THE OPPORTUNITY

Wilson College is a private, liberal arts institution located in Chambersburg, Pennsylvania. It was founded in 1869 as a college for women and became coeducational in 2013. Featuring gracious lawns, mature trees and rolling hills, the 300-acre campus is on the National Register of Historic Places as a historic district and the Conococheague Creek runs through it. As its sesquicentennial celebrations come to a close this year, Wilson is poised to build on its 150 year history as an institution with a sincere commitment to a transformative education that balances academic quality, access, affordability and supportive rigor.

The College has experienced steady enrollment growth in the last eight years, and today 1,618 women and men of all ages are enrolled in Wilson’s undergraduate, graduate and online programs. Students can choose from 35 undergraduate majors and 43 minors, and 11 master’s degree offerings in education, nursing, business, and the arts and humanities. Because of its commitment to providing students and their families with an affordable and high quality education, Wilson has earned a 9th place ranking in the “best value” category among regional colleges in the North for 2019 by U.S. News and World Report. Wilson also offers a first-of-its-kind student loan buyback program that lets qualified graduates earn up to $10,000 toward their federal student debt. Nearly $19 million in financial aid was awarded during the past award year, including more than $6 million in grants and scholarships.

The Position

ROLE OF THE VICE PRESIDENT FOR ENROLLMENT FOR WILSON COLLEGE

Reporting to the president of the College, the vice president for enrollment management is responsible for providing vision, leadership and effective administration of the enrollment management division and its functions. The vice president is an executive officer of the College and serves as a member of the president’s cabinet. The vice president will be expected to be a trusted advisor and thought leader especially on matters related to enrollment, retention, access and affordability. The position works closely with the president, the executive team, academic deans and directors, faculty, staff, students and the Board of Trustees to strengthen a collaborative college-wide effort to enroll, retain and support students. The vice president currently has three direct reports: the senior director of admissions, the dean of financial aid, and the director of one-stop student services center.

The vice president will join a community that is eager to partner with the enrollment management team and committed to helping achieve the College’s aspirations for new and continuing student enrollment. Wilson is seeking a collaborative and community-minded leader of high integrity who will embrace and extend the distinct character of the College in the work of the division. As such, the vice president will be one who can engage the entire campus in innovative marketing, recruitment and retention strategies to ensure the long-term sustainability of the College.

HISTORY OF THE POSITION

Mary Ann Naso previously held the position from 2008 – 2017. David Boisvert has served as the interim vice president for enrollment management since July 2017 via The Registry. Boisvert is on contract through June 30, 2020.

OPPORTUNITIES AND CHALLENGES

The vice president for enrollment management must possess a broad and deep understanding of the current and emerging trends with regards to recruitment, admission, retention, access and affordability. It is important that the vice president be an experienced leader with the capacity to manage complex situations, committed to customer service at the highest level, and equipped to contribute at both a strategic and operational level at a regional private liberal arts institution.

Within this context, there are several aspects of the role of the vice president in which the successful candidate will need to be prepared to lead after a period of acclimatization and relationship building. These include:

  1. Collaboration with the executive team: The new vice president is joining a strong and collegial cabinet, each of whom are respected and experienced executives in their own right. The president and all colleagues on the president’s cabinet are looking for a thought partner to engage with them in creating awareness of Wilson College by partnering on an integrated enrollment communications and marketing plan, developing realistic medium- and long-term strategic enrollment plans with accompanying financial models, engaging College alumni, and enrolling students who will in turn become proud alumni.
  2. Collaboration with faculty and staff: There are high expectations that the new vice president will exemplify a culture of collaboration and partnering, as well as clear and transparent communication, across campus for maximum effectiveness. It will be crucial that the new vice president quickly reach out to all campus constituencies to build solid and mutually beneficial relationships that foster ongoing positive interactions, support the president and his leadership agenda, and act as a “chief connector” of the division. These connections are essential to accurately assessing the real needs of constituents, providing exceptional information and services, and ensuring that the enrollment management division is known for its customer- and student-centered approach at all times.
  3. Enrollment Planning and Growth: Wilson has had impressive recent success in growing its enrollment through five primary strategies: introduction of new undergraduate and graduate academic programs, adding new athletic sports teams, forming dual enrollment agreements with regional high schools, increasing the number of transfer articulation agreements with community colleges, and introducing online programs for working professionals. The new vice president will be expected to extend and build on these enrollment successes with a keen eye on growing net tuition revenue.
  4. Divisional Leadership: The vice president will be expected to form a cohesive divisional leadership team that has a shared understanding of strategic enrollment management and their individual contributions and responsibilities of each of the functional areas within the division. The vice president will find a dedicated team that is ready to support their leadership and responsive to professional development and coaching.
  5. Data informed decision-making: The vice president will be charged with transforming the division into a data-informed entity that uses technology resources, market data, and financial aid leveraging practices in a sophisticated and nimble manner. To this end, the vice president will have to quickly assess the utilization and efficacy of the division’s technology infrastructure, including the newly implemented Slate CRM and integration with the student information, financial aid management, and athletics systems. At the same time, the vice president will need to collaborate with Institutional Effectiveness and Research staff to develop appropriate reporting tools to guide critical institutional decisions and to share data across divisions (e.g. institutional advancement and marketing and communications) to implement holistic recruiting strategies.
  6. Engagement with Students: Multiple stakeholders noted that the vice president for enrollment management must actively engage with current students in an authentic manner, be highly visible throughout the campus, and be regarded as a role model for students, exemplifying what it means to be a fully-engaged member of the campus community. As with many institutions, the retention of students continues to be a top priority, and therefore holistic attention must be paid to the experience of students not only during their time in the admission cycle, but well beyond as they enroll, acclimate and progress through their academic program at Wilson.

MEASURES OF SUCCESS

The vice president will work with the College President to determine specific measures of success and related timetables. The search committee and stakeholders offer the following general metrics for the position:

  • The vice president will have partnered with their colleagues on the President’s cabinet to spearhead a college-wide, collaborative effort to formulate a strategic enrollment plan that will serve as the College’s roadmap for continued growth and revenue enhancement. This plan will be supported by accompanying student retention, alumni engagement, financial and integrated enrollment marketing and communication plans. The vice president for enrollment will be expected to demonstrate transparency, a willingness to collaborate with all internal and external stakeholders, and to provide vision, leadership, and accountability in this process.
  • The vice president will have reviewed organizational strengths and weaknesses and will have outlined the strategic direction and long-term plan for the enrollment management division consistent with the College’s mission and goals.
  • It will be important for the vice president to assess the skills and knowledge of the staff, develop a strong sense of teamwork among staff, and build working relationships with academic affairs, marketing and communications, institutional advancement, faculty, staff, students, and external vendors that emphasize an engaging and collaborative work environment.
  • The vice president will maintain a proactive, highly visible, well-respected, and established leadership presence on and off campus that is credible, collegial, and highly effective.
  • The enrollment management division will be defined as a strong, highly functioning, well-regarded, and resilient team that works with synergy and shared purpose, readily collaborating across departmental and division lines with a demonstrated commitment to enrolling students who will thrive at Wilson College, graduate, and become engaged alumni.
  • The vice president will have built effective partnerships and consensus across the College to develop a business intelligence and data analysis framework that will inform the College’s strategic enrollment plan.
  • The vice president will formulate a well-considered and comprehensive set of recommendations that will enable Wilson College to respond proactively to the challenges posed by the forecasted decline in college enrollments, as well as the recent amendments to NACAC’s Code of Ethics and Professional Practice as part of the Department of Justice consent decree.

QUALIFICATIONS AND CHARACTERISTICS

A master’s degree is required, along with 7 – 10 years of progressively responsible experience in higher education, including a minimum of five years of supervisory experience in admissions, financial aid and/or enrollment management. The ideal candidate will be a strategic-minded and highly collaborative individual well versed in undergraduate and graduate enrollment strategy, financial aid leveraging, and the utilization and deployment of analytics and metrics-based enrollment systems, processes and technologies.

The next vice president will be an exceptional leader of people and programs with proven talents and expertise in enrollment management. Candidates will possess the ability to conceptualize and implement a dynamic and data-informed vision for the enrollment management division, the ability to inspire and motivate a highly dedicated team, and the interpersonal skills and desire to partner with all areas across campus.

Additional knowledge, capabilities and experiences needed for success in the position include:

  • readiness to be part of the College’s senior leadership team, including the ability to lead community-wide conversations about enrollment management strategies and working collaboratively to execute the College’s mission and vision;
  • knowledge of national trends in strategic enrollment management, retention and state/federal rules and regulations;
  • strong data analysis skills and the capability to mine and utilize key demographic and market data;
  • an appreciation for and the ability to articulate the unique identity and distinctive values of the Wilson College experience;
  • the ability to apply knowledge to situations where precedents do not exist or are ambiguous;
  • demonstrated ability to facilitate partnerships among academic programs and other divisions of the College; and

In order to succeed in this critical position, campus stakeholders indicated the new vice president for enrollment management should be someone who:

  • understands 21st-century leadership and is a natural collaborator;
  • will quickly assess Wilson’s market position within the community and regional landscape;
  • values data and data-driven decisions and who will be a partner in establishing and achieving institutional enrollment goals;
  • is technologically savvy;
  • will build a collaborative team and desires to work in a non-siloed environment;
  • a strategic thinker and transparent and ethical leader;
  • has experience with strategic planning and bringing vision to fruition;
  • is community-minded and will engage with the Chambersburg and local community;
  • has a sense of humor and seeks joyful engagement;
  • is attuned to the higher education market and will support the vice president for academic affairs and faculty leaders in continuing to develop undergraduate and graduate pipeline programs;
  • understands the entire cycle of enrollment, including recruitment, enrollment, retention and completion, as well as the needs of first-generation college students and families which can impact that cycle;
  • is a skilled listener;
  • “sees the big enrollment and retention picture”;
  • has a strong understanding of enrollment communication cycles and will work to enhance the communication of admission acceptances and financial aid packages so that students can make well-grounded decisions;
  • has a strong interest in growing diverse populations, drawing from within and outside the region;
  • one who is innovative with recruiting strategies and will quickly learn the recruitment landscape in Pennsylvania and the surrounding states;
  • displays emotional intelligence and will mentor and lead the enrollment management team;
  • will take time to understand the Wilson student community, e.g., the large percentage of first-generation students who demonstrate high financial need and may have family financial responsibilities;
  • willing to take the time to gather input and learn from direct reports, indirect reports, and key divisional partners at all levels;
  • is a change agent who can both remove barriers and manage change;
  • will advocate for the enrollment management division to secure the resources, including human, financial, and technological, to provide excellent service;
  • will collaborate with Institutional Effectiveness and Research colleagues on reviewing data in order to shape the incoming class and project yield; and
  • will welcome the opportunity to work with the President’s cabinet members as integral partners in formulating and supporting the College’s strategic enrollment plan.

THE ENROLLMENT MANAGEMENT DIVISION: AN OVERVIEW

An Overview of the Office of Vice President for Enrollment Management

The vice president for enrollment management provides leadership to the offices of Admission, Financial Aid, and the One-Stop Student Services Center. The current staffing model of the division is as follows:

  • Vice President for Enrollment Management:
    • Linda Brittain, Dean of Financial Aid with two staff members
    • Heather Ellerbrock, Director of One-Stop Student Services Center with two staff members
    • Annette Huber, Coordinator of Enrollment Management Events and Operations
    • Michael Montana, Senior Director of Admission with seven staff members

The vice president collaborates with the enrollment management leadership team to plan and manage an annual operating budget of approximately $1,129,000. This includes operating budgets for admissions, international recruiting, financial aid, and the One-Stop Student Services Center. Annually, the College issues approximately $7,500,000 in student financial assistance, also managed by this division.

Wilson College recently purchased and launched Slate as its CRM and has engaged HRB as its consulting partner on the implementation of the Slate functionalities. At this time, Slate does not communicate directly with the College’s financial aid management system (homegrown system), the student information system (Ellucian Banner), or the athletics management system (Front Rush). Applications submitted through the Common App, however, import directly into Slate. Wilson utilizes College Board Search Service, NRCCUA, Naviance, Niche, and College Fish to support student search activities. NRCCUA has also been used for telephone call campaigns in the past.

In the last two years, the College has signed articulation agreements with four community colleges in the area:

  • Frederick Community College (Maryland)
  • Hagerstown Community College (Maryland)
  • Harrisburg Area Community College (Pennsylvania)
  • Montgomery College (Maryland)

Wilson also has nine dual enrollment agreements with neighboring school districts and expects to increase such agreements to support enrollment growth and visibility with local area students.

Organizational Chart for Enrollment Management

Institution & Location

WILSON COLLEGE: AN OVERVIEW

Institutional Background/History

Wilson College was founded in 1869 as a college for women, one of the first in the United States. The founders were the Rev. Tryon Edwards and the Rev. James W. Wightman, pastors of Presbyterian churches in nearby Hagerstown, Md. and Greencastle, Pa. They submitted plans to the Presbytery of Carlisle and received its endorsement in April 1868. The Pennsylvania Legislature granted the original charter on March 24, 1869. Miss Sarah Wilson (1795-1871), a resident of nearby St. Thomas, provided two generous donations for the establishment of the new institution. Although Wilson herself had no formal education, she recognized the importance of education for future generations of women. In gratitude for Wilson’s gifts, the Trustees voted to name the new institution in her honor. Instruction at the College began on Oct. 12, 1870, after the Trustees had secured the purchase of property formerly owned by Col. A.K. McClure, a close friend and advisor of President Abraham Lincoln.

Since its inception, the College has fostered rigorous intellectual pursuits. Like other women’s colleges, Wilson has long provided opportunities for women to study and teach subjects once thought beyond women’s capabilities, such as chemistry, biology, mathematics and classical languages. President Anna J. McKeag, Wilson’s first woman president (1911-15), strengthened the College’s academic standards. The College has continued to build upon this foundation by increasing the number and kinds of course offerings, improving library resources and bringing distinguished visitors and lecturers to campus. A measure of the College’s intellectual strength is the establishment in 1950 of a chapter of Phi Beta Kappa, the nation’s oldest and most prestigious academic honor society.

The College has recognized outstanding contributions to society by awarding honorary degrees since 1931. Recipients have included U.S. Rep. Margaret Chase Smith, Supreme Court Justice Harry Blackmun, anthropologist Margaret Mead, musician Lili Krause, author and activist Rita Mae Brown, and news anchor Walter Cronkite.

Throughout its long history, Wilson has responded to changing times. In 1982, the College was one of the first in the region to begin offering a continuing studies program to meet the needs of a growing population of adults seeking a post-secondary education. In 1996, the College was one of the first in the nation to offer on-campus, residential education for single mothers with children. Since the program began, it has won national attention and Wilson has become the National Center for Single Mothers in Higher Education. To make a Wilson education available to adults, many courses are offered not only during the traditional day and evening times, but also in summer and January Term and at convenient off-campus sites.

Wilson’s beautiful and historic campus is one of its greatest assets. Six buildings serve as student residence halls and there are several facilities for athletics and equestrian com­petitions, including three athletic fields (field hockey, soccer and softball), tennis courts and a gymnasium. A dance studio is housed in Lenfest Commons, and students also have access to the fitness center. The Penn Hall Equestrian Center has three, 24-stall barns; two indoor arenas and an outdoor arena; cross-country jump course and turn-out fields. The College also provides complete equine-facilitated therapeutic facilities and equipment.

In addition, the College has an organic farm—the heart of the Fulton Center for Sustainability Studies— that allows a wide range of opportunities to learn about approaches to sustainable living. In January 2009, the College opened the new $25 million Harry R. Brooks Complex for Science, Mathematics and Technology, the first Gold LEED-certified building in the area.

FY 19 Financial Overview

Operating Budget                            $24 million
(excludes depreciation expense)

Net Assets                                           $80 million

Liabilities                                            $38 million

Endowment                                       $44 million

Endowment Spend Rate
6.2%

About Chambersburg, Pennsylvania

Chambersburg is a borough in and the county seat of Franklin County, in the South Central region of Pennsylvania. It is in the Cumberland Valley, which is part of the Great Appalachian Valley, and 13 miles north of Maryland and the Mason-Dixon Line and 52 miles southwest of Harrisburg, the state capital. According to the United States Census Bureau, Chambersburg’s 2010 population was 20,268. When combined with the surrounding Greene, Hamilton, and Guilford townships, the population of greater Chambersburg is 52,273 people.

Chambersburg functions as the historic and commercial center of a region characterized by small and mid-size industrial enterprises and rich agricultural and residential areas. With a multitude of amenities, the greater Chambersburg area has grown steadily. Since 2010, Franklin County (population: approximately 150,000), has experienced a growth rate of 2.7 percent. Over that time, the county’s population has been one of the five fastest growing in Pennsylvania. Even with its growth, Chambersburg has maintained its quality of life and affordability – with easy access to mountains, streams, farms, golf courses, and ski slopes – and retained its small-town charm.

Mission, Values, and Honor Principle

Mission

Wilson College empowers students through an engaged, collaborative, liberal arts education that combines the skills and focused study needed for success in work and life. We are a close, supportive community that develops the mind and character of all students, preparing them to meet the challenges of a global society.

Values

A Community of Individuals

A Forward-Looking Education

A Welcoming and Inclusive Campus

An Active Community Relationship

Value in Education

Honor Principle

Students enrolled at Wilson College live under an Honor Principle and within a system of shared, community-based governance. The Honor Principle states that:

“In order to provide an atmosphere congenial to the pursuit of a liberating education, government at Wilson College rests on the assumption that every member of the community will act with integrity in all aspects of life. We trust each other to be mature and responsible individuals.”

“The cooperative effort of learning and living in which we are all involved proceeds most satisfactorily when the members of the community acknowledge their responsibility to strive to realize their common aim. The soundness of the community depends upon the concern for both individual freedom and the rights and welfare of others; both call for the observance of certain regulations in order to promote this common aim.”

“In this spirit, however, we have agreed upon the Joint Regulations of the Faculty and Students, the Residence Regulations, and the Academic and Administrative Regulations. We undertake the responsibility for keeping them just and relevant to the needs of the present community.”

Strategic Plan

Read Wilson College’s strategic plan, Setting the Balance: Prioritizing the Student Experience:

https://www.wilson.edu/sites/default/files/Prioritizing-Student-Experience.pdf

Leadership

Dr. Wesley R. Fugate – President

Dr. Fugate joined Wilson College as her 20th president in January 2020, bringing with him a passion for students and the liberal arts educational experience, as well as significant leadership experience in college administration and board of trustees leadership. Prior to his appointment, Dr. Fugate served as vice president for student affairs and dean of students at Randolph College in Lynchburg, Va. where he oversaw multicultural student services, international student services, spiritual life, orientation, commuter student services, leadership, community service, student activities and traditions, residence life, student conduct, health services, counseling services, safety and security, and athletics.

Dr. Fugate has also held the position of vice president and chief of staff, and secretary of the Board of Trustees at Randolph College, serving as a strategic advisor to the president while coordinating the work of the Cabinet, managing the operations of the Office of the President and Board of Trustees. At the same time, he also led the communication, marketing, events, community relations and government relations functions of the College. In addition, he served as interim vice president for enrollment management, where he oversaw Randolph’s admissions and financial aid efforts.

The president has worked as the deputy chief of staff for planning and education policy to the governor of Kentucky; director of events for a national political party’s victory efforts, where he coordinated events for the president, vice president and first lady of the United States; advisor to the Interfraternity Council at the University of Georgia; and director of program advancement for Kentucky’s Governor’s Scholars Program, where he successfully solicited the lead gifts for the program’s inaugural endowment campaign.

Dr. Fugate earned a doctorate in higher education from the University of Georgia’s Institute of Higher Education, a master’s degree from Vanderbilt University in higher education administration with an emphasis on institutional advancement, and a bachelor’s degree from Centre College in dramatic arts and economics. He is the recipient of the Alice L. Beeman Research Award in Communications and Marketing for Educational Advancement ─ Outstanding Doctoral Dissertation from the Council for the Advancement and Support of Education (CASE).

Fugate serves as chairman of the Phi Kappa Tau Foundation Board of Trustees and is a member of the board of directors for the Phi Kappa Tau Fraternity, past president of the Endstation Theatre Company board of directors and immediate past chair of the Lynchburg Beacon of Hope board of directors. He is a past treasurer of the National Association of Presidential Assistants in Higher Education (NAPAHE) board of directors, past member of the Association of Governing Boards (AGB) Board Professionals Leadership Group and a past board member of Kentucky’s Governor’s Scholars Program, the Centre College Alumni Association, Jenny Wiley Theatre and the Kentucky Theatre Association.

A frequent presenter on issues in higher education, Fugate is the recipient of numerous recognitions, most recently the Centre College Distinguished Young Alumni Award, and has received many awards for his work as an advisor with students. He has been named to Phi Kappa Tau’s inaugural Phi Tau’s Under 40 and Lynchburg Business’s inaugural Twenty Under Forty. Fugate was also a participant in the Executive Leadership Academy sponsored by the Council for Independent Colleges, and the American Association of State Colleges and Universities and Advancing to the Presidency by the American Council on Education.

Dr. Elissa Heil – Vice President for Academic Affairs and Dean of the Faculty

Dr. Heil joined the Wilson executive team in July of 2014 with 24 years of experience serving the University of the Ozarks, a small, liberal arts, Presbyterian college. At Ozarks, she rose through the professorial ranks, taking on more administrative posts until she left Ozarks as the associate academic dean.  Experienced with the challenges facing independent colleges, Dr. Heil was drawn to Wilson’s refreshed vision for growth. In Academic Affairs at Wilson, in addition to leading the faculty, Dr. Heil manages one of the largest campus budgets. She oversees the registrar; the library, with its state-of-the-art learning commons; the College archives; the Fulton Center for Sustainability Studies with its organically certified farm; Institutional Research and Effectiveness; and the Equestrian Center. Dr. Heil directed a successful Title III, five-year, $2,000,000 grant used to enhance the College’s information technology and data infrastructure, and supported underprepared students in an effort to increase retention. Dr. Heil presides over the College’s strategic plan, Setting the Balance:  Prioritizing the Student Experience. In efforts to support strategic enrollment, she and the senior team devise strategies to innovate in a competitive marketplace through unique partnerships with high schools, community colleges, educational firms, foundations, as well as the federal government. Under her leadership, the College has strategically grown its health sciences programming, including additional nursing programs that are enjoying fast growth, the re-introduction of the in-demand exercise science major, and the establishment of accelerated tracks to graduate programming. Dr. Heil holds a Bachelor of Arts in French and Spanish Literature from Dickinson College, and both a M.Phil. and a Ph.D. in Comparative Literature from New York University.

Academic Programs and Faculty

Wilson’s academic programs are designed to foster students’ ability to think critically, solve complex problems, and communicate effectively. The College produces students that are adaptable to the ever-changing global world. With a 12:1 student-to-faculty ratio and an average class size of 13, Wilson features small, seminar-style classes and research opportunities that enable students to work closely with faculty and mentors. This year, more than 170 graduate and undergraduate students participated in the 10th annual Student Research Day, offering oral presentations, posters, and performances in conjunction with their faculty advisors.

Wilson’s 50 faculty and 161 staff are fully invested in students and committed to their success, providing a personalized higher education experience. Wilson offers 35 undergraduate majors and 43 minors and has 11 master’s degree offerings in education, nursing, business, and the arts and humanities. Academic programs are housed within the following academic divisions: Business, Education, Environmental Studies, Equine and Animal Studies, Fine Arts and Dance, Global Studies and Citizenship, Nursing and Health Sciences, and the Sciences. The College is accredited by the Middle States Commission on Higher Education and has accredited programs in education, veterinary medical technology, and nursing.

The College has made a concerted effort to diversify its academic offerings with expanded areas of study in education, and new programs in nursing, health science, and animal studies. Colleges of Distinction recently recognized three Wilson areas of study as Programs of Distinction. The College’s academic programs in business, nursing and education have been cited for “enriching professional programs with a stellar foundation in liberal arts. Wilson College not only engages competent future employees in nursing, education and business but also inspires them to be critical thinkers with unique, well-rounded insight.” The Nursing programs received accreditation in 2017 after just three years. Nursing now represents the College’s fastest-growing area of enrollment and offers five degree programs. The pre-licensure Bachelor of Science in Nursing prepares outstanding nurses to meet the demand in today’s healthcare environment. Online RN-to-BSN and RN-to-MSN programs and the Master of Science in

Nursing can open new professional opportunities. Wilson has forged strong relationships with several regional clinical partners and opened a newly expanded and renovated simulation lab to provide outstanding hands-on learning opportunities for students.

Wilson also prepares students for entrance into graduate programs with pre-professional programs in law, medicine, veterinary medicine, and the health sciences. The College partners with a number of post-secondary institutions to offer accelerated and guaranteed admission programs. Accelerated programs allow for students to earn two degrees – a bachelor’s and master’s degree or a bachelor’s and law degree – in less time than it would normally take. Guaranteed admission programs offer qualified Wilson students in specific majors reserved seats in master’s programs at partner schools so they can seamlessly continue their education.

The Student Body

(Fall 2019)

TOTAL ENROLLMENT FT PT TOTAL HC TOTAL CREDITS FTE*
Traditional 634 28 662 10098 649
Adult Programs (AD,BD) 34 131 165 1480 100
Non-Degree (DUAL, SSC) 64 64 272 18
Non-Degree TIP 21 160 181  1236 84
TOTAL UNDERGRADUATE 689 383 1072 11850 851
Graduate-Master’s 15 403 418 1614 180
Non-Degree Graduate 0 128 128 423 47
TOTAL GRADUATE 15 531 546 2037 227
TOTAL INSTITUTION 704 914 1618 13887 1078

12:1        Student to faculty ratio

30+        Student organizations

11            NCAA Division III sports teams

22           States represented

13            Countries represented

30%       First generation college students

15            Average undergraduate class size

71            Stalls for college-owned and student horses

Organizational Chart for Campus

Benefits Overview

As an employee of Wilson College, you have the following benefits, among others, available to you:

  • Health plan, including a health reimbursement account
  • Dental plan
  • Vision plan
  • 403(b) retirement plan
  • Tuition remission
  • Life and disability insurance
  • Leave benefits
  • Employee assistance program

Application & Nomination

Inquiries, nominations and applications are invited. Review of applications will begin immediately, and will continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Michel Frendian, Search Consultant, at mrf@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Wilson College website at www.wilson.edu

It is the policy of Wilson College to provide equal employment opportunities without regard to race, ethnicity, color, religion, sex, national origin, age, disability, marital/familial status, veteran status, sexual orientation, gender identity, gender expression, genetic information, having a GED rather than a diploma, or any other protected characteristic applicable under law.

Wilson College does not discriminate on the basis of race, color, national origin, ancestry, religion/creed, sex, pregnancy, sexual orientation, or gender identity or expression, age, disability, genetic information, or veteran status in its programs and activities as required by Title IX of the Educational Amendments of 1972, the Americans with Disabilities Act of 1990, Section 504 of the Rehabilitation Act of 1973, Title VII of the Civil Rights Act of 1964, and other applicable statutes and/or College policies.