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STRATEGIC PLANNING

STRATEGY: 2024-2027 Strategic Plan – The Place to Be

In June 2024, MACU launched The Place to Be, a three-year Strategic Plan designed to guide the University toward long-term sustainability and growth. Rooted in our Christ-centered mission and the collective wisdom of the MACU community, this plan emphasizes simple, scalable, and sustainable initiatives that honor our history while boldly preparing for the future. Through this effort, MACU aims to become “The Place to Be” for students, faculty, staff, and alumni for generations to come.

University Objectives and Key Results

MACU’s strategy is organized around three primary objectives, each supported by specific Key Results. These drive institutional priorities and focus efforts on creativity, collaboration, and innovation.

Strategic Objective #1

We will humbly CREATE transformative opportunities for the holistic growth (Luke 2:52) of students, faculty, staff, alums, and our community from a Christ-centered, biblical worldview and Wesleyan perspective.

  • Key Result 1.A. – Wisdom – fostering spiritual, academic, and intellectual growth focusing on content-specific knowledge, critical thinking, and problem-solving skills.
    • Identify and develop metrics for measuring wisdom and increase the associated results for each stakeholder group within defined periods (i.e., semester, years).
  • Key Result 1.B. – Stature – emphasizing personal growth by focusing on physical and mental health.
    • Offer at least one wellness program each year per stakeholder group
  • Key Result 1.C. – Favor with God – increasing spiritual growth, focusing on meeting people where they are in their faith journeys through chapel worship, discipleship, and community service.
    • Increase spiritual formation metrics by 2% annually.
  • Key Result 1.D. – Favor with man – enhancing interpersonal growth by focusing on durable skills.
    • Double the number of interpersonal training opportunities in 3 years.

Strategic Objective #2

We will joyfully COLLABORATE to align our organizational structures, facilities, and
resources effectively and efficiently to achieve sustainability and future expansion.  

  • Key Result 2.A. – Stewardship of current and future financial and physical resources.
    • Implement a comprehensive resource utilization audit, identifying areas for optimization and reallocation to support sustainability and expansion goals, with at least 75% of identified opportunities acted upon.
  • Key Result 2.B. – Technology
    • Replace 50% of manual processes with technology
  • Key Result 2.C. – Processes and procedures
    • Evaluate and refine 100% of current processes and procedures for optimization and efficiency.
  • Key Result 2.D. – People and departments
    • Increase student and employee satisfaction scores by 2% annually.

Strategic Objective #3

We will boldly INNOVATE to provide relevant, attainable, dynamic opportunities for learning and growth.

  • Key Result 3.A. – Strategic Partnerships
    • Establish 1-2 partnerships per Strategic Planning Unit per year.
  • Key Result 3.B. – Relevant program offerings
    • Create 9-12 new academic, co-curricular, or administrative program offerings.
  • Key Result 3.C. – Engage with cutting-edge technology for learning and work environments.
    • Incorporate cutting-edge emerging technologies (i.e., artificial intelligence and virtual reality) into academic, co-curricular, and administrative programs, resulting in a measurable engagement in new technology usage.
  • Key Result 3.D. – Explore and acquire new and expanded financial resources.
    • Increase alternative revenue funding for learning and growth initiatives by 10% annually through new grants, sponsorships, or partnerships and optimize existing revenue streams.