president's report 2011

President’s Report 2011

Such is the case with these two plans, which have served as a roadmap and

source of inspiration for the entire Meredith campus over the past twelve years.

Expanding the College’s study abroad participation from 9% to 40% . . . doubling

the percentage of multicultural students . . . establishing a woman-focused

engineering program—these things did not just happen, they were part of

a vision for Meredith, and their accomplishment took much hard work and

deliberate planning by all.

This success also required the enthusiastic support of donors and friends,

particularly alumnae, who joined and created new alumnae chapters in record

numbers, and whose gifts helped catapult The Campaign for Meredith past its

original goal to raise more than $40 million. This unprecedented engagement by

those who love Meredith has made such tremendous growth possible, which in

turn has dramatically enhanced the educational experience for students. And

the advances that have taken place since 1999 ensure that new students find

their own experiences just as engaging and relevant as did the Immortal Ten.

You are invited to share in the experiences of six students . . . experiences that

have allowed them to excel, explore, lead, compete, innovate and connect. As

you read their stories, you will find much that is familiar, as well as much that is

new—a direct result of the advances Meredith has made through its strategic

plans. Thank you for all that you have done, and continue to do, to help create

the unique and memorable experience that is a Meredith education.

Meredith College

seeks to create

academic programs

and a campus culture

that prepares stu-

dents for their lives

as engaged global

citizens and leaders.”

-Vision 2010

More than a decade ago, a group of people who share a passion and a love for Meredith came together

to map out their vision for the College’s future. That effort culminated in the strategic plan known as

Initiative 2000. Several years later, a second strategic plan, Vision 2010, was created and approved.

Though strategic plans are generally not known for their glamour, when properly developed to serve as

living documents that truly guide the efforts of an institution, the results can be astonishing.

1President’s Report 2011

Our mission calls

us to look for areas

where women are not

yet excelling, and do

what we can to meet

those needs.”

-Maureen A. Hartford,

State of the College,

September 2009

2 President’s Report 2011

Meredith’s long-standing reputation for academic rigor has become stronger during the past twelve

years through the implementation and expansion of academic programs such as Service-Learning and

Undergraduate Research—more than 140 research projects were conducted in 2009-10 by teams of

students and faculty. Meredith’s Business School also received accreditation by the Association to

Advance Collegiate Schools of Business. Less than one-third of U.S. business schools and just 5% of

business schools worldwide are AACSB-I accredited.

MeRedITh’S engIneeRIng dUAL degRee PROgRAM IS The BeST Of BOTh wORLdS—it was this program that attracted me to Meredith. I was

looking for a close-knit community of scholars where I could interact with my

peers and professors on a daily basis. I also wanted to pursue a challenging

degree in both mechanical engineering and mathematics.

Engineering is generally a male-dominated field. Women constantly have to

prove themselves in the classroom and workplace to be considered intellectual

peers. Meredith College encourages women to push the limits and break

boundaries. The engaging class discussions at Meredith prepared me to be

an active student at NC State, even in large classroom settings that used to

intimidate me.

Growing up in Daytona Beach, Florida, I had the opportunity to visit Kennedy

Space Center on many occasions. NASA’s incredible research in space

exploration and aeronautics has always interested me; I never thought I would

have the chance to work with them.

The NASA-MUST program includes a scholarship, a 10-week internship at one

of ten NASA centers across the country, mentor and tutoring opportunities,

and wonderful networking possibilities. I will be forever grateful to my academic

advisor at Meredith who encouraged me to apply to the program.

I believe the valuable real-world experience gained from my NASA internship

and guidance from my mentors have given me the skills necessary to

confidently complete my education and begin my own career as an engineer.

My dream job would include working with NASA and its future endeavors with

commercial space companies.”

Megan Yohpe, ’12, Engineering Dual Degree Student and NASA-MUST Scholar


Your education will include

getting to know your

world—this continent and

others. we will push you

hard to leave your comfort

zone to understand cultures

other than your own through

firsthand experiences.”


Junior Visitation,

President’s Welcome,

February 2009


TRAVeLIng TO ChInA wITh MeRedITh’S MBA PROgRAM wAS The

OPPORTUnITY Of A LIfeTIMe. We toured popular tourist attractions like

the Great Wall of China and met with business executives from a Chinese

entrepreneurial firm. Every activity we engaged in advanced us culturally,

socially and academically.

I was optimistic, yet nervous about visiting a country where I couldn’t speak the

language. Once I started touring, my nervousness subsided and I enjoyed the

opportunity to visit local destinations with the help of a map and guidebook.

Visiting the Great Wall was such a humbling experience. The pictures I took

don’t compare to climbing the historic structure.

It was fascinating to compare management styles in China with what I see

on a daily basis—for example, I observed similarities in employee morale

techniques, and differences in strict business attire. Prior to the trip, my fellow

students and I focused on China as an emerging market. Now, it has become

commonplace for us to use the country as a benchmark for how the world has

progressed and how the business world will evolve.

Studying abroad in China helped me understand how people from other

countries feel when they come to the United States and how they have to adjust

to our culture. It also helped me appreciate the life I have been afforded, and

instilled in me a desire to pursue future travel opportunities.

I have not decided whether I will stay in my current area of purchasing and

logistics or expand in a new direction. But I definitely want a position that will

continue to challenge me as much as pursuing my degree at Meredith.”

Jackie Boggs, ’12, MBA Student and Medical Spare Parts Buyer/Planner,

Siemens Medical Solutions

Students are studying abroad in record numbers—the percentage of students who do so has increased

from 9 percent in 2001 to 40 percent of the most recent graduating class. Additional funding for

scholarships to support students studying abroad has made this important program more accessible

to all students, as did the opening of the permanent location in Sansepolcro, Italy. Meredith’s campus

increasingly reflects a more global society, with 45 countries currently represented among students.


6

All of us who work at

women’s colleges

understand the special

and disproportionate role

these institutions have

played in the preparation

of women leaders in the

United States.”


Inaugural Speech,

April 15, 2000


when I CAMe TO MeRedITh, MY defInITIOn Of LeAdeRShIP wAS LARgeLY

POSITIOnAL. The only leaders I saw were presidents of organizations and

people who were in charge of large projects or programs. I certainly didn’t

consider myself a leader–I didn’t hold a position on campus, I didn’t know

anyone important.

Meredith provided a great environment for me to discover myself as a leader

and to further develop my leadership abilities. We have one of the oldest

student government associations in the South, and there really is something

for everyone. In addition to actual leadership positions, there are resources on

campus so that every leader can fulfill her duties to the best of her abilities—

from conferences to programs to staff. The mentors I have developed on

campus are indispensable.

Learning about leadership is important because you never know when an

opportunity to do something you’re passionate about may present itself. Having

the skill set that comes with leadership gives you the ability and the flexibility to

be a change agent in society. I think learning about leadership is important at a

women’s college because many women are already doing work as leaders, they

just may not have an official title. A working mom is just as much a leader as a

CEO. The difference lies in the duties, but the skills sets are similar.

Largely through my participation in the LeaderShape Institute, I now view

leadership as relational. It’s about the connection between individuals and the

work that they do to bring about a positive change. Leadership is about creating a

vision for the future and working towards it; it’s about managing the possibilities.”

Jennifer Prince, ’12, SGA President 2011-12

7

An emphasis on leadership development over the past 12 years has led to a dramatic increase in

student participation in programs such as the emerging Leaders Seminar series, while Meredith

was the first women’s college to bring LeaderShape® to its campus. The 2009 women’s Leadership

Summit brought together more than 500 women representing a broad spectrum of ages, ethnic

backgrounds and professional fields to talk about what it means to be an ethical, effective leader in

today’s world.


I am convinced that colleges

for women are more celebra-

tive and full of tradition than

any other type of college or

university . . . we have rites,

ceremonies and celebrations

that unite the campus and

give us all a sense of belong-

ing to something enduring.”


Opening Convocation,

August 1999


MeRedITh wOMen enJOY COMPeTITIOn BeCAUSe IT ALLOwS US TO

CeLeBRATe eACh OTheR’S TALenTS and rejoice in each other’s triumphs.

It teaches us the significance of dedication, teamwork and creativity, and

challenges our ability to organize events, manage funds and encourage

participation. I’ve learned how to work with different personality types and

leadership styles—in my future career, the ability to value others’ opinions

will be a vital skill. And, I’ve learned how to balance my coursework with my

involvement in Meredith traditions.

By participating in competitions, I have a greater awareness of my strengths

and weaknesses as a student and leader. For the past two years, I have

had the privilege to serve as the president of the class of 2013. I also am

a member of the White Iris Circle, which allows me to share my love for

Meredith with potential students. In all my campus roles, I value being

a spokesperson for my class and the Meredith community. I have been

challenged to embody the qualities I want my classmates to exemplify.

At Meredith, learning occurs inside and outside the classroom. Cornhuskin’

and other competitions have taught me how to be a leader whether in

adversity or victory. Though losing is not fun, it teaches us to get joy from

our experiences with one another. This year, my class did not win the overall

competition, but we did win the valued spirit stick, which symbolizes integrity,

enthusiasm and respect for the act of competition. Cornhuskin’ inspires me

to work for something beyond myself, to carry on a cherished tradition, and to

celebrate the talent of the Meredith community.”

Michelle Cox, ’13, President of the Class of 2013

At Meredith, competition is an integral part of the educational experience, from participating in traditions

such as Cornhuskin’, to competing in one of Meredith’s six team sports. Such programs offer students

hands-on opportunities to develop important leadership and organizational skills. The competitiveness

of Meredith’s athletics programs has increased on a regional and national level—since joining the USA

South Athletic Conference in 2007, Meredith is the only single gender institution to win several USA

South championships.



we expect our students to be

thoughtful problem solvers

and scholars who are chal-

lenged by the unknown.”

Maureen A. Hartford,

President’s Welcome,

Junior Visitation Day,

February 2009

AS An InTeRIOR deSIgn STUdenT, I AM COnTInUALLY fACed wITh deSIgn

ChALLengeS through studio projects. I am forced to critically think about the

scope of the design problem, and the best way to solve that problem. There

is a constant struggle between satisfying the creative element of design while

meeting certain basic needs such as safety, accessibility and cost constraints.

Finding equilibrium between those aspects of any design project forces me to

be innovative in my solutions.

I have developed an avid interest in the sustainable developments in my

industry. In fact, I just received approval to take the Green Associates exam,

which is the first step to becoming a LEED Accredited Professional. In our

industry, that type of knowledge and title gives me a competitive edge.

I believe that becoming a Green Associate is my duty as a socially- and

environmentally-responsible designer. I value the creative challenge in

seeking to design spaces that support and help invigorate our planet.

This past summer I traveled to Copenhagen, Denmark, to study interior

architecture for seven weeks. My studies there reinforced the interest I had

already formed in sustainability, as such practices have been an automatic

part of life and planning in Scandinavia for many years. Their approach

to design is always firmly rooted in ‘green’ principles. Understanding the

importance of making sustainability a part of every aspect of living really

helped fuel my interest in the field here at home. Terms such as ‘vernacular’

and ‘livability’ are now essential parts of every project that I complete in my

studies at Meredith.”

Caroline Ashworth, ’11, Interior Design Student

Colleges and universities have long served an important community function of spearheading innova-

tion through ground-breaking research and novel collaborative efforts. with programs such as the

laptop initiative, the first of its kind among women’s colleges, the engineering dual degree program,

and a student-led focus on sustainability across campus, Meredith has demonstrated an eagerness to

embrace change for the betterment of its community and of society as a whole.



we at Meredith must

seek to create a diverse

community of students,

faculty and staff; to find

common ground among

this diverse group while

celebrating our differences.”

Maureen A. Hartford,

Opening Convocation,

April 1999

I ChOSe TO ATTend MeRedITh AfTeR VISITIng CAMPUS And SPeAkIng

TO SeVeRAL fACULTY MeMBeRS. Afterward, when I was reading more about

Meredith online, I remember that the words leadership, community, citizen-

ship, socially-engaged and diverse stood out, because these words are vital

for my advocacy and community service efforts. I felt that Meredith would not

only educate me, but also provide the tools I needed in order to succeed.

I have actively participated in the youth program at El Pueblo for almost seven

years. I’ve also been part of other community efforts to improve the lives of

North Carolinians. Those efforts include advocating for equal education rights

for all students; being part of medical camps for teens; creating a Hispanic

Career Fair at Sanderson High School; and working on a mentoring program

for Hispanic and Latino students.

The groups and organizations that I have had the pleasure to be part of

motivate me to continue working for my community. Many people say that I

am a community leader; I personally do not think the label is necessary. What

is necessary is to recognize the potential our community has and bring people

together to empower them. Everything I have done and continue to do is

intended to improve our whole community.

Currently, I am studying biology. I plan to continue my education after I

receive my undergraduate degree, stay actively involved in my community,

and join Doctors without Borders. Attending Meredith has inspired me to strive

to become a catalyst for change. Our college prepares us to be successful,

not because we have mastered everything but because we keep trying if

something fails.”

Carla Mena, ’12, Biology Student

A strong sense of community has always been a defining characteristic of Meredith. In the past 12

years, that community has become more diverse, thanks to initiatives designed expressly for that

purpose. The College’s community has also reached out beyond campus in service to others. efforts

have included Tide of hope, a tsunami relief effort following the december 2004 Indian Ocean tsunami,

the completion of Meredith’s first habitat home, outreach to the gulf region following hurricane katrina,

and the ongoing MeredithReads project.



Meredith exists today be-

cause a multitude of faithful

friends understood the

creation and support of this

college to be part of their

responsibility to the future.”


Inaugural Speech,

April 2000


SInCe TAkIng OffICe AS PReSIdenT In JULY Of 1999, it has been my

privilege to travel around the state, the country and the world on behalf of

Meredith. I’ve met with alumnae from every class, and I’ve enjoyed working

with such inspiring and interesting women. Every alumna I’ve come to know

has her own stories to tell about her unique Meredith experience.

While there’s certainly no “typical” Meredith alumna, I have found that they

share a common sense of activism and vision for their community. That

shared passion for bringing about positive change has become the force

behind Meredith’s transformation these past 12 years.

Whenever I meet with alumnae, I always ask them to do three things for Meredith:

• engage with the College. Join your local alumnae chapter (or create one if

there is none!), attend lectures and other events on campus, share news of

what is happening in your life.

• encourage students to attend Meredith. You are the most effective recruiter

for Meredith because you know firsthand the impact your education has

had on your life.

• give to Meredith. While financial support has increased dramatically during

my time here, I ask you to remember that your contributions are the

lifeblood of this institution. We really do need every alumna to give.

As I pause to reflect on my own Meredith experience, the full scope of what

it has meant to my life is difficult to measure—and I know full well that I

will continue to engage with the College, seeking out new ways and new

opportunities to support this institution we all love.

For, you see, we are now the faithful friends of Meredith who are responsible

for its future. And, based on what I have come to know during my tenure as

president, that future looks bright indeed.”

Maureen A. hartford, President


MeRedITh’S STROng fISCAL fOUndATIOn CAn Be ATTRIBUTed TO MAnY

fACTORS: to the careful and prudent stewardship of its resources by

administrators, faculty and staff; to the hands-on involvement of the Board of

Trustees; to the students who choose to attend Meredith and benefit from a

unique educational experience; and, above all, to the alumnae and friends of

Meredith who choose to support the College financially.

Your choice to support Meredith is essential both to our ability to remain

strong financially as well as grow academically. Gifts to programs such as

undergraduate research, study abroad and faculty development allow us

to explore new horizons, even as we protect the integrity of the Meredith

experience. We are grateful for your willingness to invest in Meredith, and

we pledge to protect your investment by continuing to adhere to the highest

ethical standards throughout this institution.

Offered here is a brief financial update. For a complete financial report, go to

www.meredith.edu/pres-report.

60,000,000

70,000,000

80,000,000

90,000,000

100,000,000

2005

2006

2007

2008

2009

2010

Meredith College endowment 2005-10(as of June 30, 2010)

The current strength and

future vitality of Meredith

rest in the hands of those

who know and love the

College.”


The Campaign for Meredith

0 4 M 8 M 12 M 16 M 20 M

Instruction

Public Service

Academic Support

Student Services

Aid*

Auxiliary

Institutional Support

Annual expenditures by Category for 2010

*State contractual aid only. In 2010, Meredith expended 12.3 million in student aid.

Domestic equities28.5%

International equities

21%

Emerging markets5.5%

Fixed income15%

Real assets, including timberland

15%

Hedge funds/private equity

15%

Meredith College Investment Allocations

52%Scholarships

Lectures and professorships

General support

Faculty development

Other

6.6%

25.4%

3.7%

12.3%Meredith College endowment funds Breakdown*

*% calculated based on 12/31/10 market values

Office of the President3800 Hillsborough StreetRaleigh, North Carolina 27607-5298(919) 760-8600

www.meredith.edu

Photography by Katie Dow, Christopher Ferrer, Lisa Gotwals, Gary Knight, Brian Lynn, David Timberlake, Christine Webb, Michael Zirkle.

Additional photos courtesy of Meredith College faculty, staff and students.

Produced by the Department of Marketing 3/11 11-022

president's report 2011

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