Strategic Thinking

2024–25

A Message from President Grigsby

I am excited to develop Moravian University’s Strategic Thinking Plan. As the sixth-oldest college in the United States, Moravian University has been a cornerstone of education for more than 280 years. This plan, crafted by the Moravian University community, underscores our enduring commitment to the principles articulated by John Amos Comenius: that “education should concern itself with that which concerns society” and that “all alike . . . should be sent to school.”

“Education should concern itself with that which concerns society” and that “all alike . . should be sent to school.”

—John Amos Comenius

Moravian University, a comprehensive institution, is part of the New American Colleges and Universities consortium, which seeks to integrate liberal education, professional programs, and civic engagement. Through our strategic thinking, we reaffirm our commitment to providing undergraduate students exceptional academic experiences, including career advising, leadership and teamwork preparation, global opportunities, workforce-ready digital badging, and real-world career experiences.

Our focus extends well beyond undergraduate education. We are dedicated to the growth of our graduate and adult student populations. We will continue to lead in healthcare and rehabilitation sciences by expanding our healthcare programming and pioneering new healthcare initiatives. We will also serve a significantly underserved population by helping students achieve a better life through certificates, associate’s degrees, and bachelor’s degrees through our newly created School of Professional Studies and Innovation.

Over the next five years, Moravian University will grow to between 2,000 and 2,500 undergraduates and adult learners and between 1,200 and 2,000 graduate students. Our community will reflect the diversity of our society, fostering a culture of equity and inclusion for all. We will build the systems and facilities and invest the resources necessary to fulfill this promise to our students.

Sincerely,
Dr. Bryon L. Grigsby ’90, P’22, P’26
President, Moravian University

Our Process

As a university, we look at the progress made in the prior year’s strategic initiatives and begin our idea generation process for the next academic year.

The university drafts themes, or strategic initiatives, for the next academic year that have emerged as top priorities from internal conversations and surveys.

Internal teams are established to develop action plans around each strategic initiative for the upcoming academic year.

BEGIN IDEA GENERATION

FALL

As a university, we look at the progress made in the prior year’s strategic initiatives and begin our idea generation process for the next academic year.

ESTABLISH STRATEGIC INITIATIVES

SPRING

The university drafts themes, or strategic initiatives, for the next academic year that have emerged as top priorities from internal conversations and surveys.

ENTER INTO ACTION

SUMMER

Internal teams are established to develop action plans around each strategic initiative for the upcoming academic year.

Emerging Themes

UNITED IN LEARNING

Learning that is active and built through collaboration across campus is core to what we do and who we are. Connecting students to opportunities both in and out of the classroom and providing personalized student guidance sets our experience apart.

Theme Leaders: Carol Traupman-Carr, Katherine Ragsdale

TOGETHER TOWARD EQUITY

We continually seek to be a transformative and reflective institution bringing voice to our shared values. In these times, this means delivering on our promise to students and their families that Moravian will be an inclusive and equitable campus community. Ultimately, we strive to support the success of every student and be a place where our graduates and the whole community can experience a sense of belonging.

Theme Leaders: Chris Hunt, Nicole Loyd, Jill Anderson, Carol Traupman-Carr, Scott Dams, Katherine Ragsdale

ALIGNING FOR GROWTH

Our future growth will be propelled by ongoing investments in both current and new academic programs, alongside the establishment of new external partnerships. Investing in our community is essential for our sustained success. In an ever-evolving world, realizing our ambitious goals demands the innovative use of technology and the creation of adaptable, dynamic physical spaces. Equally crucial to our future success will be our capacity to effectively communicate our unique story and to implement more advanced recruitment strategies.

Theme Leaders: Jill Anderson, Dave Brandes, Scott Dams, Katherine Ragsdale, Mark Reed, Amir Tejani

Key Initiatives

UNITED IN LEARNING

Increase Student-Centered and Market-Responsive Curricula

Rename and reinvigorate the Teaching and Learning Center to become a Center for Teaching and Learning Innovation. This includes new leadership to bring forward programming that connects innovative approaches to teaching with the learning needs of students (anticipated in summer 2025), increasing faculty-development funds, and developing a space for a laboratory classroom (anticipated in 2025–26 academic year).
Evolve curricula to ensure that they are responsive to market needs, while embracing experiential and problem-based learning. This work includes performing an audit of academic policies and procedures, revising policies as necessary, and creating plans to adopt a cohort model for all graduate programs.
Fully implement program health and assessments, in which data will lead to program revisions and will also help the university determine selected programs to sunset that aren’t aligned with market demand or institutional need. All undergraduate programs will be run through this assessment. (May 2025)

Expand Academic Offerings

Leverage expertise in online learning, adult education, and artificial intelligence (AI) from Moravian University’s School of Professional Studies and Innovation to incorporate into all teaching and learning.
Launch the School of Theology (SoT) and its combined curriculum. Create and operationalize structures for SoT and seminaries that protect the governance, budget, and identity of the seminaries while generating savings and success for the seminaries and the university through collaboration.
Attract new revenue and students to the university by developing two new degree programs and two additional certificates that align with the university’s institutional goals and initiatives. Each program and certificate will be vetted through the new, board-approved pre-approval process that checks market demand and the program’s fit with the university’s mission.

TOGETHER TOWARD EQUITY

Initiate Action from Campus Climate Study

Analyze the results of the campus climate study that was administered to faculty, staff, and students in Spring 2024. The university will establish a post-action committee to make recommendations and an action plan based on the findings of the study.

Enhance Retention and Belonging

Improve faculty and staff development by assessing current faculty offerings and working with an external partner for support. The goal is to align program development offerings with student retention.
By leveraging data to inform program development and increasing collaboration between advising and counseling initiatives, we will guide students toward successful degree completion and entry into the workforce.

Champion Regional Diversity and Hispanic Student Enrollment Growth

Determine clear and measurable goals to achieve the Hispanic Serving Institution (HSI) designation based on the US Department of Education guidelines.
Implement strategies to enhance the recruitment and support of Hispanic students, which will include intentional partnerships with high schools and community organizations, scholarships, cultural programming, and tailored resources.
Leverage the university’s affiliation with the Hispanic Association of Colleges and Universities (HACU) to identify funding opportunities and resources to support students.
Enhance cultural humility training for faculty and staff to improve understanding and support of Hispanic students’ experiences and challenges.

ALIGNING FOR GROWTH

Strengthen Philanthropic Resources

Continually evolve and serve as the dynamic hub in which the university’s data is managed, analyzed, and strategically used to empower actionable insights and foster increased philanthropic support.
Strengthen and expand an inclusive and dynamic community by engaging alumni of all ages in meaningful, lifelong relationships.
Lighting the Way: The Campaign for Moravian University: Lay the groundwork for sustained support and momentum to pave the way for even greater achievements in future campaigns.
Expand and increase philanthropic pathways by creating an ecosystem in which annual gift revenue flourishes, campaigns achieve success, endowments thrive, and donor participation becomes a cornerstone of the university’s collective impact.

Invest in Enrollment

Expand multicultural recruiting capabilities to grow the diversity of Moravian University’s student body, and increase the university’s geographic reach by expanding recruitment efforts in the South, as well as abroad for the international student population.
Establish a thriving Lancaster campus by creating an adult learner recruiting base and developing revenue-generating partnerships.
Use market data to grow in-demand programs by assessing program demand and increasing the sophistication of market intelligence efforts. This includes expanding and successfully launching the university’s College of Arts and Sciences, College of Health, School of Professional Studies and Innovation, and Seminary programs.
Establish a wellness brand to enhance the university’s student support system. Implement the Apple Watch initiative, leverage existing services, and integrate with academic areas to strengthen student success and improve students’ physical and mental well-being.
Build new stand-alone, entry-ramp, and degree-accompanying certificate programs within the seminary in collaboration with the School of Professional Studies and Innovation, and the university, in addition to implementing a Year 1 Business Plan for the School of Professional Studies and Innovation.

Advance Infrastructure

Create a university communications improvement plan for both internal and external audiences. This work entails expanding data capabilities and using artificial intelligence (AI) to support financial aid and admissions work.
Continue work on the new Haupert Union Building (HUB) that includes managing the construction budget and timeline, in addition to the funding and use of bond proceeds, restricted and unrestricted gifts, and grant funding in a way that will minimize long-term costs.
Progress toward the UNESCO World Heritage and Moravian World Heritage and History Institute designation by working with the city of Bethlehem to define a strategy and the return on investment for the university’s expanded role in world heritage.
Launch technology infrastructure called Oracle ERP to improve efficiency for faculty, staff, and students. The multiyear implementation process will begin while sunsetting other software solutions.

Guiding Principles

Moravian University’s Strategic Thinking is aligned with the Middle States Commission on Higher Education’s (MSCHE) five guiding principles in relation to the commission’s standards for accreditation.

Moravian University –› MSCHE

Mission –› Mission Centric

United in Learning –› Centrality of Student Experience

Together toward Equity –› Diversity, Equity, and Inclusion

Aligning for Growth –› Data Informed Decision Making & Innovation

View our accomplishments from our 2021–24 Strategic Plan.