A Message from President Grigsby
I am excited to develop 糖心logo入口鈥檚 Strategic Thinking Plan. As the sixth-oldest college in the United States, 糖心logo入口 has been a cornerstone of education for more than 280 years. This plan, crafted by the 糖心logo入口 community, underscores our enduring commitment to the principles articulated by John Amos Comenius: that 鈥渆ducation should concern itself with that which concerns society鈥 and that 鈥渁ll alike . . . should be sent to school.鈥
鈥淓ducation should concern itself with that which concerns society鈥 and that 鈥渁ll alike . . should be sent to school.鈥
鈥擩ohn Amos Comenius
糖心logo入口, 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鈥檚 degrees, and bachelor鈥檚 degrees through our newly created School of Professional Studies and Innovation.
Over the next five years, 糖心logo入口 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 鈥90, P鈥22, P鈥26
President, 糖心logo入口
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: Jay Scifers, Christian Rice
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, Jay Scifers, Scott Dams, Christian Rice
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, Christian Rice, Mark Reed
United in Learning
- Achieve Middle States (MSCHE) re-accreditation.
- Develop two new degree programs and two additional certificates.
- Soft launch Institute for Moravian World Heritage & History Fall 2025.
- Launch the new Center for Teaching and Learning Innovation.
- Increase Seminary enrollments and reduce expenses through grant work, new programming, and improved operations.
Together Toward Equity
- Advance inclusive excellence and student success initiative across the institution
- Strengthen early intervention programs to enhance student retention
- In partnership with the Space Committee, begin the process of developing a centralized 鈥渙ne-stop shop鈥 for student success over the next two academic years.
Aligning For Growth
- Open HUB 2.0 in August and begin work to establish 糖心logo入口 as a preferred host and partner for conferences/events.
- Analyze data & begin implementing strategies to maximize efficiency and effectiveness related to the space utilization study and campus master plan.
- Launch the President鈥檚 Task Force on Artificial Intelligence and develop initiatives that impact business processes, academic preparation and retention, and employee usage*
- Launch 鈥淧roject Horizon鈥(Oracle): with completion of 3 modules in ERP, EPM and HCM (financial and human resource modules).
- Implement a university-wide plan for improving internal communications.
- Complete the comprehensive campaign.
- Achieve stability in undergraduate enrollment at 2000 (with at least 90% occupancy rate and 80% retention) and continue increasing adult program enrollment to attain 65/35 revenue undergraduate/adult ratio.
- Continue discovery of expansion opportunities.