Wesleyan College Strategic Plan 2024-29

FIRST NOW FOREVER

is the movement from darkness to light.”

Letter from the President

2023 Pay Gap Report. Pay Scale. (https://www.payscale.com/research-and-insights/gender-pay-gap/).

2 Kruse, Kevin (2023, March 31) New Research: Women More Effective Than Men In All Leadership Measures. Forbes. (https://www.forbes.com/ sites/kevinkruse/2023/03/31/new-research-women-more-effective-than-men-in-all-leadership-measures/?sh=6b8d95bf577a).

3 Facts and Figures: Women’s Leadership and Political Participation. UnWomen. (https://www.unwomen.org/en/what-we-do/leadership-and-political-participation/facts-and-figures)

Dear Friends,

It was 188 years ago that Wesleyan College became the first institution chartered to grant degrees to women. Wittingly or unwittingly, our founders launched a revolutionary path for women to lead. Today, as women’s colleges around the country and the world close their doors or transition to co-ed learning, the idea of a women’s college feels once again revolutionary. I believe wholeheartedly that our small, southern women’s liberal arts college has never been more relevant. Today we are poised to play an important role in yet again defining a new kind of future.

There’s no denying it: women and gender minorities continue to face significant societal barriers. Women still only earn 83% of what men earn,1 and a mere 10% of Fortune 500 CEOs are women.

While the rate of women entering the C-suite is on the rise (27.9% in 2019 versus 18.6% in 2010), we still have a long way to go to reach parity.2 At the current rate, it will take 130 years to reach gender equality in the highest positions of power around the world.3

These statistics and my own experience working alongside other women leaders and witnessing first hand their impact fuel my passion for what Wesleyan can offer our students, and what they in turn will offer society.

Studies have shown that women who are educated at women’s colleges are more likely to pursue a graduate degree, participate in political activity and civic life, and hold leadership positions within their organization. It’s no exaggeration to say that creating a safe space for women to learn and lead will change the world. That’s what Wesleyan is here to do.

Like the women we educate, our institution is positioned for great possibility. In the next five years, we will be taking important steps towards establishing financial sustainability that will be Wesleyan’s foundation to thrive. We’ll be evaluating and adjusting our operations to ensure we’re serving our students, donors, alumnae, and community at the highest standard. And we’ll be enriching our inclusive community so that we attract and retain the students, faculty, and staff who will bring Wesleyan’s unique culture to life.

We know that big, bold change doesn’t come easily or quickly.

Achieving our vision will take time and tenacity. But we are brave. And we are resilient.

As this evolution begins, I’m confident that Wesleyan will continue to attract those who aspire to lead responsibly, resiliently, and relentlessly. Those who want to chart their own path and sharpen their skills. We will educate those who value what only a women’s college can offer—a safe space for the meeting of hearts and minds, where societal issues can be vigorously debated and discussed, and where courageous action is encouraged and supported.

Sincerely,

Meaghan Blight President, Wesleyan College

3 % women in leadership roles are

more likely to be in the top

Organizations with at least A WOMEN’S COLLEGE HAS NEVER BEEN MORE IMPORTANT 20% for financial performance.4

THE NUMBER OF FEMALE MANAGERS IS RISING Senior management roles grew from 29% to 31% in 2021, with 83% of companies having 30% or more women in management positions.⁵

WOMEN OF COLOR ARE LEAST REPRESENTED IN POSITIONS LIKE

12% managers

9% senior managers

7% VPs

5% SVPs6

STUDENTS AT WOMEN’S COLLEGES ARE MORE LIKELY TO GRADUATE THAN STUDENTS AT PUBLIC UNIVERSITIES

62.2% to 54%

AND MORE LIKELY TO EARN GRADUATE DEGREES

51% to 27%6

5 Kruse, Kevin (2023, March 31) New Research: Women More Effective Than Men In All Leadership Measures. Forbes. (https://www.forbes.com/ sites/kevinkruse/2023/03/31/new-research-women-more-effective-than-men-in-all-leadership-measures/?sh=6b8d95bf577a).

6 Women in Business 2021. (2021) GrantThorton. (https://www.grantthornton.global/en/insights/women-in-business-2021/).

7 Women in the Workplace. (2020). McKinsey & Company. (https://womenintheworkplace.com/2021).

8 Collectif: Examining the Value and Utility of a Women’s College Education in North America. Center for the Advancement of Women at Mount Saint Mary’s University (2020). (https://www.womenscolleges.org/sites/default/files/report/files/main/collectif_2020_wcc_msmu.pdf).

To educate leaders who will accelerate equality.

MISSION

Wesleyan College is committed to women’s education and helping every student find a unique voice and purpose. As the first college in the world chartered to grant degrees to women, and shaped by Methodist values, Wesleyan provides students an academically challenging and relevant liberal arts education. Our diverse, inclusive community encourages creativity, innovation, and leadership so all graduates are prepared to thrive in a complex world.

Academically challenging and innovative

Wesleyan’s focus on academic rigor and innovation unlocks our students’ curiosity and potential, preparing them to thrive in an evolving world.

Inclusive

Welcoming and celebrating the many Wesleyan voices creates a global campus, fuels important dialogue, provides a sense of belonging, and fosters a vibrant community.

Purposeful

We approach everything we do with intention. Knowing our Why elevates the education we offer and deepens our impact.

Leadership

Leadership is our legacy, and Wesleyan’s culture and education continue to be shaped by the change agents who graduate from our college.

Connected

At Wesleyan, no one is in this alone—we support each other, collaborate, and learn together. We understand that we live in a globally connected world, and seek out meaningful relationships with our local, national, and international communities.

Persistence

We aspire to create change through steadfast commitment and tenacity.

Goal 1: Future-proof our financial state

WHAT WE’VE ACHIEVED SO FAR

Since July 2022, fundraising and recruitment have been top of mind. A $1 million goal was set for the first 100 days of our new President’s tenure. The goal was exceeded, hitting $2.3 million by the end of the campaign. The team went on to raise a banner $8.3 million in 2023. These fundraising achievements have had immediate impacts on students with $1.25 million allocated to improve student programming, student life, student recruitment, and academic advising. In addition, $7 million in capital improvements across campus have been made.

On top of that, Wesleyan received the highest number of admission applications in five years and developed a comprehensive three-year retention plan.

OUTCOME STATEMENT:

Essential to the success of all our strategic pillars, and for the sustainability and success of the college, is a strong financial foundation. Increasing and diversifying our revenue streams will not only enable us to bring our aspirations to life, but will also empower us to seize new opportunities and weather inevitable economic fluctuations.

TACTICS

Define and implement a five-year future-ready recruitment and retention strategy.

• Double first-year enrollment.

• Increase international student makeup to 25% of the first-year student population.

• Increase graduate program enrollment by 30% by creating partnerships with local businesses and community organizations.

• Optimize admission and enrollment by balancing market tuition with targeted scholarships and subsidized fees.

• Achieve or exceed the national six-year graduation rate (60-63%) and average first-year to sophomore retention rates (78%).

• Implement all recommendations from the 2023 student retention plan and meet the percentage growth targets detailed within.

• Support and encourage studentled cultural activities, events, celebrations, and ceremonies.

Maximize our fundraising and partnership potential.

• Articulate and seek support for Wesleyan’s funding priorities through a comprehensive fundraising campaign and raise at least $40 million throughout the term of the plan.

• Engage with public, private, philanthropic, and granting partners to increase financial and in-kind support where there is mutual alignment and accountability for our vision and goals.

Create revenue-generating streams that share our campus with the greater community.

• Increase visibility and opportunities for venue rentals for events and gatherings.

• Explore opportunities for partnership and collaborations such as upskilling and reskilling programs, lodging, long-term leases for mission-aligned programs or services, and co-working spaces.

Build the roadmap for a strong, lasting financial foundation.

• Achieve financial stability by exercising financial discipline.

• Build a three-year rolling financial plan.

Goal

2: Champion innovative learning opportunities that provide every student with an interdisciplinary education and real-world experiences inside and outside the classroom

WHAT WE’VE ACHIEVED SO FAR

Our innovative, interdisciplinary learning experience allows every Wesleyan student to engage across campus and within the community. We are preparing our students to make their unique impact on an everchanging world through a first-year seminar focused on empathy building, holistic wellbeing, and by guaranteeing every student has a paid internship through our From Here to Career program.

We’ve established funding partnerships that will make opportunities available to ALL students: $1 million from the National Science Foundation supports students of limited means to pursue STEM degrees; the Working Warriors scholarship helps local women pursue graduate degrees; and Title III grant funding will support career coaching, professional career certificates, and classroom renovations.

OUTCOME STATEMENT

Through the people they meet and the experiences they have—on campus, in their communities, and around the world—Wesleyan graduates are globally conscious, socially engaged, and forces for change, equity, and good. As a small school, we’re able to offer close studentfaculty relationships, small class sizes, and unique opportunities. Our intentional, integrated approach is geared toward giving graduates a strong sense of self and career preparation, combined with the skills to address complex, real-world challenges.

Develop academic initiatives that support interdisciplinary thinking and emphasize 21st century problem-solving skills, such as collaboration, empathy, and innovation.

• Develop and support one new interdisciplinary major.

• Redesign general education to emphasize interdisciplinary coursework, skills, and experiential learning.

• Increase departmental collaboration within interdisciplinary majors.

• Offer each student the opportunity to work one-on-one with a mentor to achieve their academic goals and be ready for their professional career.

Secure funding and launch a Center for Teaching and Learning Innovation to emphasize interdisciplinary learning and equip a diverse population of learners with relevant, career-ready skills.

• Raise funds for faculty development focusing on innovation and experimentation.

• Increase the use of inclusive, innovative classroom pedagogical techniques and technological adaptability (e.g. artificial intelligence).

• Fund and promote faculty research.

• Upgrade classroom technology.

Provide experiential learning opportunities for all students to prepare them to thrive in a complex world.

• Develop and staff the Wesleyan Experiential Learning and Discovery (WELD) program, which encourages students to learn through service opportunities, research, internships, and studying abroad.

• Add an experiential learning component to one course in each academic program.

• Increase accessible study away opportunities by 20% that are aligned with students’ goals and growth potential.

• Increase student research funding opportunities by 30%.

Develop our athletes and athletic program.

• Develop a comprehensive leadership program to help student athletes transfer the skills they learn through sports into their academics, career objectives, and post-collegiate lives.

• Increase student athlete recruitment by 30%.

• Create an intramural sports program to increase participation in non-varsity athletics and fitness activities.

80% of female executives at Fortune 500 companies have participated in sports, as did 94% of C-suite women

SOURCE: SURVEY CONDUCTED BY EY AND ESPNW

Goal 3: Forge meaningful community connections and extend Wesleyan’s brand presence on campus, in Macon, and abroad

WHAT WE’VE ACHIEVED SO FAR

In fall 2023, Wesleyan opened the Leadership Lab in downtown Macon, Georgia, home of our new CEO Institute. The institute will bring our students into direct relationships with the Macon community and give them opportunities to creatively immerse themselves in learning and leadership.

We’re honored to have forged strategic partnerships that strengthen our institution and the Macon community. Our new partners include Macon-Bibb Industrial; Bibb County School District; Big Brothers Big Sisters Heart of Georgia; Boys and Girls Club of Central GA; Macon Chamber of Commerce; Girl Scouts of Historic GA; Macon Bacon; Macon Mayhem; Office of the Mayor Macon-Bibb County; Macon-Bibb Transit Authority; Newtown Macon; Real IMPACT Center (Women in STEM); Rotary Club; Tubman Museum; Visit Macon; Office of the Mayor Warner Robins; Farm Bureau Insurance; and many others.

OUTCOME STATEMENT

At Wesleyan, we are educating students to leave the world better than they found it. If we insist upon our students having a positive impact, it’s our job to expose them to their local and global communities, integrate them, and inspire them to act.

Strategic partnerships with local, national, and international communities will enhance the Wesleyan student experience and nurture global citizens.

TACTICS

Build strong partnerships with the Macon community and beyond.

• Continue to expand and enhance community programming at the downtown Macon Wesleyan College Leadership Lab.

• Increase student participation in local Macon events.

• Encourage 75% of students to participate in one service or volunteer initiative per year.

• Increase and expand partnerships with local businesses that prioritize student experiential learning through internships, workshops, and mentorship.

• Respond to workforce needs within the local economy by increasing enrollment in online and graduate programs.

Expand national and international awareness of Wesleyan.

• Audit and evaluate our brand to ensure our message is relevant and compelling.

• Create marketing messaging and collateral content that uniquely positions the college.

• Identify opportunities for the institution, faculty, and leadership team to influence community and national conversations on mission-aligned issues.

• Develop a content strategy unique to each of Wesleyan’s key social media channels that increase engagement and visibility metrics.

• Establish a consistent presence in local media through monthly coverage of events, accomplishments, and opinions, and a bimonthly presence in national and international media.

Foster alumnae pride and engagement.

• Enhance our alumnae engagement strategy, creating opportunities for reskilling/upskilling, networking, partnerships, student mentorship, workplace recruitment, and advisory roles.

• Develop high-touch, value added programming for each age and stage of alumnae life, increasing alumnae engagement by 10% each year throughout the duration of the plan.

• Increase alumnae giving by 5% per year.

Goal

4: Nurture an engaged team and culture where everyone matters, thrives, and belongs

WHAT WE’VE ACHIEVED SO FAR

Over the past year, we’ve taken significant steps toward supporting our community with culture-affirming initiatives and policies. The Office of Diversity, Equity and Inclusion is dedicated to creating an inclusive, equitable campus culture, recruiting and retaining a diverse campus body, and supporting inclusive scholarship and teaching.

Spaces are vital to strong culture. In addition to completing dorm renovations including a renovated Banks Hall that will open in August 2024, Wesleyan has been awarded $2.45 million for capital planning to prioritize improvements to campus spaces.

OUTCOME STATEMENT

Continuing our legacy of accelerating equality, Wesleyan’s vibrant, inclusive community makes us who we are. To build on one of our greatest assets, we are committed to creating development opportunities for our staff and faculty so that we attract those who want to actively build bright futures for both our institution and our students.

We want every stakeholder—students, faculty, donors, alumnae, and community members—to feel welcome and inspired from the moment they set foot on campus. That means implementing streamlined and simplified processes for both our staff and stakeholders while showcasing our historic campus. Our Wesleyan experience and setting will reflect our extraordinary community and spirit.

TACTICS

Prioritize faculty and staff growth and engagement to achieve their professional and institutional goals.

• Implement a faculty and staff development strategy that encompasses growth, leadership training, professional development, and lifelong learning opportunities.

• Develop and launch a comprehensive DEI strategy that fosters a culture of equity and inclusion.

• Support staff and faculty with cost-of-living increases.

Evaluate and continue to evolve our operational structure and processes.

• Ensure students and prospective students have seamless access and guidance to explore and enhance their educational experience.

• Optimize our operational efficiencies to streamline our work and create smooth internal and external stakeholder experience.

• Implement the latest technology to support and enhance our people and our practices.

Invest in safe, purpose-built educational spaces to attract, retain, and inspire exceptional student, faculty, and community experiences and interaction.

• Complete the restoration of two student residences.

• Create a multi-year capital plan with corresponding capital replacement reserve budgets.

Thank You

This strategic plan was developed through a stakeholderinformed process that included interviews, facilitated sessions, and surveys. We would like to extend our gratitude to the hundreds of students, alumnae, faculty, staff, community members, and board members who participated in the process. Your input has been vital to this plan and to our future. It’s this community that will bring this plan to life.

Thank you for your time, your honesty, your vision, and your support.