As president of Hollins, I am often asked: What is the one thing our university does best? While I could certainly point out many examples of our overall excellence in the liberal arts and sciences, my answer to that question is simple and direct: We prepare women who will make a difference in the world. From writers and artists to scientists, social activists and stay-at-home moms, Hollins women have been a force for positive change in their families, communities, and professions for more than 160 years.
As the twenty-first century commences, Hollins -- like all women's liberal arts schools -- faces unprecedented challenges. Interest in single-sex education has declined, and more students are choosing large, urban universities over small, private liberal arts colleges. In the coming years, the number of traditionally aged college students is also expected to drop while the cost of higher education continues to rise. And, particularly for Hollins, the maintenance of a historic campus imposes a strain on our resources.
Last fall, Hollins set out to refine its plans in order to respond innovatively to these and other challenges of a new century. Students, faculty, staff, alumnae, parents, and trustees all provided input on identifying the priorities and goals we must achieve in the next five years. In higher education today, the colleges and universities that are most clearly focused and respected for academic excellence are most likely to thrive.
Through this process, Hollins developed a strategic plan that reaffirms Hollins' historic commitment to women's education and to the role of the liberal arts and emphasizes four interdependent hallmarks to create a distinctive undergraduate experience:
Leadership Development
The dynamics of the twenty-first century require accomplished female leaders. As a women's college within a university setting, Hollins is in a unique position to provide curricular and cocurricular opportunities to help students identify and develop their leadership skills and styles and take leadership risks in a supportive environment. Our very successful Batten Leadership Institute, started in 2002, will serve as the springboard for increased leadership development, supported by expanded internships and service learning programs that connect education and ideas to real-world issues and career opportunities.
Global and Intercultural Understanding
In an era of increased globalization, Hollins students must have academic and experiential learning opportunities to develop a global perspective and greater intercultural awareness. They must understand the connections between different frameworks of knowledge and their place within the context of an increasingly diverse global society. Our dream is for all students, regardless of financial ability, to have the opportunity to study abroad or participate in an internship or service learning experience abroad.
Creativity
Imaginative thinking, creative expression, and the development of creative problem-solving skills are essential in meeting the evolving demands of the new century. Hollins must instill these attributes across our curriculum and enable students to express themselves creatively and confidently.
Environmental and Community Sustainability
Climate changes, ecosystem loss, the dwindling of natural resources, and the ultimate unraveling of our ecological diversity will have profound human, political, and economic consequences in the twenty-first century. At the same time, the impact of complex social, political, and economic pressures is creating a new consideration of the human relationship to the world. So that they can lead others and live responsibly, Hollins students must be educated in the theory and practice of global sustainability. They must be attuned to the complexities and interdependence of communities, the environment, and cultures throughout the world.
In addition to strengthening our undergraduate program around these four hallmarks, we will continue to emphasize experiential learning through undergraduate research opportunities. We also will start a new program designed to help first-year students maximize academic opportunities at Hollins.
Simultaneously, Hollins will enhance overall institutional effectiveness with a focus on these three priorities:
Investing in recruitment and retention of talented students and faculty
Hollins’ reputation for academic excellence has been earned over many years through the accomplishments and contributions of a talented faculty as well as capable students who are leading accomplished lives as alumnae. To sustain this tradition, it is critical for Hollins to invest in the recruitment and retention of a diverse population of talented faculty and students. This will be done by providing competitive compensation for faculty, stronger marketing, undergraduate recruitment activities, as well as offering both merit and need-based scholarships to students.
Enhancing academic and campus life facilities
Hollins today is known for the beauty of her historic campus. Going forward, Hollins must preserve this physical treasure while also ensuring that the campus meets the needs of the contemporary campus community.
Sustaining strong financial and human resources
In adhering to the principles of fiscal stability approved by the Board of Trustees, Hollins will continue to operate with a balanced budget, reduce the endowment spend rate to five per cent by 2011, incur no new debt, and begin new construction only when all needed funds are secured. We will also enhance financial resources by building the endowment, increasing the Hollins Fund, and starting new graduate and continuing education programs designed to use the campus year round and generate new revenue.
To read more about Hollins' strategic plan, click here (136 k PDF).
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