The Mount Ida College Strategic Plan 2016 -2020
Executive Summary
Creating a Model for 21st - Century College Education
May 2016
VISION 2020 At-A-Glance
“Mount Ida College: a model for
21st- century college education”
LEARNING
We shall deepen and expand our academic vision based on career focus,
experiential learning and robust assessment and provide academic
facilities that fit our vision.
STUDENT ENGAGEMENT
We shall foster programs and facilities that provide a highly engaged
experience to support the social, cultural, civic, health, wellness,
emotional, and spiritual development of our students.
RESOURCES
We shall achieve a profitable operating model supplemented by
additional revenue streams to sustain and advance the College, while
upgrading facilities and technology.
IDENTITY
We shall become known as a highly distinctive institution of higher
education with a clear and consistent identity that strategically advances
our mission and purposes.
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I.
Introduction
Mount Ida College launched the VISION 2020 Strategic Planning Initiative in February 2016 in order to set a
course for the College’s next 5 years of advancement. The plan explicitly builds on two prior college-wide
planning initiatives:
1. The 2012 Strategic Plan, Setting the Course: A Plan for the Future of Mount Ida College:
This 3-year plan, launched shortly after the arrival of President Barry Brown in 2012, focused on
stabilizing the College and strengthening its ability to advance and grow consistent with its
mission. The plan identified 4 major initiatives, all of which were achieved within the plan’s 3-year
timeframe. The key outcomes achieved under each are listed below:

STRATEGIC INITIATIVE 1: WE SHALL DELIVER CAREER-RELEVANT,
EXPERIENTIAL PROGRAMS INTEGRATED WITH A FOUNDATION IN
COMMUNICATION, ANALYTIC AND CRITICAL THINKING SKILLS
 8 new majors launched and existing programs revised/strengthened
 2 new graduate concentrations added
 All-College Curriculum revised
 First-year foundational courses aligned and strengthened
 Co-curricular, cultural and social activities expanded
 21 global travel courses launched
 Service learning expanded in the curriculum with faculty-approved
credit option
 20 full-time faculty hired (new and replacement positions)
 Academic support moved to a more intensive embedded model
 College-wide Academic Vision developed
 Strategic Enrollment Plan completed
 New branding and web site launched

STRATEGIC INITIATIVE 2: WE SHALL FOCUS ON RIGOROUS ASSESSMENT OF
STUDENT LEARNING AND INSTITUTIONAL OUTCOMES
 Comprehensive student learning assessment program developed and
implemented in every program
 Faculty performance evaluation completely revised and aligned with
student learning outcome and assessment program
 Faculty developed a revised tenure policy consistent with mission
 Faculty governance restructured with creation of faculty senate
 Student Handbook, Faculty Handbook and Staff Handbooks
substantially revised
 Created 4 distinct schools with new leadership by full-time deans
 Department Chair position upgraded to reflect new responsibilities;
year-long training program implemented
 Strategic plan progress tracked and measured annually
 Board self-assessments implemented
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
STRATEGIC INITIATIVE 3: WE SHALL BE A DIVERSE, ENGAGED COMMUNITY
FOCUSED ON STUDENT SUCCESS
 New student academic achievement increased each year
 Enrollment grew from 1,288 in 2013 to 1,385 projected for fall 2017
 Launched CONNECT Living/Learning community for first-year
students
 Implemented Success Coach model for all first-year students
 Created one-stop student service and financial services center
 Achieved Fall-to-spring retention over 90% in 2016
 Created comprehensive new faculty orientation program
 Implemented comprehensive market-based benchmark
compensation program for faculty and staff
 Increased programming of the Center for Innovation in Teaching
Effectiveness as well as faculty grants for innovation
 Increased on-campus and off-campus student engagement

STRATEGIC INITIATIVE 4: WE SHALL PROVIDE A SUSTAINABLE CAMPUS
ENVIRONMENT THAT FOSTERS ENGAGEMENT AND PRIDE
 Major capital improvements included new campus center, fitness
center, renovation of Malloy residence hall and restoration of historic
Shaw Hall
 Renovated School of Design
 Created two new science laboratories
 Improved and added to classroom technologies
 Substantially reduced deferred maintenance
 Added permanent generators
 New exterior signage and landscape improvements installed
 Developed new student government model and greater student
participation in campus activities; added more athletic teams and
student clubs and organizations
 Strengthened staff and resources of Office of Advancement; greater
alumni engagement
2. The Strategic Enrollment Plan (SEP) conducted in 2015-2016:
As the College neared completion of the goals set forth in the 2012 strategic plan, it undertook a
more focused initiative in 2015 to identify opportunities to grow the College’s enrollment, as a
first step in developing the full VISION 2020 plan. The SEP identified 17 possible strategies for
enrollment growth and each was then developed into a business case with resource requirements
and impact on enrollment identified.
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SEP STRATEGIES
Student Recruitment
Increase Graduate Enrollment
Increase International Student Enrollment
Explore Adult Education Market
Expand Summer Program Offerings
Expand Interdisciplinary Curriculum
Invest in a Dedicated Branding Campaign
Student Success
Introduce a 4-Year Comprehensive Advising Model
Establish Student-centered Course Scheduling
Enhance Career Development
Enhance Honors Program
Utilize More Online Education
Increase Service Learning and Civic Engagement
Expand LLC Model
Improve Academic Facilities
Invest in More Residence Hall Space
Create More Student Leisure Space
Establish Independently Funded Scholarships
These 17 strategies were then taken up by the VISION 2020 group to consider as part of the final plan. The
SEP projected an undergraduate enrollment of 1,800 students and 200 graduate students by 2020.
The VISION 2020 Committee convened in March 2016. Four sub-groups then identified key issues and
strategies in the areas of Learning, Student Engagement, Resources, and Marketing/Identity.
The preliminary findings were consolidated and presented at two open community meetings in April,
following which the final plan was completed and presented to the president and Board of Trustees.
In parallel, the Associated Student Government developed a strategic plan (see Appendix C) focused on
student life, which has also been incorporated into Vision 2020.
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II.
Executive Summary
The Vision 2020 Strategic Plan builds on the successful path on which the College has focused since 2013,
advancing our activities to create a distinctive undergraduate residential college centered on careerfocused academic excellence, a highly engaged student body, a collaborative faculty and staff, and a
sustainable operating model. We believe that our accomplishments in these areas position the College to
become a model for 21st century higher education over the next 5 years. The strategies in Vision 2020
build on the achievements of the 2013 strategic plan and integrate the targeted enrollment initiatives
developed as part of the Strategic Enrollment Plan in 2016 toward that objective.
Situation Analysis
Because the VISION 2020 Strategic Plan was immediately preceded by a year-long campus Strategic
Enrollment Planning project undertaken with the assistance of the national consulting firm Ruffalo Noel
Levitz, we have utilized the comprehensive internal and external situation analyses developed by the SEP
group as the basis for the VISION 2020 plan.
Key Strategic Goals
The VISION 2020 plan focuses on extending the advancement the College has made during its prior plan in
order to establish a prominent position as a model for 21st-century higher education. By 2020, the College
anticipates an undergraduate enrollment of 1,800 students and 200 graduate students. We will preserve
our small residential college environment, with strengthened and expanded career-focus in our academic
programs and increased opportunities for broad-based education for lifelong learning, including service
learning and global awareness. We will deepen the student experience and increase co-curricular
opportunities on and off campus. Finally, we will develop financial and other resources to sustain and
advance the College’s position, and we will tell our story, and our students’ stories, in a compelling and
contemporary way.
The specific strategies of Vision 2020 in the following sections are organized in two areas:
1. Programmatic strategies (Learning and Student Life): These strategies present the core goals and
actions proposed under the plan in order to advance the College and realize our vision for the next
5 years. They address key goals in the area of academics and student life and engagement at the
College.
2. Resource strategies (Resources and Identity): These strategies address the substantial needs of
the College to achieve the programmatic strategies. They focus on financial resources, facilities,
technology, human capital, and institutional identity. Core to this section, and to the entire Vision
2020, is the immediate need for an updated Campus Master Plan to guide the development of the
numerous facility and resource needs. These are further specified in strategy R3 and its associated
sub-items A through F.
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The over-arching goal of VISION 2020 is to secure Mount Ida College’s position and differentiation as a
model for 21st – century college education. Our goals in each area are summarized below.
“Mount Ida College: a model for 21st-century college education”
LEARNING
We shall deepen and expand our academic vision based on career focus,
experiential learning and robust assessment and provide academic
facilities that fit our vision.
1. We have an academic enterprise built upon a strong portfolio of career-relevant programs
in each school, robust interdisciplinary programs, and an All College Curriculum that
emphasized critical thinking and multidisciplinary learning to prepare lifelong learners for
success in their careers and lives as they evolve over time.
2. “Career preparation” and “experiential learning” are clearly articulated and codified in
every program.
3. Each school offers strong niche graduate programs.
4. Each school develops a distinct market position in its domain and operates with relative
autonomy within the College’s missions, strategies, policies and procedures.
5. Each school provides academic support, advising and career services relevant to its
disciplines.
6. Our faculty is known for innovation in experiential learning and service learning.
7. Our assessment models become exemplars in higher education.
8. Focused global learning opportunities are available to students in every program.
9. We have academic facilities that reflect and support our academic vision.
STUDENT ENGAGEMENT
We shall foster programs and facilities that provide a highly engaged
experience to support the social, cultural, civic, health, wellness,
emotional, and spiritual development of our students.
1. We become a campus where learning, living and engagement are seamlessly integrated to
develop the whole student, and our facilities reflect this.
2. Social justice and civic engagement are hallmarks of our campus life; we are a model for a
culture that is not just diverse, but truly integrated, respectful, and nurturing.
3. Arts and culture have a prominent role in the life of the campus.
4. We evolve our athletics, fitness and health, counseling and spiritual services to sustain the
wellness of our whole community.
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RESOURCES
We shall achieve a profitable operating model supplemented by
additional revenue streams to sustain and advance the College, while
upgrading facilities and technology.
1. The College produces an operating budget surplus while providing sufficient resources and
capital investment to sustain its future.
2. We create and implement a Campus Master Plan that supports the programmatic needs of
the College through 2020.
3. The College has sufficient technology and applies it appropriately and productively.
4. Philanthropy flows into the College from individuals, foundations and corporations
because it is a model for 21-st century college education, known for its career-focused
education, its support of first-generation learners, its curricular and campus life
innovations, and the harmonious diversity of its campus culture.
5. Each school has a set of strong corporate partners who collaborate with students and
faculty.
6. Our alumni become the strongest supporters of the school through ongoing
accomplishments, continued engagement and donations.
IDENTITY
We shall become known as a highly distinctive institution of higher
education with a clear and consistent identity that strategically advances
our mission and purposes.
1. We communicate a clear and engaging story of Mount Ida today and become better
known in our market.
2. We engage our core audiences in meaningful ways.
Plan Metrics
The VISION 2020 plan has identified specific metrics in each of the following areas in order to monitor
progress and effectiveness of this plan.
METRIC
Undergraduate Enrollment
Graduate Enrollment
First Year Retention Rate
Second Year Retention Rate
4-year Graduation Rate
6-year Graduation Rate
Incoming Student Average HS GPA/SAT
First-generation Students
Diversity of Students
% PELL-eligible
Annual Operating Surplus
Advancement Gifts and Grants
Faculty and Staff Compensation
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APPENDIX A - VISION 2020 TEAM AND WORKING GROUPS
VISION 2020 Committee
Committee
Co-Chairs: Ron Akie, Laura DeVeau, Jill Abrahams, Jackie Palmer
Faculty: Bob Brown, Liang Tang, Fatima Nazeer, Kim Karolides
Staff: Jason Potts, Mary Corcoran, Fran Berger, Jeff Cutting, Jason Donati, Brad
Hastings, Reema Zeineldin, Dyan Teehan, Matt Burke, Jen Golojuch, Rob
Brooks, Leah Webber, Joseph Rios, Jerome Dean, Lynn Zlotkowski
Students: Joshua Ivanovs, Melissa Pastore, Danielle Doucette, Ryan Burch, Ian
Winham, Luke Bibber
Trustees: David Johst, Marijean Lauzier, Steve Reno
Alumni: Brian Leighton, Jacquetta Van Zandt
VISION 2020 Working Groups
*Marijean Lauzier resigned from board after VISION 2020 launch
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APPENDIX B - LAUNCH MEETING WORDCLOUDS
Participants at the initial committee meeting were asked to provide one word describing the college
today and one word describing the college in 2020.
Mount Ida College Today
Mount Ida College in 2020
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APPENDIX C - ASSOCIATED STUDENT GOVERNMENT STRATEGIC PLAN 2016
ASG STRATEGY 1: CAMPUS BUILDINGS & GROUNDS
To provide a model college experience for both residential and commuter students, it is important to
have buildings and grounds that reflect success. ASG will be the voice of the students in working with
Administration to improve Mount Ida College’s Buildings & Grounds.
Action Step 1: To include students in any conversation where construction or renovation of
campus spaces that impact student experience.
Action Step 2: Advocate for increased accessibility to support the immediate and expanded
Mount Ida community.
Action Step 3: Enhance the esthetic appearance of the physical plant and associated
furnishings to advance successful learning.
Action Step 4: To acquire academic technology that supports student advancement and that is
relevant with current program practice.
Action Step 5:
Advocate for the creation and expansion of indoor and outdoor community
space to support community building, student learning, and campus
engagement.
ASG STRATEGY 2: ACTIVE & ENGAGED STUDENT GOVERNMENT
A student government that is committed to actively engaging the entire Mount Ida community is
essential to supporting the College mission by enhancing student life, campus engagement, and student
agency. Equally important is a strong interest in service to improving the community, strong
infrastructure, and clear and consistent transparency where by student voice is paramount.
Action Step 1: Ensure transparency in governance, college processes, and decision-making to
support increased student advocacy and agency.
Action Step 2: Create an active and involved student base whereby students feel part of
decision making and are empowered to use their voice and take action to create
change.
Action Step 3: Enhance service provided to students that will support their success and ease
their collegiate experience.
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Action Step 4: Modeling community engagement with Newton/Boston through regular
planned ‘town gown’ programs that connect Mount Ida and the broader
community.
Action Step 5: Develop and Implement strong processes to support a thriving associated
student government that ensures fulfilling our responsibilities to our peers,
advancing our work, and representing our alma mater.
ASG STRATEGY 3: STUDENT EXPERIENCE & CAMPUS LIFE
A student’s college experience at Mount Ida College should resemble a home away from home where
family-like support connects community members from diverse backgrounds and lived experiences.
Trademarks of strong campus life offerings are illustrated through Campus pride and tradition, spaces
that build community for residential, commuter, and non-traditional students, and cutting-edge
technology that supports our ever-changing society.
Action Step 1: Enhance and expand programs to promote the Mighty Creed as a guiding code
that members of the Mount Ida community will embody.
Action Step 2: Build a sense of campus pride and tradition that encourages increased
involvement in campus activities, build strong alumni, and creates opportunity
for continued growth.
Action Step 3: Create a diverse and inclusive community where by members feel safe,
accepted, and understood for who they are and where each student’s
perspective and world view is challenged and supported through dialogue and
interaction.
Action Step 4: Champion spaces and opportunities for students to be students understanding
that all experiences are learning experiences, to build memories, and to create
community on their terms.
Action Step 5: Supporting specific student experiences by honoring shared and unique
perspectives and needs through targeted outreach, services, and programs.
Action Step 6: Support the student experience by ensuring up to date and relevant technology
to support building community, learning, and development as evidenced
through a strong tech infrastructure and plan to respond to growing needs of
expanding campus community.
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