Our Seven Core Values that form the foundation for learning and living
Liberal Arts Foundation
Marietta College reaffirms the liberal arts as foundational in an education of the highest quality. Undergraduates in traditional majors and professional programs take a variety of general education courses in the primary areas of knowledge. This time-tested approach to learning stresses the development of skills such as critical thinking, problem-solving, and effective communication, and upholds the value and breadth of our intellectual heritage.
In-Depth Programs of Study
Marietta College is committed to offering programs of study that prepare undergraduates for challenging careers or admission to well-respected graduate and professional schools. It offers select graduate degrees consistent with the mission of the College and where it has the expertise and resources to meet or exceed baselines of excellence. Both graduate and undergraduate degree programs promote an active engagement with learning and opportunities to apply knowledge to practical experiences.
Global Perspective and Diversity
Marietta College prepares students to thrive in a diverse society and in a world where social interaction, work, and exchange occur across geographical, cultural, and linguistic boundaries. They learn that economic growth, political stability, human adaptation, and sustainability all rely upon cooperative efforts among the nations and peoples of the world.
World of Work
Marietta College maintains its founders’ emphasis on education “in the various branches of useful knowledge,” and we believe that the liberal arts remain the best preparation for any career. Through classroom instruction, the use of technology, independent research, and practical experiences in their chosen fields, as well as through a wide variety of opportunities to lead and serve in collaboration with others, students prepare for productive lives. “A contemporary liberal arts education” means preparation for the world of work and the ability to translate knowledge into effective action.
Marietta College, primarily a residential college for its undergraduates, is dedicated to the development of the whole student and affirms the interdependence of life inside and outside of the classroom. In this dynamic community, students, faculty, and staff share a commitment to integrity and respect for others and develop our distinctive ethos. Believing that the work of all employees at the College contributes to the student’s educational experience, we strive to provide the necessary tools and working environment and promote a commitment to service and self-direction among College employees. Graduates of the College comprise “the long blue line,” an alumni community forged in friendships and common experiences.
Marietta College offers students opportunities to be citizen leaders both on and off campus and thus to prepare themselves for leadership and responsible citizenship in their professions and their communities. Professional programs convey the ethical standards appropriate to their professions and in other ways prepare students for leadership in their fields.
Marietta College is part of a historic town and for almost two centuries has served its region through the education, arts, and intellectual enrichment it brings to the surrounding community. Likewise, the students, faculty, and staff of MARIETTA COLLEGE find opportunities for civic engagement and for learning through service on the campus, in the region, and beyond.
Unifying Goal: Enrollment / Retention Success
Enrollment Management through Student Quality and Success
- Attract and Retain new freshman, transfer students, continuing students, and graduate students with an overall enrollment goal of 1400 (New Students) by 2020 – 2017(350); 2018(400); 2019(450); 2020(500)
- Focus recruiting on Ohio, West Virginia, Pennsylvania, Michigan and select markets to include New York, New Jersey, New England, and the Metro DC Area (Virginia/Maryland)
- Attract/retain diverse students, faculty, and staff who will be integrated/included in the campus
- Increase retention by 2 percentage points per year
- Designate lead Retention Champion/Team to maintain, use and implement retention data
- Add appropriate co-curricular programs like golf, lacrosse, marching band, debate, etc.
- Establish Social Media Program; establish alumni support program; increase prospect/inquiry lists thru new names, Junior/Sophomore campaigns, open houses; increased financial aid
- Build and strengthen relationships/visits with the entire K-12 Environment – Students, Parents, Teachers, Counselors, Administrators.
- Retention Rates of Students
- Placement Rates
- Graduation Rates
- New Program Success
- Time to Degree
- Annual Enrollment
- Number of Applications
- Numbers of Admits
- Number of Inquiries
- Number of Prospects
Supporting Goal 1: Academic Excellence
Evaluation, Support, Enhancement, and Market Position
- Full Academic review 2016-17
- Complete and implement General Education
- Pilot and then implement new departmental/program review
- Enhance existing programs to fulfill our primary academic mission—including but not limited to those programs that are under-enrolled but thriving regionally or nationally
- Attract and retain strong faculty with competitive salary/benefits; support faculty development in both teaching and research
- Create strong graduate identity in health care and caring fields with new and existing graduate programs-with accompanying marketing strategies
- Expand pathways, partnerships and dual programs (pre and post MC)
- Build Partnerships Through 2+2, 2+3, 3+2, 3+3, 3+4, 4+1, and Pre-Professional Programs
- Enhance Experiential and research-based education, and career prep
- Enhance instructional infrastructure to support student learning and classroom/lab experience – renewal, maintenance.
- Complete Review
- Gen Ed Implementation
- Enrollment Data
- Completion Data
- Graduation Rate
- Degrees Awarded
- New Program Development
- Research Success
- Classroom Infrastructure
Supporting Goal 2: Marketing / Public Relations
Marketing, Branding and Positioning for Success
- Invest in the recommendations of our market research and begin Implementation with Brand Roll Out; Viewbook and Supporting Publications; Photos/Videos; and Alumni Outreach
- After initial implementation of market research, continue with the additional implementation of recruiting and advertising materials and website development (both process and content)
- Dedicate appropriate resources to full support and promotion of both undergraduate and graduate programs
- Focus on 15/16/17/18-year-olds and their families as well as non-traditional and transfer students
- Focus on “Points of Pride”; and “How Good We Are” both internally and externally
- Enhance Social Media; Website; and Electronic communications
- Make advertising spends on billboards; airport ads; movie theatres; mall ads, radio/TV ads; etc.
- Branding Statement
- Positioning Statement
- Compatible Materials
- Social Media Success
- Billboards / All Ads
- Feedback on Marketing
Supporting Goal 3: Financial Resources
Build our endowment while continuing financial success
- Increase Annual Giving/The Marietta Fund from $2.25M to $3.0M by 2020
- Increase the Endowment from $70M to $100M by 2020
- Increase Alumni giving from 17% to 25%
- Develop a Strong Case Statement and Feasibility Study supporting our People, Programs, and Places Campaign – “Stand Up for The Navy Blue and White”
- Build a culture of philanthropy by engaging all audiences including alumni, friends, students, faculty and staff, parents and all that "Stand Up for The Navy Blue and White"
- Maximize return of the Endowment within appropriate allocation, manage the Endowment, and Reduce the spending rule from 5.5% to 4.5%
- Reexamine banking relationships and bond refunding for annual savings
- Enhance the operating budget through cost containment, efficiency/effectiveness implementation, people infrastructure, investment, and maintain financial stability.
- Annual Giving
- Annual Fund
- Endowment Growth
- Alumni Giving
- Annual Spending
- Annual Financial Savings
- Donor Increases
Supporting Goal 4: Campus Spirit and Pride
Enhance the student/ faculty/staff experience to support Teaching and Learning while we demonstrate the Value of Contemporary Liberal Arts for Professional Success
- Complete a full program review of the McDonough Center for Leadership and Business to enhance campus-wide engagement
- Build upon and expand current co-curricular initiatives to strengthen engagement on campus and in the local/regional/national community – including a variety of industry partnerships
- Recognize and encourage the contributions that our students provide in promoting campus spirit and philanthropy with their time, talent, and treasure
- Support academic and student success by addressing building and infrastructure needs through renewal, maintenance, and upgrades – both academic (classrooms. Labs, technology) and student spaces (student union, residence halls, activity space)
- Enhance Experiential and Career Preparation and build programming, both academic and co-curricular in areas unique to the Mid-Ohio Valley: Supply chain – water, road, rail; Outdoor Recreation; Early American History.
- New Plus Program Development
- McDonough Center Success
- Maintenance Plan
- Facilities Plan
- Upgraded Technology
- Upgraded Classrooms
- Upgraded Campus / Residence Halls
- Professional Development