Mercy College of Ohio 2020-2024 Strategic Plan Updated 1/28/21

1

Mercy College of Ohio

2020-2024 Strategic Plan

Updated 1/28/21

Strategic Plan Introduction:

Institutional Effectiveness (IE) is a critical process that assesses the overall health and viability of the College. Strategic Planning is a key component of IE as displayed in the Institutional Effectiveness Umbrella

for Mercy College.

The Mercy College of Ohio Strategic Plan serves as the roadmap for the College and is the “handle” of the IE Umbrella. The Strategic Plan is a rolling plan that is monitored continually by the Strategic Planning

and Budgeting Council (SPBC). The Key Performance indicators (KPI’s) as noted in the strategic plan provide the “benchmark measures” for assessing the strategic goals of the College. The Board of Trustees

approves the plan on a yearly basis, after the SPBC has completed their comparative analysis and made recommendations for updates.

2

Mercy College of Ohio Mission/Vision/Values:

Mercy College was founded on the values and traditions of the Catholic Faith embodied by the Sisters of Mercy. Mercy Charism refers to the legacy of our foundresses’ deep, conviction to education

and healthcare, and to serve the poor and underserved with compassion and excellence. The Mercy Values are an extension of these two foundational examples. College faculty/staff are committed to

the holistic development of our students, in mind, body, and spirit.

Mission: Mercy College of Ohio, a Catholic institution with a focus on healthcare, educates and inspires students to lead and to serve in the global community.

Vision: To be a recognized leader in educating professionals who will be committed to intellectual inquiry, social engagement, and lifelong learning.

Values

Compassion: Displaying respect, empathy, and a willingness to listen.

Excellence: Pursuing distinction in our professional and personal lives through quality academics and intellectual inquiry.

Human Dignity: Respecting the significance of each individual.

Justice: Acting with integrity, fairness, honesty, and truthfulness.

Sacredness of Life: Revering all life through our thoughts, words, and actions.

Service: Engaging the College community to enrich the lives of students through professional and community service.

Background Information:

The Strategic Planning and Budgeting Council (SPBC) meets monthly to monitor the progress of the Strategic Plan and the Strategic Goals. Responsible Parties for initiatives within each goal meet with the SPBC

to provide a status and progress update and to discuss whether there are variances or gaps and how the SPBC can assist with resources, etc. to maintain the designated timeframe for completion. A SWOT analysis,

Strengths, Weaknesses, Opportunities, and Threats, for the college is performed every 2 to 3 years with the faculty, staff and students. In addition, an environmental scan, including an analysis of industry trends,

technological advances, competitive threats, economic trends, market share, and demographics is conducted annually.

Strategic Plan Foundation:

The 2020-2024 Mercy College Strategic Plan, The Mercy College Journey: Believe, Serve, Lead, Excel, has a foundation rooted in the heritage of the College, Catholic Identity, and the Charism of the Sisters of

Mercy. Our Catholic Identity is embedded in the Catholic faith and traditions upon which Mercy College of Ohio was founded. From the foundation emerge six pillars that support the strategic initiatives of the

College. The pillars also align with the strategic pillars of Bon Secours Mercy Health. While Catholic Identity and Mercy Charism provide the foundation, the pillars also reach upward, guiding the College’s

future. The six pillars are:

Pillar One: Excellence: To prepare graduates who are proficient, culturally competent, lifelong learners.

Pillar Two: Student-Centeredness – To recruit, retain, and graduate highly qualified and diverse students prepared to meet the demands of their desired professions.

Pillar Three: Relationships – To build meaningful relationships with internal and external communities.

Pillar Four: Faculty and Staff – To have a highly qualified and diverse workforce that is skilled and productive, service-driven, and accountable for outcomes.

Pillar Five: Financial Effectiveness – To create a sustainable financial strategy using budgetary planning to guide the overall fiscal operations as measured by the financial composite index.

3

Pillar Six: Growth – To become the preferred health professions’ educational provider while maintaining sustainable growth.

Strategic Goals/Key Performance Indicators:

The six Pillars support the Strategic Goals of the College.

Key Performance Indicators (KPI’s) have been identified for the Strategic Plan and the overall Effectiveness of the Institution. Key Performance Indicators (KPI’s) are quantifiable measurements that assess the

short- and long-term performance (strategic, financial, operational) of the College as outline in the strategic plan. Together the KPI’s are used to evaluate the overall effectiveness of the College. The Strategic

Planning page of the website provides a dashboard for the KPI’s, allowing for transparency with all stakeholder groups. The KPI’s are embedded within each of the four goals of the College and are as follows:

Goal One: Provide quality education in an environment that promotes student success:

• Graduation Rate – According to the US Department of Education, graduation rates are based on degree completion within 150% of time for specified completion of the degree. (For example, a

student completing a six-semester program would have nine semesters to complete the degree and be counted in the 150% completion rate). Mercy College defines graduation rate as follows:

75% and above – Green – at or above goal; 50%-74% Yellow – below goal; 50% and below – Red – far below goal.

• Financial Aid Default Rate Percentage (%) – College percentage in comparison to both state/national and other independent institutions.

• Licensure and Certification Exam Passage Rates – Benchmark determined by individual accreditor.

• Safety and Security – as reflected in the Ruffalo Noel Levitz Student Satisfaction Survey (RNLSSS – administered in the even years) question: “The School is safe and secure for all individuals”

• Overall Student Satisfaction with Mercy College Educational Experience – RNLSSS

• Annual Security Report – Completed by October 1 each year and distributed to the campus community.

• Retention – 80% and higher for land-based programs; 65% and higher for online. Retention plan for Faculty and Staff

• Diversity – Increased enrollment in underrepresented populations at the College.

Goal Two: Develop and sustain collaborative relationships with internal and external constituencies.

• Mercy Health Capture Rate of new graduates = Number of nursing and other graduates who are employed with Mercy Health within six months of graduation. As of Fall 2020 goal to achieve

is 67%

• Enrollment of Bon Secours Mercy Health/Ensemble Employees – headcount and credit hours

• Enrollment of Partnership Employees – headcount and credit hours

• Enrollment of Underrepresented students - headcount

• Articulation agreements/dual degrees with Colleges and Universities

Goal Three: Maintain and steward the financial viability of the College.

• Total Enrollment – Headcount and Credit Hour Generation

4

• Gifts and Grants for the Institution

• Financial Stability – Less reliance on Medicare pass through funds (revenue over expenses continues to move toward breakeven without Medicare Pass Through dollars); Achieve the target

number on the Composite Financial Index (CFI) submitted in the HLC Annual Institutional Update (AIDU); target date to achieve the breakeven of revenue over expenses is 2024.

Goal Four: Respect and embrace our religious heritage and values.

• Mission, Vision and Value – as reflected in the Ruffalo Noel Levitz Student Satisfaction Survey Results – results from question on survey – “I know and understand the Mission and

Values of the College.”

• Community service and Service-Learning Projects – measured by the number of hours served.

• CIMA Survey on Mission and Values from ACCU – Association of Catholic Colleges and Universities

Implementation

The six Pillars emerge from the Stair Step foundation and support one or more of the Four Strategic Goals of the College. Each Strategic Goal has initiatives to achieve the Goal. Following are the Strategic Goals

with the identified initiatives steps to achieve; resources required; responsible parties, with lead identified; and the KPI, to measure success. See following pages for full layout.

5

Current State (X)

5- Requires critical attention

4- New/Undefined

3- Developing

2- Controlled

1- Highly refined

Impact (Y)

1- Very Low

2- Low

3- Moderate

4- High

5- Very High

Priority (Z)

Low priority (1-6)

Priority (7-10)

Critical/Must Do Now (11-14)

Goal One: Provide quality education in an environment that promotes student success

Associated Pillars:

Pillar One: Excellence

Pillar Two: Student-Centeredness

Pillar Four: Faculty and Staff

Pillar Six: Growth

Key Performance Indicators (KPIs)

Graduation Rate

Financial Aid Default Rate Percentage (%)

Licensure and Certification Exam Passage Rates

Safety and Security

Overall Student Satisfaction

Annual Security Report

Retention

Diversity

Priority

Current State (X) Impact (Y) Priority (Z)

5- Requires critical attention 1- Very Low Low priority (1-6)

4- New/Undefined 2- Low Priority (7-10)

3- Developing 3- Moderate Critical/Must Do Now (11-14)

2- Controlled 4- High

1- Highly refined 5- Very High

6

Strategic Initiative Current

State/Impact

Priority Target Tactics to

Achieve

Variance Barriers to

Achieving

Resources Responsible

Parties

KPI/Success Measurement

Strategic Initiative

One: Develop

recruitment and

retention plan for

students, faculty

and staff with a

focus on increasing

diversity within

each group.

2.8/2.5 7 VPSA, VPAA,

VPSPEM


Two: Foster an

environment for

faculty and staff

which develops a

culture of

scholarship and

professional

development.

2.6/3.6 9 VPAA, VPSA,

VPSPEM


Three: Faculty and

staff are student-

centered, efficient,

and deliver high

quality education

and services.

2.6/4.1 11

VPAA, VPSA,

VPSPEM

7


Four: Students

complete their

enrolled program of

study and pass

licensure and

certification exams,

at required

standards, within

six months of

graduation/

completion

3.2/4.3 14 VPAA, VPSA,

VPSPEM


Five: A

comprehensive

Retention plan for

Students is

developed for the

College.

3/4 12 VPSA


Six: The College

maintains a campus

that is safe and

secure for students,

faculty and staff and

maintains

Compliance with all

regulatory bodies.

2.1/3.9 8

VPAA, VPSA,

VPSPEM,

Director of

Compliance and

Risk Management

Goal Two: Develop and sustain collaborative relationships with internal and external constituencies.

Associated Pillars:


Pillar Three: Relationships


Pillar Six: Growth


Mercy Health Capture Rate of new graduates

Enrollment of Bon Secours Mercy

Health/Ensemble Employees – headcount and

credit hours

Priority




8

Enrollment of Partnership Employees – headcount

and credit hours

Enrollment of Underrepresented students -

headcount

Articulation agreements/dual degrees with

Colleges and Universities





State/

Impact

Priority Target

Tactics to

Achieve

Variance Barriers to Achieving Resources Responsible

Parties


Strategic Initiative One: In alignment with

BSMH sister colleges become the

preferred educational providers for Bon

Secours Mercy Health (BSMH)/Ensemble.

2.3/2.4 6 President,

VPSPEM

Strategic Initiative Two: Plan, develop,

and implement academic programs

according to the most recent

supply/demand/trends for healthcare

professionals.

2.4/3.4 8 VPAA

Strategic Initiative Three: Develop

relationships with other healthcare systems

and offer a tuition reduction to their

employees for online educational

programs at Mercy College.


VPSPEM

Strategic Initiative Four: Increase high

school recruitment efforts and Mercy

College visibility within a 100-mile radius

of both the Toledo campus and the

Youngstown location.

2.6/3.1 8 VPSPEM

Strategic Initiative Five: Plan and develop

a comprehensive recruitment strategy with

funds allocated to assist economically

disadvantaged and under-represented

students.

2.9/3.3 10 VPSPEM

9

Strategic Initiative Six: Develop and

maintain 10-12 active articulation and dual

degree agreements with other colleges and

universities.

2.9/3.1 9 VPSPEM,

VPAA

Strategic Initiative Seven: Develop and

implement a plan to increase alumni

involvement with the college, including

membership with the Alumni Association;

participation in college events and

activities, and financial support to the

College.

3/2.6 8 VPSPEM

Strategic Initiative Eight: Develop a plan

to expand and enhance the College’s

engagement and visibility with community

organizations.

2.9/3 9

President,

VPAA,

VPSA,

VPSPEM

Strategic Initiative Nine: Develop a plan

with BSMH to promote employment

opportunities and increase the number of

graduates, specifically in the areas of

shortage, who are employed within the

Toledo and Youngstown markets.


VPAA,

VPSA,

VPSPEM

Strategic Initiative Ten: Engage with

Ruffalo Noel Levitz (RNL) to conduct an

enrollment assessment and re-alignment of

the Division of Enrollment Services and

implement a Strategic Enrollment Plan

which increases enrollment from identified

populations and in academic programs at

the College with the goal to increase the

ROI as outlined by RNL.

2.7/3.7 10 VPSPEM,

VPAA,

VPSA,

President

Goal Three: Maintain and steward the financial viability of the College.

10

Associated Pillars:


Pillar Five: Financial Effectiveness

Pillar Six: Growth


Total Enrollment – Headcount and Credit Hour

Generation

Gifts and Grants for the Institution

Financial Stability

Priority








State/

Impact

Priority Target Tactics to Achieve Variance Barriers to

Achieving


Parties

KPI/Success

Measurement

Strategic Initiative One:

Establish a target number

of students and credit

hours for each year 2020-

2024.

2.3/3.9 9 President, CFO,

VPAA, VPSA,

VPSPEM

Strategic Initiative Two:

Complete the process to

obtain accreditation for a

Physician Assistant

Program with ARC-PA

(Provisional Accreditation

in progress results

expected in October

2020).

2/3.9 8 VPAA

Strategic Initiative Three:

Foster an environment of

accountability and

assessment within all

student service

departments using the

Council for the

Advancement of Standards

in Higher Education

(CAS).

2.6/3 8 VPSPEM,

VPSA, VPAA

11

Strategic Initiative Four:

Develop and maintain a

marketing plan for the

College that includes

general awareness,

contains program specific

materials and enhances the

Digital Marketing, SEO

and Social Media

presence.

2.6/4 10 VPSPEM,

VPSA,

VPSPEM

Strategic Initiative Five:

Develop and implement a

comprehensive plan for

Institutional Advancement

with the Foundation of

Greater Toledo and giving

to the institution that

includes annual

fundraisers; Planned Gifts;

Major Gifts and Grants.

2.7/3.1 8 President/Found

ation of Greater

Toledo College

Liaison

Strategic Initiative Six:

The College will be at a

Break-even point (BEP)

within the next three to

four years.

2.4/4 10 President, CFO,

VPAA, VPSA,

VPSPEM

12

Goal Four: Respect and embrace our religious heritage and values.

Associated Pillars:


Pillar Two: Student-Centeredness

Pillar Six: Growth


Mission, Vision and Values – as reflected in the

Ruffalo Noel Levitz Student Satisfaction Survey

Results

Community service and Service-Learning Projects

Priority








State/

Impact

Priority Target Tactics to

Achieve

Variance Barriers to

Achieving


Parties


Strategic Initiative One:

Build a curricular and co-

curricular volunteer and

service-learning experience

for students, faculty and

staff.

2.9/3.3 10 VPAA,

VPSA

Strategic Initiative Two:

Build relationships with the

Catholic community and

within the dioceses where

the College has a physical

presence.

3/3 9 President,

VPAA,

VPSA,

VPSPEM

Strategic Initiative Three:

Celebrate the history and

heritage of Mercy College,

celebrating the Charism of

Catherine McAuley and

Marguerite d’Youville.


VPAA,

VPSA,

VPSPEM

Strategic Initiative Four:

Maintain the Archives from

Mercy School of Nursing,

St. Vincent School of

2.7/2.4 6 VPAA

13

Nursing, and Mercy

College of Ohio to preserve

the history in a safe and

secure environment.

Strategic Initiative Five:

Ensure all faculty, staff and

students, to understand and

demonstrate, in daily work,

the Mercy College Values.


VPSA,

VPAA,

VPSPEM

Strategic Initiative Six:

Celebrate the history and

heritage of the foundresses

of Mercy College, the

Sisters of Mercy through

membership in Association

of Catholic Colleges and

Universities (ACCU) and

the Conference for Mercy

Higher Education (CMHE)

as an Associate Member.

2.7/3 8 President,

VPSA,

VPAA,

VPSPEM

Strategic Initiative Seven:

Foster an inclusive

environment. Students,

faculty, and staff will feel

welcomed and included in

the life of the College and

the college will develop

and implement a Mercy

Experience course.

2.9/3.8 11 VPAA,

VPSA,

VPSPEM

Strategic Initiative Eight:

Develop and implement a

Diversity, Inclusion, and

Equity Plan for the College.


VPSA,

VPAA,

VPSPEM

14

Documents

Mercy College of Ohio 2020-2024 Strategic Plan Updated 1/28/21