Email comments on the Strategic Plan contents to Dennis Stevens and marketing approach to Gordon Neal.
Restated Strategic Plan with Strategic Priorities and Sub-Priorities
Approved by the Board of Trustees on August 11, 2015
Strategic Plan Goals and Action Items
Approved by the Board of Trustees on November 5, 2011
Mission Since 1775: "to form good men and good citizens in an atmosphere of sound learning."
Vision: To become a model liberal arts college recognized for excellence in educating men for the twenty-first century with emphasis on continuous improvement.
- Enhance and improve the College's curriculum in order to graduate capable confident men committed to serving with honor and character by undertaking a comprehensive curricular review to be completed by the Fall of 2016.
- The Board of Trustees will assess the viability of offering a business major with a proposed target implementation date of September 2016.
- Enhance the experience of first and second year students by revising orientation, student advising, student life activities, and academic support via a clearly defined set of programs and activities to be implemented by August of 2016.
- Develop new comprehensive teaching and learning strategies to be implemented by May 15, 2016.
- Provide enhanced programs in service learning, internships, mentoring, leadership, and collaborative institutional partnerships by the Fall of 2016.
- Develop and implement a plan by May 2016 to emphasize the value of a liberal arts education to current and prospective students interested in the fields of health science, law, business, engineering, ministry, journalism, education, and nonprofit sectors.
- Each academic year recruit 325 first-year, 19 transfer, and 16 re-enrolled students to maintain a total student body of 1,100 while increasing the geographic and ethnic diversity of the student body, while maintaining a tuition discount rate of 52 percent.
- Develop articulation agreements which incorporate current Hampden-Sydney College practices for degree completion between Hampden-Sydney College and the Virginia Community College system by the Fall of 2016.
- Negotiate guaranteed-admission programs with four Colleges and Universities in fields such as law, business, and engineering.
- Provide additional funds for fully-funded scholarships on an annual basis to new students by the Fall of 2016.
- Develop a program to engage alumni and parents in the recruitment of students by the Fall of 2016.
- Increase the student graduation rate from 67 to 72 percent by the Fall of 2020.
- Enhance and expand recruiting efforts outside of Virginia and launch a concerted effort to attract and retain minority students, with goals of increasing non-Virginia students to 40 percent and minority students to 15 percent.
- Increase curricular and co-curricular interaction with three Colleges in close proximity by the Fall of 2016.
- Enhance the financial stability of the College as measured by positive annual revenue over expenses and while maintaining a draw on endowment of less than five percent annually.
- Reassess the current enrollment management strategies and develop and implement a plan for fiscal year 2016-2017.
- Reassess the current strategies for institutional advancement and develop and implement a newly revised plan by February of 2016.
- Increase the current endowment from its present value of $150 million to $200 million by the Fall of 2020 via market return and the acquisition of new gifts.
- Increase giving to the unrestricted annual fund by three percent annually for the next five years.
- Increase alumni participation as reflected in percentage giving from 29 percent to at least 35 percent by the Fall of 2018.
- Execute a comprehensive capital campaign of at least $200 million in the Fall of 2016 to address current needs expressed in the facilities and academic master plan to be completed by the Fall of 2020.
- Develop a corporate giving plan designed to acquire new corporate donors with minimum annual contributions for the next five years.
- Study the use of debt financing to fund the College's needs with a report to the Board of Trustees by October of 2015.
- Develop and implement a plan to increase revenue from current levels by 10 percent from summer programs, facility rentals, and contracted services by the Summer of 2016.
- Demonstrate continuous improvement in all of the College's divisions via implementation of the College's Institutional Effectiveness Plan.
- Broaden the definition of the Hampden-Sydney tradition of honor to include personal conduct, character, ethics, and integrity throughout the lifespan of students through a plan to be implemented by August of 2016.
- Add and strengthen academic and career-related programs enabling Hampden-Sydney College graduates to be competitive in the job market with skills to enter the workforce or to pursue advanced studies via a plan to be developed and implemented by September of 2016.
- Sponsor an increased number of events and programs about career and professional development, including discussions on calling, vocational options, and community service to be implemented in the Fall of 2016.
- Create an Office of Vocational Reflection for students to discern their calling, passion, and purpose in life by the Fall of 2016.
- Double the number of current opportunities available to students for international experiences by Fall 2016.
- Enhance the current global, diversity, and inclusion initiatives via new programming to be implemented in the Fall of 2016.
- Enhance and expand existing leadership development programs by the Fall of 2016.
- Diversify the Board of Trustees by increasing the number of women and minority members to ten percent of the total Board of Trustees membership by the Fall of 2017.
- Evaluate all aspects of Board operations including but not limited to size, committees, functions, number of meetings, etc., through revised bylaws and a Board task force by Summer 2016.
- Develop a comprehensive plan of "indirect approaches" to address boredom, apathy, and substance use among students by the Fall of 2016.
- Market intercollegiate, recreational, intramural, and fitness programs to all students via a program to be implemented in the Fall of 2016.
- Sponsor new and enhanced social activities and options for students during weekends throughout the academic year to be implemented in the Fall of 2016.
- Study and develop a plan to reinvigorate the fraternity system by the Fall of 2016.
- Link residential life programs more closely to academic programs via a plan to be developed by the Fall of 2016 by the faculty currently living in student residences.
- Strengthen the leadership skills of elected and appointed student leaders with seminars and programs to be implemented by the Fall of 2016.
- Develop an innovative substance education program by the Fall of 2016.
- Ensure a safe and secure campus environment by increasing the education and training of safety officers via programs to be developed and implemented in the Fall of 2016.
- Develop an institutional framework and plan by the Fall of 2016 for ongoing collaboration by Hampden-Sydney College with local community leaders and organizations.
- Develop and implement a plan by the Fall of 2016 to provide opportunities for parents to become significantly engaged within the College community.
- Develop and implement a plan by the Fall of 2016 to increase alumni engagement.
- Enhance the College's Physical Plant in order to provide a state of the art environment for student learning and operational efficiency.
- Implement the Campus Master Plan by the Fall of 2018 to create a central integrated campus core for student, faculty, and staff activities.
- Construct a student union building by the Fall of 2018.
- Renovate the existing Fine Arts Building by the Fall of 2017.
- Plan for the construction or renovation of a facility for the natural sciences by the Fall of 2017.
- Identify all of the deferred maintenance issues in existing academic buildings, residence halls, and Fraternity Circle on a schedule by the Fall of 2016 and develop a plan to address the issues.
- Create a Technology Master Plan by the Fall of 2016 for institutional and instructional technology, including ongoing support, and upgrading of all systems.
- Enhance the academic environment by increasing financial support for the College faculty and staff.
- Provide for a plan to have faculty salaries at or above the 80th percentile of the AAUP II B category by the Fall of 2017.
- Develop a plan to provide salaries for all staff in the 60th percentile of the tables provided annually by CUPA-HR (College and University Professional Association for Human Resources) by the Fall of 2017.
- Develop a professional development enhancement plan for faculty and staff by the Fall of 2016.
- Create a standing staff committee dedicated to improving communication among all College units by the Fall of 2015.
- Develop a mentoring plan between faculty and students by the Fall of 2016 to encourage joint projects, research, and educational travel.