Over the past decade, it was necessary to place a significant amount of energy into sustaining the organization. We are now at a place where we need to move into a strategic impact posture.
— Dan Scarrow , Board of Trustees, Strategic Planning Task Force Member and Board Liaison
BE BOLD: 2028 STRATEGIC PLAN
Crown College is committed to being Boldly Christian , Academically Excellent , and a Lifelong Authentic Community that fulfills its mission, lives out its values, and achieves its vision.
Biblically-Based Christian Leadership
The mission of Crown College is to provide a Biblically - based education for Christian leadership in The Christian and Missionary Alliance, the church - at - large, and the world.
The Midwest’s Boldly Christian College
The vision for Crown College is to be the Midwest’s boldly Christian College.
CROWN COLLEGE FOUNDED 1916
The three Crown Commitments form the bedrock of our strategic plan. They represent what we believe are the essential elements of our success over the next five years and into the future.
As a boldly Christian institution, Crown College places Jesus Christ at the center of everything we do.
As an academically excellent institution, Crown College commits to the rigorous pursuit of truth and wisdom while providing an exceptional educational environment to help each student excel in academics, vocational preparation, and their faith.
At Crown College, we commit to fostering an authentic and lifelong community, providing a sense of belonging to all students, employees, faculty, alumni, and friends.
“Proclaiming the kingdom of God and teaching about the Lord Jesus Christ with all boldness and without hindrance”
Acts 28:31
BE BOLD: 2028 STRATEGIC PLAN
Crown’s core values represent the behaviors we believe are critical to carrying out our commitments so we can fulfill our stu den t - centered mission and achieve our institutional vision.
The following core values are what make Crown College truly great for our students, staff, and faculty.
PROFESSIONAL EXCELLENCE
At Crown College, we value employee excellence through empowerment, integrity, stewardship, quality work, time management, development of expertise, meeting deadlines, and following through on commitments.
At Crown College, we value, encourage, and expect employees and students to be innovative in their roles and take ownership of their work.
BOLDLY CHRISTIAN LIFELONG AUTHENTIC COMMUNITY ACADEMICALLY EXCELLENT
Crown College values a collaborative community that partners physically, virtually, intellectually, academically, and cross-departmentally to bring our institution to a new level of excellence.
Crown College values an others-first approach to hospitality. We are a generous and friendly community in person and online, providing a sense of belonging to all who interact with us.
Crown College values and understands the need for a culture of belonging and global engagement striving towards true unity in Christ affirmed in the scriptures.
BE BOLD: 2028 STRATEGIC PLAN
Over the past year, nearly 100 percent of our faculty, staff, and board members have participated in strategic planning initi ati ves. This was critical to developing the best strategic plan for Crown's future.
STRATEGIC PLANNING PROCESS
CLARITY
Where are we now organizationally?
FOCUS
Where are we going, and why?
ALIGNMENT
How are we going to get there?
CLARITY PHASE
May 2022 to September 2022
SITUATIONAL URGENCY
GAPS & OBSTACLES
OPPORTUNITIES
FOCUS PHASE
October 2022 to February 2023
STRATEGIC CHOICES
DEFINED FUTURE STATE
STRATEGIC GOALS
ALIGNMENT PHASE
March 2023 to May 2023
OBJECTIVES
ACTION PLANS
RESOURCE ALLOCATION
STRATEGIC CONTEXT
A CLEARLY UNDERSTOOD CURRENT STATE
STRATEGIC FRAMEWORK
A COMPELLING FUTURE STATE
STRATEGIC A TEAM ALIGNED AROUND THE WAY FORWARD
PLAN
President Denton initiated the strategic planning process before he took office and worked to ensure that the plan would be r oot ed in values and commitments that could sustain a five - year plan.
May 2021
President-Elect Denton has oneon-one meetings with all staff, faculty, and constituents
May 2022
President Denton and Cabinet hire
TG Three to begin strategic planning process
September 2022
Day of Conversations with the Crown community and TG Three
October 2022
Board of Trustees work on Crown Commitments and Values
Spring 2023
Board of Trustees affirm Crown commitments and values
May 2023
Strategic Plan presentation
July 2021
President Denton begins his presidency
July 2022
President Denton appoints Strategic Planning Task Force; pre-meetings with TG Three begin
September to October 2022
Data collection from strategic planning meetings and from the Day of Conversations
October 2022 to February 2023
Appointed Pillar Groups with over 40 participants to work on strategic planning Objectives and Action Plans
February to May 2023
Finalized Commitments, Values, Vision, Goals, Objectives
Like many Christian colleges, Crown faces the challenge of fewer college - bound students, increased competition for online studen ts, and intensified regulatory pressures.
BE BOLD: 2028 STRATEGIC PLAN
Even after losing nearly two million students over the last five years, projections show that college enrollments could drop another two million students by 2030. By 2028, nearly 48% of all college students will be students of color.*
48 Colleges Closed in 2022
declines. Recent data shows enrollment at NACCAP schools declined by eight percent last year, while C&MA schools (not including Crown) dropped 21 percent.
The COVID 19 pandemic accelerated the online disruption in higher education, causing students to become more comfortable taking classes online. Now they desire more engagement.
Undergraduate enrollment is stronger post pandemic , but PSEO is threatened with elimination by state government, and competition for online students is intensifying.
75% of NACCAP missed their 2022 enrollment goals 73% said COVID made online learning more appealing Crown is up 20% net SAS deposits as of May 1, 2023 vs. May 1, 2022.
*Third Way Report. Why Rich Colleges Get Richer & Poor Colleges Get Poorer." November 20, 2020.
Although Crown faces many significant challenges as it heads into its five - year strategic plan, each challenge presents an oppor tunity to uniquely differentiate the college and advance its mission.
Minnesota continues to become more hostile toward Christianity. Crown’s distinctly Christian mission presents an opportunity to become a beacon for families seeking a college that affirms their faith and beliefs.
As Crown moves into a new era of excellence and growth, we have an opportunity to take our academic programs to a new level of quality and attractiveness, while deepening our faith integration.
Before his tenure, President Denton met with every employee individually, as well as external constituents. One thing became abundantly clear: the Crown brand needs to be clarified and made more prominent in our region, among local communities, and with Christian families.
necessary to sustain the strategy.
Crown's "Be Bold" strategic plan is building on 107 years of successfully fulfilling its mission and incredible momentum from re cent investments and initiatives.
BE BOLD: 2028 STRATEGIC PLAN
Since 2021, Crown has invested in personnel in many departments. These investments have directly impacted the overall revenue of the college by increasing enrollment and providing a better student experience.
ACADEMIC INVESTMENTS
After launching a new Honors Program in 2022 and restructuring academics into three schools, Crown hired three deans, refocused academic programs, and revised curriculum. Crown was also successfully reaccredited by HLC and PELSB. Nursing graduates have had a 100% passage rate on the NCLEX for two years in a row.
FACILITY INVESTMENTS
Committed to going on offense, Crown College invested in nine major renovations: Dining Center, Student Center, Simpson Auditorium, Welcome Center, Faith Village Apartments, athletic weight room, athletic locker rooms, athletic training room, and Campus Store. We also broke ground on a 3 - story residence hall set to open in Fall 2023 and will begin a classroom wing renovation Summer 2023.
SAS ENROLLMENT GROWTH
SAS enrollment has had a 25% year - over - year new student growth and the largest class in nearly a decade. A strong admissions team, growing brand recognition, and investments in the facilities and academics contribute to this success. This year (2023), Undergraduate deposits are up 24%, while 50% of schools are down compared to 2022 (NACCAP May 1 Benchmarking).
Choosing your customers and which needs you will uniquely meet is a key element of strategy. The target audience, therefore, def ines which customers our plan is designed to serve.
College of Arts and Sciences:
• Conservative Christians in the Midwest
• Looking for an intimate Christian college setting
• Want a close-knit learning community with faith integration
• Concerned about trending anti-Christian policies
• Students who want a personalized experience where their professors know their story and calling
• Athletes who value a competitive experience that honors Christ
Online and Graduate:
• Desire to be taught by professors who are experts in their fields and want faith integration in their programs
• Looking for community within online education
• Seeking quality academics at an affordable price
• Average age is 30 (undergraduate) and 36 (graduate)
TARGETING THE MIDWEST
Crown has an opportunity to serve a Christian demographic that desires an intimate college experience that is boldly Christia n a nd academically excellent.
As the public and private institutions of our region move further away from Christ, we will lean into our faith and establish Crown as the Midwest's Boldly Christian College.
We will target the Christian market in the Midwest with a boldly Christian brand identity and message that is powerful and compelling.
GOAL 1: Establish the Crown brand as the Midwest's Boldly Christian College by June 2028.
GOAL 2: Build Kingdom-minded relationships and partnerships that strengthen Crown’s brand equity in the Midwest, resulting in increased giving.
A BOLDLY CHRISTIAN BRAND
A BOLDLY CHRISTIAN COMMUNITY
GOAL 3: Discover and proclaim Christ in each academic discipline as we fully integrate faith into every aspect of the academic experience.
GOAL 4: Develop academic programs that are attractive, vocationally relevant, academically rigorous, and led by Christian experts.
We will develop academic excellence and Biblical integration in every program to ensure students are spiritually and academically prepared.
We will build an authentic Christian community and a culture of belonging that attracts and retains oncampus and online students.
GOAL 5: Create a culture of belonging that leads to a 10% increase in the six-year graduation rate by Spring 2028.
GOAL 6: Implement a new model of online education that promotes increased community and engagement.
We will target the conservative Christians in our region with a boldly Christian brand identity and message that is powerful and compelling.
Objective 1: Increase admissions, youth camps, training and clinics, and youth group events hosted on Crown's campus or by Crown to increase brand awareness, enrollment, and revenue by 20% by June 2027.
Owner: Dee McDonald, VP of Enrollment Management
Establish the Crown brand as the Midwest’s Boldly Christian College by June 2028.
Objective 2: Launch a brand campaign for internal and external brand awareness by September 2023.
Owner: Jen Niska, Chief Marketing + Communications Officer
Objective 3: Establish clear assessment mechanisms to measure the brand's success by April 2024.
Owner: Jen Niska, Chief Marketing + Communications Officer
Build Kingdom-minded relationships and partnerships that strengthen Crown’s brand equity resulting in increased enrollment and giving.
Objective 4: Launch a comprehensive "We are Crown" campaign by June 2024.
Objective 5: Develop a 10-year, boldly Christian, campus master plan that fully represents our brand by July 2024.
Objective 1: Increase annual giving by 100% by July 2028.
Objective 2: Increase the percentage of alumni and donors who are regularly engaged in events, social media, and opened emails by 60% by July 2028.
Objective 3: Double the number of students enrolled in Crown College degree programs from pathway education by August 2028.
Owner: Jen Niska, Chief Marketing + Communications Officer
Owner: Mike Price, Chief Operating Officer
Owner: Joel Johnson, VP of College Relations
Owner: Joel Johnson, VP of College Relations
Owner: Fawn McCracken, Associate VP of Adult, Online, + Graduate Students
1 The Crown Fund is used to support the mission of Crown College. Unrestricted gifts to the college support the Crown Fund. The fu nd is used to provide scholarships to students, support campus improvements and help further student - centered initiatives.
Objective 1: Develop and implement faculty training to think Biblically about respective academic disciplines and pedagogical approaches by August 2024.
Objective 2: Create assessment tools and curricular maps to demonstrate integration of faith into all aspects of academic experiences by July 2028.
We will develop academic excellence and Biblical integration in every program to ensure students are spiritually and academically prepared. Discover and proclaim Christ in each academic discipline as we fully integrate faith into every aspect of the academic experience.
Objective 3: Provide opportunities and funding to Crown faculty for a total of twelve academic presentations or publications related to biblical integration in the academic experience and within their discipline by July 2028.
Owner: Chris Mathews, VP of Academic Affairs + Corporate Vice President
Owner: Chris Mathews, VP of Academic Affairs + Corporate Vice President
Objective 1: Relaunch a graduate business program by July 2025.
Owner: Fawn McCracken, Associate VP of Adult, Online, + Graduate Students
Objective 2: Launch a new graduate program by July 2026.
Owner: Fawn McCracken, Associate VP of Adult, Online, + Graduate Students
Owner: Chris Mathews, VP of Academic Affairs + Corporate Vice President Develop academic programs that are attractive, vocationally relevant, academically rigorous, and led by Christian experts.
Objective 3: Launch a doctoral program by July 2027.
Objective 4: Increase SAS academic programs (majors) to a total of 30 by July 2028.
Owner: Fawn McCracken, Associate VP of Adult, Online, + Graduate Students
Owner: Chris Mathews, VP of Academic Affairs + Corporate Vice President
We will build an authentic Christian community and a culture of belonging that attracts and retains on-campus and online students.
5 GOAL 6 GOAL
Objective 1: Equip employees to be informed and engaged in students' lives through annual professional development and training starting August 2024.
Owner: Martha Swift, VP of Student Development
Create a culture of belonging that leads to a 10% increase in the six-year graduation rate by Spring 2028.
Objective 2: Increase freshman-to-sophomore retention rate by 10% by August 2026.
Owner: Martha Swift, VP of Student Development
Objective 3: Increase the graduation rate of students of color by 10% by May 2027.
Owner: Martha Swift, VP of Student Development
Implement a new model of online education that promotes increased community and engagement.
Objective 1: Conduct research that will inform the proposal of a new model by June 2024.
Owner: Fawn McCracken, Associate VP of Adult, Online, + Graduate Students
Objective 2: Develop a business plan for the new model by January 2025.
Owner: Fawn McCracken, Associate VP of Adult, Online, + Graduate Students
Objective 3: Launch the new model by August 2025.
Owner: Fawn McCracken, Associate VP of Adult, Online, + Graduate Students
Crown’s strategic plan aims to achieve four outcomes by Fall 2028. The table below shows the milestones to be achieved each fall .
BE BOLD: 2028 STRATEGIC PLAN
1,450 STUDENTS 30% INCREASE IN OPERATING REVENUE INCREASED AWARENESS DOUBLE THE ANNUAL FUND
Action plans were created for each objective to help ensure the successful execution of our strategic plan. Below is an examp le of an action plan for developing the campus master plan.
“The end product of a strategic plan is measurable progress, not hitting every item on the plan. In other words, if there is measurable progress, we’ve been successful. This is the philosophy we embrace.”
Dan Scarrow , Board of Trustees, Strategic Planning Task Force Member and Board Liaison
It is an honor to lead Crown College in this exciting new season. The Lord has given our institution a Bold Vision for the next five years. I believe He wants to do miracles, more than we could ever hope or dream for, to His glory and praise.
— Dr. Andrew Denton, Crown College’s 17 th President Strategic Planning Task Force Chair