Leadership Council and Planning Steering Committee (administrators, faculty, staff and student governance representatives) spent a great deal of time reviewing findings from planning meetings and putting together a comprehensive plan for Misericordia University. They allowed for feedback and comments from faculty and staff to ensure everyone had a say in the future goals of the University.
The plan was affirmed by the Board of Trustees at the Annual Board Meeting in June 2016.
The Strategic Plan was broken down into four distinct goals, which are explained in the accordion menus below.
Misericordia University is a stellar Catholic and Mercy institution, nationally recognized for our seamless integration of mission and academic excellence.
The focus of Goal 1 is to develop an integrated enrollment management and retention plan that includes the following strategies:
- Identify potential student applicants, through the use of well-defined student recruitment profiles, who demonstrate strong academic achievement and preparedness skills;
- Attract a more diverse student population by increasing access for applicants;
- Identify and develop new academic program offerings to attract traditional, non-traditional, and graduate students;
- Recognize and promote currently under-enrolled academic programs;
- Review and revise financial aid and tuition practices for supporting student enrollment and retention initiatives; Continue to support enrollment marketing initiatives to enroll, retain and support students.
The focus of Goal 2 is to enrich the quality of academic programming in fostering transformative experiences that promote intellectual curiosity, critical thinking and respect for persons by addressing the following strategies:
- Incentivize innovative academic programs and initiatives, especially those that align with the goals of Catholic social justice teaching and the critical concerns of the Sisters of Mercy;
- Increase support and capacity for faculty and faculty-student research and scholarship;
- Enhance visibility and support for graduate programs;
- Promote high impact learning practices and experiences, including service-learning, experiential learning, and study abroad/away;
- Support academic and student preparedness initiatives to ensure student success;
- Refine existing instructional delivery systems.
The focus of Goal 3 is to broaden student, faculty and staff engagement through the following strategies:
- Create a cultural and intellectual setting where diverse academic and societal interests blend;
- Build connections between the University and the larger community, including global initiatives;
- Offer experiences that promote a culturally aware and accepting community;
- Provide culturally rich professional development opportunities for students, faculty and staff;
- Continue to highlight faculty, student and staff for achievements through marketing initiatives.
The focus of Goal 4 is to strengthen operations within the university community through the following strategies:
- Operate the university in a sound fiscal manner;
- Ensure endowment growth by developing financial equilibrium initiatives and a culture of philanthropy;
- Enhance current university infrastructure, including technology capacity and natural sciences facilities;
- Organize a functional campus master plan following a review of athletics, recreation, student and residential life, and campus space;
- Carry out an integrated capital campaign and institutional brand strategy;
- Develop community identity and pride initiatives;
- Enhance marketing and public relations initiatives, including initiatives for university athletic programs;
- Address significant community concerns identified in institutional surveys, including student, faculty and staff satisfaction surveys.