VISION 2030

QUALITY

PEOPLE

Partner with students to achieve a 100% graduation rate, as defined by the Federal Department of Education.

Re-engineer and develop academic programs of distinction and excellence that are aligned with Mission, market, and margin.

Ensure the implementation of a rigorous academic and non-academic assessment plan.

Ensure the holistic development of all students by investing in niche academic programs enriched by a comprehensive array of co-curricular opportunities, experiences, and programming through student activities, residence life, leadership development, and other out-of-classroom initiatives.

Establish academic connections for degree/career completion.

Link internship with academic programs and provide internship for all students.

Achieve 100% successful entry into the labor market and/or continuing education into professional or graduate school upon graduation.

Continuous quality improvement for all operational units of the university.

Provide market wages for all employees.

Partner with employees to increase employee engagement to 100%. Intentionally embrace diversity and intercultural understanding.

Actively promote a learning environment where students, faculty, and staff feel valued.

Enhance faculty and staff development.

Partner with students to increase student satisfaction to 100%. Create a culture around customer satisfaction.

Create a student-centered learning environment.

Implement a marketing and communication plan that support the Pillars of Excellence.

Create a culture of accountability that establishes priorities and desired outcomes.

SERVICE

VISION

FINANCE

GROWTH

COMMUNITY

Average student graduation debt at $20K.

Move Composite Financial Index (CFI) score to 5 by:

Producing budgets with margins for future stability.

Developing prudent cost-cutting or cost-containment measures and seeking to diversify revenue growth.

Establish working capital equivalent to nine months of operation.

Significantly strengthen the external funding of the university. Align capital and operational budgets to the Vision 2030 WAUPLAN.

Increase while maintaining the diversity of the student population.

Achieve the optimal balance of number and types of athletic teams that is in alignment with mission, budget, culture, and student population.

Expand the summer academic course offerings.

Offer industry certification within existing courses/programs. Acquire and develop the WAH site to be a revenue source for WAU.

Promote a culture of Christ-centered friendship, love, and wellness.

Create a campus atmosphere in which service permeates life and learning.

Connect with other like minded institutions of higher education to engage in activities of mutual benefit. Establish strong, enduring, multifaceted relationships with regional, national, and international businesses and industry.

Fully integrate the resources of the nation’s capital into the WAU learning community.

Identify and cultivate partnerships with Sligo Church, Columbia Union, North American Division, and the General Conference to enhance the Mission.

Transform governance and the physical campus.

N 2030

Photo credit: Randolph Robin Dr. Brian Liu, NEYE