GROW ENROLLMENT
STRATEGICALLY
STRATEGIC ACTION #1
Stabilize the institution’s total enrollment and develop a plan for future enrollment growth.
ACTION OWNERS
Caitlin Clark and Rodney Dick
GOAL #1
Secure a fall 2025 undergraduate incoming new student class – first-year, transfer, and international – of 645.
GOAL OWNER
Caitlin Clark
FALL 2024 UPDATE
As of January 9, 2025, the total number of paid students for the fall of 2025 is currently 156, which is 12% ahead of yearto-date numbers last year. Application volume and visits are comparable to the previous year, and admits are trending ahead. As spring approaches, athletic recruitment, yield, and melt numbers will determine the institution’s ability to meet this goal.
SPRING 2025 UPDATE
As of July 1, the number of paid undergraduate students for the fall of 2025 is 715. While this is slightly behind last year’s pace, first-year enrollment is showing strong momentum. There are opportunities to grow in transfer enrollment, which currently trails expectations, and to support international students through the melt period. With focused efforts on boosting transfer conversions and mitigating melt, we’re well-positioned to strengthen our final numbers and well outpace our budget target of 600 new students.
GOAL #2
Secure a fall 2025 returning student class of 1,317 to 1,340.
GOAL OWNER
Rodney Dick
FALL 2024 UPDATE
An update will be available in the spring/summer of 2025.
SPRING 2025 UPDATE
As of July 1, returning student numbers indicate that we are on pace to reach this goal in the fall of 2025. Final numbers will be available following the freeze date on September 8, 2025.
GOAL #3
Secure a total graduate enrollment of 275.
GOAL OWNER
Caitlin Clark
FALL 2024 UPDATE
Spring enrollment for MBA and M.Ed. is comparable to previous years, and summer enrollment for the PA program is on pace to meet program capacity (40). The PT and MSN
programs have begun admitting students and are accepting deposits. The OT program cannot accept applications yet, but marketing efforts are underway to build the inquiry pool.
SPRING 2025 UPDATE
The PA program launched with a full cohort of 40 students, and PT is on track to enroll 30 or more. Currently, the MSN program is being restructured around the FNP certificate. The M.Ed. and MBA programs are both on track for strong fall starts. In addition, the M.Ed. program has added three certificate programs that are performing above expectations. Finally, the OT program has seven paid students, as of July 1, for the first cohort, and will continue rolling admission efforts until the fall start date.
GOAL #4
Refine Preview and Orientation and our other handoffs between admission and services that support new students.
GOAL OWNER
Caitlin Clark and John Frazier
FALL 2024 UPDATE
Conversations regarding Preview and Orientation, math placement, student accounts and network support, and the engineering summer bridge program have taken place to identify ways to better support students and refine processes.
SPRING 2025 UPDATE
In continued efforts to refine handoffs, the Office of Admission has completed training with the Office of Residence Life, continued to support Preview and Orientation, offered continued Slate training to Go-To Raiders, and added a dashboard of summer tasks to Slate to allow us to identify students who are not moving through checklist items to offer support.
GOAL #5
Raise the bar with key admission milestones, including search, campus visits, admission acceptance, financial aid awarding, and deposits.
GOAL OWNER
Caitlin Clark
FALL 2024 UPDATE
Meetings have been held with prospective search partners and a goal to identify a search partner in February has been set. An aggressive timeline in financial aid packaging was pursued compared to our OAC counterparts.
SPRING 2025 UPDATE
Mount Union selected EAB as its new student search partner and collaborated with them to design new campaigns launching in the summer of 2026. The University continues to work with RNL on financial aid strategy, with a planning meeting scheduled for late July.
STRATEGIC ACTION #2
Make every possible effort to keep a Mount Union education financially and academically accessible to new and returning students of all backgrounds.
ACTION OWNER
Logan Aguiniga, Caitlin Clark, William Cunion, and Patrick Heddleston
GOAL #1
Enhance affordability for new students through competitive pricing and financial aid leveraging.
GOAL OWNER
Caitlin Clark and Patrick Heddleston
FALL 2024 UPDATE
The University increased its college-awarded aid by approximately $2,000 per student, resulting in an additional $1.2 million in financial aid packaging. Merit scholarships for international students were increased to match those available to domestic students, and the Hall Scholarship was introduced to provide additional support for international students. The Transfer Pell Opportunity Grant and the Transfer Manzilla Award were established to enhance financial aid opportunities for transfer students. First-year domestic students benefited from a partnership with Say Yes Cleveland and an additional Choose Ohio First grant, which provided scholarship funding for former CCP students pursuing STEM fields. The University also increased grants for Pell-eligible students to fully cover tuition costs and reduced tuition for its Doctor of Physical Therapy program by nearly 10% to improve affordability and competitiveness in the marketplace.
SPRING 2025 UPDATE
We continue to make strong progress in enhancing affordability and access for new students through strategic financial aid leveraging. Our first-year discount rate has steadily increased over the past three years – from 63.9% in 2023, to 65.2% in 2024, and now 66.5% in 2025 – resulting in a lower overall net price for students, even with only modest increases in tuition and fees. We anticipate gaining further insight into how our net price compares to peer institutions when the IPEDS data is released this fall, and we look forward to additional recommendations following the upcoming campus visit from our financial aid consultant, RNL, at the end of July.
These efforts have already yielded significant results: Fall 2024 welcomed our largest incoming class ever, with 743 new students at the freeze date. Financial aid packages for new freshmen averaged more than 65% off the list price, and the increased enrollment volume generated over $3 million in incremental revenue. Additionally, the cost reduction in the physical therapy program has led to its first full class in several years for the fall of 2025, and a new affordable online occupational therapy program is set to launch this fall.
GOAL #2
Leverage the 2024-2025 timeline for FAFSA and continue to provide a high level of support for students and families.
GOAL OWNER
Caitlin Clark
FALL 2024 UPDATE
The University was strategically the first OAC institution with financial aid offers to families, and evening calls are being made to families to walk them through the offers. Visits have been made to more than 20 local high schools this fall – and several of those schools multiple times – to offer financial aid presentations and FAFSA Nights. A FAFSA completion event was held on campus to allow families to come in for individualized help completing the FAFSA, and the financial aid team has also been utilizing the new Financial Aid Facebook page to educate families on the FAFSA and other financial aid processes.
SPRING 2025 UPDATE
The Office of Student Financial Aid has continued to proactively support students and families throughout the 2025–2026 FAFSA cycle. Our team remained ahead of schedule in processing FAFSAs and provided individualized assistance to ensure families could navigate the process. We successfully packaged returning students early, allowing award notifications to be sent out prior to spring registration. This early outreach helped students plan ahead. As of this update, our FAFSA filer rate for all admitted students stands at 66.7%, a notable increase from 58.6% at this time last year. We are working toward meeting our goal of 72% by the end of the cycle. Looking ahead, the 2026–2027 FAFSA is scheduled to enter beta testing in August, with the official launch set for October 1. In preparation, our financial aid team is already scheduling Financial Aid Night presentations and FAFSA completion events to continue our commitment to access and support.
GOAL #3
Focus fundraising efforts on affordability initiatives – endowed scholarships, the Mount Union Fund, the Student Emergency Fund, and the President’s Rescue Fund.
GOAL OWNER
Logan Aguiniga
FALL 2024 UPDATE
As of December 31, 2024, the Mount Union Fund has raised a total of $726,358 toward its goal. Of this total, the Student Emergency and President’s Rescue Funds make up $92,520 for students in dire financial need. A total of $730,437 in cash and pledges for endowed scholarships has been secured this fiscal year, and the Choose Ohio First grant brought in $283,500 for student aid.
SPRING 2025 UPDATE
Our preliminary end-of-fiscal-year reports show that the Mount Union Fund raised $1.46 million. Of this total, the
Student Emergency and President’s Rescue Fund accounts for $154,860 for students in dire financial need. Additionally, $4.3 million has been secured toward the endowment, and we received $283,500 from the Choose Ohio First grant for student aid. This year was marked by significant estate bequests.
GOAL #4
Partner with a third party to evaluate purchasing and annually renewing contracts for efficiency and cost savings.
GOAL OWNER
Patrick Heddleston
FALL 2024 UPDATE
A third-party partnership with Windfall has been formed to assist in seeking cost savings. Windfall is working through recurring contracts for various areas of campus, including IT, insurance, healthcare, and utilities, to seek opportunities for the University.
SPRING 2025 UPDATE
Mount Union continues to work with Windfall to identify cost savings. In addition, we’ve achieved notable cost savings in several areas. For example, property and casualty insurance rates were reduced for the 2024-2025 fiscal year, and we anticipate saving approximately $30,000 annually on athletic bus contracts beginning in 2026. Additionally, in collaboration with an external consultant, we’re actively exploring energy conservation strategies to reduce electricity expenses during the summer months – an effort that aligns with both our sustainability goals and financial stewardship.
STRATEGIC ACTION #3
Explore new and elevate existing programs – academic, athletic, and co-curricular – that are relevant, drive enrollment, and ensure success after graduation.
ACTION OWNER
William Cunion, John Frazier, and Michael Parnell
GOAL #1
Advance the institution’s focus on artificial intelligence through faculty development, fundraising for the Center for Data Science and Artificial Intelligence, and the establishment of guiding principles.
GOAL OWNER
Logan Aguiniga, William Cunion, and Tina Stuchell
FALL 2024 UPDATE
Leadership met with the Timken Foundation to discuss Mount Union’s AI initiatives, receiving positive feedback, and efforts are underway to support academic leadership in potentially establishing an AI Advisory Council. Progress on the Center for Data Science and Artificial Intelligence is on track, with 26 faculty members completing the first phase of an AI development program and many updating courses or
program curricula. Outreach efforts include presentations to the Chamber of Commerce to raise awareness of AI initiatives. AI guiding principles for the institution have been developed, with additional input and support from the Student Senate, and the Office of Information Technology is preparing for the early adoption of Microsoft Copilot, including implementation, training, and usage for faculty and staff.
SPRING 2025 UPDATE
Four alumni were appointed to the Data Science and Artificial Intelligence (DSAI) Advisory Council and connected with university leadership and program faculty, and the AI Center will be constructed in the summer of 2025.
Fifty early adopters received Teams Premium and Copilot 365 licenses, and training has been provided. Additional licenses were requested and approved through the budget process. Teams Premium will be deployed to all faculty and staff in August. Copilot 365 will be expanded for 50 individuals. In addition, the AI governance group is being formed to help oversee security and policy development.
Faculty development efforts were completed on schedule, yielding a wide range of outcomes. While some faculty are still refining how they integrate AI into their teaching, many are already exploring more advanced applications. At the May Board of Trustees meeting, three faculty members showcased innovative uses of AI in their classrooms, highlighting the creativity and momentum building across campus. We continue to lead among our peers in this space, and while others are making progress, we’re focused on maintaining our edge through continued investment and collaboration.
GOAL #2
Launch the new Master of Science in Nursing (MSN) in the fall of 2024 and the Master of Science in Occupational Therapy (OT) in the fall of 2025.
GOAL OWNER
Caitlin Clark, William Cunion, and Patrick Heddleston
FALL 2024 UPDATE
Funds have been set aside in the strategic planning budget to assist in hiring new faculty and staff for both programs and provide funds for start-up costs, marketing, and the purchasing of names of potential students for the programs. The MSN program started in the fall with six full-time students and is accepting and enrolling students for both summer and fall 2025. MSN recruitment efforts include an ongoing digital marketing campaign, name buys, and virtual information sessions. The OT program has received HLC approval, which allowed the institution to launch a web page and collect inquiry information. While OT applications cannot yet be accepted, the enrollment team is nurturing leads to build a strong pool. The institution is waiting for official word on HLC and ACOTE approval, but all signs are pointing in the right direction. Two OT faculty members have been hired, and a third is being sought. OT course builds are going well.
SPRING 2025 UPDATE
The MSN program is undergoing a period of strategic reassessment. We are actively collaborating with the dean of graduate studies and the director of nursing to refocus our efforts – particularly around the FNP certificate, which shows strong potential. The ENP certificate has been placed on hiatus, and we’ve transitioned leadership following the departure of the program director. These changes present an opportunity to realign the program with student demand and institutional strengths, ensuring a more sustainable path forward. The program will welcome its second cohort in the fall of 2025. The addition of the FNP certificate will require the development of a new application, new website content, and communication strategies beginning this summer.
As of July 1, the OT program has seven paid students for the inaugural class. There are still students actively applying and working through the interview process as well. All fall courses have been developed, and over half of the total curriculum (12 out of 22 courses) is already fully built. Several 3+2 pathway programs, such as biology to OT, have received faculty approval, creating exciting new entry points for students. The program is also well-supported with three full-time faculty members and dedicated administrative support in place.
GOAL #3
Launch women’s wrestling and begin a preliminary exploration of bowling as an intercollegiate sport.
GOAL OWNER
Michael Parnell
FALL 2024 UPDATE
The University started a new athletic program in women’s wrestling with 16 on the roster.
SPRING 2025 UPDATE
The women’s wrestling program has 24 incoming student-athletes for the fall of 2025. In addition to exploring bowling as another sport, flag football for women has generated significant interest within the conference and nationally. Several schools are considering a club team to start, which would then grow into an intercollegiate sport.
GOAL #4
Grow the strategic planning fund for new program development.
GOAL OWNER
Patrick Heddleston
FALL 2024 UPDATE
In 2023-2024, the Board approved the designation of the entire $425,000 operational surplus to the strategic planning fund.
SPRING 2025 UPDATE
The University anticipates contributing over $800,000 to the Strategic Planning Fund in 2025 to support new initiatives in
marketing, curriculum development, and the launch of the OT program. Funds will also support future graduate program development.
GOAL #5
Initiate a combined academic and economic review process for all academic programs
GOAL OWNER
William Cunion
FALL 2024 UPDATE
A site on D2L has been launched that includes program-level data with a dashboard of student numbers, class sizes, instructor loads, and financial worksheets that provide the costs and revenues of programs. Two faculty committees are working with academic departments to work with this information in ways that will inform decision-making.
SPRING 2025 UPDATE
Since the launch of the PACE process last August, collaboration among the Resources and Planning Committee (RPC), Committee on Assessment (COA), Office of Institutional Effectiveness, and the dean of undergraduate studies has driven meaningful progress across departments. Each department successfully published its Program Learning Outcome Map and submitted a status report identifying current achievement levels and outlining plans for full assessment in the 2025-2026 academic year.
RPC also released financial data for the 2023-2024 academic year and engaged departments in thoughtful analysis of course rotations, low-enrolled classes, and opportunities for increased efficiency, recruitment, and innovation. Productive conversations have already taken place with some departments to explore their margin data and identify strategic opportunities.
In addition, RPC has introduced a new process that leverages PACE to inform and strengthen recommendations related to faculty hiring – ensuring alignment with both academic priorities and resource stewardship.
STRATEGIC ACTION #4
Enrich the campus, its properties, and its perimeter to provide a modern and engaging experience for all students.
ACTION OWNER
Patrick Heddleston and Lee Smith
GOAL #1
Reopen King Hall for undergraduate student housing for the fall of 2024.
GOAL OWNER
John Frazier
FALL 2024 UPDATE
King Hall was reopened in the fall of 2024 and is currently housing 105 first-year students.
SPRING 2025 UPDATE
This goal was completed in the fall of 2024.
GOAL #2
Explore campus projects and supportive fundraising efforts related to housing and athletic facilities.
GOAL OWNER
Logan Aguiniga and Patrick Heddleston
FALL 2024 UPDATE
The second phase of a renovation and upgrade to the Hoover-Price Campus Center was completed at a cost of $2 million, which included the dining hall, conference rooms, hallways, and north patio. About $400,000 was spent on the purchase and renovation of the Alpha Chi Omega House, through a lease agreement with the national sorority, to house five students. In addition, a significant upgrade to the west stands in Kehres Stadium was completed, at a cost of $475,000, to update the seating, structure, and aesthetic.
SPRING 2025 UPDATE
The University is making progress on a range of capital projects that support academic innovation, student experience, and campus visibility. Planning is actively underway to evaluate both the cost and fundraising feasibility for several major initiatives, including the renovation of the OT/PT facility on Simpson Street, a second indoor athletic and recreation building with artificial turf, and comprehensive upgrades to Chapman Hall’s north and south entrances.
Several other projects are already in motion or nearing completion. The University has successfully acquired and renovated one sorority house, with a second – Alpha Xi Delta – on track for completion this summer. We’ve also completed significant upgrades to the campus center, IT network, and stadium over the past two to three years.
Looking ahead, King Hall will receive a summer facelift, and a new LED sign on West State Street will improve communication about campus and community events. The AI and Data Science Center in Oak Hall is set to open in the fall of 2025. Additionally, new pickleball courts are being added to enhance recreational offerings for students.
GOAL #3
Consider the development of a campus master plan.
GOAL OWNER
Patrick Heddleston
FALL 2024 UPDATE
An update will be available in the spring/summer of 2025.
SPRING 2025 UPDATE
A final plan from MKSK was presented to the Board of Trustees and Aultman Alliance Hospital. Discussions are ongoing regarding development opportunities between the two campuses.
GOAL #4
Implement additional phases of information technology network deployment to include a state-of-the-art network, safety upgrades, data security, and classroom technology.
GOAL OWNER
Patrick Heddleston and Tina Stuchell
FALL 2024 UPDATE
Phases 1 and 2 of the campus infrastructure project are mostly complete. The network upgrade of new electronics, including wireless, was implemented in the summer of 2024.
SPRING 2025 UPDATE
The University continues to make strong progress in modernizing its IT infrastructure and enhancing campus technology. This summer, we are implementing a series of strategic upgrades totaling $700,000, including air conditioning improvements and water sensor installation in the Operations Center, classroom multimedia enhancements, data protection software, firewall replacements, and VDI server upgrades.
Notably, the firewall upgrade was successfully completed in Spring 2025, and the Board of Trustees has approved Phase III of our infrastructure plan. This next phase includes additional firewall and licensing upgrades, and thanks to savings from Phase II, we were able to complete HDMI upgrades in five multimedia classrooms and an AC upgrade in the Network Operations Center. Anticipated savings from Phase III will help fund the second half of the VDI server implementation.
BOLSTER STUDENT
RETENTION
STRATEGIC ACTION #1
Continue to build upon our solid foundation in advising, retention, and specialized student support programs.
ACTION OWNERS
William Cunion and Rodney Dick
GOAL #1
Stabilize fall-to-fall retention at 72-75% based on this fall’s incoming class size.
GOAL OWNER
Rodney Dick
FALL 2024 UPDATE
An AI retention model has been developed that can identify those incoming students who may have retention challenges based on a variety of factors using historical data. Based on the model, the characteristics of the fall 2024 entering class suggest a 68% retention for fall 2024 to fall 2025. A fall-to-fall goal to be 3-5% higher than the model has been established, and fall 2024 to Spring 2025 retention came in at 86.5%. Based on the fall-to-spring percentage of 86.5%, the institution is tracking toward 72% retention, surpassing the model within the 3-5% range.
SPRING 2025 UPDATE
As of July 15, retention of the fall 2024 cohort stands at 73.5%, exceeding both the original projection of 68% and our target range of 71–72%. Several retention-positive indicators are trending higher for this cohort, including a smaller percentage of student-athletes, a female-to-male ratio that favors higher retention rates, and stronger merit-based aid packages.
GOAL #2
Regularize and systematize feedback from students about their experiences and use this data to make improvements and streamline resources.
GOAL OWNER
Caitlin Clark, Rodney Dick, and Patrick Heddleston
FALL 2024 UPDATE
An update will be available in the spring/summer of 2025.
SPRING 2025 UPDATE
The Office of Admission continues to tag students with melt/ retention risk concerns and share this information with relevant campus offices for retention purposes. However, efforts to capture the “authentic” student voice remain a challenge, with most current feedback mechanisms being one-way.
GOAL #3
Refine and leverage the Retention Model to track retention trends, identify at-risk groups, and evaluate the effectiveness of retention strategies, and initiate strategic, systematized communications and interventions with students who demonstrate at-risk behavior.
GOAL OWNER
Rodney Dick
FALL 2024 UPDATE
A persistence score has been created for all students beyond their first year that predicts the likelihood that students will graduate in four years. The score has been integrated into Advise for returning students as the baseline of their risk score.
SPRING 2025 UPDATE
The retention score has been successfully integrated into student records and risk cards in the Ellucian Advise system for both new and returning students.
GOAL #4
Leverage the success of the Go-To-Raider program to reduce summer melt and help students transition successfully to college.
GOAL OWNER
Rodney Dick
FALL 2024 UPDATE
For the fall 2024 cohort, GTRs successfully connected with and scheduled classes for 681 of 732 deposited students (93%). The fall-to-spring retention for this cohort is currently 86.5%.
SPRING 2025 UPDATE
As of July 15, 2025, Go-To-Raiders (GTRs) have registered 617 of 680 students (90.7%) for Fall 2025. The GTR leadership team presented at the AICUO conference in June and will present at NACADA in October.
GOAL #5
Continue to implement the advising software, Ellucian Advise, and train advisors on the implementation of early intervention processes.
GOAL OWNER
Rodney Dick
FALL 2024 UPDATE
Advise training has been built for all new employees, the retention score has been integrated into the risk scoring cards (one measure of a student’s level of risk), and area-specific dashboards have been built to monitor specific student groups.
SPRING 2025 UPDATE
The team is gathering user feedback over the summer to refine processes in Advise.
STRATEGIC ACTION #2
Strengthen the student engagement experience by fostering community, leadership, activity, and belonging in a safe and welcoming environment.
ACTION OWNERS
Mark Black and John Frazier
GOAL #1
Support an exceptionally large incoming class by restructuring summer Preview and Fall Orientation, and appropriately adjusting engagement opportunities, including organizational involvement and campus activities.
GOAL OWNER
John Frazier
FALL 2024 UPDATE
A new format for Preview was piloted that shortened the event to a single day, and seven sessions were held, and the feedback regarding the revised format was very positive.
SPRING 2025 UPDATE
Although a few slight modifications to Preview were made for fall 2025 incoming students, the successful model piloted for the fall 2024 incoming class was continued due to its overwhelming success.
GOAL #2
Assist the cheer and dance programs through targeted fundraising initiatives.
GOAL OWNER
John Frazier
FALL 2024 UPDATE
The cheer and dance team held several fundraisers, and communication was sent to alumni of the programs soliciting donations.
SPRING 2025 UPDATE
This work is ongoing, and there are no additional updates at this time.
GOAL #3
Conduct a satisfaction survey to ensure student safety and the effectiveness of policies and procedures and use the feedback to make actionable change.
GOAL OWNER
Mark Black
FALL 2024 UPDATE
The institution has partnered with SMW consultants to build a Campus Culture Survey that will be live on campus early in the spring semester.
SPRING 2025 UPDATE
To meet and exceed expectations in the areas of Title IX, Title VI, and workplace culture, our focus during the 2024-2025 academic year was to lead with action, empathy, and strategic thinking. This approach allowed us to drive continuous improvement, use data to inform positive change, and actively seek feedback to ensure our communication and responsiveness remained effective and inclusive.
In partnership with the Ohio Department of Higher Education and SMW Consultants, we conducted a comprehen-
sive audit of our systems and structures in the fall of 2024. Their recommendations helped us identify opportunities to enhance our processes and better serve our campus community. As a result of this collaboration, we were able to lead proactively by identifying the need for a university-wide compliance structure before external pressures required it; foster collaboration by engaging stakeholders across campus and ensuring decisions were made inclusively, not in silos; align strategically by using the institutional Strategic Plan as a framework to guide every compliance-related decision; and build trust by maintaining open lines of communication, honoring diverse perspectives, and reinforcing our commitment to belonging.
These intentional efforts have made a measurable impact. The spring 2025 campus climate survey reflects meaningful progress, affirming that our work is resonating both within the campus community and with our external partners.
GOAL #4
Provide learning and feedback sessions for students related to inclusivity on campus.
GOAL OWNER
Mark Black
FALL 2024 UPDATE
During the fall semester, 10 student groups were engaged in discussions to assess campus inclusivity and identify ways to enhance learning and engagement.
SPRING 2025 UPDATE
In the face of potential federal funding loss, we activated the DCL Communication and Review Protocols, a campus-wide framework designed to ensure compliance while maintaining our commitment to the holistic development of students, faculty, and staff. The urgency of the DCL required a rapid, yet deeply collaborative approach anchored in transparency, shared responsibility, and strategic coordination across departments.
To operationalize our response, we built intentional and collaborative partnerships with vice presidents and executive leadership to align compliance efforts with institutional risk management while upholding strategic goals related to belonging, retention, and institutional distinction; academic and administrative directors, who conducted policy and program audits across the curriculum, departmental language, training content, and recruitment communications, all through the lens of compliance and mission alignment; and student organizations, who provided critical insight into the lived experiences of students affected by shifting federal policies. These student leaders served as co-creators in shaping community-building efforts that prioritized mental health, access, and identity-affirming spaces.
STRATEGIC ACTION #3
Foster an inclusive and accessible learning environment that allows students to feel a sense of belonging when engaging with content and learning experiences.
ACTION OWNERS
Mark Black and William Cunion
GOAL #1
Recommit to the fundamentals of quality teaching and learning.
GOAL OWNER
William Cunion
FALL 2024 UPDATE
The Academic Integrity Task Force has completed its review of academic misconduct principles and procedures, and the Faculty Development team hosted a workshop for all faculty teaching in the Integrative Core just before the spring semester to discuss “writing in the age of AI.”
SPRING 2025 UPDATE
This project has not only been completed – it has exceeded expectations. The Student Handbook was thoughtfully revised to reflect our current organizational structure and now emphasizes a formative, educational approach rather than a punitive one. In parallel, Stephen Craig and his team developed a D2L course that clearly outlines the academic misconduct process for faculty while also offering proactive strategies to help prevent cheating. Additionally, we’ve successfully transitioned to a new academic integrity platform, RumiDocs, replacing Turnitin. Early feedback from both faculty and students has been overwhelmingly positive, signaling a smooth and well-received implementation.
GOAL #2
Promote inclusive awareness with the goal of eliminating unconscious bias, inequities, and discrimination within academic content and curriculum.
GOAL OWNER
Mark Black and William Cunion
FALL 2024 UPDATE
The organizational team has gone into classes to discuss and bring awareness to this topic. Early discussions are underway regarding policy and the potential for an audit to assess inclusivity in processes and content goals, with planning focused on reviewing academic policies and handbooks.
SPRING 2025 UPDATE
Most efforts this spring focused on supporting faculty in navigating the evolving governmental landscape. In particular, the institution worked to foster open dialogue with faculty regarding recent developments – such as the Dear Colleague Letter and broader national conversations. This discourse has focused on fostering clarity and confidence to ensure faculty
feel supported in their academic freedom and instructional choices.
GOAL #3
Continue to integrate high-impact student support practices in FYS and UMU 100 to help students engage and increase their sense of belonging in the campus community.
GOAL OWNER
Rodney Dick
FALL 2024 UPDATE
Retention-forward practices in FYS, including a common syllabus, common assignments, and consistent attendance, grading, and AI policies, are being developed and refined. UMU 100, required of all provisionally-admitted students, is being refined, including allowing students to repeat the course for credit, converting the class to “graded” to bolster successful students’ GPAs, and requiring all “Good Academic Standing with Warning” students to take the class in the first half of the second semester of their first year.
SPRING 2025 UPDATE
No new updates are available for this goal, as there is a Re-imagining the IC Working Group meeting over the summer to plan some revisions to our general education over the next few years.
GOAL #4
Reconnect with our institutional history by creating promotional and educational materials that highlight Mount Union’s history as a college dedicated educating all people, videos, and other artifacts that capture Mount Union’s commitment as a place for everyone to be educated.
GOAL OWNER
William Cunion
FALL 2024 UPDATE
A NetVUE grant of $39,000 has been secured to develop materials to frame Mount Union’s history and identity in light of our current context.
SPRING 2025 UPDATE
This project is progressing well. In the spring of 2025, the NetVue grant team engaged with 18 campus constituent groups to introduce the grant, gather ideas for the archive, and explore how it could be used to reflect and support Mount Union’s evolving identity and mission. These conversations informed the development of a needs assessment report, and two student interns have since been hired to help craft a concise institutional history.
These foundational documents will be shared with stakeholders in the fall of 2025 to support the next round of conversations as the team begins building the archive. The project remains on schedule for a fall 2026 launch, and continues to reflect a thoughtful, inclusive, and mission-driven approach to preserving and sharing Mount Union’s story.
DEVELOP STRATEGIC PARTNERSHIPS
STRATEGIC ACTION #1
Partner with employers to explore programmatic development based on their training, continuing education, and degree-required needs.
ACTION OWNER
William Cunion
GOAL #1
Continue to explore certifications and other non-credit credentials.
GOAL OWNER
William Cunion
FALL 2024 UPDATE
Outreach with provosts and deans at other OAC schools is being conducted to benchmark these efforts.
SPRING 2025 UPDATE
We’re seeing encouraging momentum in our external engagement and partnership development efforts. Through the Center for Data Science and AI, we’ve placed students in internships focused on developing AI tools – an important step in building real-world experience and industry connections. While we’re still exploring how to expand these relationships into broader, more strategic partnerships, Colin Campbell has been actively opening doors through his work with the Alliance Chamber of Commerce, including multiple presentations this year.
In parallel, we’ve made exciting progress in forming partnerships with educational institutions. We now offer graduate credit opportunities – creating new revenue streams – through programs such as SHAPE America, the Canton Chamber Educational Bootcamp, the Bluecoats Band Director Camp, and most notably, we’ve become the exclusive continuing education partner for Stark County ESC. To support this growing demand, we’ve partnered with Ellucian to implement Instant Enrollment, a system that will allow us to efficiently manage high-volume training registrations and position us to scale quickly as new opportunities with external partners emerge.
GOAL #2
Engage members of institutional advisory councils in individual and corporate fundraising efforts that support designated academic areas.
GOAL OWNER
Logan Aguiniga
FALL 2024 UPDATE
The Office of Advancement has participated in the last two Engineering Advisory Board (EAB) meetings to engage those who serve as members. Meetings have been held with three members of the EAB since the fiscal year to enhance partnership efforts.
SPRING 2025 UPDATE
The collaboration between the School of Engineering and the Office of Advancement continues to gain momentum. Following a productive meeting with an Advisory Board member, the Engineering Advisory Board (EAB) has collectively committed to supporting an engineering scholarship. Engineering is actively developing a list of equipment needs to engage board members in mid-level giving opportunities that will directly benefit the School of Engineering. In addition, the team is exploring concepts for a potential First Energy Foundation proposal.
STRATEGIC ACTION #2
Enhance community and corporate partnerships, explore co-branding opportunities, and leverage our alumni network to allow for more community-engaged research and experiential learning for students.
ACTION OWNERS
Logan Aguiniga and Patrick Heddleston
GOAL #1
Build relationships with businesses in the Alliance and surrounding community to foster financial and networking support.
GOAL OWNER
Logan Aguiniga and Patrick Heddleston
FALL 2024 UPDATE
An update will be available in the spring/summer of 2025.
SPRING 2025 UPDATE
The advancement team secured 13 Schooler Lecture Sponsorships totaling $36,000 in advance of this year’s event featuring University of South Carolina Head Women’s Basketball Coach Dawn Staley in April. A call for athletic sponsorships went out to members of the Alliance Chamber of Commerce at the end of May, and our team is meeting with two members because of that communication in the coming weeks.
GOAL #2
Connect alumni with academic leadership and career services to enhance experiential and practical learning opportunities.
GOAL OWNER
Logan Aguiniga
FALL 2024 UPDATE
An update will be available in the spring/summer of 2025.
SPRING 2025 UPDATE
The Office of Advancement identified four alumni to serve on the Data Science and Artificial Intelligence Advisory (DSAI) Council and connected them with the vice president for academic affairs and DSAI Center faculty. In addition, we’re in
the early planning stages for a Zoom event that will connect current seniors with young alumni, offering a valuable opportunity to spotlight career advice and real-world insights.
GOAL #3
Review and explore new and creative opportunities for the improvement and expansion summer of summer camps and conferences.
GOAL OWNER
John Frazier
FALL 2024 UPDATE
Over the past year, we’ve seen steady engagement and strong utilization of our campus resources. In summer 2024, we successfully hosted 27 camps – 19 athletic, two academic, two musical, and four third-party group programs. Our facilities also supported a variety of community activities, such as dance recitals, meetings, and swim practice for the Alliance High School and Marlington High School swim teams.
SPRING 2025 UPDATE
As of July 1, 2025, the summer of 2025 is off to a great start with 25 camps already hosted or planned, including a potential new camp with the University of Toledo football team.
STRATEGIC ACTION #3
Partner with regional officials and community leaders to foster continued collaboration and enhance Alliance and its offerings.
ACTION OWNER
Gregory King
GOAL #1
Continue conversations with city and business leaders and MKSK consulting to develop a plan for improvements in Alliance.
GOAL OWNER
Gregory King and Patrick Heddleston
FALL 2024 UPDATE
An initial plan has been created by MKSK that involved a discussion between Aultman Alliance Hospital (AAH) and the University of Mount Union.
SPRING 2025 UPDATE
A final plan from MKSK has been successfully presented to both the Mount Union Board of Trustees and Aultman Alliance Community Hospital, marking a key milestone in this collaborative effort. Discussions are actively continuing around exciting development opportunities between the two campuses, with strong potential to enhance both institutional and community impact.
STRATEGIC ACTION #4
Collaborate with other institutions to offer academic pathways to enhance affordability and reduce the time it takes to earn a degree.
ACTION OWNERS
Bryan Boatright and William Cunion
GOAL #1
Continue to explore course-sharing options with other fouryear institutions.
GOAL OWNER
William Cunion
FALL 2024 UPDATE
OAC schools continue to express interest in such collaborations, but nothing to date has gotten off the ground. The University is in discussions about using the Acadeum platform for a closed consortium and measuring the potential impact.
SPRING 2025 UPDATE
There’s no new update regarding this goal for spring 2025. While overall enrollment trends continue to highlight the value of collaborative models for low-enrollment courses and programs, there is still untapped potential among OAC institutions to fully realize these partnerships that has yet to materialize into action.
GOAL #2
Lay the groundwork for the expansion of our College Credit Plus offerings as a pathway to enhancing affordability.
GOAL OWNER
William Cunion
FALL 2024 UPDATE
A full-time CCP coordinator has been hired to develop relationships with our CCP partners and recruit CCP students, and a new partnership has been developed with Marlington High School for engineering courses.
SPRING 2025 UPDATE
Our College Credit Plus (CCP) program continues to grow and make a meaningful impact. With strong leadership from our new coordinator and collaboration with our seven partner districts, we are now offering nearly 40 CCP courses across area high schools, serving approximately 600 students. This fall, we’re expanding our offerings with the launch of EGE 110 at Marlington High School.
In 2024–2025, we also hosted three CCP-related campus visits, welcoming around 75 high school students to experience campus life firsthand. While we are still monitoring the yield from CCP participation on our incoming class, these early engagement efforts are laying a strong foundation for future enrollment growth and deeper community partnerships.
POSITION
THE INSTITUTION FOR DISTINCTION
STRATEGIC ACTION #1
Continue to implement a brand and campaign that defines Mount Union’s distinctiveness.
ACTION OWNERS
Caitlin Clark and Dominic Golembiewski
GOAL #1
Implement the next phase of segmented prospective student communication utilizing the strategy developed in partnership with Carnegie.
GOAL OWNER
Caitlin Clark and Dominic Golembiewski
FALL 2024 UPDATE
The top two Dart personas have been incorporated to segment email communication to students, making communication more authentic to them and their interests and needs.
SPRING 2025 UPDATE
We’ve made strong progress in integrating our top two Dart personas into email communications and have successfully expanded their use across print materials. These personas – built from a blend of demographic and psychographic insights – give Mount Union a powerful tool for connecting with prospective students in more meaningful and personalized ways.
Looking ahead, we’re planning to extend the use of Dart personas into our transfer student communications, further enhancing our ability to engage and support a broader range of future Raiders.
GOAL #2
Utilize a new search engine optimization tool to expand the institution’s marketing reach via organic search.
GOAL OWNER
Caitlin Clark and Dominic Golembiewski
FALL 2024 UPDATE
BrightEdge is being implemented on the website to enhance SEO and user experience. Reporting dashboards are being created to monitor keyword performance and page rankings effectively.
SPRING 2025 UPDATE
We’ve made steady and impactful progress in optimizing our SEO strategy through BrightEdge. Our team continues to refine keyword groups, expand topic clusters across more academic programs, and develop new content to strengthen our digital presence. Recent enhancements to the BrightEdge platform have significantly improved our workflow and efficiency, allowing us to access key metrics – such as keyword performance and content recommendations – directly in-browser for faster, more informed decision-making.
We’re also now able to view comparative insights on competitor sites, helping us stay ahead in a competitive landscape. In addition, we’ve begun exploring BrightEdge’s new AI Catalyst beta, including the AI Brand Presence feature, which provides valuable visibility into how Mount Union appears in AI-driven search platforms like ChatGPT and Google AIO.
STRATEGIC ACTION #2
Build our brand presence on campus through an environmental marketing strategy that highlights our students and alumni.
ACTION OWNERS
Caitlin Clark, Melissa Gardner, and Dominic Golembiewski
GOAL #1
Continue to expand environmental marketing opportunities in the Capers Press Box, Hoover-Price Campus Center, Giese Center for the Performing Arts, and McPherson Academic and Athletic Complex as part of the capital budget.
GOAL OWNER
Caitlin Clark, Melissa Gardner, Dominic Golembiewski, and Patrick Heddleston
FALL 2024 UPDATE
The environmental marketing efforts in the Capers Press Box and Hoover-Price Campus Center have been completed.
SPRING 2025 UPDATE
Environmental marketing efforts across campus are progressing with great momentum. At the McPherson Academic and Athletic Complex facility, wall murals have been fully installed, and all graphics have been printed – except for two acrylic signs, which are currently in production and will be installed in coordination with the Physical Plant. These updates also include the integration of the new athletic logo throughout the building and gymnasium, enhancing visual identity and school spirit.
Looking ahead, a draft plan for next fiscal year’s environmental graphic updates has been completed and is under review. The Office of Marketing has received requests from several athletic teams for support in developing facility graphics, and new campus areas have been identified for future enhancements, including the AI Center, Beeghly Hall, and the Office of Student Affairs.
To support ongoing improvements, a $50,000 budget has been established for 2025-2026 fiscal year, which will fund updates in the Kolenbrander-Harter Information Center, banner replacements across campus, and other strategic enhancements. We plan to include a dedicated environmental marketing budget in the annual capital planning process, ensuring consistent updates and a vibrant, unified campus experience.
STRATEGIC ACTION #3
Showcase our people, academics, campus, facilities, digital learning, athletics, and student experience through various marketing channels.
ACTION OWNERS
Caitlin Clark and Dominic Golembiewski
GOAL #1
Finalize and launch a new family of athletic logos in partnership with CLC.
GOAL OWNER
Caitlin Clark and Michael Parnell
FALL 2024 UPDATE
The new family of athletic logos has been finalized, and a launch date has been set for April 15, 2025. CLC, the institution’s licensing partner, is working with each of the University’s vendors to share the new marks and allow them to have products available in April. Campus preparation for the launch includes a communication plan and a checklist of items to be updated/refreshed on campus.
SPRING 2025 UPDATE
The launch of Mount Union’s new family of athletic logos on April 15, 2025, has been met with success. In just the first two months following the launch, product sales and royalties nearly doubled compared to the same period in 2024 – an exciting indicator of brand momentum.
To further enhance brand visibility and school pride, the new logo has been prominently featured in environmental graphics throughout the McPherson Academic and Athletic Complex, new campus signage, athletics social media content, and enrollment materials. Additionally, more than 15 influencer boxes were distributed to individuals with significant online reach, helping to amplify awareness and engagement. Athletic teams have begun ordering new game gear featuring the updated logo, and officially licensed apparel is now available through approved retail outlets. These efforts reflect a coordinated and impactful rollout that is already strengthening Mount Union’s visual identity and market presence.
GOAL #2
Expand social media capabilities for individual offices and departments through a comprehensive approval process, training, and clear establishment of expectations.
GOAL OWNER
Caitlin Clark and Dominic Golembiewski
FALL 2024 UPDATE
The Campus Communication Committee has developed a process for the review of office and department social media accounts. Eight campus offices have been approved for social media accounts to date. Metrics, including followers,
total interactions, number of accounts reached, and average engagement rate, are being collected.
SPRING 2025 UPDATE
After nearly a year of implementing the new account-approval process, 10 office/department official social media accounts are now active across Facebook, Instagram, and LinkedIn. These accounts continue to grow and build meaningful connections with both current and prospective students. Collectively, these accounts share their stories, events, and more to an audience of over 2,400 people.
GOAL #3
Grow corporate sponsorships for athletic programs and events as a means of enhancing funding and brand recognition.
GOAL OWNER
Logan Aguiniga and Michael Parnell
FALL 2024 UPDATE
The athletic sponsorship framework has been reestablished. New athletic sponsorships from Buffalo Wild Wings, Bellstores, Raising Canes, and Crystal Clinic have been secured.
SPRING 2025 UPDATE
The athletic sponsorship framework continues to evolve. A sponsorship call to Alliance Chamber members has led to new partnership discussions. Sponsors already include Buffalo Wild Wings, Bellstores, Raising Canes, and Crystal Clinic.
STRATEGIC ACTION #4
Strive for campus-wide and student-centered excellence in ways that establish us as the top choice among comprehensive private regional universities in Northeast Ohio.
ACTION OWNER
Greg King
GOAL #1
Establish an Academic Integrity Task Force.
GOAL OWNER
William Cunion
FALL 2024 UPDATE
New materials are now available in D2L for faculty, designed to support and promote academic integrity. While it’s still to be determined whether these resources present a marketing opportunity, they represent a valuable step forward in reinforcing our academic values.
On the public-facing side, the Office of Academic Affairs has partnered with Ryan Smith in the Office of Marketing to enhance the design and content of our academic department websites. This includes the launch of a brand-new site dedicated to the Center for Data Science and AI.
SPRING 2025 UPDATE
New materials are now available in D2L for faculty, designed to support and promote academic integrity. While it’s still to be determined whether these resources present a marketing opportunity, they represent a valuable step forward in reinforcing our academic values.
On the public-facing side, the Office of Academic Affairs has partnered with Ryan Smith in the Office of Marketing to enhance the design and content of our academic department websites. This includes the launch of a brand-new site dedicated to the Center for Data Science and AI.
GOAL #2
Utilize projected surplus wisely to ensure a surplus in operations for future years while address current/immediate needs of the University.
GOAL OWNER
Patrick Heddleston
FALL 2024 UPDATE
Each budget year, a surplus of approximately 2% of revenues will be used to build the quasi-endowment and address strategic efforts. The entire operating surplus of $400,000 for the 2023-2024 Fiscal Year was designated to the strategic planning fund to cover identified expenses.
SPRING 2025 UPDATE
The projected operating surplus of $2 million for 2024-2025 will support $800,000 in new strategic initiatives. Additional revenue enabled $150,000 in capital investments, $400,000 in faculty and staff bonuses, and $300,000 in discretionary spending. For 2025-2026, a $1 million surplus is anticipated, and $2.8 million in quasi-endowment funds has been approved for projects, including campus center improvements, network upgrades, sorority housing renovations, and stadium enhancements.
ENHANCE
BELONGING AND WORKPLACE CULTURE
STRATEGIC ACTION #1
Offer competitive and equitable compensation, benefits, and professional development opportunities for all employees.
ACTION OWNER
Marci Craig
GOAL #1
Continue to collaborate regarding campus and local leadership development opportunities, including Leadership Mount Union, Dare to Lead, Supervisory Boot Camp, Leadership Stark County, and Project Blueprint, among others.
GOAL OWNER
Marci Craig and Melissa Gardner
FALL 2024 UPDATE
Two Mount Union community members were accepted into Leadership Stark County’s Spotlight Program and one was accepted into its Signature Program. A fourth cohort of Leadership Mount Union was launched with 10 participants, and nine individuals completed Dare to Lead training to complement the two who were trained the year before. Planning efforts regarding a new Supervisor Bootcamp training program have taken place that will focus on administrative responsibilities, employee relations, and leadership development.
SPRING 2025 UPDATE
Our Leadership Mount Union (LMU) Class of 2024-2025 successfully completed the program, with both capstone projects receiving approval from the President’s Council (PC). Looking ahead, we’re thrilled to welcome 12 new faculty and staff into our 2025-2026 LMU cohort, marking our fifth year of this impactful leadership initiative.
While the Supervisory Bootcamp is temporarily on hold due to a transition in the Office of Human Resources, we’re pleased that we were able to deliver supervisor training during Compliance, Resource, and Training Days this spring, ensuring continued support for leadership development.
Our Employee Recognition Event was a resounding success, celebrating the dedication and contributions of our team. PC affirmed the importance of this event in fostering a culture of belonging and appreciation, and we’re excited to continue it in-person in 2026.
We also saw strong engagement in external leadership development. Two individuals participated in the spring cohort of Leadership Stark County’s Spotlight Program, and two others joined Goodwill’s Project Blueprint, expanding their leadership impact. We’ve also merged our Dare to Lead training with previous campus offerings to create a refreshed program focused on how individuals “show up” in their roles and interactions – deepening our commitment to authentic engagement and workplace culture.
GOAL #2
Continue to improve search committee training and assess the institution’s onboarding and offboarding process.
GOAL OWNER
Marci Craig
FALL 2024 UPDATE
The search committee toolkit has been updated for 20242025, and all search committees have access to these resources on Microsoft Teams.
SPRING 2025 UPDATE
After completing an update of this document in the fall, the Office of Human Resources team is working with the vice president for academic affairs to review and update the Search Toolkit during summer 2026.
GOAL #3
Update the format for annual staff performance reviews.
GOAL OWNER
Marci Craig
FALL 2024 UPDATE
A new 90-day new hire “check-in” meeting and evaluation has been implemented to promote continuous onboarding for all new staff members with a hire date of July 1, 2024, and beyond.
SPRING 2025 UPDATE
Annual performance evaluations for all coaches and staff were rolled out in April. Coaches’ evaluations were due May 31, and all others by July 15. During the months of April and May, the Office of Human Resources hosted three training sessions on how to effectively conduct performance evaluations.
STRATEGIC ACTION #2
Intentionally develop a respectful workplace culture that enables all employees to feel a strong sense of engagement and belonging.
ACTION OWNER
Mark Black
Goal #1
Finalize the restructuring of faculty governance, including a clarification of the VPAA role within the new structure.
GOAL OWNER
William Cunion
FALL 2024 UPDATE
The faculty voted to approve a new model of faculty governance, the main feature of which is to streamline the work of the faculty.
SPRING 2025 UPDATE
In May, the Faculty Governance Board (FGB) – consisting of seven members – officially replaced the Faculty Senate, and the new committee structure is set to launch on August 1. While some processes and responsibilities are still being refined, the FGB and other contributors have been meeting bi-weekly (and often more frequently) throughout the summer to ensure a smooth and timely rollout for the fall semester.
Their approach has been notably inclusive and collaborative, with consistent communication and engagement with the administration. Although this is a complex, multi-phase transition and not every detail will be finalized by fall, the momentum is strong, and the progress is both visible and encouraging.
GOAL #2
Implement strategies to support the campus community related to freedom of expression and demonstration.
GOAL OWNER
Mark Black, William Cunion, John Frazier, Melissa Gardner, and Patrick Heddleston
FALL 2024 UPDATE
The institution developed and implemented a Peaceful Assembly Policy and a Pregnancy and Parenting Policy that were approved and communicated to the campus community. In addition, the Acts of Intolerance and Harassment policy was updated.
SPRING 2025 UPDATE
The 2024-2025 academic year introduced several complex developments – including updates to Title IX, Ohio Senate Bill 104, executive orders, and a Dear Colleague Letter from President Trump. Throughout these shifts, we remained focused on our purpose and strategic outcomes, using these changes as an opportunity to lead with clarity and intention.
In response to the federal guidance and executive actions, Mark Black guided the Organizational Impact Coalition through a strategic pivot – preserving and amplifying our core values of inclusion, belonging, and authentic engagement across campus. While these policy shifts posed challenges, particularly for marginalized and vulnerable members of our academic community, we chose to lean into our strategic framework to provide the support needed by all members of our campus community.
The University’s Strategic Plan became both our compass and our call to action. We elevated Strategic Initiative #5 – Enhance Belonging and Workplace Culture – as a guiding principle, reinforcing our commitment to a respectful, inclusive environment even in times of uncertainty.
Ultimately, our response was not just about resilience – it was about transformation. These external influences became a catalyst for bridging divides, fostering critical dialogue, and reaffirming our institutional mission and our purpose to
ensure every member of our campus community feels seen, valued, and empowered to thrive.
GOAL #3
Utilize audit tools to review existing policies, procedures, and guidelines to ensure equity and create a comprehensive handbook and training.
GOAL OWNER
Mark Black
FALL 2024 UPDATE
In collaboration with legal counsel, the institution is auditing its employment policies for faculty and staff while also looking at policies and procedures that may create inequities.
SPRING 2025 UPDATE
This work is ongoing, and there are no additional updates at this time.
GOAL #4
Improve retention rates among diverse faculty and staff by 15% through targeted support and mentorship programs.
GOAL OWNER
Mark Black
FALL 2024 UPDATE
An update will be available in the spring/summer of 2025.
SPRING 2025 UPDATE
This work is ongoing, and there are no additional updates at this time.
STRATEGIC ACTION #3
Develop internal communication strategies and rollout procedures that are tailored to various employee populations and enable the community to efficiently manage change.
ACTION OWNER
Melissa Gardner
GOAL #1
Launch Students First – A Strategic Action Plan for 2024-2027.
GOAL OWNER
Melissa Gardner
FALL 2024 UPDATE
The Students First strategic action plan was officially launched this past fall. A web presence has been launched, annual goals have been established, and mid-year progress updates on these goals have been collected. A Strategic Plan Review Team has been formed and met for the first time in the fall. A strategy for regular communication has been established and will begin to be implemented this spring.
SPRING 2025 UPDATE
President King hosted a campus-wide spring meeting to share important updates, many of which highlighted progress on the Students First strategic plan. In alignment with this, the Strategic Plan website has been refreshed to include the 2024-2025 annual goals along with updates from both fall 2024 and spring 2025.
The Strategic Plan Review Team has remained actively engaged, meeting regularly to review progress in key areas such as enrollment, affordability, search engine optimization, retention, leadership development for faculty and staff, and the advancement of our core values. Summaries of these discussions have been thoughtfully added to the Strategic Plan website, ensuring transparency and continued alignment with our institutional priorities.
GOAL #2
Engage the campus community in exercises to identify institutional core values and the behaviors that will bring them to fruition.
GOAL OWNER
Mark Black, Marci Craig, and Melissa Gardner
FALL 2024 UPDATE
Exercises with campus constituents were conducted utilizing Brené Brown’s Core Values Exploration tool, led by 11 faculty and staff members who had been previously trained in the methodology. Approximately 200 campus community members participated overall. The feedback gathered led to the proposition of three core values – belonging, excellence, and integrity – that are currently being reviewed by the Board of Trustees.
SPRING 2025 UPDATE
A major milestone this year was the Board of Trustees’ unanimous approval of our institutional core values – belonging, excellence, and integrity. This achievement followed a thoughtful and inclusive process that began with a preview during the January Board meeting, where trustees were invited to provide feedback via a follow-up email. The proposed values were formally shared in early spring, and after careful review, they were officially adopted during the May Board meeting.
With this foundation in place, we’ve begun planning for a full rollout in the 2025-2026 academic year. Partners in the Office of Human Resources, Office of Communication, and Office of Organizational Impact are working collaboratively to develop engaging training and implementation strategies that bring these values to life across campus.
As part of this effort, we’ve launched training sessions for faculty, staff, and student organizations, including fraternities and sororities. These sessions explore what it means to truly “Show Up” and embody our core values through everyday behaviors. Rooted in the Dare to Lead framework, the training encourages participants to recognize and move beyond “armored leadership” styles, embracing vulnerability and
authenticity as strengths in leadership and collaboration. Together, these efforts are helping to embed our values into the fabric of our campus culture – ensuring they are not only words we affirm, but principles we live by.
GOAL #3
Publish a dashboard of key data elements to monitor progress on metric-related goals.
GOAL OWNER
Patrick Heddleston
FALL 2024 UPDATE
A dashboard report has been completed, capturing first-half fiscal-year results and key operating indicators on a weekly, monthly, and annual basis for publication to the President’s Council.
SPRING 2025 UPDATE
The dashboard was not completed in Spring 2026 but is scheduled for completion in Fall 2025.
#4
Develop internal and crisis communication strategies and rollout procedures that are tailored to various employee populations.
GOAL OWNER
Melissa Gardner
FALL 2024 UPDATE
An update will be available in the spring/summer of 2025.
SPRING 2025 UPDATE
A second all-campus gathering was added in Spring 2026 to increase in-person communication. A postseason play communication strategy was also developed in collaboration with the Office of Athletics to celebrate student-athlete achievements and share timely updates.
GOAL #4
Develop an academic affairs communication plan.
GOAL OWNER
William Cunion
FALL 2024 UPDATE
Several open forums have been held during which faculty and staff in academic affairs have been invited to share ideas, concerns, and questions with the VPAA. Monthly meetings for department chairs and program directors have been reestablished to meet with the VPAA and the deans, often with invited guests from various areas. The VPAA has provided bi-weekly updates to all faculty and academic affairs staff on matters of interest to them.
SPRING 2025 UPDATE
The fall activities all continued into the spring and have continued to provide clear and effective channels of communication between the faculty and the administration.
GOAL
OFFICE OF THE PRESIDENT
University of Mount Union Beeghly Hall
1972 Clark Ave. Alliance, OH 44601 (330) 823-6050 prexy2@mountunion.edu www.mountunion.edu
If you have specific questions, please reach out to Missie Gardner, chief communication officer, at gardnemf@mountunion.edu.
ABOUT STUDENTS FIRST
There is no question that today’s colleges and universities face mounting obstacles. In this challenging environment, higher education institutions’ responses to declining demographics, a proliferation of higher education options, and a volatile economic environment have varied, as have the results. Some peers are thriving while others are, unfortunately, closing their doors. Mount Union’s approach to clearing such hurdles has long been a planful one – recognize the threats, acknowledge the risks, and develop a malleable plan to rise above the challenges. Students First – A Strategic Action Plan for 2024-2027 is the University’s latest effort to set a course for a successful future.
The ever-changing nature of higher education demands that today’s colleges and universities be nimble and proactive in their planning. Thus, Students First is a three-year, rolling strategic action plan that will be reviewed and modified as necessary. The plan provides a framework that outlines both strategic initiatives and actions to be implemented through campus-wide development of annual goals, which support the plan.
PLAN UPDATES
Updates regarding Students First – A Strategic Action Plan 2024-2027 are available on the Mount Union website. Hover over the QR code image to the right with your smart phone or tablet to scan or visit: