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Despite significant financial challenges, Mary Baldwin University in Staunton is looking ahead to a future with growth and innovation at the forefront.
During the inauguration of President Jeffrey P. Stein in October, MBU announced its “Elevate MBU” strategic plan which sets the university’s direction through 2030.
The plan was developed with input from students, faculty, staff, alumni and the community, according to the university.
“Today, we officially announce our shared vision,” said Stein at the inauguration ceremony. “Today we release ‘Elevate MBU’ and set out on a course to go where we are needed, to elevate the diverse leaders of tomorrow through student-centered, career-aligned pathways deeply rooted in the essential skills of a liberal arts education, to magnify our historic commitments to innovation and access.”
In advance of its inauguration weekend, internal emails shared with AFP showed a trail of MBU leadership making difficult financial decisions due in part to flat revenues and increasing costs.
The university acknowledged to AFP that it was taking cost-cutting measures including selling property and reducing faculty and staff positions due to the hardship.
A source shared with AFP that they feared MBU could close within five years. The source said that faculty were leaving en masse due to deep cuts in benefits and salary. MBU also discontinued 23 under-enrolled majors.
“It’s a hot mess over there. If they stay open another five years, it will be a miracle.”
Mary Baldwin University, however, pointed to its “roadmap to success to 2030 and beyond” as its path for the future.
Mary Baldwin is a private university with nearly 1,800 undergraduate and graduate students with campuses in Staunton and Fishersville.
Mary Baldwin University: Strategic plan initiatives
The strategic plan unveiled at the inauguration ceremony is structured around three core themes.
Theme One: Advance
Championing an aggressive agenda for student success, launching a redesigned undergraduate experience, bolstered student support systems and enhancing student, faculty, and staff development and wellbeing
- Increase undergraduate retention rates from 64 percent to 70 percent and undergraduate six-year completion rate from 45 percent to 50 percent
- Increase number of students in jobs in their field within 12 months after graduation by 20 percent
- Increase employee retention rate to 85 percent
Theme Two: Optimize
Driving institutional innovation, growth and sustainability; aligning academic offerings with workforce needs; expanding online and healthcare programs; enhancing financial resilience through strategic fundraising; and modernizing our operations, facilities and technology infrastructure
- Double online student enrollment
- Undergraduate residential enrollment increases by 15 percent and fill 95 percent of residence halls
- Increase graduate program enrollment by 15 percent
- Increase the endowment by 15 percent, and reach $5.5 million in annual philanthropic commitments
Theme Three: Connect
Fostering an inclusive and diverse campus, strengthening community and industry partnerships, and enhancing alumni engagement and leadership to support Mary Baldwin’s mission and growth
- Double the number of ALANA-identifying faculty and staff
- Increase undergraduate internship completion rates from 25 percent to 50 percent
- Grow regional alumni chapters in 12 key networks and launch four alumni affinity groups
- Increase alumni giving participation to 12 percent
To view the full plan, visit marybaldwin.edu/strategic-plan.
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For more coverage, search “Mary Baldwin University” on Augusta Free Press.
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Crystal Graham
