EMU Strategic Plan 2015-2020
EMU envisions being the premier Christian university offering a third way between the missions of more traditional Christian universities and the more secularized missions of mainstream universities. By “third way” we refer to an explicitly Christian university that engages the full diversity of human experience and identity, facilitating progress and social change by addressing the most pressing problems in our world.
As a Christian community of learning, we emphasize academic rigor and reflective practice organized around the liberal arts. We promote the intellectual, physical and spiritual formation of our students, faculty, and staff into people who reflect the love of God for all, embracing the world in all its complexity with a hopeful and enquiring spirit. EMU’s rootedness in the Anabaptist Mennonite faith tradition – emphasizing the ethical practice of Christian faith and the search for peace and justice in this world – provides a rich base from which such a third way can develop and progress.
EMU’s Strategic Plan 2015-2020 encompasses its centennial year in 2017. The goals we enumerate here are intended to establish a strong foundation for EMU’s second century, launching us into greater national and global influence. They move us toward being the kind of distinctive Christian university we aspire to be.
1. Based upon EMU’s distinctive identity and mission, articulate and establish a shared vision for the future in preparation for EMU’s centennial in 2017-18.
2. Facilitate the formation of students, faculty, and staff into an academically rigorous community of learning shaped by core Anabaptist Mennonite values, whose members are characterized by an examined faith, engagement with important questions, and care for each other and creation.
3. Recruit, develop and sustain a diverse thriving faculty consisting of fully engaged teaching scholars.
4. Recruit, develop, and retain diverse effective staff and administrators who are committed to EMU’s mission, focused on continuous quality improvement, and find meaning and satisfaction in their roles.
5. Achieve a sustainable and nationally prominent university by strategically growing enrollment in the core undergraduate and seminary programs, while continuing to expand nontraditional and graduate programs in mission-driven ways.
6. Enhance fiscal health by focusing on capital investments and deferred maintenance, growing cash reserves and endowment funds, and strategically investing in program growth opportunities.
7. Pursue opportunities for increased engagement with local and regional constituencies.