During the 2025-2026 school year, Union Adventist University embarked on the first phase of a new strategic plan. A fresh start offers an opportunity to ask not only, “Who have we been?” but also, “Who could we become?” Through 2028, Union will confront higher education’s headwinds by refining academic programs, stabilizing finances, expanding partnerships and strengthening the student experience. Following listening sessions with faculty, staff and students, the Strategic Planning Committee identified eight pillars to strengthen, each designed to encourage shared ownership and measurable impact. Enrollment growth and student experience Union will recruit and retain more students through targeted outreach, digital innovation and stronger support. The university will also improve facilities, dining, student engagement and residence hall living-learning centers while while streamlining policies to better support students. Academic innovation and program effectiveness The university will evaluate programs based on student interest and workforce demand, create degrees and certificates with strong market potential, and expand hybrid and online learning. The plan also calls for nontraditional education partnerships and the use of artificial intelligence in the curriculum. Financial health and revenue growth Union aims to stabilize its budget, reduce dependence on tuition and expand support from individuals, corporations and foundations. Leaders also plan to develop new revenue sources, use campus assets more effectively and improve financial decisions through institutional dashboards. Facilities and campus development The university will create a phased facilities master plan reflecting institutional priorities and financial capacity. Investments will focus on student housing, critical infrastructure, accessibility, sustainability and maintenance. Faculty and staff excellence Union will strengthen professional development, pursue competitive compensation and establish mission-centered recognition practices. It also seeks to clarify shared governance and build a culture of trust, accountability and collaboration. Technology and infrastructure Planned improvements include modernizing administrative and learning systems, strengthening cybersecurity and data governance, and introducing unified digital platforms. Collaboration and partnerships The university will seek mission-aligned partnerships to strengthen institutional capacity, expand student opportunities, enhance educational quality and responsibly share resources. Spiritual mission and campus culture The university plans to integrate its spiritual mission more fully into academics, worship, service and campus life. The plan calls for expanded opportunities for belonging and spiritual growth, along with a renewed focus on serving the youth of the Mid-America Union — especially those who don’t attend Adventist academies. Concrete objectives have been identified under each pillar, and 9 teams are addressing different parts of the plan. Union has also begun raising money to implement recommended changes. During the 2025-26 fiscal year, donors contributed $1.95 million to support strategic priorities. The plan is both aspirational and operational. It provides a framework for action, accountability and measurable progress as Union turns its goals into lasting improvements. Results so far Although most of the teams remain in the research phase, several have begun acting on their recommendations. Enrollment growth and student experience At the recommendation of the Enrollment Growth Team, student Outreach Ambassadors called prospective students and their families in April. The effort used existing infrastructure to connect future students with current students, adding a personal touch to recruitment. This summer, employees are using lunch prayer gatherings hosted by the College View Church on Wednesdays to pray for each applicant and returning student by name, then sending the students postcards signed by everyone at the table. Rather than paying for food by weight, students this year will purchase meals and receive all-you-can-eat dining at Union Market for a flat rate thanks to the work of the Student Experience Team. Students dissatisfied with their first selection may choose something else at no additional cost. The meal plan remains less expensive than those at similar universities, and students no longer have to worry about running out of funds at the end of the semester. Technology and infrastructure Deep in the Don Love Building, the campus is getting a new brain. A new building management system (BMS) is being brought online to replace aging, unsupported equipment. Two buildings are connected so far, but when completed, 24 panels will link buildings across campus. The BMS allows Plant Services to track temperatures, water flow, equipment performance and energy use. Union has also begun migrating to a new student information system, the central platform used for most student information, including academic records, student accounts, financial aid and admissions. Collaboration and partnerships The Reiner Wellness Center’s locker rooms were remodeled this summer through a gift from Sandhills Global. As part of an agreement to host practices and meets at Union, a local swim team leveraged their network on Union’s behalf to secure funding for the project. The improvements will benefit the team, university students and community members. Spiritual mission and campus culture To strengthen mission-centered ministry teams, Union created an associate chaplain position. Jolina Schaber, a 2026 theology graduate, was hired to collaborate with Mid-America conferences to increase spiritual engagement and outreach specifically for the 80 percent of Adventist students who don’t attend Adventist academies. The donor-funded position is a three-year pilot program. Schaber began her work this past summer by connecting with campers and staff at summer camps and already has a slate of youth events on the schedule for the school year.

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A giant step forward was made during the last five years in the processing of the Revolving Fund managed by the corporate arm of Mid-America Union. The Revolving Fund is available for churches and church-related organizations located within the territory of MAUC to borrow funds needed for capital improvements, and the purchase or construction of church buildings. This fund is registered as a security in those states within MAUC territory that require registration. A process has been adopted for those churches and church organizations to apply for a qualified loan. It is difficult to obtain funding from commercial lenders for improvements or purchase of church buildings. The Revolving Fund makes these loans available, providing a valuable resource to conferences, churches and church organizations. SEEKING ACCOMMODATIONS In addition to Sabbath work schedule issues, the past five years has seen the development of issues regarding mandated vaccinations, primarily in the area of Covid immunization. There is a diversity of belief among church members regarding immunization. There are members who do maintain an objection to vaccinations based on sincerely held religious conviction. This belief, while not an official position of the Seventh-day Adventist Church, deserves to be addressed in support of those members who do hold that belief. It is important to note that we do not support a belief based on science or politics. But we do recognize the need to support those members who base their objection on religious principle. During the past five years I have had the privilege of helping several members obtain accommodation for their belief. Unfortunately, not every situation results in accommodation. Just as in immunization issues, not every Sabbath work scheduling issue results in accommodation. While we use every legal principle available, the law does not give absolute right for accommodation. However, I have seen the work of the Holy Spirit even in those situations. FOLLOWING GUIDELINES AND PROCEDURES I have also had the opportunity to serve as parliamentarian for many of the local conference constituency sessions, as well as the MAUC constituency sessions. The goal is to make sure the meetings are conducted fairly and in a Christ-like manner. Every delegate should have an opportunity to present legitimate information to the members without fear of retribution. That is accomplished best by following the guidelines of parliamentary procedure. I have been blessed by serving MAUC in these roles. And I thank the administration of MAUC and the administrations of the conferences located in MAUC territory for the support I have received in fulfilling those responsibilities. Darrel J. Huenergardt is legal councel and director of public affairs and religious liberty for the Mid-America Union.

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The scope of human resources management encompasses the entire employee lifecycle from onboarding to retirement, striving to drive initiatives that uphold core values, boost morale, and increase overall workplace satisfaction. HR acts as a bridge between management and staff, playing a vital role in ensuring legal compliance and fostering a positive organizational culture. We also mediate disputes and fairly address employee grievances. Over the past five years, my primary areas of concentration have included fostering a positive work culture and implementing fair, efficient HR policies in accordance with the North American Division policies, Mid-America Union Conference policies, and governmental laws and regulations. I also coordinate our healthcare insurance and the other voluntary employee benefits. Maintaining employee service record is another vital component, especially when it is time to complete the retirement process for employees. CREATING SUPPORTIVE WORKPLACES Through my HR journey, I have come to appreciate the importance of empathy, active listening, and adaptability. I have learned that effective HR goes beyond rules and regulations; it is about understanding people and their needs so they feel heard and valued. Furthermore, I have discovered the power of continued learning and staying updated with the ever-changing HR landscape, while being willing to unlearn old protocols and embrace fresh solutions. A successful HR professional moves beyond processing paperwork to acting as a strategic partner. Effective human resources departments must help build empathy and accountability while objectively guiding both the entity and the employee through difficult situations—while keeping the human element at the center. No benefits or perks can fix a toxic culture. A lack of communication and transparency breeds confusion and mistrust. VALUE OF CERTIFICATIONS Another aspect of my role is to support and encourage the human resources departments of our six conferences and Union Adventist University. All but two of our conferences have designated human resource professionals, and those two are on track to have an HR generalist and director in place within the coming year. MAUC strongly supports all individuals being or becoming HR certified, which proved to be a valuable process for me. This certification ensures staying completely up to date on rapidly changing labor regulations and compliance requirements. It also greatly increases expertise in complex employment laws. Our current conference human resources directors are a vital and valued part of their conference, and I am so blessed to work alongside each of them, mostly by providing a listening ear in difficult and sometimes discouraging situations. The dedicated work of each of these individuals promotes the mission and vision in their respective conferences, along with caring for their own diverse employees. GRATEFUL FOR OPPORTUNITIES I am thankful for the opportunities I have had to be mentored and guided, the chance to contribute to a positive work environment, and the knowledge gained from navigating diverse challenges. I am grateful for the resilience and growth I have experienced within the human resources field. I am incredibly grateful for our current administrative team who lead with a blend of humility, kindness, humor, wisdom, support and steadiness, all while keeping the wellbeing of the employees first and upholding our union’s vision and mission. I especially appreciate the spiritual retreats in recent years that have greatly enhanced the teamwork in our office, while also providing time to unplug and meet God in the stillness. I am excited about the future of human resources and its potential to create even more inclusive and supportive workplaces. I look forward to exploring innovative strategies for employee engagement, promoting mental wellbeing, and continuing to learn and adapt to the evolving needs of the workplace. My favorite Bible verse to guide human resource leaders is: “Do nothing from selfishness or empty conceit, but with humility of mind regard one another as more important than yourselves; do not merely look out for your own personal interests, but also for the interests of others” (Phil. 2:3-4). Raylene Jones is director of human resources for the Mid-America Union.

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Over the past five years, Mid-America women’s ministries has experienced remarkable growth, creativity and spiritual impact. Throughout its six conferences, the union has witnessed a flourishing of retreats, leadership initiatives, and culturally inclusive programs that have strengthened women’s faith and fellowship across the territory. Each conference has embraced its unique identity while working collaboratively under the shared mission of empowering women to lead, serve and grow in Christ. The result has been a vibrant tapestry of ministry that reflects the diversity and unity of God’s people. CREATIVE RETREATS AND CULTURAL INCLUSION One of the most defining features of the past five years has been the creativity shown in retreat planning. Each conference has developed distinctive approaches to serve the women in its region, ensuring that every event is both spiritually enriching and culturally inclusive. Several conferences now host dual-language retreats, offering session in both English and Spanish to reach broader audiences. These retreats have become more than weekend gatherings—they are spiritual sanctuaries where women from different cultures unite under one purpose: to worship, learn and grow together. The intentional inclusion of diverse speakers, worship styles, and cultural expressions has deepened the sense of belonging and strengthened the ministry’s reach. One of the most innovative and heartfelt initiatives has come from the Kansas-Nebraska Conference, which launched solo parenting retreats to support single mothers and fathers. These retreats provide a safe and nurturing environment where parents can bring their children and experience spiritual renewal together. LEADERSHIP DEVELOPMENT AND TRAINING Another major accomplishment has been the expansion of leadership training for new and emerging women’s ministry leaders. Recognizing that effective ministry requires equipped and confident leadership, several conferences have invested in workshops and mentorship programs designed to prepare women for service. Across the union, leadership development has become a cornerstone of women’s ministry. Directors and coordinators are intentionally mentoring younger women, ensuring that the next generation is prepared to carry the torch of faith and service. NATIONAL COLLABORATION AND CONTINUING EDUCATION Each year, the North American Division hosts a women’s ministries leadership conference, bringing together directors and leaders from across the continent. Representatives from the Mid-America Union Conference regularly attend these gatherings, which serve as vital opportunities for worship, fellowship, networking and professional development. The NAD gatherings also foster unity among leaders, reminding them that they are part of a larger movement of women serving Christ across North America. The shared experiences and collaborative spirit have enriched the ministry at every level. HONORING PIONEERS WHO PAVED THE WAY To close out 2025, the Mid-America women’s ministries turned its focus toward gratitude and legacy. We honored and celebrated the pioneers of MAUC women’s ministries, beginning with Evelyn Glass, the first women’s ministries director for the union. Sister Glass served during a time when women were still striving to make their mark and find their rightful place in ministry leadership. Her courage and vision laid the foundation for everything that has followed. Nancy Buxton, whose leadership continued to strengthen and expand the ministry’s reach until her retirement at the end of 2024, was also honored for her valuable role. Together, these women exemplified perseverance, prayer and purpose—qualities that have shaped the heart of women’s ministries across the Mid-America Union. A special ceremony and reception was hosted last year to showcase their contributions and celebrate the path they paved for future generations. The event brought together leaders, past and present, from across the six conferences, creating a beautiful moment of reflection and thanksgiving. We shared stories, revisited memories, and offered heartfelt tributes to those who dared to lead when the way was not yet clear. To see where we are today—thriving, united and expanding in purpose—is truly an honor. MAUC women’s ministries moves forward with deep appreciation for its history and renewed commitment to its mission: to empower women to lead with authority, serve with compassion, and walk boldly in their divine calling. Donna Brown is director of women’s ministries for the Mid-America Union.  

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