Academic Affairs • 423.652.4737
Admissions • 423.652.4861 • email@example.com
Alumni • 423.652.4864 • firstname.lastname@example.org
Business Office • 423-652-4156 • email@example.com
Career Success Center • 423.652.4865 • firstname.lastname@example.org
Chaplain • 423-652-4708 • email@example.com
Counseling Center • 423.652.4742 • CounselingCenter@king.edu
Disability Services • 423.652.4303
Financial Aid • 423.652.4725 • firstname.lastname@example.org
IT Help Desk • 423.652.6019 • email@example.com
Libraries • 423.652.4716 • firstname.lastname@example.org
President's Office • 423.652.4784 • email@example.com
Security • 423.652.4333 • firstname.lastname@example.org
Student Affairs • 423.652.4740
Weather & Emergency Information • 423.652.6446
We prepare students in our Christian academic community to excel as thoughtful, resourceful,
and responsible citizens with a passion for serving God, the Church, and the world.
We accomplish this through excellent teaching, high expectations, worthwhile example,
and fidelity to our Presbyterian heritage. Our mission is the same for all campuses
and sites; for online learning; and for all programs, curricular and extracurricular,
graduate and undergraduate.
We aim to be the preeminent small to medium-sized Christian university in the Upper
South, with a reputation earned there and beyond as a school serious about its Christian
commitment, focused on student success, dedicated to academic excellence, and successful
in producing graduates who excel wherever they live, work, and serve.
King is committed to having its mission statement guide all that we do in our daily
operations and decisions. In the spring 2018 semester, we held a special convocation
to discuss what the mission statement means and how it is fulfilled on a day-to-day
basis. We also published a booklet titled “Who We Are and What We Do” that parses
the words of the mission statement and provides examples of how it is lived out in
practical terms. We invite you to view this booklet to learn more about King’s characteristics and values.
1.1: Strengthen the institution’s practice for evaluating existing academic programs
for relevancy, rigor, and program needs in all platforms.
1.2: Develop new academic programs and instructional sites based on research and analysis
in order to fulfill the mission as well as meet student and community needs.
1.3: Foster experiential learning components in King's academic programs to transform
students’ thinking and practices.
1.4: Expand the integration of faith and learning in every discipline, major, and
program delivery model.
2.1: Enhance and operationalize the facilities master plan, which prioritizes learning,
living, and working spaces most needed for improvements or renovations, with an emphasis
on improving and increasing on-campus community spaces that encourage student, faculty,
and staff interaction and collegiality.
3.1: Perform a cost-benefit analysis of programs and services to develop an action
plan for expenditure adjustments and resource allocations.
3.2: Identify opportunities for developing additional unrestricted support.
3.3: Identify opportunities to increase repeatable revenue streams.
4.1: Provide professional development programs to make the best use of internal constituents’
talents and abilities.
4.2: Recruit and retain a diverse workforce to meet the needs of the University.
4.3: Implement a leadership plan to aid the Board of Trustees in cultivating outstanding
future board members.
4.4: Implement a student leadership development program to prepare students to be
effective, ethical, and innovative leaders wherever they live, work, and serve.
5.1: Promote the advantages of King University’s historically Christian education,
culture, strengths, and ideals to all King constituents.
5.2: Affirm King’s commitment to lifelong service by cultivating and sustaining relationships
within our sphere of influence.
5.3: Assess and improve King University’s integrated media marketing/communications
channels, both internal and external, to ensure their relevancy and effectiveness.
5.4: Develop a rolling master plan/schedule of external relations events that identify
each event’s strategic purpose and importance to the institution and its stakeholders.
6.1: Optimize enrollment growth for all educational delivery platforms.
6.2: Increase student retention and graduation rates.
7.1: Assess and improve technology services on a continual basis to ensure accessibility
7.2: Increase technological efficiencies and provide consistently high levels of customer
service at all campuses and sites and online.
7.3: Continually develop systems and procedures that protect personal and institutional
data and provide for disaster recovery.
8a. University Culture: Faculty and Staff: To promote a culture which values faculty and staff, and is committed to clear and
consistent internal communication, organizational improvement, and integration of
Christian faith into the University community.
8a.1: Identify and implement ways to increase transparency in decision-making processes,
to build trust among trustees, administration, faculty, staff, students, alumni, and
local community members.
8a.2: Foster open and effective communication among faculty, staff, and administration.
8a.3: Implement best practices to improve processes and policies, and actively seek
data from comparable institutions during ongoing improvement efforts.
8a.4: Seek, select, train, and retain excellent employees devoted to student needs, according
to best practices in human resource management.
8b. University Culture: Students: To promote a student culture which values integration of Christian faith and learning
and leads to greater engagement in the University community.
8b.1: Identify and enhance ways for students, across all sites and delivery platforms,
to find quickly a personal connection to the greater King community of faculty, staff,
and fellow students.
8b.2: Increase student involvement in the campus community by promoting and supporting
co-curricular and community service activities.