2025-2026 GOALS AND UPDATES

Goal #1
Improve the University’s digital presence by implementing SEO-driven content strategies – including pillar and content cluster pages – while enhancing user experience and backend performance through CMS upgrades, streamlined content management, and server optimization. 

Goal Owner
Caitlin Clark and Dominic Golembiewski

Fall 2025 Update
We’ve maintained steady progress in leveraging search engine optimization (SEO) through BrightEdge. Our efforts include regularly updating and refining keyword groups, creating new and engaging content, and expanding topic clusters to include more academic programs. Additionally, our office has received requests for data to support the analysis and feasibility of both new and existing programs.

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
Continue using and expanding student dart personas in recruitment communications, focusing on transfer student communications.

Goal Owner
Caitlin Clark and Dominic Golembiewski

Fall 2025 Update
We have continued leveraging our top two student Dart personas in email communications and have expanded their use to printed materials. Additionally, we have initiated the development of Dart-based communications tailored for transfer students, with implementation anticipated in the latter part of the spring semester. We are also exploring opportunities to integrate Dart personas into PowerPoint presentations for admission information sessions, further enhancing engagement across multiple channels.

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
Update and implement identity guidelines to ensure all communications and marketing channels consistently reflect the University’s updated brand and identity.

Goal Owner
Caitlin Clark and Dominic Golembiewski

Fall 2025 Update
Progress continues toward updating our identity standards. Our new athletic marks and the various ways they can be used have been added to our identity program.

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 #1
Expand environmental marketing initiatives into the Kolenbrander-Harter Information Center and other areas as requested by the President’s Council, including the outside of the McPherson Academic and Athletic Complex, Beeghly Hall (second floor), the Office of Student Affairs, and the Center for Data Science and Artificial Intelligence, while also meeting various athletic team requests.

Goal Owner
Caitlin Clark, Dominic Golembiewski, and Patrick Heddleston

Fall 2025 Update

The implementation of environmental marketing graphics across the McPherson Academic and Athletic Complex, Center for Data Science and Artificial Intelligence, Beeghly Hall, and the Office of Student Affairs has been successfully completed. Additional graphics have been installed in the gymnasium and the women’s softball locker room. All projects continue to receive positive feedback. A design request for the wrestling facilities has been finalized and is awaiting approval to proceed. Looking ahead, the next project will focus on identifying areas for enhancement within the Kolenbrander-Harter Information Center, scheduled to begin this spring.

Athletic teams continue to transition to the use of the new family of athletic logos. A fund has been set up to cover the costs of uniform changes. To date, 14 teams have successfully made the transition.

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
Expand the Mount Union brand on campus through the launch of the Purple People Feeder food truck in partnership with AVI.

Goal Owner
Caitlin Clark, Dominic Golembiewski, and Patrick Heddleston

Fall 2025 Update
The design and set-up of the Purple People Feeder food truck was completed this fall and unveiled during the Alliance Food Truck Rally and ArtFest, held during Homecoming Weekend. Since then, the truck has made various appearances on campus and participated in the “Light Up Alliance” holiday lighting display and events at the corner of Union Avenue and State Street.

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 #1
Modernize our virtual tour in partnership with EAB to implement several needed updates.

Goal Owner
Caitlin Clark and Dominic Golembiewski

Fall 2025 Update
The Office of Marketing partnered with EAB during the fall semester to identify both new and existing stops for the virtual tour and arranged for a professional photographer to capture those locations. We have been reviewing and approving updated versions of the tour and are preparing to launch the new virtual experience by mid-January.

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
Reframe the value proposition for college in general and Mount Union specifically by developing and distributing compelling outcome stories that highlight career success, graduate school placement, and personal growth.

Goal Owner
Caitlin Clark and Dominic Golembiewski

Fall 2025 Update
This is an ongoing effort in which we continually engage with individuals across campus to collect stories for various communication channels, including spotlights, emails, admission materials, social media, videos, and the Mount Union Magazine, among others.

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
Engage faculty in the development of academic program messaging, including the development of points of distinction and identification of notable student and alumni stories.

Goal Owner
Caitlin Clark and Dominic Golembiewski

Fall 2025 Update
During the fall semester, the Office of Marketing created and distributed a survey to all academic departments to gather information on each academic major. We are continuing efforts to ensure those surveys are returned.

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
Advance social media engagement by investigating and developing a plan for the university’s presence on TikTok.

Goal Owner
Caitlin Clark and Dominic Golembiewski

Fall 2025 Update
There is no update for this goal at this time.

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 #5
Launch and maintain a social hub to support social media channel owners with tips, updates, and resources. Integrate assessment and metrics to measure, evaluate effectiveness, and determine the continued viability of each account.

Goal Owner
Caitlin Clark and Dominic Golembiewski

Fall 2025 Update
Work on the development of a social hub is just getting underway and will be a focus of the spring semester.

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 #6
Install a new State Street digital sign and develop a communication strategy for its use, including the overhaul of the existing Digital Signage Policy, training in the Watchfire system, completion of templates, creation of a content calendar, and launch of messaging.

Goal Owner
Missie Garder and Patrick Heddleston

Fall 2025 Update
This is near completion. The new sign was installed and went live in mid-November. Prior to its launch, the Office of Communication began the process of refining the Digital Signage Policy and developing a strategy for content. Based on this strategy, the Office of Communication will select messaging for the sign, guided by a content structure that includes the following categories – significant University-wide events, major campus news, key enrollment dates and milestones, brand and other promotional messaging, holiday and welcome signage, and crowdfunding campaign announcements. In early fall, staff members were trained in the Watchfire system, signage templates were completed in Canva, and a comprehensive content calendar was developed. Although the work to maintain the signage will be ongoing, the only remaining task related to this goal is to finalize the Digital Signage Policy, which will be a priority this winter.

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 #1
Continue to position Mount Union as a leader in artificial intelligence by integrating AI across academic programs, enrollment strategies, and campus-wide innovation and information technology initiatives.

Goal Owner
Caitlin Clark, William Cunion, and Tina Stuchell

Fall 2025 Update
We are expanding the applied artificial intelligence (AI) minor by adding new courses that will broaden the scope of the program, and 14 faculty and academic staff have secured funding to pursue AI‑related professional development. In addition, we are planning the May Days conference around an AI theme and have already secured a major external keynote speaker. In addition, MS Teams Premium has been expanded to all faculty and staff, the pilot of Microsoft Copilot 365 is underway, AI guiding principles have been established along with an AI Compliance Working Group, and implementation of a Virtual Advisor using chatbot technology is in progress.

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
Continue to enhance opportunities for experiential learning and class projects that connect students with local employers and build career pipelines.

Goal Owner
William Cunion

Fall 2025 Update
We are launching the Center for Applied Learning and Industry as early as this summer. Housed in the School of Business, this center will provide micro-internship opportunities for students across all majors. It will be a hub to connect the campus with local and regional industry.

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
Position the Huston-Brumbaugh Nature Center as a regional hub for undergraduate research and student engagement to transform an underutilized asset into a valued destination.

Goal Owner
William Cunion and Jason Smith

Fall 2025 Update
The Huston-Brumbaugh Nature Center (HBNC) team completed a new strategic plan that aligns closely with Mount Union’s Students First initiative, creating multiple opportunities for collaboration and synergy across campus. HBNC Director Jason Smith presented this plan to the Board of Trustees in October. The plan aims to improve recruitment of students by leveraging this uncommon resource as a draw to Mount Union.

As part of this work, staff positions were re‑aligned to strengthen support for student and faculty research, hands‑on learning, and wellness programming. The Center also welcomed Amy Miller as the environmental education outreach coordinator. In this role, she is expanding outreach to high school students and teachers while developing Mount Union‑ and Nature Center‑specific content that enhances recruitment efforts in partnership with the Office of Admission. Additionally, the new position of undergraduate research coordinator was created and filled by Dr. Mike Zimmermann, who will oversee and coordinate undergraduate research activities, providing a visible point of connection for both current and prospective students.

To support future growth, the University purchased the Huston House and convened a diverse committee – including students – to explore potential uses. Short‑term possibilities include providing housing for students engaged in research or hosting visiting scholars.

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
Build on our rich legacy of excellence in athletics by enhancing the student-athlete experience through intentional management of staffing, facilities, support services, and financial stewardship.

Goal Owner
Michael Parnell

Fall 2025 Update
We hired a new leader to oversee strength and conditioning training and expanded the staff to better support our student‑athletes. We also upgraded the training facility by installing large televisions that enhance the space and create an impressive environment for prospective student‑athletes. In addition, we continue to add full‑time staff positions to further strengthen student‑athlete development and performance.

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.