DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. Strategic Plan Draft October 1, 2008 Fall ’08/Spring ’09 Undergoing significant revision and expansion.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. Goals Advance innovative and responsible business practice through business research and research-based teaching. Be among the best undergraduate schools, recognized for academic excellence and overall quality of student experience. Be among the best MBA entrepreneurship and real estate programs in the country. Strengthen relationships with alumni, corporate partners, and the state of Colorado. Be financially self-sufficient.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. Strategic Priorities In order to achieve these goals there are seven strategic priorities: 1.Excellence in research that challenges, extends, and applies current business knowledge. 2.Excellence in a research-based innovative learning environment. 3.Reduce class size, increase support services, and increase innovation in the undergraduate curriculum. 4.Revise MBA curriculum and focus MBA on entrepreneurship and real estate. 5.Internationalize the student and faculty experience. 6.Engage alumni and corporate partners in the life of the school and reach out to the state of Colorado. 7.Increase the resource base of the school to fund the initiatives in the strategic plan. (Executive Education and Evening MBA opportunity)

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (1) PRIORITIES Excellence in Research We must increase the size of the faculty, especially in areas of focus, to provide a critical mass for research. We must agree on areas of focus and hire into these areas. We must raise funding for endowed chairs and professorships to attract and retain top scholars. Review PhD program. Align Centers with research initiatives. Establish publication series to make faculty research available to management community. Encourage and support obtaining external grant funding.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (1) PRIORITIES Excellence in Research Metrics Net additions to faculty. Agreement on areas of focus. Number of endowed chairs and professorships. 5 endowed chairs at $5 million ($25 million). PhD revision report and quality of new students and quality of placements. Report from Center academic Directors. Publication series established. Funds dedicated to obtaining grants and grants and dollars received.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (2) INNOVATIVE LEARNING ENVIRONMENT We must increase the size of the faculty to decrease class size to that of peers. We must raise funding for Term Professorships that reward excellence in teaching. We must raise funds to support innovation in curriculum content and delivery.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (2) INNOVATIVE LEARNING ENVIRONMENT Metrics Net additions to faculty Number of Term Professorships Funds raised for curriculum development

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (3) ENHANCE UNDERGRADUATE PROGRAM We must increase the size of the faculty to decrease class size to that of peers. Increase quality of teaching through faculty orientation, co-ordination of curriculum, aligning incentives for teaching with performance, invest in upgrading teaching skills. Increase student diversity. Establish Leadership Institute for undergraduates. Expand certificate programs. Control quality and size of admissions and retention of students. Increase financial aid to attract best students and to increase accessibility. Significantly increase support services in advising and career center. Increase participation of executives in program.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (3) ENHANCE UNDERGRADUATE PROGRAM Metrics Net additions to faculty. Student satisfaction with teaching and peer assessments. Range of student backgrounds. Funding raised for Leadership Institute. Number of certificate programs and enrollment. Control of admissions and retention standards. Number and value of scholarships. Net additions to advising and Career Center staff. Number of executives participating in class.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (4) ENHANCE THE MBA PROGRAM We must increase the size of the faculty to support the MBA, Executive MBA, and Part-Time MBA programs. We must decide on a focus for the MBA program. We must revise the MBA curriculum to support the focus of the program. Increase financial aid to attract best students and to increase accessibility. Establish Leadership Institute for MBAs. Increase support staff in Career Center. Increase participation of executives in program. Increase number of recruiters and recruiter satisfaction with students.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (4) ENHANCE THE MBA PROGRAM Metrics Net additions to faculty. Faculty adopt focus and revised curriculum. Number and value of scholarships. Funding raised for Leadership Institute Net additions to Career Center staff. Number of executives participating in class. Number of recruiters and recruiter satisfaction.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (5) INTERNATIONALIZE THE EDUCATIONAL EXPERIENCE Increase international content of curriculum. Increase number of students studying abroad. Increase number of in-depth exchange programs. Develop joint undergraduate degree program with international partners. Increase faculty international experience. Increase international executive education clients. Increase services to international alumni.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (5) INTERNATIONALIZE THE EDUCATIONAL EXPERIENCE Metrics Increased student satisfaction with international content. Number of students studying abroad. Number of in-depth exchange partnerships. Establishment of joint-degree program. Number of faculty with meaningful international experience. Number of international executive clients and dollars from programs. Satisfaction with Alumni offerings.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (6) ENHANCE ALUMNI, CORPORATE AND STATE RELATIONSHIPS Increase outreach to alumni through alumni s, events, and visits to alumni by administration, professional staff, and faculty. Offer career services to alumni. Integrate Relationship Management Software with all outreach activities. Establish corporate outreach program and identify corporate liaisons. Periodic surveys of alumni and corporate partners to monitor relationships. Increase geographic outreach to inform citizens about Leeds School.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (6) ENHANCE ALUMNI, CORPORATE AND STATE RELATIONSHIPS Metrics Number of alumni contacts. Annual giving from alumni. Use of RMS system. Number of corporate visits. Number of executives participating in programs and boards. Alumni, recruiter, and corporate satisfaction. Number of presentations and alumni events around state.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (7) INCREASE RESOURCE BASE Renegotiate financial model with University. Restructure all Masters programs as revenue generating programs. Increase enrollment in revenue generating programs. Centers will generate revenue from corporate memberships. BRD will increase grants and consulting revenue. Increase annual giving and large gifts.

DRAFTFall ’08 / Spring ’09 Undergoing significant revision and expansion. (7) INCREASE RESOURCE BASE Metrics Increase in tuition revenue retained. Masters program status changed. Increased revenue from graduate programs. Increase revenues in Centers. Increased BRD revenue. Increased alumni giving.