Environment for Institutional Thriving



Computer lab vision

Initiative Three:
Cultivate an environment for institutional thriving.

In an era of financial uncertainty for many higher education institutions, securing Gordon’s future as a preeminent Christian liberal arts college requires safeguarding its financial health. Through wise stewardship of physical assets and careful cultivation of new revenue streams, Gordon will work strategically to strengthen its financial stability. Over the next five years, the College will take steps to boost current record-breaking enrollment, foster additional donors and supporters, and make critical investments in the physical assets and environment.

It’s important for us to be able to use these resources so that we as a College can be all that we are meant to be—and for the students to be all that they are called to be. —Paulea Mooney-McCoy

  • Enrollment of 2,020 degree-seeking undergraduates
  • Improve first-year student retention to 88 percent (to 92 percent stretch)
  • Net tuition revenue per student should increase by 5 percent
  • Fund 100 percent of depreciation
  • Realize investment returns for endowment assets of 5.5 percent annually
  • Offer more competitive staff salaries
  • Increase the institutional contribution for employee TIAA-CREF retirement accounts to 6 percent
  • Significantly increase the size of Gordon’s endowment
  • Complete feasibility study and launch comprehensive campaign
  • Triple the annual giving percentage of Gordon alumni
  • Increase classroom space, dining capacity, and residence hall capacity proportional to enrollment growth
  • Upgrade campus network and classroom technologies to remain consistent with current standards
  • Recruit, train and retain IT talent to deliver new systems on time and sustain existing infrastructure
  • Communicate sustainability at Gordon strategically by maintaining our status on Princeton Review’s “Green Colleges” list and pursuing new sustainability certifications
  • Strategize with dining services to create a sustainable kitchen service such as reducing food service waste; local food sourcing; and/or dedicated vegetarian/vegan food area
  • Annually support partnerships with Hamilton, Wenham, and other local communities through student, faculty, and staff-initiated projects
  • Implement a system to support a data-oriented approach to planning course sizes and scheduling
  • Target the percentage of all classes that have between 10 and 19 students to 50 percent
  • Develop a community relations program and strategy for the North Shore

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