··· 1 | 36 ForestersForever
For 125 womenofferedUniversityHuntingtonyears,hasmenandaneducationbuiltuponthefoundationofChrist,scholarship,andservice.
STRATEGIC PLAN ··· 3 | 36 ACCORDING TO THE GRACE OF GOD GIVEN TO ME, LIKE A SKILLED MASTER BUILDER I LAID A FOUNDATION, AND SOMEONE ELSE IS BUILDING UPON IT. LET EACH ONE TAKE CARE HOW HE BUILDS UPON IT.
1,400+20% 13,500 ATMOSPHERESPIRITUAL PREPARATIONCAREER UNDERGRADUATESSTUDENTSARE U.S. ETHNIC MINORITIES AND INTERNATIONAL STUDENTS HOURS OF SERVICE
13:1 90 TOSTUDENTSFACULTY AVAILABLE MAJORS AND MINORS OFQUALITYFACULTY QUALITY OF INTENDED MAJOR REPUTATIONACADEMIC
6 | 36 ··· STRATEGIC PLAN Strategic Scorecard Metrics 1 2 3 4 5 6 7 8 9 10 Destination 2032 With the Forester ethos as the touchstone for the Huntington University experience, in 10 years HU will be home to a diverse population of students who will share their lives and worldviews with one another revitalize the student life experience, deepening the feeling of community that is at the heart of the HU experience for so many and revolutionizing it for this generation and the next.
STRATEGIC PLAN ··· 7 | 36 Glossary CouncilCo-Curriculars:forChristian Colleges & Universities (CCCU): Core Learning Outcomes Customer Relationship Management (CRM) Enterprise Resource Planning (ERP) Friesen Center for Service and Experiential Learning: High-Impact Practices: High-Margin/High-Demand Programs: In SpiritualStride Life Survey (SLS) Student Satisfaction Inventory Total Contributed Income
&EngagementStudentStrengtheningBelonging
PILLAR 1
PILLAR 1 ··· 9 | 36 will further develop and cultivate an ethos that acknowledges and embraces all students, including students of color, international students, commuters, and students with ensuredisabilities.that students feel they belong and are immersed in the Forester ethos. To support this commitment to achieving a sense of belonging and success on the part of all students, we will apply the six core learning outcomes to the Student Life experience and track our continuous improvement. All of this will be strengthened by enhancing our service and KEY RESULT adopted and operationalized for student life area KEY RESULT Provision of key student life services to all locations and settings HOW WE WILL TRACK / NOTES HOW WE WILL TRACK / NOTES 21 Five-Year Key Results Picture Strategic Focus MILESTONE2022-23MILESTONE2022-23 MILESTONE2024-25MILESTONE2024-25 RESULT2026-27RESULT2026-27PROJECT BASELINEPROJECTBASELINE2021-222021-22
10 | 36 ··· PILLAR 1 KEY RESULT Increase in sense of belonging for students in all locations and settings, with a special emphasis for students of color, international students, and commuter students KEY RESULT Increase in retention rates of students of color KEY RESULT Programming and support for international students HOW WE WILL TRACK / NOTES HOW WE WILL TRACK / NOTES HOW WE WILL TRACK / NOTES 543 MILESTONE2022-23MILESTONE2022-23MILESTONE2022-23 MILESTONE2024-25MILESTONE2024-25MILESTONE2024-25 RESULT2026-27RESULT2026-27RESULT2026-27PROJECT BASELINEPROJECTBASELINEPROJECTBASELINE2021-222021-222021-22
PILLAR 1 ··· 11 | 36 KEY RESULT Comprehensive, integrated program for degree and non-degree track students with disabilities KEY RESULT Increase in retention rates for commuter students in all locations and settings HOW WE WILL TRACK / NOTES HOW WE WILL TRACK / NOTES 76 MILESTONE2022-23MILESTONE2022-23 MILESTONE2024-25MILESTONE2024-25 RESULT2026-27RESULT2026-27PROJECT BASELINEPROJECTBASELINE2021-222021-22
2022-2027 Strategic Work 1 and sense of belonging STRATEGIC WORK THAT HAS A FORWARD FOCUS 2 HealthService & PhysicalCareerSocializationwell-beingdevelopmentsetting STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 3 Strengthening belonging/community in emerging settings: HU Arizona CommutersOnlineOTD/Graduateundergraduate STRATEGIC WORK THAT HAS A FORWARD FOCUS
PILLAR 1 ··· 13 | 36 4 Strengthening belonging/community for keyStudentsgroups:of StudentsStudentsInternationalcolorstudentswithdisabilitieswhocommute STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 5 Evolving our benchmarking and tracking of results STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 2022-2023 Priority Work For Year One 6 Securing the resources needed for success STRATEGIC WORK THAT HAS A FORWARD FOCUS
PILLAR 2
ExcellenceOfAEnhancingCultureAcademic
PILLAR 2 ··· 15 | 36 will further strengthen our culture of academic excellence by integrating our six core learning outcomes into the academic realm as well as in the realm of student life. To support academic Center for Faith Integration in addition to strengthening our other academic support services. We will increase utilization of those practices that have proven to have the greatest positive impact on student outcomes development of learning communities and student/faculty research opportunities. To achieve all this, we will leverage emerging technology tools and attract and retain high environment. KEY RESULT Improved student performance on core learning outcomes KEY RESULT Increased utilization of high-impact intellectual experience, learning communities, writing-intensive courses, internships, faculty/student research HOW WE WILL TRACK / NOTES HOW WE WILL TRACK / NOTES 21 Five-Year Key Results Picture Strategic Focus MILESTONE2022-23MILESTONE2022-23 MILESTONE2024-25MILESTONE2024-25 RESULT2026-27RESULT2026-27PROJECT BASELINEPROJECTBASELINE2021-222021-22
KEY RESULT Maintenance of our competitive persistence and retention rates: undergraduate, graduate, online, Bridge students KEY RESULT Improved coordination and centralization of support services, such as tutoring and counseling HOW WE WILL TRACK / NOTES HOW WE WILL TRACK / NOTES 43 MILESTONE2022-23MILESTONE2022-23 MILESTONE2024-25MILESTONE2024-25 RESULT2026-27RESULT2026-27PROJECT BASELINEPROJECTBASELINE2021-222021-22
PILLAR 2 ··· 17 | 36 2022-2027 Strategic Work STRATEGIC1 WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 2 Enhancing our capacity for tracking and improving the success of our graduates STRATEGIC WORK THAT HAS A FORWARD FOCUS 3 Further developing co-curricular instruction that aligns with our core learning outcomes STRATEGIC WORK THAT HAS A FORWARD FOCUS 4 Developing opportunities for student/faculty research and creative endeavors STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 5 Enhancing the program assessment continuous feedback process STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS
18 | 36 ··· PILLAR 2 6 Strengthening academic support mechanisms that support student retention and academic outcomes STRATEGIC WORK THAT HAS A FORWARD FOCUS 7 Improving technology access and user experience for students and faculty related to advising, student oversight, resource access, and process improvement STRATEGIC WORK THAT HAS A FORWARD FOCUS 8 Aligning our technology investments with a contemporary higher education learning environment STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 9 Developing excellence in academic teaching that intersects Christian faith and discipline STRATEGIC WORK THAT HAS A FORWARD FOCUS
PILLAR 2 ··· 19 | 36 2022-2023 Priority Work For Year One MAJOR INITIATIVE2022-23 MILESTONE2024-25 MILESTONE2026-27 MILESTONE HOW WE WILL TRACK/ NOTES 1 (GoalsenvironmentlearningprovidedresourcesTechnologicalaretoensure7,8) Identify and implement technology resources that support student success, improve user experience, and meet the standards for a competitiveenvironmenteducational Implement a technology review process to provide feedback on technology resources and needed areas of development technology review process to improve utilization of technology resources at all levels and all locations 2 Learning assessment is (Goalsimprovementtostructuredprovide2,3,5, 6) assessment framework that brings together the core learning outcomes and learning assessment assessment process across all locations and at all levels and provide feedback for improvement assessment process that providesstudentscontinuous 3 excellence:Academic resources are prioritized to ensure a (Goalsadvantagecompetitivesustainable1,4,9) Develop a task force to review academic culture, high-impact practices, and resources needed to support academic success Act on regardingfromrecommendationsthetaskforcechangesneededtoimplementstudentsuccess Improvements in graduation rate, student retention, and student/ faculty research numbers Establish a Center for Faith Integration Provide training for fulltime and adjunct faculty on faith integration and teaching through the Center for IntegrationFaith Provide resources and training at all levels and at all locations on faith integration and teaching through the Center for Faith Integration Regular schedule of faith integration trainings for faculty across all levels and locations Develop a task force to review hiring and retention practices and resource prioritization for developing faculty and Act on practicesregardingrecommendationschangestohiringandretentionandresourceprioritization Prioritize resources to hire, retain, and develop sustainableadvantagecompetitiveinthemarketplace Improvements in numbers retention improvement, and competitive pay for the marketplace Major Initiatives Within The Strategic Work
PILLAR 3 SignificanceSpiritualSustaining And Faithful Service
PILLAR 3 ··· 21 | 36 formation experience of students in all locations and settings. While forever remaining anchored and message delivery to meet the needs of evolving generational characteristics, identifying and addressing where students are on their spiritual journeys and the settings in which they know how impactful guidance can be, we will with students in their spiritual development. developing its strategic partnership with the United Brethren in Christ denomination and other entities to provide increased opportunities for faithful service and ministry in the world. KEY RESULT Increase in number of students on the Huntington campus reporting growth in their spiritual formation journey as a result of engagement in HU spiritual formation opportunities KEY RESULT Increase opportunities for students to gain hands-on ministry experience through UB denomination, UB Global and partnerships with like-minded organizations HOW WE WILL TRACK / NOTES HOW WE WILL TRACK / NOTES 21 Five-Year Key Results Picture Strategic Focus MILESTONE2022-23MILESTONE2022-23 MILESTONE2024-25MILESTONE2024-25 RESULT2026-27RESULT2026-27PROJECT BASELINEPROJECTBASELINE2021-222021-22
KEY RESULT Increase in total number and percentage of students experiencing missions trips KEY RESULT Increase in number and percentage of students participating in spiritual formation opportunities for Fort Wayne and Peoria, Arizona, locations HOW WE WILL TRACK / NOTES HOW WE WILL TRACK / NOTES 43 MILESTONE2022-23MILESTONE2022-23 MILESTONE2024-25MILESTONE2024-25 RESULT2026-27RESULT2026-27PROJECT BASELINEPROJECTBASELINE2021-222021-22
PILLAR 3 ··· 23 | 36 KEY RESULT Increase in students’ engagement in local church communities’ worship services KEY RESULT support of student spiritual development outside of the academic realm HOW WE WILL TRACK / NOTES HOW WE WILL TRACK / NOTES 65 MILESTONE2022-23MILESTONE2022-23 MILESTONE2024-25MILESTONE2024-25 RESULT2026-27RESULT2026-27PROJECT BASELINEPROJECTBASELINE2021-222021-22
2022-2027 Strategic Work 1 Engage all students in spiritual formation, with consideration to evolving generational needs STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 2 Enhance spiritual formation opportunities and the way we market them to students STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 3 Prepare students to faithfully serve globally STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 4 students through their spiritual formation journey STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS
PILLAR 3 ··· 25 | 36 2022-2023 Priority Work For Year One 5 Further develop a strategic partnership with the United Brethren in Christ denomination and regional like-minded churches STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS
PILLAR 4 VisibilityProgramsStrategicGrowth,EnrollmentPromotingAnd
PILLAR 4 ··· 27 | 36 will strategically develop new and existing programs that not only showcase the University’s areas of expertise and success but also meet the needs and interests of the marketplace. strengthen the HU brand and market footprint, underscoring the University’s vision and mission. an increased focus on brand awareness and all locations and settings. Five-Year Key Results Picture Strategic Focus KEY RESULT PROJECTED2021-22BASELINE MILESTONE2022-23 MILESTONE2024-25 2026-27 RESULT HOW WE WILL TRACK/ NOTES 1 Increase in total enrollment 1,4001,4501,6001,850Fall census 2 Increase in non-traditional student enrollment 606090 125 (online + nondegree seeking) Fall Non-traditionalcensus = Online 3 Increase in new full-time students on Huntington campus annually 265280300300Fall census 4 Increase in Doctoral Program in students 129133170185Fall census 5 Increase diversity, as it relates to student enrollment 229 322364Fall census 6 Increase the number of student-athletes 371385425450 Roster sheets, as submitted to the 7 Increase in graduate program enrollment (non-OTD) 107125150160Fall census 8 Increase in enrollment for Peoria, Arizona 157174209225Fall census 9 Increase in brand awareness demonstrated through Homepage — 150,000 Apply Page — 12,000 Visit Page — 12,000 OTD Page — 18,000 HU Arizona Page — 11,000 Homepage — 157,500 Apply Page — 12,600 Visit Page — 12,600 OTD Page — 19,000 HU PageArizona — 11,550 Homepage — 173,250 Apply Page — 13,860 Visit Page — 13,860 OTD Page — 20,900 HU Arizona Page — 12,100 Homepage — 190,575 Apply Page — 15,246 Visit Page — 15,246 OTD Page — 22,990 HU Arizona Page — 13,310 Google providedAnalyticsthroughUniversityRelationsand/orITServices
28 | 36 ··· PILLAR 4 2022-2027 Strategic Work 1 Targeting enrollments that support vibrant, sustainable programs and locations STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 2 Expanding current programs that have the highest growth potential STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 3 Developing new mission-aligned programs that we can excel at and are in demand STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 4 Evolving our online approach and programming STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS
PILLAR 4 ··· 29 | 36 5 Developing strategic partnerships that support academics and enrollment STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 6 Investing in attractors supplemental to our academics STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 7 Investing in enrollment strategies and resources STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 8 Increasing our visibility through competitive marketing and consistent branding. STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 2022-2023 Priority Work For Year One
PILLAR 5
StrengthFinancial&EconomicStudentIncreasingValueInstitutional
PILLAR 5 ··· 31 | 36 enhance students’ economic opportunities. We will further develop service and internship opportunities for students and improve our job placement approach. Institutionally, we will productivity, and outcomes across all locations and settings. We will enhance our earned income through the development of high-margin/ high-demand programs. And we will grow contributed income, including our endowment, through alumni engagement, website enhancement, and relationship management. Additionally, we will track and improve the job satisfaction of those who work and serve at HU. Five-Year Key Results Picture Strategic Focus KEY RESULT PROJECTED2021-22BASELINE MILESTONE2022-23 MILESTONE2024-25 RESULT2026-27 HOW WE WILL TRACK/ NOTES 1 Increase in total earned income projected$37,000,000totalfor2021-22includes$3.7MCOVIDfunds COVIDto(decrease$33,800,000duelessfederalfundsandCOVIDimpactonprioryearenrollment) $37,700,000$43,000,000 Earned income = net tuition + auxiliary + contributed income + investment income + other 2 Increase in net tuition projected$18,400,000nettuitionfor2021-22 (decrease$18,100,000due to COVID impact on prior enrollment)year $23,200,000$27,200,000 Net tuition = total tuition less 5-year budget analysis and 3 Increase in (5%incomecontributedtotalannually) $4,000,000$4,200,000$4,600,000$5,100,000 Total contributed income = total received (not including pledges) as of May 31 every year based on 4 Increase endowmentin $36,750,000$38,000,000$41,500,000$45,000,000 Endowment balance as of June 30 every year Includes an annual 4.6% draw that reduces the market value of the endowment 5 fundscontingencyinIncreasereserve/ 1.4% of $261,000tuitionnet 2% of $464,000tuitionnet 2.5% of $680,000tuitionnet Reserve = according to Board standing policies, a contingency fund with a targeted range of ½% to 2% of net tuition revenue should be established 6 Increase in donor base (5% annually) 1,9502,0502,2602,500 every year, excluding service/ missions trip donors and
32 | 36 ··· PILLAR 5 7 utilizationIncreased programshigh-demandhigh-margin/of high-demandmargin/programs(establishcriteria)andbaselinedata high-demandhigh-margin/enrollmentstrategiesIdentifytogrowprograms enrollmentGrow high-demandhigh-margin/inprogramsby10% enrollmentGrow high-demandhigh-margin/inprogramsby10% Program economic analysis data updated annually 8 attainmentinImprovementgraduatejob 98% Increase employedpercentage,inincludingincreaseingraduatesin Improvementover2023-24,includingincreaseingraduatesemployedin Improvementover2025-26,includingincreaseingraduatesemployedin Student job placement = graduates within one year of graduation employed or enrollment in grad program 9 satisfactionemployeeEnhance planInstrumentchosenandinplace establishedBaseline improvecontinuessatisfactionEmployeetobasedonevidencefromthirdissuanceofsurvey improvecontinuessatisfactionEmployeetobasedonevidenceissuanceofsurvey Take survey annually and compare results 10 implementedplanCompensationfully and compensationemployees'studentcurrentspreadsheet A university-wideapprovedfullyplaninplaceforimprovementinourcompensationapproach compensationprogressTangibleover2023-24onapproachversuscomparativeemploymentmarketbenchmarks compensationprogressTangibleover2025-26onapproachversuscomparativeemploymentmarketbenchmarks Annually compare salaries by position to the compensation plan 11 New andimplementedsystems(CRM)managementrelationshipandplanningresourceenterprise(ERP)customerfullyutilized fundingSecuredanddeterminebudgetallocations Funding is secured and ERP is selected ERP is implemented,fullyincludingspecializedmodules ERP grows in utilization improvementnewincludingandfeaturesandbusinessprocess IT Services to monitor progress based on feedback from users Five-Year Key Results Picture Continued
PILLAR 5 ··· 33 | 36 2022-2027 Strategic Work 1 Investing in and growing mission-aligned, sustainable programs STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 2 Developing partnerships that generate revenue and/or cost savings STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS
34 | 36 ··· PILLAR 5 3 compensation STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 4 Accelerating the growth of our annual contributed income and endowment STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 5 Optimizing our pricing in light of the competitive environment and our current positioning STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS 6 Developing internship opportunities further and strengthening our job placement approach STRATEGIC WORK THAT IS A CONTINUATION STRATEGIC WORK THAT HAS A FORWARD FOCUS
2022-2023 Priority Work For Year One
36 | 36 ··· PILLAR 5 HUNTINGTON UNIVERSITY FORT WAYNE LOCATION ARIZONA LOCATION UB LAUNCH