1. WHERE ARE WE HEADED?

2. “ ” "EVEN THE LONGEST JOURNEY MUST BEGIN WHERE YOU STAND.“ LAO-TZU A JOURNEY TO DISTINCTION

3. STRATEGIC DIRECTION Journey to Distinction 3 November 2014  After nearly a year of intense focus and reflection on what was, is, and could be, Concord University (CU) outlined a bold new strategic direction.  The Concord community adopted aspirations for the university to move beyond where we are to new heights in its 2014 – 2019 Strategic Plan.  CU aligned strategies to revitalize, invigorate, and reinvent itself while remaining true to its liberal arts core and mission.  The CU Board of Governors established strategic priorities for FY 2015  CU launched the next leg of its journey  The “Journey to Distinction” has begun here…

4. OUR JOURNEY TO DISTINCTION Recognized Imperatives Strategic Growth (Profitable, immediate and accretive enrollment growth) and Development Enhance CU value proposition as a career-focused, student-centered, liberal arts university Build contemporary infrastructure (Facilities, grounds, technology) to support programs Expand access to marketable, robust, relevant, and learner-centered programs and services Build strong brand and image as a great place to learn, work, and serve Achieve financial self-sufficiency (Manage cost to revenues, develop new revenue sources, and increase philanthropic receipts.) Continuous and ongoing improvement in accountability for performance and outcomes November 2014

5. STRATEGIC FOCUS AND FY 2015 PRIORITIES VALUE PROPOSITION FUNDRAISING ENROLLMENT

6. OUR STRATEGIC PATHWAY TO THE FUTURE Where we are now Point of Origin SWOT Analysis Increased Competition Alignment Strategic Direction Compact Mission-centered Programs Liberal Arts Core Resources Urgency Strategic Imperatives Data-informed Changing Expectations Career-focused Student- centered Operational Process Key Strategic Initiatives Multi-disciplinary Action Teams Taskforces for execution Expected Outcomes Transformative Strategic Goals and Objectives Accountability for results Rewards Metrics – Benchmark and Aspirational Milestones Where we are going To Distinction and Beyond

7. STRATEGIC PRIORITIES, INITIATIVES AND GOALS December 2014 Key Priorities for FY 2015 Strategic Initiatives and Strategy Leader Strategic Operational Goal Increase ENROLLMENTAdmissions Ms. Jacqueline L. Nottingham To increase admissions (including transfers) to 600 in 15/16 plus 50 annually to achieve 750 by end of FY 2019 Retention Dr. Marjie Flanigan To improve retention by one percentage point annually from 64.5% to achieve > 68.4% retention by the end of FY 2019 Expand FUNDRAISINGCharitable Giving Ms. Sarah Turner To increase annual giving by $1M in FY 2015 and achieve $20 M cumulative giving (2015-19) by end of FY 2019 Enhance the VALUE PROPOSITION Value Creation Dr. Peter Viscusi To be recognized as a career-focused, liberal arts university of distinction

8. Initiative Academic Affairs Student Affairs Admin Business & Finance Human Resources TechnologyEnrollmentAdvancementAthletics AdmissionsLEAD Retention LEAD Fundraising LEAD Value Proposition LEAD CASCADING RESPONSIBILITY Teams will identify contributions needed from each division to reach strategic goals.

9. Initiative Academic Affairs Student Affairs Admin Business & Finance Human Resources TechnologyEnrollmentAdvancementAthletics Admissions << < < < < v > > Retention v Fundraising v Value Proposition v CASCADING RESPONSIBILITY - ADMISSIONS What will be your contributions to the success of this strategic initiative?

10. Initiative Academic Affairs Student AffairsAdmin Business & Finance Human Resources TechnologyEnrollmentAdvancementAthletics Admissions ^ Retention < ^ v >> >> > >> Fundraising v Value Proposition v CASCADING RESPONSIBILITY - RETENTION What will be your contributions to the success of this strategic initiative?

11. Initiative Academic Affairs Student Affairs Admin Business & Finance Human Resources TechnologyEnrollmentAdvancementAthletics Admissions ^ Retention ^ Fundraising <<<<<< < ^ v > Value Proposition v CASCADING RESPONSIBILITY - FUNDRAISING What will be your contributions to the success of this strategic initiative?

12. Initiative Academic Affairs Student Affairs Admin Business & Finance Human Resources TechnologyEnrollmentAdvancementAthletics Admissions ^ Retention ^ Fundraising ^ Value Proposition ^ > > > > > > > > CASCADING RESPONSIBILITY – VALUE PROPOSITION What will be your contributions to the success of this strategic initiative?

13. CROSS-FUNCTIONAL ACTION TEAMS PriorityAction TeamTeam LeaderCabinet/DivisionCU Community EnrollmentAdmissions J. Nottingham P. Viscusi C. Elliot Division Chair Staff Student EnrollmentRetention M. Flanigan R. Dillon C. Barnes Division Chair Staff Student FundraisingCharitable Giving S. Turner C. Becker K. Garrett Division Chair Staff Student Value Proposition Value Creation P. Viscusi D. Fitzpatrick S. Williams Division Chair Staff Student Tentative Assignments

14. STRATEGY SUMMARY 2014 - 2015 2015 Key Priorities Initiatives & Leader Strategic GoalsSelect Provisional Tactics and Actions Provisional Metrics Enrollment Admissions Jacqueline L. Nottingham To increase admissions (including transfers) to 600 in 2015-16 plus 50 annually to achieve 750 by end of FY 2019 Build strategic partnerships Core courses alignment Barrier-free pathways Develop new markets # increase in admissions # increase international admissions % change in Market Share Enrollment Retention Marjie Flanigan To improve retention by one percentage point annually to achieve > 68.4% retention by the end of FY 2019 Cascade retention goals Stakeholders help process design ID and address pain points Retention committee Focus groups % change in retention for first time students Fundraising Charitable Giving Sarah Turner To increase annual giving by $1M in FY 2015 and achieve $20 M cumulative giving (2015- 19) by end of FY 2019 Develop annual giving Expand grants and aid Plan Capital Campaign % of faculty and staff giving $ change in annual giving % change in annual giving Value Proposition Value Creation Peter Viscusi To be recognized as a career- focused, liberal arts university of distinction Pathway partnerships / linkages Strategic program alignment Core course alignment Link with successful alums Link Degrees to Careers Plan Career Center ID Career Center Model # strategic partnerships and alliances # degrees mapped to careers %change graduation rates

15. PROGRESS AND OUTCOME REVIEW STRATEGIC INITIATIVE: GOAL: STRATEGY LEADER: Journey to Distinction 15 November 2014 Tactical Action(s)2015 Target2015 ActualStatus of Progress Toward Strategic Goal Action Teams are charged with the responsibility for identifying and recommending appropriate metrics for each Strategic Initiative, collecting and analyzing data, and reporting outcomes not less than once each semester during the academic year.

16. WHERE ARE WE HEADED?

17. “ ” The future is not a result of choices among alternative paths offered by the present, but a place that is created-- created first in the mind and will, created next in activity. The future is not some place we are going to, but one we are creating. The paths are not to be found, but made, and the activity of making them, changes both the maker and the destination. John Schaar, futurist THE FUTURE IS OURS TO MAKE

18. BEYOND DISTINCTION