During the 2025-2026 school year, Union Adventist University embarked on the first phase of a new strategic plan. A fresh start offers an opportunity to ask not only, “Who have we been?” but also, “Who could we become?” Through 2028, Union will confront higher education’s headwinds by refining academic programs, stabilizing finances, expanding partnerships and strengthening the student experience.
Following listening sessions with faculty, staff and students, the Strategic Planning Committee identified eight pillars to strengthen, each designed to encourage shared ownership and measurable impact.
Enrollment growth and student experience
Union will recruit and retain more students through targeted outreach, digital innovation and stronger support. The university will also improve facilities, dining, student engagement and residence hall living-learning centers while while streamlining policies to better support students.
Academic innovation and program effectiveness
The university will evaluate programs based on student interest and workforce demand, create degrees and certificates with strong market potential, and expand hybrid and online learning. The plan also calls for nontraditional education partnerships and the use of artificial intelligence in the curriculum.
Financial health and revenue growth
Union aims to stabilize its budget, reduce dependence on tuition and expand support from individuals, corporations and foundations. Leaders also plan to develop new revenue sources, use campus assets more effectively and improve financial decisions through institutional dashboards.
Facilities and campus development
The university will create a phased facilities master plan reflecting institutional priorities and financial capacity. Investments will focus on student housing, critical infrastructure, accessibility, sustainability and maintenance.
Faculty and staff excellence
Union will strengthen professional development, pursue competitive compensation and establish mission-centered recognition practices. It also seeks to clarify shared governance and build a culture of trust, accountability and collaboration.
Technology and infrastructure
Planned improvements include modernizing administrative and learning systems, strengthening cybersecurity and data governance, and introducing unified digital platforms.
Collaboration and partnerships
The university will seek mission-aligned partnerships to strengthen institutional capacity, expand student opportunities, enhance educational quality and responsibly share resources.
Spiritual mission and campus culture
The university plans to integrate its spiritual mission more fully into academics, worship, service and campus life. The plan calls for expanded opportunities for belonging and spiritual growth, along with a renewed focus on serving the youth of the Mid-America Union — especially those who don’t attend Adventist academies.
Concrete objectives have been identified under each pillar, and 9 teams are addressing different parts of the plan.
Union has also begun raising money to implement recommended changes. During the 2025-26 fiscal year, donors contributed $1.95 million to support strategic priorities.
The plan is both aspirational and operational. It provides a framework for action, accountability and measurable progress as Union turns its goals into lasting improvements.
Results so far
Although most of the teams remain in the research phase, several have begun acting on their recommendations.
Enrollment growth and student experience
At the recommendation of the Enrollment Growth Team, student Outreach Ambassadors called prospective students and their families in April. The effort used existing infrastructure to connect future students with current students, adding a personal touch to recruitment.
This summer, employees are using lunch prayer gatherings hosted by the College View Church on Wednesdays to pray for each applicant and returning student by name, then sending the students postcards signed by everyone at the table.
Rather than paying for food by weight, students this year will purchase meals and receive all-you-can-eat dining at Union Market for a flat rate thanks to the work of the Student Experience Team. Students dissatisfied with their first selection may choose something else at no additional cost. The meal plan remains less expensive than those at similar universities, and students no longer have to worry about running out of funds at the end of the semester.
Technology and infrastructure
Deep in the Don Love Building, the campus is getting a new brain. A new building management system (BMS) is being brought online to replace aging, unsupported equipment. Two buildings are connected so far, but when completed, 24 panels will link buildings across campus. The BMS allows Plant Services to track temperatures, water flow, equipment performance and energy use.
Union has also begun migrating to a new student information system, the central platform used for most student information, including academic records, student accounts, financial aid and admissions.
Collaboration and partnerships
The Reiner Wellness Center’s locker rooms were remodeled this summer through a gift from Sandhills Global. As part of an agreement to host practices and meets at Union, a local swim team leveraged their network on Union’s behalf to secure funding for the project. The improvements will benefit the team, university students and community members.
Spiritual mission and campus culture
To strengthen mission-centered ministry teams, Union created an associate chaplain position. Jolina Schaber, a 2026 theology graduate, was hired to collaborate with Mid-America conferences to increase spiritual engagement and outreach specifically for the 80 percent of Adventist students who don’t attend Adventist academies.
The donor-funded position is a three-year pilot program. Schaber began her work this past summer by connecting with campers and staff at summer camps and already has a slate of youth events on the schedule for the school year.
