PC200 Strategic Plan – Goal 3 – A Sustainable Institution with Growing National Visibility and Reputation

To steward Providence College’s resources for the next 100 years, we will enhance collaboration and create structures within and across academic and functional areas to support an organizational culture and operating model that is mission-driven, creative and nimble, and committed to fiscal responsibility and reputation enhancement.


  1. We will develop and utilize resources in alignment with the College’s mission and strategic goals by:
    1. Advancing, in alignment with the PC200 Strategic Plan, the College’s next comprehensive campaign.
    2. Purposefully growing the endowment through philanthropy and transfers from operations.
    3. Enhancing the alumni network through focused programming, educational offerings, on-campus events, and increased engagement of local clubs.
    4. Advertising and vigorously promoting the distinctiveness and value proposition of the Providence College experience to increase awareness and enhance perception with key stakeholders, including alumni and prospective students/parents.
    5. Fostering and supporting a mission-driven, student-centered varsity athletics program to enhance campus community building, strengthen alumni engagement, and broaden the College’s national profile and admission reach.
    6. Updating the master space plan to ensure that academic facilities promote high-impact learning practices and that residential, dining, and office spaces are attractive, comfortable, and conducive to community-building and co-curricular learning.
    7. Creating a permanent sustainability committee; drafting a Climate Action Plan; and formalizing an institutional commitment to reducing energy consumption, water usage, and waste to protect the environment and preserve resources.
  2. We will assess administrative and operational effectiveness to drive impact and ongoing improvement by:
    1. Creating collaborative processes to increase overall efficiency, including facilities utilization, campus committee structure, and departmental staffing levels.
    2. Formalizing a model of shared governance that is designed to engage campus constituents in strategic and operational processes, and communicating decisions and outcomes transparently and in a timely manner.
    3. Engaging in an ongoing review of curricular and co-curricular programs to ensure relevance to the College’s strategic goals.
    4. Reviewing the College’s use and support of academic and information technology, systematically introducing improvements, and making necessary investments.
  3. We will seek opportunities to align with the stakeholders of today and tomorrow, assess emerging higher-education trends, and anticipate changes in consumption, competition, and regulation over a 10-to-20-year horizon by:
    1. Establishing and funding a presidential initiative, represented by multiple stakeholders, to: (a) identify and curate research on trends and landscape; (b) assess the College’s positioning with respect to the landscape; (c) mobilize resources to further the College’s planning efforts; (d) share its work with the president’s Senior Cabinet, strategic planning committees, and the campus community; and (e) modify and update the Plan as necessary.
    2. Exploring opportunities for maximizing and diversifying revenues in ways that leverage the strengths of the College and support the goals and initiatives of PC200. Examples include in-person, hybrid, or online certificates; graduate degree programs in emerging areas; and utilization of campus facilities during off-peak periods.