Front Cover
MEETING THE NEEDS OF OUR TIME Strategic Plan 2016–2020
MOUNT MERCY UNIVERSITY
STRATEGIC PLAN MAP
2015–2016 TIMELINE FALL 2015 • President announced Strategic Planning Steering Committee • Conducted a University-wide discussion of higher education trends • Held listening/feedback/visioning sessions with students, faculty, staff, alumni, Sisters of Mercy, and faculty emeriti • University leadership and Strategic Planning Steering Committee reviewed feedback/input provided • Defined, gathered, and reviewed data • Developed timeline for planning • Finalized strategic plan themes
SPRING, SUMMER & FALL 2016 • Further analyzed data from campus listening/visioning sessions • Developed strategy map • Identified objectives, metrics, and outcomes for each theme • Engaged “Theme Teams” • “Theme Teams” identified strategies and initiatives to achieve desired outcomes • Drafted initial version of the strategic plan
Catherine McAuley, the foundress of the Sisters of Mercy, was committed to serving underprivileged women with compassion—to provide shelter, education, health care and work—aptly described as meeting the needs of her time. Catherine’s aim was visionary, eager to change the world. At her House of Mercy on Baggot Street, she and her coworkers used every resource at their disposal, and restructured life in their Dublin neighborhood with compassion and determination. Her work did, indeed, change the world. Mount Mercy University, one of her Sisters’ eventual ministries, was built on educational principles to meet our deepest ongoing human needs. As one of our resident philosophers said, “Our beginning point is to appreciate beauty and order; to value our history and context; to immerse ourselves in community; to reflect on our true purpose; to think deeply and critically; to be formed in virtue, justice and wisdom; to value the treasure of the natural world; to seek truth; to advance the common good.” Not only do we meet these perennial human needs through an excellent education, but we rise to meet the needs of our time as Catherine did, addressing specific social, technological, environmental, and political challenges and opportunities. Higher education is changing rapidly and is far from life in 19th century Dublin or Mount Mercy’s founding nearly 90 years ago. Disruption of higher education is inevitable. Discourse is difficult. The contours of university life in 2020 seem uncertain. We know that our enduring student outcomes of analytical depth, expert communication, purposeful lives, and a commitment to compassion and the common good have never been more important.
• Conducted information sessions with faculty, staff, and students
Throughout our collaborative strategic planning process—during which we have sought always to listen to the broadest spectrum of student, faculty, and staff voices—the following guiding themes continued to resonate. Our vision for Mount Mercy University, as a thriving Catholic and Mercy institution, is to leverage academic excellence and engage all in our compelling story. Those with whom we engage will view Mount Mercy as a great place to learn, work, and live.
• Assessed feedback provided from information sessions and made final changes
Our planning year brought us to an interesting conclusion, meeting the needs of our time is both our history and our future. I am grateful for the privilege of undertaking this ambitious plan with each of you.
• Finalized communication plan
Sincerely,
• Outlined milestone dates and project managers for all initiatives
This Strategic Plan Map provides a visual overview, beginning with our University mission and simultaneously working within four distinct, yet interconnected themes, to achieve objectives related to capacity, processes, resources, and stakeholders—all leading toward achieving our future vision.
• Strategic plan affirmed by the Board of Trustees, October 2016 Laurie Hamen, J.D. President 2
Strategic Plan 2016–2020 | Mount Mercy University
Strategic Plan 2016–2020 | Mount Mercy University
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SIGNIFICANT ENROLLMENT GROWTH
THEME 1:
Goals & Measurements of Success
STUDENT ENROLLMENT Fall 2015
Fall 2020
ACCELERATED ONLINE
1,000
75 GRADUATE
550
334 GRADUATE ONLINE
300
0
KEY NEXT INITIATIVES
OBJECTIVES 1
IMPLEMENT NEW ACCELERATED, ONLINE, AND GRADUATE ACADEMIC PROGRAM PIPELINES
Investigate and implement doctoral programs Expand accelerated, online, and online graduate programs 2
ALIGN PROCESSES AND STRUCTURES TO ENHANCE ACCELERATED, ONLINE, AND GRADUATE PROGRAM GROWTH
3
Review and adjust staffing, organizational, and academic structures Refine admission, financial aid, and enrollment processes Refine program and course approval processes
INVEST IN ACCELERATED, ONLINE, AND GRADUATE PROGRAMS
Implement the most effective staffing model for admissions, financial aid, and enrollment processes Implement a marketing plan to achieve enrollment growth objectives
4
MISSION EXPANSION AND GROWTH IN OUR REGION AND BEYOND
Create a virtual Catholic and Mercy experience for accelerated, online, and graduate students Expand strategic partnerships
TRADITIONAL FULL-TIME
942
1,300
TOTAL STUDENT ENROLLMENT
3,500 4
Strategic Plan 2016–2020 | Mount Mercy University
Analyze current major/program offerings and develop new major/program offerings for continued growth in accelerated, online, and graduate student enrollment
Develop a diversity recruitment plan for all student populations
Implement new models for graduate program delivery, potentially including: • Hybrid online and in-person programs • Bachelor-master’s combination programs Identify new recruitment pipelines for traditional student populations including: • New athletic programs • New online programs with local community colleges • New English as a Second Language (ESL) pathway program Identify solutions to future capacity barriers for student enrollment growth potentially including student housing and classroom space Review recruiting strategies and outreach efforts in all student populations (traditional, accelerated, online, and graduate)
THEME 1 — SIGNIFICANT ENROLLMENT GROWTH Catherine McAuley and the Sisters of Mercy have always been models for serving those in need in the most contemporary way using the motto “meeting the needs of our time.” Like its founding order, Mount Mercy College recognized in the 1960s the importance of expanding its mission to become a coeducational institution; in the 1980s Mount Mercy pioneered accelerated degree programs for working adults; and in 2010, the institution became a university with a growing suite of graduate as well as undergraduate offerings. Thriving institutions meet the needs of their time by quickly launching new programs to meet student learning needs with new formats, delivery systems, pedagogies, and structures. Clearly the University has grown and changed to meet the needs of its time. In unison with Mount Mercy’s commitment to enrollment growth of traditional undergraduate students, we are well positioned to give new attention to significantly growing accelerated, online, and graduate programs. We seek to create additional opportunities for the growing numbers of older or place-bound students pursuing career credentials while becoming even more committed to the most contemporary teaching of traditional undergraduate students. In an era of increased competition for a shrinking pool of traditional-aged students, sustained enrollment growth will depend on more than just new program development. The changing landscape of higher education also requires that the University invest in new techniques to recruit, support, and graduate an ever-growing number of students from traditionally underserved backgrounds. With our mission and goals to guide us, Mount Mercy will grow enrollment by meeting the needs of our community and of our time. Strategic Plan 2016–2020 | Mount Mercy University
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THEME 2:
LEVERAGING LEARNING EXPERIENCES
Goals & Measurements of Success
IMPROVE
PERSISTENCE & GRADUATION RATES for all student populations
TRADITIONAL STUDENT GRADUATION RATE OF
68%
by Fall 2020
64.7% Fall 2015
First-time, full-time traditional students’ first-year to secondyear persistence rate to
85% by Fall 2020 from
77.6%
in Fall 2015
IMPROVE
STUDENT CONNECTION WITH FACULTY
OBJECTIVES
1
RESHAPE MENTORING MODELS TO MAXIMIZE STUDENT SUCCESS
Strengthen the first-year experience for traditional students, including a revitalized advising/mentoring system which incorporates best practice persistence initiatives 2
DEVELOP AND INVEST IN INNOVATIVE PROGRAMS THAT MEET THE NEEDS OF OUR TIME
Develop and implement an ongoing program to advance faculty growth in innovative pedagogy Assess and implement academic programs for traditional students that meet the needs of our time
Develop and implement the most effective staffing model to strengthen first-year experiences and revitalize advising/mentoring systems Invest in instructional support for faculty, for example, preparing more faculty and departments for online teaching 3
TRANSFORMATIVE LEARNING EXPERIENCES Implement a pilot program to track and record individualized student experiential learning plans
KEY NEXT INITIATIVES Implement a robust persistence plan that includes a
specific plan for traditionally disadvantaged students: • Students of color • Low-income students • First-generation students
Increase the number and percentage of students who
complete both a liberal arts and a professional program major or major/minor
Increase participation in service learning Pilot models with flexible contact hour options Adjust the core curriculum to meet the needs
of our time Launch an enhanced approach to career development
that significantly increases: • Students accepted to graduate schools • Students completing internships
Invest in additional traditional student academic programs
Attract and retain larger numbers of students with high academic credentials by growing the Honors Program
Implement a comprehensive student-athlete
leadership program
Measured by meeting or exceeding peer institutions on related
NATIONAL SURVEY OF STUDENT ENGAGEMENT (NSSE) questions
INCREASE
EXPERIENTIAL LEARNING (i.e. research, service learning, internships/ practica/clinicals, study away)
100% of students complete as part of academic program
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Strategic Plan 2016–2020 | Mount Mercy University
Measured by significant improvement on specific NATIONAL SURVEY OF STUDENT ENGAGEMENT (NSSE) questions
THEME 2 — LEVERAGING LEARNING EXPERIENCES For more than 85 years, Mount Mercy University has served the educational needs of the time through an unwavering commitment to academic excellence and compassionate service. Higher education has evolved in ways that, at first glance, appear to prioritize career outcomes over other essential aspects of earning a college degree. However, national surveys of employers continue to show that skills typically developed through curriculum with a strong liberal-arts foundation (such as critical thinking, problem-solving ability, and communication skills) are critical to success. Additionally, the 2014 Gallup-Purdue Index lists factors that most impact a graduate’s ability to thrive in the workplace and lead a successful life. They include the importance of strong mentoring relationships and experiential learning (i.e. internships, clinical experiences, semester-long projects, study abroad, and service learning activities). Building on the unique heritage of an effective liberal arts core and outstanding, integrated professional programs, the future academic offerings at Mount Mercy will leverage these experiences while identifying new programs and new delivery methods—to meet the needs of our students and our community. Always true to our Mercy values within the Catholic intellectual tradition, the institution will invest in new ways to provide continuing and expanded opportunities for transformative learning experiences within an environment that encourages self-reflection, purposeful living, and serving the common good. Strategic Plan 2016–2020 | Mount Mercy University
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THEME 3:
OBJECTIVES
ENGAGING ALL IN OUR COMPELLING STORY
1
Goals & Measurements of Success
ANNUAL STUDENT APPLICATIONS Fall 2015 Fall 2020 ACCELERATED
ACCELERATED ONLINE
Fall 2020
GRADUATE
500 226
293 102
Fall 2015
1,000
GRADUATE ONLINE
5,000
0
1,500
TRADITIONAL FULL-TIME
1,602
3,000
Goals & Measurements of Success
ANNUAL GIFTS & CONTRIBUTIONS FALL 2015 $1,100,000
$2,000,000
Annual Business-toBusiness Giving Campaign
$100,000
$200,000
Annual Catherine McAuley Scholars Campaign
$40,000
$160,000
12.3%
20%
Faculty & Staff Giving %
34%
50%
New Campaign Gifts
N/A
$3,000,000
Total Annual Fund Giving
Alumni Giving %
8
Strategic Plan 2016–2020 | Mount Mercy University
FALL 2020
POSITION MARKETING AND COMMUNICATION EFFORTS FOR SUCCESS
Prioritize external marketing while meeting internal communications needs Implement a comprehensive fundraising plan to increase philanthropy
DEFINE RELEVANT AND COMPELLING MESSAGING
2
Create and implement a testimonial and story capturing system Define our value proposition and key brand messages and communicate them University-wide Create an ongoing Catholic identity and Mercy values initiative for students, faculty, and staff
Completely redesign our web platform
Implement an enhanced customer relationship management (CRM) system platform Improve internal communication systems and processes
Implement a plan to engage more youth and youth groups in summer programming opportunities
INVEST IN CAPTURING AND TELLING OUR STORY
3 4
KEY NEXT INITIATIVES
Invest financial resources in an effective system for capturing testimonials and stories Invest financial resources in communicating key brand messages to target audiences Invest financial resources in an ongoing Catholic identity and Mercy values initiative for students, faculty, and staff
INCREASED REPUTATION AND VISIBILITY OF THE UNIVERSITY
Strengthen our web presence and social media marketing Create an ongoing outreach program to reach key Iowa Catholic constituencies
THEME 3 — ENGAGING ALL IN OUR COMPELLING STORY Mount Mercy was recently named the best private institution in Iowa and, nationally, a top 150 college by Money magazine based on factors related to our graduate outcomes, academic commitment, affordable tuition, and low student debt. U.S. News & World Report recognized Mount Mercy as one of the top 50 universities in the Midwest. Student enrollment reflects greater numbers of students coming from outside of Iowa and from 26 other countries. Clearly, the University’s reputation is on the rise. Yet, at the same time, higher education is under great scrutiny. Across the nation, debate occurs on the value of a college degree, the higher education business model, and higher education’s relative distinctiveness. Mount Mercy must overcome the fact that many stakeholders are unaware of the value and relevance of the transformative educational experiences Mount Mercy offers, or the ways our students, faculty, staff, and alumni make a difference every day. The needs of our time require that we capture our rich stories, communicate the relevance of our academic approaches, highlight the successful outcomes of our alumni, and engage all in our compelling story.
Strategic Plan 2016–2020 | Mount Mercy University
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THEME 4:
A GREAT PLACE TO LEARN, WORK & LIVE
Goals & Measurements of Success Mount Mercy University is NAMED to the
CHRONICLE OF HIGHER EDUCATION’S
GREAT
COLLEGES
TO WORK FOR LIST
90% of
faculty and staff rate compensation on annual surveys as a
3 OR HIGHER
on a SCALE OF 1–5 Fall 2015 rating = 1.91
OBJECTIVES
1
DIRECT RESOURCES TO PEOPLE, TECHNOLOGY, AND SPACES
2
Implement a multi-year plan to improve faculty and staff salaries Invest in a comprehensive, campus-wide technology plan Transform student living, dining, and social spaces Invest in a strategic plan to increase and improve academic spaces, including a plan to maximize the use of the graduate center Implement a multi-year capital projects and campus facilities improvement plan
CREATE PATHWAYS TO STAFF DEVELOPMENT AND RECOGNITION
Implement a robust staff leadership development program and a staff recognition program
3
PROVIDE A VIBRANT ENVIRONMENT REFLECTING MERCY VALUES Strengthen ongoing orientation programs for new students, faculty, and staff
KEY NEXT INITIATIVES Review all University policies and processes to enhance student-centeredness Commit to a campus-wide environmental sustainability program Increase health and wellness initiatives Launch initiatives that foster faculty and staff participation at campus events and increase student engagement potentially including: • Adding a second regularly-occurring open time slot • Creating a measurably more vibrant student weekend culture Develop more student affiliation groups, for example a Hispanic/Latino organization Increase opportunities for students, faculty, and staff to perform volunteer service, and for employees to utilize volunteer days/hours Increase support for continuing education and professional development for faculty and staff
Significantly INCREASE
STUDENT RATINGS of
ENGAGEMENT WITH FACULTY and PERFORM BETTER THAN peer institutions in the amount of growth in engagement from first-year to senioryear, as measured by NSSE questions
Significantly
BETTER THAN PEER INSTITUTIONS
Students identify Mount Mercy University as a
place they would choose again as measured by NSSE questions
INCREASE
FACULTY & STAFF PARTICIPATION at University events 10 Strategic Plan 2016–2020 | Mount Mercy University
THEME 4 — A GREAT PLACE TO LEARN, WORK & LIVE The hallmark of a Mount Mercy education continues to be the excellent individualized attention each student receives from our dedicated faculty and staff. Commitment to ensuring that students are always at the forefront of our approach compels us to regularly review pedagogy, delivery systems, policies, plans, tools, and places from a student-centered perspective. Recruiting and retaining talented faculty and staff is paramount to our future success. Attention to new approaches and continuous improvement to our learning, living, working, and social spaces is necessary for effective engagement, for real learning, and for personal and professional growth. Ensuring Mount Mercy has the technological, space-related, and financial resources to meet the ever-changing needs of educating students is a priority. Providing competitive pay structures and the professional support and tools for all to thrive, while reaffirming our mission, is essential as we confirm that students always remain at the center of everything we do.
Strategic Plan 2016–2020 | Mount Mercy University 11
STRATEGIC PLANNING STEERING COMMITTEE Steering Committee Co-Chairs: Rob Callahan & Kathryn Hagy
Ayman Amer, Associate Professor of Economics Doug Brock, Vice President for Finance Rob Callahan, Vice President for Administrative, Enrollment & Student Services Tom Castle, Associate Provost & Director for Academic Innovation Bryan Cross, Assistant Professor of Philosophy Terri Crumley, Assistant Vice President for Enrollment & Dean of Admissions Dennis Gehring, Assistant Director of Facilities Brenda Haefner, Vice President for Development & Alumni Relations Kathryn Hagy, Professor of Art, Department Chair Laurie Hamen, President Jan Handler, Provost Kristopher Keuseman, Associate Professor of Chemistry Joy Ochs, Professor of English, Faculty Chair Ryan Scheckel, Head Cross Country Coach Sister Shari Sutherland, Vice President for Mission & Ministry
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