ETBU A PLAN FOR THE DECADE Final Report of by dennishaskins



           Final Report
              of the
       ETBU 2010 Committee

            JUNE 1, 2001

         Progress to Date
          NOVEMBER 2005

     Projections for 2006-2010
                           TABLE OF CONTENTS
                              (revised April 2005)


I.     ETBU 2010 Committee                                         1

II.    Overview                                                    2

III.   Vision Statement                                            3

IV.    Mission Statement                                           4

V.     The Educational Plan                                        5

VI.    The Facilities Plan                                         8

VII.   The Fund Raising Plan                                      15

VIII. Strategic Planning Initiatives                              18

IX.    Divisional Short/Intermediate/Long-Range Planning Scenarios 21

          Academic Affairs                                        21

          Administration and Finance                              24

          Enrollment Management                                   29

          Institutional Advancement                               32

          Spiritual Life                                          37

          Student Services                                        41

X.     Summary Statements                                         45
I.    ETBU 2010 Committee
Administration                       Staff

Mr. Sam Fogle                        Mr. Tony Davis*
Dr. Rutledge McClaran*               Mrs. Le Ila Dixon* (Resigned)
Mr. David Mohn*
Mr. Jay Orr (Resigned)
Dr. Bob Riley
Dr. Paul Sorrels
Mr. Mark Warren (Resigned)           Trustees
Dr. Wallace Watkins* (Retired)
Mr. David Jones*                     Dr. Hollie Atkinson*
                                     Mr. Hal Cornish
Faculty                              Mr. T. M. Davis (Deceased)
                                     Mrs. Sheila Hurtte*
Dr. Donald Alford (Retired)          Mr. Bill Runnels
Dr. Samuel Arguez
Dr. Steve Capehart
Dr. Juan Castro (Resigned)           Community Members
Dr. Shirley Dahl (Resigned)
Dr. Robert Graves (Retired)          Mr. Bushe Morgan
Dr. Celeste Hammock (Resigned)       Mrs. Connie Ware
Dr. Marvin Harris (Retired)          Mr. Tommy Whaley
Dr. Donald Hebert (Resigned)
Mr. James Moore*
Dr. Lynn New
Dr. Robert Spencer (Retired)
Dr. Bruce Tankersley (Retired)       *ETBU alumni
Dr. Annemarie Whaley*
Dr. Jim Webb (Retired)
Dr. Brian Nichols*
Dr. Dane Fowlkes*

II.    Overview
In 1995, East Texas Baptist University developed a planning document titled “ETBU
2000.” This document provided important direction for five years. In January 2000, the
University administration felt a new planning document should be developed to lead the
University into the new century. We had to again ask ourselves questions about ETBU.

       A.   Where are we now?
       B.   Where do we want to be by 2010?
       C.   What will it take to get us there?

After discussions with University personnel and members of the Board of Trustees, it
was felt that we were at a critical time in the life of our university, and that “ETBU 2010:
A Plan for the Decade” was needed to chart our future.

The charge to the ETBU 2010 Committee was:

       A.   The development of a comprehensive educational plan
            1. Analysis of current educational/student services programs
            2. Consideration of future educational/student services programs

       B.   The development of a comprehensive facilities plan
            1. To accommodate current/expanded educational and student
                services programs
            2. To accommodate future educational/student services programs

       C.   The development of a comprehensive fund raising campaign
            1. To fund the construction of current/expanded programs and
            2. To fund construction of needed facilities for future programs


February 10, 2000    ETBU 2010 Committee orientation meeting
February 15          Meet with educational planning consultant - Dr. Harles Cone
March 1              Educational program reviews assigned
March 22             Program review discussion
April 5              Program review reports
April 19             Wrap-up session on educational programs
May 3                Meet with facilities construction consultants - Mr. John Flowers
                        and Mr. Larry Slone
May 17               Facility reviews assigned
May 31               Facility review discussion
June 16              Facility review reports

June 28             Wrap-up session on facility needs
July 5              Meet with fund raising consultant - Cargill Associates
July 26             Fund raising strategies discussed
August 16           Fund raising update
September 13        Fund raising reports
October 11          Wrap-up session on fund raising/fund raising goals set
November 10         Board of Trustees approval of educational plans, facilities plans,
                       and campaign goals (tentative)
December 13         Final meeting of ETBU 2010 Committee
January 1, 2001     Launch campaign


During the spring of 2001 the final report of the Committee was completed and
published in June 2001 as ETBU 2010: A Plan for the Decade.

In February 2005 the Committee was reconvened for a “progress check”. In his letter to
the Committee, Dr. Riley emphasized that ETBU 2010: A Plan for the Decade has
served the University well as a blueprint for the past five years. Several questions were
posed for members to consider at the “half-way point to 2010”. He asked, “Are we half
way there? Are we still on course? How has the course changed?”

The Committee met later in February and again in April 2005. A draft report was
produced indicating progress to date on the ten-year plan.

The current revised edition of the plan reflects progress to date as of November 2005.
This progress to date is reported and highlighted in gray throughout the revised

The period following the April Committee meeting and the final meeting in November
2005 was used to revisit the ten-year plan and consider such questions as, “What has
not happened? What is yet to be or not to be? What needs to be added?” The
Committee members shared their ideas about these questions and formulated an
update that reflects new initiatives for the last half of the decade. These comments are
presented as “Projection 2006-2010” paragraphs inserted throughout the document
following the progress to date paragraphs and are highlighted in yellow.

Following the November meeting of the Committee, the final version of the updated
report was compiled and published as this present document.

III.   Vision Statement
Our vision is to provide “A World of Opportunity in a Community of Faith.”

IV.   Mission Statement

East Texas Baptist University is a coeducational institution operated in association with
the Baptist General Convention of Texas. The University is committed to fiscal
soundness and Christian stewardship and to providing and maintaining an environment
conducive to learning. East Texas Baptist University serves students of varied ages and
with diverse social, geographic, economic, cultural, and religious backgrounds. We
seek students who demonstrate a potential for success in our supportive and
challenging environment, and we employ faculty who are dedicated to teaching,
scholarship, advising, and the principles of the Christian faith. Our purpose is the
development of intellectual inquiry, social consciousness, wellness, and Christian
character, for we believe that these endeavors prepare students to accept the
obligations and opportunities of the age in which they live to serve humanity and the
Kingdom of God. We affirm that the liberal arts form the surest foundation for education
and that the Christian faith provides the surest foundation for life. Our primary focus is
baccalaureate studies in the humanities, natural and social sciences, fine arts, and
various professional areas. As a Christian university we are committed to the
integration of academic discipline and personal faith in the pursuit of truth.

As Revised September 2003:

East Texas Baptist University is an undergraduate institution affiliated with the Baptist
General Convention of Texas since 1912. Our purpose is the development of
intellectual inquiry, social consciousness, wellness, skills for a contemporary society,
global awareness, and Christian character, for we believe that these endeavors prepare
students to accept the obligations and opportunities to serve humanity and the Kingdom
of God. Our primary focus is on a quality academic program of baccalaureate studies in
the humanities, natural and social sciences, fine arts, and selected professional areas.
We are committed to Christian stewardship and to providing and maintaining an
environment conducive to learning, leadership development, and academic excellence.
We affirm that the liberal arts form the surest foundation for education and that the
Christian faith provides the surest foundation for life.

We strive to serve students of varied ages and of diverse socioeconomic, geographic,
cultural, ethnic, and religious backgrounds. We seek students who demonstrate a
potential for success in our supportive and challenging environment. We employ
Christian faculty who are dedicated to teaching, scholarship, advising, and service as
they model the principles of the Christian faith. As a Baptist university we are committed
to the integration of learning and Christian faith in the pursuit of truth.

V.    ETBU 2010: The Educational Plan

The first charge to the ETBU 2010 Committee was to develop a comprehensive
academic or educational plan for the decade. During the first phase of the Committee’s
work the academic departments and support units provided an analysis and description
of existing academic programs and faculty. They were then asked to propose new
programs and revisions or expansions of existing ones. Dialogue with the academic
departments and additional study by the Division of Academic Affairs led to the
development of the Educational Plan.

The following considerations were used to evaluate and prioritize new academic
programs and initiatives generated by the 2010 process:

1. Programs which would primarily utilize existing courses, require few new courses,
   and require minimal additional budget support could be implemented in a fairly short

2. Programs that required additional full-time faculty beyond those in the immediate
   University plan would be more likely to fall into a medium range for implementation.

3. Programs that would require extensive renovation of existing facilities or new
   facilities would be more difficult to implement and thus be placed in a medium- to
   long-range cycle for implementation.

4. Programs which would require new faculty, added facilities, and/or significant
   budget support would fall into the long-range plan for implementation.

These four aspects, combined with a certain subjective analysis of the marketability of
graduates and the market for potential students, guided the prioritization of programs on
the following page.

                                                                    ETBU 2010: EDUCATIONAL PLAN

                    2001                                    2002                                    2003                                          2004                                    2005
      SPRING      SUMMER      FALL         SPRING          SUMMER          FALL      SPRING        SUMMER            FALL         SPRING        SUMMER           FALL        SPRING      SUMMER          FALL

                           Environmental Studies Major
                           Planning /             Begin                 Approval                  Begin
                                                  Program                                         Program         Not done; courses added; to be evaluated in 2006-2010
                           Feasibility Study

                           Creative and Technical Writing Major
                           Begin Planning          Begin        Approval                          Begin
                                                                                                                  Not done; to be evaluated in 2006-2010
                           / Feasibility Study     Program                                        Program

                           CIS / MIS Revision
                           Begin Planning                 Begin         Approval                  Begin
                                                                                                                  Completed effective 2005-06 AY
                           / Feasibility Study            Program                                 Program

                           International Studies Major
                           Planning / Feasibility Study                 Approval                  Begin
                                                                                                  Program         Not done; to be considered in future

                                         Political Science Major
                                         Planning /                                                               Approval                     Begin
                                                                                                                                                             Not done; to be evaluated in 2006-2010
                                         Feasibility Study                                                                                     Program

                           Criminal Justice Major
                           Planning / Feasibility Study                 Approval                  Begin
                                                                                                  Program         Not done; initial enrollment in courses was insufficient

                           Journalism / Digital Media Major                                                                                                                                           Known as mass
                           Begin                                                                                                Approval                                               Begin          communication
                           Planning / Feasibility Study                                                                                                                                Program        major, effecitve

                                         Broadcasting Major
                                         Begin                                                                                  Approval                                               Begin          Included in mass
                                         Planning / Feasibility Study                                                                                                                  Program        communication

                                                                                   Recreation and Sports Management Major
                                                                                   Begin                        Approval                                                               Begin          Plans
                                                                                   Planning / Feasibility Study                                                                        Program        cancelled

    Art Major or Minor
    Preliminary Planning                                                           Planning / Feasibility Study                                              Approval

                                                                                                    Not done; plans for art minor will be considered in 2006-2010, with possible creation of major for 2009-2010.
                                                                        ETBU 2010: EDUCATIONAL PLAN

                      2006                                     2007                      2008                     2009                     2010

    Environmental Studies Major
    Feasibility and desirability will be evaluated.

    Creative and Technical Writing Major
    Feasibility and desirability will be evaluated.

    Art Major/Minor
    Feasibility and desirability to be further evaluated.
VI.   ETBU 2010: The Facilities Plan

The second charge to the ETBU 2010 Committee was to develop a comprehensive
facilities plan for the decade based upon the comprehensive Educational Plan. During
this second phase of the Committee’s work, the academic departments and other units
were asked to propose facilities needed (1) to accommodate current educational and
student services programs, and (2) to accommodate future educational and student
services programs. Based upon this input and the Committee’s further discussion and
study, a consensus was developed concerning current and future facilities needs. The
Committee consensus concerning the highest priority needs for current programs is as
            • An academic classroom building
            • A student or University activities center
            • A performing and visual arts center
            • Additional science program space

Committee consensus of facility needs for future programs, both expansion of existing
programs and new programs, is that the highest priority should be given to providing the
following facilities:
           • Expanded space for the band program
           • An exercise physiology laboratory
           • Additional academic classroom, laboratory, and office space
           • Additional visual arts space
           • Additional science program space

Also needed, but at a somewhat lower priority level, would be expansion of the
healthplex and business program space.

The timeline for facility planning and construction is based upon the priorities
established and upon several practical constraints and considerations. Obviously, all
projects are also dependent upon available financial resources. From a practical
standpoint, it was determined that there is a cost benefit to having two or more
construction projects underway simultaneously. The timing of projects also needs to
take into consideration the need to complete certain projects prior to beginning others,
to facilitate the relocation of existing programs. Finally, there has to be a connection
between the addition of new and expanded programs and the creation of the facilities to
house the programs. All of these factors were taken into consideration in the
development of the Facilities Plan.

Student Housing

The critical need for additional student housing has led to the inclusion of a student
housing project being added to the Facilities Plan. By beginning planning and design

                                                                        ETBU 2010: FACILITIES PLAN

                  2001                                    2002                                     2003                                      2004                              2005
     SPRING      SUMMER          FALL        SPRING      SUMMER           FALL        SPRING      SUMMER         FALL         SPRING       SUMMER            FALL   SPRING    SUMMER         FALL

    Student Housing
    Planning & Begin                                    Complete
    Design     Construction                             Construction Accomplished

    Scarborough Academic Building
    Planning &            Begin                         Complete
                                                                     Completed and occupied, spring 2004
    Design                Construction                  Construction

    Band Hall (Temp.)                      Music Building Expansion
    Planning & Construction                Planning & Design      Begin                         Complete
    Design                  Done                                                                Construction Planning on-going as part of fine arts center

                              Student Activities Center
                              Planning        Design Begin                                      Complete
                                                        Construction                            Construction Planning completed

                                           Science Building Expansion
                                           Planning & Design      Begin                         Complete
                                                                                                             Not done; will be considered in the future
                                                                  Construction                  Construction

                                                                       Performing & Visual Arts Center
                                                                       Planning                               Design        Begin                                            Complete Planning
                                                                                                                            Construction                                     Construction on-going

                                                                                          Bennett Renovation
                                                                                          Planning & Design Begin        Complete
                                                                                                            Construction Construction
                                                                                ETBU 2010: FACILITIES PLAN

                      2006                                       2007                                       2008                             2009                     2010
       SPRING        SUMMER          FALL         SPRING       SUMMER           FALL            SPRING     SUMMER          FALL     SPRING   SUMMER   FALL   SPRING   SUMMER   FALL

     Student Housing
     Plan and construct freshman women residence hall; raze Merle Bruce Hall; renovate Feagin Hall

     Academic Facilities
     Upgrade or add classrooms/office space

     Student Center
     Construct student center

     Fine Arts Center
     Complete plans and construct fine arts center; raze Redwine and construct band facility.

                                                                                           Renovate Bennett as academic facility.
early in 2001, it is anticipated that this project can be completed for occupancy with the
beginning of the Fall 2002 semester.

Progress 2001-2005:

The University Apartments were completed and occupied in the fall of 2002. The
seven two-story units provide apartment units for approximately 100 men and 100
women. Each apartment contains four private bedrooms and a common living
area, kitchen facilities, and bath. The central building contains an apartment for
the director, lounge, office, conference rooms, and laundry facilities. It also
contains two additional student apartments.

Projection 2006-2010:

       Updating of student housing will continue with the building of a new freshman
       residential hall which will be needed to house approximately 200 female students as a
       replacement for Merle Bruce hall.
       Even though there are enough bedrooms for the current resident student body, Merle
       Bruce Hall needs to be retired. Linebery Hall needs a minor upgrade and Feagin Hall
       needs a major renovation. Freshman women should be moved to Linebery and freshmen
       men to Merle Bruce Hall to allow for a total renovation of Feagin. After the renovation,
       the freshman men should be moved back to Feagin and Merle Bruce Hall removed. Fry
       Hall will be evaluated to determine how it can best be utilized. In married housing, 907
       Van Zandt will be retired. All the other units will be usable with basic maintenance.
       Additional housing should be considered if it is decided to replace Fry Hall. If any
       additional housing is needed, it would be included in the replacement facility.

Academic Building

The current plan calls for extensive renovation of Scarborough Chapel to provide space
for four academic departments: English, Religion, Speech Communication, and History-
Political Science-Geography. By beginning the planning and design in early 2001, it is
expected that this academic building would be available for the fall of 2002. This would
require relocation of the speech communication and theatre arts programs beginning
with the 2001-2002 academic year and extending through possibly the 2004-2005
academic year. This means that these programs would require temporary space for up
to four academic years.

Beginning with the fall of 2002, however, the relocation to Scarborough of the four
academic departments would provide an opportunity for the Department of Behavioral
Sciences to expand into the offices of the Department of History, Political Science, and
Geography. It would also allow relocation of the BSM offices and meeting rooms to the
space vacated by the Department of Religion in the Rogers Spiritual Life Center. Some
of this vacated space and the availability of the Edwards Conference Center would
provide additional space for programs and services of the Division of Spiritual Life.
Finally, the Redwine Building, currently housing the offices, classrooms, and writing lab
of the Department of English, would be available for permanent renovation for the

expansion of music facilities, especially the additional space needed for the expanded
band program. (NOTE: By temporarily relocating the Department of English for the
2001-02 academic year, Redwine will be temporarily reconfigured to provide the needed
band program space for the 2001-02 academic year.)

Progress 2001-2005:

Renovation of Scarborough Chapel into Scarborough Hall was completed in time
to be occupied for the spring semester 2004. As planned, the new academic
facility houses four academic departments: Communication; Religion; History,
Political Science, and Geography; and English. It contains classrooms, writing
laboratories, conference/seminar rooms, faculty lounge and mailboxes, student
lounge areas, and faculty offices. The suite for the Office of Academic Advising
and Career Development is also located in the new Scarborough Hall.

Projection 2006-2010:

   •   Additional or upgraded classroom and office space is needed for the Departments of
       Modern Languages, Teacher Education, Kinesiology, and Nursing (to a lesser degree).
   •   The renovation of Scarborough Chapel displaced the theatre program and faculty. Thus,
       completion of a new fine arts center is essential for the theatre program.
   •   Most of the previously identified needs were met with the Scarborough renovation.
       The renovation of Bennett will take into account other academic needs such as science,
       education, kinesiology, aerobics, etc. The planning of the Bennett renovation will be
       addressed carefully to maximize the resolution of the remaining academic space

Music Building Expansion

The pressing need for additional band program space will be addressed with the use of
Redwine for the 2001-02 academic year. Planning for a more permanent solution to
this program’s needs and the additional space needs of the music program would begin
in the spring of 2002. The expansion of the Jenna Guest Building could be completed
by the fall semester of 2003.

Progress 2001-2005:

Redwine Hall, formerly occupied by the Department of English, was renovated
and reopened with the 2001 fall semester to house the instrumental program of
the Department of Music. It contains a band hall, faculty offices, practice rooms,
and additional support space for the program.

Projection 2006-2010:

   •   Completion of the new Fine Arts Center.

   •   Tear down Redwine. This facility will be retired with the construction of the Fine Arts
       Center, including an addition on the east end of Jenna Guest for the band program..

Student Activities Center

Planning for additional student activities space would begin no later than the fall of
2001. Locating this center adjacent to the existing Keys Gymnasium, including a
possible reconfiguration of that gymnasium, would create a complex for student
activities that would incorporate the existing healthplex facilities and add space for the
Division of Student Services, recreational facilities, leisure-time facilities such as
lounges and a snack bar or student café, and meeting rooms. Additional space could
be provided for academic programs of the Department of Kinesiology and Exercise
Science. Depending on a decision on space needs in the Bennett Center for additional
dining and meeting rooms, it would be possible to relocate the bookstore and post office
to the Student Activities Center.

Progress 2001-2005:

Planning continues for the construction of a student center in the near future. The
site has been cleared and the former President’s Home was moved to the north
end of the campus.

Projection 2006-2010:

   •   Construction and completion of the new student center located between Rainey Street and
       East Avenue adjacent to Rogers Spiritual Life Center. Plans are complete for an
       approximately 90,000 sq. ft. building housing student areas, bookstore, security, campus
       services, post office and cafeteria with banquet and meeting areas. Offices for Student
       Services, Alumni Relations, and International Education as well as a new boardroom are
       included in the plan.
   •   Construction of this facility should begin during 2006.

Bennett Center Renovation

Once the current student activities and BSM programs and offices are relocated, the
interior of Bennett Center would be reconfigured to provide additional dining and
meeting facilities. This could be completed for use beginning with the summer of 2004.
(NOTE: Temporary relocation of offices of the Student Services Division, if possible,
could allow this project to be completed sooner.)

Progress 2001-2005:

Building code restrictions and other liabilities would not allow renovation of the
building while continuing the dining service at the same time. Due to the cost of
relocating dining services and Student Services, a new student center will be
built. Since the new student center will house new dining facilities, plans for the

future of Bennett are uncertain. The BSM offices were relocated to Bennett until
the former Religion Department space became available in the spring of 2004, at
which time BSM offices and program facilities were moved to Rogers Spiritual
Life Center.

Projection 2006-2010:

   •   Facilities will be renovated to provide classrooms and offices for teacher education
       classes, kinesiology, aerobics, (and perhaps some for nursing and science.) and limited
       space for behavioral sciences and communication. Renovation may include offices,
       tiered lecture and flat classrooms, and specialized labs or creative instructional spaces.

Murphy Science Building Expansion

Planning and design for the expansion of the Murphy Science Building would begin
during the spring of 2002. By beginning construction no later than the fall of 2002, it is
anticipated that the expanded science facilities would be available for occupancy by the
beginning of the 2003-04 academic year.

Progress 2001-2005:


Projection 2006-2010:

   •   While no progress has been made on the expansion of Murphy Science, there is a need
       for at least one additional classroom and several larger labs. This might be achieved by
       dedicating some of the space in the renovated Bennett for science offerings.
   •   There is a possibility to expand Murphy to the east, after the Tennis Center is built.

Performing and Visual Arts Center

What could possibly be the largest construction project included in this plan would be
the Performing and Visual Arts Center. With planning and design beginning during the
last half of the year 2002, it is anticipated that this project could be completed by the fall
of 2005. It is now anticipated that this facility would house the theatre program, the
speech communications program, and any new programs such as journalism-digital
media and broadcasting. Depending on future needs for visual arts it could also house
an art gallery and a possible art program.

Progress 2001-2005:

Plans are nearing completion for the Fine Arts Center. A Steering Committee was
appointed in Fall 2005.

Projection 2006-2010:

   •   Complete the architectural plans and renderings, raise the funds, and build the Fine Arts
       Center. This facility would include music, theatre, art, but not speech or digital media as
       originally proposed.
   •   The remaining needs for the School of Fine Arts will be met with the completion of the
       Fine Arts Center by 2009-10.

Additional Facilities

Projection 2006-2010

   •   Build a tennis center.
   •   Build a soccer field house.
   •   Build stands on the west side of football field.
   •   Cover stands at baseball and softball fields and replace outfield fencing.
   •   Develop state-of-the-art foreign language laboratory.

VII.   ETBU 2010: The Fund Raising Plan
The third and final charge to the ETBU 2010 Committee was to develop a
comprehensive plan for securing the funds to implement the Facilities Plan and provide
support for the Educational Plan. As with the other two charges, the Committee was
asked to consider funding for existing/expanded programs and facilities, as well as
funding for construction needed for future programs.

Based upon the plans developed during the first two phases of the Committee’s work,
the initial steps have been undertaken to propose a $20 million fund-raising campaign.
At this time final actions are in place to secure trustee action to implement our new $20
million campaign, “A Legacy of Excellence – A Quest for Significance.” The next two
years will involve eight months of the “Quiet Phase” of the campaign, followed by
sixteen months of the “Public Phase.” The campaign will cover all facets of fund raising:
Annual Fund, Capital Giving, and Deferred Giving.

The campaign timeline describes the phases of the campaign which is planned for the
years 2001 and 2002.

Progress 2001-2005:

Based upon the changes in University leadership, national financial conditions,
campaign consultants and improvements in current University building utilization, the
campaign name, emphasis, and kick off was officially altered. A $40 million fundraising
strategy, Legacy of Excellence: The Campaign for East Texas Baptist University
was established as the overall fundraising emphasis for the University. Each annual
financial drive has continued in its original form and function as a part of the overall

Legacy of Excellence campaign. The initial fund raising plan was revised in 2002 to
include the following components:
                  1. Securing Tomorrow…Today – including Trustee, Faculty/Staff,
                     and Local Community (residential and commercial) support in an
                     annual scholarship emphasis;
                  2. Loyalty Fund – involving Alumni through an annual scholarship
                  3. Year-End Letter – a correspondence from the Office of the
                     President to the University donor base thanking them for their
                     annual assistance and encouraging those who have yet to respond
                     to participate prior to December 31 each year;
                  4. Board of Associates – incorporating this affiliate organization in
                     an annual scholarship emphasis;
                  5. Individual Gift Solicitation – encouraging donor participation
                     through restricted and unrestricted interests year round;
                  6. Major Gift Solicitation – presenting naming opportunities
                     associated with the campaign year round;
                  7. Planned Giving – promoting deferred gift opportunities such as
                     wills and trusts agreements year round;
                  8. Corporate Giving – expanding opportunities through building
                     effective business relationships year round;
                  9. Foundation Giving – incorporating foundation funding at the
                     appropriate time in the campaign for optimal closure.

All University personnel and members of each affiliate organization will be enlisted as
volunteers to promote the campaign to individuals within their sphere of influence. A
Confidential Summary has been developed as the initial instrument to introduce the
campaign to potential donors. From this introduction, a relationship will be nurtured
toward an expanded participation in the campaign. The campaign logo and
correspondence materials have been secured with the major promotional items yet to
be determined and printed.

Projection 2006-2010:

   As plans are finalized for the campaign’s associated projects, the Institutional Advancement
   Team will pursue, through a nine-pronged approach, funding support for completion of the
   campaign. Each campaign component will determine the goals, objectives and time line for
   its completion.
   • Expand donor base to include significant increases in alumni giving.
   • Build endowment to $75 million.
   • Pay off University Apartments.

                                                      ETBU 2010: FUND RAISING PLAN

                              2001                                                                                                      2002
     JAN/FEB   MAR/APR   MAY/JUN     JUL/AUG         SEP/OCT              NOV/DEC                 JAN/FEB           MAR/APR   MAY/JUN          JUL/AUG   SEP/OCT   NOV/DEC

                                                                                                                              "Public Phase"

                                                Campaign Preparation/Advance Gifts
                                                Enlistment of Executive Leadership Council


                                                                     Board of Associates



                                                                                             Marshall/Harrison County

                                                                                             Other Friends


                                               "Quiet Phase"
VIII. Strategic Planning Initiatives
As a result of the work of the ETBU 2010: A Plan for the Decade Committee, the
following projects are proposed for completion by 2010:

Student Housing                                                                 $3,000,000

Increased student enrollment has made an additional residence hall a priority.
Residential living is a significant facet of the ETBU experience.

New Academic Facility                                                           $2,000,000

Record enrollments have led to growth in all departments. Additional classrooms and
office space are required. The academic facilities would likely include the departments
of History and Political Science, Religion, English, and Speech Communications.

New University Center                                                           $3,000,000

A student-friendly facility which makes recreational, social, cultural, and spiritual
activities available is essential. A gathering place for students, faculty, and staff is a
high priority. This structure will house current and future student programs.

Performing and Visual Arts Center                                               $3,000,000

A facility designed specifically for dramatic and musical performances is an important
focal point for the arts on a university campus. Possible future programs in art and/or
radio-television broadcasting could also be housed along with accommodations for the
visual arts such as a gallery and studio space.

Murphy Science Building Addition                                                $1,000,000

This project will primarily include laboratories, classrooms, offices, and equipment.

Guest Music Building Addition                                                   $1,000,000

The music program has reached overflow capacity. A new wing to the building is
needed for the addition of marching band in fall 2001 and increases in music student

Dean Healthplex Expansion                                                       $1,000,000

Additional exercise space is need for activities such as aerobics and exercise
physiology. Many innovations are forthcoming in this area that will benefit our students.

Library Renovation                                                             $500,000

Jarrett Library opened in 1979, and a number of changes have been made to update
the facility. Renovations to the building would help complete the transition to a state-of-
the-art library.

Progress 2001-2005:

                              Legacy of Excellence:
                   The Campaign for East Texas Baptist University

Student Scholarship Funding                                                     $5 Million
ETBU continues to attract students who are committed to making a positive impact in
the world. They are deserving students who wish to complete their collegiate experience
in a Christian environment. To keep the cost of an ETBU education affordable, the
University must enhance its ability to provide scholarships for 1,500 students.

Capital Projects                                                       $24.55 Million
To support continued improvement, new classrooms, student life areas, performing arts
venues, and campus improvements are needed to meet the demands of educating
students in the 21st Century.

       Performing Arts Center         $12,000,000
       Student Center                   8,000,000
       Campus Exterior Improvements     1,600,000
       Murphy Science Expansion         1,000,000
       Dean Healthplex Expansion        1,000,000
       Jarrett Library Renovation         500,000
       Softball/Baseball Improvements     200,000
       Tennis Center                      250,000

Restricted Needs                                                                 $5.45 Million
Restricted gifts reflect donor’s specific interests in a variety of current projects.
(renovation of Scarborough Hall and construction of the University Apartments)

Endowment Needs (deferred gifts)                                             $5 Million
Securing additional endowment is a significant aspect of the campaign as these gifts
create a permanent legacy to ETBU and its students. Gifts placed in the University
endowment fund produce annual income. Endowment income provides stability and
future security for East Texas Baptist University and its mission.

TOTAL CAMPAIGN GOAL                                                              $40 Million

   • Softball/Baseball Improvements: Dugouts, backstop, and softball field house
     completed in 2005.
   • Student Scholarship Funding – $1.2 million has currently been raised toward the
     $5M goal.
   • Capital Projects
        o Student Center – $6 million received to date.
        o Fine Arts Center –$27,000 received to date. Steering Committee
        o Campus Exterior Improvements – Replaced the main entrance doors with
           glass doors at Murphy Science Building, Meadows Hall, and Fred M. Hale
           Business Building.
        o Murphy Science Expansion – Evaluation of student enrollment in the
           disciplines associated with this building are under consideration which will
           dictate the time table for its completion.
        o Dean Healthplex Expansion – It has been determined that this is of a
           lesser priority at this time and it will be addressed at a later date or as
           donor interest is identified.
        o Jarrett Library Renovation – Plans are on hold while more study and
           needs evaluation are being made.
        o Softball/Baseball – Lighting and fencing needs are to be determined.
    • Restricted Needs
        o Scarborough Chapel Renovation –Two tiered classrooms have been
           named in honor of selected donors.
    • Endowment Needs – $1.6 million has been raised toward the $5M goal.

Projection 2006-2010:

   •    Student Scholarship Funding – Additional funding will be secured.
   •    Capital Projects
           o Student Center – Secure the additional funds.
           o Fine Arts Center – Secure the additional funds.
           o Campus Exterior Improvements – Funds will be secured as donor interest is
               matched with project need.
           o Murphy Science Expansion – Funds will be secured as donor interest is matched
               with project need.
           o Dean Healthplex Expansion – Funds will be secured as donor interest is matched
               with project need.
           o Jarrett Library Renovation – Funds will be secured as donor interest is matched
               with project need.
           o Softball/Baseball – Lighting and fencing additions/improvements to be made.
           o Tennis Complex – Funds will be secured as donor interest is matched with project
       • Restricted Needs
           o Scarborough Chapel Renovation – Presenting additional naming opportunities
               will continue.

           o University Apartments – Naming opportunities will be pursued in conjunction
              with the new construction projects associated with the campaign.
     •    Endowment Needs – Promoting endowment needs will be ongoing.

         Divisional Short/Intermediate/Long-Range Planning Scenarios

                                   ACADEMIC AFFAIRS

SHORT-RANGE (1 - 3 YEARS): Environmental studies, creative/technical writing, the
integration of the CIS and MIS programs into a revised or new major/minor, as well as
an international studies major are initiatives which can be undertaken mostly with
existing faculty and little additional cost. Many of the courses necessary for these
majors/emphases are already in place and most faculty expertise is available as well.
The feasibility studies for these programs could begin immediately and hopefully
culminate within this three year period.

Progress 2001-2005:

As of May 31, 2005 (two years into the campaign) $13,316,958 has been raised
toward the $40M total campaign goal.

Foundation Funding – One foundation has verbally agreed to support the Student
Center project.

Environmental Studies—Courses have been developed with an emphasis within
the biology major rather than a separate major. Caddo Lake Reserve has not
developed its facilities and opportunities as quickly as expected so this program
has been slow in developing.

Creative/Technical Writing—Two faculty have left the Department who had
expertise in both creative and technical writing and have had difficulty replacing
them with qualified personnel. This transition has delayed this emphasis within
the English Department. However, additional technical writing courses have been
added both at the general education level and specifically for business and other
related majors.

CIS/MIS Integration—This has been completed as the CIS major will no longer be
in place and MIS will be the dominant major beginning with the 2005-06 catalog.
Faculty are developing new expertise in this area.

Criminal Justice—Demand for a criminal justice major was insufficient.
International Studies—Extensive examination as an interdisciplinary/cross-
disciplinary program has occurred. No clear consensus or mandate emerged
from those discussions. Thus, the History and Political Science Department is
planning an international studies major within the School of Humanities.

Projection 2006-2010:

   •   Environmental Studies: While some progress has been made on environmental studies in
       terms of additional curriculum, this area has lagged due to a variety of factors including
       lack of facilities, lack of progress of the development of the Caddo Lake Institute which
       was going to dedicate space for the environmental studies program and limited faculty
       resources. In the next five years an evaluation is to be made to see what additional
       enhancement, if any, should be made or continue with the level of environmental studies
       currently provided.
   •   Creative/Technical Writing: Faculty have been employed with expertise in technical
       writing and the area has significantly improved. Technical Writing is now one of the
       general education English courses and upper-level advanced technical writing is being
       offered for both English and business majors. Continued assessment to determine what
       adjustment or new initiatives might be needed.
   •   CIS/MIS Integration: During 2006-08 direct internet will be installed to support this
       program of the School of Business and a lab established with servers for the students.
   •   International Studies: A major was proposed in this area but was deemed too
       cumbersome and costly at that time. It has been reevaluated and will be considered in the

INTERMEDIATE-RANGE (4 - 6 YEARS): A proposal for a political science major is
being deferred to this time frame in order to allow solidification of our current political
science minor, monitor some new program initiatives in that area, as well as allow for
the accurate assessment of faculty and resource needs. Additionally, information
related to the potential interest of students in the program as well as marketability of
graduates is needed.

A journalism/digital media major is a highly marketable and desired major as well as the
broadcast major. Both of these require a new facility and additional faculty which, if
coordinated with the facilities plan, could perhaps be available in this time frame as well.
The recreation/sports management major could begin development immediately, but the
implementation of the major will require additional faculty as well as new facilities.

Progress 2001-2005:

Political Science Major—Political science has begun as a minor. The feasibility of
a major continues to be studied. The greatest obstacle to creating a political
science major is faculty resources.

Journalism/Digital Major--A mass communication major was instituted with the
opportunity for students to specialize within in that area in journalism, digital
media, or broadcast. Renovations are being completed for a small educational
broadcast studio.

Recreation/Sports Management—This was studied in a pilot program initiated. It
failed to draw sufficient enrollment to sustain it. This plan and initiative have
been suspended.

Projection 2006-2010:

   •   Political Science: The faculty still remains a major stumbling block for initiating
       anything beyond the current political science offerings. The current faculty has a full
       load teaching what is currently offered for a political science minor.
   •   Journalism/Digital Major: This major has been implemented and we will need to
       purchase additional equipment to support this major, probably in the neighborhood of
       $30,000-$50,000 resources will be needed.
   •   A limited number of on-line courses will be considered.

LONG-RANGE (7 - 10 YEARS): While an art minor may be implementable sooner than
seven years, additional work is needed and solid agreements must be developed for
adequate facilities and faculty. The high cost of performance related majors such as art
would necessitate a high level University commitment to ensure a quality program. A
performance program of this type requires appropriate facilities to be available at the
same time appropriate personnel/faculty are hired, coordinated with curriculum and
recruiting efforts. Due to the complexity of this program, its implementation seems
suited to a longer planning/implementation cycle.

Progress 2001-2005:

Art—This is still a difficult program and still under study primarily due to costs.
We estimate the institution of a major would require two new faculty, facilities
(classroom, studio, labs space), and program funding. Since projections do not
indicate a minor to be helpful in recruiting new students, a minor would have to
be developed out of existing funding.


                  1. All degrees have reduced total number of hours to allow for
                     completion within a four-year format.
                  2. The general education requirements for the BA and BS have
                     been reduced significantly to allow more electives and
                     multiple minors and majors for students in those programs.
                  3. Other programs (BSE, BSN, BBA) have examined their general
                     education and made appropriate adjustments as well.
                  4. All degrees have had significant assessment and revision in
                     light of the general education requirement adjustments.
                  5. International travel study options have been initiated and are
                     beginning to develop.

Projection 2006-2010:

   •   Develop initial plans for an art program to include an art minor.
   •   Perhaps an art major could begin around 2009-2010 if conditions warrant it.
   •   Continue to increase the number of students involved with international study. This will
       require significant budget allocation on a consistent, long-range basis.


SHORT-RANGE (1 - 3 YEARS): Financial management is being accomplished in a
professional and efficient manner at present. The one function that needs attention
during this period is purchasing and asset management. The employment of an
individual to manage this would be appropriate in the next year or two. Budget control
will require close and effective monitoring. We will strive to maintain FASB and
NACUBO standards as our guide to proper financial management. The employment of
a half-time accountant to do project analysis for the division is needed now.

Progress 2001-2005:

Although we have not experienced any known major procedural concerns, we
have not made significant strides in improving the purchasing or asset
management. Budget revenues and expenditures have been maintained so as to
assure a positive outcome each year since this operational scenario was written.
FASB and NACUBO standards have been adhered to consistently. Staffing
requirements have been accomplished without adding personnel. A short term
employee was utilized briefly.

Projection 2006-2010:

   •   The budget forecast could be impacted significantly due to changing trend in enrollment.
       Very little change is expected in the financial accounting arena.

We are in the information age and Institutional Technology will provide some of the
most critical opportunities and challenges during the short range. Significant strides will
be made in maximizing Internet utilization; wireless communication will become
essential to provide the student access that will be necessary; E-books and on-line
reference will become the primary source of the written word for students and faculty.
Distance learning will force its way into our organization. As technology continues to
improve, upgrades in hardware and software will be necessary to stay current with our
competition. Difficult decisions will be made concerning budget control for this area.
Replacement of obsolete hardware will challenge our budget over the next several
years. Preparation of our students and faculty for this trend will be part of the challenge.

Maintaining the appearance and utility of our campus will require dedicated leadership
during this period as facilities continue to age and programs change. An effective
building audit system will be paramount to establishing appropriate budgeting to
accomplish a successful outcome. Several new construction projects are expected over

the next ten years. First will be a new residence facility followed by two additional
construction projects to be started during short range, possibly a student center and
additional educational space (Scarborough Hall). Significant measures will be taken to
improve campus grounds and infrastructure. Athletic and intramural fields will place
major demands on budget and resources as expectations for quality playing continue to

Progress 2001-2005:

Although expectations for this maintenance function can probably never be exceeded,
considerable improvement has been noted during the past five years; this has occurred
primarily through raised standards for employment and diligent effort in departmental
management. The audit system was instituted and has provided valuable data related
to deferred maintenance and the budgeting for this need. Both a 200 bed housing
facility and the complete renovation of Scarborough Chapel were completed very
successfully during the past five years. Both projects were completed within budget
constraints. Campus grounds and the athletic fields have been improved and upgraded
and significant accomplishments have been made to upgrade the skill level of personnel
associated with this function.

Projection 2006-2010:

   •   Complete replacement of all wood exterior doors by 2010.
   •   Remodel/Upgrade the Mamye Jarrett Library.
   •   Renovate Bennett for academic and other purposes.
   •   Study the use and condition of HDB and Craig Hall.
   •   Fully implement energy management system in all buildings.
   •   Expand irrigation system to south campus. Remove all lawn/grounds watering from city
       water system.
   •   Install lights on baseball field.
   •   Replace fencing on baseball and softball fields.
   •   Build tennis center.
   •   Install underground electrical utilities.

Security has been provided effectively by off-duty Marshall police during the past eight
years. Hopefully, this program can be continued for several more years. It is very likely
that additional measure will be required over the next three years. One possibility is
closed circuit television monitoring of the campus. Other creative methods will possibly
be needed.

Progress 2001-2005:

Off-duty Marshall police have continued to be our primary source of security on
campus. A campus wide video monitoring system was installed and has
provided moderately good results.

Projection 2006-2010:

    •   A review of campus security to be completed during the 2005-2006 year with major
        changes as a possibility.
    •   Consider the implementation of an ETBU Security Department.

By the end of this period, space and other resource requirements will likely dictate
outsourcing the University Bookstore.

Progress 2001-2005:

The bookstore was outsourced to Follett Higher Education Group and has proven
to be an effective venture.

Projection 2006-2010:

    •   While outsourcing has worked relatively well, the system will need continued refinement.
    •   Move the bookstore into the new Student Center.
    •   The experience with Follett has been generally good and continued association with them
        is expected. Major participation from Follett is expected relative to the construction of
        the new bookstore.

Human Resource needs can probably be met with minimal additional staffing, but will
require effective methodology (policies and procedures for employment and salary
administration) to be established and maintained. Supervisor training programs will
need to be implemented to ensure that best HR practices are followed at ETBU.

Progress 2001-2005:

Important work has been accomplished in job evaluation and salary
administration since the ETBU 2010 report was prepared. Training continues to
be a major need due to the lack of available trainer time.

Projection 2006-2010:

•   Continue to refine the job/salary administration system.
•   Concentrate on hiring less, but more qualified personnel.
•   Restructuring of the administration function and consider a professional position to
    coordinate HR, risk management, real estate management, etc.

INTERMEDIATE-RANGE (4 - 6 YEARS): Financial management will be fine tuned to
meet the growing demands of the University for the immediate range. Development of
a sufficient cash reserve to avoid short-term borrowing is needed and might be initiated
during this period.

Progress 2001-2005:

Some progress has been accomplished in establishing a cash reserve. The
University is in an improved cash position although there needs to be additional
cash reserve established.

Projection 2006-2010:

•   Develop cash management system to eliminate the need for borrowing during the summer

The future of Institutional Technology will provide numerous opportunities and will
necessitate changes that we cannot fathom at present. Digital instruction will become
the standard for classrooms of the future. Most of our facilities will be upgraded to
accomplish this standard. It is expected that the unit cost of technology will continue
decline, but the total cost will be considerable because of the volume of changes that
will be necessary to stay abreast of the trends. Our goal should be to determine best
practices available and to strive to implement them.

Progress 2001-2005:

Computer network has been upgraded to a higher faster level across campus.
We have developed and implemented an equipment replacement plan to renew
computers and other equipment on a three-year cycle. All classrooms are now
equipped with high-speed internet, computer, projector, wireless
keyboard/mouse, and appropriate projection screen. Many software programs
are now available via the network. A few examples are SPSS, BibleWorks,
ENDesign. Optical scanning for records retention and a Scantron test/survey
scoring and analysis program are being implemented.

Computer Equipment On Campus:
    353 faculty/staff PC’s
    188 lab/classroom PC’s
    43 projector systems (instructional)
    7 other projection systems
    3 Video Capture Classroom Systems--instructional
    34 servers
    67 network switches
    84 laser printers
    61 laptops
    5 dumb terminals

Projection 2006-2010:

•   Continued investment is needed to maintain an essential level of technology.
•   Replacement cycle will be continued.
•   Increased need for network software to serve the needs of different disciplines.
•   Consider the possibility of requiring each enrolling student to bring/furnish their own
•   Continue to expand/refine technology on campus.

Assuming our short-term goals are achieved in the facilities area, we should be able to
establish state-of-the-art facility and landscape maintenance processes during the
intermediate range. This will be apparent from the appearance of buildings that show
no deterioration; grass will be green with no weeds; flower beds will be manicured and
will designed; streets will be free of potholes and extensive patching; parking will be
plentiful; traffic will be smooth; and the campus will be safe and inviting.

Progress 2001-2005:

This degree of improvement remains to be accomplished.

Projection 2006-2010:

    •   Continue to fund paving projects until campus is complete.

Several new construction projects will be completed during this period; specifically, the
performing arts center, addition to the science building, music building expansion, and
other undetermined construction.

Progress 2001-2005:

The student center remains as a major project for the next two years, followed
closely by the performing arts center and other expansions.

Projection 2006-2010:

    •   Complete the Student Center.
    •   Complete the architectural plan, raise necessary funds, and build the Fine Arts Center by

LONG-RANGE (7 - 10 YEARS): Attached is a ten-year estimated budget based on
three percent per annum student enrollment growth and five percent per annum budget

If student enrollment meets expectations, additional housing will be required in the long
range. New initiatives will surely bring additional facility requirements in this period.
Should we reach our optimum enrollment, we could reasonably expect to employ an
additional 75 to 100 employees over the next ten years. Half of this number would be
staff personnel, with five to ten of those being professional/managerial.

Institutional Technology will provide significant leadership in the direction of this and
most educational institutions by the year 2008. The Internet was unknown ten years
ago. Although it cannot be predicted what new innovations may occur by 2008, it is
likely that they will be profound and will have a major impact on education by the end of
this decade.

                              ENROLLMENT MANAGEMENT

SHORT-RANGE (1 - 3 YEARS): Finalization of an Enrollment Model is near, and it will
be implemented within this time period. The model will project potential growth over a
ten-year period.

Enrollment Management will put the finishing touches on a division Marketing Plan
designed to assess and prioritize future needs and directions for publications and
promotional items developed, purchased, and distributed by the Enrollment
Management Division.

Progress 2001-2005:

This continues to be a work in progress. We have elements of the plan in place
and will continue to develop it. The current work identifies our market, processes
we follow, advertising materials and costs, etc.

Projection 2006-2010:

   •   Consider including in the enrollment management model more than simply entry test
       scores or high school grades. Examine the entrance requirements for transfer students.
   •   Continue to refine admission procedures. By 2007, admit students in upper 25% of
       graduating class if minimum ACT is not met.
   •   Expand marketing effort to the Texarkana area with plans to purchase billboard
       advertising, television spot advertising and alumni meetings in cooperation with
       Institutional Advancement.
   •   Increase television advertising in the immediate area as well as the Tyler area and utilize
       all three television stations out of Tyler on a rotating basis.
   •   Study the possibility of expanding the recruiting territory by hiring an additional
       admissions counselor and doing more travel in the surrounding states.

Some focus on recruiting minority students will be implemented. With the Supreme
Court ruling on affirmative action, some emphasis may now be used to attract
minorities, including special financial aid programs.

Progress 2001-2005:

There still seems to be some issues related to affirmative action. New athletic
programs have helped increase our minority population.

Projection 2006-2010:

   •   Establish minority scholarships particularly for Hispanic students.
   •   Focus scholarships on students that will achieve academic success, providing
       scholarships for strong academic students.

Financial aid resources will continue to become increasingly tight as enrollment growth
is projected to be greater than growth in available scholarship funding.

Progress 2001-2005:

Funding continues to be tight as the state legislature debates budgeting and
meeting the needs of state schools.

Projection 2006-2010:

   •   Continue to emphasize scholarshipping levels. Use scholarships to target groups of
       students that are a good “fit” for ETBU.
   •   Continue to monitor the state financial aid programs.

Electronic transcripting will be implemented as the next step toward total
computerization of records. The web site capabilities will need to be enhanced to keep
pace with our own technology explosion.

Progress 2001-2005:

Electronic transcripting has been implemented and software and hardware for
electronic imaging of records has been installed. A schedule for implementing
the process will be developed.

Projection 2006-2010:

   •   Electronic transcripting is now in place. ETBU has the capability of sending an “instant”
       transcript to any school in the country that has the capability to receive an electronic
       transcript. AACRAO has worked with colleges in developing a common standard for
       Texas and colleges across the nation.

Campus visit programs will be reviewed and revised to meet the needs of the day.
Modern technology should be used to provide an on-line campus tour.

Progress 2001-2005:

An on-line tour has been provided by an outside resource. Campus visit
programs continue to be successful and will be developed.

Projection 2006-2010:

   •   Develop an on-line tour utilizing interviews with faculty/staff in all departments.

INTERMEDIATE-RANGE (4 - 6 YEARS): A complete facilities review will need to be
completed to address continuing growth in enrollment. In addition, enrollment
projections will need to be adjusted to take into account growth experiences by this

Admissions requirements will be completely reviewed and appropriate changes made to
achieve the desired profile during these three years. Scholarships and other forms of
financial aid that relate to academic achievement will be reviewed and a plan developed
to help make wise use of available funding.

Progress 2001-2005:

One change was recently implemented in admissions requirements, changing the
class rank requirements slightly. A study is under way that may result in
gradually increasing the ACT/SAT minimum requirements.

Projection 2006-2010:

   •   Research how gradually increasing the ACT minimum score over a period of time might
       impact overall enrollment.
   •   Review, revise, and upgrade admission requirements for transfer students.
   •   Increase class rank to upper 25%. Review impact of raising ACT score to 20.
   •   Consider appeal process for students with a 17 ACT Composite score.

Student and advisor on-line access to records and registration functions should be
complete. The possibility of reducing paper by beginning electronic imaging of
permanent and long-range student records will be examined and a proposal developed.

Progress 2001-2005:

On-line access to records and registration has been completed. Electronic
imaging of records was implemented during the summer of 2005.

Projection 2006-2010:

   •   Continue to utilize electronic imaging across campus and develop appropriate storage of
       records, perhaps off campus.

LONG-RANGE (7 - 10 YEARS): Admissions requirements should begin to be
somewhat more selective as the University moves toward a potential enrollment cap. It
is unlikely that financial resources can keep pace with growth in numbers and cost and
it will be necessary to utilize some form of financial aid leveraging.

University records should be completely “imaged” by 2008 and paper storage at a bare
minimum. Some form of transfer from microfiche to electronic images of transcripts
should be implemented.

Registration, payment of bills, degree advising, and grading should be completely
electronic by the year 2010.

Progress 2001-2005:

On-line bill paying has been implemented.

Projection 2006-2010:

   •   With higher quality admissions, issues may need to be addressed in keeping with higher
       level of expectations of students and their families.
   •   Continue to refine technology to keep ETBU equal to or ahead of competition in
       registration, bill payment, advising, and on campus communication.


SHORT-RANGE (1 - 3 YEARS): At this time, final actions are in place to secure Board
of Trustees action to implement our new $20 million campaign, “A Legacy of Excellence
– A Quest for Significance.” The next two years will involve eight months of the “Quiet
Phase.” The campaign will cover all facets of fund raising: Annual Fund, Capital
Giving, and Deferred Giving.

Marshall/Harrison County Annual Fund Drive will be folded into the campaign for the
next three years. The Women’s Auxiliary will be stabilized as a foundational support
group and will increase in membership and effectiveness.

More grant proposals will go out in conjunction with campaign efforts and in cooperation
with our academic people. The Alumni Office’s Loyalty Fund will be folded into the
campaign. The old President’s residence will be secured for the “Alumni House.” Tiger
Hunt Club will be revitalized. An associate director will be added to the Alumni Office
staff who will be responsible for planning and implementing alumni events.

Communication Services will require additional funding of almost 25 percent a year in
order to achieve all the desired results in public relations. We see the addition of a
major public relations activity on the campus, such as area UIL competition, Christian
PR conference, or a Christian media conference.

Progress 2001-2005:

At this time, Legacy of Excellence: The Campaign for East Texas Baptist
University has completed two years with solicitation officially beginning on June 1,
2003. The Scarborough Chapel renovation began in January, 2002 and was funded
through the utilization of endowment funds (which have been replaced). Construction of
the University Apartments began in October, 2001 and was made possible by a low
interest loan (which is being met through student enrollment).

The Securing Tomorrow…Today drive takes place annually from September through
December and will continue to be included in the campaign each year. It has expanded
into Gregg and Smith counties.

The Women’s Auxiliary is under revision and will be involved in the campaign at a later
date upon completion of its restructuring.

The Board of Associates annual “Special Needs Fund” drive runs from September
through December each year and is included in the campaign.

Grant proposals in conjunction with the campaign will be implemented on a limited basis
as matches can be established between identified needs and available grant sources.

The Office of Alumni Relations was moved into the former President’s Home on campus
in May 2002. The Office of Alumni Relations was moved from the Alumni House in the
fall of 2005 and is temporarily located in the Mamye Jarrett Library. It will be
permanently housed in the future Student Center. The annual Loyalty Fund emphasis
runs from January 1 through December 31 and will continue to be folded into the
campaign each year.

Projection 2006-2010:

   •   Campaign organized and calls are being made.
   •   Technology purchased to make calls.
   •   Plans for Student Center finalized.
   •   Significant gifts received.

INTERMEDIATE-RANGE (4 - 6 YEARS): Fund raising during this period returns from a
campaign intensive approach to more standard fund raising from regular donors and
cultivating new donors. Deferred giving will be stressed as we seek to raise the

endowment goal to $75 million by 2005. It is anticipated that other facility needs will
arise other than those determined by the 2010 study, and these will be funded through
specific gifts.

The development staff should be expanded by an additional individual to solely do
research and proposal writing. This will free up the Director of Annual Fund for more
consistent effort in donor solicitation. At this time, we may again look into the possibility
of hiring individuals to work exclusively in Houston and the Dallas metroplex.

Annual Fund will revert back to its pre-campaign format with the Marshall/Harrison
County campaign. However, extensions of the campaign should begin to take place in
other communities near Marshall. The Women’s Auxiliary should be firmly grounded
and will have established its place in the life of the University. Greater autonomy should
be given to the leadership with minimal direction from the Director of Annual Fund. Fifty
to seventy-five members should be in place by this time.

A search will range farther out to find more foundations that might be interested in
supporting ETBU.

The Alumni Office will be seeking to reach 20 percent of alumni participation in financial
support of ETBU. This will be up from approximately 14 percent at the time of this

The Loyalty Fund will again be a singular yearly campaign, having just come out of the
greater University campaign. More trips by the Alumni Association will be made
available to perhaps include England, Africa, and Canada. Greater effort will be made
by the Director of Alumni in consistent fund raising.

As efforts continue to increase public awareness of ETBU in an ever-widening area, the
advertising budget must increase accordingly. Concentration on the Dallas/Fort Worth
and Houston areas should be stressed.

Progress 2001-2005:

Fundraising during this period will remain constant through maintaining quality
relationships with existing donors and cultivating new donors to the University. Deferred
giving was stressed to raise the campaign endowment goal of $5 million. A study
committee should be convened in 2006 to begin preparations for the next University
campaign emphasis. Other facility needs that arise other than those determined by the
2010 study, will be dealt with on a priority basis and as funds are made available. As of
March 30, 2005, the campaign has received approximately $12 million plus in gifts.

The Securing Tomorrow… Today annual fund drive was introduced into the
Tyler/Longview area.

The Office of Alumni Relations’ Loyalty Fund emphasis has improved the alumni
participation giving percentage through donor class recognition.

The Woman’s Auxiliary has been reorganized into Women of Distinction and is
beginning to accept a role in campus life.

The Board of Associates has continued the annual scholarship emphasis and has
begun studying an additional “Special Projects” option for its membership.

A President’s Advisory Council has been studied to expand the scope and image of
the University and to provide an additional avenue for securing major financial support.

The Florence Quinn Distinguished Lecture Series was established in 2005 to
promote the University.

The size and scope of the Office of Alumni Relations has continued to expand with the
establishment of an on-line giving program. A new Alumni Directory has been
published, and a Traveling Tigers organization has scheduled two alumni cruise events.

The development staff has been improved through restructuring an in-house position
into a full-time travel Development Associate.

Projection 2006-2010:

Legacy of Excellence: The Campaign for East Texas Baptist University will continue with an
even greater degree of intensity as:

   •   Student Center plans and cost projections will be completed, allowing the Institutional
       Advancement Team specific goals and objectives to achieve. A formal request will be
       submitted to a foundation in 2006 with additional specific naming opportunities to be
   •   Completed Fine Arts Center plans and cost projections will be made by the end of 2006
       allowing the Institutional Advancement Team specific goals and objectives to achieve.
       Funding should be secured beginning in spring 2006 and into the 2007 year.
   •   Endowment emphasis will continue as the recovery from a recent deficit economy has
       allowed the University endowment to regain ground and surpass the $51M level.
   •   The development staff evaluations have resulted in a request for an additional secretary
       and an Alumni Activities Director in the Office of Alumni Relations beginning June 1,
       2006. Study is being given to staff needs in the areas of Research/Grant Writing and an
       additional Development Associate.
   •   There will be a continued emphasis on alumni class giving recognition through the
       annual Loyalty Fund program with a goal of raising the University response closer to the
       national average as listed by CASE.
   •   Securing Tomorrow…Today annual fund drive will continue to expand into new areas
       with an expected annual increase in funding support from University personnel,
       individual gifts, businesses and foundations.

   •   Women of Distinction plans to schedule their first major event to be held in spring or fall
       of 2006.
   •   The Board of Associates has plans for a membership drive and a special project during
       2006 and 2007.
   •   The Florence Quinn Distinguished Lecture Series will hold its spring event in April
       2006. It is intended for this to be an annual program.
   •   The President’s Advisory Council continues to be under discussion in the fall of 2005
       with the projection of having a proposal for approval by the University Board of Trustees
       in the spring of 2006.
   •   A Faculty Development Council will be formed in 2006 to aid in training and developing
       Faculty to secure funding for their specific disciplines.
   •   Organize Alumni at grass roots level to assist fund raising to complete campaign.

LONG-RANGE (7 - 10 YEARS): By 2008, another pre-campaign survey should have
been conducted, establishing projects and goals for the next major capital campaign.
On-line solicitation of donors should become commonplace within this organization,
replacing mass mailings of previous years and should be much more cost effective. A
secretarial assistant should be in place whose primary work will be centered around the
technical expertise necessary in the new methodology of fund raising. Other facility
needs will have arisen and can be incorporated into the coming campaign or addressed
by individual gifts.

The Annual Fund campaign will be expanded further as recognition of the University
grows. As society moves into a more technology-based approach, ETBU must do so
with its fund raising efforts. On-line giving options should be made viable as soon as
possible. The Women’s Auxiliary will have reached the point to where the leadership of
that group will provide some of the main funding resources available to the University.
Grant writing will have expanded and additional help should be needed.

The Office of Alumni Relations holds the potential for being the center for all
communication with alumni, regardless of the degree of the former student. Each of the
various schools of the University will need to coordinate their contact and involvement
with their respective alumni through the Office of Alumni Relations. A coordinating
council will be formed from the various schools or departments to aid in this effort.

Communications Services will expand from one major activity on the campus to two,
and perhaps three, such as mentioned earlier (i.e. area UIL competition, Christian PR
conferences, Christian media conferences, etc.). A professional marketing concern
should be hired to aid the University in expanding the geographic area of recognition.
There should be a constant re-evaluation of the advertising budget to reach out as
extensively as possible and yet get the best “bang for the buck.”

The University music faculty has been personally involved in raising awareness of the
Fine Arts Center through a variety of chamber music events. Discussions have been
held with the School of Christian Studies regarding their involvement with their
discipline. Each of the various schools of the University will need to coordinate their

fund raising contacts and involvement with their respective alumni through the Office of
Institutional Advancement and the Office of Alumni Relations.

Projection 2006-2010:

   •   Initial discussions should begin in the fall of 2007 regarding the next University
       campaign to begin on June 1, 2010 and run for the next decade.
   •   The Legacy of Excellence campaign will conclude on May 31, 2010.
   •   The Securing Tomorrow…Today annual emphasis will be expanded further into the
       Atlanta/Texarkana areas in 2008 and 2009.
   •   The Office of Alumni Relations Loyalty Fund emphasis should surpass the national
       alumni participation giving percentage as recognized by CASE by 2008.
   •   The Women of Distinction will host a prominent event on campus designed to enhance
       the image of the University and to positively impact fundraising by 2007.
   •   The Board of Associates should have developed a well defined two-pronged approach of
       “Special Needs” and “Special Projects” as a part of the overall campaign by 2008.
   •   The Distinguished Lecture Series should have reached a level of prominence whereby
       national and international personalities are annual campus guests by 2007.
   •   The President’s Advisory Council should have become a major factor in helping the
       University to achieve recognition as one of the top five baccalaureate degree granting
       institutions of the Southwest by 2008.

                                     SPIRITUAL LIFE

SHORT-RANGE (1 - 3 YEARS): The addition of the classroom building and relocation
of the Department of Religion will open possibilities for the space vacated in Rogers.
The BSM area could be relocated to Rogers or the space could be utilized in other
ways, such as storage for activities in the Baker Auditorium.

Progress 2001-2005:

BSM has relocated to Rogers Spiritual Life Center. The Great Commission Center
is housed in Rogers, along with the office for the Missionary-in-Residence. The
School of Christian Studies and the Department of Religion have relocated to
Scarborough Hall.

Projection 2006-2010:

   •   Attention should be focused on the transition and implementation of the GCC and the
       reorganization of the BSM Program. The GCC was organized to facilitate students
       viewing their chosen discipline and profession as a calling. Activities that would have
       been BSM have simply been taken over by the GCC and some clarification of duties and
       responsibilities needs to occur if both are going to be effective and not duplicative.

   •   Implement the GCC concept to become fully operational in the three efforts of
       leadership, missions, and church/community relations.
   •   The Great Commission Center will expand to include the necessary space, equipment,
       and budget needed to fulfill its goals in the three major areas of student leadership,
       missions, and church and community ministries.

If the Certificate Program is successful and ETBU continues to have a backlog of
students needing to take Religion 2440, Introduction to Ministry, additional staff will be
required and these could be housed in Rogers. Anderson Chapel could be used for its
original purpose—as a preaching and speech lab with proper cameras and editing
equipment. This would also allow seminary classes in Rogers without conflicting with
undergraduate classes.

Progress 2001-2005:

The Chaplain of the University was added in 2001 and has revised the In-Service
Guidance Program. Southwestern Seminary offers classes in the Anderson
classroom on Mondays. The Certificate in Ministry Program has been transferred
to the School of Christian Studies. Anderson Chapel has been redesigned as a
Conference Room and serves at times for Seminary classes.

Projection 2006-2010:

   •   The next five years will focus on the CIM program being located in two or three sites.
   •   Continue to refine the role of Chaplain of the University.
   •   Research other graduate seminary opportunities to be offered at ETBU.

INTERMEDIATE-RANGE (4 - 6 YEARS): As programs and facilities are expanded or
added in speech, theatre arts, communication, radio and television, Christian
broadcasting, and videography, opportunity for ministry training will be increased. With
resources available such as the Radio and TV Commission of the SBC, the desire of
the FCC to encourage small wattage radio and television stations on university
campuses, and the limitless possibilities of training future ministers to move into this
area of work, this becomes a viable and attractive program to pursue.

Progress 2001-2005:

Nothing has been done in this area.

Projection 2006-2010:

   •   Research relationships with regional TV stations for opportunities to utilize spiritual
       emphasis on campus.
   •   With the addition of the Fine Arts Center, Spiritual Development will work in concert
       with Academic Affairs in pursuing ministry training opportunities.

The opportunity to offer on-line courses for bivocational ministers and church
laypersons who want more theological and Biblical education needs to be explored.
These offerings would dovetail into the certificate and possible baccalaureate programs
offered at off-campus sites.

Progress 2001-2005:

On-line courses have been determined to be too expensive and not being
considered at this time.

Projection 2006-2010:

   •   Research the possibility of offering at least one on-line religion class at ETBU.
   •   The BGCT and the Theological Educational Committee are considering offering online
       courses in biblical and theological studies that would be available to all Texas Baptist

Possible new programs in the Department of Religion which relate to Christian
formation and leadership could cross academic lines and appeal to more than ministry
students. In planning for the twenty-first century students, a curriculum must be offered
that combines the theoretical and the practical.

Progress 2001-2005:

A leadership minor has been approved by the faculty. The GCC Director will
coordinate all non-credit leadership experiences to be applied to a Student
Leadership Institute certificate. Combining the theoretical and the practical is at
the heart of the mission purpose for both BSM and the Great Commission Center.

Projection 2006-2010:

   •   The School of Christian Studies will implement a community advisory committee and
       offer community seminars for lay and vocational ministers. This will need to be in
       conjunction with the GCC but it has been in the plans for the School of Christian Studies.
   •   Utilize the GCC to strengthen the offering of the leadership minor and documenting non-
       credit leadership roles for completion of a Student Leadership Institute.
   •   BSM will focus more intentionally on small group work in the areas of discipleship,
       evangelism, and ministry while the GCC will expand its work to include a co-curricular
       transcript that will reflect student leadership skills.

ETBU is the only Southern Baptist university between Paris and Beaumont. In light of
the denominational controversy, some programming and by-laws adjustments are

needed for ETBU to be inclusive. The next three to six years will dictate the proper
route to take.

Progress 2001-2005:

ETBU trustees changed their By-Laws in 2003 to allow 25% of their new trustees
each year to be elected by the Board of Trustees and 75% to continue to be
elected by the BGCT.

Projection 2006-2010:

   •   Denominational relations need to be a University priority.

LONG-RANGE (7 - 10 YEARS): There will be a need to have through the School of
Religion offerings that allow a person to take courses regardless of their educational or
ethnic background. Programs ranging from certificate to possibly graduate degrees
could be available. On-line learning and a library that would reflect the latest technology
would be available wherever a computer is housed.

Progress 2001-2005:

The Theological Education Committee of the BGCT has laid the groundwork to
offer a curriculum through the Texas Baptist schools in Biblical and Theological
Studies ranging from those who do not have a high school diploma to those
pursuing a doctorate.

Projection 2006-2010:

   •   Pursue partnerships with other universities for further theological education or offer it at
   •   If the SBC discontinues the offering of courses at satellite locations, ETBU may have an
       opportunity to assume a greater role in this facet of theological education.

In the midst of change and progress, there are fundamentals of the Baptist faith that
must be honored and practiced. ETBU must continue to hire faculty and staff that
possess a living faith. ETBU must be intentional about the integration of faith and
learning and require a lifestyle among our students that reflects the principles of conduct
as taught in the Bible. In short, ETBU will hold precious the Biblical heritage that has
served the University so well since 1912.

Progress 2001-2005:

It is important to continue to be intentional about employing faculty who are
committed Christians, active in their local church and willing to participate in the
integration of faith and learning while serving at ETBU.


SHORT-RANGE (1 - 3 YEARS): Increasing enrollments will lead to the construction of
a new dormitory complex and purchase of more houses on North Grove. Current dorms
could receive significant renovation or refurbishing, especially Merle Bruce, Feagin, and
Fry Halls. All dorms will be equipped to require ID verification at all entrances and exits
of the buildings.

Progress 2001-2005:

The new University Apartments were completed in 2002.
Minor renovations were made to residence halls each year. Furniture
improvements included desks, beds and wardrobes for Feagin, Fry and Merle
Bruce Halls.

Projection 2006-2010:

   •   Upgrade furniture each year on programmed basis.

Planning will continue for the future construction of a new student center and may
include a game room, student lounge, Student Services offices, the Student
Government Association, bookstore, post office, computer kiosks, meeting rooms,
coffee shop, aerobics/fitness area, rock climbing wall, swimming pool, and kinesiology
laboratory and classroom space.

Progress 2001-2005:

The Student Center Steering Committee met on a bi-monthly basis from February
to September, 2005 to assist the architect and construction manager with
development of plans. After much dialogue, the plans were completed.

Projection 2006-2010:

   •   Plans for new Student Center refined.
   •   Cost estimates and fundraising completed for Student Center project.

Student activities programming will expand to include more activities and weekend
events. A greater emphasis will be made on multi-cultural programming to enhance
interaction between students of different backgrounds. Activities and intramural
programming will be coordinated with local colleges and universities to enhance the
student’s exposure to different cultures and opportunities for personal, social, and
physical growth.

Student leadership development will expand to include opportunities for growth and
training throughout the year. A co-curricular leadership transcript will be developed to
document the student’s completion of leadership activities through mini-conferences,

workshops, and demonstration of leadership skills. An elective course in leadership will
be proposed as a part of this effort to more directly address leadership development.

Progress 2001-2005:

Student leadership development has expanded to include more opportunities
during the year. Orientation Leader Training incorporates aspects of general
leadership during the start of the fall semester. Every year, ETBU is involved in
the Christian Association of Student Leaders sponsored by the BGCT and hosted
by the various Baptist Universities in the state. In 2005, ETBU was the host for the
Christian Association of Student Leaders conference.

A task force was appointed in 2004 to look at the various aspects of leadership
resources and needs at ETBU. Student leadership development would be
coordinated between an academic minor, co-curricular activities and servant
leadership opportunities. The area of leadership development was incorporated
as one of the three main tenets of the proposed Great Commission Center. With
the hiring of the director of the GCC in 2005, student leadership development will
expand into even greater opportunities in the near future. Monthly organization
meetings are held to help equip campus organization presidents meet their

Projection 2006-2010:

   •   Student orientation led by campus leaders in ETBU 101 (new student development
       course for entering freshmen).
   •   Leadership development has been emphasized.
   •   Leadership minor approved by the faculty.
   •   GCC will take active role in this effort with Student Services.
   •   Campus organizations provide leadership opportunities.

Athletics will ensure the continued competition of at least five men’s and women’s
sports to maintain membership in the NCAA as a Division III institution. Additional
sports could include men’s and women’s tennis.

INTERMEDIATE (4 - 6 YEARS): Anticipating an enrollment of about 1,550, Student
Services expects to be located in a new Student Center, possibly housed in a building
designed to attach to the east side of Keys Gymnasium and wrap around the north and
south sides. Housing needs will likely be accommodated by the addition of at least one,
maybe two, new dormitories. Students requesting a dorm room will likely approach
1200 by this time. Merle Bruce, Feagin, and Fry dormitories will likely have received
restorative attention or renovation by this time. This expansion will require the hiring of
Resident Directors, Resident Assistants, and a Director of Residential Life. ETBU
expects to purchase the remainder of the houses on the east side of North Grove and to
either have removed or renovated the married student housing apartments on Van
Zandt Street. Some ETBU owned houses will be either completely renovated or

removed from campus depending on a number of factors, including demand and safety

Progress 2001-2005:

Furniture improvements have continued with Linebery Hall receiving new chairs
in the rooms and new furniture in the lobby in fall 2004. Merle Bruce received new
furniture in the back parlor in fall 2004. Minor renovations occur each year with
floor coverings and painting of the Van Zandt apartments. Major renovations in
residence halls and married housing have been postponed pending funding.

During the fall semester, resident population reaches full or near full capacity
(~1040 beds) including the University Apartments.

Projection 2006-2010:

   •   University owned houses will be renovated or removed from inventory.

Activities will be expanded to include more variety and more weekend activities.
Activities will include more coordination with the Division of Academic Affairs and will
include more opportunities for multi-cultural programming. Intramurals will expand to
include increased student participation and possible opportunities for participation in
men’s and women’s soccer and post-season competition with other local universities
and colleges. The intramural complex will likely be moved from the present location to
better accommodate these activities. Student Government will continue to provide a
voice for the student and possibly increase the number of senators representing each
class. Increased funds will be available for on-campus programming through the
student fee assessed to all FTE students. Student organizations should increase to 35
active organizations on campus.

Progress 2001-2005:

Student Activities has expanded to host at least two weekend events a month in
addition to residence hall weekend activities. Events are divided into four
categories – parties, music, athletics, and games – to encourage a variety of
events. Every month, there is the First Friday International Parties which includes
international and American students interacting together. In 2005 student
activities hosted the International Fair to bring multi-cultural influence to the

2005 was the first year to host two large concerts – one in spring and one in fall.

There are currently 36 active campus organizations with an additional 6
organizations that are currently inactive. Of those 36, 5 are new additions since

2004. Men’s club volleyball organized in 2004 and has participated in the Texas
State tournaments.

 Projection 2006-2010:

   •   Programming between academics and activities needs to be closely coordinated.
   •   Student activities will be expanded. Campus organizations evaluated to determine if all
       are needed. Effective organizations should be reformed, ineffective removed.
   •   An average of three Student Activities sponsored events will occur per month. Students
       will take more leadership and responsibility in planning and conducting events.
       Additional activities will be conducted and hosted by the residence hall councils and
       student organizations.

Athletics should see an increase in student participation in all sports. Head coaches
and full-time assistants in most sports will be needed to accommodate the demands
created by increased participation and possible addition of junior varsity programs in
some sports. Additional sports will likely include men’s and women’s tennis. The
soccer and softball fields will be relocated north of campus to make room for a
performing arts center. Intramurals will likely also be relocated, moving to the north part
of the campus.

LONG-RANGE (7 - 10 YEARS): Expected enrollment of 1800 students would see the
demand for dorm space reaching 1300 beds and the possibility of new dorm
construction and additional residential life staff. Resident Directors and Resident
Assistants will be required to participate more in the development and implementation of
dorm activities to enhance the student activities program. All the property around
campus should be owned and houses renovated and occupied by students. These
houses might be removed to make room for new housing options if the need arises.

Student activities programming will expand to include joint events with neighboring
colleges and universities and more campus-wide events to attract more of the student
body. Christian speakers, comedians, and other artists will be a regular occurrence in
the programming offerings. Activities larger in scope, attendance/participation by
faculty, and increased coordination with other offices on campus will enhance the
effectiveness of and student satisfaction with the programming offered. The intramurals
complex will be expanded to include outdoor basketball courts and seating for
participants and spectators. Restroom facilities will also likely be added to this facility.
A larger percentage of students will be attracted to participate in intramurals due to the
improved facilities and opportunity for competition and social interaction. The Student
Government Association will be expected to take a more prominent and responsible role
in representing the students and will likely increase the number of officers to better
manage their affairs and empower the membership to work effectively with students and
administration. The number of student organizations will likely increase to include over
50 active campus organizations.

Athletics will continue to see expansion and the need to ensure equity in sport offerings.
Each sport will likely have a full-time head coach and at least one full-time assistant,
with the exception of cross country and golf. Possible new programs could include
men’s volleyball, which might begin as a club sport.

Projection 2006-2010:

   •   Student organizations will continue to expand as students discover new ways to use their
       talents and meet campus needs. The anticipated number of organizations by 2010 is 40.

Unanticipated Needs to be Addressed:

   •   Feagin Hall renovated while freshman men occupy Merle Bruce Hall.
   •   Freshman women’s dorm built.
   •   Merle Bruce demolished and the Quad expanded.
   •   All properties east of Grove St. acquired. Plans made for campus development on this
       part of campus.
   •   Tennis Center built and men and women’s varsity tennis added to athletic program.

Summary Statements:
The effectiveness of any organization is directly related to the quantity and quality of its
planning processes. We believe that this “ETBU 2010 Committee Report” will provide
the foundation for significant revisions in the University planning process. The Mission
Statement will be revisited, and the University goals will undoubtedly change because of
the work of this committee. However, the final product will generate new ideas and
directions as we move toward 2010. Again, thanks to the committee members who
generously gave of their time to help provide guidance to the future of East Texas
Baptist University.


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