North Greenville University is a ministry partner of the South Carolina Baptists and a comprehensive university rooted in the liberal arts tradition. Trailblazers. Innovators. Culture-Shapers. Transformational Leaders.
Our Mission
North Greenville University exists to glorify God by cultivating transformational leaders for church and society.
Our Core Values
Christ-Centered God’s Son is our reason.
Jesus Christ is the foundation of all we do—guiding our decisions, shaping our community, and inspiring our pursuit of truth and purpose.
Biblically Faithful
God’s Word is our standard.
Scripture is our anchor, providing truth that informs our teaching, learning, and living.
Academically Excellent
God’s honor is our intent.
We challenge our students to pursue knowledge with rigor, curiosity, and integrity, equipping them to excel and become Trailblazers in their fields.
Mission-Focused
God’s glory is our pursuit.
We are called to serve, lead, and innovate, preparing graduates to fulfill God’s purpose in the church and beyond.
As believers, we know that our God is a God of order, purpose, and creativity. From the moment He spoke creation into existence in Genesis 1, to the detailed instructions He gave for the Tabernacle in Exodus 26, we see a divine pattern: intentional design, careful planning, and a vision for beauty.
In that same spirit, North Greenville University is stepping forward into the next chapter of its God-ordained journey. Since our founding in 1892, the Lord has faithfully guided and blessed this institution. Through the dedication of faithful faculty and staff, the impact of our alumni, and the prayers of countless supporters, NGU has grown into a vibrant community committed to Christ-centered education.
Now, we look to the future with boldness and faith.
“NGU 2030: Building for the Future” is our strategic vision for the coming five years. Rooted in our core values—Christ-Centered, Academically Excellent, Biblically Faithful, and Mission-Focused—this plan is both grounded and forward-thinking. It reflects the collaborative insights of faculty, staff, students, alumni, and board members, and it charts a course that is both orderly and innovative.
This plan outlines key initiatives, including:
+ The launch of new academic programs to meet emerging needs,
+ Strengthening our financial foundation for long-term sustainability,
+ Deepening our engagement with local and regional communities, and
+ Enhancing internal operations for greater efficiency and impact.
As we pursue these goals, we walk in the footsteps of trailblazers— those who have gone before us with courage, conviction, and vision. Their legacy inspires us to lead with faith and to forge new paths with the same pioneering spirit.
As you explore the pages ahead, we hope you will be encouraged by the vision and inspired by the momentum. We are prayerful and joyful as we anticipate what God will do through NGU in the years to come.
Thank you for being part of this journey. Together, let us build for the future.
Dr. Gene C. Fant, Jr., Ph.D. President North Greenville University
NGU2030: Building for the Future
Building on the success of NGU2025: Foundations for the Future, The President’s Executive Leadership Council (ELC) initiated a six-month process to chart a new path forward and cultivate a five-year plan that would lead North Greenville University into the future. The result of that process was NGU2030: Building for the Future, a collaborative strategic plan that aims to shape the university’s key objectives and hold true to its core mission of equipping transformational leaders for church and society.
January
2025
Phasing Out NGU2025 and Introducing NGU2030
The President’s Executive Leadership Council initiated a final review of NGU2025: Foundations for the Future and put into place a process to sunset the plan in preparation for the cultivation of a new five-year plan by the Summer of 2025. Executive Vice President Rich Grimm facilitated the planning process, engaging the President, ELC, Board of Trustees, and a cross-sectional group from within the NGU community throughout the project. Dr. Gene C. Fant shared with Rich Grimm his vision for the next plan, and ELC members identified departmental representatives to serve as the Steering Committee for the new strategic plan: NGU2030: Building for the Future.
February
2025
Setting the Stage and Establishing Strategic Pillars
The ELC identified nineteen individuals to serve on the NGU2030 Steering Committee, and a timetable was established with the goal of presenting the new strategic plan to the Board of Trustees during their June 2025 meeting. The first of four formative meetings was held, and a communication channel was established to allow members to work collaboratively to develop the future strategic plan. It was determined at that first meeting that we would maintain four of the pillars from the previous plan. Those pillars: Programs, Finances, Engagement, and Operations, would be supported by a missional foundation to “reinforce the University’s commitment to its shared mission and core values.” Committee members were encouraged to work with their departments to generate goals for each of the four pillars.
March
2025
Defining Pillars, Drafting Goals and Identifying Objectives
At the second Steering Committee Meeting, a discussion surrounding the language of the pillars was held. After a few changes, they were approved. A consolidated draft of the goals was generated and shared with the group. Members were tasked with working in their departments to create “specific, concrete, narrow, and measurable” objectives for each goal.
April
2025
Consolidating Feedback and Assigning Responsibility
In mid-April, the ELC and the Executive Committee were updated on the status of the development of the new strategic plan. At the end of April, the third of four Steering Committee Meetings was held. During that meeting, the objectives — generated from the gathering in March—were shared with the group. Members were assigned to work with their departments to determine the objectives for which they would have primary responsibility and/or play a supporting role.
May 2025
Generating Action Items
The fourth Steering Committee meeting was held in May. During that meeting, a compilation of the objectives was shared with members, along with the primary and secondary role assignment for each. Members were tasked with working in their departments to generate action items to meet each of the objectives and accomplish the goals. In mid-May, the ELC and the Executive Committee were updated on the status of the development of the new strategic plan.
June 2025
Approving and Launching NGU2030
In June of 2025, NGU2030: Building for the Future. was presented to the ELC and to the Board of Trustees. It was unanimously approved.
TRAILBLAZERS GO FIRST
NGU2030: Building for the Future outlines our commitment to shaping the future of North Greenville University by embracing innovation, collaboration, and execution. We are dedicated to forging new paths that advance our shared mission while ensuring that our programs, operations, and community are aligned around the highest standards of excellence.
By prioritizing faithfulness, fidelity, sustainability, financial stability, and the development of our students, faculty, and staff, we will continue to lead the way toward equipping students to be transformational leaders in church and society. Together, we will blaze new trails that foster success, faith, and growth for generations to come.
Key Pillars of NGU2030: Building for the Future
We will prioritize continued development of student-centric, sustainable curricular, and co-curricular programs.
We will enhance the University’s financial health and vitality by practicing exceptional stewardship and integrating innovative technologies.
We will foster unique opportunities for expansive and effective internal and external engagement.
We will cultivate relational and professional best practices promoting collaboration, innovation, and operational excellence.
Trailblazer is not simply our moniker. It is a trait we recognize in our students, faculty, staff, and alumni around the world.
North Greenville University exists to glorify God by cultivating transformational leaders for church and society.
PILLAR I. Program Development
We will prioritize continued development of student-centric, sustainable curricular, and co-curricular programs.
Sustained Growth and Enrollment
Grow and sustain enrollment by identifying and promoting relevant academic, ministry and co-curricular programs that meet the needs of current and future students.
Promote Community Involvement
Engage the university community in the student recruitment process.
Increase Athlete Enrollment
Evaluate opportunities to add new teams to our existing roster to bolster our student-athlete enrollment count.
Support Program Development
Establish centers, advisory councils and/or task forces as needed in support of program development designed to meet the needs of the community.
Implement New Programs
Identify and implement cutting-edge academic programs that increase enrollment.
Maintain Balanced Portfolio
Position the university for long-term sustainability by creating a balanced portfolio of online, graduate, and traditional programs.
Development of Physical Spaces
Enable expansion of University programs through enhancement and development of physical spaces.
Improve University Facilities
Develop and implement a plan for enhancing and upgrading athletic facilities and operations.
Continue CEP Process
Complete the phase two of the Campus Enhancement Plan.
Create Master Plan
Develop a master plan for the Tim Brashier Campus in Greer.
Analyze Existing Space
Evaluate and expand spaces for curricular and co-curricular use.
Student Flourishing Initiatives
Develop strategic programs and initiatives designed to support student flourishing.
Enrich Student Engagement
Prioritize student-centered development by increasing and enhancing student engagement opportunities.
Enhance
President-Student Connection
Bolster the President-student connection through strategic event participation and intentional student engagement.
Promote Successful Registration
Promote successful completion of course registration requirements to remove barriers that prevent registration for future terms.
Engage International Students
Enhance support and engagement opportunities tailored to international students, fostering belonging, cultural exchange, and academic success.
Develop Trailblazing Identity
Develop programs beyond the online classroom to enhance the connection of online students to the trailblazing identity of the university.
Leverage Career Planning
Enhance student flourishing through academic career planning and preparation.
Specialize Student Support
Increase the understanding of students with accommodations and develop specific strategies that enhance their ability to flourish wholistically.
Evaluate Policies and Procedures
Evaluate the student complaints and disciplinary action policies and procedures to expedite resolution.
Improved Campus Technologies
Expand, update, and improve campus technologies.
Improve University Technology
Evaluate and adopt the best technology solutions that align with university needs, driving innovation and increasing effectiveness.
Modernize Campus Infrastructure
Enhance network connectivity and performance across all campus environments.
Enhance University Operations
Enhance operational efficiency by improving software integrations across systems, ensuring seamless data flow and meaningful collaboration.
Improve
Security Measures
Improve Campus-wide information security.
Practice
Responsible AI
Embrace and operationalize responsible and appropriate use of artificial intelligence.
Pursuit of Academic Excellence
Pursue academic excellence by enhancing student learning opportunities and further equipping faculty in their work.
Conduct Curricula Review
Conduct college-based curricula review, modifying them to prepare current and future students more effectively for the task of being transformational leaders.
Improve Book Adoption
Improve the use of the book adoption portal for faculty and book fulfillment for students with the goal of first day complete fulfillment.
Provide Professional
Development
Equip faculty by increasing faculty development opportunities.
Enhance
Institutional Recognition
Enhance institutional recognition mechanisms to support faculty distinction and scholarship.
Analyze
New Opportunities
Explore the feasibility of expanding study abroad programs.
PILLAR II.
Financial Health
We will enhance the University’s financial health and vitality by practicing exceptional stewardship and integrating innovative technologies.
Strategic Plan Development
Develop comprehensive strategic plans to support the financial and operational goals of the university.
Explore University Foundation
Explore potential for a university foundation to assist in managing university assets and financial strategies.
Foster Unified Vision
Foster a unified vision by clearly communicating institutional goals university-wide, while undertaking a thorough evaluation of existing initiatives to highlight successes and strategically address areas for growth.
Continue Enrollment Success
Develop plans to achieve NGU’s enrollment goals.
Improve Forecasting Plans
Improve forecasting plans of major facility maintenance, repairs, and capital projects.
Optimized Revenue Generation
Expand alternative revenue stream opportunities.
Expand Donor Base
Expand the donor base and seek new opportunities to strengthen relationships with major gift partners and private donors.
Evaluate New Options
Explore alternative revenue streams.
Seek Additional Sponsorships
Seek and maintain sponsorships/partnerships to help finance improvements for athletics.
Monetize Tigerville Location
Create revenue generating programs capitalizing on the unique location of the Tigerville campus.
PILLAR II. Goals and Objectives
Alumni Identification and Engagement
Engage alumni to help advancement better identify and cultivate those who can help resource the university.
Activate Alumni Partnerships
Activate alumni partnerships to support student housing, fund capital improvement projects, and drive key infrastructure initiatives.
Identify Alumni Donors
Identify alumni with the capacity and interest to partner with us in advancing institutional goals.
Seek Growth Opportunities
Partner with businesses and alumni to cultivate growth opportunities.
PILLAR II. Goals and Objectives
Cutting Edge Technology
Maintain a balance of being good stewards and pursuing ‘near cutting edge’ technologies which provide value to the University.
Analyze Campus Spending
Increase “return on investment” spending for the NGU student body.
Implement Cost-Effective Technology
Evaluate and transition to progressive, cost-effective technology.
Promote Good Stewardship
Promote good stewardship by improving the budgeting, forecasting, and purchasing process across the University.
Timely and Accurate Information
Ensure timeliness and accuracy in the preparation of information used by NGU colleagues to support the financial and operational goals of the University.
Ensure Timeliness and Accuracy
Enhance policies, procedures, services, and systems to ensure timeliness and accuracy.
Improve Information Flow
Enhance data reporting and access.
PILLAR III.
Engagement Opportunity
We will foster unique opportunities for expansive and effective internal and external engagement.
Faith-Based Commitment
III. Goals and Objectives
Elevate the University’s regional, national, and global presence through strategic initiatives that showcase a commitment to fostering a faith-based and globally-minded community.
Expand University Perception
Develop and operationalize a plan for expanding the University’s perception as a top-tier, Christ-first university.
Advance Collegiate Ministry
Advance collegiate ministry, training, and missions efforts especially through partnership with South Carolina Baptists.
Quantify Existing Effectiveness
Quantify the effectiveness of existing programs in meeting the needs of individuals and businesses in the regional, national, and global communities.
Invest in Discipleship
Enhance the university’s spiritual formation initiatives.
Increase Event Exposure
Increase exposure through enhancement and promotion of NGU Events-Conference Services to bring in local, state, regional, and national events.
Campus-Wide Collaboration
Stimulate campus-wide, cross-departmental collaboration throughout the University.
Work Together Within
Highlight the mutual benefits of working together within the Advancement Office, fostering collaboration that supports both departmental objectives and the broader mission of the University.
Develop Donor Education
Develop educational efforts that teach individuals, departments, and colleges how they can contribute as donors, partners, and advocates, strengthening their connection with the University’s advancement goals.
Improve Student Communication
Improve communication between Admissions for incoming students and Academics for current students to provide accurate and speedy information to both students and faculty/staff.
Foster Seamless Coordination
Work closely between departments to foster seamless coordination in support of student success.
Establish Regular Meetings
Establish regular IT meetings with faculty representatives to assist as a strategic partner.
PILLAR
Student-Centric Facilities
Invest in student-centric facilities to provide better space for existing programs and initiatives.
Redesign Student Center
Redesign the Tingle Student Center to include student-centric event space, expanded food services, and late night third space.
Relocate Student Life
Relocate Student Life and Student Ministries to the Foster Building in support of the new recreational complex.
Renovate Learning Center
Renovate the Averyt-Wood Learning Center into a state-of-the-art academic building to house the School of Education, Hester Memorial Library, coffee shop, and student third space.
Explore Science Building Project
Conduct a feasibility study to provide a new, student-centered science building that will allow for the expansion of science and health science programs
Community-Wide Connection
Foster new practices to connect our alumni, community, and faculty/students to the overall work of the University.
Assess University
Advancement and Engagement
Conduct a comprehensive assessment of the Office of University Advancement and Engagement operations and implement continuous improvements to ensure we are utilizing cutting-edge strategies in donor relations, foundation partnerships, grants, and other funding opportunities.
Foster Campus Unity
Commit to identifying and adopting best practices that foster a sense of unity and shared purpose across all areas.
Build Athletic Support
Plan and execute broad-scale events that connect student-athletes, alumni athletes, and related groups to strengthen ties and build ongoing support for the athletic program.
Enhance Collegial Community
Evaluate and enhance all-employee meetings to boost employee morale, celebrate significant employee milestones, and build community among colleagues.
Showcase Tigerville Campus
Cultivate, preserve, and showcase the art and history of the campus.
Enhanced Student Experience
Promote clear communication, personalized support, and collaborative partnerships across campus to enhance the student experience.
Provide Financial Guidance
Provide efficient financial guidance to help students navigate funding opportunities to effectively manage educational goals.
Assess Awareness Training
Assess the effectiveness of current awareness training and work with various departments across the university to develop a consistent and more predominate message, including Title IX, Hazing, and Drug and Alcohol Abuse.
Improve Business Practices
Enhance existing business practices for permit purchases and citation payments by collaborating with Admissions, CMSE, and Student Services to develop a streamlined process for students by integrating our permit management system into the enrollment process.
Promote Personalized Support
Promote clear communication, personalized support, and collaborative partnerships across campus to enhance the student services experience.
Coordinate Across Campus
Coordinate with departments across campus to ensure timely collaboration of onboarding steps for new NGU students.
Strategic Partnerships and Collaborative Initiatives
Develop strategic partnerships and collaborative initiatives that expand mission effectiveness.
Ensure Student Support
Establish a cohort comprised of representatives from Student Success, Student Accountability, Athletics, Academics, and Office of Campus Safety and Security that meet regularly to address the needs of individuals experiencing learning and disciplinary challenges, ensuring they receive the necessary support and resources to achieve successful graduation outcomes.
Solicit Market Need
Establish a University Board of Reference and College and Program Advisory Boards to solicit information regarding market need.
Create 501c3 Corporation
Establish a coalition of local stakeholders to create a 501c3 Tigerville Development Corporation.
Expand
Our Impact
Partner with organizations like EAB, SCICU, and other consulting firms to identify alternatives to expand our impact.
Utilize Key Partnerships
Develop strategic partnerships with like-minded institutions to provide professional development opportunities for faculty and staff.
PILLAR IV.
Operational Excellence
We will cultivate relational and professional best practices promoting collaboration, innovation, and operational excellence.
Culture of Excellence
Create a culture of collaboration to advance the University’s operational objectives.
Assess Internal Communication
Assess internal communication processes for events to ensure timely notifications regarding requested services.
Increase Compliance Effectiveness
Collaborate and combine resources to increase effectiveness and professionalism of current compliance awareness training.
Improve Employee Performance
Enhance employee performance evaluations to promote professional development and hold employees accountable to responsibilities.
Prioritize Employee Satisfaction
Prioritize financial and professional rewards/incentives for employee development and retention.
Foster On-Campus Community
Develop a plan to foster stronger on-campus community emphasizing mind, body, and spirit.
Create Culture of Excellence
Create a culture of excellence by implementing surveys to gauge and assess the quality of service, communication, collaboration, and satisfaction of operations.
Strengthen Operational Partnerships
Evaluate and strengthen all third-party operational partnerships.
Emphasize Leadership and Service
Create a staff training program that emphasizes excellence, leadership, and service.
Enhance Growth Opportunities
Increase training and professional development opportunities year over year to equip staff for future.
PILLAR IV. Goals and Objectives
PILLAR IV. Goals and Objectives
Streamlined Operational Processes
Reduce redundancy and inefficiency, and streamline operational processes on all campuses.
Evaluate Technology Solutions
Evaluate technology solutions for streamlining processes in all departments.
Conduct Internal Audits
Conduct internal audits of departments annually to improve efficiency.
Establish Performance Indicators
Establish performance indicators for critical functions and processes.
Evaluate Credentialing System
Evaluate processes for employee/faculty credentialing for NGU system access and accreditation compliance.
Excellent Customer Service
Provide excellent service to campus members and guests.
Maintain Hospitality Initiatives
Maintain leadership in hospitality initiatives while fostering strong collaborations to elevate the University’s reputation and experiences for all stakeholders.
Enhance Customer Service
Enhance customer service across the university.
Improve Athletic Atmosphere
Improve Athletic Gameday atmosphere and experience through promotion, communication, and service.
Shared Responsibility
Promote safety across all areas, encouraging collaboration, awareness, and shared responsibility throughout the university community.
Publish Policies and Procedures
Promote safety by updating and publishing policies and procedures.
Emphasize Safety Training
Promote safety and maintain training procedures across departments.
Support Retention Efforts
Identify at-risk students early, providing emergency aid as needed, and supporting retention efforts.
