STRATEGIC PLAN
2026-2031
A STRATEGIC PLAN FOR RENEWAL,听GROWTH, AND RECOGNITION
The mission of 91直播 is to graduate students with exemplary academic and听professional skills who are prepared for purposeful lives and meaningful service. The University听is informed and inspired by its Baptist heritage and three basic theological and biblical听presuppositions: learning is appointed and conserved by God as essential to the fulfillment听of human destiny; in Christ all things consist and find ultimate unity; and the Kingdom of God听in this world is rooted and grounded in Christian community. The University embraces the听conviction that there is no conflict between the life of faith and the life of inquiry.
We, the present stewards of our cherished university, must seize this historic moment to advance a mission that will transform generations. 听All of us, together, for one Campbell. 听This is our moment鈥ampbell Forward!
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Enrollment Growth
CAMPBELL COMMITS to more effective fulfillment of its mission through a University-wide effort to achieve sustainable growth in overall student enrollments, with a target of 2% average annual growth over the five-year planning period (net increase of approximately 500 students).
Learn More about Our Enrollment Growth Objectives
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Financial Strength
CAMPBELL COMMITS to strengthening the University鈥檚 financial health by ensuring that annual revenues regularly exceed expenses, expanding and diversifying revenue streams, increasing philanthropic support, remedying a backlog of deferred maintenance issues, and investing in employees in ways that reward merit.
Learn More about Our Financial Strength Objectivespublic
Community Impact
CAMPBELL COMMITS to becoming the region鈥檚 most vital private educational partner for economic growth, workforce development, and improved health care.
Learn More About Our Community Impact Objectives
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Institutional Identity
CAMPBELL COMMITS to strengthening its broader reputation as a Christ-centered institution of听 higher education, as a gathering space for people from all backgrounds who wish to live, learn, and grow听 in a thriving Christian community, and as the state鈥檚 top producer of graduates prepared for lives of听 servant leadership.听
Unit-Level Planning
An important second phase of the strategic planning process will charge 14 separate administrative divisions with writing their own five-year plans that complement the key components of the 91直播 2026-31 Strategic Plan.
The 14 local planning units include:
- College of Arts and Sciences
- College of Pharmacy & Health Sciences
- Wiggins School of Law
- Lundy-Fetterman School of Business
- School of Engineering
- School of Education and Human Sciences
- Wallace School of Osteopathic Medicine
- Divinity School
- Adult and Online Education
- Athletics
- Enrollment Management
- Institutional Advancement
- Student Life and Christian Mission
- Wiggins Memorial Library
These local planning units will form their own committees and, following guidance from the University Strategic Planning Committee, draft their plans (no more than five pages) during the Spring 2026 semester.