Hanover 2020 – Clear Vision

Working draft

Mission Statement

Hanover College is a challenging and supportive community whose members take responsibility for lifelong inquiry, transformative learning and meaningful service.

Vision Statement

Hanover College will be recognized throughout the tri-state (IN, KY, and OH) region as a diverse learning community that excels in preparing students for professions and advanced study by combining a transformative liberal arts education with educational opportunities in distinctive professional disciplines. Through excellent undergraduate programs, meaningful co-curricular experiences, graduate programs in high demand fields, and accelerated pathways to graduate study, Hanover will be the college of choice for the region’s most well prepared high school seniors and for all students who seek to make a difference in local and global communities.

Principles of Hanover College

  1. Pursuit of Academic Excellence
  2. Pursuit of Personal Excellence
  3. Respect for one Another
  4. Community Responsibility
  5. Accountability



Hanover 2020 – Clear Vision is an aspirational plan focused on ensuring the mission of the institution, our vision for the institution, and sustaining the financial well-being of the College for generations to come. At its core, this strategic plan supports that which is most important to the institution – students.

This strategic plan will refine Hanover’s identity. The integrated plan is a sustainable approach to long-term success that builds relationships, aligns the institution and emphasizes preparedness for change. While it is not possible for the vision to cater to every stakeholder as it cannot be everything to everyone; Hanover will be inclusive and welcoming to a diversity of thoughts and ideas that galvanize our shared efforts and coalesce the purposeful and meaningful good work of our passionate stakeholders.

Hanover 2020 – Clear Vision is driven by four strategic goals, each pillar supports our institutional mission and are all interrelated. These goals are:

  1. Increase Enrollment
  2. Improve Student Outcomes
  3. Strengthen Alumni and Community Engagement
  4. Establish Financial Stability and Economic Sustainability

This strategic planning process will build community by engaging a broad group of stakeholders: faculty, staff, students, alumni, donors and friends of the College. This plan will be collaborative, continuous, intentional, outcome-based and mission-driven involving a broad constituency that accounts for multiple perspectives affording plan task force members the opportunity to amplify the voices of stakeholders from all corners of the College. Hanover 2020 – Clear Vision will position the College to be more adaptive and agile compared to simply be more efficient. Resource allocation, or reallocation, can be a driver to incentivize variation and question assumptions. In particular, the plan will be transparent by decentralizing authority to foster organic ideation.

Hanover 2020 – Clear Vision will help develop and cultivate a culture of continuous improvement as AQIP projects are integrated into the strategic plan. The College will use a continuous communication plan to unfold through multiple channels keeping all parties apprised of progress. Dashboard indicators and key metrics have been developed for visual impact and communication through data visualization. Where applicable, detailed narratives communicate Hanover 2020 – Clear Vision plan updates.

Strategic Plan Goals

  1. Increase Enrollment
    Task force members: Chris Gage, Dee Goertz, Vicky Hidalgo, Scott Klein, Dewain Lee, John Pollom, Megan Robinson, Kevin Stormer, Kati Tuttle, Barb Wahl, Jim Watts
    Objective 1.1: Increase and maintain new student enrollment at a minimum of 360 students by fall 2018 with total undergraduate enrollment exceeding 1200 students by fall 2020
    Objective 1.2: Increase and maintain the diversity of Hanover’s student population as defined by international (7%) and domestic students of color (18%) to 25% of total student enrollment by fall 2020
    Objective 1.3: Establish new graduate programs to achieve 100 FTE graduate student enrollment by fall 2020
    Objective 1.4: Renovate and/or build 360 beds of competitive first-year housing by fall 2020
    Objective 1.5: Measure, improve, and maintain campus connectivity to achieve higher student satisfaction by fall 2020
  2. Improve Student Outcomes
    Task force members: Skip Dine Young, Lindsay Faulstick, Chris Gage, David Harden, Bix Howland, Steve Jobe, Jerry Johnson, Miranda Maxwell, Kay Stokes
    Objective 2.1: Increase four-year graduation rate to 75% and first-year retention rate to 85% by fall 2020
    Objective 2.2: Achieve 100% post-graduate success within 7 months of commencement as measured by full employment or graduate school enrollment by fall 2020
    Objective 2.3: Improve national awards, post-graduate fellowships and service placements to 10% of the graduating class by fall 2020
    Objective 2.4: Ensure that 100% of graduates have participated in a significant experiential learning opportunity by fall 2020
  3. Strengthen Alumni and Community Engagement
    Task force members: David Collier, Chris Gage, Katy Hadley, Lynn Hall, Jim Hickerson, Christy Hughes, Kevin Keefe, Catherine Knott, Shelley Preocanin, Melba Rodriguez
    Objective 3.1: Increase the rates of alumni engagement as measured by giving (17%) and volunteering (300) by fall 2020
    Objective 3.2: Measure and increase rates of alumni satisfaction at 1, 5, and 10 years after graduation by fall 2020
    Objective 3.3: Facilitate a minimum of 150 alumni-initiated internships and/or employment opportunities while serving the career development needs of 100 alumni annually by fall 2020
    Objective 3.4: Increase by 10% student service and internship placements within a 60-mile radius of campus by fall 2020
    Objective 3.5: Take a leadership position in the wellbeing of Jefferson County Indiana, the town of Hanover, and the region. Increase non-student attendance in HES events and athletic and cultural enrichment events (when possible).
  4. Establish Financial Stability and Economic Sustainability
    Task force members: Kevin Brown, Mike Bruce, Heather Chism, John Collins, Chris Gage, Rob Graham, Katy Lowe Schneider, Diane Magary, Ted Merhoff, Celeste Sutter
    Objective 4.1: Increase student revenue (net of aid and new program costs) $2,400,000 by fall 2020
    Objective 4.2: Increase and sustain the Impact Hanover Fund to $1,000,000 annually by fall 2020
    Objective 4.3: Develop alternative revenue strategies to generate $500,000 annually by fall 2020
    Objective 4.4: Achieve $500,000 in cost savings by fall 2020
    Objective 4.5: Develop a comprehensive campus facilities and improvement plan by fall 2018
    Objective 4.6: Increase the endowment by $25,000,000 in gifts and pledges by fall 2021

By living into Hanover’s mission and vision, Hanover 2020 – Clear Vision, is designed to elevate Hanover to a new level of increased enrollment, improved student outcomes, strengthened alumni and community engagement and financial stability and economic sustainability. Built on an inclusive planning process informed by all invested stakeholders, Hanover 2020 – Clear Vision, is pragmatic in setting our foundation as the institution approaches our bicentennial in 2027.

Hanover 2020 – Clear Vision emphasizes objectives and tactics that are measurable and time-delineated to ensure focus and accountability. We will be nimble with our tactics that serve to meet the objectives for our goals.


We welcome your feedback on Hanover 2020 – Clear Vision. Please submit your comments and ideas through the suggestion box below. Comments and suggestions will be shared with Hanover’s Task Force members to help inform the development of a finalized plan document.