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Strategic Plan 2019-2024

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Strategic Plan 2019-2024 POWERING THE IMAGINATION STRATEGIC PLAN 2019-2024 POWERING THE IMAGINATION1 Allen University is accredited by the Southern Association of Colleges and Schools Commission on Colleges to award baccalaureate and master’s degrees. Contact the Southern Association of Colleges and Schools Commission on Colleges at: 1866 Southern Lane, Decatur, Georgia 30033-4097 or call (404) 679-4500 for questions about the accreditation of Allen University. POWERING THE IMAGINATION2 STRATEGIC PLAN 2019-2024 POWERING THE IMAGINATION Allen is a small, faith-based institution that makes a huge impact not only on the lives of the students it serves, but their families, society, and the community where it operates. For almost 150 years the University has been doing so from its home in Columbia, South Carolina where its estimated financial impact exceeds $30 million per year. The key facet of the journey for students is an education that teaches the mind to think, the hands to work, and the heart to love. What sets the University apart is that it has been intentional about providing a quality education for students who might or might not have the traditional preparation and adequate means to afford one. Strategic planning and actions are critically important to continually provide the collegiate experience for the students the University chooses to serve. Normative approaches and thinking are not compatible with the work that must be undertaken. As such, the University’s constituencies were asked to imagine what the university might have, might be doing, and might be held in regard for five-years in the future that it is not today. A torrent of aspirations flowed forth that informed and directed the most recent Strategic Plan, “Fueling the Resurgence.” Successful implementation that Plan focused attention on heretofore unimagined possibilities. “Powering the Imagination” focuses more sharply on growing enrollment, enhancing academic programs and results, and further strengthening institutional finances, the results will allow Allen to better serve its students, the broader community, and the greater good. Allen is poised today to take a large leap forward. Yours in Education Ernest McNealey, Ph.D. President and CEO ASPIRATIONONE GROWING AND EXPANDING GOAL1: ENROLLMENT The institution will enroll a student body that is ith a Fall 2019 enrollment of County (11%). The population has diverse in geographic 819, Allen has averaged 627 averaged 97% African Americans, origin, race and ethnicity, students over the past three with 85% receiving Pell Grants, and academic preparation. W years. Traditionally, over 90 and 94% requiring some form of percent of the students who have financial assistance. enrolled at Allen were from three states: South Carolina, Georgia, and The aspiration is to increase the North Carolina. All forty-six South enrollment to 1200 by Fall 2021. To Carolina counties are represented achieve its enrollment aspirations, in the student body with the larger the University will expand the percentages hailing from Lexington populations it serves focusing on GOAL 2: County (19%) and Charleston three dimensions: region, merit, The institution will utilize an effective data-driven retention plan that will augment overall institutional enrollment. GOAL 3: The institution will sponsor an athletic program that captures the interests of college-bound students and enhances enrollment. POWERING THE IMAGINATION4 Over 90% of enrolled students call 94% South Carolina, of students North Carolina and receive financial aid. Georgia home. “The Institution will enroll a student body that is diverse in geographic origin, race and ethnicity, and academic preparation.” and race. A data-driven approach remediate or eliminate variables Additionally, an incremental will be added to current recruitment correlated with failure and to transition to NCAA Division II has planning to improve yields from replicate and strengthen those been set in motion. Interest and already robust application and correlated with success. As much as enrollment growth are anticipated admit rates. Scholarship programs any externally focused enrollment to accrue from the transition. will be increased to facilitate strategy, maintaining the students enhanced enrollment of merit- already enrolled will be critical to the based high performing students. short and mid-term financial health New educational degree programs of the institution. The University will and online programs will also be add sports to the current athletic added to attract new students. program to further grow and Strategies will be implemented to diversify the student population. POWERING THE IMAGINATION5 ASPIRATIONTWO ENHANCING GOAL 1: EDUCATIONAL The institution will offer an array of traditional and imaginative academic STRENGTH AND programs that enhance its reputation as a regional and national university. RESULTS urrently, the University offers support strategies in ways to two graduate degrees and ten empower students to increase course bachelor’s degrees with 20 completion, and thus retention. First- C distinct areas of study housed year students will experience all GOAL 2: in the following units: The Dickerson- coursework in prescribed cohorts. Green Theological Seminary, The The work of second-year students The institution will develop Division of Arts and Humanities, The will focus on making informed a culture of teaching Division of Mathematics and Natural decisions and exploring scholarly and excellence and innovation. Sciences, and The Division of Business, scholarship opportunities. Education and Social Science. The University plans to increase the All students will experience a campus- number of majors offered to include wide mentoring-in-the-moment bachelor’s degrees in Public health, initiative whereby faculty are pointedly Data Science, Hospitality Management, friendly and alert to students’ needs Human Resources, Biochemistry, and thus providing unsurpassed personal Psychology. Planning at the graduate attention to our students. Structures level includes offering a Master’s in and strategies will be implemented GOAL 3: Criminal Justice, in Religious Studies, to inspire and enable students to in Church Music, a Master of Art in continue with graduate studies. The institution will foster Teaching, and a Doctor of Ministry. Similarly, with applied disciplines, a culture that intentionally moves students towards The necessary regulatory process has out-of-class experiences will be advanced degree programs been followed to offer all degrees fully routinized such that students arrive at or the ever-changing online. Commencement with clear intentional workforce. choices for which they are highly In addition to new degree programs, prepared. a sharper focus will be placed on the results of the Allen Experience. The University will increasingly integrate academic initiatives and The institution’s library digital/electronic resources are ranked 53% higher than that of its peer institutions by the 2018 National Center for POWERING THE Education Statistics Integrated Post-secondary IMAGINATION6 Education Data system (IPEDS) Report. “The institution will foster a culture that intentionally moves students towards advanced degree programs or the ever-changing workforce.” POWERING THE IMAGINATION7 ASPIRATIONTHREE BUILDING GOAL 1: The institution will have FINANCIAL external funding from federal, state and corporate sources to support the mission and scope of its STRENGTH programs and services. he University is a “tuition- The University’s user-friendly dependent” institution that facilities are increasingly becoming relies heavily on federal and sources of revenue by providing T state financial aid amounting indoor and outdoor hospitality to 76% of its income. The remainder venues, hosting large and small of the school’s revenue comes from events for external groups, and grants and contracts (17%), church operating “AU” Productions, a print GOAL 2: related contributions (5%), other shop that will harness the power of income (1%), as well as private computer sublimation for premium gifts and contributions (1%). Grants and custom printing of t-shirts The institution will and contracts that evolved from and other paraphernalia. With an successfully conclude the Higher Education Act of 1965 eye towards the future, Allen is a thirty-three-million dollar capital campaign and have been particularly important deploying short-term strategies to establish a two-million to historically black colleges and rapidly build its revenue diversity dollar annual fund campaign. universities (HBCUs) in general and and an endowment. Allen, in particular. A recently planned capital campaign By its very nature, higher education will raise the University’s profile. is an engine of innovation, The funds generated will be used economic growth, and social to renovate and repair historic progress that must adopt new buildings such as the Carver Cinema practices and new technologies Theater built in 1941, provide annual GOAL 3: to maintain the enviable place it and endowed scholarships, and now occupies. Though primarily a facilitate scientific and technological teaching institution, Allen will build innovation. The institution will have a portfolio of diverse a culture of research and grant non-student revenue writing to enhance its revenue. sources that provides 44% of its revenue. The institution will The institution will establish a twenty-million establish a two-million POWERING THE dollar endowment. dollars Annual Fund. IMAGINATION8 “The institution
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