Strategic Pillar 1
Enrollment growth and student
experience

Grounded in faith and guided by clear accountability, this pillar advances
sustainable enrollment growth by strengthening the student experience, aligning
faculty, staff, and student policies, and creating the conditions students need to
persist and succeed.

Objectives

1.1 - Grow undergraduate and graduate learner enrollment through focused
recruitment, digital innovation, and retention initiatives.

1.2 - Enhance the student experience through improved facilities, food, student
engagement, and living-learning centers in the residence halls.

1.3 - Strengthen student retention by preparing faculty and staff to serve as
effective partners in student support and persistence.

1.4 - Revise student policies to improve clarity, consistency, and transparency for
students.

Strategic Pillar 2
Academic innovation and program effectiveness

Grounded in faith and informed by evidence, this pillar strengthens academic innovation and program effectiveness by aligning offerings with student and workforce demand, expanding flexible learning models, and integrating emerging technologies to prepare students for a changing world.

Objectives

2.1 - Assess and align programs with student demand and workforce trends.

2.2 - Develop and launch new degree and certificate pathways with strong market fit and measurable return.

2.3 - Expand hybrid and online offerings.

2.4 - Collaborate with partners for non-traditional academic programming that meets workforce demand.

2.5 - Infuse Artificial Intelligence and emerging technologies into the curriculum.

Strategic Pillar 3
Financial health and revenue growth

Grounded in faith and responsible stewardship, this pillar strengthens financial sustainability by diversifying revenue streams, improving fiscal transparency, and aligning resources to support the university’s mission and long-term sustainability.

Objectives

3.1 - Strengthen long-term financial sustainability by stabilizing the operating budget and reducing reliance on tuition revenue.

3.2 - Increase philanthropic support through coordinated individual, corporate, and foundation giving programs.

3.3 - Expand and diversify revenue streams through strategic program growth, effective use of campus assets, and operational efficiencies.

3.4 - Improve financial transparency and decision-making through consistent use of institutional financial dashboards.

Strategic Pillar 4
Facilities and campus development

Grounded in faith and responsible stewardship, this pillar guides intentional campus development through phased planning, targeted investment, and sustainable practices that support student experience, accessibility, and long-term institutional vitality.

Objectives

4.1 - Strengthen long-term campus planning by developing and executing a phased facilities master plan aligned with institutional priorities and financial capacity.

4.2 - Improve the student experience and campus functionality through targeted investments in student housing and critical infrastructure.

4.3 - Advance sustainability and accessibility by integrating responsible design and maintenance practices across campus facilities.

Strategic Pillar 5
Faculty and staff excellence

Grounded in faith and shared responsibility, this pillar strengthens institutional capacity by investing in professional growth and leadership, recognizing contributions, supporting fair and transparent practices, and fostering a culture of collaboration, positivity, and accountability.

Objectives

5.1 - Improve faculty and staff engagement, retention, and leadership capacity by supporting meaningful professional growth and development.

5.2 - Strengthen the university’s ability to attract and retain talent through competitive compensation.

5.3 - Enhance faculty and staff engagement and retention by implementing meaningful, consistent, and mission-aligned recognition practices.

5.4 - Strengthen shared governance by clarifying roles, expectations, and decision-making processes.

5.5 - Foster a culture of trust, accountability, and collaboration that supports institutional effectiveness and employee well-being.

Strategic Pillar 6
Technology and infrastructure

Grounded in faith and responsible stewardship, this pillar strengthens institutional effectiveness by modernizing systems, protecting data, and enabling efficient, integrated digital practices that support learning, operations, and informed decision-making.

Objectives

6.1 - Strengthen institutional effectiveness by modernizing administrative and learning systems to improve reliability, usability, and integration.

6.2 - Protect institutional operations and data by enhancing cybersecurity, data governance, and information management practices.

6.3 - Improve efficiency and decision-making by implementing unified digital platforms that support consistent processes and access to information across the institution.

Strategic Pillar 7
Collaboration and partnerships

Grounded in faith and shared purpose, this pillar strengthens institutional capacity and impact by cultivating mission-aligned partnerships that expand opportunity, enhance quality, and responsibly leverage shared resources.

Objectives

7.1 - Expand strategic partnerships to improve quality, increase capacity, and responsibly share institutional resources.

7.2 - Strengthen academic and service outcomes by establishing mission-aligned collaborations that support student pathways, program quality, and community impact.

Strategic Pillar 8
Spiritual mission and campus culture

Grounded in faith and community, this pillar empowers spiritual growth and belonging by integrating mission into learning, worship, service, and campus life.

Objectives

8.1 - Strengthen the integration of spiritual life and mission across academic programs, co-curricular experiences, and campus practices.

8.2 - Enhance worship, service, and community engagement opportunities to encourage belonging, spiritual growth, and connection among students, faculty, and staff.

8.3 - Cultivate a campus culture grounded in gratitude, hope, and purpose as defining elements of the university experience.

8.4 - Reestablish and strengthen mission-centered ministry teams by collaborating with MAUC youth leadership, enrollment, and faculty to support student engagement and outreach.

Next steps

The strategic plan will be set in motion as campus leaders determine how each objective will be prioritized. Some will start in Spring 2026, and some will come a little later. Each top priority objective will be assigned an Action Team led by a vice president, and these teams will begin work immediately to set goals, define measurable results and launch action plans.

The university leadership team will continually assess the work of each action team and re-evalute the priorities of the overall university in relation to the strategic plan. Ultimately, the team will develop a dashboard to consistently monitor key measurable results at both the action team and university level until each goal has been realized and the work has been institutionalized.