2024-2025 GOALS AND UPDATES

Goal #1
Secure a fall 2025 undergraduate incoming new student class – first-year, transfer, and international – of 645.

Goal Owner
Caitlin Clark

Fall 2024 Update
As of January 9, 2025, the total number of paid students for the fall of 2025 is currently 156, which is 12% ahead of year-to-date numbers last year. Application volume and visits are comparable to the previous year, and admits are trending ahead. As spring approaches, athletic recruitment, yield, and melt numbers will determine the institution’s ability to meet this goal.

Spring 2025 Update
As of July 1, the number of paid undergraduate students for the fall of 2025 is 715. While this is slightly behind last year’s pace, first-year enrollment is showing strong momentum. There are opportunities to grow in transfer enrollment, which currently trails expectations, and to support international students through the melt period. With focused efforts on boosting transfer conversions and mitigating melt, we’re well-positioned to strengthen our final numbers and well outpace our budget target of 600 new students.

2024-2025 GOALS AND UPDATES

Goal #1
Enhance affordability for new students through competitive pricing and financial aid leveraging.

Goal Owner
Caitlin Clark and Patrick Heddleston

Fall 2024 Update
The University increased its college-awarded aid by approximately $2,000 per student, resulting in an additional $1.2 million in financial aid packaging. Merit scholarships for international students were increased to match those available to domestic students, and the Hall Scholarship was introduced to provide additional support for international students. The Transfer Pell Opportunity Grant and the Transfer Manzilla Award were established to enhance financial aid opportunities for transfer students. First-year domestic students benefited from a partnership with Say Yes Cleveland and an additional Choose Ohio First grant, which provided scholarship funding for former CCP students pursuing STEM fields. The University also increased grants for Pell-eligible students to fully cover tuition costs and reduced tuition for its Doctor of Physical Therapy program by nearly 10% to improve affordability and competitiveness in the marketplace.

Spring 2025 Update
We continue to make strong progress in enhancing affordability and access for new students through strategic financial aid leveraging. Our first-year discount rate has steadily increased over the past three years – from 63.9% in 2023, to 65.2% in 2024, and now 66.5% in 2025 – resulting in a lower overall net price for students, even with only modest increases in tuition and fees. We anticipate gaining further insight into how our net price compares to peer institutions when the IPEDS data is released this fall, and we look forward to additional recommendations following the upcoming campus visit from our financial aid consultant, RNL, at the end of July.

These efforts have already yielded significant results: Fall 2024 welcomed our largest incoming class ever, with 743 new students at the freeze date. Financial aid packages for new freshmen averaged more than 65% off the list price, and the increased enrollment volume generated over $3 million in incremental revenue. Additionally, the cost reduction in the physical therapy program has led to its first full class in several years for the fall of 2025, and a new affordable online occupational therapy program is set to launch this fall.

2024-2025 GOALS AND UPDATES

Goal #2
Leverage the 2024-2025 timeline for FAFSA and continue to provide a high level of support for students and families.

Goal Owner
Caitlin Clark

Fall 2024 Update
The University was strategically the first OAC institution with financial aid offers to families, and evening calls are being made to families to walk them through the offers. Visits have been made to more than 20 local high schools this fall – and several of those schools multiple times – to offer financial aid presentations and FAFSA Nights. A FAFSA completion event was held on campus to allow families to come in for individualized help completing the FAFSA, and the financial aid team has also been utilizing the new Financial Aid Facebook page to educate families on the FAFSA and other financial aid processes.

Spring 2025 Update
The Office of Student Financial Aid has continued to proactively support students and families throughout the 2025–2026 FAFSA cycle. Our team remained ahead of schedule in processing FAFSAs and provided individualized assistance to ensure families could navigate the process. We successfully packaged returning students early, allowing award notifications to be sent out prior to spring registration. This early outreach helped students plan ahead. As of this update, our FAFSA filer rate for all admitted students stands at 66.7%, a notable increase from 58.6% at this time last year. We are working toward meeting our goal of 72% by the end of the cycle. Looking ahead, the 2026–2027 FAFSA is scheduled to enter beta testing in August, with the official launch set for October 1. In preparation, our financial aid team is already scheduling Financial Aid Night presentations and FAFSA completion events to continue our commitment to access and support.

2024-2025 GOALS AND UPDATES

Goal #3
Focus fundraising efforts on affordability initiatives – endowed scholarships, the Mount Union Fund, the Student Emergency Fund, and the President’s Rescue Fund.

Goal Owner
Logan Aguiniga

Fall 2024 Update
As of December 31, 2024, the Mount Union Fund has raised a total of $726,358 toward its goal. Of this total, the Student Emergency and President's Rescue Funds make up $92,520 for students in dire financial need. A total of $730,437 in cash and pledges for endowed scholarships has been secured this fiscal year, and the Choose Ohio First grant brought in $283,500 for student aid.

Spring 2025 Update
Our preliminary end-of-fiscal-year reports show that the Mount Union Fund raised $1.46 million. Of this total, the Student Emergency and President's Rescue Fund accounts for $154,860 for students in dire financial need. Additionally, $4.3 million has been secured toward the endowment, and we received $283,500 from the Choose Ohio First grant for student aid. This year was marked by significant estate bequests.

2024-2025 GOALS AND UPDATES

Goal #4
Partner with a third party to evaluate purchasing and annually renewing contracts for efficiency and cost savings.

Goal Owner
Patrick Heddleston

Fall 2024 Update
A third-party partnership with Windfall has been formed to assist in seeking cost savings. Windfall is working through recurring contracts for various areas of campus, including IT, insurance, healthcare, and utilities, to seek opportunities for the University.

Spring 2025 Update
Mount Union continues to work with Windfall to identify cost savings. In addition, we’ve achieved notable cost savings in several areas. For example, property and casualty insurance rates were reduced for the 2024-2025 fiscal year, and we anticipate saving approximately $30,000 annually on athletic bus contracts beginning in 2026. Additionally, in collaboration with an external consultant, we’re actively exploring energy conservation strategies to reduce electricity expenses during the summer months – an effort that aligns with both our sustainability goals and financial stewardship.

2024-2025 GOALS AND UPDATES

Goal #1
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.

Goal Owner
Logan Aguiniga, William Cunion, and Tina Stuchell

Fall 2024 Update
Leadership met with the Timken Foundation to discuss Mount Union's AI initiatives, receiving positive feedback, and efforts are underway to support academic leadership in potentially establishing an AI Advisory Council. Progress on the Center for Data Science and Artificial Intelligence is on track, with 26 faculty members completing the first phase of an AI development program and many updating courses or program curricula. Outreach efforts include presentations to the Chamber of Commerce to raise awareness of AI initiatives. AI guiding principles for the institution have been developed, with additional input and support from the Student Senate, and the Office of Information Technology is preparing for the early adoption of Microsoft Copilot, including implementation, training, and usage for faculty and staff.

Spring 2025 Update
Four alumni were appointed to the Data Science and Artificial Intelligence (DSAI) Advisory Council and connected with university leadership and program faculty, and the AI Center will be constructed in the summer of 2025.

Fifty early adopters received Teams Premium and Copilot 365 licenses, and training has been provided. Additional licenses were requested and approved through the budget process.  Teams Premium will be deployed to all faculty and staff in August. Copilot 365 will be expanded for 50 individuals. In addition, the AI governance group is being formed to help oversee security and policy development.

Faculty development efforts were completed on schedule, yielding a wide range of outcomes. While some faculty are still refining how they integrate AI into their teaching, many are already exploring more advanced applications. At the May Board of Trustees meeting, three faculty members showcased innovative uses of AI in their classrooms, highlighting the creativity and momentum building across campus. We continue to lead among our peers in this space, and while others are making progress, we’re focused on maintaining our edge through continued investment and collaboration.

2024-2025 GOALS AND UPDATES

Goal #2
Launch the new Master of Science in Nursing (MSN) in the fall of 2024 and the Master of Science in Occupational Therapy (OT) in the fall of 2025.

Goal Owner
Caitlin Clark, William Cunion, and Patrick Heddleston

Fall 2024 Update
Funds have been set aside in the strategic planning budget to assist in hiring new faculty and staff for both programs and provide funds for start-up costs, marketing, and the purchasing of names of potential students for the programs. The MSN program started in the fall with six full-time students and is accepting and enrolling students for both summer and fall 2025. MSN recruitment efforts include an ongoing digital marketing campaign, name buys, and virtual information sessions. The OT program has received HLC approval, which allowed the institution to launch a web page and collect inquiry information. While OT applications cannot yet be accepted, the enrollment team is nurturing leads to build a strong pool. The institution is waiting for official word on HLC and ACOTE approval, but all signs are pointing in the right direction. Two OT faculty members have been hired, and a third is being sought. OT course builds are going well.

Spring 2025 Update
The MSN program is undergoing a period of strategic reassessment. We are actively collaborating with the dean of graduate studies and the director of nursing to refocus our efforts – particularly around the FNP certificate, which shows strong potential. The ENP certificate has been placed on hiatus, and we’ve transitioned leadership following the departure of the program director. These changes present an opportunity to realign the program with student demand and institutional strengths, ensuring a more sustainable path forward. The program will welcome its second cohort in the fall of 2025. The addition of the FNP certificate will require the development of a new application, new website content, and communication strategies beginning this summer.

As of July 1, the OT program has seven paid students for the inaugural class. There are still students actively applying and working through the interview process as well. All fall courses have been developed, and over half of the total curriculum (12 out of 22 courses) is already fully built. Several 3+2 pathway programs, such as biology to OT, have received faculty approval, creating exciting new entry points for students. The program is also well-supported with three full-time faculty members and dedicated administrative support in place.

2024-2025 GOALS AND UPDATES

Goal #3
Launch women’s wrestling and begin a preliminary exploration of bowling as an intercollegiate sport.

Goal Owner
Michael Parnell

Fall 2024 Update
The University started a new athletic program in women’s wrestling with 16 on the roster.

Spring 2025 Update
The women’s wrestling program has 24 incoming student-athletes for the fall of 2025. In addition to exploring bowling as another sport, flag football for women has generated significant interest within the conference and nationally. Several schools are considering a club team to start, which would then grow into an intercollegiate sport. 

2024-2025 GOALS AND UPDATES

Goal #4
Grow the strategic planning fund for new program development.

Goal Owner
Patrick Heddleston

Fall 2024 Update
In 2023-2024, the Board approved the designation of the entire $425,000 operational surplus to the strategic planning fund.

Spring 2025 Update
The University anticipates contributing over $800,000 to the Strategic Planning Fund in 2025 to support new initiatives in marketing, curriculum development, and the launch of the OT program. Funds will also support future graduate program development.

2024-2025 GOALS AND UPDATES

Goal #5
Initiate a combined academic and economic review process for all academic programs

Goal Owner
William Cunion

Fall 2024 Update
A site on D2L has been launched that includes program-level data with a dashboard of student numbers, class sizes, instructor loads, and financial worksheets that provide the costs and revenues of programs. Two faculty committees are working with academic departments to work with this information in ways that will inform decision-making.

Spring 2025 Update
Since the launch of the PACE process last August, collaboration among the Resources and Planning Committee (RPC), Committee on Assessment (COA), Office of Institutional Effectiveness, and the dean of undergraduate studies has driven meaningful progress across departments. Each department successfully published its Program Learning Outcome Map and submitted a status report identifying current achievement levels and outlining plans for full assessment in the 2025-2026 academic year.

RPC also released financial data for the 2023-2024 academic year and engaged departments in thoughtful analysis of course rotations, low-enrolled classes, and opportunities for increased efficiency, recruitment, and innovation. Productive conversations have already taken place with some departments to explore their margin data and identify strategic opportunities.

In addition, RPC has introduced a new process that leverages PACE to inform and strengthen recommendations related to faculty hiring – ensuring alignment with both academic priorities and resource stewardship.