2025-2026 GOALS AND UPDATES
Goal #1
Implement a new faculty governance structure, strengthen shared governance, and advance faculty-led initiatives.
Goal Owner
William Cunion
Fall 2025 Update
The new Faculty Governance Board (FGB) launched on schedule at the end of the previous academic year, and that group has successfully built out its committee structure and developed a reporting system that improves both efficiency and transparency. The FGB also created a task force to revise the Integrative Core. Working directly with academic affairs administrators, that group also created a Program Status Matrix process document.
Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.
2025-2026 GOALS AND UPDATES
Goal #2
Develop and implement a rollout strategy for Mount Union’s new core values of belonging, excellence, and integrity.
Goal Owner
Mark Black, Marci Craig, and Missie Gardner
Fall 2025 Update
A rollout strategy and related budget were developed that include campus presentations, giveaways, promotional materials, environmental marketing, and other efforts. We began to implement this strategy in the fall, beginning with presentations to incoming students during Fall Orientation and in numerous FYS classes. The core values were also introduced to faculty and staff in some individual team meetings and during a fall Compliance, Training, and Development Days session. A University Statements flyer was created, featuring our mission, vision, purpose, welcome statement, and core values, and we began to distribute this flyer campus-wide. The core values were also incorporated into the Students First Strategic Plan document and were added to the Mount Union website. We also created a core values poster for display in campus facilities and individual offices. In addition, several campus giveaways – tech stickers, pop magnets, and desk cubes – were developed and ordered. Drafts of core values wall graphics were completed.
We have launched Mugs and Milestones campus-wide to celebrate respectful workplace culture and honor the diverse representation on our campus as it relates to accomplishments, meeting strategic initiatives, and upholding our core values. These quarterly celebrations allow for individuals, departments, and the campus community to spotlight a strategic achievement and gather to network around campus community successes. This allows us to bring relevant connections to the core values and alignment to our vision, mission, and purpose.
Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.
2025-2026 GOALS AND UPDATES
Goal #3
Implement campus-wide Show Up training on mission, vision, purpose, and core values, incorporating insights from Dare to Lead to shape how individuals show up and engage with others across the institution.
Goal Owner
Mark Black, Marci Craig, and Missie Gardner
Fall 2025 Update
We began rolling out this training across campus to all constituent groups. After conducting several sessions with some fraternity and sorority groups at the end of the 2024-2025 academic year, we began this training with student leaders involved in start-of-the-year activities for incoming students in the fall. This included Preview and Orientation guides, residence life staff, and others. We then incorporated elements of this training into Fall Orientation and approximately 20 FYS classes. On the administrator side, we began with the members of the President's Council during its retreat in the summer of 2025, and continued throughout the fall with the goal of wrapping up the training in the spring semester. In addition, two consecutive levels of training were offered during fall Compliance, Training, and Development Days, and the content has been incorporated into Leadership Mount Union and the kickoff retreat for the Organizational Impact Coalition.
Our team has designed a series of sessions for offices, departments, and other groups across campus, providing an opportunity to audit their team and determine how to improve workplace culture, align daily practices to core values, and create collaborative efforts to build in competitive and equitable opportunities for each member of their team to reach their full potential. The first department to receive this three-part training is enrollment services.
Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.
2025-2026 GOALS AND UPDATES
Goal #4
Engage the Organizational Impact Coalition to reinforce a collaborative workplace culture that empowers faculty and staff to contribute meaningfully to student success and retention outcomes.
Goal Owner
Mark Black and Missie Gardner
Fall 2025 Update
The Organizational Impact Coalition is working to determine strategies to help support the initiatives within the strategic plan, focusing on workplace culture and enrollment growth with a connection to retention. Each group has selected a focused initiative and will work to collaborate with each lead of the strategic action to determine effectiveness and implementation of each plan.
Fall 2025 Updates reflect progress on strategic plan goals through December 31, 2025. Goals are at different stages of advancement, and varying levels of progress are expected as priorities are balanced over time.
