Morehouse College Strategic Plan

Goal 1: Strengthen the Academic Program

  • Reestablish, redefine, and consolidate centers of excellence in key areas:
    • Science, Technology, Engineering, Arts and Math (STEAM) Center
    • Morehouse Research Institute (MRI)
    • Ideas, philosophies, people and issues that influenced King
  • Ensure curriculum is delivering on transformative student outcomes, most notably supporting our students becoming exactly who they most aspire to be: doctors, artists, lawyers, businessmen, academicians, innovators and entrepreneurs, teachers, and more
  • Implement a new general education program
  • Recruit, retain, reward and support outstanding faculty

Initiatives

  • STEAM Center: A center that brings together science, technology, engineering, the arts, and mathematics and amplifies the capacity for Morehouse to significantly impact the diversity of those prepared to enter today‚Äôs innovation economy, with particular attention on increasing the number and quality of black men and other underrepresented groups in the technology innovation space

 

  • MRI: A research institute that bridges the divide from questioning to acting on the issues, conditions, and challenges, as well as the possibilities, models of success, and achievements that impact, hurt and propel the lives of black boys and men. Specifically seeking to understand, through academic research and robust dialogue, black men in relation to:
    • Violence, police, law, and community
    • Education and teacher preparation
    • Health and health disparities
    • Sports and entertainment, including strong partnering with Journalism and Sports, Kinesiology and Sports Science, and CTEMS programs
    • Others as relevant

  • KING: A center dedicated not just to King, but to the full breadth of his ideas, influencers, impact, philosophies, development, and relationships.
    • Major sources of conflict: race and ethnicity; economic and social class; religion and faith; gender and sexuality
    • Strategies: violent vs. nonviolent; hierarchical vs. social/networked; law and policy vs. economic pressure vs. moral/faith arguments, etc.
    • Development, evolution and relevance
    • Others as relevant

  • Ensure curriculum is delivering on transformative student outcomes, particularly in:
    • Health sciences, including everything from doctors to health innovators to public health professionals
    • Law, through the King Initiative and the Department of Political Science
    • Ph.D.s/researchers
    • Business and entrepreneurism, through the STEAM Initiative, as well as the Division of Business and Economics
    • Teachers
  • General Education: Create a smaller, distributive model more closely aligned with clear learning objectives that are connected to our mission and to the preparation of students for 21stcentury needs, including:
    • Proficiency in technology/digital media/data
    • Having a global prospective in the curriculum
    • Understanding black history, life and culture
    • Writing and communication
    • Developing the ability to see problems in the world and find solutions
    • Providing opportunities to develop creative thinking and effective leadership skills

  • Recruit, retain, reward and support outstanding faculty with:
    • Endowed positions and faculty fellowships
    • Enhanced infrastructure for scholarship and research, particularly with students

Measures of Success

  • Programs organized and fundraising begun by Summer 2016 for each with partial foundational start by Fall 2016
  • 20% to 30% of the resources raised by Summer 2017
  • Increased presence in the national conversations on black men, technology, social justice, etc.
  • Students active in producing outcomes or research in each area
  • Enhanced reputation (going from current US News and World Report ranking of 133 to 125).
  • Improved post-graduation outcomes from current rate of 85% (employment + grad rate) to 91%
  • Greater success in national awards and scholarships
  • Improved graduation rates:
    • Average 4-year graduation rate improve from 34% to 38% with a stretch goal of 45% or higher
    • Average 6-year graduation rates from 53% to 56% with a stretch goal of 60% or higher
  • Students who are better prepared for the global, interdisciplinary economy
  • Establishment of three to five new endowed positions with support for position, benefits and student support funding
  • Secured funds that support three to five sabbaticals each year
  • Supported summer research opportunities supports students and at least five faculty each summer
  • Increasing competitiveness for faculty positions by as measured by obtaining 12-24 applications for each faculty position
  • Providing salaries for faculty in the 50th percentile of market rates with additional incentive compensation systems for the most highly productive faculty
  • New assessment mechanisms and procedures that allow us to identify ineffective faculty within a few years and acknowledge effective faculty. This should result in greater satisfaction with faculty performance
  • Faculty load maintained at 3/3 or 3/4 for most faculty, with a load 3/2 in some cases, and over particular periods 2/2