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  • Home / Inside Ursuline / Strategic Plan

    Strategic Plan

    Leading a Legacy: Ursuline College Strategic Plan 2017-2020

    Ursuline college stained glass window2

    A committee of administrators, faculty and staff developed Leading a Legacy, defining a 10-year strategic direction, focusing on four strategic priority areas and laying out action steps to be addressed through 2020 for each of the four areas. In September 2017, the Board of Trustees of Ursuline College approved the three-year plan.

    2027 Strategic Direction

    Ursuline College will be recognized throughout the region as a women-focused college whose programs and community partnerships support an emphasis on women in leadership. We will refine and adjust our program portfolio on a continuing basis, centering on health care-related and other dynamic programs and directed toward providing a recognizable return on students’ investment. With effective implementation of these approaches, enrollment will grow substantially while we retain our personalized approach and maximize each student’s potential for success.

    2017-20 Strategic Priority Areas

    • Women-Focused Institution
    • Program Portfolio
    • Marketing and Recruitment
    • Retention and Graduation

    Women-Focused Institution

    As a leader in women’s education, refine our curricular and co-curricular activities, and develop a range of community partnerships, to provide our students with knowledge, skills, and experiences to foster their growth in leadership.

    Action Steps

    • Implement professional development on women’s leadership
    • Audit all programs for women's leadership focus
    • Develop a women’s center focused on research on and services to women, including web presence, partnerships, speaker series, and student scholars program
    • Develop and assess a plan for daycare
    • Explore pay scale
    Ursuline college students graduation day with parents3

    Program Portfolio

    Revamp our portfolio by building on our health care-related and other dynamic programs, adjusting our remaining programs, and supporting our students in their leadership development.

    Action Steps

    • Review the appropriateness and strengthen the effectiveness of the academic program decision-making process
    • Prune the number of current undergraduate majors and graduate programs
    • Create a process so that all new programs receive internal review and decision within 90 days
    • Develop a strategic process for creating college partnerships and community-based advisory boards
    • Investigate the College identification/name

    Marketing & Recruitment

    Develop and implement a marketing plan that leverages our women’s focus and our health care-related and other dynamic programs to recruit from targeted geographic areas to grow enrollment substantially.

    Action Steps

    • Conduct market research study on community awareness
    • Develop and implement a marketing communications plan to build awareness and boost enrollment
    • Build early relationships with potential students through activities with selected schools
    • Expand relationships with employers to increase enrollment and philanthropy
    • Conduct micro-searches to support recruitment
    • Conduct a review of pricing strategy to assess advisability of flat tuition
    • Complete renovation of science labs

    Retention and Graduation

    Enhance our campus environment and our use of human, technological, and financial resources to improve student retention and graduation rates substantially.

    Action Steps

    • Offer first year Pell persistence grant
    • Create competitive residential halls
    • Improve Ursuline’s technology footprint
    • Create a Student Union space
    • Expand work study and student work on campus