Wagner Strategic Plan

Below is the text of the Strategic Plan that was approved by Wagner's Board of Trustees on October 14, 2011.

Engaged, Integrated, Transformative Learning:
The Wagner Plan into the Future


Wagner College is uniquely positioned as the only true small, private, traditionally residential Liberal Arts College within the five boroughs of New York City.

We are dedicated to a model of personalized education that integrates the singular field based learning opportunities of New York City into the breadth and depth of the liberal arts, the sciences and professional studies. At Wagner, theory and practice are joined to form the practical liberal arts for all students.

Our strategic plan focuses on a distinctive educational vision, known as the Wagner Plan for the Practical Liberal Arts, which we initiated in 1998 and which we have further developed on the basis of our students’ experiences and institutional outcomes. The Plan is discriminating. It enables us to prioritize our future plans and actions so that we focus on our strategic goals and the differentiating factors that will ensure Wagner’s success in meeting its mission and innovative educational vision today and into the future. The Plan forms the menu for Wagner’s leadership in addressing both the external exigencies and internal choices required for ordering our immediate priorities, practices and operational investments.

The successful implementation of the Strategic Plan will allow us to deepen the Wagner Plan insuring its success and growth into the future. The Strategic and Wagner Plans are living documents that will be adapted and improved with time. The goals set forth here will allow us to continue to provide our students with a transformative, engaging and integrated educational program that produces future leaders who succeed personally and publically on a local, national and global scale.

Wagner's Mission

Wagner College prepares students for life, as well as for careers, by emphasizing scholarship, achievement, leadership, and citizenship. Wagner offers a comprehensive educational program that is anchored in the liberal arts, experiential and co-curricular learning, interculturalism, interdisciplinary studies, and service to society, and that is cultivated by a faculty dedicated to promoting individual expression, reflective practice, and integrative learning.

Wagner's Vision

Wagner College achieves this mission through the implementation and enhancement of The Wagner Plan for the Practical Liberal Arts, which was formally launched in 1998. This innovative and bold curricular methodology is predicated on a method of integrated learning. It builds upon Wagner’s history of combining liberal arts and focused professional programs, coupled with our unique location and requires experiential learning for all students. The Plan has thus ushered in a new vision of engaged student learning that is at once reflective and integrated, theoretical and practical. Our goal has been, and continues to be, to provide a transformative college experience which best prepares our students for positions of effective and responsible leadership and citizenship in their chosen professions, and in their personal and public lives. From the outset, our faculty have eagerly led this learning centered endeavor.

Preparing all students for such leadership requires a coherent, efficient, effective and universal educational program and a focused Faculty and Administration, supported by an equally committed Board of Trustees.

Into the Future

As one of the pioneers of this transformative higher education model we affirm our commitment to a continued deepening of The Wagner Plan as the centerpiece of all our strategic planning.

I. Therefore, our primary strategic goal for the next decade is to emerge as a national leader in higher education, cited for our innovative and dynamic curriculum, comprehensive civic engagement and global education model, rooted in New York City.

II. We reaffirm the Core Priorities of our Plan:

  • Educational Excellence
  • Resource Enhancement
  • Facilities Enhancement
  • Reputational Enhancement

III. The 2011 Wagner Strategic Plan Will Focus on These Four Key Strategic Objectives:

A) Deepen The Wagner Plan, with particular emphasis on the following:

    • Enhanced Classroom Experience from the Core to All Learning Communities with the Goal of Improving Learning Outcomes
    • Expanded Civic Engagement and Experiential Learning
    • Expanded Emphasis on Global Education

The Wagner Plan encompasses the entire educational experience at the College. It is also a universal experience, shared by all of our students, faculty and staff. Therefore, continuing to assess and improve all aspects of the Plan through an annual integrative research, assessment and planning program is essential.

B) Develop and Implement a Campus Master Plan:

    • That is Designed Primarily to Support and Enhance the Wagner Plan
    • That is Prioritized and Identifies Funding Sources
    • That combines the Need to Address Deferred Maintenance/to Develop a Compelling and Contemporary Campus for the 21st Century/to Achieve Sustainability and Accessibility

C) Develop and Implement a Multi-Year Budget Model and Net Revenue Plan:

    • That supports The Wagner Plan
    • That ensures Long-Term Sustainability of the College
    • That ensures Student Accessibility to Wagner to Continue and Expand our Commitment to the Quality and Diversity of our Student Body
    • That values our Faculty and Staff, with Particular Attention to Finalizing and Implementing a Competitive Compensation Plan that better recognizes marketplace realities.
    • That supports the Technological and Physical Infrastructure of the College

To be effective, the financial plan will be supported by an enhanced multi-year budget model. This budget model will use existing data as its base, including current revenue assumptions like enrollment and endowment earnings and expense and cash flow assumptions like personnel commitments and debt service obligations. It will then build upon this base by using reasonable revenue growth assumptions that are in line with the external economic environment and our strategic enrollment goals. The budget model will also account for future expense commitments, including new initiatives to support our strategic goals.

D) Develop and Implement a Multi-Year Branding Plan:

    • That increases national awareness of Wagner College and The Wagner Plan to ensure that all prospective students who might be best served by our unique educational model become familiar with the College and the opportunities we offer as they explore their higher education options.
    • That builds upon Wagner’s reputation as a national leader in American higher education, known for our unique educational opportunities that combine the best of reflective, residential liberal learning, professional development, service, application and global awareness in an urban environment.
    • That builds a culture of philanthropy on campus and among our alumni and friends

We recognize the interdependence of many factors that contribute to the success of the Wagner Plan, our academic foundation and The College’s Strategic Plan. Also, we understand that many internal and external factors that affect our plans will change over time. As such, the College will continue to actively monitor these factors and respond accordingly. The College’s senior leadership is committed to insuring the success, growth and sustainability of the institution by employing the standards and processes as outlined in this plan.

Adopted October 2011.