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����Ӱ��’s Strategic Direction

Achieving the goals and objectives in this plan, will position Mary Baldwin to:

• Be a top choice for organizations seeking diverse talent, 
• Become a premier regional partner for healthcare education,
• Advance adult and online students’ professional trajectories, and
• Accelerate degree pathways that launch students to lives of purpose and professional success.

Letter from President Jeff Stein

Elevation has always been the focus of Mary Baldwin. Over nearly two centuries, this institution has been a beacon of light, embracing innovative programs in and out of the classroom; expanding access for women, adults, first generation students, students of color, and low income students; and providing relationship-driven liberal arts and professional studies that transform the trajectories of entire families. 

Shaped by the aspirations of students, faculty, staff, alumni, and the local community, this plan expands upon that legacy, championing innovation, access, and student success; fostering an inclusive and diverse campus; strengthening alumni, community, and industry partnerships; and driving institutional innovation, growth, and sustainability.

Elevation also characterized the work of the university’s namesake, Mary Julia Baldwin – one of the very first graduates, who returned to serve as its leader. In To Live in Time, Professor of History Emerita Patricia Menk, recounts how a former student described Mary Julia Baldwin’s keen ability “to see and believe the best of all of us,” to raise students to heights beyond what they could imagine for themselves. 

This is the power of Mary Baldwin faculty and staff to change lives and to empower the diverse leaders of tomorrow to create lives of purpose and professional success in our changing world. I invite you to join us as we endeavor together to prepare students to meet the moment – urgently, skillfully, and with compassion – in communities across the Commonwealth and around the world.

My thanks to all those who contributed to this plan and participated in listening sessions and discussions to imagine the continued rise of this institution and our students. 

All in for Mary Baldwin,
Dr. Jeff Stein

Our Plan for 2030

Theme 1: Advance

We will champion an aggressive agenda for student success, launch a redesigned undergraduate student experience, and enhance student, faculty, and staff development and wellbeing.

Theme 2: Optimize :

We will drive institutional innovation, growth, and sustainability by better aligning our academic offerings with workforce needs, expanding online and healthcare programs, enhancing financial resilience through strategic fundraising, and modernizing our operations, facilities, and technology infrastructure.

Theme 3: Connect :

We will foster an inclusive and diverse campus, strengthen community and industry partnerships, and enhance alumni engagement and leadership to support Mary Baldwin’s mission and growth.

Goal 1

Embed student success and career preparation throughout every aspect of the student experience across undergraduate and graduate programs

Strategic Objectives

1. Implement a redesigned undergraduate experience including a multidisciplinary liberal arts common curriculum and a portfolio teaching students to articulate and integrate durable skills 
2. Develop and implement an aggressive student success agenda focused on completion, in partnership with the Gardner Institute’s Transforming the Postsecondary Experience initiative
3. Scaffold career exploration, preparation, and reflection throughout the undergraduate and graduate experience with the support of the McCree Center for Life Success

Goal 2

Champion student belonging, wellbeing, and engagement to improve retention, completion, and lifelong success

Strategic Objectives

1. Redesign the Student Engagement division to increase focus on student wellbeing, engagement, and leadership for residential, online, undergraduate, and graduate students in close collaboration with Academic Affairs
2. Develop structures and systems to ensure every student builds a mentoring network and establishes relationships for lifelong learning and success
3. Invest in the academic and athletic success of student-athletes, including enhancement of ����Ӱ�� athletics programs and facilities
4. Enhance recreation and wellness spaces for Staunton and Fishersville campuses as part of holistic commitment to wellbeing

Goal 3

Enhance faculty and staff professional learning, support, and wellbeing

Strategic Objectives

1. Create a long-term plan for enhancing employee benefits and compensation
2. Develop new Center for Teaching & Learning and related support systems and programs to enhance faculty development and community across Gold, Palmer, and Murphy Deming colleges 
3. Expand annual offerings for campus-wide professional learning and enhance onboarding and orientation programming for faculty and staff

Goal 1

Increase enrollment by investing in academic programs aligned with regional workforce needs and student interests

Strategic Objectives

1. Optimize recruitment and increase total enrollment in online programs in Palmer College of Professional Studies and Murphy Deming College of Health Sciences to meet critical workforce demands
2. To meet regional health care shortages, conduct feasibility study to establish new nursing program(s) at Murphy Deming College of Health Sciences
3. Increase undergraduate residential enrollment through targeted recruitment focused on accelerated pathways to graduate school, cohort programs such as the Virginia Women’s Institute for Leadership and athletics, and community college transfer
4. Establish Mary Baldwin brands in and beyond Virginia as provider of high-quality, affordable, efficient career-aligned pathways

Goal 2

Improve university financial systems and ensure long-term sustainability and innovation

Strategic Objectives

1. Increase net revenues generated by Gold, Palmer, and Murphy Deming colleges, while maintaining institutional commitment to access and affordability for students and families
2. Launch a comprehensive fundraising campaign focused on enhancing student success, scholarships, and campus spaces
3. Identify and procure grants focused on student success, workforce development, and research, and plan for additional structures to support grant procurement

Goal 3

Improve campus operations, facilities, and technology to foster better institutional efficiency and effectiveness

Strategic Objectives

1. Expand data use, access, and training to enhance data-informed decision-making across the institution to improve student success
2. Update and expand technology infrastructure and integration of artificial intelligence to meet the evolving digital landscape and needs of students, faculty, and staff 
3. Develop campus master plan to prioritize academic, student life, and athletic facilities improvements and expansions on Staunton and Fishersville campuses
4. Better align internal communications to ensure clear and consistent messaging to all constituents and enhanced collaboration across university departments 

Goal 1

Enhance diversity and inclusive excellence across the University

Strategic Objectives

1. Create a campus-wide inclusive excellence steering committee and action plan to increase belonging and design and advance equitable systems that support students, faculty, and staff 
2. Develop and implement intercultural and multifaith learning for all students, faculty, and staff
3. Increase recruitment and retention of diverse faculty and staff through intentional recruitment practices, employee resources groups, and additional employee retention strategies

Goal 2

Expand partnerships with business, nonprofit, and governmental organizations in Virginia and nationally

Strategic Objectives

1. Build structures and programs through the Spencer Center to facilitate ongoing partnerships between ����Ӱ�� and the Staunton, Augusta, and Waynesboro communities
2. Expand regional and statewide partnerships and pipelines to support student internships, clinical placements, jobs, and workforce development 
3. Engage with local, state, and federal policymakers to secure additional resources that continue to make ����Ӱ�� as affordable and accessible as possible 

Goal 3

Create lifelong relationships with alumni through engagement and leadership opportunities

Strategic Objectives

1. Launch Alumni Advisory Council and expand affinity and regional alumni chapters to support increased collaboration and connection among alumni, students, and the university
2. Increase alumni participation, recognition, volunteer opportunities, and giving as well as engagement with students