Arizona
Christian
University
2013-2016
UNIVERSITY STRATEGIC PLAN
Arizona Christian University
2013-2016 University Strategic Plan
ABOUT ARIZONA CHRISTIAN UNIVERSITY
In June 1960, a new institution of higher learning was officially founded under the leadership of
pastors from the Sun Valley Conservative Baptist Association in Phoenix, Arizona. They called it
Southwestern Conservative Baptist Bible College. Today, reflecting the growth of the college and the
expansion of its mission, it has become Arizona Christian University (ACU).
Over the 50-plus years since its founding, ACU has grown its academic programs, facilities and
extra-curricular opportunities in order to accommodate a growing student population, while
continuing to accomplish its original mission of preparing Christian leaders to be a force for good in
our community and the world.
VISION STATEMENT
Arizona Christian University exists to educate and equip followers of Christ to transform culture with
the truth.
MISSION STATEMENT
Arizona Christian University provides a biblically-integrated education that prepares its graduates to
serve the Lord Jesus Christ in ministries and professional occupations.
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Arizona Christian University
2013-2016 University Strategic Plan
CORE COMMITMENTS
Arizona Christian University shall:
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Before all else, be committed to Jesus Christ – accomplishing His will and advancing His
kingdom on earth as in heaven.
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Teach students to read, understand and trust the Bible, grounding them firmly in the truth
through a biblical worldview.
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Be devoted to evangelism and to prayer without ceasing.
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Be committed to loving God with all our heart and soul, mind and strength, by pursuing
excellence in spiritual formation, academics, athletics and extracurricular activities, doing all
for the glory of God.
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Teach students to think critically, speak and write clearly and effectively, use technology
effectively, develop interpersonal skills, and pursue personal and professional ethics
through biblical literacy and integration.
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Provide opportunities for students to serve locally and globally, and promote a culture of
lifelong commitment to servant-leadership.
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Influence, engage and transform the culture with truth by promoting the biblically informed
values that are foundational to Western civilization.
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Prepare students to be leaders of influence in their community, state, nation and world –
through the church, the family, business, government, education, health care, media, the
arts and every area of society.
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Be a leading conservative Christian liberal arts university.
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Arizona Christian University
2013-2016 University Strategic Plan
THE FOUR PILLARS OF OUR CORE VALUES
FAITH
Faith is first at ACU. The Bible is the foundation of faith and of an ACU education. ACU is committed
to remaining a community of Christ followers, and faculty will effectively integrate faith and learning
in all classes. All students will take at least 18 hours of Bible, learn to apply a biblical worldview,
and be challenged to discern God’s calling on their life. Spiritual formation through discipleship,
worship, service, prayer, and accountability is vital for ACU students. ACU will remain true to its
conservative evangelical heritage while establishing a national identity as a leading Christian
university.
INFLUENCE
ACU will grow in influence by graduating an increasing number of motivated, well-equipped students
in an expanded group of professions on multiple campuses with enhanced facilities. ACU will use
strategic partnerships and alliances, recruit a more diverse student population, and promote global
influence by attracting international students and offering missions and study-abroad opportunities.
Students will be encouraged to engage the culture and the world with biblical truth.
RELATIONSHIP
Real classrooms, real classmates, and professors who know your name is the traditional, relational
model at the core of the ACU community. Undergraduates are taught, mentored, and inspired by
faculty who love them for who they are in Christ. Students sign a community covenant signifying
their willingness to be accountable, authentic, and transparent. Service opportunities in the
neighborhood enhance relationship with the community. ACU builds relationship by taking care of
its faculty, employees, and staff through excellent pay, health, and retirement benefits;
opportunities for personal and professional growth; and a nurturing, supportive, team-oriented
workplace.
EXCELLENCE
ACU will glorify God by pursuing excellence in spiritual formation, academics, the performing arts,
and athletics. We will prepare well-rounded servant-leaders who love the Lord with all their heart,
soul, mind, and strength. ACU’s administration, faculty, staff, coaches, and volunteers will bring
glory to God by using their gifts and striving to do all things with excellence as unto the Lord while
demonstrating excellent stewardship through a commitment to fiscal sustainability and operational
efficiency.
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Arizona Christian University
2013-2016 University Strategic Plan
PROCESS AND TIMELINE
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October 2010 – Newly appointed president, Len Munsil, evaluated all aspects of the college,
conducting hours of interviews with dozens of key administrators, faculty, staff, board, and
constituents. On October 22, he produced for the Board of Trustees a short-term strategic
plan draft of action items to raise the school’s visibility as a distinctively Christian institution,
increase financial support, and grow student population through improving facilities and
attracting new faculty while seeking permission to offer new majors.
Spring 2011 – The HLC completed a comprehensive visit and one of the recommendations
was for the university to develop a comprehensive strategic plan.
Spring 2012 – The planning process began for the University Strategic Plan (USP).
January 2012 – Full- and part-time faculty gave initial input in developing academic strategic
priorities consistent with the core values of the university during Staff Development Week
the first week of January. Core values of Faith, Influence, Relationship, and Excellence are
branded as FIRE.
January-February 2012 – Core values (FIRE) were presented to the broader community,
including donors and supporting churches. Internally, ACU administrators, faculty, and staff
worked to produce strategic objectives and goals within each element of the core values,
aligning them with the current Academic Strategic Plan (ASP) and financial planning
processes.
March 2012 – The Board of Trustees evaluated and provided guidance on the strategic
plan, including strategic objectives and goals produced by administration and staff.
April-May 2012 – President Munsil and administration worked with internal constituencies
of the campus community to finalize details of strategic objectives and goals for
presentation to the Board of Trustees.
Fall 2012 – The Senior Executive Cabinet began working with a consultant on Balance
Scorecard implementation. Meetings continued throughout the semester involving the
Board, the leadership team, and employees. This program enabled the Cabinet to monitor
progress on the USP using the scorecard and report results using dashboard indicators.
November 8, 2012 – The BSC was sent to the Board of Trustees for review. The board
approved the USP at this meeting.
Spring/Fall 2013 – Each objective was assigned to the appropriate department for the
execution of steps to accomplish each objective.
Metrics were determined for each
objective and were used as the basis for dashboard indicators providing varying levels of
details. Dashboards will be made accessible to constituencies when the BSC is fully
operational. Intended deadline for full implementation of the scorecard is spring of 2014,
although personnel were already at work on objectives beginning in the fall of 2013.
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Arizona Christian University
2013-2016 University Strategic Plan
Transform Culture with Truth
Faith
Increase
Faith
Influence
Relationships
Excellence
Grow
Build
Campus
Community
Improve
Academic and
Co-Curricular
Performance
Expand
Engagement
Develop
Constituencies
Improve
Operational
Functions
Development
Build Faith
Brand and
Identity
Arizona Christian University provides a biblically-integrated
education that prepares its graduates to serve the Lord Jesus
Christ in ministries and professional occupations.
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Arizona Christian University
2013-2016 University Strategic Plan
STRATEGIC PLAN AT-A-GLANCE
FAITH Strategic Objectives
1. Build Faith Brand/Identity
1.1. Champion conservative evangelical Christian values/theology
1.2. Increase ACU events, publications, and media appearances
1.3. Increase University recognition
2. Increase Faith Development
2.1. Increase student faith engagement
2.2. Increase employee faith engagement
2.3. Strengthen faith and learning integration
2.4. Equip students with a biblical worldview and sense of Christian calling
INFLUENCE Strategic Objectives
3. Continued Growth
3.1. Increase traditional student enrollment
3.2. Increase degree completion program enrollment
4. Expand Engagement
4.1. Increase community ministry and cultural engagement for students and alumni
4.2. Increase value of an ACU degree in the community/state/nation
4.3. Reflect regional demographics
4.4. Increase donor engagement
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Arizona Christian University
2013-2016 University Strategic Plan
RELATIONSHIP Strategic Objectives
5. Build Campus Community
5.1. Increase student satisfaction
5.2. Increase employee participation in community events
6. Develop Constituencies
6.1. Increase ministry partnerships
6.2. Increase external value-added partnerships
6.3. Enhance teaching corps
6.4. Strengthen staff
6.5. Increase alumni involvement
6.6. Improve donor relationships
EXCELLENCE Strategic Objectives
7. Improve Academic and Co-Curricular Performance
7.1. Improve academic performance
7.2. Improve co-curricular excellence
7.3. Recognize achievement
8. Improve operational functions
8.1. Improve financial sustainability
8.2. Enhance facilities
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Arizona Christian University
2013-2016 University Strategic Plan
STRATEGIC PLAN DETAIL
FAITH Strategic Objectives
1. Build Faith Brand/Identity
1.1. Champion conservative evangelical Christian values/theology
Performance Measure
Who
1.1.1. Earn a place on the Young Americans for Freedom list of top 20 conservative colleges
Provost
1.1.2. Increase number of student interns placed in conservative evangelical Christian
organizations
Dean of
Academic Affairs
1.2. Increase ACU events, publications, and media appearances
Performance Measure
Who
1.2.1 Increase participation in branding events by 10%
VP for Marketing
1.2.2 Increase number of faculty publications and presentations by 5%
Dean of
Academic Affairs
1.2.3 Increase allocation of marketing funds targeting our brand by 5%
VP for
Marketing,
CFO
1.3. Increase University recognition
Performance Measure
Who
1.3.1 Achieve recognition in three ranking publications
Provost
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Arizona Christian University
2013-2016 University Strategic Plan
2. Increase Faith Development
2.1. Increase student faith engagement
Performance Measure
Who
2.1.1. Increase participation in spiritual formation credit
VP for Student
Services
2.2. Increase employee faith engagement
Performance Measure
Who
2.2.1. Increase faculty community service participation by 5%
VP for Student
Services,
Dean of
Academic Affairs
2.2.2. Increase staff community service participation by 5%
VP for Student
Services
2.3. Strengthen faith and learning integration
Performance Measure
Who
2.3.1. Increase number of full-time faculty trained in integration of faith and learning by 2
each year
Dean of
Academic Affairs
2.4. Equip students with a biblical worldview and sense of Christian calling
Performance Measure
Who
2.4.1. Increase STI results by 5% in the lowest scores for traditional undergraduates
VP for Student
Services
2.4.2. 100% of all rising juniors have declared a major
Dean of
Academic Affairs
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Arizona Christian University
2013-2016 University Strategic Plan
INFLUENCE Strategic Objectives
3. Continued Growth
3.1. Increase traditional student enrollment
Performance Measure
Who
3.1.1. Achieve traditional undergraduate enrollment goals
VP for
Enrollment
3.1.2. Increase overall undergraduate persistence rate
VP for Student
Services
3.1.3. Increase freshman retention rate
VP for Student
Services
3.2. Increase degree completion program enrollment
Performance Measure
Who
3.2.1. Achieve degree completion program enrollment goals
Chair of Adult
Studies
3.2.2. Increase degree completion program graduation rate
Chair of Adult
Studies
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Arizona Christian University
2013-2016 University Strategic Plan
4. Expand Engagement
4.1. Increase community ministry and cultural engagement for students and alumni
Performance Measure
Who
4.1.1. Increase number of ministry opportunities locally, regionally, nationally, and
internationally by 5%
VP for Student
Services
4.1.2. Increase budget for short-term mission opportunities by 5%
VP for Student
Services,
CFO
4.1.3. Increase number of participants in study-abroad programs
Dean of
Academic Affairs
4.2. Increase value of an ACU degree in the community/state/nation
Performance Measure
Who
4.2.1. Create system to measure job placement for graduates
SVP for
Advancement
4.3. Reflect regional demographics
Performance Measure
Who
4.3.1. Increase Latino enrollment by 10%
VP for
Enrollment
4.3.2. Increase outreach efforts to recruit minority employees by 5%
CFO
4.4. Increase donor engagement
Performance Measure
Who
4.4.1. Increase number of major gifts ($10k+)
SVP for
Advancement
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Arizona Christian University
2013-2016 University Strategic Plan
RELATIONSHIP Strategic Objectives
5. Build Campus Community
5.1. Increase student satisfaction
Performance Measure
Who
5.1.1. Decrease negative response rate on student life services survey 10%
VP for Student
Services
5.2. Increase employee participation in community events
Performance Measure
Who
5.2.1. Increase employee participation at all events by 10%
CFO
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Arizona Christian University
2013-2016 University Strategic Plan
6. Develop Constituencies
6.1. Increase ministry partnerships
Performance Measure
Who
6.1.1. Increase number of formal ministry partnerships by 10%
Provost
6.2. Increase external value-added partnerships
Performance Measure
Who
6.2.1. Increase number of formal external partnerships and/or services by 10%
CFO
6.3. Enhance teaching corps
Performance Measure
Who
6.3.1. Decrease negative responses on faculty evaluations by 5%
6.3.2. Increase number of full-time instructors by 10%
Dean of
Academic Affairs
Dean of
Academic Affairs
6.4. Strengthen staff
Performance Measure
Who
6.4.1. Increase staff participation in development activities by 10%
CFO
6.4.2. Increase workforce voluntary retention rate by 5%
CFO
6.4.3. Increase Best Christian Workplace overall survey results by 10%
CFO
6.5. Increase alumni involvement
Performance Measure
Who
6.5.1. Increase number of alumni memberships
SVP for
Advancement
6.6. Improve donor relationships
Performance Measure
Who
6.6.1. Increase donor involvement
SVP for
Advancement
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Arizona Christian University
2013-2016 University Strategic Plan
EXCELLENCE Strategic Objectives
7. Improve Academic and Co-Curricular Performance
7.1. Improve academic performance
Performance Measure
Who
7.1.1. GPA for new freshmen students meets or exceeds the established entrance standard
VP for
Enrollment
7.1.2. Increase library resources by 5%
Provost
7.1.3. Increase number of graduates that achieve honors-level recognition by 10%
Dean of
Academic Affairs
7.2. Improve co-curricular excellence
Performance Measure
Who
7.2.1. Improve athletic regular season play winning percentage by 10%
Director of
Athletics
7.2.2. Increase music performance ratings through third-party adjudicators by 10%
Dean of
Academic Affairs
7.2.3. Decrease student satisfaction scores of student programming by 10%
VP for Student
Services
7.3. Recognize achievement
Performance Measure
Who
7.3.1. Increase academic/athletic all-American honorees by 50%
Director of
Athletics
7.3.2. Increase NAIA Champions of Character score by 10% per year
Director of
Athletics
7.3.3. Create student achievement awards
VP for Student
Services
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Arizona Christian University
2013-2016 University Strategic Plan
8. Improve Operational Functions
8.1. Improve financial sustainability
Performance Measure
Who
8.1.1. Strengthen CFI
CFO
8.1.2. Increase educational expenditures per student FTE by 3%
CFO
8.1.3. Meet or exceed established donor commitment goal
SVP for
Advancement
8.1.4. Meet or exceed established donor revenue goal
SVP for
Advancement
8.2. Enhance facilities
Performance Measure
Who
8.2.1. Increase net assignable square feet of space in use
CFO
8.2.2. Increase net assignable square feet of classroom space
CFO
8.2.3. Increase percentage of classrooms meeting university's established classroom
standards
CFO
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Arizona Christian University
2013-2016 University Strategic Plan
BALANCED SCORECARD DASHBOARD INDICATORS OF PROGRESS TOWARD THE USP
(March 31, 2014)
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