Strategic Plan

GROW ENROLLMENT STRATEGICALLY

Demographic declines, coupled with fierce competition and questions regarding the value of a college degree, continue to impact higher education. We must position ourselves for enrollment stability and planful growth in order to adapt and succeed. This challenging environment demands that we focus on strategic steps that enhance the undergraduate and graduate student experience, whether delivered on campus or online, and rally as a community to actively further our enrollment efforts.

Two students looking at a laptop at an outdoor table

STRATEGIC ACTION #1

Stabilize the institution’s total enrollment and develop a plan for future enrollment growth.

Action Owners
Caitlin Clark and Rodney Dick

2024-2025 Goals
Secure an incoming new student class – first-year, transfer, and international – of 645.

Secure a returning student class of 1,317 to 1,340.

Secure a total graduate enrollment of 275.

Refine Preview and Orientation and our other handoffs between admission and services that support new students.

Raise the bar with key admission milestones, including search, campus visits, admission acceptance, financial aid awarding, and deposits.

Learn More About Admission

Two students sitting on a bench alongside the Campus Lakes

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 Owners
Logan Aguiniga, Caitlin Clark, William Cunion, and Patrick Heddleston

2024-2025 Goals
Enhance affordability for new students through competitive pricing and financial aid leveraging.

Leverage the 2024-2025 timeline for FAFSA and continue to provide a high level of support for students and families.

Focus fundraising efforts on affordability initiatives – endowed scholarships, the Mount Union Fund, the Student Emergency Fund, and the President’s Rescue Fund.

Partner with a third party to evaluate purchasing and annually renewing contracts for efficiency and cost savings.

Learn More About Tuition and Aid

A student and professor in a data science class

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 Owners
William Cunion, John Frazier, and Michael Parnell

2024-2025 Goals
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.

Launch the new Master of Science in Nursing in the fall of 2024 and the Master of Science in Occupational Therapy in the fall of 2025.

Launch women’s wrestling and begin a preliminary exploration of bowling as an intercollegiate sport.

Grow the strategic planning fund for new program development.

Initiate a combined academic and economic review process for all academic programs.

Learn More About Academics

A student painting a mural on Eells Art Center

STRATEGIC ACTION #4

Enrich the campus, its properties, and its perimeter to provide a modern and engaging experience for all students.

Action Owners
Patrick Heddleston and Lee Smith

2024-2025 Annual Goals
Reopen King Hall for undergraduate student housing for the fall of 2024.

Explore campus projects and supportive fundraising efforts related to housing and athletic facilities.

Consider the development of a campus master plan.

Implement additional phases of information technology network deployment to include a state-of-the-art network, safety upgrades, data security, and classroom technology.

Learn More About Campus