Strengthening Meredith鈥檚 Financial Future
Meredith, like many colleges and universities across the country, is carefully navigating financial pressures influenced by changing economic and demographic trends, as well as federal policies shaping higher education. Since Fall 2024, Meredith鈥檚 leadership has taken strategic steps to strengthen the College鈥檚 financial foundation, ensuring that we not only remain sound but continue to grow and flourish well into the future. This site shares information about the guiding principles behind our decisions, the ways we keep our community informed and involved, answers to frequently asked questions, and the momentum we are building together.
Guiding Principles
Our guiding principles when making these decisions are a focus on Meredith鈥檚 mission, vision, and values, and ensuring a high-quality experience for current and future students.
Progress to date
Founded in 1891, 缅北禁地 has successfully endured many challenges. Today, the College community is rising to meet the current challenge of financial pressures and demographic shifts.
These strategic changes are a few examples of the way the Meredith community is coming together to create forward momentum and positively impact the College鈥檚 enrollment growth and operational budget goals.听
- Staff in a newly formed enrollment division have worked with faculty and staff across campus to achieve a 24% increase in new student enrollment for Fall 2025.
- As of September 30, 2025, Meredith鈥檚 endowment has grown to $156.9 million, an 8% increase from last year.
- The athletics department put forth a proposal to invest in athletics, and the College opened the donor-funded听Estes-Speight Athletics Center. As a result, the College attracted 72 new students, growing rosters by 19 student-athletes compared to last year. Many of these students would not have come to Meredith without the opportunity to compete in intercollegiate athletics.
- Staff in Meredith鈥檚 Marketing and Business and Finance Divisions are collaborating with an external partner to create new opportunities for additional revenue through . Boosting revenue from events鈥攚hich had seen a steady decline from 2014 to 2024鈥攚as the top suggestion in President Sapp鈥檚 survey gathering revenue ideas from faculty and staff across campus.
- A technology services employee proposed an idea that is expected to achieve significant one-time revenue to be reinvested in Meredith鈥檚 infrastructure.
- Meredith leaders are developing a long-term plan for the residence halls. An engineering firm has been scheduled to work with Meredith鈥檚 facilities director on a comprehensive evaluation of the residence halls. The information from this review will be used in the strategic plan, the next fundraising campaign, and to inform the campus facilities master plan.
FAQS
We want you to have accurate information about what鈥檚 happening and why. We鈥檝e created the FAQs below to help address your most pressing questions. We will update these as new information becomes available. To submit a question for consideration, email comments@meredith.edu.
Budget Planning
What are the indicators that Meredith is a financially strong institution?
There are several indicators that Meredith is a financially strong institution. The College consistently receives clean financial audits, pays its bills on time, and enjoys strong fundraising support. The College has a healthy endowment for its size. As of September 30, 2025, Meredith鈥檚 endowment is valued at $156.9 million, an 8% increase from the previous year. The College also continues to invest in capital improvements.
Why is 缅北禁地 making budget reductions, especially if enrollment and fundraising are up from last year?
Meredith, like most colleges and universities across the nation, is thoughtfully managing financial pressures arising from economic and demographic changes. Careful budget reductions are a strategic step to help ensure the institution remains strong and continues to thrive.
This year鈥檚 modest increase in new student enrollment and higher fundraising reflect the dedication of our community and are certainly reasons to celebrate. At the same time, these positive gains have not fully kept pace with expenses, which continue to grow faster than revenues. While donor gifts are both generous and impactful, they may not always be directed toward areas that support our regular day-to-day budget needs.
Why did the College have to lay off employees this summer as a way to address the budget deficit?
The President and Executive Leadership Team have worked diligently to minimize the impact on personnel. Still, because compensation accounts for the College鈥檚 largest operating expense, the financial challenges Meredith is facing require careful consideration of all areas of spending. College leaders are actively exploring a range of cost-saving measures to ensure Meredith continues to fulfill its mission and provide an outstanding education for both current and future students.
Is the College only looking at reductions? What steps are being taken to increase revenues?
The President and her Executive Leadership Team are exploring opportunities to increase revenues. These include strategic partnerships to increase non-tuition revenue听蹿谤辞尘听,听continuing to tap into new student markets, and selling unused IP addresses.
What is Meredith's plan to address future financial pressures?
Given economic and demographic shifts, as well as federal policies affecting the higher education sector,听we will continuously take strategic steps to protect and strengthen Meredith鈥檚 financial health.听Meredith leaders have a responsibility to regularly examine the College鈥檚 finances and adjust them accordingly, keeping Meredith鈥檚 mission in mind.听
Academics
Why is the College making changes to its academic organizational structure?
Meredith announced plans to return to a department-head structure for the academic division鈥攁 model the College had followed successfully for many decades. This approach places greater emphasis on the current and future needs of our faculty and students by empowering department chairs with key decision-making responsibilities. It also increases faculty鈥檚 direct access to Meredith鈥檚 chief academic officer, further strengthening efficiency and transparency across the academic division.
The administrative structure for the academic division has changed. What does that mean for students?
Colleges have different organizational structures to coordinate the curriculum for students. Administrators work on things like course schedules, hiring, training, and evaluating faculty, managing budgets, and developing programs or new majors. 缅北禁地 has had a variety of structures, including schools and departments. The role of deans was added at a time when the enrollment was higher at Meredith. Colleges with Meredith鈥檚 current student body population do not typically have deans.
How will the restructuring affect faculty?
Faculty report to department chairs, so their day-to-day activity will not be affected by the administrative change. It is hoped, however, that more direct communication with department chairs will help faculty participate in strategic curriculum activities.
Does Meredith plan to reduce academic programs?
缅北禁地 continuously reviews academic programs to ensure they uphold the highest standards for our students. When decisions are made to close or add a program, in keeping with the requirements of SACS, Meredith鈥檚 accrediting body, the process begins with faculty and involves thoughtful consideration of many factors, including student interest. If a program is ever closed, Meredith remains committed to keeping it open until every student in the program has completed their studies and graduated.
We are equally dedicated to upholding our mission and the quality of our academic offerings as we grow. The College is strategically investing in new programs鈥攕uch as nursing and statistical and data science鈥攖hat align with student interests and current market needs. These additions reflect Meredith鈥檚 commitment to evolving responsibly, while remaining true to our purpose of preparing students for rewarding careers and meaningful lives.
Is the academic program review connected to the academic restructure?
Colleges regularly review academic programs. Meredith’s programs, for example, have a five-year review called a comprehensive program assessment. This year, we are beginning an economic program review, which will allow faculty and department chairs to examine their courses for student effectiveness. The provost will be able to work directly with the department chairs and program faculty in this process.
Program reviews are conducted to improve programs by determining student outcomes, career preparation etc. There are no plans to close any program as part of the program review. Meredith remains committed to graduating all students who choose to make this their institution of study.
Student Experience
What is Meredith鈥檚 plan to address facilities concerns affecting residential life?
Meredith鈥檚 facilities director is working with an engineering firm to perform a campus infrastructure analysis and master plan to address HVAC, electrical distribution, building envelopes, and related systems for the future, with an emphasis on the residential buildings. The information from this review will be used in the strategic plan, the next fundraising campaign, and to inform the campus facilities master plan. In the short term, facilities will continue to give student facilities requests a high priority and work to address them as quickly as possible.
Will tuition increase for 2026-27?
The Meredith Board of Trustees has approved a modest 4% increase in tuition for 2026-27. The 2026-27 Full-Time Tuition rate will be $49,170 ($24,585/semester)
Is Meredith's identity as a women's college changing?
缅北禁地 remains steadfastly committed to its mission as a women鈥檚 college at the undergraduate level and to growing the number of women who earn their bachelor鈥檚 degrees here. The College will also continue to seek opportunities to expand our coeducational master鈥檚 and post-baccalaureate programs. Meredith鈥檚 graduate programs have been coeducational for more than 30 years.
How can I help? Support from the College community is essential. Ways all community members can help include sharing positive news and information with prospective students,听听that matter to you, and staying engaged with 缅北禁地, including reading Meredith publications and following the College鈥檚 official social media accounts.
Engagement Timeline
Meredith leaders have been committed to engaging the campus community in the efforts to strengthen the College鈥檚 financial future. From soliciting ideas for revenue enhancement and cost reduction to hosting office hours to holding multiple forums, Meredith employees have been informed and involved in the challenges and opportunities facing the institution.
August 2024
During President Aimee Sapp鈥檚 first opening of school address, she announces that addressing declining enrollment and stabilizing Meredith鈥檚 financial future will be her 鈥�primary, and almost exclusive focus this year.鈥�听 President Sapp indicates that a series of budget and enrollment forums will be held to facilitate conversations around these topics.
October 2024
Meredith’s leadership team hosts a series of three budget and enrollment forums, called Finance 101, for faculty and staff, during which data is shared on the College鈥檚 need to return to a balanced budgeting approach.
In an email message to all employees, President Sapp shares a survey to collect input and feedback from the Budget forum. The survey asks for ideas to increase revenue and reduce expenses. President Sapp shared a summary of the results with all employees.
The Executive Leadership team holds a meeting with all direct reports with an agenda focused on Budget and Enrollment.
Meredith faculty and staff receive an email reminding them that growing enrollment and improving the operating budget are our top priorities.
November - December 2024
The Executive Leadership Team (ELT) holds a series of Office Hours to answer questions and hear ideas related to improving the budget and enrollment.
January 2025
ELT meets collectively with direct reports to discuss enrollment and budget measures and to update them on conversations with external agencies.
March 2025
Executive Leadership Team听members attend a full faculty meeting and answer questions about the College鈥檚 budget and financial picture.听ELT holds a follow-up session with the academic deans.
ELT members hold a follow-up Budget and Enrollment Forum, called Finance 102, session for employees, providing an update on the College鈥檚 budget and an overview of the endowment.
June 2025
The 缅北禁地 Board of Trustees charges President Sapp with balancing the budget for the 2025-26 fiscal year. Employees receive an email communication about the board鈥檚 charge.
July 2025
To help meet the board mandate and safeguard Meredith鈥檚 financial health, leadership makes the difficult but necessary decision to implement a workforce reduction.
October 2025
The Executive Leadership Team hosts another series of budget and enrollment forums. An intranet site with budget data and feedback mechanisms is launched to foster transparency and engagement further.
The Office of the President hosted two student forums to address student concerns. In the first forum, Dr. Tammi Jackson, Vice President for Business and Finance, and Russell Roxburgh, Facilities Director, answered questions about facilities concerns affecting residential life. In the second session, Dr. Anita Thomas, Senior Vice President and Provost, and Dr. Jean Jackson, Vice President for College Programs, addressed questions on academic and campus life.
