Two-Fold Strategy

A two-fold strategy and six high-level priorities with associated action steps emerged from the community’s many ideas and recommendations.

Two-fold Strategy

Invest in our current model

We will sustain and strengthen the core functions of the College to maintain Vassar’s legacy of excellence, equity, and inclusion in liberal arts higher education.

Be prepared for dynamic future

At the same time, we need to be prepared for potential disruption and new opportunities in higher education, arising from AI and other technological shifts, rising educational costs, and changes in demography and the employment environment.

Six high-level priorities and associated action steps:

1. Renew campus buildings and infrastructure

- Strategic building improvements (these will prioritize accessibility and carbon reduction in building renewal work):
  - Raymond (bathroom and elevator renewal; accessible entrance)
  - Walker/Kenyon (locker room/sports medicine, volleyball floor)
  - Blodgett, Rockefeller, Sanders academic offices/classrooms
  - Chapel
  - Alumnae House
  - Routine maintenance for dormitories
- Enhance landscape, including the Preserve
- Invest in sustainability

2. Support faculty and employee experience

- Maintain rolling fund for market adjustments
- Invest in faculty/employee communication, professional development, and supportive workplace culture
- Gauge employee and faculty satisfaction and address gaps
- Enhance support for faculty scholarship and artistic activities
- Continue to support dynamic, evolving curriculum

3. Improve financial accessibility

- Expand financial aid in the most impactful way possible (e.g., no loan, tuition free for <$XXX income, more aid for international students, outside scholarships, consider distribution across different need levels, etc.)
- Improve the clarity of the financial aid application process

4. Enhance engagement with local area, region, and globe

- Solidify funding of Office of Community-Engaged Learning and Environmental Cooperative
- Invest in housing, local business, and event space in Arlington
- Solidify funding and amplify impact of the Institute as convening space
- Create effective partnerships with organizations and employers in Poughkeepsie, NYC, NYS, DC, and other targeted areas (e.g., Texas, LA) and industries (already budgeted)
- Clarify and refine global engagement and strategy (already budgeted)

5. Enhance sense of belonging and support

- Understand patterns and trends among students who express a lack of belonging and address these experiences; use Inclusive Pedagogy, Engaged Pluralism and Student Growth and Engagement to support community and the expression of diverging viewpoints;
- Monitor and improve student retention rates; support VSA and student-led events and activities
- Co-locate and enhance health, wellness, and mental health services in Baldwin and Metcalf
- Enhance connections with alums located abroad and with alum affinity groups to improve support and feeling of belonging

6. Consider alternative educational models

- Explore pre-college programs, BA/masters programs, summer post-bac for med school program, 3-year BA program, certificate programs, programs for alums, and using work study/internship more intentionally as part of job preparation, career opportunities and alum engagement

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