Smart Growth

To achieve the goals of this strategic plan, the college will develop and pursue targeted strategies to

Increase enrollment and retention of undergraduate, post-baccalaureate and non-degree-seeking students

Enhance fundraising, marketing and grant-seeking capacity

Develop long-term financial and information technology plans

Launch a comprehensive campaign

Specific targets by 2014 include:

  • A sustained enrollment of 1,000 degree-seeking undergraduates through recruitment and retention strategies designed to maintain student academic quality and enhance geographic, racial and cultural diversity
  • An average annual headcount of 200 students enrolled in new and existing post-baccalaureate degree and certificate programs that enhance the college’s mission, generate revenue and are highly entrepreneurial in responding to non-traditional student needs and market trends
  • One or more non-degree educational programs that promote the college’s visibility, enhance the use of campus facilities and generate revenue
  • Initiatives that improve the college’s ability to attract students from across the socio-economic spectrum, making an Agnes Scott education more affordable for talented students of limited financial means while also increasing the number of students able and willing to pay a greater share of the cost of attendance
  • A Research Team to coordinate institutional research and assessment and build a culture of evidence-based institutional planning and policy-making
  • A multi-constituency Retention Team to study reasons why students persist or withdraw and develop strategies that improve student retention
  • A new vice president for communications and marketing to lead an effort to build Agnes Scott’s national and regional reputation and market the college’s programs to target audiences
  • An Office of Faculty Grants to increase grant-seeking and support excellence and innovation in research and teaching
  • An improved long-term budgeting process that
    • employs a five-year financial model for revenues and expenditures with targets for balance among funding sources of tuition, endowment, annual fund and grants
    • incorporates multi-year plans for investing in technology and library resources and for addressing deferred maintenance across campus, especially residence halls
    • identifies and meets increased staffing needs that accompany program growth and incorporates financial sustainability into project planning
  • A strategic plan for off-campus properties that provides decision principles for selling/acquiring property, sets standards for property maintenance and explores options for supporting faculty and staff homeownership in Decatur
  • A comprehensive campaign to raise both operating funds and endowment to help achieve the goals of this strategic plan.