  • Create a transfer-friendly process at Wilson.
  • Initiate a campus-wide focus on student retention and customer service issues.
  • Establish community liaison function.

The work of the implementation committees may expand beyond these areas in an effort to ensure the success of the Wilson Today plan. For more on the implementation committees, please see the committees page of this site.