Strategic Plan

ENHANCE BELONGING AND WORKPLACE CULTURE

At Mount Union, our focus has been and always will be on putting students first. Yet, no institution can be successful in the long run without employees who believe in its mission and understand their role in achieving it. We are committed to continuously improving our workplace culture to ensure an enhanced sense of belonging and pride for all employees. We stand behind the philosophy that when our people feel valued, they are better poised to play a critical role in the experience and success of our students.

A staff member accessing online counseling resources

STRATEGIC ACTION #1

Offer competitive and equitable compensation, benefits, and professional development opportunities for all employees.

Action Owner
Marci Craig

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2024-2025 GOALS AND UPDATES

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.

Faculty and staff participating in Dare to Lead training

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

Learn More About Diversity and Inclusion

2024-2025 GOALS AND UPDATES

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.

2024-2025 GOALS AND UPDATES

Goal #3
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.

2024-2025 GOALS AND UPDATES

Goal #4
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.

A staff member walking with students on campus

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

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2024-2025 GOALS AND UPDATES

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.

2024-2025 GOALS AND UPDATES

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.

2024-2025 GOALS AND UPDATES

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.

2024-2025 GOALS AND 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.