Allen University Strategic Plan 2024–2029

We Are. We Can. We Will.

Allen University is charting a new upward trajectory, driven by the aspirations of its community. Key priorities include expanding graduate programs, harnessing the power of artificial intelligence, fostering a sense of belonging and well-being on campus, and ensuring student success.

About this plan: The 2024–2029 Strategic Plan was developed and adopted under a prior administration. It is shared here as published, for transparency.

Explore the plan →View the original document
Planning at Allen University

A plan built by the people who know Allen best.

Allen’s strategic planning is intentionally inclusive and community-driven. Faculty, staff, students, alumni, and administrators were asked a pivotal question:

“What would you like Allen to have, be doing, or be recognized for five years from now that it is not today?”

Their responses were analyzed, categorized, and shared with the Board of Trustees. The plan is reassessed at the start of each semester and during a leadership retreat every May, making it a living, dynamic guide for Allen’s progress and innovation.

  1. 2017–2022“Fueling the Resurgence”
  2. Evolved into“Powering the Imagination”
  3. 2021“The Power of Imagining”
  4. 2024–2029“We Are, We Can, We Will”

From plan to action

An accompanying Implementation Plan turns every goal into action, integrated into the operational plans of each division. It outlines:

  • Tasks & activities
  • Responsible offices
  • Timelines
  • Budget implications
  • 25distinct areas of study
  • 75%of faculty hold terminal degrees
  • 26 & 7states and nations represented in our student body
  • 21%more library digital books than peer institutions (IPEDS 2024)
Aspiration I

Growing & Expanding Enrollment

Allen will expand the populations it serves across three dimensions: region, race, and graduate education. That means growing distance education, graduate programs, and retention efforts, and strengthening recruitment, financial aid, and communication with every prospective student.

  • 1,200Enrollment aspiration
  • 46 of 46South Carolina counties represented
  • ~85%of students from the Southeast
  • 3.19Average GPA, 2023 entering first-year class
From the plan
  • Students come from South Carolina (52%), Georgia (15%), Florida (10%), North Carolina (6%), and Alabama (2%), with the largest shares in South Carolina from Lexington County (19%) and Charleston County (11%).
  • The student body has historically been 93% African American, with 95% receiving Pell Grants and 98% requiring some form of financial assistance.
  • A data-driven approach will improve yields from already robust application and admit rates, and a Communication Plan will keep Allen in continual contact with prospective and accepted students.
  • Retention strategies, informed by better data on attrition and a universal strategy of student engagement, will help students persist, with annual evaluations of what works.

Goals & objectives

Goal IThe institution will enroll a student body that is diverse in geographic origin, race, ethnicity, and academic preparation.
  1. Develop and implement a recruitment plan targeting specific populations within designated geographical areas.
  2. Develop, acquire, and deploy human, electronic, and media capabilities to enhance the efficiency and effectiveness of financial aid and scholarship processes.
  3. Develop tools and support systems to facilitate recruitment efforts of Elders of the 7th District of AMEC.
  4. Develop and implement a strategy to establish a network of reliable feeder schools.
  5. Develop and implement an activity-to-yield tracking system to continuously inform recruitment strategies and processes.
Goal IIThe institution will develop an assessment to capture first-year student factors influencing persistence and attrition.
  1. Monitor and objectively capture campus experiences correlated with attrition and persistence.
  2. Analyze the intersection of student variables and campus experiences that impact persistence and attrition.
  3. Correlate institutional data with academic and student support efforts to improve student persistence and retention.
Goal IIIThe institution will establish a data-driven retention program that increases student success and enhances enrollment.
  1. Identify, deploy, and support personnel qualified to collect and analyze data for effective retention strategies.
  2. Reimagine and enhance governance and ad hoc committees, in collaboration with the administration, to develop and implement retention strategies.
  3. Create and fill a senior-level position dedicated to overseeing retention initiatives.
Goal IVThe institution will achieve a full-time equivalent enrollment of 100 students at the Dickerson-Green Theological Seminary.
  1. Repackage and promote the fully online Master of Divinity degree program.
  2. Build feeder relationships with regional institutions offering undergraduate degrees in Religion or Philosophy.
  3. Build formal relationships with other denominations that enable ecumenical enrollment.
  4. Develop and consistently deploy an assessment tool to measure choice and satisfaction variables for each student cohort.
  5. Ensure the Seminary plays an informed and active role in recruiting and retaining students.
Aspiration II

Enhancing Educational Strength & Results

Allen offers 25 distinct areas of study, with four degree programs fully online and new graduate programs, including the Master of Business Administration and Master of Environmental Science. Greater emphasis will be placed on the “Allen Experience”: cohorts for first-year students, mentoring, and out-of-class experiences that help graduates leave with clear, intentional career choices.

  • 25distinct areas of study
  • 4fully online degree programs
  • MacBookfor every full-time student
  • 21%more digital books than peer institutions
From the plan
  • Every student receives a Cengage subscription for required digital textbooks and course materials. Graduate theological students receive VitalSource Books.
  • All full-time students receive a MacBook with access to related software, training, and certifications.
  • Allen’s IT infrastructure includes a virtual server for cloud-based services and the Jenzabar enterprise system with a robust learning management system.
  • First-year students learn in cohorts, the second year focuses on informed decision-making and scholarly opportunities, and a campus-wide mentoring-in-the-moment initiative connects students with faculty.

Goals & objectives

Goal IThe institution will offer an array of traditional and innovative academic programs that enhance its reputation and enrollment.
  1. Increase the number of graduate degree programs, including a Master of Arts in Church Music and a Master of Science in Social Science.
  2. Develop and launch a stand-alone division for online instruction, complete with the necessary administrative and support systems.
  3. Develop and implement a Quality Enhancement Program that focuses on technology and work-force readiness skills.
  4. Host academic conferences and symposia that explore and examine substantive issues within institutional disciplines.
Goal IIThe institution will cultivate a culture of instructional excellence and reliability.
  1. Enhance the curriculum and improve instruction to facilitate technological mastery across all disciplines.
  2. Strengthen curricular and instructional activities to develop career-related communication skills.
  3. Implement a program for departmental self-studies, complemented by external reviews, to continuously evaluate and improve performance.
  4. Offer meaningful recognition and rewards for the development and implementation of innovative strategies that enhance student learning and performance.
Goal IIIThe institution will foster a culture that intentionally prepares students for advanced degrees or the evolving workforce.
  1. Implement a discipline-appropriate undergraduate thesis requirement for graduation, including an oral defense, presentation, or performance.
  2. Improve instructional strategies and assessment methods to enhance students’ readiness for qualifying and placement exams.
  3. Increase work-study, internship, apprenticeship, laboratory, and studio opportunities.
Goal IVThe Dickerson-Green Theological Seminary will achieve diversity levels that strengthen its reputation and enrich the overall experience for all students.
  1. Establish a presence as a vendor at regular denominational conferences across South Carolina and the southeastern region.
  2. Repackage and promote the fully online Master of Divinity degree program.
  3. Identify diversity in denomination, race, and gender as key attributes for hiring full-time and adjunct faculty, as well as in enrolling students.
  4. Develop and implement instructional strategies that encourage full-time, on-campus enrollment.
Aspiration III

Building Financial Strength

Allen’s donor base has expanded across all sectors. The plan builds on that momentum: expanding donor engagement, launching a comprehensive major gifts campaign, deepening the Annual Fund, fostering a culture of research and grant writing, and growing certificate programs and short courses.

  • 54%of income from tuition, fees & auxiliary enterprises
  • 46%from grants, contracts, church, and private gifts
  • 44%target share of student-generated revenue by Fall 2028
  • STEMaspiration to become a regional hub for STEM education
From the plan
  • Expand donor engagement with foundations, individuals, and corporations aligned with Allen’s aspirations.
  • Launch a comprehensive major gifts campaign targeting alumni, AME Church members, and corporate leaders, guided by a Board-approved advisory board.
  • Enhance donor events and impact reports, with recognition and celebration that strengthen donor relationships.
  • Deepen and broaden the Annual Fund, and foster a culture of research and grant writing, including STEM research that creates internships and research opportunities for students.

Goals & objectives

Goal IThe institution will secure external funding from federal agencies, foundations, individuals, and corporate partners to support its mission and expand the scope of its programs and services.
  1. Secure grants and contracts from federal agencies with programs specifically targeting minority-serving institutions, as well as other opportunities the University may qualify for.
  2. Develop and implement tailored strategies for acquiring grants and contributions from foundations, individual donors, and corporate partners.
  3. Review, enhance, and enforce standardized University processes for submitting grant applications and effectively managing externally funded programs.
  4. Encourage and reward faculty and staff for increased research and grant-writing efforts, fostering a culture of innovation and external funding acquisition.
Goal IIThe institution will successfully execute multiple major capital campaigns that are essential to achieving its strategic aspirations.
  1. Develop and implement a robust, ongoing campaign to acquire and sustain annual and endowed scholarships.
  2. Plan and execute a targeted government and foundation solicitation campaign to raise $3 million for the restoration and renovation of the Carver Theater.
  3. Plan and execute a comprehensive $20 million campaign to develop state-of-the-art athletic facilities that inspire constituent pride and long-term support.
Goal IIIThe institution will develop a portfolio of diverse non-student revenue sources to provide 56% of its total revenue.
  1. Identify and pursue new revenue streams, including contracts, fee for services, space rentals, and product sales.
  2. Develop and implement strategies and procedures to increase and standardize the purchasing of university products and services.
  3. Create and sustain a market for a diverse range of continuing education credits and certificate programs.
  4. Inspire, support, and facilitate the development of an ongoing research enterprise that generates meaningful and reliable indirect cost revenue.
Aspiration IV

Enhancing the Environment

Allen’s campus spans 28 buildings on 11.8-plus acres, one mile from downtown Columbia, with a historic district at its core. Top priorities include repurposing and upgrading Coppin Hall, restoring and re-launching the historic Carver Theater, and building athletic facilities for outdoor and emerging sports.

  • 28buildings
  • 11.8+acres
  • 1 milefrom downtown Columbia
  • 1880soldest building in the historic district
From the plan
  • A new internally driven campus master plan builds on the 2013 plan by GMK Associates and its 2015 and 2017 updates.
  • Top priorities: repurpose and upgrade Coppin Hall for programs, classrooms, and offices; restore and re-launch the historic Carver Theater; and build athletic facilities for outdoor and emerging sports.
  • A facilities management system covers emergency, routine, preventive, and predictive maintenance.
  • Allen is exploring how to address artificial intelligence in teaching, learning, and work, and how to develop and monetize existing properties.

Goals & objectives

Goal IThe institution will have buildings and grounds that are highly functional and aesthetically pleasing to its various publics.
  1. Develop and deploy uniform signage for buildings, building directories, and building access.
  2. Develop, disseminate, and enforce policies regarding the appearance of lobbies at main entrances.
  3. Hire, train, and monitor an appropriate staff to execute a uniform grounds care plan for the entire campus.
  4. Build a trades staff, an inventory, and vendor relationships to maintain, repair, and ensure a reasonable level of reliability of critical campus systems.
Goal IIThe institution will provide both internal and external spaces that enhance the quality of experiences for students, faculty, staff, and visitors.
  1. Establish and support a standing committee responsible for curating and displaying artistic representations of campus life and spaces in public areas across the campus.
  2. Establish and support a quality-of-life committee tasked with monitoring and making recommendations related to the physical, emotional, and spiritual well-being of the campus community.
  3. Develop and provide both digital and printed maps to assist visitors in locating specific offices and destinations on campus.
Goal IIIThe institution will have facilities and a physical footprint that effectively support and enhance the success of new programs and ventures.
  1. Develop and gain Board approval for a strategy to leverage underutilized University property for the development of a campus union, campus parking, and athletic facilities.
  2. Conceptualize and construct an athletic complex that not only hosts outdoor sports but also serves as a revenue-generating venue.
  3. Explore and pursue strategies for developing and monetizing existing properties, such as those on Daufuskie Island.
  4. Acquire nearby facilities to support and host new and emerging academic programs.
Goal IVThe institution will establish a strategic presence in the emerging field of artificial intelligence.
  1. Establish and empower a high-level committee to explore, define, and communicate the institution’s position and strategic path for integrating artificial intelligence (AI) into its work, study, and campus activities.
  2. Engage an AI consultant to support the standing AI Committee’s efforts and contribute to the global discourse on AI across the campus.
  3. Appoint or create a senior-level position with administrative oversight of AI initiatives and activities across the campus.
Goal VThe institution will establish and maintain an archive that preserves and chronicles its history through authentic documents, photographs, and other significant materials.
  1. Renovate and climatize the designated space in the Flipper Library to properly preserve historical materials.
  2. Implement a plan for identifying, cataloging, and curating current historical materials.
  3. Create a wish list of important documents and historical photographs necessary to accurately tell the story of Allen University.
  4. Identify sources and take proactive steps to acquire additional archival materials that enrich the university’s history.
  5. Establish an Allen University history section, complete with clear policies and procedures for its use and access.
The Sum of Things

All that can be imagined.

Since 2017, Allen has grown from offering only baccalaureate degrees to associate, master’s, and doctoral programs, some in hybrid formats and others fully online. This plan aims to foster a culture of confidence:

“Because we are, we can; and because we can, we will continually set new benchmarks before reaching the peak of the current one.”

The overarching aspiration: that the “shining light on the hill, Allen University, will never again be hidden under a bushel.”

Our motto

“We teach the mind to think, the hands to work, and the heart to love.”

Be Part of the Plan

Every aspiration needs people behind it.