University Strategic Plan 2025-29
Introduction
Detroit Mercy has recently received approval from the University Board of Trustees to begin implementation of a new strategic plan. The goals of this new strategic plan, which cover 2025-29, are to
- Establish UDM as an inclusive, nationally recognized organization that offers transformative student experiences.
- Enhance UDM’s position within the higher education marketplace to ensure the institution’s longevity and sustainability.
- Invest in the development and well-being of our faculty, staff and students.
This website provides a summary of the 2025-29 UDM Strategic Plan as the institution reaches out to all stakeholders and invites them to participate in the implementation process. Here, you will find all strategies, initiatives, plan priorities, key performance indicator baselines and targets, as well as an implementation readiness checklist.
Strategic Plan Development and Purpose
The Detroit Mercy 2025-29 Strategic Plan is a living resource that serves as a touchstone for Detroit Mercy’s ongoing quest to fulfill its mission. In addition, the new five-year plan supports and reinforces major elements of the Detroit Mercy brand: academic excellence, a values-based education, excellent future outcomes and a thriving urban setting. Future rebranding efforts and marketing research will align with this strategic plan to provide support as the institution works toward a new sense of identity that builds pride in all stakeholders.
This strategic plan emphasizes enrollment growth, greater efficiency, return on investment and prosperity for the institution. The plan also establishes a number of tactical operations UDM will undertake to achieve the plan priorities and meet key performance baselines and target goals and objectives defined by the new plan.
These efforts are aimed at ensuring financial sustainability of the institution. The plan serves as a guidepost for resource allocation, fundraising efforts and alternative revenue sources.
Mission Alignment
The four primary goals of UDM’s new five-year strategic plan, in conjunction with the plan’s supporting strategies, reinforce the University’s mission and the heritage of our founding sponsors, the Society of Jesus and the Religious Sisters of Mercy, to maintain our commitment to the cura personalis for each student who chooses to pursue their educational goals at Detroit Mercy.
Strategic Plan Mission Statement
“University of Detroit Mercy is a nationally recognized leader in providing quality academic programs, fostering inclusive and transformative student experiences, demonstrating a steadfast commitment to sustainability and dedicating itself to the development and well-being of our faculty, staff and students.”
Institutional Priorities & Strategic Initiatives
Cultivate a Distinguished National Reputation
- Build student, employee and alumni pride
- Raise profile of the University
- Improve the quality of athletic programs
Drive Financial Stability
- Initiate a new comprehensive fundraising campaign
- Explore alternative revenue sources
- Expand recruitment activities and invest in new offerings
Provide an Outstanding Student Experience
- Expand student experiences
- Foster a sense of belonging for all
- Support student well-being
Strengthen the University Ecosystem
- Align campus master plan with institutional priorities
- Attract, hire and retain talented and productive administrators, faculty and staff
- Address sustainability and care for our common home
- Strengthen community partnerships and engagement
Key Performance Indicators
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Key Performance Indicator Definitions
Key Performance Indicator Definitions Key Performance Indicator (KPI) UDM Definition Enrollment Undergraduate Enrollment FTE (excluding Hubei and high school dual enrollment) Graduate Enrollment McNichols Graduate Programs FTE Professional Schools Enrollment Professional Schools FTE Non-degree enrollment Non-degree enrollment (certificates, badges, etc.) International students International student enrollment Retention and Persistence Retention Rate First-year full-time undergrad retention rate 4-year Graduation Rate Four-year graduation rate 5-year Graduation Rate Five-year graduation rate 6-year Graduation Rate Six-year graduation rate Employment/Outcomes 1-year Employment Rates The percentage of former students with reported earnings at one year after exit from the institution 2-year Employment Rates The percentage of former students with reported earnings at two years after exit from the institution Graduate School Enrollment Percentage of students that go on to graduate or professional schools Michigan Bar Exam Pass Rate NCLEX Pass Rate Well-being Employee Well-being Review and use results from employee surveys Student Well-being Review and use results from student surveys Financial Responsibility Operating Surplus Operating surplus percentage Endowment Endowment growth (annual, including additions and gains) Community Engagement Credit hours in community engaged learning courses Metrics of community engaged learning by students and faculty Employee Community Service Employee, excluding faculty, service days used External groups on-campus External groups on campus High Impact Practices Percentage of undergraduate students who are engaged in high impact practices -
Strategic Plan Themes, Priorities and KPIs
Theme, Priorities and KPIs Theme Map Lens Strategic Priorities Primary KPI Secondary KPI A Beacon of Change Clear Brand and Compelling Story | Elevating Reputation and Expanding Audience Cultivate a distinguished national reputation Enrollment Retention A Beacon of Change Clear Brand and Compelling Story | Elevating Reputation and Expanding Audience Cultivate a distinguished national reputation Enrollment Employment/Outcomes For Titans and Detroit Innovative Experiences and Programs | Enhancing Relevance, Impact, Flexibility and Scale Cultivate a distinguished national reputation Enrollment Community Engagement A Beacon of Change Diversified Revenues and Fundraising | Promoting Sustainability and Reach Drive financial stability Financial Responsibility A Beacon of Change Diversified Revenues and Fundraising | Promoting Sustainability and Reach Drive financial stability Financial Responsibility High Impact Practices A Beacon of Change Diversified Revenues and Fundraising | Promoting Sustainability and Reach Drive financial stability Financial Responsibility Enrollment For Titans and Detroit Individual and Local Connections | Prioritizing Inclusion, Appreciation and Well-being Provide an outstanding student experience Retention High Impact Practices For Titans and Detroit Individual and Local Connections | Prioritizing Inclusion, Appreciation and Well-being Provide an outstanding student experience Well-being Retention For Titans and Detroit Innovative Experiences & Programs | Enhancing Relevance, Impact, Flexibility and Scale Provide an outstanding student experience Well-being Retention A Beacon of Change Policies and Practices | Supporting Productivity and Meeting Workforce Needs Strengthen the University ecosystem Enrollment Retention A Beacon of Change Policies and Practices | Supporting Productivity and Meeting Workforce Needs Strengthen the University ecosystem Well-being For Titans and Detroit Digital and Built Environments | Fostering Belonging and Achievement Strengthen the University ecosystem Well-being Community Engagement For Titans and Detroit Individual and Local Connections | Prioritizing Inclusion, Appreciation and Well-being Strengthen the University ecosystem Community Engagement High Impact Practices
Team Members
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Co-chairs
- Pamela Zarkowski, Provost and VP for Academic Affairs
- Thomas Manceor, VP for Finance and Administration
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Planning Council
- Kristen Abraham, Professor of Psychology
- Sandra Alef, Director of Residence Life
- Mert Aksu, Dean, School of Dentistry
- Adam Bouton, Social Media and Web Specialist
- Jennifer Bowen, Associate Librarian, Dental School Library; President, MFA
- Tammy Batcheller, AVP for Facilities Management & Campus Services
- Jeff Bourgoin, Vice Chair, Board of Trustees
- Renee Courtney, Associate Professor of Nursing
- Shuvra Das, Professor of Mechanical Engineering, Director of International Programs
- Patrick Dorsey, S.J., Director of Development and Special Projects
- Renee Kettering, RSM, Director of Enterprise Applications
- Karen Lee, AVP for Academic Administration
- Rebecca Nowak, Director of Clinical Operations and Outreach, SOL; Chair, Strategic Planning and Budget, Facilities and Safety
- Robert Vowels, Director of Athletics
For questions about the strategic plan, please contact us at strategicplan@udmercy.edu.