A Note From The President

To the Paine College Community, The history of Paine College indicates that the institution was “founded in 1882 as the result of an unusual collaboration between Black and White Methodists who believed in church-related education as a means of advancement for a newly freed and underserved people.” Throughout the years, a dedicated faculty and staff have maintained high standards for students who are committed to the ideal “to love truth and seek it above material things.” Paine College has continued to produce “self-sufficient and productive citizens, committed to intellectual pursuits and aesthetic appreciation in a global society.” Steeped in the liberal arts tradition, Paine College emphasizes academic excellence, ethical and spiritual values, social responsibility, and personal development. In the Spring of 2008, the Paine College community examined information from the college’s previous strategic plan and began the process of developing a strategic plan to guide the college through the next five years. I would like to thank members of the Strategic Planning Committee for the time and effort spent in crafting the plan. I am grateful for the time and attention the many faculty, staff, students, members of the Augusta community, alumni and members of the Board of Trustees dedicated to this process through focus groups and town hall meetings. The active engagement of all constituents produced a vision for Paine College that guides all of the work that we do. At the October 2008 meeting of the Board of Trustees, the 2008-2012 Paine College Strategic Plan was approved. This strategic plan includes new mission and vision statements, a set of core values as well as strategic goals. The vision for Paine College is to be a premier liberal arts institution of higher education in the region. This vision will be accomplished through strengthened faculty capacity, student engagement and measured student learning outcomes, technology infrastructure development, facilities enhancement and “friend” raising. I encourage you to read this important document and to use it as a part of your day-to-day work, interactions with Paine College constituents and as a guide for the development of new initiatives. The adoption of this strategic plan is a significant step toward realizing the shared vision for Paine College.

George C. Bradley, President


Over the next five years, Paine College shall build on its achievements and legacy to be regionally recognized as a premier liberal arts institution of higher education.


The Mission of Paine College, a church-related private institution, is to provide a liberal arts education of the highest quality that emphasizes academic excellence, ethical and spiritual values, social responsibility, and personal development to prepare men and women for positions of leadership and service in the African American community, the nation, and the world.

Core Values

  • Excellence
  • Appreciation of Heritage
  • Integrity
  • Fiscal Responsibility
  • Service


Strategic Goals


  • Recruit, develop and retain excellent faculty with a minimum of 70% holding the terminal degree.
  • Increase faculty scholarly productivity (i.e. Grants, refereed publications and presentations, and/or creative works) that further the techniques of understanding fields across each academic department.
  • Develop the area of sponsored programs and research to ensure that it facilitates faculty research and grantsmanship in all academic areas. 
  • Develop and implement a faculty evaluation systemthat documents teaching (as measured by student learning) and is facilitated by research and service that is germane to the mission and the vision of the College.
  • Continue to pursue the national or special accreditation of all academic programs where feasible.
  • Assess existing academic organizational structure and study feasibility and advantage of school structure.
  • Implement select graduate programs


  • Develop strategies for expanding the religious life program on campus
  • Schedule more innovative programs that are of student interest for their spiritual and social development
  • Increase student attendance at assembly to 75%
  • Increase to 10% the number of students who engage in experiential learning opportunities beyond the campus (i.e. internships, study abroad)
  • Recruit and retain a diverse body of 1100 students 
  • Increase the freshman to sophomore retention rate by at least 5%
  • Decrease the number of students who remain at the freshman level after the completion of the first year of academic study
  • Strengthen intramural and intercollegiate athletic programs
  • Develop and implement an entrance and exit inventory to measure student experiences


  • Develop a plan for strategic land acquisition (purchase property within 1-3 mile radius)
  • Develop and utilize a 25 year college master plan and use it as a guideline for prioritizing facility maintenance and development (Broken down into 5-year intervals)
  • Develop a plan and secure the resources to facilitate the following projects over the next five years:
    • Health Education and Activities Learning (HEAL) Complex
    • Renovate Mary Helm Hall Residence Halls
    • Upgrade Research labs
    • Renovate Gilbert-Lambuth Chapel/Odeum
  • Develop and fund a landscaping plan and a plan for better campus signage
  • Establish “green” policies throughout the campus


  • Develop and implement a process for Enterprise Resource Planning (ERP) TM
  • Increase faculty engagement in the use of technology for synchronous and asynchronous work and learning
  • Establish a professional development training, retraining and assessment program
  • Increase the capacity for online programs
  • Establish policies and practices that govern the management of technology
  • Increase staff use of technology to manage the business of their respective offices


  • Increase non-tuition funding by 60% via increases in the annual fund, endowment, grants and new revenue sources
  • Decrease the overall discount rate by 4% each year
  • Increase overall endowment via fundraising by at least 5% per year
  • Raise $14 million to complete the H.E.A.L. project
  • Expand collaborations with individuals, other institutions and organizations
  • Increase visibility and accessibility
  • Build databases of potential “friends”
  • Develop a marketing strategy to promote Paine College
  • Increase Alumni Giving