Advancing Excellence

A Strategic Plan for the University of Mount Union 1

 From its earliest beginnings
as a school in an old
Carding Mill to the modern
campus of today, the
University of Mount Union
has continually advanced.
Founder Orville Nelson
Hartshorn often referred to
Mount Union as a “cosmic
institution for the people.”
His forward thinking and
desire to progress laid
a strong foundation for
Mount Union’s continued
evolution while establishing
a tradition of an educational
experience that is grounded
in mission and the liberal
arts philosophy.

2
 Advancing Excellence
A Strategic Plan for the University of Mount Union
The Mission of the University of Mount Union
The mission of the University of Mount Union is to prepare students for
fulfilling lives, meaningful work, and responsible citizenship.

The Vision of the University of Mount Union for 2015

In 2015, the University of Mount Union will be a deliberately dynamic private university of 2,500 students,
comprised of 90 percent undergraduate students and 10 percent graduate students.
Our increasingly-diverse community will be enriched by challenging academic programs and an attractive
campus, predominantly residential in nature, that will feature remarkable grounds and first-class facilities.

We will be known for offering a relevant broad-based and career-specific curriculum, ensuring that
our students are prepared for career and personal success. Academic program expansion will primarily come
in the way of high-demand graduate programs and undergraduate majors aligned with the healthcare field
that will fill societal needs while maintaining our firm commitment to a strong academic program that is
grounded in the liberal arts tradition. All the while, students will thrive in an environment that fosters
one-on-one personal attention and appreciates an optimal student-faculty ratio of approximately 14:1.

The excellence of our programs and proven success of our students upon graduation will broaden awareness
of the institution. As a result, increased alumni loyalty and public recognition will garner support at the
highest levels, ensuring continued fiscal and sustainable responsibility.

3
 Develop a Curriculum
for the Future
Key objectives:

• Strengthen and revise the

general education curriculum
• Expand graduate programs
• Identify and implement
strategic additions or
modifications to the
undergraduate program with a
focus on high-demand health
care programs
• Enhance the fine arts program
• Increase opportunities
for research and scholarly
accomplishment
• Increase opportunities for
experiential learning
• Design and grow online
offerings

4
Develop a Curriculum for the Future
A key characteristic of the intimate, private university setting is the ability to adapt more quickly to a chang-
ing environment. The challenging economy, shifting demographics and continual technological advance-
ments evident in today’s global society are forcing us in private higher education to transform our ways.

At Mount Union, our continued ability to adjust and remain flexible in our quest to meet the emerging
needs of students and arm them for success in the 21st century will be critical to our future success. We
must continue to foster a learning environment in which students are fully engaged and where their intel-
lectual development is measured by their ability to think critically, communicate effectively, serve compas-
sionately and lead ably. Our promise to provide well-rounded exposure also necessitates a focus on equip-
ping students with the skills that pilot career success and further study. All the while, we must be primed
to offer a pertinent and pliable curriculum that will prepare students for the yet-to-be-discovered career
fields of our ever-evolving world.

The professional world requires
college graduates that are
versed in their specialized fields,
but also skilled as critical think-
ers, effective communicators
and able leaders. To ensure that
our graduates are equipped for
success in today’s world, Mount
Union will fortify its general edu-
cation curriculum by creating
a distinctive program that will
serve as a model for innovation
and exploring creative new
methods of delivery including
alternatives to the three-credit-
hour system and the possibility
of a January term.
In an effort to continue toward
comprehensive university status
while nourishing the institu-
tion’s foundation in the liberal
arts, we will foster the expansion
of quality graduate programs.
Concurrently, a commitment to
identifying and implementing
strategic additions or modifi-
cations to the undergraduate
program will drive a curriculum
that continually meets the
changing needs of our society
through the addition of innova-
tive mission-compatible majors,
elevation of programs primed
for growth and prestige and
alteration of existing offerings.
The University’s robust and
relevant academic offerings will
serve an enrollment comprised
of 90 percent undergraduate
students and 10 percent gradu-
ate students while offering the
theoretical appreciation and
practical preparation vital to
success in our rapidly-changing
world.
Integral to Mount Union’s
academic development will be
an intentional focus on high-
demand health care programs
at both the undergraduate and
graduate level – fulfilling one of
society’s greatest needs. These
programs will provide great
synergy with the our already
flourishing programs in health-
related disciplines and the natu-
ral sciences and will reinforce
our commitment to education
for the 21st century. Growth
in health-related academic
programming also will allow us
to capitalize on the tremendous
opportunities for collaboration
that exist with area health-care
providers of national, regional
and local acclaim such as the
Cleveland Clinic, University Hos-
pitals, Akron Children’s Hospital,
Aultman Hospital, Mercy Medi-
cal Center and Alliance Commu-
nity Hospital.
A revised and distinguished
core curriculum and academic
program, developed to meet
the shifting needs of our 21st
century world, will continue
to provide the well-rounded
exposure that has long-been a
hallmark of the Mount Union
experience. With a solid founda-
tion in the liberal arts, this core
has historically included the fine
arts as a vital component. In
reverence to this tradition and
in accordance with our mission,
the University pledges to revital-
ize the fine arts program.
At the heart of all of these
enhancements will be an insti-
tutional focus on nurturing an
intellectual climate that values
heightened levels of scholarly
nearly ever career field calls
accomplishment and challeng-
for civic and global engage-
ing research. To facilitate such
ment, they will simultaneously
in-depth forms of study, we
broaden their proficiencies in
are committed to developing
their respective professions.
a vigorous and comprehen-
sive Honors Program, creating
As the demands of our evolv-
opportunities for students to
ing society call for pliability
pair with faculty members for
and a willingness to adapt, the
investigation and offering out-
requirements of today’s college-
lets to showcase and celebrate
bound students and their fami-
the results of these demanding
lies are focused on convenience
endeavors.
and efficiency. In response to
the ever-changing needs of stu-
Parallel to these challenging
dents, Mount Union will strate-
academic endeavors will be
gically design and grow quality
a deliberate effort to expose
online offerings as an initial step
100 percent of our students to
toward other future possibilities.
experiential learning initiatives.
We have experimented with
Through involvement in thriving
summer online courses as well
study abroad, internship and
as hybrid offerings and will in-
service-learning programs, our
tentionally evaluate the success
students will develop an overall
of such programs in an effort to
appreciation for our global
determine the continued role
society and its demands and
that online education will play
challenges. And, in a day where
in our future.
5
 Foster An Engaging
Campus Community
Key objectives:

• Continue the transformation of

student housing
• Expand recreation, gathering
and eating spaces
• Broaden the reach of the
cultural and fine arts programs
• Support the Division III
student-athlete
• Create an environment that
encourages alumni-student
interaction

6
Foster An Engaging Campus Community
At the heart of all we do at University of Mount Union is a drive to foster an exceptional experience that enhances stu-
dent personal growth and well-being. As a predominately residential campus, we are uniquely capable of assuring that
learning extends beyond the classroom. Educating the whole person – mind, body and spirit – has long been central to
the essence of the Mount Union culture, and our “community” feel has been a steadfast quality and historical hallmark.

At Mount Union, we are committed to creating a campus environment that moves our students along in their journeys
toward independence, immersing them in a supportive and encouraging, yet challenging haven that is aesthetically
pleasing, stimulating, inviting and safe. Exceptional opportunities for leadership development, social responsibility and
spiritual growth will guide them as they seek and solidify a sense of self in preparation for their roles in our global soci-
ety. From housing and gathering spaces to cultural and wellness experiences, Mount Union’s transformational campus
life is designed to elevate our students from adolescence to autonomy.

Mount Union is commit- which includes striving for

ted to affording a priceless
experience to each and every
student, offering guidance and
expert counseling throughout
the journey to independence,
and our residential housing
plays a significant role in map-
ping the course. The Universi-
ty pledges to enhance student
satisfaction by ensuring that
80 percent of undergraduates
can find comfort in high-qual-
ity student housing. This will
include completing additional
independent-style options
on campus and reducing the
number of students residing in
small houses. In addition, we
will investigate opportunities
for graduate student housing
to meet the unique needs and
expectations of these adult
learners.
Today’s undergraduate and
graduate students are not only
concerned with where they
will sleep, but variety of op-
tions for dining and socializing
also top their lists of expecta-
tions. Thus, Mount Union
pledges to augment its recent
efforts to create a relevant
24/7 campus with supple-
mental recreation, study and
gathering spaces and fresh
approaches to the dining
experience.
By broadening the reach of
cultural and fine arts pro-
grams, Mount Union also can
nourish the “whole person”
and further engage the
members of the campus com-
munity. We are committed
to enhancing the fine arts on
campus, thus providing all of
our students with exceptional
opportunities for engagement
in artistic, musical and theatri-
cal endeavors that rival or ex-
ceed those offered by compar-
ative institutions. In addition
to providing for exploration
and the unveiling of new ideas
and concepts, such programs
embody the significance of the
well-rounded student experi-
ence for which Mount Union
is known. The outreach of
these endeavors also extends
beyond the borders of cam-
pus as we seek to serve and
be recognized as the cultural
center of the greater Alliance
community.
The University is also recog-
nized for the successes of our
intercollegiate athletic teams
and our student-athletes who
excel both in competitive
play and in the classroom. In
accordance with the Division
III philosophy, Mount Union
supports student-athletes
in their efforts to reach high
levels of athletic performance,
conference championships
and for NCAA regional and
national tournament par-
ticipation. All teams need to
be provided with adequate
facilities, competent coaching,
ample resources for recruiting
and appropriate competitive
opportunities1. In addition,
the University fosters an
athletic program that sets a
high standard for academic
achievement and prepares its
participants for a lifetime of
leadership.
A broadened cultural and fine
arts program and tradition of
athletic aptitude contribute
to a sense of community and
institutional pride, engaging
our students on campus and
integrating their experiences
with those of alumni who
came before them. Through
these and other collaborative
experiences, Mount Union
will intentionally create an
atmosphere of vibrancy and
effervescence that will unite
our students and alumni as
they share an excitement for
the future while paying tribute
to the past.
1Excerpts taken from 2010-11
NCAA Division III Manual, Divi-
sion III Philosophy Statement,
page vii.

7
 Manage Strategic
Enrollment Growth
Key objectives:

• Establish and achieve strategic

enrollment levels
• Build strategic pipelines for
recruitment
• Increase traditional
undergraduate retention and
graduation rates
• Secure an appropriate segment
of the transfer market

8
Manage Strategic Enrollment Growth
Demographic predictions for northeast Ohio, coupled with heightened competition for traditional students and a chal-
lenging economy, suggest a less than exceptional picture for the future of private higher education. Some institutions
will falter, while those poised for optimization and planned growth will flourish as a result of their adaptable natures and
innovative strategies.

Key to Mount Union’s future viability is an allegiance to define an appropriate growth formula that will establish a solid
foundation for our financial stability and provide for mission-essential resources. It also will be crucial to effectively
convey the priceless value of an investment in the Mount Union experience. The current climate in higher education will
present challenges for growth, but by raising the bar for recruitment and retention and establishing new quality under-
graduate and graduate programs with market draw, the University will emerge as a beacon of excellence and innovation.

Mount Union will achieve an tion of the transfer market by

enrollment of 2,500 by 2015,
with the majority of growth
stemming from the addition
of new and attractive mission-
compatible undergraduate
and graduate programs of the
highest academic caliber. Our
student body will be com-
prised of 90 percent under-
graduate students and 10
percent graduate students.
An integral component of our
growth plan at Mount Union
will be an innovative pipe-
line strategy of recruitment.
This deliberate approach will
emerge from the identification
and implementation of novel
or untapped channels through
which prospective students
may become engaged with
the University. Such pipelines
may include academic pro-
grams, extracurricular activi-
ties, new athletic opportuni-
ties and specific geographic
locations.
The recruitment of new stu-
dents alone will not give us an
edge in our quest to grow en-
rollment. The institution must
provide an environment rich
with encouragement, chal-
lenge and opportunity so that
students are enticed to remain
at Mount Union, experience
all that we have to offer and
progress assiduously toward
the earning of their degrees.
Thus, the University is commit-
ted to increasing traditional
undergraduate retention
rates between the freshman
and sophomore years to 82
percent (approximately a 5
percent increase) as well as
five-year graduation rates to
65 percent (approximately a 3
percent increase).
In addition, Mount Union will
secure an appropriate por-
creating mission-appropriate,
program-to-program articula-
tion agreements and transfer
opportunities with two-year
institutions and other higher
education partners. In today’s
society, students may be pro-
pelled to attend such colleges
by financial reasons, flexible
schedules or career choice.
However, in the current com-
petitive job market, many un-
dergraduates soon realize the
importance of continuing their
educations to earn four-year
degrees. Therefore, such col-
laborative agreements, when
collectively fostered by the
respective academic programs
of each higher education pro-
vider, can serve as an invalu-
able resource to students and
the institutions facilitating the
arrangements.
Strategic growth will be vital
to our capacity to prosper in
the future, however it will not
come at the expense of invalu-
able student-faculty interac-
tion, a hallmark that is at the
heart of the Mount Union
experience. The University’s
student-faculty ratio (currently
14 to 1) will continue to be set
at an optimal level to ensure
the preservation of such price-
less and cherished relation-
ships.

9
 Ensure the
Sustainable
Management of
Resources
Key objectives:

• Design a modern Campus

Master Plan including
commercial development
opportunities on the
perimeters of campus
• Launch a focused fund-raising
campaign
• Engage Mount Union alumni of
all generations
• Develop a competitive
salary and benefits plan
that recognizes outstanding
achievement
• Serve as a leader in the higher
education sustainability
movement

10
Ensure the Sustainable Management of
Resources
At a time during which the economy is affecting everyone, Mount Union has been fortunate to have a history of
strength, providing us with the assets and the energy to be proactive in the coming years. Our adept management of
all resources has resulted in an unprecedented five decades of consecutive balanced financial operations, with manage-
able debt, as well as a solid fiscal reputation. It has also allowed our generous contributors to view their support of the
institution as a prudent and advantageous investment in the future.

In an effort to continue this tradition and further elevate the student educational experience, Mount Union pledges to
direct attention to strategic fund-raising goals, cultivate meaningful partnerships with alumni and friends and develop a
deeper appreciation for our faculty and staff. Stewarding the physical campus will be at the forefront of these efforts as
well, with a focus on the acquisition of new properties and building initiatives that confirm our commitment to sustain-
ability leadership.

As we plan for the future, a
modern Campus Master Plan
will guide us in our efforts to
prioritize the projects that will
lead to a truly integrated com-
munity. Seamless connections
between academic, co-curricu-
lar and residential experiences
will emerge through endeavors
including an essential perform-
ing arts center, high-quality
campus housing and additional
space dedicated to gathering
and community building. As
we commit to the continued
renewal of campus, we highly
anticipate seeking opportuni-
ties to enhance our perimeters
through commercial develop-
ment enterprises and partner-
ships. Such endeavors could
provide for additional revenue
streams while allowing essential
businesses – restaurants, retail
outlets and other establish-
ments commonly found in a
college town – to flourish. More
importantly, the rejuvenation of
these areas will directly impact
and enhance the experiences
of our students through the
transformation of their environ-
ment.
The identification of prioritized
projects through this campus
master planning process will
provide the pathway for future
fund-raising needs, resulting in
the launch a focused fund-rais-
ing campaign that will build on
the strong foundation afforded
by the recently-completed
Drive for Distinction. This new
endeavor will provide essential
financial strength and ensure
the implementation of the ini-
tiatives and objectives defined
within this plan. One of the key
components of this campaign
will be the exploration of the
establishment and naming of
schools for individual disciplines
that will provide critical funding
for such programs.
Vital to the success of any insti-
tution or fund-raising campaign
is the support and generosity
of engaged alumni, and we
are privileged to have a strong
core of dedicated and involved
graduates among our 13,000
degree holders living across
the nation and throughout the
world. Eliciting their increased
participation in relevant alumni
programming and enhancing
communication to foster their
connection to the institution
will allow us to further strength-
en ties with this ever-important
group. To leverage alumni
commitment, Mount Union will
create unique and inventive
opportunities for support in the
areas of career development
and new student recruitment.
Creating and maintaining
Mount Union’s physical cam-
pus – beautiful, dynamic and
dignified – is no small feat. Yet,
the University is so much more
than bricks and mortar. Our
distinguishing characteristic is
our people, and the dedicated
members of our faculty and
staff are our most critical assets
for continued growth and suc-
cess. The ability to recruit and
retain the finest community
members is paramount. There-
fore, Mount Union will develop
and implement a competitive
salary and benefits plan that
will recognize outstanding
achievement.
As future campus plans are
implemented, Mount Union’s
commitment to serving as a
leader in the higher educa-
tion sustainability movement
will not diminish. Guided by
a progressive and challeng-
ing Sustainability Plan, we will
continue to build with LEED
standards as the norm while
providing education and aware-
ness on sustainable practices;
incorporating “green” principles
into our operations, adminis-
tration and financial structure;
and carrying out the definitive
actions of the accompanying
Climate Action Plan.
As we plan for the future, we
will continue to respect our his-
torical tradition of living within
our means and balancing our
operational budget. Since
the mid-1950s, Mount Union
has budgeted and operated
conservatively while advancing
the institution’s efforts to grow
and change as necessary. As
we develop and implement our
strategic and campus master
plans, we will incorporate a
flexible strategy that allows us
to function within a range of fi-
nancial environments, whether
good or bad. We will develop
short-term and long-term
planning models that evaluate
new and existing programs and
commit to optimal resource
utilization and effective cost
management, all to ensure our
fiscal responsibility and balance
our operating budget in the
years to come.

11
 Enhance the Diversity
of Our Campus
Community
Key objectives:

• Foster an inclusive campus

environment
• Increase the number of U.S.
minority and international
students
• Increase U.S. minority retention
and graduation rates
• Increase the number of full-
time U.S. minority, female and
international faculty
• Increase student exposure to
intercultural experiences
• Create new intercultural
opportunities for faculty and
staff

12
Enhance the Diversity of Our Campus
Community
Our students’ abilities to thrive in the global nature of our 21st century world will be dependent on our power as an insti-
tution to expose them to diverse cultures, ideas and opportunities. In essence, we must evolve as a uniquely-diverse and
culturally-supportive community to ensure the enrichment of the educational experience, promotion of personal growth
and encouragement of critical thinking.

At Mount Union, diversity is broadly conceptualized to include international and national differences as well as group
distinctions (ethnicity, class, sexual orientation, ability and political and religious affiliations) and individual characteris-
tics (learning styles and personalities). Such diversity and inclusion ultimately foster an educational climate character-
ized by variety of thought and evoke poignant discussions that highlight an array of viewpoints, assumptions, values and
perceptions. In sum, diversity is an essential component of academic excellence that leads to a richer understanding of
the issues that shape our world and an intrinsic appreciation of the value of all people.

An intentional and aggressive

effort to champion diversity of
thought will be at the forefront
of Mount Union’s efforts. We
will foster a campus climate
where all of our students,
faculty and staff are included
and supported. Students of
diverse backgrounds, opinions
and lifestyles will thrive in an
atmosphere of acceptance,
and all of our students will
flourish as they develop a
deeper understanding of and
appreciation for the unique
and varied facets of the world.

To ensure a diverse campus

environment at Mount Union,
we must evolve into a com-
munity that is rich in diversity
reflective of our locality, region
and state. An essential part
of this transformation is our
unwavering commitment to
recruit students and faculty
from diverse backgrounds.
The institution will increase
the number of U.S. minority
and international students un- ity, female and international students and faculty to explore internships or service-learning
til they represent a minimum faculty to mirror that of our the world far beyond our cam- projects throughout the world
of 15 percent of the student student body. pus borders. At a minimum, or in diverse settings within
body and heighten U.S. minor- we vow to expose 25 percent the United States or study at
ity retention and graduation Mount Union’s pledge to of our graduating class to an an historically Black college
rates so that they mirror enhance the diverse nature of intercultural experience such or university. Similarly, global
overall institutional averages. our environment is coupled as traditional study abroad, experiences for faculty and
Additionally, we will grow the with an institutional promise short-term cultural immersion staff will become institutional
number of full-time U.S. minor- to provide opportunities for experiences led by faculty, priorities.

13
 Broaden the Visibility
and Reputation of the
Institution
Key objectives:

• Embark on an institutional
positioning and brand
clarification effort
• Emphasize the value and
benefits of becoming
University of Mount Union
• Leverage the outcomes and
value of a Mount Union
education
• Develop a cutting-edge web
presence
• Position Mount Union faculty
as experts in their disciplines
• Communicate the University’s
commitment to diversity efforts

14
Broaden the Visibility and Reputation of the
Institution
The University of Mount Union’s standing in higher education is well-established and improving, yet the ability to shape
and share the unique and compelling stories of our exceptional student experience has never been more critical. Col-
lege-bound students and their families demand confirmation that they will realize a return on their higher education
investments, and it is through the revelation of brilliant student and alumni outcomes that an appreciation for the value
of a Mount Union education will emerge.

At Mount Union, we are committed to a strategic and research-based marketing approach that will elevate our reputa-
tion and extend our reach in terms of visibility and exposure. Once we “own our own backyard,” we will be poised to be-
come a regional force and extend our reach to a national stage through the promotion of programs and people primed
for such acclaim.

The need for positioning and of an innovative and interac-

branding at Mount Union has
been a recurring concern,
and marketing emerged as
one of our top opportunities
during the strategic planning
process. Thus, we will embark
on a brand clarification and
positioning effort that will
result in a strategic marketing
approach for the future and
unite the campus community
around a central, distinguish-
ing message that will be deliv-
ered consistently over time.
As Mount Union moves for-
ward with the implementation
of the “university” designation,
it will be critical to effectively
and thoroughly communi-
cate the value and benefits of
this transition while remain-
ing genuinely and actively
concerned about the thoughts
and opinions of the members
of the Mount Union communi-
ty. To alleviate uncertainties, it
will be essential to emphasize
that the enduring characteris-
tics we all cherish will continue
to be hallmarks of the Mount
Union experience. As a univer-
sity, we will remained focused
on attracting quality students
and faculty, providing a sense
of community, fostering
student-faculty interaction and
focusing on a well-rounded
education combined with the
practical experience critical to
career success.
The positioning and brand
clarification effort, coupled
with the transition to the
University of Mount Union
name, provides a unique
platform from which to tell
our distinctive and compelling
story to an ever-expanding
group of people. By leverag-
ing the outcomes of a Mount
Union education, we have an
opportunity to highlight our
academic vibrancy, strong
faculty and student relation-
ships, commitment to a liberal
arts foundation with practical
preparation and exceptional
value as a higher education
provider.
A key component of this
positioning and branding
strategy is the development
tive web presence that will
attract prospective students,
connect alumni and enhance
communication to the campus
community. Through the es-
tablishment of a cutting-edge
website, comprehensive social
media strategy and organized
e-mail outreach effort, we will
establish an inventive model
for electronic communication
in higher education.
We also have an opportunity
to set ourselves apart from
the crowd by positioning our
faculty members as experts in
their respective fields to our
external audiences. Through
the reemergence of Mount
Union’s Experts Guide, stra-
tegic media relations strate-
gies, specialized advertising
options and engagement with
local communities and civic
organizations, faculty will be
afforded outlets for the shar-
ing of knowledge, exchange
of ideas and celebration of
research. Similarly, by stra-
tegically communicating the
University’s commitment to
diversity efforts, we can further
distinguish Mount Union as
an institution committed to
meaningful discussions, cul-
tural exploration and a desire
to understand of our global
society

15
 The Process
for Planning
In recent years, and in light
of the current challenging
environment that is higher
education, it has become ap-
parent that planning for the
future must be a priority. It is
imperative to set a course for
the future that includes a clear
and common vision for the
years to come. In an effort to
launch this process at Mount
Union, the University has part-
nered with Performa Higher
Education and embarked on
a comprehensive yet efficient
strategic planning process.
During this process, much
information was gathered from
all of Mount Union’s constitu-
ent groups, including trustees,
faculty, staff, current students,
alumni, donors, prospective
students, parents and members
of the Alliance community.
Through focus groups, surveys
The Work
that Follows
The demands of tomorrow re-
quire us to be entrepreneurial
today, and careful planning will
prepare the University to prog-
ress forward and firmly secure
viability for the years to come.
These objectives identified
in Advancing Excellence – A
Strategic Plan for the University
of Mount Union provides a
general framework for specific
planning efforts within each
initiative. These specific efforts
will come in the form of annual
action plans developed by
those members of the campus
community with responsibility
for carrying out the objectives
within each strategic initia-
tive. As these action plans are
developed, consideration for
16
and additional feedback ses-
sions, Mount Union’s strengths,
weaknesses and opportunities
were identified. (A summary
of this data can be found on
iRaider at portal.mountunion.
edu and the raw data is avail-
able in the Kolenbrander-
Harter Information Center on
library-closed reserve.)
After careful review of the data
and consideration on the part
of the Imagine Mount Union
Steering Committee, it was
clear the six strategic initiatives
that have guided our efforts
throughout the past five years
were still very much relevant in
regard to our current planning
efforts. The development of a
new plan for the future stems
from these six initiatives:
• Develop a curriculum for
the future
• Foster an engaging campus
community
• Manage strategic
enrollment growth
• Ensure the sustainable
management of resources
the resources necessary to
carry out the plan and profes-
sional development needs
demanded by the objectives
themselves will be critical.
Essentially, the initiatives and
objectives included in Advanc-
ing Excellence – A Strategic
Plan for the University of
Mount Union are those of the
entire Mount Union com-
munity. They derived directly
from data fueled by the input
of our trustees, alumni, donors,
faculty, staff, students and
friends, and they clearly il-
lustrate our commitment to
pressing forward. They further
exemplify our desire to foster
what is already outstanding to
ensure an even more excep-
tional future for the institution
as a whole, and more impor-
tantly for our students who are
• Enhance the diversity of our
campus community
• Broaden the visibility and
reputation of the institution
These initiatives have served
the institution well, and they
have guided our strategic
planning process with input
from the research phase
dictating when additional
initiatives or revisions to the
current initiatives were neces-
sary for the future. It was also
through our research efforts
that we began to see potential
objectives emerge within each
of these strategic areas.
A large part of the strategic
planning process is to evalu-
ate potential objectives for
the future to determine what
the institution can and should
successfully accomplish in
the years to come as well as
what may not be possible
for a variety of reasons. In an
effort to make these critical
decisions, the Imagine Mount
Union Steering Committee
at the heart of our existence.
Very simply, we will realize a
Mount Union that is relent-
lessly relevant and deliberately
dynamic – one that transforms
lives with a personal and pro-
active approach that is driven
by our mission and nurtured
by our people. Advancing Ex-
cellence – A Strategic Plan for
the University of Mount Union
will unite the campus com-
munity around this clear and
powerful vision and further
enhance our current position
of strength to truly create an
institution that inspires young
minds for engagement in our
21st century world.
In the months and years that
follow, the Imagine Mount
Union Steering Committee,
comprised of the members of
AQIP and President’s Council,
used the following strategic
planning analysis diagram to
evaluate objectives based on
three critical components – our
mission and values, an internal
environmental analysis and an
external environmental analysis
– and also to clearly identify
objectives that support areas of
greatest leverage for the future.
The ideas and input offered
during the research-gathering
phase were examined through
the lens of this strategic plan-
ning analysis diagram and
broad objectives emerged
within each of the six strategic
initiatives. Many of the objec-
tives of the plan fall within areas
of greatest leverage for Mount
Union, meaning that they fall
within all three of the broad
planning areas. They are mis-
sion critical, while also emerg-
ing in our internal and external
environmental analyses.
For example, the addition of
new and relevant health care
will steward the plan and as-
sist in clearing obstacles that
will inhibit its success. The
team will meet regularly to
review the key objectives of
each strategic initiative and
receive updates from campus
representatives to discuss
implementation progress.
New developments and data
that would alter the plan will
be brought to the steering
committee members for their
review and insight. Given the
close connection between
strategic planning and contin-
uous improvement at Mount
Union and the dual role served
by the members of AQIP, work
for both efforts will be aligned
whenever possible and com-
pleted with an appreciation for
the necessary work and vital
purpose of each on campus.
programs would be a leverag-
ing move for the institution.
These programs are definitely
mission and values compat-
ible. In regard to the internal
environment, our current
strengths in terms of science
and health-related programs,
as well as the addition of a new
graduate program in physician
assistant studies, have set the
stage for future growth in this
area. Bracy Hall’s state-of-the-
art facilities and the current
expertise of our faculty also
create an environment that is
rich for health-related growth.
In addition, there is no doubt
that there is a great demand in
the external environment for
qualified and caring health-
care professionals. Therefore,
they are leveraging for us as
an institution because they are
mission-compatible, a good fit
for our campus environment
and in demand in our society.
Other tangible examples of
recent leveraging moves for
the institution include new pro-
grams in civil and mechanical
engineering, online and hybrid
course exploration and our ef-
forts in regard to sustainability.
However, not all strategic
objectives included in the plan
will be leveraging in nature.
Some are operational – neces-
sary to turn around a current
perceived weakness or address
an identified opportunity or
threat. Others may be neces-
sary to meet societal needs
and demands, all future objec-
tive will at least meet the most
critical component of the anal-
ysis diagram – our mission and
values. Our unyielding desire
to remain true to our mission
to prepare students for mean-
ingful work, fulfilling lives
and responsible citizenship
will continually challenge the
institution to remain relevant
and dynamic, thus we must
plan to be agile and proactive.
In fact, some objectives of the
plan are included primarily
Strategic Planning Analysis
2
Internal Environmental
Analysis
• Personnel
• Facilities
• Programs
• Current strengths and weaknesses
4
Area of
Greatest
Leverage
1 3
University Mission External Environmental
and Values Analysis
• Social, political, economic forces
(global and local)
• Educational-specific goals
• Opportunities and threats
Diagram courtesty of Dr. Larry Shinn, president of Berea College
Used in the course of Berea College’s strategic planning efforts
because they are necessary to students, not only for fulfilling
maintaining our strong foun- lives and responsible citizen-
dation in the liberal arts. It is ship, but also provides them
this liberal arts foundation that with the adaptability required
most critically prepares our in today’s world of work.
Looking to
the Future
No one can predict the future,
but we know that inevitably
there will be challenges on the
horizon in higher education.
Changing demographics, a
turbulent economy and a pro-
liferation of higher education
options will remain issues to
overcome. The past few years
have proven to be reward-
ing at Mount Union, but we
recognize the risks of resting
on our laurels. By taking a pro-
active approach and charting
a course for the future, Mount
Union will be better poised to
meet these challenges head
on. Advancing Excellence – A
Strategic Plan for the Uni-
versity of Mount Union is a
compass for the journey that
lies ahead.
17

Learning Goals
To fulfill the mission of the uni-
versity, learning goals provide
direction for all components
of the undergraduate student
experience. The general edu-
II. Foundational Knowledge
cation curriculum, major, and
other curricular and extracur-
ricular experiences all contrib-
ute to assist the undergradu-
ate students with fulfilling
learning goals in the following
five categories:
I. Core Abilities
A. Demonstrate ability
to acquire and assess
information.
B. Demonstrate research
skills (both quantitative
and qualitative).
18
Appendix
C. Develop ability to think
critically.
III. Preparation for Meaningful
Work
B. Find and cultivate
intellectual pursuits.
D. Develop ability to think A. Acquire discipline C. Find and cultivate
specific knowledge pursuits for personal
creatively.
and skills needed at a enrichment.
E. Develop communication
professional level.
skills.
B. Demonstrate use of V. Preparation for
discipline specific Responsible Citizenship
knowledge and skills. A. Develop knowledge
and Integration
C. Integrate discipline and appreciation of the
A. Acquire knowledge in
specific knowledge and individual’s culture and
humanities, arts and
abilities with multiple other cultures in a global
sciences.
disciplinary perspectives. context.
B. Demonstrate the use of
D. Develop ability to B. Understand and
concepts and methods
collaborate with others employ ethics within
in humanities, arts, and
sciences. to solve problems. diverse cultural,
social, professional,
C. Develop the ability to
IV. Preparation for Fulfilling environmental and
view the world from
Lives personal settings.
multiple disciplinary
A. Acquire the tools for C. Demonstrate civic
perspectives.
self-development in engagement by active
D. Integrate knowledge
order to assess and involvement in and
and techniques across
improve physical, social, beyond the classroom.
multiple disciplines.
emotional, intellectual,
and spiritual growth and
wellness.