Sustainable Wholeness
Sustainable Wholeness is about keeping MEU standing long-term: the financial, operational, and reputational foundation that lets the other three Wholeness pillars actually hold up over time, especially given Lebanon’s tough economic and political landscape.
6 goals: enrollment growth, marketing/PR expansion, fundraising and donor engagement, alumni engagement, revenue-generating enterprises, and a Strategic Campus Master Plan. Each with KPIs, owners, and phased timelines.
Build the Student and Training Center
Creating a Hub for Learning, Leadership, and Community
Strategic Goals 17 & 22
17. Enhance student life and social engagement by building a Student & Training Center
KPI: Completion stage of the Student & Training Center (design, permits, and phased construction milestones)
Target: Architectural design/permits/costing done by Jun 2027; construction phases 1-4 (structure, finishings, furniture) completed Jul 2027-Mar 2029, fully operational by 2029
22. Implement the Strategic Campus Master Plan prioritizing the following order: New Student and Training Center; New Dorm/Hotel; New Chapel/ Church; Faculty Housing
KPI: Number of Master Plan projects completing planning/permitting and construction phases on schedule
Target: All 4 projects planned/permitted and built in sequence, 2026-2030 (Center & Dorm 2026-2028, Chapel 2027-2029, Faculty Housing 2028-2030)
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Purpose
Develop a modern Student and Training Center that will serve as the heart of campus life, providing flexible spaces for student engagement, leadership development, academic collaboration, professional training, and community events.
Key Initiatives
- Finalize the architectural concept and secure all necessary approvals and construction permits.
- Complete the bidding process and select the construction contractor.
- Build a multifunctional Student and Training Center designed to support learning, innovation, leadership development, conferences, workshops, and student activities.
- Create flexible spaces that can also host community events and professional training programs.
Expected Impact
- Transform the student experience through dedicated spaces for learning and collaboration.
- Strengthen student leadership, engagement, and campus life.
- Support workshops, innovation initiatives, mentoring, and professional development.
- Increase student satisfaction, retention, and enrollment.
- Expand MEU’s capacity to serve churches, organizations, and the broader community through training and events.
Funding Needed
| Initiative | Budget |
| Planning, Design, Permits & Tender Process | US$25,000 |
| Construction of the Student & Training Center | US$1,200,000 |
| Total Investment Required | US$1,225,000 |
Implementation Timeline
- 2026: Planning, design, approvals, permits, and contractor selection.
- 2027–2028: Construction and project completion.
Every contribution helps build a place where students learn, lead, serve, and transform their communities.
Public Relations
Strategic Goal 18
18. Strengthen Public Relations and recruitment toward an enrollment target of 500 students (100 Adventist, 400 non-Adventist), with balanced local and international representation
KPI: Total enrollment
Target: 250 students by Fall 2028; Increase total enrollment by 25 students for Fall 2026 (125 total, 25 SDA, 100 non-SDA); Increase total enrollment by 50 students for Fall 2027 (175 total, 35 SDA, 140 non-SDA); Increase total enrollment by 75 students for Fall 2028 (250 total, 50 SDA, 200 non-SDA)
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Purpose
To strengthen Middle East University’s public image, institutional reputation, and strategic partnerships while increasing awareness of the University’s academic programs and mission.
Key Initiatives
- Establish a Public Relations Office. (Action 18.1)
- Develop and implement a comprehensive PR strategy.
- Build partnerships with embassies, municipalities, NGOs, businesses, church entities, schools, and community organizations. (Action 18.2)
- Develop educational partnership packages. (Action 18.3)
- Organize two to three annual campus events to promote MEU and support student recruitment. (Action 18.4)
Expected Impact
- Increased public awareness and institutional visibility.
- Stronger community and stakeholder relationships.
- Enhanced institutional reputation.
- Greater support for student recruitment and enrollment growth.
Funding Needed
| Initiative | Budget |
| PR outreach and stakeholder engagement | US$4,000 |
| Educational partnership packages | US$1,000 |
| Campus awareness and recruitment events | US$5,000 |
| PR Office establishment | US$17,600 |
| Total Investment Required | US$27,600 |
Implementation Timeline
2026:
- Launch the PR Office.
- Develop and implement the PR strategy.
- Begin outreach to key stakeholders.
- Develop partnership packages.
- Plan and conduct campus awareness events.
2027:
- Expand institutional partnerships.
- Continue PR campaigns and outreach.
- Conduct annual campus events.
- Evaluate and improve PR effectiveness.
Recruitment
Strategic Goal 18
18. Strengthen Public Relations and recruitment toward an enrollment target of 500 students (100 Adventist, 400 non-Adventist), with balanced local and international representation
KPI: Total enrollment
Target: 250 students by Fall 2028; Increase total enrollment by 25 students for Fall 2026 (125 total, 25 SDA, 100 non-SDA); Increase total enrollment by 50 students for Fall 2027 (175 total, 35 SDA, 140 non-SDA); Increase total enrollment by 75 students for Fall 2028 (250 total, 50 SDA, 200 non-SDA)
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Purpose
To increase student enrollment by strengthening recruitment operations, expanding outreach, and improving engagement with prospective students.
Key Initiatives
- Expand the Recruitment Office. (Action 18.5)
- Recruit and train an additional full-time recruitment officer. (Action 18.5)
- Strengthen recruitment resources and equipment.
- Enhance local and international recruitment strategies.
- Coordinate recruitment efforts with the Marketing and PR Offices.
- Collect relevant data to improve decision making.
Expected Impact
- Increased student inquiries and applications.
- Improved applicant conversion rates.
- Growth in local and international enrollment.
- Achievement of the Fall 2027 enrollment target of 175 students.
Funding Needed
| Initiative | Budget |
| Additional Recruitment staff | US$22,000 |
| MEU owned vehicle | US$20,000 |
| Total Investment Required | US$42,000 |
Implementation Timeline
- 2028: Planning, design, approvals, permits, and contractor selection.
- 2029–2030: Construction and project completion.
Marketing
Strategic Goal 18
18. Strengthen Public Relations and recruitment toward an enrollment target of 500 students (100 Adventist, 400 non-Adventist), with balanced local and international representation
KPI: Total enrollment
Target: 250 students by Fall 2028; Increase total enrollment by 25 students for Fall 2026 (125 total, 25 SDA, 100 non-SDA); Increase total enrollment by 50 students for Fall 2027 (175 total, 35 SDA, 140 non-SDA); Increase total enrollment by 75 students for Fall 2028 (250 total, 50 SDA, 200 non-SDA)
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Purpose
To increase MEU’s visibility, strengthen its brand, and attract prospective students through effective marketing strategies and digital communication.
Key Initiatives
- Expand the Marketing Office. (Action 18.6)
- Upgrade staffing from half-time to full-time. (Action 18.6)
- Develop digital marketing campaigns.
- Strengthen branding and promotional materials.
- Equip office for quality internal production of content.
- Support recruitment through integrated marketing initiatives.
Expected Impact
- Increased brand recognition.
- Improved online engagement and visibility.
- Higher inquiry and application rates.
- Stronger support for enrollment growth.
Funding Needed
| Initiative | Budget |
| Additional staff in department | US$11,000 |
| Equipment and Studio infrastructure | US$5,500 |
| Promotional merchandise | US$2,000 |
| Total Investment Required | US$18,500 |
Implementation Timeline
2026:
- Develop the Marketing Office expansion plan.
- Upgrade the marketing position to full-time.
- Launch digital marketing campaigns.
- Produce updated promotional materials.
- Support recruitment campaigns.
2027:
- Continue digital marketing and branding initiatives.
- Evaluate campaign performance.
- Expand outreach through digital platforms.
- Support recruitment to achieve enrollment targets.
Financial Sustainability
Strategic Goal 19
19. Secure funding through land leasing, fundraising, and an endowment to support the Strategic Plan
KPI: Funding through fundraising campaign
Target: 2025-2026: Donations $225,000
2026-2027: Donations $700,000, Endowment Income $27,000
2027-2028: Donations $500,000, Endowment Income $51,000
2028-2029: Donations $1,400,000, Endowment Income $107,000KPI: Funding through land leasing
Target: 2026-2027: $100,000
2027-2028: $500,000
2028-2029: $700,000
Alumni & Donor Network
Strategic Goal 20
20. Establish a global alumni network & donor base
KPI: Active alumni chapters around the world
Target: 3 active alumni chapters by 2027, 4 by 2028, and 5 by 2029 (Lebanon,
Gulf, US, Canada, South America)
Implement a Campus Reverse Osmosis Water System
Providing Safe, reliable, and Sustainable Water for the MEU Community
Strategic Goal 21
21. Implement sustainability initiatives that reduce costs and promote environmental stewardship such as solar energy and reverse osmosis system, and eco-friendly infrastructure
KPI: Completion status of solar and reverse osmosis fundraising and installation
Target: Fundraising complete and systems installed once funded — solar ($450K) by mid-2026 onward, reverse osmosis ($80K) by mid-late 2026 onward
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Purpose
Install a campus-wide Reverse Osmosis (RO) water purification system to provide safe, high-quality drinking water while improving operational sustainability and reducing long-term costs associated with bottled water and water treatment.
Key Initiatives
- Secure funding through a targeted fundraising campaign.
- Install a campus-wide Reverse Osmosis water purification system.
- Provide clean, safe drinking water for students, faculty, staff, and campus residents.
- Improve the reliability and sustainability of the university’s water supply.
- Strengthen environmental stewardship by reducing dependence on bottled water and plastic waste.
Expected Impact
- Deliver high-quality purified drinking water across campus.
- Improve the health and well-being of the entire university community.
- Reduce recurring operational costs related to drinking water.
- Support environmental sustainability through reduced plastic consumption.
- Enhance campus infrastructure with a long-term, mission-supporting investment.
Funding Needed
| Initiative | Budget |
| Reverse Osmosis Water System | US$80,000 |
| Total Investment Required | US$80,000 |
Implementation Timeline
- Fundraising Campaign: Upon donor engagement and funding availability.
- Installation: Immediately after funding is secured.
Investing in clean water is an investment in the health, resilience, and sustainability of Middle East University.
Implement a Campus Solar Energy System
Powering MEU’s Future Through Clean and Sustainable Energy
Strategic Goal 21
21. Implement sustainability initiatives that reduce costs and promote environmental stewardship such as solar energy and reverse osmosis system, and eco-friendly infrastructure
KPI: Completion status of solar and reverse osmosis fundraising and installation
Target: Fundraising complete and systems installed once funded — solar ($450K) by mid-2026 onward, reverse osmosis ($80K) by mid-late 2026 onward
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Purpose
Develop a campus-wide solar energy system to improve energy independence, reduce operating costs, and ensure a reliable power supply that supports MEU’s educational mission and long-term financial sustainability.
Key Initiatives
- Secure funding through a dedicated fundraising campaign.
- Design and install a campus-wide solar energy system.
- Reduce dependence on Lebanon’s unstable electrical grid and costly generators.
- Lower long-term energy expenses, allowing more resources to be invested in students and academic programs.
- Promote environmental stewardship through clean, renewable energy.
Expected Impact
- Increase campus energy reliability and operational resilience.
- Significantly reduce electricity and generator fuel expenses.
- Improve financial sustainability through lower operating costs.
- Reduce the university’s environmental footprint.
- Ensure uninterrupted support for academic, residential, and administrative operations.
Funding Needed
| Initiative | Budget |
| Campus Solar Energy System | US$450,000 |
| Total Investment Required | US$450,000 |
Implementation Timeline
- Fundraising Campaign: Upon donor engagement and funding availability.
- Installation: Immediately after funding is secured.
Investing in solar energy secures MEU’s future by reducing operating costs, strengthening sustainability, and expanding resources for scholarships and student success.
Expand Residential Capacity with a New Dormitory/Hotel
Creating Space for Growth, Hospitality, and Student Success
Strategic Goal 22
22. Implement the Strategic Campus Master Plan prioritizing the following order: New Student and Training Center; New Dorm/Hotel; New Chapel/ Church; Faculty Housing
KPI: Number of Master Plan projects completing planning/permitting and construction phases on schedule
Target: All 4 projects (Center, Dorm, Chapel, Faculty Housing) planned and built in sequence, 2026-2030
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Purpose
Expand MEU’s residential capacity by developing a new dormitory/hotel facility that will accommodate more local and international students, strengthen campus life, and create new opportunities for institutional growth and financial sustainability.
Key Initiatives
- Determine the optimal location for the new residence (South Hall 3rd Floor or a new building).
- Develop the architectural concept, obtain approvals and construction permits, and complete the tendering process.
- Construct a modern residential facility designed to serve students, visiting faculty, mission groups, conference participants, and university guests.
- Increase MEU’s capacity to support enrollment growth and expand hospitality services.
Expected Impact
- Increase the university’s capacity to welcome more students from Lebanon and abroad.
- Improve the overall residential experience and student satisfaction.
- Strengthen recruitment efforts by offering high-quality campus housing.
- Create opportunities for additional revenue through lodging for visitors, conferences, and special events.
- Enhance MEU’s long-term competitiveness and financial sustainability.
Funding Needed
| Initiative | Budget |
| Planning, Design, Permits & Tender Process | US$25,000 |
| Construction of New Dormitory/Hotel | US$500,000 |
| Total Investment Required | US$525,000 |
Implementation Timeline
- 2026: Planning, design, approvals, permits, and contractor selection.
- 2027–2028: Construction and project completion.
Every room built creates new opportunities for students, strengthens our mission, and invests in MEU’s future.
Build a New Chapel/Church
A Spiritual Home for Worship, Community, and Mission
Strategic Goal 22
22. Implement the Strategic Campus Master Plan prioritizing the following order: New Student and Training Center; New Dorm/Hotel; New Chapel/ Church; Faculty Housing
KPI: Number of Master Plan projects completing planning/permitting and construction phases on schedule
Target: All 4 projects (Center, Dorm, Chapel, Faculty Housing) planned and built in sequence, 2026-2030
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Purpose
Construct a new Chapel/Church that will serve as the spiritual heart of the MEU campus, providing a dedicated space for worship, discipleship, spiritual formation, and community gatherings while reflecting the university’s Seventh-day Adventist identity and mission.
Key Initiatives
- Finalize the architectural concept and secure all necessary approvals and construction permits.
- Complete the bidding process and select the construction contractor.
- Build a modern Chapel/Church designed to serve students, faculty, staff, alumni, and the surrounding community.
- Create a welcoming venue for worship services, weeks of prayer, concerts, graduations, mission programs, and other spiritual and community events.
Expected Impact
- Strengthen MEU’s spiritual identity as a faith-based university.
- Provide a permanent home for worship, prayer, and spiritual growth.
- Support student discipleship and campus ministry throughout the academic year.
- Enhance community outreach through spiritual and cultural events.
- Create an iconic campus landmark that reflects MEU’s mission and values.
Funding Needed
| Initiative | Budget |
| Planning, Design, Permits & Tender Process | US$25,000 |
| Construction of New Chapel/Church | US$1,000,000 |
| Total Investment Required | US$1,025,000 |
Implementation Timeline
- 2027: Planning, design, approvals, permits, and contractor selection.
- 2028–2029: Construction and project completion.
A dedicated Chapel will strengthen spiritual life, foster community, and reflect MEU’s commitment to faith-based education
Develop Faculty Housing
Attracting and Retaining Outstanding Faculty Through Quality Campus Housing
Strategic Goal 22
22. Implement the Strategic Campus Master Plan prioritizing the following order: New Student and Training Center; New Dorm/Hotel; New Chapel/ Church; Faculty Housing
KPI: Number of Master Plan projects completing planning/permitting and construction phases on schedule
Target: All 4 projects (Center, Dorm, Chapel, Faculty Housing) planned and built in sequence, 2026-2030
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Purpose
Develop modern faculty housing to attract and retain highly qualified professors and staff, strengthen academic excellence, and foster a vibrant campus community where faculty can live, mentor, and engage more closely with students.
Key Initiatives
- Identify the best location for the new faculty housing development.
- Prepare the architectural concept, obtain approvals and construction permits, and complete the tendering process.
- Construct high-quality residential units designed to accommodate faculty and their families.
- Create a welcoming living environment that promotes collaboration, mentorship, and long-term institutional commitment.
Expected Impact
- Improve faculty recruitment in a competitive regional environment.
- Increase long-term faculty retention and institutional stability.
- Strengthen mentoring relationships between faculty and students.
- Foster a stronger campus community through greater faculty presence on campus.
- Support MEU’s long-term academic excellence and mission.
Funding Needed
| Initiative | Budget |
| Planning, Design, Permits & Tender Process | US$25,000 |
| Construction of Faculty Housing | US$500,000 |
| Total Investment Required | US$525,000 |
Implementation Timeline
- 2028: Planning, design, approvals, permits, and contractor selection.
- 2029–2030: Construction and project completion.
Investing in faculty housing is an investment in academic excellence, student success, and MEU’s future.
Laboratory Upgrades
Strategic Goal 23
23. Upgrading labs by rotation one per year
Develop Income-Generating Enterprises
Building Financial Sustainability Through Mission-Driven Business Initiatives
Strategic Goal 24
24. Develop income-generating enterprises such as the Vegetarian/Plant Based Café and additional revenue ventures to enhance MEU’s financial sustainability
KPI: Number of revenue-generating ventures launched and operational
Target: MEU Store, Farm utilization, and vegetarian food import launched in 2026; Café converted with dining live 2026, delivery 2027, catering 2028
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Purpose
Create sustainable sources of revenue that reduce MEU’s dependence on tuition while strengthening the University’s mission, student experience, and community engagement.
Key Initiatives
- MEU Store offering university merchandise, school supplies, and snacks, creating employment opportunities for students.
- Campus Farm Development to supply fresh produce for the cafeteria and campus residents while generating income and practical work opportunities.
- Vegetarian Food Distribution by importing and selling Adventist Health Education Foundation (AHEF) products, promoting healthy living while creating an additional revenue stream.
- Transformation of the MEU Cafeteria into a Vegetarian & Plant-Based Café, expanding services in three phases: On-campus dining, food delivery, catering services for the university and the wider community.
Expected Impact
- Diversify MEU’s income beyond tuition.
- Strengthen the University’s long-term financial sustainability.
- Promote the Adventist health message through healthy food initiatives.
- Increase community engagement and visibility.
- Create practical employment and entrepreneurship opportunities for students.
- Support future growth with recurring, self-sustaining revenue streams.
Funding Needed
| Initiative | Budget |
| MEU Store | US$10,000 |
| Agricultural Production and Education Center | US$52,000 |
| AHEF Vegetarian Food Import & Distribution | US$20,000 |
| Vegetarian & Plant-Based Café | US$30,000 |
| Total Investment Required | US$112,000 |
Implementation Timeline
- 2026: MEU Store, Agriculture Development, Food Import, Café Dining.
- 2027: Café Delivery Services.
- 2028: Café Catering Services.
Every dollar invested in these initiatives helps create self-sustaining revenue sources that will support scholarships, improve student services, strengthen MEU’s financial resilience, and advance its mission of promoting whole-person health and education.
Scholarship Offering
Strategic Goal 25
25. Activate an immediate recruitment action plan targeting our two Adventist feeder schools based on a generous scholarship offering and a menu of unique degree offerings
Be the bridge for life change
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If you have any questions, please email Dr. Carlos Biaggi or call +961.71.189650 or +1.240.428.4270.