Stillman College is proud to introduce its 2025–2030 Strategic Plan, titled ASCEND, a comprehensive roadmap for institutional growth and excellence over the next five years. This plan represents Stillman’s strategic direction and outlines transformational changes needed for the College to accomplish its mission and vision. Developed through a collaborative and inclusive process, the ASCEND plan builds upon the successes of the previous strategic plan while infusing new ideas under Stillman’s current leadership. True to Stillman’s motto, “Deeply Rooted, Future Driven,” the ASCEND plan combines respect for our rich heritage with bold strategies for the future, positioning Stillman College to ASCEND to new heights as we approach our 150th anniversary and beyond
STUDENT SUCCESS: This strategic priority demonstrates Stillman College’s firm commitment to advancing student achievement through a comprehensive and student-centered approach. This priority supports students from pre-enrollment through post-graduation by implementing innovative engagement strategies designed to enhance the overall student experience. Key initiatives include increasing retention and graduation rates, expanding academic advising and mentorship, and broadening access to financial aid and scholarship opportunities. The plan also seeks to enrich campus life, cultivate a diverse student body, and equip students with skills essential for career success. In recognition of the financial challenges faced by many Stillman students, the strategy emphasizes affordability through the introduction of innovative “earn-and-learn” work-study models, enabling students to gain professional experience while offsetting educational costs. These efforts collectively aim to remove barriers and ensure all students have the resources and support necessary to thrive.
ENROLLMENT MANAGEMENT: The Enrollment Management strategic priority emphasizes a unified, institution-wide approach to student recruitment, retention, and success. Through coordinated efforts between the Enrollment Management Team and key campus departments, the College will implement data-informed strategies to increase enrollment, strengthen student engagement, and improve retention and graduation outcomes over the next five years.
COMMUNITY ENGAGEMENT: The Community Engagement strategic priority focuses on strengthening Stillman College’s connection with local, regional, and global communities through purposeful service, collaboration, and partnership. By cultivating sustainable relationships with organizations, businesses, and educational institutions that reflect the College’s mission and values, Stillman aims to enhance teaching, research, and student learning outcomes. A signature initiative of this priority is the “cradle to career” pipeline, including the forthcoming I Dream Big charter school scheduled to launch on campus in Fall 2025—the first HBCU-partnered charter school in Alabama. This historic initiative will establish a pathway from middle school to college, offering dual-enrollment opportunities and fostering college readiness. Through these and other strategic partnerships, Stillman advances its legacy of leadership and service, while broadening public awareness and support for its academic and community-focused programs.
ACADEMIC PROGRAMS: The Academic Programs strategic priority is committed to enhancing the quality, relevance, and competitiveness of Stillman College’s academic offerings. This includes strengthening liberal arts education through innovative pedagogy, continuous faculty development, and the introduction of forward-thinking programs aligned with the evolving demands of the 21st-century knowledge economy. The goal is to ensure that all students are equipped to thrive in their chosen fields—academic, professional, or vocational—by providing rigorous, student-centered curricula that support achievement throughout their course of study and beyond graduation.
FINANCE AND RESOURCE DEVELOPMENT: The Finance and Resource Development strategic priority is centered on achieving long-term financial sustainability through comprehensive fundraising efforts, strategic partnerships, and effective resource management. This includes cultivating support from alumni, donors, and external stakeholders while enhancing internal financial practices to ensure responsible stewardship. By optimizing resources and aligning investments with institutional priorities, Stillman College aims to strengthen its fiscal foundation and support its mission-driven initiatives for years to come.
By pursuing these priorities, the ASCEND Strategic Plan will serve as a concrete bridge between Stillman’s storied past and its bright future, aligning the visions of past and present leadership into one cohesive path forward. It is a living plan that will be continuously assessed and refined to meet emerging needs, all while keeping Stillman’s core values of faith, integrity, and excellence at the forefront.
The development of the 2025–2030 Strategic Plan: ASCEND was guided by the Stillman College Strategic Planning Committee, a diverse group operating under the Division of Institutional Effectiveness and Research. This committee was chaired by Dr. Norman Golar, Vice President for Institutional Effectiveness and Research (who also serves as Stillman’s SACSCOC Liaison and Transformation Officer), and included representation from faculty, administration, students, and the wider community. The committee’s collaborative work ensured broad input and transparency throughout the planning process, aligning the plan’s goals with the needs and aspirations of all Stillman stakeholders.
Dr. Norman Golar – Committee Chair; Vice President for Institutional Effectiveness and Research (SACSCOC Liaison & Transformation Officer)
Dr. David Ngong – Professor of Religion and Theology
Dr. Paige R. McCormick – Chair and Associate Professor of English, Journalism, and Media Communications
Dr. C. Mark McCormick – Associate Professor of Religion
Dr. Craig Soaries – Associate Professor; Director of Interdisciplinary Studies and Harte Honors College
Dr. Allison Upshaw – Associate Professor of Music
Ms. Christy Jackson – Data Manager of Advancement Services
Mr. Andrew Robertson – Dean of Career Services
Rev. Dr. Joseph Scrivner – Dean of Chapel
These members bring expertise from academics, student services, and administration to ensure the strategic plan is well-rounded and achievable.
Rev. Michael R. Bailey – Pastor of First Presbyterian Church; Stillman College Board of Trustees Member
Dr. Pamela Payne-Foster – Emerita Professor of Community Medicine, The University of Alabama
Dr. Tonjanita L. Johnson – Senior Vice Chancellor for Academic and Student Affairs, University of Alabama System
Dr. James Anderson – Chair of Stillman College Board of Trustees’ Education Committee; Stillman College Trustee
Our community representatives provided invaluable external perspective and expertise, strengthening the plan with insights from the broader higher education and local community context.
Ms. Tina Phillips – Former Vice President for Finance and Administration
Dr. Kevin Harris (late) – Former Chair of the Department of Computational and Information Sciences
Dr. Rosianna Gray – Former Associate Vice President for Academic Affairs and Director of the Center for Teaching and Learning
Dr. Christina Gladney – Former Director of Institutional Assessment
Mr. Chavis Paulk – Former Vice President for Finance and Administration
Ms. Kennedy-MyCal Davis – Former President of the Student Government Association
Mr. Stephon McCullough – Former Chief of Staff of the Student Government Association
We acknowledge and thank these former committee members for their contributions during the initial phases of the strategic planning process. Their dedication and input helped lay the groundwork for ASCEND’s development.
ASCEND is a bold and transformative strategic plan that will steer Stillman College through 2025 to 2030. By focusing on excellence in academics, student success, community uplift, and institutional strength, Stillman is prepared to ascend to new levels of distinction. This plan is a testament to the College’s unwavering commitment to being “deeply rooted” in its mission while remaining “future driven” in shaping a brighter future for our students, our community, and generations to come.
