Strategic Plan: Goal 3

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GOAL #3:   To build and retain a more diverse, civil, and engaged college community.


Both the inscription on the entrance gate ("Come here as youths to leave as men") and the founding purpose ("to form good men and good citizens in an atmosphere of sound learning") emphasize the transformative character of and the value added by a Hampden-Sydney education.  Raising the requirements for the entering class and increasing our retention rate will enhance the College's image as a selective, rigorous academic institution."  

  1. Recruitment and Retention of Students
    1. Increase the number and quality of the applicant pool to attract at least 325 freshmen and 35 transfers and re-admitted students a year, in order to maintain a minimum opening enrollment of 1,150 students.
    2. Establish more cooperative arrangements with the Virginia Community College system.
    3. Negotiate and publicize additional guaranteed-admission graduate programs in law, business, and engineering, similar to our existing programs in medicine.
    4. Examine ways to ensure access to a Hampden-Sydney education for all qualified students through increased scholarship opportunities.
    5. Actively engage parents and alumni in the recruitment process.
    6. Increase the student retention rate from 67 to 72 percent or better. We will focus advising and academic support on "re-recruiting" students to our mission throughout their enrollment.
    7. 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 (including foreign students) and minority students to 15 percent.
    8. Increase curricular and co-curricular interaction with nearby colleges, especially women's colleges.
  2. Faculty and Staff Resources
    1. Commit the College's resources to recruiting and retaining an exemplary faculty and staff, including compensation, continuing education, and technological support. In particular, achieve and maintain the goal of faculty salaries at or above the 80th percentile of the AAUP II B category and achieve a Living Wage and benefits for staff.
    2. Enhance professional development opportunities and support for faculty and all staff.
    3. Improve communication, coordination, and collaboration among staff and academic departments to increase efficient use of institutional resources. Create a formal College-wide staff committee to improve communication among staff departments and with the College administration.
    4. Systematically encourage faculty-student out-of-class interaction.
  3. Board Leadership
    1. Strengthen and diversify the Board of Trustees.
    2. Increase the interaction of the Board with faculty and staff to promote better understanding.
    3. Evaluate all aspects of Board operations, including size, committees, functions, and number of meetings.
  4. Student Life
    1. Increase the staffing and resources of Student Affairs in several key areas in order fully to provide the programs and services necessary to improve retention.
    2. Develop a comprehensive program of "indirect approaches" in campus design and initiatives to address boredom, apathy, and substance use and abuse.   Expand and emphasize intercollegiate, recreational, intramural, and fitness programs.
    3. Sponsor new and enhanced social activities and options for students during weekends throughout the year [that complement the offerings of the College Activities Council.]
    4. Reinvigorate the fraternity system.
    5. Link residential life programs more clearly to academic programs.
    6. Strengthen the leadership skills of elected and appointed student leaders.
    7. Develop new models for orientation and for student life in the freshman year.
    8. Continue to develop innovative substance education programming.
    9. Ensure a safe and secure campus for our community.
  5. Local Community
    1. Strengthen academic, co-curricular, and extracurricular programs with communities, especially Farmville-Prince Edward, nearby colleges, and cultural institutions.
    2. Establish an institutional framework for ongoing collaboration with community leaders and organizations.