Final Board-Approved Priorities

Each recommended action that requires new financial resources was identified, totalling approximately $281M. It is estimated, however, that $220M can be raised over 5 years (not including the annual fund) after completion of the Fearlessly Consequential campaign in 2027.

The Priorities and Planning Committee therefore prioritized the suggested actions and allocated the projected available funds to the top priorities. The proposed allocations were reviewed by the senior team and the President. The Board of Trustees accepted the proposed priorities, shown below, in May 2026.

Before Prioritization

1. Renew campus buildings and infrastructure

- Strategic building renewal (these will prioritize accessibility and carbon reduction in building renewal work):
  - Raymond (bathroom and elevator renewal already budgeted) 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
- Technology: respond to evolving pedagogy needs (e.g., AI response)
- 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 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; 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

After prioritization by P&P; approved final priorities