Smart growth illustration. A tree in bloom with faces of diverse women.

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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.
Rafael Ocasio
Rafael Ocasio
Charles A. Dana Professor of Spanish

We have to make our classes as savvy as the current technology.


Strategic plan illustrations by Ken Orvidas.


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