2026-2027 Strategic Plan

2026-2027 Strategic Plan THE MILLIKIN DIFFERENCE

FOREVER BLUE

Dear Millikin Community, Every great institution carries two responsibilities: to honor what has made it distinctive and to have the courage to evolve for what comes next. As Millikin University celebrates 125 years of delivering on the promise of excellence in education, we have a remarkable opportunity to do both.

For generations, Millikin has remained committed to an education that connects theory and practice; challenges students to think deeply; and prepares them to make a difference in their professions, their communities, and the world. That commitment is as relevant today as it was when the University was founded in 1901. At the same time, the world our students will enter continues to change.

The needs of learners, employers, and communities are evolving, and we must evolve with them.

Our Strategic Plan, “The Millikin Difference,” reflects that balance of tradition and transformation.

It is grounded in an appreciation for who we are while looking honestly and intentionally toward who we can — and must — become. It recognizes that our future will not be defined by a single initiative or accomplishment, but by the many ways we strengthen the educational experience, invest in our people, steward our resources, and deepen our connections with the communities we serve.

At the center of this work is our commitment to students. Being student-ready means more than providing an outstanding education. It means creating an environment in which students can find belonging, discover purpose, develop confidence, and build the knowledge and experience necessary to thrive. It means meeting students where they are while also preparing them for where they will go.

That commitment also calls us to broaden our understanding of who Millikin serves. We must continue to create accessible pathways for students with different backgrounds, experiences, and goals, while developing academic programs that respond to emerging opportunities and workforce needs. Our distinctive Performance Learning model gives us a strong foundation for doing just that — connecting learning with experience and helping students translate what they learn into meaningful action.

Our future also depends upon the strength of the relationships surrounding Millikin.

Universities do not exist apart from their communities. We have an opportunity to deepen our role as a partner to Decatur and the region, to strengthen relationships with employers and organizations, and to expand connections that create opportunities for our students while contributing to the vitality of the community we call home.

None of this is possible without a strong and connected University community.

A sustainable future requires thoughtful stewardship of our financial resources, investment in our faculty and staff, open communication, shared responsibility, and a culture in which people feel valued and empowered to contribute. The work before us belongs to all of us.

The five overarching priorities outlined in this Strategic Plan provide a framework for turning these commitments into action. They are more than just goals to achieve — they are interconnected parts of a shared vision for Millikin’s future.

A strategic plan is ultimately an expression of possibility. It asks us to look beyond what is immediately in front of us and imagine what we can become, then commit ourselves to the work required to get there.

As we begin this next chapter of the University’s story, I am confident because of the people who make Millikin what it is. Our history gives us a strong foundation. Our mission gives us purpose. And our shared commitment gives us the opportunity to shape what comes next.

The future of Millikin will be built together — thoughtfully, courageously, and with a deep appreciation for the University we have inherited and the University we have the privilege to continue to create.

Forever Blue,

Dr. Dean A. Pribbenow President

MILLIKIN UNIVERSITY STRATEGIC PLAN 2026-2027

M ISSION For all who aspire to achieve, Millikin delivers on the promise of excellence in education. Through the integration of theory and practice, we prepare students for professional success, democratic citizenship in a global environment, and a personal life of meaning and value.

V IS ION Millikin graduates will be leaders in creating a more wise, just, equitable, and sustainable society.

At Millikin, we value: » Inclusion, diversity, equity, and accessibility;

» Dignity and respect for all persons; » Integrity and responsibility; » Honest, open dialogue and reflection; and » Advancement of the common good.

VA LU ES

» Intellectual and creative inquiry;

PLAN STATEMENT

Our plan demonstrates how data-driven decisions will propel Millikin's success into the future and envisions a Millikin of tomorrow, where:

» Performance Learning abounds to develop

graduates who excel personally and professionally;

» Our campus community is strategically engaged with industry and community;

» All who engage with Millikin are welcomed; and » Millikin demonstrates the financial ability to steward these goals in perpetuity.

1 Advance Academic Excellence 2 Nurture a Welcoming and Inclusive Campus 3 Build a Sustainable Financial Model 4 Invigorate Community Partnerships 5 Strengthen Culture and Shared Governance

PLAN INITIATIVES

1.

Advance Academic Excellence We will advance our distinctive brand of Performance Learning by focusing on holistic student success, evaluating and strengthening our current academic programs and support services, and investing in new, market-driven programs that result in increased professional success for our students.

STRATEGIC GOALS Recommit to and invest in the Performance Learning model of education at Millikin We will advance Performance Learning by supporting faculty development in emerging instructional practices, including artificial intelligence, online learning, and technologyenhanced teaching. We will provide faculty with the knowledge and resources to thoughtfully integrate new approaches while maintaining the academic rigor and distinctive, experiential learning that distinguish the Millikin educational experience.

Strategically invest in the growth and development of academic programs We will strategically strengthen and grow Millikin’s academic portfolio by evaluating existing programs, identifying opportunities for growth and innovation, and aligning academic offerings with student demand and workforce needs. We will expand graduate, online, adult learner, and transfer pathways and deepen academic partnerships to create new enrollment opportunities, support degree completion and graduate study, and strengthen the long-term sustainability of our academic programs.

Foster a learning environment that is supportive of academic excellence We will foster academic excellence by strengthening the systems and support structures that help students succeed, including implementation of our new academic advising model, expanded student support services, and data-informed interventions that improve retention, persistence, and degree completion. We will prepare for and complete the Higher Learning Commission accreditation review while using the process to reinforce a culture of continuous improvement, academic quality, and student success.

1

Nurture a Welcoming and Inclusive Campus

2

We will take active steps to become a more inclusive and welcoming campus, ensuring that our campus culture and climate are fully aligned with our core values of inclusion, diversity, equity, and accessibility. We will seek to attract and retain diverse talent across campus and create a sense of belonging for all who are a part of our community.

STRATEGIC GOALS Broaden inclusive excellence across campus We will create a more student-ready campus by strengthening coordination among advising, coaching, support services, and outreach; improving communication and awareness of campus resources; and using student feedback and data to identify and address barriers to student success. We will complete implementation of the student communication portal, launch a comprehensive student communication strategy, and strengthen coordinated advising and support strategies to improve retention, persistence, and degree completion.

Actively recruit, retain, and invest in faculty and staff excellence We will invest in the success and retention of talented faculty and staff by expanding opportunities for professional growth and development and strengthening compensation and development models that support employee success. We will implement the new ElevateU professional development program, assess its first-year outcomes, and use those insights to inform ongoing investments in employee development.

Foster a sense of belonging for all who engage with Millikin We will foster a strong sense of belonging by expanding initiatives that support student wellbeing, mental health, engagement, and connection across the Millikin community. We will strengthen opportunities for students to build meaningful relationships and participate in campus life while ensuring that students who may face barriers to engagement have access to the support and opportunities they need to thrive.

MILLIKIN UNIVERSITY STRATEGIC PLAN 2026-2027

Build a Sustainable Financial Model

3

We will commit to optimizing our operations, engaging in fiscal responsibility, identifying alternative revenue sources, and investing in our human resources to strengthen Millikin University’s financial health and sustainability.

STRATEGIC GOALS Expand net tuition revenue streams by enhancing recruitment strategies and initiatives We will grow net tuition revenue through strategic enrollment growth, improved retention, expanded transfer and graduate enrollment opportunities, and thoughtful pricing and financial aid strategies. We will use data to continually assess and refine our recruitment, enrollment, and revenue strategies to support sustainable growth.

Implement effective and efficient budget management practices We will strengthen financial sustainability through disciplined budget management, continued implementation of the Plan of Finance, and ongoing identification of operational efficiencies and expense reductions that minimize impact on the student experience. We will maintain updated financial projections and scenarios to guide long-term decision-making and implement recommendations from the AI Working Group to improve institutional effectiveness, operational efficiency, student success, and revenue-generating opportunities through the responsible and strategic use of artificial intelligence.

Implement a comprehensive and intentional fundraising strategy that identifies and cultivates the next generation of donors, while supporting existing giving We will advance comprehensive campaign readiness by strengthening prospect development, deepening donor engagement, advancing our CRM, and developing the volunteer leadership and infrastructure needed for a successful campaign. We will build a stronger pipeline of the next generation of donors while deepening relationships with existing supporters and positioning Millikin to secure transformational philanthropic support.

Invigorate Community Partnerships

4

We will re-establish Millikin University as Decatur’s University by identifying and prioritizing strategic opportunities that align community needs with University resources for mutual benefit. We will actively partner with local industry and organizations to connect our students, faculty, staff, and alumni with meaningful service and education opportunities in Macon County and beyond.

STRATEGIC GOALS Intentionally serve and connect to local, regional, and national partners We will strengthen Millikin’s role as a community and regional partner by expanding engagement with the Oakwood Business District and supporting initiatives that create mutually beneficial opportunities for economic development, student learning, institutional visibility, and community revitalization. We will deepen our partnership with the Macon County Community Natatorium Foundation to support the Natatorium project and create opportunities for student recruitment, programming, community engagement, and regional impact.

Increase engagement opportunities with local and regional PK-12 students and their families We will expand partnerships that create accessible pathways to a Millikin education and strengthen connections among students, families, schools, and regional employers. We will expand strategic scholarship and employment partnerships that support access, affordability, workforce development, and talent retention, while increasing Direct Admit Agreements and transfer pathways that provide students with clear opportunities to pursue bachelor’s degree completion.

Intentionally engage with our global community We will expand Millikin’s global presence and foster meaningful connections with international students, partners, and organizations by strengthening the infrastructure and support systems that enhance international student recruitment and the student experience. We will expand opportunities for academic, cultural, and community engagement that promote global learning, awareness, and citizenship across the University.

MILLIKIN UNIVERSITY STRATEGIC PLAN 2026-2027

Strengthen Culture & Shared Governance

5

A strong and connected campus community is at the heart of Millikin's success.

We will nurture that sense of connection by strengthening shared governance and fostering a culture of collaboration, transparency, and inclusion. Through open communication, thoughtful organizational improvements, and meaningful engagement among faculty and staff, we will build greater shared purpose across the University. By engaging in active listening and supporting our employees, we will create an environment in which every member of the Millikin community feels valued, respected, and empowered to contribute to our collective mission.

STRATEGIC GOALS Strengthen shared governance at Millikin We will strengthen shared governance by designing and implementing a comprehensive strategic planning process that meaningfully engages faculty, staff, students, trustees, alumni, and community members in shaping Millikin’s 2030 vision, priorities, and strategies. We will incorporate best practices in higher education planning and assessment to promote transparency, collaboration, and shared ownership of the University’s future.

Increase and systematize meaningful interactions among key campus stakeholders We will increase meaningful interactions among key campus stakeholders by creating opportunities that strengthen institutional connection, collaboration, and shared understanding. We will leverage Millikin’s 125th Anniversary to deepen alumni and community engagement and celebrate the University’s legacy and future, while strengthening collaboration among institutional research, grant development, and strategic planning to support informed decision-making and institutional priorities.

Refine organizational structure, policies, and practices to strengthen communication and alignment in collaborative work We will strengthen organizational alignment and practices by launching a new Advancement Committee within the Board of Trustees to strengthen collaboration between Board leadership and University advancement efforts and support strategic fundraising and financial stewardship.

Assess and improve employee satisfaction and engagement We will assess progress in employee satisfaction and engagement by administering the Great Colleges to Work For survey in Spring 2027 and comparing results with those from Spring 2024. We will use the findings to identify areas of progress and opportunity and develop strategies that continue to strengthen the faculty and staff experience, workplace environment, and employee success.

MILLIKIN UNIVERSITY STRATEGIC PLAN 2026-2027

FISCAL YEAR 2026 YEAR-END UPDATE

PLAN INITIATIVE: Advance Academic Excellence Strategic Goals: 1.

Recommit to and invest in the Performance Learning model of education at Millikin

2.

Strategically invest in the growth and development of academic programs

3.

Foster a learning environment that is supportive of academic excellence

Accomplishments:

» Strengthened Performance Learning across academic programs by integrating Performance

Learning assessment and ensuring every student completes at least one Performance Learning experience before graduation.

» Advanced academic excellence through securing CAATE accreditation for the new Master of

Science in Athletic Training program and reaffirming accreditation for the Tabor School of Business and DNP-Nurse Anesthesia programs, demonstrating the quality and strength of Millikin’s academic offerings.

» Strengthened student success by implementing a new University-wide academic advising model and realigning student success, advising, retention, and academic support functions to provide more consistent, proactive, and coordinated support throughout the student journey and improve retention, persistence, and degree-completion outcomes.

» Redesigned and expanded the summer EDGE Program to address academic preparedness and support the transition to college for 88 new undergraduate students.

» Expanded faculty capacity in innovative teaching practices through AI-focused boot camps and

webinar series, development of online teaching training resources, implementation of Acadeum policies and processes, and preparation for new online academic programs.

» Strengthened transfer pathways through policy improvements, new partnerships, and a Quality Initiative Report focused on “transfer-friendliness,” while earning national recognition on Phi Theta Kappa’s Transfer Honor Roll for the sixth consecutive year.

» Expanded flexible and accessible academic pathways to meet students where they are, including

launching an accelerated Online Elementary Education program and transitioning MBA programs to a hybrid format to better serve transfer, working adult, and nontraditional students.

MILLIKIN UNIVERSITY STRATEGIC PLAN 2026-2027

FISCAL YEAR 2026 YEAR-END UPDATE

PLAN INITIATIVE: Nurture a Welcoming and Inclusive Campus Strategic Goals: 1.

Broaden inclusive excellence across campus

2.

Actively recruit, retain, and invest in faculty, staff, and students from historically marginalized backgrounds

3.

Foster a sense of belonging for all who engage with Millikin

Accomplishments:

» Improved first-semester retention rates for both new first-year students (88% for Fall 2025 vs 85% for Fall 2024) and transfer students (90% for Fall 2025 vs 89% for Fall 2024), reflecting early success in student success and persistence initiatives.

» Secured and launched implementation of a five-year, $1.36 million TRIO Student Support

Services grant to provide academic support, success coaching, financial literacy, and graduate school preparation services to first-generation, low-income, and students with disabilities. The program will serve 140 students annually and supports Millikin’s strategic focus on student success, retention, and degree completion.

» Successfully launched the Millikin Market to address food insecurity and secured

community partnerships, grants, and donations to support the initiative. Between Nov. 2025 and May 2026, the Market saw 2,145 total student visits and served 468 unique students.

» Redesigned student support and onboarding initiatives, including enhancements to EDGE,

first-year experience programming, registration processes, and academic support services.

» Administered and analyzed the First Impression Survey to systematically gather feedback

from new students, establish baseline student experience metrics, identify students at risk of attrition, and inform future student support initiatives.

» Partnered with the NCAA and Heritage Behavioral Health Center to provide Mental Health

First Aid training for approximately 50 administrators, staff, and coaches, strengthening the University’s ability to identify and support students facing mental health concerns and fostering a more student-ready campus.

» Secured a $23,000 NetVUE Professional Development Grant to strengthen faculty and staff capacity to help students explore vocation, purpose, and belonging through their Millikin experience.

» Modernized human resource operations through implementation of the NEOED workforce management platform and a structured onboarding program, strengthening the employee experience and contributing to improved employee retention and engagement.

PLAN INITIATIVE: Build a Sustainable Financial Model Strategic Goals: 1.

Expand net tuition revenue streams by enhancing recruitment strategies and initiatives

2.

Implement effective and efficient budget management practices

3.

Design compensation and development models that support the success and retention of quality faculty and staff

4.

Implement a comprehensive and intentional fundraising strategy that identifies and cultivates the next generation of donors, while supporting existing giving

Accomplishments:

» Advanced a comprehensive financial recovery strategy through development of a long-term Plan of Finance and bond financing initiative.

» Achieved a record year of philanthropic support, with $15.78 million in cash received —

a 63% increase over FY2025 — and $32.23 million in total new business, including cash, pledges, and new commitments. This growth was supported by engagement with more than 100 key donors, advancement of transformational gift opportunities, and foundational work toward a future comprehensive campaign.

» Secured more than $19 million in unrestricted philanthropic commitments and support,

including two transformational donor commitments totaling approximately $16 million, positioning the University well for a comprehensive fundraising campaign beginning in 2027.

» Enrolled the largest incoming new undergraduate class since 2019, with 596 new

undergraduates, which is 9.4% higher than the incoming class of 2025 of 545 new undergraduates.

» Announced and successfully recruited inaugural cohorts for Women’s Wrestling and Women’s Flag Football, welcoming 58 new student-athletes to these sports in Fall 2026.

» Adjusted graduate tuition rates, housing rates, and fees based on recommendations from a cross-

functional pricing committee, which is projected to generate approximately $500,000 in additional annual net tuition and fee revenue in 2026/27.

» Conducted a comprehensive review of faculty and staff compensation to better understand current structures and inform future strategies.

MILLIKIN UNIVERSITY STRATEGIC PLAN 2026-2027

FISCAL YEAR 2026 YEAR-END UPDATE

PLAN INITIATIVE: Invigorate Community Partnerships Strategic Goals: 1.

Intentionally serve and connect to regional and national partners

2.

Increase engagement opportunities with local and regional PK-12 students and their families

3.

Intentionally engage with our global community

Accomplishments:

» Expanded regional partnerships with Richland Community College, local school districts,

Heart of Illinois Community Foundation, and community nonprofits, while strengthening Millikin’s role as a regional anchor institution through active leadership in the Decatur Regional Chamber of Commerce and Economic Development Corporation of Decatur- Macon County. These partnerships connect Millikin’s students, faculty, and resources to regional needs.

» Expanded recruitment and engagement initiatives with regional students and families

through academic visit programs, career exploration events, transfer programs, and community outreach activities.

» Earned national recognition for Millikin Athletics’ community engagement efforts, finishing

among the top four institutions nationally in the NCAA Division III Community Engagement Impact Challenge.

» Established an innovative healthcare workforce partnership with Memorial Health to create the Decatur Memorial Foundation/Millikin University Nursing Scholars program, providing nursing scholarships and employment opportunities for students.

» Announced a partnership to host Decatur’s new Prospect League baseball team, the

Decatur Bean Ballers, bringing community engagement and visibility to Millikin’s campus.

» Initiated strategic community partnerships and planning efforts related to the Natatorium project, workforce development, and neighborhood collaboration.

» Accepted an opportunity to host the 2027 NCAA Division III Softball National Championship and partnered with the community to plan a 10-day experience for visiting teams while generating economic impact for the region.

» Launched an MBA Direct Admit partnership with Blackburn College, creating a seamless pathway for qualified Blackburn students to pursue Millikin’s Accelerated MBA.

PLAN INITIATIVE: Strengthen Culture and Shared Governance Strategic Goals: 1.

Strengthen shared governance at Millikin

2.

Increase and systematize meaningful interactions amongst key campus stakeholders

3.

Refine organizational structure, policies, and practices to strengthen communication and alignment in collaborative work

4.

Assess and improve employee satisfaction and engagement

Accomplishments:

» Successfully completed the leadership transition to Millikin’s 17th President, Dr. Dean A.

Pribbenow, while maintaining strategic momentum and advancing institutional priorities through the launch of the President’s “4 P’s” framework: Presence, Purpose, People, and Partnership.

» Introduced four strategic imperatives to serve as aspirations for the future and the lens

through which to view progress: becoming increasingly student-ready, evolving to serve new and expanding populations of students, aligning academic offerings with workforce needs of the region, and deepening the partnerships that strengthen our University and community.

» Established a unified President’s Leadership Team operating under a shared charter and

strategic framework aligned around the University’s mission, financial recovery, and strategic priorities.

» Expanded campus communication efforts by creating new engagement practices,

including the Millikin Minute gatherings, enhanced presidential participation in faculty governance, and leadership dashboards.

» Adopted leadership covenants among the Board of Trustees, Board leadership, President, and President’s Leadership Team to strengthen accountability, transparency, and trust.

» Re-engaged Emeritus Trustees through structured communication and stewardship efforts, leveraging their expertise, institutional knowledge, and philanthropic potential in support of Millikin’s future.

» Conducted a campus climate pulse survey to assess progress on employee engagement

and workplace culture, using the results to inform future leadership and organizational development efforts.

» Launched the ElevateU professional development initiative to expand opportunities for

employee growth, strengthen professional development, and support a culture of continuous learning and engagement.

MILLIKIN UNIVERSITY STRATEGIC PLAN 2026-2027

2023 - 2027

Strategic Plan THE MILLIKIN DIFFERENCE millikin.edu/strategic-plan