Building Futures: Vision 2020

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Building Futures: Vision 2020

Strategic Pl an

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Uni v e rsi t y

President’s Letter of Introduction Since its establishment on January 5, 1887, Campbell University’s highest and most noble aspirations have been the creation of a teaching, learning, and living community within the context of the Christian faith. For over 125 years, this passion to educate graduates who are the salt of the earth and the light of the world has guided and will continue to guide the University. The accomplishment of these goals is demonstrated daily in the lives of Campbell University alumni as they serve in their professions, their communities, and their churches.

With this great legacy as the foundation, Campbell University is seeking to fulfill a bold vision of becoming a preeminent university among peer Baptist institutions. The strategic plan which sets forth the path into this successful future is proudly titled Building Futures: Vision 2020.

This brochure outlines the mission, vision, aims, and initiatives of this ambitious, yet realistic, plan.

The strategic planning process is carefully guided by the University’s Planning Council, with every area of the University represented on the council - Executive Administration, Academic Deans, Faculty Senate, Student Government, Trustees, and Alumni. The Council continues its leadership position in charting and implementing this significant path for the University.

In November 2006, Building Futures: Vision 2020 was presented to the Board of Trustees for their consideration. The Board immediately embraced the Council’s work and unanimously voted to affirm the strategic plan.

I invite you to join the Campbell trustees and me in embracing this direction and vision. I hope you will explore this document with the same sense of joy and anticipation that is being stirred throughout the entire Campbell University family. Building Futures: Vision 2020 will inspire us, stretch us, and challenge us as we continue to strengthen and develop Campbell University to the Glory of God the Father.

Ad astra per aspera,

Jerry M. Wallace President

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Core Convictions Campbell University’s purpose is deeply rooted in and flows from the institution’s core convictions. From its humble beginnings in 1887, the University has held to the passion of its founder, Dr. James Archibald Campbell, to prepare young men and women for a living and for a life through Christian education. Today, this passion is expressed as educating graduates who are and who will become the salt of the earth and the light of the world.

Campbell University, like most other institutions of higher education, wants to teach well, to have the necessary financial resources to excel, to have good students, and to produce graduates who will make a difference in the world. What makes Campbell University unique is the merging of these generic realities with the institution’s core convictions. The result is a distinctively different education that blends academics and spiritual development.

For more than 125 years, Campbell University’s commitment was and remains to serve students through learning, Christian nurture and service, and discovery.

The University is devoted to teaching and learning in the Christian tradition of the liberal arts and sciences; to service to God, the church, and the community; and to the search for truth.

The Campbell University family, from the Board of Trustees to the newest member of the faculty and staff, embraces the core convictions and is determined to maintain its Christian posture and the pursuit of very highest quality of scholarship.

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Mission Statement The mission of Campbell University is to graduate students with exemplary academic and professional skills who are prepared for purposeful lives and meaningful service. The University is informed and inspired by its Baptist heritage and three basic theological and biblical presuppositions: learning is appointed and conserved by God as essential to the fulfillment of human destiny; in Christ all things consist and find ultimate unity; and the Kingdom of God in this world is rooted and grounded in Christian community. The University embraces the conviction that there is no conflict between the life of faith and the life of inquiry.

To fulfill its mission, the University: • presents a worldview informed by Christian principles and perspectives; • affirms that truth is revelatory and transcendent as well as empirical and rational, and that all truth finds its unity in Jesus Christ; • influences development of moral courage, social sensitivity, and ethical responsibility; • gathers a diverse community of learners; • delivers academic instruction in the liberal arts and sciences and professional preparation at both undergraduate and graduate levels through traditional, extended campus, and online programs; • transfers to students the vast body of knowledge and values accumulated over the ages; • encourages students to think critically and creatively; • fosters the development of intellectual vitality, physical wellness, and aesthetic sensibility; • forges a community of learning that is committed to the pursuit, discovery, and dissemination of knowledge; • provides students with servant leadership opportunities; • cooperates with other educational institutions to expand learning opportunities for students; • offers service and other opportunities to the greater community through athletics, continuing education, and cultural enrichment programming.

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Strategic

Vision The vision of Campbell is to further its calling as a Christian university, while becoming a preeminent university among peer institutions, all while accomplishing its high and noble aspiration of educating students to become the salt of the earth and the light of the world.

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Strategic

Aims

• Provide quality academic programs that interweave learning and experience to produce well-prepared graduates.

• Increase the student population through the recruitment of students with increasing academic and leadership potential.

• Position Campbell as a comprehensive university that is faithful to its Christian heritage and tradition.

• Strengthen student life programs and facilities to enrich the learning, living, and service experiences of students.

• Pursue competitive athletic success with integrity.

• Advance the teaching, learning, research, and collegiate experiences at the University through financial and facilities management.

• Develop and implement a collaborative and comprehensive advancement and alumni service program.

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Strategic Initiatives

Academics

Provide quality academic programs that interweave learning and experience to produce well-prepared graduates.

• Provide a viable and dynamic core curriculum that is rooted in a classical liberal arts academic tradition, while at the same time is progressive in incorporating components integral to learning in the 21st century.

• Develop and support learning experiences that attract and retain an increasingly strong student body.

• Attract and retain an increasingly strong faculty.

• Strongly support the teaching, learning, and research needs of the academic community.

• Enhance current academic programs and develop additional programs that strengthen the University while responding to emerging needs of the state, region, and world.

• Create and/or enhance such Centers or Institutes as deemed appropriate and feasible in support of the University’s academic programs.

• Meet and surpass all accreditation requirements for the University’s academic programs.

• Construct additional physical facilities needed to support the academic programs of the University.

• Expand the University’s reach into new geographic and market areas as can be done in a manner that is consistent with the University’s mission, that meets identified academic needs, and that is professionally and financially responsible.

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Strategic Initiatives

Enrollment Management & Marketing Increase the student population through the recruitment of students with increasing academic and leadership potential.

• Strengthen admissions standards to be consistent with comparable SACS accredited Level V or VI institutions through consideration of: - - - -

Entering student credentials (GPA, standardized test scores) Student financial need Academic program offerings Other relevant student profile attributes

• Strategically engage new markets by featuring the faith and values-integrated mission and purpose of the University and its continuing tradition of academic excellence: - Geographic - Ethnic - Strategic contacts with early high school and pre-high school students (junior high, high school, church, and alumni) - Private secondary school - Homeschools - Transfers - Strategically position Campbell as an institution of opportunity in select North Carolina markets (i.e., high population areas)

• Strategically increase undergraduate enrollment on the Buies Creek campus to 3,600 students by 2025 through promotion, recruitment, new academic initiatives, athletic programs, and campus amenities with an emphasis on prospective students in North Carolina and the eastern United States.

- Build a consistent base of 1,200 first-time, full-time students each fall.

- Increase outreach into population centers in North Carolina and the eastern United States to prospective students who are attracted to the programs, place, people, and purpose of Campbell University.

• Recruit more and better prepared professional and graduate students desiring high quality, faith and valuesintegrated professional and graduate programs. Increase overall graduate program enrollment to 2,300 students by 2020.

Position Campbell as a comprehensive University that is faithful to its Christian heritage and tradition.

• Execute a comprehensive and integrated marketing strategy targeting primary, secondary, and tertiary markets positioning Campbell University as an inclusive and comprehensive institution of higher education with emphasis on the university’s programs, place, people, and purpose.

• Execute a comprehensive and integrated marketing strategy to Baptists and other Christian friends in North Carolina, the Southeast, and other select audiences.

• Maintain a comprehensive system of data collection of related friends and alumni of the University that can be used for admissions marketing purposes.

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Strategic Initiatives

Student Life Strengthen student life programs and facilities to enrich the learning, living, and service experiences of students.

• Enhance student engagement through increased oncampus programming of intramurals, club sports, student clubs, and CAB. • Develop a comprehensive undergraduate First-Year Experience to promote increased student engagement and success.

• Increase meaningful service-learning opportunities, volunteerism, and civic engagement.

• Enhance the social and relational skills of undergraduate students through the experience of an intentional Residential Community.

• Foster the Greek Life community to offer service, leadership, social-cultural, and philanthropic opportunities for students.

Plan and build adequate student life facilities to meet the growing needs of the on-campus population.

• Pursue competitive athletic success with integrity.

• Achieve an Athletic Progress Rate for all athletic teams of 930 or better.

• Be competitive in all athletic sports finishing each season as one of the top four conference teams.

• Increase student participation and spirit at athletic events through purposeful promotions and activities.

• Consistently compete for the All-Sports Championship in the Big South Conference.

• Athletes, coaches, and staff will continuously support the core values and mission of the University and be in compliance with the NCAA.

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Strategic Initiatives

Finances and Facilities Advance the teaching, learning, research, and collegiate experiences at the University through financial and facilities management.

• Financial Model: Support a Financial model that appropriately supports university growth and expansion by maintaining a balanced budget following initiatives provided by academics, student life, athletics, and the administration.

• Continued Operations: Through sound budgeting processes, provide adequate funding for budgets including academics, student life, and operations of the institution.

• Growth and Expansion: Refine and implement the master plan to match the initiatives and expectations of the evolving University.

• Facilities: Plan and fund renovations, upgrades, and new facilities to advance the teaching, learning, research, and collegiate experiences of the University.

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Strategic Initiatives

Advancement Develop and implement a collaborative and comprehensive advancement and alumni services program.

• Pursue methods to continue to steward and energize current donors.

• Research and cultivate news friends with the potential to support Campbell.

• Craft capital campaigns to meet the ever increasing challenge to provide outstanding facilities for Campbell’s academic and athletic programs that incorporate the talents and skills of the larger Campbell community through the development of campaign cabinets.

• Collaborate with the deans of the seven schools and athletics to strengthen their fundraising priorities, capabilities, and strategies.

• Increase strategies to grow annual fund programs to increase alumni participation and help identify new major gift donor prospects.

• Strengthen relationships with corporations and foundations that provide financial resources to institutions of higher learning.

• Seek direct aid and endowed scholarships to assist students with demonstrated financial need.

• Continually enhance communications to keep alumni and friends of the University engaged, interested, and “Campbell Proud” through the use of traditional and electronic edge media and communication delivery methods.

• Continually enhance communications to keep alumni and friends of the University engaged, interested, and proud of Campbell through use of leading-edge media and communication delivery methods.

• Generate $175 million in external support through 2020 (2006-2020) in support of the continued academic, athletic, and student life facility needs, direct aid and endowed scholarships, professorships, and other University priorities.

2014 EDITION