STR ATEG IC P L AN 2026
INTRODUCTION
It is an honor and privilege to introduce Morehouse College’s 2021–2026 Strategic Plan. Morehouse has been educating and uplifting Black men for over 153 years. As president, I am proud of this plan because it focuses on the future of this institution and how we will move forward in a world that continues to demonstrate a need for the type of men Morehouse College produces. With so much of the world struggling to hold on to its values of equality, democracy, and decency, I see this as an affirmation of our mission and call to deliver the light of Black male excellence into the darkness we’ve seen take hold of many parts of society. The Morehouse College value proposition has been validated for 153 years by an extraordinary educational experience leading to careers of influence for Black men who have provided extraordinary leadership to the nation and the world. Elevating the mission and attracting to Morehouse College those who are compelled by that mission will require a focus on enhancing space and place and amplifying our reach through marketing and technology. Thus, it is time to build the campus of the future, and this strategic plan will get us there. We will build on a solid foundation and create a liberal arts pedagogy and experience that is unmatched in the world. This strategic plan is collaborative in nature and reflects the hopes, dreams, and vision of a Morehouse community ready for change and committed to creating a future that burns brightest in the academic universe. The strategic themes we identified are Realizing Excellence, Partnerships of Purpose, Elevating the Mission, and Morehouse Beyond Borders in order to move Morehouse College into the 21st century and beyond. This strategic plan is purposely bold, uncompromising, and visionary; this plan is what Morehouse can and will be with an innovative and daring approach to building the Morehouse College of tomorrow. With this strategic plan, we are prepared for the future today and will realize the dream of Morehouse College as an international model for leadership, success, and fiscal sustainability among 21st century liberal arts colleges now and beyond.
David A. Thomas, Ph.D. President, Morehouse College
MOREHOUSE COLLEGE VISION
REALIZING EXCELLENCE
PARTNERSHIPS OF PURPOSE
MOREHOUSE BEYOND BORDERS
ELEVATING THE MISSION
Graduates Serving the World
A Connected and Impactful Networks of Supporters
The National & Global Voice on Educating Men of Color
Education for a Lifetime
Invest in Predictive Analytics & Data for Retention
From Consortium to Community
Financial Modeling
Capital Campaign and Alumni/Stakeholder Engagement
Intentional High-Impact Practices & Processes
Internal Operational and Service Excellence
Innovative & Robust Program Offerings for Non-Traditional Students
Amplifying Our Reach Through Marketing and Technology
Extraordinary Academics Leading to Careers of Influences
An Agile and Action-Oriented Campus
Technology, Knowledge Dissemination & Strategic Communications
Enhancing Space and Place
MISSION The mission of Morehouse College is to develop men with disciplined minds who will lead lives of leadership and service.
MISSION Building on the mission of Morehouse College, which is to develop men with disciplined minds to lead lives of leadership and service by emphasizing the intellectual and character development of its students, we have developed four strategic themes that encompass our vision of becoming the premier liberal arts college in the world attracting and educating Black men and other men who share the values of Morehouse College; becoming the national and global voice on educating Black men; developing a thriving, financially healthy institution committed to excellence and social justice and renowned for producing leaders.
VISION The premier liberal arts college in the world attracting and educating Black men and other men who share the values of Morehouse College The national and global voice on educating Black men A thriving, financially healthy institution committed to excellence and social justice, and renowned for producing leaders
VALUES To respect and honor the holistic development of trustworthy young men, who act with compassion, honesty and integrity as they build community, holding themselves and each other accountable to ensure a spiritual path that reflects the necessity of civility within this abiding brotherhood.
STRATEGIC THEME
REALIZING EXCELLENCE “Excellence” is a word long associated with Morehouse College as reflected in its mission to develop men with disciplined minds who will lead lives of leadership and service. Realizing excellence means graduating every man of Morehouse, further developing extraordinary academics leading to careers of influence, and attracting and retaining a 21st-century workforce. This strategic theme will be accomplished through four strategic initiatives: persist, pace, perform, and progress. Morehouse College will create an “Academic Village,” in which mentorship, advising, intellectual and community engagement in addition to professional development will come together to create foundational and experiential learning, guaranteeing excellence among our student population.
6 STRATEGIC THEME
REALIZING EXCELLENCE
E X E CU T IV E S U MM A RY
Graduate every man of Morehouse GOAL #1
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Persist, Pace, Perform, Progress
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Reengineering of our Financial Aid Models
KEY INITIATIVES
ACCOUNTABILITY
PERSIST
ȼ Senior Vice President for Academic Affairs & Provost
A dvance online tutoring (in-house and third party) through Douglass Academic Success Center (DASC); C reate the “academic village” (utilize endowed lecture funds to bring intellectual engagement to the campus outside of the classroom) Adopt the ADISA Model (Appreciative/Developmental/Intrusive Student Advising) Student will graduate in four years (if he meets the exact conditions we set) R edesign our financial aid policy and practice to reinforce the goal of retention and persistence. PACE
H elp students maintain pace to graduate on time by tactical and strategic use of data analytics, life skills training, and mental health focus initiatives PERFORM
S trong tutoring and academic engagement; co-curricular activities that reinforce in-class learning objectives PROGRESS
A ssessment, Assessment, Assessment; Use Starfish, Degree Works, and Blackboard alerts so that Student knows where he is at all times REENGINEERING OF OUR FINANCIAL AID MODELS
T he Office of Financial Aid will reimagine strategies around awarding financial aid to incoming and returning students E stablish a more seamless and linear approach with the Office of Institutional Advancement to award scholarship dollars
METRICS I ncrease the current persistence rate of 60% (students who complete 30 non-repeat credit hours) by 5% annually until we reach the goal of 98% by 2025 I ncrease the retention rate of the first year, full-time traditional undergraduate students from 75% to 98% by the year 2025 By 2022, reach a 70% four-year graduation rate By 2026, reach a 90% six-year graduation rate Within five years, we will be in the top 50 colleges in U.S. News and World Report Increase our endowed scholarship aid to a minimum of $150 million from year to year R eshape our awarding categories to include a cascading application of aid after students have exhausted grants and other sources of scholarship by 2022 C reate consistent marketing and donor agreements that align with the strategic vision of the college to lower the debt of our students by 2023 Increasing all of our financial aid resources within the next five years M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
ȼ Vice President for Student Services & Dean of the College ȼ Senior Vice President & Chief Administrative Officer
RESOURCES This activity will be funded through: ȼ Resources from Philanthropy, and endowed scholarships ȼ Reallocation of financial resources ȼ Partnership with Maguire and Associates
7 STRATEGIC THEME
REALIZING EXCELLENCE
E X E CU T IV E S U MM A RY
Extraordinary academics leading to careers of influence ¬
95% post-graduation placement rate in jobs, fellowships, or graduate school
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Powerful and Impactful Student Placement upon graduation
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Powerful and Impactful Student Retention
GOAL #2
KEY INITIATIVES
ACCOUNTABILITY
POWERFUL AND IMPACTFUL STUDENT PLACEMENT
ȼ Vice President for Student Services & Dean of the College
E xpansion of Morehouse job fairs and career connections (in person or virtual) to ensure that all engaged graduates have placements and that Morehouse’s reach is broad. The expansion will include degree-focused career-related events, trips to employers, and expanded career fairs. A ll Morehouse students will have at least one internship experience or research placement prior to graduation. POWERFUL AND IMPACTFUL STUDENT RETENTION
C reate a distinctive residential system that integrates the life of the mind and academic focus of Morehouse students into the living and learning residential environments that begin Freshmen Year. Ȼ Cluster residential housing assignments into the following groups: BOSS – Business and Economics iSTEM – Physical Science/Comp Science/Math/Health Signifying – Art, Music, CTEMS, English, Psychology, Marketing G lobal Leadership and Social Justice – Sociology, English, Psychology, Religion, Education, Philosophy E volution – Honors Program, Philosophy, Religion, History, Education, and African American Studies
METRICS I ncrease the number of graduating Morehouse men receiving employment opportunities or being accepted to graduate or professional schools from 75% to 95% Expand the number of career and graduate school fairs, and connections I ncrease the number of professional development experiences, including degree focused, career-related events and trips to potential employers’ companies C reate a distinctive residential system that integrates the life of the mind and academic focus of Morehouse students into the living and learning residential environments that begin Freshmen Year Increase the student occupancy retention rate from 88% to 92%
RESOURCES This activity will be funded through: Resources from Philanthropy, and endowed scholarships Reallocation of financial resources Strategic Initiatives around online learning
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
ȼ Senior Vice President for Academic Affairs & Provost
8 STRATEGIC THEME
REALIZING EXCELLENCE
E X E CU T IV E S U MM A RY
Attract, Recruit, and Retain a 21st Century Workforce ¬
Work toward a more competitive compensation model
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Clarify and improve the full life cycle of faculty and staff
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Engage in innovative ways of bringing talent to Morehouse
GOAL #3
KEY INITIATIVES
ACCOUNTABILITY
COMPETITIVE COMPENSATION MODEL
ȼ Senior Vice President for Academic Affairs & Provost
I mplement a competitive compensation program for faculty and staff that rewards performance and keeps pace with market-based salary data. E ngage consultants to perform detailed paid and classification study that will be completed by June 2021 CLARIFY FULL-LIFE CYCLE
Promotions: Clear pathways to promotion, greater rank, and higher salary O nboarding to retirement: Clear support throughout the entire life cycle of employment with opportunities for learning, being mentored, mentoring, and transitioning INNOVATIVE WAYS TO BRING TALENT
Partnering with industry leaders
Partnering with alumni and friends of the College— perhaps most notably in short-term Intensive courses F ellows—academics, leaders, thinkers—on loan from other institutions or partnering in interesting ways for short-term work
METRICS I mprove faculty and staff salaries to coincide with the 50th percentile market rate and develop clear measures for performance-driven compensation I mproved employee engagement, as measured by an annual employee engagement survey I ncrease competitiveness for positions by pursuing strategies that increase applications for jobs I ncrease support for faculty research through philanthropy, grant writing and course release time
RESOURCES This activity will be funded through: Reallocation of personnel Philanthropy dollars will fund target hiring for the best talent Unrestricted dollars from new revenue sources
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
ȼ Senior Vice President & Chief Administrative Officer
STRATEGIC THEME
PARTNERSHIPS OF PURPOSE By developing strategic, multidimensional partnerships with corporations, foundations, and colleges and universities, Morehouse College can create and enhance opportunities for our students. Strategic partnerships with government affairs agencies, experiential and service-learning initiatives, in addition to capitalizing on sponsorship opportunities that yield ongoing partnerships and resources, Morehouse can create the buildings and infrastructure needed to realize excellence, elevate the mission and move Morehouse beyond borders.
10 STRATEGIC THEME
PARTNERSHIPS OF PURPOSE
E X E CU T IV E S U MM A RY
Pursue public-private partnerships to monetize and create recurring streams of revenue from our real estate holdings ¬
GOAL #4
Build new academic and student-related buildings through Public/Private Partnerships
KEY INITIATIVES
ACCOUNTABILITY
INNOVATION DREAM CENTER
ȼ Senior Vice President for Academic Affairs & Provost
N ew academic space for the Morehouse innovation and entrepreneurship center, Makerspace, and other academic programs C ommercial Data Center that will bring in approximately $800,000 to $1 million in unrestricted funds to the College annually MIXED-USE STADIUM AND ACADEMIC BUILDINGS
B uild a new mixed-use stadium that will house both athletics and student/ academic activities Will supply a source of unrestricted revenue to the College B uild residential housing on current vacant lots that will provide revenue streams back to the College in the form of land lease and share in economic benefits D evelop workforce housing to change aesthetics for surrounding communities while bringing in revenues to the College via land lease
METRICS Build new Dream Center Innovation building Build new multipurpose stadium Build new residential housing Build new workforce housing
RESOURCES This activity will be funded through: Third Party Investments Passive income from projects Investment in the Office of Institutional Advancement by way of philanthropy
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
ȼ Senior Vice President & Chief Administrative Officer ȼ Vice President for Student Services & Dean of the College
11 STRATEGIC THEME
PARTNERSHIPS OF PURPOSE
E X E CU T IV E S U MM A RY
Maximize opportunities to partner with the AUCC to effectively and economically address common infrastructure needs
GOAL #5
KEY INITIATIVES
ACCOUNTABILITY
Data Science Institute
ȼ Senior Vice President for Academic Affairs & Provost
Shared Purchasing Platform
ȼ Senior Vice President & Chief Administrative Officer
Health and Wellness Technology Infrastructure
ȼ Vice President for Student Services & Dean of the College
METRICS Reduce purchasing spending by 10% Implement shared data science curriculum Implement data science minor E xpansion of health sciences through consolidation and improvement in student health care delivery through Morehouse School of Medicine
RESOURCES This activity will be funded through: Reallocation of dollars Resources from philanthropy
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
12 STRATEGIC THEME
PARTNERSHIPS OF PURPOSE
E X E CU T IV E S U MM A RY
Develop strategic, multidimensional partnerships with corporations, colleges, universities, and foundations to enhance opportunities for our students in the following areas ¬
Private Corporation and Foundation Relationships Partnerships
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Government Affairs Partnerships
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Auxiliary Partnerships
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Sponsorship Partnerships
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Experimental and Service-Learning Partnerships
GOAL #6
KEY INITIATIVES
ACCOUNTABILITY
EXPAND PRIVATE CORPORATION AND FOUNDATION RELATIONSHIPS
ȼ President
S olidify infrastructure to support collaboration with new partnerships and enhance current partnerships
ȼ Senior Vice President for Academic Affairs & Provost
EXPAND GOVERNMENT AFFAIRS RELATIONSHIPS AND GRANT FUNDING
ȼ Senior Vice President & Chief Administrative Officer
P rovide structural support to increase the total number of grants awarded and total amount funded EXPAND EXPERIMENTAL AND SERVICE-LEARNING PARTNERSHIPS
C entralize offerings for the campus community at large, incorporate models for integrated internships and research, and enlarge the West-End and other community partners on this goal
METRICS D evelop 10 new corporation and foundation partnerships each year over the next five years to result in 50 new CFR partnerships I ncrease the total amount of grant funds by 10% and total number of grant submissions by 20% annually 2 0% increase in total grants awarded by government entities annually for the next five years resulting in a 61% increase in total grant funding C entralize Experiential and Service-Learning Partnership offerings for the campus community at large by 2025 Create models for engaging internships and research opportunities by 2021 E ngage Community and National Partners in Experiential and Service-Learning Partnerships by 2021
RESOURCES This activity will be funded through: Reallocation of dollars Resources from philanthropy Grant funding
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
ȼ Vice President for External Relations & Alumni Engagement ȼ Vice President of Marketing & Communications ȼ Vice President for Institutional Advancement & Chief Advancement Officer
STRATEGIC THEME
MOREHOUSE BEYOND BORDERS Leverage the intellectual capital and brand of Morehouse College to increase our impact on society and secure new resources to support our work.
14 STRATEGIC THEME
MOREHOUSE BEYOND BORDERS
E X E CU T IV E S U MM A RY
Morehouse College is the national and global voice on educating and developing men of color
GOAL #7
KEY INITIATIVES
ACCOUNTABILITY
Revitalization of the Morehouse Research Institute focused on men of color
ȼ Senior Vice President for Academic Affairs & Provost
D evelop a multi-channel marketing communications campaign to establish our thought leadership and moral authority
ȼ Vice President of Marketing & Communications ȼ Senior Vice President & Chief Administrative Officer
METRICS Raise $5 million to endow operations of MRI by 2026 R epublish two volumes of Challenge Online Journals as an interdisciplinary scholarly outlet by June 2022 Reestablish the Chivers-Grant Community Engagement Symposia by 2022 E stablish a Biennial World House Conference focused on global issues that focus on men of color by 2022 Annual convening of community activists and scholars by 2022 A t least 5 million annual media impressions in national and local outlets on topics around social justice, human rights, higher educatio, and other thought leadership platforms that reflect the College’s values and moral authority T wo million annual social media impressions on owned channels such as LinkedIn, YouTube, Twitter, Facebook and new channels like Medium
RESOURCES This activity will be funded through: Resources from philanthropy
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
15 STRATEGIC THEME
MOREHOUSE BEYOND BORDERS
E X E CU T IV E S U MM A RY
Establish the Morehouse School of Continuing Studies to serve non-traditional Morehouse students and increase our impact ¬
GOAL #8
To establish a prominent presence in online degree and certificate offerings
KEY INITIATIVES
ACCOUNTABILITY
TO ESTABLISH A PROMINENT PRESENCE IN ONLINE DEGREE AND CERTIFICATE OFFERINGS
ȼ Senior Vice President for Academic Affairs & Provost
Come-Back to the House Program Ȼ Program set up to bring former students back to complete degrees Ȼ Bring former students back to earn stackable credentials
Establish Evening School Ȼ Evening campus for adult learners
Create Certificate Programs Ȼ Momentum@Morehouse Ȼ Executive and professional education
Develop new degree programs (including graduate programs)
METRICS In five years, generate a minimum of $2 million surplus of unrestricted cash I ncrease the number of students that return to the House with a goal of 500 students in five years Establish an evening school program Ȼ Five embedded associate degree programs by 2022 Ȼ 50 students in each of five programs by 2025 Ȼ 10 of our 30 majors for the B.A./B.S. degrees offered by 2025 Establish new certificate programs Ȼ Three non-degree certificate programs per year Ȼ One teacher certification area per year focused on STEM education Establish new degree programs Ȼ Six undergraduate programs by 2022 Ȼ Nine undergraduate programs by 2024 Ȼ Three graduate-level programs by 2025
RESOURCES This activity will be funded through: Auxiliary revenue from online activity (self-supported) Start-up funds from philanthropy and partners
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
ȼ Senior Vice President & Chief Administrative Officer ȼ Vice President for Student Services & Dean of the College
16 STRATEGIC THEME
MOREHOUSE BEYOND BORDERS
E X E CU T IV E S U MM A RY
Globalization of the Morehouse student experience
GOAL #9
KEY INITIATIVES
ACCOUNTABILITY
Expand Study Abroad
ȼ Senior Vice President for Academic Affairs & Provost
Expand faculty involvement in international initiatives
METRICS I ncrease the annual percentage of students studying abroad from 5% to 30% over a five-year period D ouble the number of institutional, faculty-led international experiences to increase that number from 10 to 20 D ouble the number of faculty involved in providing education abroad experiences from approximately 12 to 25 over a five-year period Create support for faculty involved in international and global research
RESOURCES This activity will be funded through: Resources from philanthropy Reallocation of resources
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
ȼ Senior Vice President & Chief Administrative Officer
17 STRATEGIC THEME
MOREHOUSE BEYOND BORDERS
E X E CU T IV E S U MM A RY
Increase residential, international students to a minimum of 10% of the student population
GOAL #10
KEY INITIATIVES
ACCOUNTABILITY
ADMISSIONS & RECRUITMENT STRATEGY
ȼ Senior Vice President for Academic Affairs & Provost
A &R will develop a recruitment plan that includes engagement with government ministries, NGOs, etc. to identify potential students as well as funding sources for international students; MC A&R will engage other members of the AUCC to develop a traveling, showcase/panel for international students in the Caribbean; develop collateral that highlights the international pull of Morehouse College—including print (digital) in multiple languages Raise funds to support international student scholarships FACULTY ENGAGEMENT
A &R will advise and deploy faculty to assist in international recruitment based on the international travel schedule. A&R has identified (and engaged) with schools and organizations in Africa that educate and assist young men with college preparation INTERNATIONAL STUDENT ENGAGEMENT (CURRENT STUDENTS)
A &R will develop an international ambassador program that will utilize current international students at Morehouse to identify, engage and recruit international students from their respective home countries
METRICS A dd 20 international students the first year, 30 the second year, 50 the third year, and 60 for the last two years Identify potential students as well as funding sources for international students D evelop comprehensive print and digital collateral highlighting Morehouse College’s value proposition for international students
RESOURCES This activity will be funded through: Philanthropy funding with a minimum of 10 million endowment Partnerships with international education consortium
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
ȼ Vice President of Marketing & Communications ȼ Senior Vice President & Chief Administrative Officer
18 STRATEGIC THEME
MOREHOUSE BEYOND BORDERS
E X E CU T IV E S U MM A RY
Internationalize the Morehouse Experience ¬
GOAL #11
To Internationalize the Morehouse Experience
KEY INITIATIVES
ACCOUNTABILITY
I ncrease the participation of students in study abroad and international service experiences
ȼ Senior Vice President for Academic Affairs & Provost
S upporting faculty engaged in international research, curriculum, and student engagement
ȼ Vice President Marketing and Communications ȼ Senior Vice President & Chief Administrative Officer
METRICS I ncrease the annual percentage of students studying abroad from 30% to 100% over five years D ouble the number of faculty-led international excursions from 10 to 20 programs over five years D ouble the number of faculty involved in providing education abroad experience from approximately 12 to 25 over five years
RESOURCES This activity will be funded through: Partnership with international education consortiums
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
STRATEGIC THEME
ELEVATING THE MISSION The Morehouse College value proposition has been identified for 153 years by an extraordinary education experience leading to careers of influence for Black men who have provided extraordinary leadership to the nation and the world. Elevating the mission and attracting to Morehouse College those who are compelled by that mission will require a focus on enhancing space and place and amplifying our reach through marketing and technology. Thus, it is time to build the campus of the future. Building the campus of the future requires more than just campus beauty; it means improving safety functionally, and the aesthetics of existing campus facilities.
20 STRATEGIC THEME
ELEVATING THE MISSION
E X E CU T IV E S U MM A RY
Build the campus of the future ¬
I mprove safety, functionally and aesthetics of existing campus facilities by implementing an effective capital renewal plan
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onstruction of new facilities and renovation/additions to existing buildings that will enhance campus C life, attract and retain students, faculty, and staff and accentuate the legacy of the College
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Provide faculty and staff with housing options and quality of life amenities in proximity to the core campus
GOAL #12
KEY INITIATIVES
ACCOUNTABILITY
IMPLEMENT EFFECTIVE CAPITAL RENEWAL PLAN
ȼ Senior Vice President & Chief Administrative Officer
Ȼ Repair and replace capital components of existing buildings that have reached their life expectancy with state-of-the-art technology while meeting current building codes CONSTRUCTION OF NEW FACILITIES AND RENOVATION/ADDITIONS TO EXISTING BUILDINGS
Ȼ Construct new buildings and add additional square footage to the existing major facilities as identified in the campus master plan, i.e., Campus Center, residence halls, athletic complex and innovation and entrepreneurship center PROVIDE FACULTY AND STAFF WITH HOUSING OPTIONS AND QUALITY OF LIFE AMENITIES
Ȼ Leverage college-owned vacant property adjacent to the core campus to develop residences and businesses that will provide affordable homes, goods and services for College employees
METRICS 2 % of the annual unrestricted operating budget will be spent annually on deferred maintenance Implementation of the Campus Master Plan Development of college-owned property abutting the campus D evelopment of public-private partnerships to create reoccurring revenue streams from Morehouse real estate
RESOURCES This activity will be funded through: Revenue stream from public-private partnerships Deferred maintenance funding from operations
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
21 STRATEGIC THEME
ELEVATING THE MISSION
E X E CU T IV E S U MM A RY
Launch “For Generations to Come” Capital Campaign: $500 million target GOAL #13
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Secure $500 million in new philanthropic commitments to the College
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Pillars: Scholarships, build the campus of the future, research and professorships, and centers of excellence
KEY INITIATIVES
ACCOUNTABILITY
LAUNCH “FOR GENERATIONS TO COME CAMPAIGN”
ȼ Vice President for Institutional Advancement & Chief Advancement Officer
Phase I – Pre-Counting and Final Planning Phase Ȼ Campaign Planning Timeline and Major Milestones
Phase II – Quiet Phase Ȼ Campaign Planning Timeline and Major Milestones
Phase III – Public Launch Ȼ Campaign Planning Timeline and Major Milestones
METRICS Raise $350 million by 2026 S uccessfully secure $500 million in new philanthropic commitments to the College by 2028
RESOURCES This activity will be funded through: Resources from philanthropy Reallocation of resources
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
ȼ Senior Vice President & Chief Administrative Officer
22 STRATEGIC THEME
ELEVATING THE MISSION
E X E CU T IV E S U MM A RY
Invest in technology, communication, and marketing
GOAL #14
KEY INITIATIVES
ACCOUNTABILITY
MODERNIZE TECHNOLOGY
ȼ Senior Vice President & Chief Administrative Officer
Ȼ Transform Morehouse College’s network and infrastructure to be high-quality, reliable, and more secure Ȼ Advance the College’s information security posture and management practices using industry standards and updated equipment MARKETING THE MOREHOUSE EXPERIENCE
Ȼ Drive demand for attending Morehouse College by doing targeted marketing of the value proposition to new markets (online, non-traditional, and international) MARKET MOREHOUSE TO DRIVE ENROLLMENT
Ȼ Improve yield rates from prospects to applicants by developing strategic relationships through a marketing/communication flow that nurtures prospects from the top of the funnel to the bottom
METRICS Increase uptime percentage to 99% as calculated by monitoring tools I ncrease the number of security initiatives (assessment, testing, etc.) implemented from one to five by 2023 Upgrade switches and redesign network by June 2021 O btain assessments, vulnerability scans, pen testing and security ratings to advance the College’s security posture I ncrease demand to attend the College from online, non-traditional, international prospective students
RESOURCES This activity will be funded through: Resources from philanthropy Reallocation of resources
M O R E H O U S E C O L L E G E ST R AT E G I C P L A N 2026
ȼ Vice President of Marketing & Communications ȼ Vice President for Information Technology & Chief Information Officer
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