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Vision

105 years ago, J. O. McClurkan exhibited an entrepreneurial spirit aimed at meeting the deepest needs of the people of Nashville.  His death was front page news. He was known for his selfless service. The genius of his work was the marriage of a holy passion to serve and practical expertise. His legacy is a school founded to shape Godly servants, true saints. Today, we are challenged to build a vision for the next chapter.

As this journey begins, we must keep our eyes on why we exist: to be a Christian community providing high quality education for leadership and service. We live in a world of human need, a world that needs us to stay focused on accomplishing our mission.  Centuries of education, technology, and religion have not alleviated human need. At times, they have only deepened the pain of our world. As a result, pessimism has become the ruling attitude of our day. The lack of genuinely transforming power has left us with sound bytes, veneer promises, and evaporating idols. The reason we exist is to make a difference in the world through people who participate in the Trevecca experience.

Two things are needed to make the difference–
     People who have a God-given, holy passion to serve
                                       and
      People whose practical expertise is transforming.

The marriage of holy passion and practical expertise is a rare commodity.  We believe that holy passion is the result of a transforming encounter with God. Such holiness cannot be educated into people, but is the gift of God available to all who encounter the transforming power of the Holy Spirit. Without this, service to our fellow human tends to tire or turn selfish.

At the same time, a holy passion to serve without practical expertise may harm the very person we intend to help. God has given us the capacity for great service through honing our skills to the highest level of expertise.

We are now writing the next chapter in this grand story. 25 years from now,

• Trevecca will be a household word in the city of Nashville, known for the Christ-like character and practical expertise of its graduates.
• The Church of the Nazarene in the southeast will be invigorated by graduates who lead our churches into the trenches of human need.
• Students will come to Trevecca because they hear stories of life-transformation. They will stay and graduate from Trevecca because they want their lives to matter here and now for God.
  People will want to work at Trevecca because the culture is infected with spiritual depth, excellent service, highest level of trust, and intellectual rigor. People who just want a paycheck will not bother to apply.
• Teachers will be as committed to their students as they are to their field of study and will define success as Christians prepared to serve with excellence.
  Generous donors will see the difference Trevecca is making in the world and will fund the cause with unprecedented gifts.
• Murfreesboro Road will be changed visibly, socially, and morally. 

Should we fail, the Church of the Nazarene will flounder in its mission; the city of Nashville will be less just, less peaceful, less neighborly; and a generation of students will be deprived of the most transforming experience of their life. Those who have gone before us insist that we not let McClurkan’s dream die. And we will not.  

Now for strategy.

Trevecca Nazarene University Strategic Plan

Mission Statement:
“Trevecca Nazarene University is a Christian community providing education for leadership and service.”

Initiative 1
Telling the Trevecca Story 

Trevecca Nazarene University will intentionally identify its distinctiveness and deliver clear messages to all of its constituencies.  Creative methods will be implemented to expand the awareness of the Trevecca story internally and externally and to embrace its location as an asset for fulfilling our mission.

Goals

1. To develop an integrated marketing plan identifying all of the Trevecca Nazarene University audiences and the consistent, clear, and unified messages we are compelled to send to them
2. To build an organizational and funding structure that will support the initiatives identified in the integrated marketing plan
3. To embrace the City of Nashville and Middle Tennessee as a location that will draw students because of its place as a center of history, culture, business, and religion and that will provide students and graduates with significant opportunities to practice, serve, and witness in its neighborhoods, organizations and businesses
4. To brand Trevecca as the “university of choice” for evangelicals in the Middle Tennessee area
5. To document the outcomes and stories of faith, achievement and service from students, faculty and alumni at Trevecca Nazarene University so they can be shared in the marketing initiatives for all audiences 
    

Trevecca Nazarene University will embrace opportunities for growth in enrollments and financial resources that will enable the mission of the university to thrive.  In order to develop leaders who have a servant’s heart, we will focus on the enhancement of academic, student, and spiritual life through strengthening current programs and establishing new ones.

Goals

1. To develop spiritual life programs that will actively engage our students and establish Trevecca Nazarene University as a center for spiritual development for the Church of the Nazarene in the southeast region
2. To research, identify, and support academic, athletic, and extra-curricular pipelines that demonstrate opportunity for growth
3. To maintain steady growth toward a total student enrollment of 3,000 by Fall 2011, including 1200 traditional undergraduates, 900 of whom are residential, through the following: 

• a 6.5% annual increase in the traditional undergraduate enrollment, with 30% of each annual increase being new freshmen, 10% being transfers and readmits, and 60% resulting from increased retention
• a graduate student enrollment increase of 6.5% annually toward a goal of 1300 graduate students
• a non-traditional student enrollment increase of 6.5% annually toward a goal of 475 non-traditional students
• a minority student enrollment toward a goal of 575, representing 19% of the total population, through 8.5% annual increases

4. To grow the financial strength of the university

• increase the annual fund by 40% annually toward a goal of $300,000 per year
• increase the Trevecca Endowment by 10% per year toward a goal of 23.6 million
• increase the number of Planned Gifts by 6 per year
• increase matching gifts by 10% per year
• operate in the black
• achieve a composite financial index of greater than 4, less than 5

5.  To embark on an ambitious capital campaign which will fund the campus for the next generation as determined by an assessment of our fundraising capability

Trevecca Nazarene University will create a campus which will motivate students to participate in all aspects of the campus learning community by the completion of capital projects and renovations that correlate with program growth and through the beautification of existing buildings and landscapes. Intentional gathering spaces will be developed to encourage on-campus relationship development, mentoring and collaboration among and between students, faculty, and staff.

Goals

1. To build a Fine Arts Center where students can experience the gifts of God through creative performance and can prepare to use their gifts in service to the peoples of the world
2. To renovate the Greathouse Science Building as a state-of-the-art learning and research facility where students can learn about and be prepared to address the critical health and science issues facing us today and in the future
3. To build a Field House where students can learn and experience health and holistic living
4. To refine and implement the existing university Facilities Master Plan, including a plan for the future utilization of historic campus buildings
5. To study the current technology needs of the campus and develop a timeline, funding source, and plan of action to implement the initiatives in the plan
6. To study the enhancement of technology training for employees as a function of the teaching and training center
7. To become a wireless campus
8. To identify and develop new indoor and outdoor gathering spaces on campus for students and faculty
9. To focus on campus safety through improved campus lighting, security cameras, and street privatization
   
   

1. To develop a student success center which will assist students through their college experience, help them develop skills for learning, and guide them in clarifying their calling and vocation, thus enabling them to discern and do God’s will for their life
2. To create efficient, customer-friendly systems to serve our students
3. To design and implement a student-oriented environment that enhances campus life; to study expanded hours for building availability, food service, and library access; to offer more food options on the campus
4. To create a center for teaching and learning that will provide support to the university’s fundamental focus on teaching and will serve to champion a campus environment in which effective teaching flourishes, teachers and students are actively engaged in the instructional process, and students succeed as learners.
5. To enhance the student-faculty connection through a variety of social, academic, and spiritual activities
6. To energize the social life on the campus through events and recreational opportunities
7. To increase retention of undergraduate students over the next five years by 10%
8. To increase the graduation rate to 60% in the next five years