METHODIST UNIVERSITY STRATEGIC PLAN

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TABLE OF CONTENTS

Introduction………....1

Executive Summary………...4

Strategic Plan……….9

Goal 1: Culture of Excellence………9

Goal 2: Revenue and Resources………..19

Goal 3: Enrollment………..28

Goal 4: Physical Facilities………...32

Goal 5: Technology………...36

Goal 6: Global Citizenship………..39

Appendix A: Seven Sub-Reports………43

Academic Affairs………....44

Athletics………..53

Business Affairs………..…….…57

Development and Alumni Affairs………..….66

Enrollment Services……….…72

Student Development and Services……….…78

University Relations and Campus Ministry……….…....85

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METHODIST UNIVERSITY

2010-2015 STRATEGIC PLAN

INTRODUCTION

The 2010-2015 Strategic Plan is the fifth in the history of Methodist University. The previous four were prepared for the five-year periods beginning in 1990, 1995, 2000, and 2005, respectively. The fifth and newest is designed to guide strategic decision-making for the fiscal years beginning July 1, 2010, and ending June 30, 2015.

The work of the current Strategic Planning Committee, which began in April 2009 when President Elton Hendricks appointed Dr. Delmas Crisp to chair this strategic planning process, draws upon the work of these earlier committees. It also draws upon the input collected during two campus-wide SWOT analysis sessions held in April 2009. During those half-day sessions on a Saturday, approximately 125 faculty, staff, students--both

undergraduate and graduate--and alumni met to brainstorm Strengths, Weaknesses, Opportunities, and Threats (SWOT) that face Methodist University in the next five years. Shortly afterwards, School Deans nominated faculty to serve, and the Vice President for Student Development and Services nominated a student representative. President Hendricks approved administrators to serve, and Mr. Harvey Wright appointed two Trustees to serve. The following faculty, staff, students, and trustees agreed to serve on the Strategic Planning Committee which met weekly throughout Summer 2009 and into Fall 2009.

Staff Ex-Officio (assisting the chair)

Delmas Crisp, Chair Jane Gardiner

Gene Clayton Frank Trapp

Rick Lowe Michael Hadley

George Blanc Pam Ellis-Phipps

Mike Safley Beth Butler

Robin Davenport

Don Lassiter Facilitator

Bob McEvoy Michael Wayland

Faculty Trustees

Lori Brookman Mary Lynn Bryan

Darl Champion Harvey Wright

Rebecca Wendelken Jeff Zimmerman Student

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The work of the committee proceeded as delineated below:

1. Review of Methodist University’s Mission Statement and Goals; 2. Review of the current 2005-2010 Strategic Plan;

3. Analysis of Methodist University’s strengths, weaknesses, opportunities, and threats (SWOT);

4. Development of an over-arching goal;

5. Preparation of seven preliminary reports--one from each administrative unit of the University: Academic Affairs, Business Affairs, Enrollment Services, Development and Alumni Affairs, Student Development and Services, University Relations and Campus Ministry, and Athletics;

6. A “reality check” in which the goals of each preliminary report were reviewed to ensure consistency with the over-arching goal;

7. Development of six University-wide major goals taken from the seven preliminary reports (now referred to as “Sub-Reports”) to establish the Strategic Plan;

8. Preparation of the six University-wide major goals, listing action steps and assessment measures;

9. Submission of the initial draft to faculty and staff in a Town Hall meeting in September/October and to the Trustees in the October 2009 Trustee meeting; and 10. Approval of the final draft by the Board of Trustees.

Over-arching Goal

Methodist University will be a top-choice, comprehensive university that attracts and retains a capable and diverse student body by providing relevant traditional and professional academic programs and an overall culture of excellence through highly qualified and motivated faculty and staff in an engaging, enriching, and empowering environment.

Goals

The Strategic Planning Committee identified the following six University-wide goals that developed out of the seven “Sub-Reports” representing each unit of the University.

1. Culture of Excellence

Methodist University will create a culture of excellence among the faculty, staff, and students.

2. Revenue and Resources

Methodist University will increase revenue through the development and

implementation of new academic and certificate programs; through the expansion of major gift giving, planned giving, and corporate, foundation, and government

funding; through increased full-time undergraduate day enrollment; through increased retention of full-time day, freshman-to-sophomore students; through increased

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3. Enrollment

Methodist University will grow the undergraduate day program through recruitment and retention by 15 percent from 2010 to 2015 while continuing to enhance the academic profile of the freshman class.

4. Physical Facilities

Methodist University will improve and add physical facilities from 2010 to 2015. 5. Technology

Methodist University will upgrade its administrative and academic technology from 2010 to 2015 to provide better service to students, faculty, and staff.

6. Global Citizenship

Methodist University will increase global awareness and global citizenship among its students, faculty, and staff from 2010 to 2015 by increasing environmental and social awareness; by enhancing existing programs; and by developing new programs that focus on the global society for faculty, students, and staff.

At a minimum, a University administrator is responsible for each of these goals as well as additional goals in the seven Sub-Reports. These goals are targets for Methodist University to “be a top-choice, comprehensive university that attracts and retains a capable and diverse student body.” The Committee recommends that the Administration evaluate these goals and progress toward meeting them annually. To that end, the Administrator(s) responsible for each major goal and each Sub-Report will, each September, update and evaluate progress toward achieving the strategic plan, revising all areas that are necessary. Then, the updated strategic plan will guide the budgeting process which begins in October of each year.

Finally, the updated plan will be presented to the Executive Committee of the Trustees at the November meeting.

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METHODIST UNIVERSITY

2010-2015 STRATEGIC PLAN

EXECUTIVE SUMMARY

Goal #1: Culture of Excellence

Methodist University will create a culture of excellence among the faculty, staff, and students.

Subgoal 1 – Methodist University will provide students, potential students, alumni, and the community with a high level of service and professionalism.

Subgoal 2 - Methodist University will provide faculty and staff the training and support needed to excel.

NOTE: The University will require all academic and non-academic units to document in their Annual Reports the training and professional development faculty and staff have completed and indicate the effectiveness of that training/development.

Subgoal 3 - Methodist University will recruit and retain faculty and staff who are highly qualified and motivated.

NOTE: To recruit and retain highly qualified and motivated faculty and staff, the University must improve recruiting techniques, improve the quality of supervisors’ evaluations of employees, begin performance reviews for staff, and provide faculty and staff with competitive salaries.

Subgoal 4 - Methodist University will provide students with an academic curriculum that is both engaging and empowering.

4.1 The University will improve Student Reading Skills by Developing a Culture of Reading through the Quality Enhancement Plan (QEP).

4.2 The University will develop programs and initiatives to better retain entering day freshman at a higher rate.

4.3 The University will develop more faculty-guided student research opportunities in their academic programs.

4.4 The University will increase the number of students who participate in the Study Abroad program.

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Subgoal 5 - Methodist University will provide students with nonacademic experiences that are both enriching and empowering.

5.1 The University will increase the participation of students in community service projects.

5.2 The University will assess the quality and effectiveness of internships available to students.

5.3 The University will expand opportunities for student internships. Goal #2: Revenue

Methodist University will increase revenue through the development and

implementation of new academic and certificate programs; through the expansion of major gift giving, planned giving, and corporate, foundation, and government funding; through increased full-time undergraduate day enrollment; through increased retention of full-time day, freshman-to-sophomore students; through increased occupancy in residence halls; and through securing a new bond.

Subgoal 1 - Methodist University will continue to increase the offerings of its academic programs.

1.1 Methodist University will offer new undergraduate and graduate programs. 1.2 Methodist University will create a 5-course undergraduate/graduate certificate program for the U.S. Army at Fort Bragg which will generate $180,000.00 of revenue per year.

1.3 Methodist University will create an online degree completion program in Justice Studies, Environmental Management, and Political Science as a springboard to developing other online degree completion programs for non-traditional students. Subgoal 2 - Methodist University will increase revenue by increasing its focus on major gifts; by developing a planned giving program to grow the endowment; by increasing its support from corporate, foundation, and government funding; and by increasing Loyalty Day and Phonathon giving by 3 percent annually.

2.1 Methodist University will hire a Major Gifts Officer who will, at a minimum, cover the cost (normally twice the salary) in the first year; raise three times the cost in the second year; and raise five times the cost in the third and succeeding years. The salary is projected to increase 3 percent in each of these years.

NOTE: Major gifts will be designated for specific purposes/programs/activities that are of interest to the donor and cannot be considered as general revenue.

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2.2 Methodist University will hire a Planned Giving Officer who will work to increase the endowment.

NOTE: As planned gifts are generally tied to life expectancies, they often take 12 to 15 years to mature. They are, however, the most effective means of growing the endowment and, in time, will result in planned gifts maturing annually.

2.3 Methodist University will implement a grants program by seeking support from corporations, foundations, and the government.

2.4 Methodist University will increase Loyalty Day total giving by 3 percent in each of the next five years.

2.5 Methodist University will increase Phonathon total giving by 3 percent in each of the next five years.

Subgoal 3 - Methodist University will increase its revenue by increasing its full-time day enrollment by 3 percent in each of the next five years.

Subgoal 4 - Methodist University will increase its revenue by increasing its freshman-to-sophomore retention by 3 percent in each of the next five years.

Subgoal 5 - Methodist University will increase its revenue by increasing the number of students who live on campus in the next five years.

Subgoal 6 - Methodist University will increase its resources by applying and qualifying for, and thus receiving, a $30 million bond for the 2012-2013 fiscal year.

Goal #3: Enrollment

Methodist University will grow the undergraduate day program through recruitment and retention by 15 percent from 2010 to 2015 while continuing to enhance the

academic profile of the freshman class.

Subgoal 1 - Methodist University Enrollment Services will effectively promote the university and grow undergraduate day new student freshman/transfer enrollment by 15 percent from 2010 - 2015.

Subgoal 2 - Methodist University will increase the retention of full-time day freshmen to 65 percent by 2015.

Subgoal 3 - Methodist University Enrollment Services will enroll a freshman class that has an improved academic profile as compared to recent trends.

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Goal #4: Physical Facilities

Methodist University will improve and add physical facilities from 2010 to 2015. Subgoal 1 - Methodist University will evaluate, review, and design renovation plans for Cumberland, Sanford, Garber, and Weaver residence halls and the Trustees’ Classroom Building.

Subgoal 2 - Methodist University will re-asphalt campus streets and parking lots. Subgoal 3 - Methodist University will build new residence halls as needed, an academic classroom and office building, a World Ministry Center, and additional renovations and additions to its physical facilities.

Goal #5: Technology

Methodist University will upgrade its administrative and academic technology from 2010 to 2015 to provide better service to students, faculty, and staff.

Subgoal 1 - Methodist University will upgrade administrative connectivity among the Offices of Academic Affairs, Athletics, Business, Development and Alumni Affairs, Enrollment Services, Institutional Research and Effectiveness, Student Development and Services, and University Relations.

Subgoal 2 - Methodist University will upgrade academic technology by improving connectivity and accessibility of data regarding course management, grades, attendance, transfer evaluations, and degree audits.

Subgoal 3 - Methodist University will upgrade its instructional technology in the classroom. Subgoal 4 - Methodist University will purchase and install wireless connectivity and a Campus One Card system to improve service to students.

Goal #6: Global Citizenship

Methodist University will increase global awareness and global citizenship among its students, faculty, and staff from 2010 to 2015 by increasing environmental and social awareness; by enhancing existing programs; and by developing new programs that focus on the global society for faculty, students, and staff.

Subgoal 1- Social Awareness

Methodist University will increase the number of national and international community service projects done on an annual basis and make the information more available to the University community.

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Subgoal 2 - Environmental Awareness

Methodist University will become more environmentally aware and will increase the opportunities for recycling as well as move toward a more “green” campus.

Subgoal 3 - Global Awareness

Methodist University will provide more opportunities for Study Abroad, language

acquisition, and study of other countries. The University will support and promote existing viable programs with a global curriculum.

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METHODIST UNIVERSITY

2010-2015 STRATEGIC PLAN

Goal #1: Culture of Excellence

Methodist University will create a culture of excellence among the faculty, staff, and students.

Subgoal 1 – Methodist University will provide students, potential students, alumni, and the community with a high level of service and professionalism.

If Methodist University is to be widely recognized as a university that is defined by excellence, all departments of the University must strive to achieve consistently high

standards. It will be necessary to define and attain standards of excellence in all areas of the University, to include areas dedicated to (1) the academic and social development of its students, (2) the relations among the University, its alumni, and the surrounding community, (3) the campus buildings and grounds, and (4) the offices (Admissions, Residence Life, Food Service, Business, Registrar, Human Resources, etc.) that interface with many different constituents.

Establishing a Culture of Excellence: The Newest Goal of Assessment at Methodist University

Beginning in 2010, all areas of the University will engage in systematic evaluation processes that measure the quality of service and professionalism in their respective areas. These evaluations will serve to guide the faculty and staff of the University toward a proactive culture of analysis and improvement regarding the quality and effectiveness of the wide range of programs and services that exist in a University environment. The following three statements apply to this campus-wide assessment initiative:

1. All administrative units of the University will survey their target groups annually regarding the quality and effectiveness of the services provided. In addition to internally-developed Methodist University surveys, the University will continue to utilize the National Survey of Student Engagement (NSSE) and begin to utilize the Noel-Levitz Student Satisfaction Inventory. Survey results will be reviewed by appropriate administrators and actions plans developed according to the survey results.

2. Every five years on a rotating basis, all non-academic units will be evaluated by an external peer evaluator or consultant. A newly created Institutional Effectiveness Subcommittee on Non-Academic Unit Review will approve the external peer evaluator/consultant. The peer evaluation/consultation will address best practices, professionalism, level of service to the University, and relevance to the University’s mission. The findings of the peer evaluation/consultation, along with the unit’s response, will be reviewed by the Institutional Effectiveness Subcommittee on

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Non-Academic Unit Review. Annually, this committee will report its findings and recommendations regarding these unit reviews to the Administrative Committee. 3. Every ten years on a rotating basis, all academic programs that do not report to an

external accrediting body will be evaluated by an external peer evaluator. (For

programs reviewed by external accrediting bodies, such reviews will be sufficient.) A newly created Institutional Effectiveness Subcommittee on Academic Program

Review will approve the external peer evaluator. The peer evaluation will address the number of majors, number of graduates, course enrollments, quality of curriculum, faculty credentials, student retention, graduate school placement of graduates, job placement of graduates, and relevance to the university mission. The peer review (or the academic program’s accrediting body report) and the academic program’s

response will be reviewed by the Institutional Effectiveness Subcommittee on Academic Program Review. Annually, this committee will report its findings and recommendations regarding these reviews to the Academic Council.

Action Steps: 2010-2011

1. Students, potential students, alumni, and the community will be surveyed regarding the quality and effectiveness of the services they received by primary contact units. 2. A fifth of the non-academic units will be evaluated by an external peer reviewer or

consultant.

3. A tenth of the academic programs will be evaluated by an external peer reviewer. 4. The Institutional Effectiveness Subcommittee on Non-Academic Program Review

will submit a report with recommendations to the Administrative Committee. The report will include the external review and the administrative unit’s response. 5. The Institutional Effectiveness Subcommittee on Academic Program Review will

submit a report with recommendations to the Academic Council. The report will include the external review and the academic department’s response.

1. Students, potential students, alumni, and the community will be surveyed regarding the quality and effectiveness of the services they received by primary contact units. 2. The Noel-Levitz Student Satisfaction Inventory will be administered.

3. A fifth of the non-academic units will be evaluated by an external peer reviewer or consultant.

1. Students, potential students, alumni, and the community will be surveyed regarding the quality and effectiveness of the services they received by primary contact units.

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1. Students, potential students, alumni, and the community will be surveyed regarding the quality and effectiveness of the services they received by primary contact units. 2. The Noel-Levitz Student Satisfaction Inventory will be administered.

1. Students, potential students, alumni, and the community will be surveyed regarding the quality and effectiveness of the services they received by primary contact units. 2. A fifth of the non-academic units will be evaluated by an external peer reviewer or

consultant.

Responsibility: Vice President for Academic Affairs, Vice President for Planning and Evaluation, Administrative Committee, Academic Council, Institutional Effectiveness Subcommittee on Academic Program Review, and Institutional Effectiveness

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Subgoal 2 – Methodist University will provide faculty and staff the training and support needed to excel.

The intent of this subgoal is to strengthen the level of support for faculty and staff training at Methodist University, understanding that well-trained employees will be better equipped to provide excellent services.

Action Steps (with Assessment): 2010-2011

1. A budget will be established for the purpose of presenting annual on-campus training on topics such as orientation to the University, computer applications, classroom teaching techniques, customer service, etc. Some of these topics will be determined by surveying faculty and staff in spring 2010. The effectiveness of these training sessions will be partially assessed by conducting a satisfaction survey of the participants.

2. The professional development budgets for each academic school will be increased where possible. Faculty who receive development funds for external

conferences/workshops will conduct on-campus sessions for the purpose of sharing information from conferences, etc., when appropriate.

3. The professional development budgets for non-academic units will be increased where possible. Staff members who receive development funds for external conferences and workshops will conduct on-campus sessions for the purpose of sharing information from conferences, etc., when appropriate.

4. In fall 2010, a Faculty/Staff Professional Development and Training Committee will be appointed and charged with compiling a document with all unit training and professional development activities for 2009-2010. The committee will make recommendations to the Academic Council and/or the Administrative Committee about possible campus-wide training and professional development activities for 2011-2012 by December 1, 2010. In spring 2011, the committee will work with the Academic Council and the Administrative Committee to plan campus-wide training and professional development activities for 2011-2012.

5. Annually, all training and professional development activities will be documented in Annual Reports. In addition to documentation, supervisors will be expected to evaluate the quality of the development activities.

Action Steps (with Assessment): 2011-2015

1. The University will continue to support campus-wide training and professional development activities. This budget will support internal campus-wide training and professional development activities. Workshop participants will be surveyed and supervisors will evaluate the impact of the training sessions on the faculty and staff evaluations.

2. The professional development budgets for each academic school will be increased where possible. Faculty who receive faculty development for external

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3. The professional development budgets for non-academic units will be increased where possible. Staff members who receive development funds for external

4. The Faculty/Staff Professional Development and Training Committee will review and compile all units’ training and professional development activities annually. By November of the current year, the committee will make recommendations to the Academic Council and/or the Administrative Committee on possible campus-wide training and professional development activities for the following year. In these plans the committee will specify assessment for the training and professional development activities. Based on feedback information from the Academic Council and/or the Administrative Committee regarding their recommendations, the committee will draft and submit a proposed budget for the upcoming year.

5. Annually, all training and professional development activities will be documented in Annual Reports. In addition to documentation, supervisors will be expected to evaluate the quality of the development activities.

6. In January 2015, consideration will be given by the Faculty/Staff Professional Development and Training Committee whether to recommend an additional staff position in the Office of Human Resources whose responsibility would be the coordination of campus-wide training and professional development programs. Below are Charts 1 and 2. Chart 1 presents University funding for faculty and staff development over the previous five years. Chart 2 presents an example of projections for such funding over the five years of this Strategic Plan. Projections utilize the 2009-2010 budget as a baseline and increase funding by 5 percent annually.

CHART 1: METHODIST UNIVERSITY FACULTY AND STAFF DEVELOPMENT EXPENDITURES

ACADEMIC YEAR 2005-2006 THROUGH ACADEMIC YEAR 2009-2010 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010*

Faculty 62,621 58,993 53,943 56,492 53,900

Staff 42,356 48,312 57,876 44,811 47,902

Overall 104,978 107,305 111,819 101,303 101,802

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CHART 2: METHODIST UNIVERSITY FACULTY AND STAFF DEVELOPMENT PROPOSED EXPENDITURES

ACADEMIC YEAR 2010-2011 THROUGH ACADEMIC YEAR 2014-2015

2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 Faculty 59,066 62,019 65,120 67,074 69,086 Staff 50,664 53,197 55,857 57,533 59,259 Campus-wide Professional Development and Training 2,109 2,237 2,349 3,289 4,604 Overall 111,839 117,453 123,326 127,895 132,949

Responsibility: Faculty/Staff Professional Development and Training Committee, Director of Human Resources, Vice President for Academic Affairs, Administrative Committee, Academic Council

Subgoal 3 – Methodist University will recruit and retain faculty and staff who are highly qualified and motivated.

Methodist University has made significant strides in this area during the last decade, but the administration recognizes the necessity of continued improvement in order to be competitive with peer and aspiring institutions. Salary ranges must be increased and the evaluation system which is linked to promotion and tenure must be strengthened.

1. The Director of Human Resources will increase the support to staff directors and supervisors regarding the hiring process for new staff.

Assessment: List of directors/supervisors supported; materials distributed.

2. The School Deans will work more closely with department chairs throughout the selection process for new faculty members. This will include at least one

informational meeting as early in the academic year as possible.

Assessment: Presentation materials and/or minutes.

3. The Vice President for Planning and Evaluation will train faculty and staff supervisors annually on evaluating the performance of their faculty and staff.

Assessment: Presentation materials; survey results from supervisors.

4. The University will give high priority to the possible increase in faculty and staff salaries annually to better compete with peer and aspiring institutions.

Assessment: IPEDS data reported by the Office of Institutional Research and

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Below are Charts 3 and 4. Chart 3 presents a comparison of 2008-2009 faculty salaries at Methodist University to the salaries of three other groups: North Carolina Not-for-Profit Religious Affiliated Institutions, Peer Institutions, and Competitor Institutions. Chart 4 presents non-academic staff salaries and growth in employees at the University over the last five years, ending in 2008-2009. The target for this portion of Subgoal 3 is to increase faculty and staff salaries at least to the level of our peer institutions by the end of this Strategic Plan (2014-2015). Currently, faculty salaries at peer institutions are on average across faculty ranks five percent higher than those of the University (see Chart 3).

CHART 3: FULL-TIME AVERAGE 9-MONTH EQUATED SALARY WITHOUT BENEFITS FOR 2008-2009

North Carolina

Not-for Profit

Methodist

Religious

Affiliated Peer Competitor

University Institutions Institutions Institutions

Rank N Average Average Average Average

Professor 35 $58,314 $61,195 $63,815 $66,506 Associate Professor 31 $50,586 $56,171 $56,968 $57,449 Assistant Professor 39 $48,073 $48,946 $47,995 $52,589 Instructor 22 $41,899 $40,066 $41,012 $42,726

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CHART 4: METHODIST UNIVERSITY FULL-TIME NON-ACADEMIC EMPLOYEE TRENDS: ACADEMIC YEAR 2004-2005 THROUGH ACADEMIC

YEAR 2008-2009

Five Year

Percent Change 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 Number

N Average N Average N Average N Average N Average of Staff Salary Clerical and Secretarial 18 $18,962 23 $19,566 28 $20,473 33 $21,566 28 $21,808 55.56% 15.01% Executive, Administrative and Managerial 46 $43,402 47 $45,607 43 $49,227 43 $52,960 41 $56,295 -10.87% 29.70% Other- Professional 95 $28,217 90 $29,777 99 $30,762 93 $32,714 99 $33,329 4.21% 18.12% Service/ Maintenance 47 $17,573 50 $18,529 51 $19,583 59 $21,357 60 $21,833 27.66% 24.24% Skilled crafts 5 $26,029 6 $25,927 5 $27,240 5 $28,912 5 $29,103 0.00% 11.81% Technical and paraprofessional 2 $26,400 3 $20,488 5 $23,404 3 $30,267 4 $34,700 100.00% 31.44%

5. The emphasis on annual contract and staff evaluations will be increased. Supervisors will be accountable for conducting performance reviews with their staff, both on paper and in individual meetings.

Assessment: Sample evaluation data supplied by OIRE.

Responsibility: Administrative Committee, School Deans, Director of Human Resources, OIRE

Subgoal 4 – Methodist University will provide students with an academic curriculum that is both engaging and empowering.

1. The University will seek to improve student reading skills by implementing its Quality Enhancement Plan titled “Improving Student Reading Skills by Developing a Culture of Reading.”

a. Students will be required to enroll in a genre-based Reading Circle (IDS 210) in the freshman or sophomore year.

b. Reading nooks will be set up around campus to create reading friendly environments in academic and recreational settings on campus.

2. Programs and initiatives will be further developed to retain entering day freshmen at a higher rate.

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b. The Methodist University Academic Achievement Program (MAAP) will be further developed.

c. The Early Intervention warning system for students at risk will be further developed.

d. Academic advisors will contact continuing students over the summer.

3. The University will develop more faculty-guided student research opportunities in their academic programs.

a. Faculty will be encouraged to develop more faculty-led student research opportunities.

b. Faculty will be provided release time for research and the development of the curriculum.

c. The University will provide more funding for student research.

4. The University will increase the number of students that participate in the Study

Abroad program.

Assessment: 2010-2015

1. The QEP will be assessed both formally and informally at many levels, including the individual Reading Circles and student reading improvement and attitudinal changes. Instruments will include the NSSE, Nelson-Denny, and the College Base, rubrics for assignments in IDS 110 and IDS 210, as well as internally generated attitudinal questionnaires and surveys.

2. The University will continue to solicit alumni to mentor incoming freshmen. In years 2010-2013, participating students and their alumni peers will be surveyed about the effectiveness of the mentoring. Beginning in 2014, focus groups of student

participants and alumni mentors will be used to assess the effectiveness of the program.

3. The University will monitor the academic performance of MAAP students and evaluate the program annually.

4. The University will use minutes of the Academic Council, School meetings and Department meetings, and documentation of students presenting research at conference and/or campus forums to assess the effectiveness of efforts to increase faculty-led student research.

5. The Study Abroad Committee and the Assistant Dean for Special Programs will maintain records related to Study Abroad enrollment.

Responsibility: Academic Services, Director of Annual Fund and Alumni Affairs, Student QEP Director, Vice President for Planning and Evaluation, Academic Council, Vice President for Academic Affairs, Vice President for Student

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Subgoal 5 – Methodist University will provide students with nonacademic experiences that are both enriching and empowering. To address this subgoal, efforts will focus on the following:

1. The University will increase the participation of students in community service projects.

2. The University will assess the quality and effectiveness of the internships available to students.

3. The University will expand opportunities for student internships.

1. In the spring semester of each academic year, a newly created Student Community Service Project Committee will select and begin planning the community service projects for the next academic year. The Student Community Service Project

Committee will be comprised of students and at least one faculty advisor and at least one staff advisor. This committee will be tasked with identifying community service projects, coordinating with local community groups, recruiting and advertising the projects, and assessing their effectiveness.

2. Beginning in 2010, academic departments will include information related to student internship activities in Annual Reports. If assessment practices related to internships are not already in place, the departments will implement such policies.

3. Academic departments will work with the Office of Career Services to expand the number of student internship opportunities, with the intent to increase the number of academic departments that integrate internships into their programs

1. The Student Community Service Project Committee will survey student participants about their community service projects. Also, the internal or external community groups involved in the projects will be surveyed as to their satisfaction with the work and their interaction with the University.

2. By 2012-2103, academic departments and programs will assess the effectiveness of their internship programs, particularly regarding student learning outcomes, by way of (1) surveying the on-site supervisors of University interns, and (2) obtaining a measure of student learning (e.g., paper, exam, oral presentation, etc.). Rubrics will be developed and used as appropriate. Assessment results will be presented in Annual Reports.

3. The Office of Career Services will maintain records related to student internships that are coordinated by their staff. Department chairs will maintain records related to required internships in their respective academic programs.

Responsibility: Vice President for Student Development and Services, Vice President for University Relations and Campus Ministry, Student Government, Office of Career Services, Academic Department Chairs

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Goal #2: Revenue and Resources

Methodist University will increase revenue through the development and implementation of new academic and certificate programs; through the expansion of major gift giving, planned giving, and corporate, foundation, and government funding; through increased full-time undergraduate day enrollment; through increased retention of full-time day, freshman-to-sophomore students; through increased occupancy in residence halls; and through securing a new bond.

Subgoal 1 – Methodist University will continue to increase its offerings of its academic programs.

1.1 Undergraduate and Graduate Programs

Methodist University will continue to increase the offerings of its academic program by providing new programs at both the undergraduate and graduate levels.

2010 2011 2012 2013 2014

BSN 25 51 79 110 125

MPA 0 15 35 45 55

MEd 0 0 20 50 70

RN to BSN 0 0 0 20 35

Total New Students 25 66 134 225 285

New Undergraduate 25 51 79 130 160

New Graduate 0 15 55 95 125

Year & Program Students Revenue/Student* Total program/Year Total revenue/Year

2010 $472,500 Nursing 25 $18,900 $472,500 2011 $1,111,320 Nursing 51 $19,845 $1,012,095 MPA 15 $6,615 $99,225 2012 $2,028,159 Nursing 79 $20,837 $1,646,143 MPA 35 $6,946 $243,101 MEd 20 $6,946 $138,915 2013 $3,537,123 Nursing 110 $21,879 $2,406,702 MPA 45 $7,293 $328,187 MEd 50 $7,293 $364,652 RN to BSN 20 $21,879 $437,582 2014 $4,632,902 Nursing 125 $22,973 $2,871,634 MPA 55 $7,658 $421,173 MEd 70 $7,658 $536,038 RN to BSN 35 $22,973.00 $804,057

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* Tuition increases 5 percent per year from the 2009-2010 base of $18,000.00 for undergraduate and $6,000.00 for graduate programs.

1.2 Army Training Program

Methodist University will create a 5-course undergraduate/graduate certificate

program for the U.S. Army at Fort Bragg. Below is a list of the courses, frequency of courses, and minimum number of students. Each is a 3-semester-hour course. Since the Army pays $250.00 per semester hour, the University projects that the 12-course, 12-month cycle will generate $180,000.00 of revenue per year.

Course Title Course

Year

Minimum # Students

Total Students Complex Mediation and Negotiation 4 p/year 20 students/course 80 NIMS and Principles of Emergency

Management

2 p/year 20 students/course 40 Master Emergency Practitioner Planner Level

3

2 p/year 20 students/course 40 Problem Solving and Intelligence Analyst

Prof.

2 p/year 20 students/course 40 Humanitarian Response Best Practices 2 p/year 20 students/course 40

Totals for Course and Students 12 p/year 240

1.3 Online Degree Completion Initiative

Methodist University will create online degree completion programs in Justice Studies, Environmental Management, and Political Science as a springboard to developing other online degree completion programs for non-traditional students. Year New Students Retained Students @ 50% Total Students for year Revenue per Student* Total Program/Year Degree Program

2010 5 5 $6,300 $31,500 Justice Studies (JUS)

2011 10 5 15 $6,615 $99,225 Environment Management (ENM) JUS

2012 15 7 22 $6,948 $152,807 Political Science (PSC) ENM, JUS

2013 25 11 36 $7,293 $262,549 JUS, ENM, PSC

2014 35 15 50 $7,658 $382,884 JUS, ENM, PSC

*Tuition increases 5 percent per year from the 2009-2010 base of $6,000

1. Implementation of a Bachelor of Science in Nursing (BSN) degree (see 1.1 Chart for enrollment impact).

2. Implementation of a 5-course undergraduate/graduate certificate program through the Center for Educational Outreach (CEO) (see 1.2 Chart for courses and enrollment impact).

3. Creation of online degree completion program (see 1.3 Chart for revenue projection). 4. Application for a Title III grant ($2 million over 5 years).

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1. Enrollment of 25 students in BSN program (see 1.1 Chart for enrollment impact). 2. Enrollment of 240 students in CEO certificate programs (see 1.2 Chart for courses

and enrollment impact).

3. Degree Completion – Justice Studies (see 1.3 Chart for revenue projection). 4. Documentation of receipt of a Title III grant.

1. Implementation of a Master’s in Public Administration (MPA) degree (see 1.1 Chart for enrollment impact).

2. Continuation of BSN program

3. Continuation of a 5-course undergraduate/graduate certificate program through the Center for Educational Outreach (CEO) (see 1.2 Chart for courses and enrollment impact).

4. Degree Completion – adding Environmental Management

1. Enrollment of 51 students in BSN program; 15 students in MPA program (see 1.1 Chart for enrollment impact).

2. Enrollment of 240 students in CEO certificate programs (see 1.2 Chart for courses and enrollment impact).

3. Degree Completion – Enrollment of 15 students in JUS and ENM.

1. Continuation of BSN and MPA.

2. Implementation of a Master’s in Education (MEd) degree (see 1.1 Chart for enrollment impact).

4. Degree Completion – adding Political Science and continuing JUS and ENM.

1. Enrollment of 79 students in BSN program; 35 students in MPA program; and 20 students in MEd program (see A.1 Chart for enrollment impact).

3. Degree Completion – Enrollment of 22 JUS, ENM, and PSC students.

1. Continuation of BSN, MPA, and MEd.

2. Implementation of a RN/LPN to BSN degree (see 1.1 Chart for enrollment impact). 3. Continuation of a 5-course undergraduate/graduate certificate program through the

Center for Educational Outreach (CEO) (see 1.2 Chart for courses and enrollment impact).

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4. Degree Completion – continuing to grow JUS, ENM, and PSC.

1. Enrollment of 110 students in BSN program; 45 students in MPA program; 50 students in MEd program; and 20 students in RN to BSN program (see 1.1 Chart for enrollment impact).

3. Degree completion – Enrollment of 47 JUS, ENM, and PSC students.

1. Continuation of BSN, MPA, MEd, and RN to BSN programs.

3. Degree Completion – Development of additional programs.

1. Enrollment of 124 students in BSN program; 55 students in MPA program; 70 students in MEd program; and 35 students in RN to BSN program (see 1.1 Chart for enrollment impact).

3. Degree Completion - Creation of one new online completion program.

Responsibility: Vice President for Academic Affairs, Associate Vice President for Educational Outreach, School Deans, Relevant Program Directors

Subgoal 2 - Methodist University will increase resources by increasing its focus on major gifts; by developing a planned giving program to grow the endowment; by increasing its support from corporate, foundation, and government funding; and by increasing Loyalty Day and Phonathon giving by 3 percent annually.

2.1 Major Gifts Officer

Methodist University will hire a Major Gifts Officer who will, at a minimum, cover the cost (normally twice the salary) in the first year; raise three times the cost in the second year; and raise five times the cost in the third and succeeding years. The salary is projected to increase 3 percent in each of these years.

NOTE: Major gifts designated for specific purposes/programs/activities that are of interest to donors cannot be considered as general resources.

2.2 Planned Giving Officer

Methodist University will hire a Planned Giving Officer who will work to increase the endowment. As planned gifts are generally tied to life expectancies, they often

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take 12 to 15 years to mature. They are, however, the most effective means of growing the endowment and, in time, will result in planned gifts maturing annually.

2.3 Corporate, Foundation, and Government Funding

Methodist University will hire a Grant Writer to create a program to increase grants and seek support from corporations, foundations, and the government.

NOTE: Grants will be designated for specific programs/activities and cannot be considered as general revenue.

2.4 Loyalty Day Giving

Methodist University will increase Loyalty Day total giving by 3 percent in each of the next five years.

Year Total Gifts New Revenue from base year 2009-2010 2009-10 $85,000 2010-11 $87,000 $2,000 2011-12 $89,000 $4,000 2012-13 $91,600 $6,600 2013-14 $94,000 $9,000 2014-15 $96,000 $11,000 2.5 Phonathon Giving

Methodist University will increase Phonathon total giving by 3 percent in each of the next five years.

Year Total Gifts New Revenue from base year 2009-2010 2009-10 $47,400.00 2010-11 $48,800.00 $1,400 2011-12 $50,250.00 $2,850 2012-13 $51,800.00 $4,400 2013-14 $53,300.00 $5,900 2014-15 $55,000.00 $7,600 Action Steps: 2010-2011

1. Hiring Major Gifts Officer and implementing major gifts program.

2. Purchase of planned giving software and implementation of increased planned giving activity through website, e-mail, and direct mail.

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2. Planned Giving software in place planned giving website visits trackable through software; copies of quarterly e-mail or direct mail communication to identified planned giving prospects.

1. Hiring Grant Writer and implementing university grants program.

1. New university gifts directly related to major gifts officer’s activities.

2. Planned giving prospects identified in reports from Major Gifts Officer; planned giving website visits tracked through software; copies of quarterly e-mail or direct mail communication to identified planned giving prospects.

3. Grant writer on staff; submission of five (5) grant requests.

1. Hiring Planned Giving Officer to increase the focus on planned giving and face-to-face meetings with potential planned gift donors.

2. Planned Giving Officer on staff; written expectations in place and implemented for number of planned giving contacts, face-to-face visits, and quarterly group meetings held each year; planned giving website visits tracked through software; copies of quarterly e-mail or direct mail communication to identified planned giving prospects. 3. Submission of seven (7) to ten (10) grant requests; successful grant awards.

1. Major Gifts Officer continues efforts to bring in major gifts.

2. Planned Giving Officer continues increasing contacts, visits, etc., and managing planned giving program.

3. Grant Writer continues implementing grants program.

2. Planned Giving Officer’s contacts, face-to-face visits, planned gifts completed, quarterly group meetings, website hits, and direct- and e-mail communications tracked through Development Office.

3. Submission of ten (10) grant requests; successful grant awards.

1. Major Gifts Officer continues efforts to bring in major gifts.

2. Planned Giving Officer continues increasing contacts, visits, etc., and managing planned giving program.

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2. Planned Giving Officer’s contacts, face-to-face visits, planned gifts completed, quarterly group meetings, website hits, and direct- and e-mail communications tracked through Development Office.

3. Submission of ten (10) grant requests; successful grant awards.

Responsibility: Vice President for Institutional Advancement and Office of Development and Alumni Affairs

Subgoal 3 – Methodist University will increase its revenue by increasing its full-time day enrollment by 3 percent in each of the next five years.

Year FT Undergraduate Day Tuition Total Increase/Yr. 2009-10 $28,105,111 - 2010-11 $28,948,264 $843,153 2011-12 $29,816,711 $868,448 2012-13 $30,711,212 $894,501 2013-14 $31,632,548 $921,336 2014-15 $32,581,524 $948,977

NOTE: These projections are based on 2009 day tuition revenue and do not include the current annual 5 percent tuition increases. For action steps, assessment, and responsibility related to increasing freshmen enrollment, see Goal 3, Subgoal 1 of this Strategic Plan.

Responsibility: Administrative Committee

Subgoal 4 – Methodist University will increase its revenue by increasing its freshman-to-sophomore retention by 3 percent in each of the next five years.

Freshman Retention

Trends Enrolled Retained Ret %

# Students Retained* Tuition/per Year** Total increases/Yr. 2004 414 253 61% - - - 2005 352 203 58% - - - 2006 409 227 56% - - - 2007 405 234 58% - - - 2008 411 211 51% - - - 2009 Projection 439 241 55% - - - 2010 452 258 57% 17 $18,900 $321,300 2011 465 274 59% 18 $19,845 $357,210 2012 478 292 61% 18 $20,837 $375,071

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2013 492 310 63% 19 $21,879 $415,703

2014 506 329 65% 21 $22,973 $482,434

* 3 percent increase of students retained per year

** 3 percent of students retained per year plus 5 percent increase in tuition each year NOTE: For actions steps and assessment related to improving freshmen-to-sophomore retention, see Goal 3, Subgoal 2 of this Strategic Plan.

Responsibility: S.T.A.R.T.S. Committee, Administrative Committee

Subgoal 5 – Methodist University will increase its revenue by increasing the number of students who live on campus in the next five years. (Fall figures only)

Year Fall Residence Hall Enrollment Additional # of Students

Fall R&B* Total additional R&B revenue 2009-10 952 - $4,200 - 2010-11 986 34 $4,410 $149,940 2011-12 1,021 35 $4,631 $162,068 2012-13 1,057 36 $4,862 $175,033 2013-14 1,095 38 $5,105 $193,995 2014-15 1,134 39 $5,360 $209,055

*5 percent increase per fall semester based on Fall 2009 R&B of $4,200. NOTE: In order to meet the residential student enrollment projections above, the University must add to its on-campus housing capacity by approximately 150 beds over the next five years. The action steps, assessment, and responsibility for adding new residential capacity are presented in Goal 4 (Physical Facilities) of this Strategic Plan.

Responsibility: Vice President for Student Development and Services, Vice President for Business Affairs

Subgoal 6 – Methodist University will increase its resources by applying and qualifying for, and thus receiving, a $30 million bond by the 2012-2013 fiscal year. This bond will be used to finance many of the initiatives presented in this Strategic Plan.

1. The University will maintain and increase its budget surplus for the 2010-2011, 2011-2012, and 2012-2013 fiscal years.

2. The University will increase its cash reserves by 100 percent by the 2012-2013 fiscal year.

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3. For the fiscal years 2010-2011, 2011-2012, and 2012-2013, the University will maintain the percentage of its operating budget going to debt service below five percent.

4. The University will maintain the following ratios making up its Composite Financial Index (Primary Reserve Ratio, Net Operating Revenues Ratio, Return on Net Assets Ratio, and Viability Ratio) at or above the values recommended for financial health. 5. By undertaking Action Steps 1-4 above, the University will seek to keep its three key

bond covenant ratios (Debt Service Coverage, Liquidity Ratio, and Leverage Ratio) at levels that significantly exceed the baseline benchmarks set by potential lenders of the $30 million bond.

Assessment

1. The University’s annual Financial Statements will provide much of the assessment for this subgoal.

2. Minutes of meetings of the Budget Committee.

Responsibility: Vice President for Business Affairs, Controller, Administrative Committee

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Goal #3: Enrollment

Methodist University will grow the undergraduate day program through recruitment and retention by 15 percent from 2010 to 2015 while continuing to enhance the academic profile of the freshman class.

Subgoal 1 – Methodist University Enrollment Services will effectively promote the University and grow undergraduate day new student freshman/transfer enrollment by 15 percent from 2010 to 2015.

Projection

New Student Trends 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Freshman 352 409 406 411 439 452 465 478 492 506

Transfer 87 90 97 97 116 119 123 126 129 132

Total 439 499 503 508 555 571 588 604 621 638

1. Collaborate with the Director of Nursing to establish and implement a marketing plan for the Nursing program.

2. Expand all direct mail strategies with the College Board and the National Research Center for College and University Admissions (NRCCUA).

3. Conduct market research to evaluate new recruitment territories.

4. Continue to evaluate and enhance high school visits with prospective students, their parents and guidance counselors from approximately 700 high schools in NC, VA, MD, DE, DC, PA, OH, FL and NJ.

5. Participate in and expand a direct mail campaign with Private Colleges & Universities publication to reach a distribution list of 833,000 students in NC, SC, FL, GA,

PR,VA, PA, DE, DC, MD, NJ, NY, ME, NH, VT, MA, CT, RI, and OH. 6. Enhance all cultivation stages of the recruitment funnel (prospects, inquiries,

applicants, accepts, deposits, enrolled) by managing an extensive letter flow campaign, e-communication strategy, and telecounseling program.

7. Manage and continue to develop an interactive website and social media environment that includes a virtual view book, personalized brochure web portal, video, Green & Gold social network, and an interactive Monarch avatar.

8. Improve cultivation of School Counselors in all markets through private visits, mailings, e-communications and on campus visitation events.

9. Continue to manage and develop personalized (pre-populated) E-applications sent to every student in the inquiry database and Priority (pre-populated) E-applications sent to College Board prospects in the Sandhills EPS zone and Wake County, NC. 10. Continue to develop a dynamic and personalized MU campus visit experience in

partnership with faculty, coaches, staff, and our Monarch tour guides.

11. Work with the Office of Campus Ministry to cultivate United Methodist students through targeted activities to include letter and email flow, promotion of the Pastor’s certificate and other Methodist scholarships, attend recruitment specific events, and actively recruit the United Methodist Leadership Scholars database.

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12. Aggressively cultivate Cape Fear Region high schools and community colleges through regular private visits and on-site application days and targeted scholarship opportunities.

13. Work in partnership with the Office of University Relations to effectively market the University.

14. Improve efforts to develop recruitment partnerships with MU faculty, coaches, staff, and alumni to effectively promote the academic, athletic, and student development programs.

15. Utilize outreach tools offered by CFNC.org.

Assessment 2010-2015:

1. Enrollment data are compared to the previous year on a weekly basis utilizing the “President’s Report.”

2. Enrollment data are also compared to the previous year on a year-end basis by utilizing the Freshman Profile and New Student Enrollment History.

3. Analysis of individual projects is performed at project completion. Examples of assessment evidence would include Nursing program marketing materials, list of new recruitment territories entered, website pages, number of members of Green and Gold social network, number of United Methodist students recruited, names of high

schools visited, etc.

Subgoal 2 – Methodist University will increase the retention of full-time day freshman to 65 percent by 2015.

Freshman Retention Trends Enrolled Retained Ret %

2004 414 253 61% 2005 352 203 58% 2006 409 227 56% 2007 405 234 58% 2008 411 211 51% 2009 Projection 439 241 55% 2010 452 258 57% 2011 465 274 59% 2012 478 292 61% 2013 492 310 63% 2014 506 329 65% Action Steps: 2010-2015

1. Involve students on all appropriate Methodist University committees to allow students to be included in the decision-making process.

2. Continue enhancement and analysis of IDS 110 “The Methodist University Experience” that includes the measurement of outcomes and the development of critical thinking skills.

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3. Manage and continue to improve an advising system that is comprehensive and effective.

4. Continue to develop the Formal Intervention Report Entry (F.I.R.E.) program to successfully identify and facilitate intervention for students who are having problems in their academic and/or social lives.

5. Continue to enhance the Methodist Academic Achievement Program (MAAP), Tutoring Center, and Writing Center.

6. Improve employee orientation program called “One Heartbeat.” The University’s philosophy regarding the treatment of students and the emphasis on retention will be included in the orientation.

7. Consult and perhaps employ an expert who has experience with retention in a university setting. This consultant will work with specific administrators and the S.T.A.R.T.S. Committee to recommend steps that will ultimately improve retention. 8. In 2010, through the S.T.A.R.T.S. Committee, create a program to improve the

retention of students who face athletic disappointment when their expectations for participation on athletic teams are not met.

1. Retention data are compared to the previous year on a year-end basis by utilizing the Fall Day First-Time, Full-Time Freshman retention report provided by the Office of Institutional Research and Effectiveness (OIRE).

2. Continued yearly analysis of all retention action steps. Examples of assessment evidence would include Tutoring Center usage data, Writing Center usage data, MAAP student first-to-second year retention data, advising workshop participant surveys, F.I.R.E. program data, etc.

Subgoal 3: Methodist University Enrollment Services will enroll a freshman class that has an improved academic profile as compared to recent trends.

Action Steps:

1. Continue to market special and unique scholarship opportunities (Wachovia Scholars, Honors Program, Valedictorian Scholarship, Academy of Scholars, and Dedman Scholars program) through development of print publications highlighting these programs, including an Academic Scholarship brochure and specialized scholarship applications.

2. Use aggressive, targeted recruitment strategies through letter flow, email, and telecounseling to promote Methodist University as a first-choice option to our presidential scholars.

3. Continue to evaluate and adapt the process for admitting students to the undergraduate day program.

4. Work with the Cumberland County Academy of Scholars to develop relationships with the students and counselors.

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Assessment:

1. Enrollment data are compared to the previous year on a year-end basis by utilizing the Freshman Profile Trends document.

Freshman Profile Trends Projection

year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 avg gpa 3.19 3.22 3.24 3.25 3.21 3.28 3.28 3.28 3.30 3.32 3.34 avg sat 994 1002 998 999 995 1000 1002 1004 1006 1008 1010 pres scholar 138 126 158 154 134 134 148 155 163 171 179 % of class 33 36 39 38 33 31 33 34 35 36 37 avg gpa 3.69 3.70 3.72 3.80 3.81 3.79 3.81 3.83 3.85 3.85 3.85 avg sat 1098 1105 1113 1124 1110 1112 1114 1116 1118 1120 1122

Responsibility: Vice President for Enrollment Services, S.T.A.R.T.S. Committee, Vice President for Academic Affairs

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Goal #4: Physical Facilities

Methodist University will improve and add physical facilities from 2010 to 2015.

Subgoal 1 – Methodist University will renovate Cumberland, Sanford, Garber, and Weaver residence halls and the Trustees’ Classroom Building.

1. Evaluate, review, and design renovation plans for Cumberland, Sanford, Garber, and Weaver residence halls.

2. Evaluate, review, and design renovation plans for Trustees’ Classroom Building.

1. Documentation of analysis/minutes of meeting to determine what is needed in renovations.

2. Documentation of agreement between University and architect for design plans and cost estimate.

1. Make final decision for design of renovation and estimate of cost for Cumberland, Sanford, Garber, and Weaver.

2. Make final decision for design of renovations and estimate of cost for Trustees’ Classroom Building.

1. Evidence relevant to residence halls renovations: minutes of meetings with architects, documentation of meetings and visits of similar projects on other campuses, details of cost estimate.

2. Evidence relevant to Trustees’ Building renovations: minutes of meetings with architects, documentation of meetings and visits of similar projects on other campuses, details of cost estimate.

1. Complete the renovations and enhancement of Cumberland.

2. Complete the renovations and enhancement of the Trustees’ Classroom Building.

1. Inspection of renovation quality. 2. Photographs.

1. Complete the renovations and enhancement of Sanford, Garber, and Weaver.

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2. Photographs.

Subgoal 2 – Methodist University will re-asphalt campus streets and parking lots.

1. Re-asphalt 25 percent of campus streets and parking lots each year over four years.

1. Inspection of surface quality. 2. Photographs.

Subgoal 3 – Methodist University will build new residence halls as needed, an academic classroom and office building, and a World Ministry Center; the University will also plan for additional renovations and additions to its physical facilities.

1. Determine the need for new residence hall. 2. Design potential new residence halls.

3. Design potential new academic classroom building.

4. Design a complete fund raising program for the World Ministry Center.

5. Investigate and study different types of fund raising including capital campaigns, operating budget, tax exempt bond, and grants for enhancement and new buildings.

1. Data on residential enrollment as compared to the number of beds available. 2. History trends of residential growth over the past ten years.

3. Documentation of agreement with University and architect for design plans and cost estimate for residence halls.

4. Documentation of analysis/minutes of meeting to determine what is needed in new residence halls.

5. Documentation of agreement with University and architect for design plans and cost estimate for new academic classroom building.

6. Documentation of analysis/minutes of meeting to determine what is needed in new academic classroom building.

7. Documentation for World Ministry Center fund raising campaign: list of potential donors, giving levels of donor list, schedule of solicitations.

8. Evidence related to fund raising investigation: documentation of analysis/minutes of meeting of the study, documentation of agreement with fund raising consultants; feasibility study results.

1. If needed, study the qualities needed and cost estimate for new residence halls. 2. Prepare plans for the silent phase of a capital campaign.

3. Continue private fund raising for Word Ministry Center. 4. Study feasibility of a tax exempt bond.

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1. Evidence relevant to new residence halls construction: minutes of meetings with architects, documentation of meetings and visits of similar projects on other campuses, details of cost estimate.

2. Evidence relevant to potential initiation of a capital campaign: minutes of meetings with fund raising consultants and Board of Trustees, list of potential donors, giving levels of donors’ list, schedule of solicitations.

3. Evidence relevant to fund raising for World Ministry Center: donation reports, schedule of solicitation.

4. Evidence relevant to obtaining bond financing: minutes of Board of Trustees meetings, annual financial reports, minutes of meeting with N. C. State Treasurer, minutes of meetings with financial institution(s).

1. Conduct a capital campaign for a new academic classroom building. 2. Construct a new World Ministry Center.

3. Negotiate a $30,000,000 tax-exempt bond.

1. Evidence relevant to new academic classroom building: contribution report, schedule of solicitation.

2. Evidence relevant to World Ministry Center: inspection of construction quality, photographs.

3. Evidence relevant to bond financing: bond finance documents and deposit of bond proceeds.

1. Construct a new academic classroom building.

2. Study needs for enhancements of other campus buildings. 3. Evaluate need for new program and academic buildings.

1. Evidence relevant to new academic classroom building: inspection of renovation quality, photographs.

2. Evidence relevant to enhancements of other campus buildings: maintenance reports, budget information

3. Evidence relevant to new program and academic buildings: new programs proposed, space utilization reports, record of enrollment growth

1. Evaluate, review, and design plans for renovation and enhancement of Science Building, Berns’ Center, and Reeves Auditorium