Strategic Goal #1: Widening our Circle of Learners

Widen our circle of learners to establish Malone University in the education marketplace as the institution which provides students with a Christian, service-oriented, liberal arts curriculum aligned with the needs of the workforce.

1 CHRONICLES 4:9-10 NLT

Jabez was more honorable than his brothers. His mother had named him Jabez, saying, “I gave birth to him in pain.” Jabez cried out to the God of Israel, “Oh, that you would bless me and enlarge my territory! Let your hand be with me, and keep me from harm so that I will be free from pain.” And God granted his request.

Success Measures: 

We must focus our efforts strategically on the kinds of students we attract and the kinds of people we send out to serve communities, the Church, and the world. 

• As a Christian university affiliated with the EFC-ER, we need to enhance the mission-fit of new students by increasing the proportion of students with church backgrounds as well as from Evangelical Friends churches in particular. 
• In alignment with our Pendle Hill Program, we also want to attract students who have a sense of calling so that we can help them to develop a clearer and stronger sense of calling over time. 
• Our efforts to increase the racial/ethnic diversity of our student body reflects a conviction that diversity is an intrinsic part of what it means to be a Christian university and a service-oriented university aligned with the needs of the workforce. 
• Our ultimate measure of success is how students are living after graduation. Students ought to be living out their callings through additional education, through service to their churches and communities, and through careers that are meaningfully connected to their education and formation during their time at Malone.

Success Outcomes:

By the end of FY 2025, we commit to the following targets for each of the success measures.

1. Home Church Identification
   • 1 year: Track and benchmark home church identification on recent GPS student applications
   • 3 year: Incoming traditional undergraduate student body of 70%+ faith-aligned students by identification of a home church on application 
2. EFC-ER and Strategic Partner Churches/Ministries
   • 3 year: Consistently enroll more students per year from EFC-ER and Strategic Partner Churches and Ministries 
3. Christian High Schools
   • 3 year: Consistently enroll more students per year from Christian high school partners (could include overlap with 2.) 
4. Transfer Students
   • 3 year: Increase annual new transfer students 
5. Increase overall number and percentage of students of color
   • 3 year: Increase percentage of students of color by 5% 
6. Pendle Hill Pathway U Purpose Scores
   • Measure scores for all new students in the following PUP areas:
     • Seeking Purpose
     • Presence of Purpose
     • Living Purpose
   • 3 year: Scores for Seeking Purpose, Presence of Purpose, and Living Purpose reflect growth from first year and match/supersede CCCU institution scores
7. Post-Graduation Outcomes Survey
   • 1 year: Revise post-graduation outcomes survey and increase response rate  
   • 3 year: Increase of scores being “satisfied” or “very satisfied” related to the Malone experience regarding career preparation, spiritual growth, intellectual experience, and the overall Malone experience

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Strategic Goal #2: Enhance and Develop Academic and Athletic Programs

Enhance our ability to identify marketplace needs and opportunities, create programs and partnerships that meet those needs, and launch those initiatives effectively.

PROVERBS 27:17 NLT

As iron sharpens iron, so a friend sharpens a friend.

Success Measures: 

These success measures will require us to focus strategically on community-college partnerships and on the particular new, existing, and joint programs that are most likely to attract students to the university. 

Furthermore, we will need to do so without increasing our discount rate. We must diversify our revenue streams and, in particular, reduce the University’s reliance on traditional undergraduate tuition revenue.    

• Enrollment and Average Net Revenue Per Student in existing and new programs that have been targeted for enhanced marketing and recruitment efforts, and in joint programs with other institutions.

Success Outcomes:

During Phase 1, for 2023-24, we commit to the following targets for each of the success measures.

1. Enrollment increase YOY of additional students in the following programs (some overlap with Church, Christian High School, and Transfer initiatives) :
   • Zoo/Wildlife Biology
   • Exercise Science
   • Psychology/Counseling
2. Successfully launch new programs with anticipated new enrollments (some overlap with Church, Christian High School, and Transfer initiatives):
   • Competency Based Education MBA - Bus/Tech
   • Hospitality, Tourism, and Business - Bus/Tech
   • Computer Science Endorsement - Education
   • Pre-Chiropractic
   • Women’s Lacrosse
   • Stunt
3. Develop and launch impactful program partnerships with other institutions

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Strategic Goal #3: Fiscal Sustainability

Secure Malone’s long-term future by ensuring annual profitability through data-informed decision making. That is, erase the structural deficit and create a fiscally sustainable university with an annual margin of 5%. 

LUKE 14:28 NLT

But don’t begin until you count the cost. For who would begin construction of a building without first calculating the cost to see if there is enough money to finish it?

Success Measures:

These success measures are designed to increase the overall net revenue of the University by setting targets and making data-informed decisions strategically on the basis of key sources of revenue rather than on absolute metrics, such as enrollment numbers and team rosters.

• Annual Profit/Loss statement
• Increase the amount and percentage of revenue from non-traditional tuition and fees and other sources

Success Outcomes: 

1. Target: 1000 FT students, 65% discount rate (or equiv), 50% housing. 
2. Target: 6200 graduate student credit hours (or equiv)
3. Target: $1.5 million in Annual Fund giving 
4. Target: Identify other revenue exceeding $500k per year

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Strategic Goal #4: Caring for Our People

Increase student and employee belonging and satisfaction

JOHN 15:12 NLT

This is my commandment: Love each other in the same way I have loved you.

Success Measures:

These success measures target student and employee satisfaction and belonging in different ways at different points in time. 

• Student satisfaction will be measured using two objective measures that are significantly impacted by satisfaction and belonging: program completion and alumni giving. (Note: the Forbes Grateful Graduates Index has generated a national focus on alumni giving as a key measure of student satisfaction.)
• Employee satisfaction will be measured using key results from the ModernThink Higher Education Insight Survey from the Great Colleges to Work For program.

Success Outcomes: 

1. On Student Satisfaction Inventory (SSI) Scales: Increase Student Centeredness Responsiveness scores for Sense of Belonging, Administrator Approachability, and Campus Experience to match/supersede those of CCCU institution scores.
2. National Survey of Student Engagement (NSSE) Items: Increase percentage rating overall experience as “excellent” or “good” by 6% and increase percentage who would “definitely” or “probably” attend institution again by 6%.
3. Increase four-year graduation rates and graduate program completion rates: 3%. 
4.  Alumni giving increased by 5% each year (up 15% over 3 years).          
5. ModernThink Higher Education Insight Survey from Great Colleges to Work For program: Increase participation in the survey by 30%; Increase performance management scores to match or supersede Honor Roll Group; Increase confidence in Senior Management scores to match or supersede Honor Roll Group.
6.  Increase the overall number of, and percentage of, minority faculty and staff to match or supersede comparison group data for full-time faculty, adjunct faculty, and staff.

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The Strategic Planning Committee receives a wide-range of input from the community. Based on this input and their monitoring of the strategic plan success measures, the Strategic Planning Committee will make annual recommendations to the President’s Cabinet for any modifications to the Strategic Goals and for annual strategic initiatives.