Millersville University's Strategic Plan - Tradition and Transformation

2020 2025

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Dear Friends, Against the backdrop of rapidly changing economic and social conditions and a worldwide pandemic, higher education institutions face unique opportunities and uncertain landscapes. Now more than ever, careful planning and strategic thinking are essential to chart a path for organizational success and to secure a bright future for our students.

This brochure serves as the blueprint for Millersville University’s future — our new strategic plan, known as Tradition and Transformation. Launched on July 1, 2020, this plan will guide our institutional priorities from 2020 to 2025. Working together, we will build on our traditions and our EPPIIC values - Exploration, Professionalism, Public Mission, Integrity, Inclusion and Compassion — to reach new heights in the years ahead. At the same time, we will continue to foster a spirit of innovation to transform the institution to meet the challenges of today and tomorrow.

During the 2019-20 academic year, our campus community engaged in constructive dialogues and careful examination to develop this strategic plan. Special thanks go to the 85 members of the All-University Council (AUC) who provided broad constituent input into the development of this plan.

AUC members met regularly in large groups and small teams to scan the internal and external environments, brainstorm and propose new ideas, and gather feedback from their constituent groups. The work of this inclusive planning body formed the foundation of the plan.

Tradition and Transformation rests on four strategic pillars that will guide the University over the next five years.

• Ensure Access, Affordability and Completion • Transform Student Experiences and Foster Innovation • Invest Strategically in People and Place • Communicate Our Value A strategic plan is most valuable as a “living” plan rather than a static document. Over the next five years, we will make adjustments as conditions change and opportunities arise. Collectively the President’s Cabinet, President’s Council and the Strategic Advisory Council will continue to refine and monitor this plan and develop annual progress reports and recommendations to our Council of Trustees.

In closing, I invite our campus community, supporters, friends and neighbors to explore our 2025 Strategic Plan — Tradition and Transformation — as we join together in our collective journey to “inspire learners to change the world.”

Sincerely,

Daniel A. Wubah, Ph.D. University President

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OUR VISION, MISSION AND EPPIIC VALUES Vision: Mission: Values:

We will inspire learners to change the world.

We are a community dedicated to high quality education at an exceptional value.

Exploration, Public Mission, Professionalism, Integrity, Inclusion and Compassion

STRATEGIC DIRECTIONS FOR 2020-2025 Ensure Access, Affordability and Completion Transform Student Experiences and Foster Innovation Invest Strategically in People and Place Communicate Our Value

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D N T R A A N N O S I F T I Strategic Direction 1 AND

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ENSURE ACCESS, AFFORDABILITY AND COMPLETION Objective A: Maintain the number and quality of incoming freshmen Objective B: Increase graduate, non-traditional (age 25 and up) and international student enrollment Objective C: Increase enrollment in online programs and intersessions

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GOAL 1: INCREASE OVERALL HEAD COUNT TO 8,300 STUDENTS

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GOAL 2: DECREASE COST OF ATTENDANCE Objective A: Increase number of scholarships and grants for students

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Objective B: Create a financial literacy program for students

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Strategic Direction 1 ENSURE ACCESS, AFFORDABILITY AND COMPLETION

GOAL 3: IMPLEMENT INSTITUTIONAL STRATEGIES TO ENHANCE STUDENT SUCCESS Objective A: Eliminate barriers to student success Objective B: Improve quality of holistic advisement for students Objective C: Create support structures to reduce academic risk factors for students

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GOAL 4: INCREASE COURSE SUCCESS AND 4-YEAR GRADUATION RATES

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Objective A: Increase student retention rates

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Objective B: Ensure students earn 30 credits per year Objective C: Close the graduation gap for underrepresented students

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Objective D: Create support programs for reentering students

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D N T R A A N N O S I F T I Strategic Direction 2 AND

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TRANSFORM STUDENT EXPERIENCES AND FOSTER INNOVATION

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GOAL 1: PROVIDE INNOVATIVE EXPERIENTIAL LEARNING OPPORTUNITIES Objective A: Increase the integration of high-impact practices in the curriculum Objective B: Enhance living-learning communities for students Objective C: Enhance mentoring programs for students

Objective A: Link academic programs to emerging workforce needs

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Objective B: Enhance cocurricular learning opportunities that lead to career ready skills Objective C: Expand short-format credentials for students

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GOAL 2: PREPARE STUDENTS TO MEET FUTURE WORKFORCE NEEDS

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Objective D: Enhance global education and intercultural engagement

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Strategic Direction 2 TRANSFORM STUDENT EXPERIENCES AND FOSTER INNOVATION

GOAL 3: ENHANCE SENSE OF COMMUNITY Objective A: Integrate inclusive excellence in institutional practices Objective B: Increase collaborative efforts, funding and identity-specific resources that advance inclusive excellence Objective C: Enhance campus community sense of belonging and satisfaction

GOAL 4: ENHANCE STUDENT WELL-BEING

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Objective A: Ensure physical and mental health wellness of students Objective B: Assist students experiencing food and housing insecurity

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Objective C: Address the needs of commuter students

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Objective A: Attract top talent for faculty and staff positions Objective B: Increase professional and leadership development opportunities Objective C: Recognize units and people who demonstrate EPPIIC values

GOAL 2: ENHANCE STEWARDSHIP OF CURRENT RESOURCES AND NEW REVENUES

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Objective A: Realign University budget to maximize operational efficiency

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GOAL 1: RECRUIT AND RETAIN TOP-NOTCH EMPLOYEES

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Objective B: Enhance transparency of budget decisions and process

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Objective C: Increase proposal writing and submission opportunities

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Objective D: Extend the “IMAGINE THE POSSIBLE” campaign

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Objective E: Grow annual philanthropic support from target group

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Strategic Direction 3 INVEST STRATEGICALLY IN PEOPLE AND PLACE

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GOAL 3: STREAMLINE THE USE OF TECHNOLOGIES TO SUPPORT UNIVERSITY OPERATIONS Objective A: Develop and implement a comprehensive IT security plan Objective B: Increase the use of data for decision-making

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Objective C: Ensure access to appropriate technology and support for remote instruction

GOAL 4: UPGRADE CAMPUS FACILITIES Objective A: Increase campus accessibility and safety

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Objective B: Create more campus spaces that promote student interaction

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Objective C: Reduce deferred maintenance backlog

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Strategic Direction 4 COMMUNICATE OUR VALUE

GOAL 1: ASSESS AND REFINE OUR UNIVERSITY KEY MESSAGES Objective A: Develop a common identity and unified message about the ’Ville experience Objective B: Increase annual alumni and friends’ engagement

GOAL 2: DEMONSTRATE OUR EPPIIC VALUES IN THE EXTERNAL COMMUNITY

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Objective A: Support student experiences that lead to positive social, environmental and economic impacts in the community

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Objective A: Reduce our institutional carbon footprint

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GOAL 3: ENSURE THE UNIVERSITY REMAINS A NATIONAL LEADER IN SUSTAINABILITY

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Objective B: Increase relationships and partnerships with local and regional businesses, state and local governments and the non-profit community

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Objective B: Expand curricular and co-curricular experiences that support the Sustainable Development Goals

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Millersville University is an Equal Opportunity/Affirmative Action institution. A member of Pennsylvania's State System of Higher Education. 8134-CEGED-1220-CL