Higher Education

G. Blair Dowden
Director of Higher Education and
President of Huntington University

Reflections

"It was the best of times, it was the worst of times...." So goes the well-known opening line of Charles Dickens' A Tale of Two Cities. In a few short phrases, Dickens describes the setting for his masterpiece and the conditions present in England and France in 1775.

His description can also be readily applied to Huntington University during the past several years. It was indeed the best of times. By 2004-2005, the University had achieved nine consecutive years of record enrollment resulting in a 70% increase in our student body. We were awarded ten years of continuing accreditation by the Higher Learning Commission of the North Central Association of Colleges and Schools. We had just completed a successful capital campaign which raised $50 million toward a $37 million goal. A new Science Hall had been built and Brenn Hall had been completely renovated. In addition, we had just been named one of the "50 Best Christian Places to Work" by a national survey.

Then, just like a runner hitting the wall in a long distance race, the institution experienced great turmoil. Intense discussions regarding open theism led to divisions within the faculty, staff, and the church. This, combined with a significant increase in tuition in 2004-2005, led to decreased enrollment, tight budgets, poor faculty and staff morale, and tensions within the denomination. For many, it was the worst of times.

These last few years have been without a doubt the most difficult of my Presidency. There were numerous opportunities for rejoicing and celebrating, many of which are outlined in this report. But, there were also many times for discouragement regarding the forward progress of the institution and strained relationships with faculty, staff, trustees, the Church, and University friends. Through it all, I have been thankful for a faithful Lord, a loving wife, Chairman Ed Souers and other supportive board members, a gifted Senior Leadership Team, Bishop Ron Ramsey, and many colleagues and friends who have contributed to our healing as a community.

"The best of times and the worst of times," fortunately, is not the end of the story. Over the past year, the campus has again experienced many "best of times" moments and a feeling of momentum and optimism. With growing enrollments, increased faculty and staff compensation, new programs and improved faculty/staff morale, healing is continuing and trust is being restored. I believe we are now continuing on the upward trajectory established in previous years, a trajectory temporarily interrupted in 2004-2005.

I am very thankful that we have come through a difficult period on campus. While we are somewhat battered and bruised, I believe we are wiser and stronger because of the experience. Healing still needs to continue and trust needs to be rebuilt. But with our Lord's strength and grace we have weathered a difficult and unfortunate storm and have grown through the process.

The years ahead will be ones of dynamic change and growth. I believe that we will experience more change in the next five years than we have experienced in the last decade or more. This growth and change would not be possible without the wisdom and strength from our Lord and without the outstanding service of an incredibly gifted and hard-working Senior Leadership Team, a dedicated faculty and staff, and a supportive Board. This report and the accomplishments and future directions that it outlines are dedicated to them.

Executive Summary

God has been faithful to Huntington University. The following is a summary of the key highlights since the 2004-2005 academic year.

• Adopted a new name--Huntington University--effective June 1, 2005.
• Increased enrollment to 1084 in fall 2006.
• Increased graduate and EXCEL enrollment to 223 in fall 2006.
• Increased five-year graduation rate to 68%.
• Increased endowment to $21.4 million in June 2006.
• Increased Annual Fund giving to $562,394 in 2006.
• Increased percentage of alumni giving to 24.38% in 2006.
• Received five grants from Lilly Endowment Inc. totaling $5,966,612. Funding was used for scholarship endowment, a program innovation fund, Huntington University Research Fellowship, a contingency endowment, and the Enterprise Resource Center.
• Launched 16 new graduate and undergraduate programs including digital film studies, digital media arts, entrepreneurial/small business studies, finance, music business, not-for-profit studies, piano pedagogy, political studies, social work, Spanish, special education, sports ministry, worship leadership, master of arts in counseling ministry, master of arts in education, and master of arts in youth ministry leadership.
• Prepared to launch new nursing program in fall 2007.
• Received a $100,000 gift from Parkview Huntington Hospital for a new nursing program.
• Established Enterprise Resource Center funded by Lilly Endowment Inc.
• Established the national office of the Conference on Faith and History at Huntington University.
• Balanced the University budget for the 23rd consecutive year.
• Approved new articles of incorporation and by-laws which strengthened Christ-centered commitment.
• Ranked by U.S. News and World Report in the top tier of comprehensive colleges and universities for the 12th consecutive year.
• Achieved candidacy status for the social work program from the Council on Social Work Education.
• Received accreditation from the Indiana Professional Standards Board and the National Council for the Accreditation of Teacher Education for the graduate and undergraduate education programs.
• Received accreditation for a new Master of Arts program in youth ministry leadership offering a combination of online and traditional instruction.
• Opened an EXCEL "branch campus" in Columbia City, Indiana.
• Developed and implemented an innovative Strategic Plan.
• Achieved national runner-up status (NAIA -- Division II) for the men's basketball team.
• Initiated a pre-fundraising campaign, planning, and feasibility study.
• Continued scholarly work of numerous faculty and staff who have published books and articles and have served in leadership positions in professional organizations.
• Continued success of students in receiving numerous academic, athletic, and artistic awards from on-campus and off-campus organizations.
• Appointed Mr. John W. Paff as Executive Assistant for the President and Executive Director of Communication, Dr. Norris Friesen as Vice President and Dean of the University, Mr. Ron Coffey as Vice President for Student Development, Mr. Troy Irick as Vice President for University Advancement, and Dr. Ann McPherren as Vice President for University Planning and Strategy.
• Established an innovation fund of $1.5 million to serve as seed money for new academic programs.
• Kept tuition increases at moderate levels for 2005-2006 (0% increase) and 2006-2007 (2% increase).
• In addition, we were granted continuing accreditation by the Higher Learning Commission (HLC) for a period of ten years. The report of the HLC visit team emphasized the institution's strengths and included the following statements:
• Faculty, students, administrators, Board, and staff share a remarkably common vision.
• Members of the Board of Trustees of the College are deeply committed to the mission of the College and exercise remarkable generosity of spirit as they struggle with making the best judgments for Huntington's future.
• The physical plant of the College has long been one of its greatest assets.
• Careful conservative financial management has allowed the College to make major improvements to physical resources while maintaining balanced budgets and avoiding any substantial long term debt.
• Huntington has effectively addressed the recruitment and retention of students.
• Academic program areas are clearly defined, coherent, and designed to appropriately challenge students at the various program areas.
• The College is clearly achieving its educational purposes.

Long-Term Trends

This report to the Church of the United Brethren in Christ, USA, is adapted from a self-assessment prepared for the 2007 administrative audit of the President's Office and Board of Trustees. All major functional areas at Huntington University undergo a routine audit every four to five years. The task of developing a periodic self-assessment is a helpful one. It has allowed me to reflect on the past even as I have envisioned the future.

During the 15 years of my presidency, I have become very thankful for the men and women that he has equipped to accomplish his task at Huntington University. I am awed by what God has done in our midst as he has worked through our faculty and staff and many friends to accomplish significant successes at the University. And I am humbled for the privilege of being involved in the great task of shaping lives in order to impact the world for Christ.

The following charts review key metrics for the past 15 years with comments regarding recent trends. Numbers, obviously, are easy to report, but do not tell the entire story about Huntington University. However, they provide a snapshot of the financial, enrollment and academic health of the institution.

Enrollment

Overall Enrollment. Overall enrollment has increased from 614 students in 1991 to 1,084 in 2006. Enrollment over the past four years showed a decline in 2003 and 2004, but the past two years have yielded record enrollments.

Traditional Undergraduate Enrollment. Traditional undergraduate enrollment has shown a similar 15-year and 4-year trend.

First-Time Freshmen. First-time freshmen enrollment, while decreasing in 2003 (from a previous record high of 239 in 2002), increased to a new high of 252 in 2006.

Undergraduate and Graduate Programs. Enrollment in adult undergraduate and graduate programs declined for several years before starting to rise in 2001 to a high of 223 students enrolled in 2006. Enrollment in graduate and adult undergraduate programs has increased steadily in recent years.

Five-Year Graduation Rate. The five-year graduation rate (students completing programs within five years) has increased from 50% in 1991 to 59% in 2001. However, the five-year graduation rate for the four most recent graduating classes has shown mixed results.

United Brethren Students. The percentage of United Brethren students in our overall enrollment has steadily decreased from 19.7% in 1991 to 10.88% in 2006. (See Chart 6. Bold indicates high number in a given category.)

Retention. Freshman to sophomore retention rate has declined over the past four years which has contributed to a decrease in the overall retention rate. (Beginning in 1998, the number reported is fulltime degree-seeking first-time freshmen as required for governmental reporting.) (See Chart 7.)

Endowment

Endowment has increased from $5.2 million on June 30, 1991 to $21.4 million on June 30, 2006.

Gifts and Fundraising

Total gifts and grants to Huntington University have steadily increased throughout the years. A comprehensive capital campaign and Lilly endowment giving substantially increased gift totals in 1999. Recent giving has been strong with Lilly grants boosting totals in 2003 and 2004.

Undesignated Gift Support

Undesignated gift support--The University Fund--has held steady in recent years. Fiscal year 2003 giving was aided through a Lilly Matching Grant.

Alumni Participation

The percentage of alumni giving to the institution has increased steadily.

Faculty Salaries

The percentile ranking of faculty salaries as compared with other American Association of University Professors AAUP II-B category of colleges and universities increased steadily in the 1990s but started to take a sharp decline in 1993-94. The percentile ranking dropped from 50% to 47% in 1992-93 (full professor) and from 51% to 46% (associate professor) and from 45% to 39% (assistant). The decline continued until 1996-97 when salaries increased in all ranks to over the 50th percentile. Salaries have declined in comparison to AAUP II-B since 1998-99. The 2005-06 percentile ranking is 26% (full professor), 19% (associate professor), and 21% (assistant professor).

The percentile ranking of faculty salaries as compared with the institutions of the Council for Christian Colleges & Universities decreased over the past several years until improving slightly in 2006-2007.

Administrative and Staff Salaries

There has been a similar decrease in the past few years in administrative and staff salaries as compared with benchmark data (CCCU and local economic data). (See Chart 12.)

U.S. News & World Report

Our ranking in U.S. News & World Report has gone from the second quartile among Midwestern comprehensive colleges to the top quartile, where the University has stayed for 12 consecutive years. In 1998, our ranking was 27th. Currently, Huntington University is ranked 16th among the 107 comprehensive colleges in the Midwest.

Since the 2005 US National Conference, Huntington University's ranking among comprehensive Midwest colleges and universities has remained steady: 2006, 16th; 2005, 15th; 2004, 17th.

Faculty Doctorates

The percentage of faculty with doctorate or terminal degrees has increased from 61% in 1981 to 77% in 2006. The 2006 percentage will increase substantially after several recently hired faculty complete their doctoral courses of study. (See Chart 13.)

New Majors and Programs

Minors

• Applied Exercise Science
• Management Information Systems
• Recreation Management
• Spanish
• Theatre Arts

Majors

• Digital Media Arts *
• Entrepreneurial Small Business Management
• Graphic Design
• History--Political Studies *
• Music--Church Music
• Nursing (fall 2007) *
• Performance Piano Pedagogy *
• Recreation and Sports Ministry *
• Recreation Management
• Social Work *
• Spanish Teaching *
• Spanish *
• Theatre Arts, Design and Technology
• Worship Leadership *

Graduate Programs

• MA in Counseling Ministry *
• MA in Education *
• MA in Youth Ministry Leadership *
• MA designations for graduate master's degrees in Christian ministry, educational ministry, and youth ministry

Link Institute

• Link Institute for Faithful and Effective Youth Ministry

EXCEL Programs (majors)

• Organizational Leadership *
• Business Administration *
• Accounting *
• Human Resources Management *

Other

• Brethren Productions
• Cooperative agreement with Indiana-Purdue Fort Wayne
• New Core Curriculum
• Semester Abroad Program
• Senior Capstone
• Visiting Executive Seminars

Major Priorities for the Coming Year

Part of my responsibility as President is to present a vision and plan for the future and motivate and encourage faculty and staff to achieve that plan.

I am committed to focusing institutional energies and resources to accomplish our 2006 Strategic Plan, which is available for review online at www.huntington.edu/slrp. Each year, I focus my personal energies on elements of the Strategic Plan where presidential involvement will have the greatest future institutional impact. For 2006-2007, I have identified 11 priority areas for focused effort.

1. Increase enrollment and retention.
2. Pursue collaborative ventures with strategic partners.
3. Continue to address faculty and staff salary issues.
4. Implement the new baccalaureate program in nursing.
5. Launch a major fundraising campaign.
6. Encourage and work to fund ideas that will enrich and expand the academic enterprise by increasing revenue, reputation and enrollment, and strengthening the academic and student experience.
7. Implement first-year recommendations from the Diversity Task Force.
8. Restructure graduate and adult program administrative and approval process, and develop and implement 2-3 new EXCEL majors.
9. Develop programmatic and administrative structure and contact funding sources for a Center for Spiritual Formation.
10. Determine and implement strategies for reallocating resources and organizational restructuring.
11. Assure an appropriate academic experiential learning opportunity for each student.

Concluding Remarks

This report documents the significant changes that have taken place at Huntington University since 2004-2005 and list some changes that will need to take place during the years ahead. G. C. Lichtenberg once observed, "I cannot say whether things will get better if we change. What I can say is that they must change if they are to get better."

Huntington University must and will continue to change. The competitive nature of higher education and our shifting culture will demand it. No longer is it possible to ignore market realities, student interests, competition, and innovative higher education options. No longer is it possible to develop new programs without a thorough financial and market analysis. No longer is it possible to take one or more years to develop new programs and curriculum. And no longer is it possible to ignore financial factors in the teaching/learning enterprise such as class size, faculty loads, and instructional costs per major.

Huntington will probably change more in the next five years than we have in the last decade. The future will require our best efforts and best thinking from faculty, staff, students, and trustees. If we do not change, we will severely reduce our ability to impact the world for Christ and will eventually risk the prospect of needing to merge with another higher education institution, downsize our expenditures and expectations to reflect diminished resources, or close our doors.

Vision for the Future

As we change, what will Huntington University look like? What is our end goal?

The 2006 Strategic Plan describes the Huntington University of the future. It states:

"It is our intent to provide a premier Christian college experience that integrates faith, learning and service. We will be a leading Christian university community of 2,000 students characterized by a strong national reputation for academic excellence, the ability to attract and retain outstanding faculty and staff, and high levels of satisfaction and engagement among students, faculty, and staff.

"This is an ambitious goal which will require our innovative thinking and action to strengthen and expand high-potential academic programs, increase financial health and revenue, broaden reputation, and consider alternative educational enterprises.

"The end result will be a University in the tradition of the liberal arts that is considered among the top CCCU institutions in the nation and one of the top Christian universities in the region. We will offer a highly personal environment in the midst of larger competing institutions. Students will consider tuition paid a worthwhile investment. Huntington University will be known for a student-focused, Christ-centered campus, excellence and innovation in education, and a nurturing environment which encourages spiritual growth and faith-learning integration. Our graduates will be in demand in the marketplace and for entry into top graduate schools. And most importantly, our growth and development will allow us to more effectively impact the world for Christ."

This is an exciting, exhilarating, stretching vision for us to pursue; one that will require my full attention and focus and one that I hope faculty, staff, students, and trustees will direct their full attention and energies toward accomplishing.

Discerning What is Best

Change is important, but it is equally important to ensure that those changes are appropriate and will lead to a strengthened University in the days ahead.

In my inaugural address, I challenged our campus community to discern what is best. The phrase comes from Paul's letter to the church of Philippi who requested discernment on behalf of the church when he wrote, "And this is my prayer: that your love may abound more and more in knowledge and depth of insight, so that you may be able to discern what is best..." (Philippians 1:9-10).

I suggested in the address that as a campus community we needed to discern what was best for our students, for our academic programs, for our local and state community, for the Church of the United Brethren in Christ, and for the church-at-large. That task is still in front of us. As I stated: "In order to build on the momentum and discern what is best, we need to work together as an academic community with clear goals, clear vision, and a clear mission."

The future direction of Huntington University is exciting. We need to change a lot in the future in order to maintain our strength as an institution, but in our changing we need to discern what is God's best for Huntington. This is his institution, and all we do is aimed at impacting the world for Christ through providing a high-quality, Christ-centered education.

Final Thoughts

The past several years have indeed been "the best of times and it was also the worst of times." We have witnessed the conclusion of a successful campaign, the addition of new strong academic programs, the renaming of the institution, and the continued strength of our academic programs as affirmed by outside accrediting agencies. However, we have also been interrupted by enrollment difficulties, theological disputes, and poor faculty, staff, and trustee morale.

God never promised us lives that are easy or ones characterized by continual growth and success. No, he only promises us that he will be with us and that his Spirit will guide, direct, encourage, and support. I have reflected on this many times since 2004-2005. Even on the worst days, I have taken comfort in his presence in my life and his love for his people at Huntington University. And in the best days--and there have been many--I have rejoiced in God's goodness, love, and grace. It is indeed a privilege to be God's servant at Huntington University. I am continually amazed that God would call me to such a position. What an honor it is to serve him and to serve our students, faculty, staff, and trustees in this great and vital task of Christ-centered higher education.