October 18, 2010
EXCELLENCE
OUR FOCUS, OUR FUTURE:
THE PATH TO
Positioning & Reputation Management
TODAY’S AGENDA
Recommit to our mission, vision and values
Celebrate our successes
Critique the current state of the Univer...
MISSION
As the higher ed landscape continues to change, we
must grow and create the future we desire.We must
prepare to ev...
OUR MISSION
TRANSFORMING LIVES
THROUGH HIGHER EDUCATION
OUR VISION
TRANSFORMING LIVES
FOR THE COMMON GOOD
OUR VALUES
The strategic plan will allow us to:
Strengthen our reputation
Improve our long-term sustainability
Define private higher ...
OUR PROGRESS
Think of how far we’ve come in just
4short years.
OUR PROGRESS
We’ve already made great strides...
Renewed fiscal stewardship
Reinvestment in mission
Strategic enrollment m...
OUR PROGRESS
And we’ve seen results...
Exceeded enrollment goals
Sharpened academic profile
Successful capital campaign
Fo...
WE’VE EXPERIENCED MUCH
SUCCESS, BUT ARE STILL
FRAGILE.
Turnaround contains a set of measures used
to test fragility at colleges and universities.
It provides a list of fragility...
SUCCESSES
MEASURE 1:
Average tuition increase greater
than 8% for five years
7% 5%
YESTERDAY TODAY
MEASURE 2:
Short-term bridge financing required
in the final quarter of each fiscal year
YES NO
TODAYYESTERDAY
MEASURE 3:
The institution suffers from
accreditation issues
YES NO
TODAYYESTERDAY
CHALLENGES
MEASURE 1:
Tuition dependency more than 85%
TODAY
71% 90%
YESTERDAY
MEASURE 2:
Fewer than 20% of alumni give annually
TODAY
27% 15%
YESTERDAY
MEASURE 3:
The majority of faculty do not hold
terminal degrees
YESTERDAY TODAY
69% 68%
We cannot settle for the status quo and
expect to withstand the challenges of:
Tuition dependency
Endowment and investment...
THE BOTTOM LINE:
WE MUST MAINTAIN
OUR MOMENTUM TO
CREATE OUR FUTURE.
Institutions like us have struggled.
“The loss of a college like Dana is a grim
event for higher education. Its closing
vaporizes the educational plans of hund...
Click here to watch video (opens in new window) >>
“The college tried blindly to extend its
mission beyond education to social reform.
But there were too many new programs a...
Click here to watch video (opens in new window) >>
But many like us are flourishing, too.
“The impressive size of our incoming
class is a direct result of our community’s
extraordinary efforts. Staff and faculty
...
Click here to watch video (opens in new window) >>
“It’s an exercise in determining what
business we’re in and refocusing our
mission—getting out of the rat race that
everyb...
Click here to watch video (opens in new window) >>
“Elon was named to the 2010 list of ‘Great
Colleges to Work For,’ honoring institutions for
best practices and policies, s...
Click here to watch video (opens in new window) >>
OTHERS HAVE SUCCEEDED.
We will meet the potential of our positioning
and improve our reputation.
(But we need your help.)
...
GROW TO BE 5,000
STUDENTS STRONG.
WE WILL
“Capital becomes largest
private liberal arts
school in the area.”
—Columbus Dispatch, May 2, 2015
“Enrollment surges at
C...
BECOME KNOWN FOR
OUR GRADUATE SCHOOL.
WE WILL
“New research launched by
Capital grad students could
change the face of medicine.”
—Science, October 2016
“Competition fo...
DRAMATICALLY OVERHAUL
OUR INFRASTRUCTURE.
WE WILL
“New construction
dramatically expands local
university’s offer.”
—10TV, March 20, 2012
“Capital improvements
position uni...
MAKE OUR CURRICULUM
MORE RIGOROUS.
WE WILL
“Capital University topped
the list of institutions who
grade the most competitively.”
—US News and World Report, Septembe...
EXPAND OUR IMPACT
ACROSS THE GLOBE.
WE WILL
“Clean Water—Students and
Faculty Sustain Public Health
Impact in Africa.”
—New York Times, November 8, 2015
“Bexley to Ba...
CREATIVE
But to do all these things,
we need a board that’s:
ENTHUSIASTIC
COMMITTED
SUPPORTIVE
INFORMED
NOW, TIME FOR SOME
HOMEWORK.
Leadership takes vision. So today
we ask you to look ahead.
Your task:
1. Grab a booklet
2.Th...
With your support, we can continue
to build momentum and realize the
vision of our strategic plan.
NOW IS THE TIME TO BUIL...
Capital University Board of Trustees
Capital University Board of Trustees
Capital University Board of Trustees
Capital University Board of Trustees
Capital University Board of Trustees
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  • A declaration about the purpose of the institution.
  • A declaration about the purpose of the institution.
  • The long-term goal that will reposition the institution.
  • The long-term goal that will reposition the institution.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.
  • The foundation that drives our actions and behavior.






































































































  • Capital University will increase enrollment to 5000 students by recruiting more: a) tradition-age undergraduates, b) adult students interested in obtaining baccalaureate degrees, licensure or certification, and c) students desiring to complete rigorous graduate programs. Enrollment 5000 will be reached both by increasing recruitment efforts and improving retention and graduation rates. An effect of Enrollment 5000 will be the need for additional campus residences.
  • Capital University will increase enrollment to 5000 students by recruiting more: a) tradition-age undergraduates, b) adult students interested in obtaining baccalaureate degrees, licensure or certification, and c) students desiring to complete rigorous graduate programs. Enrollment 5000 will be reached both by increasing recruitment efforts and improving retention and graduation rates. An effect of Enrollment 5000 will be the need for additional campus residences.
  • Capital University will increase enrollment to 5000 students by recruiting more: a) tradition-age undergraduates, b) adult students interested in obtaining baccalaureate degrees, licensure or certification, and c) students desiring to complete rigorous graduate programs. Enrollment 5000 will be reached both by increasing recruitment efforts and improving retention and graduation rates. An effect of Enrollment 5000 will be the need for additional campus residences.
  • Capital University will increase enrollment to 5000 students by recruiting more: a) tradition-age undergraduates, b) adult students interested in obtaining baccalaureate degrees, licensure or certification, and c) students desiring to complete rigorous graduate programs. Enrollment 5000 will be reached both by increasing recruitment efforts and improving retention and graduation rates. An effect of Enrollment 5000 will be the need for additional campus residences.
  • Capital University will increase enrollment to 5000 students by recruiting more: a) tradition-age undergraduates, b) adult students interested in obtaining baccalaureate degrees, licensure or certification, and c) students desiring to complete rigorous graduate programs. Enrollment 5000 will be reached both by increasing recruitment efforts and improving retention and graduation rates. An effect of Enrollment 5000 will be the need for additional campus residences.
  • Capital University’s graduate programs will be distinguished by their reputation for excellence and by their emphasis on ethical practice, service and leadership. Graduate programs, wherever possible, will seek opportunities for interdisciplinary study, active discovery and scholarship.
  • Capital University’s graduate programs will be distinguished by their reputation for excellence and by their emphasis on ethical practice, service and leadership. Graduate programs, wherever possible, will seek opportunities for interdisciplinary study, active discovery and scholarship.
  • Capital University’s graduate programs will be distinguished by their reputation for excellence and by their emphasis on ethical practice, service and leadership. Graduate programs, wherever possible, will seek opportunities for interdisciplinary study, active discovery and scholarship.
  • Capital University’s graduate programs will be distinguished by their reputation for excellence and by their emphasis on ethical practice, service and leadership. Graduate programs, wherever possible, will seek opportunities for interdisciplinary study, active discovery and scholarship.
  • Capital University’s graduate programs will be distinguished by their reputation for excellence and by their emphasis on ethical practice, service and leadership. Graduate programs, wherever possible, will seek opportunities for interdisciplinary study, active discovery and scholarship.
  • Project 1: Capital University will erect a new arts building devoted to music, communication and theatre, which will be technologically rich and have ample space for programs in radio/television, music technology, theatre and media studies. The new four-story building on the current site of Loy Gymnasium will have two floors devoted to music, television, and radio studios and performance spaces. Two upper floors will provide additional classroom and meeting space. Project 2: Capital will create a new science complex by erecting new wet-labs onto a wing attached to Battelle Hall and by rehabilitating and remodeling existing classrooms, laboratories and offices in Battelle Hall.
  • Project 1: Capital University will erect a new arts building devoted to music, communication and theatre, which will be technologically rich and have ample space for programs in radio/television, music technology, theatre and media studies. The new four-story building on the current site of Loy Gymnasium will have two floors devoted to music, television, and radio studios and performance spaces. Two upper floors will provide additional classroom and meeting space. Project 2: Capital will create a new science complex by erecting new wet-labs onto a wing attached to Battelle Hall and by rehabilitating and remodeling existing classrooms, laboratories and offices in Battelle Hall.





  • Capital University will commit to a rigorous curriculum, one that upholds the principles of liberal education by its insistence on excellence – on increasing expectations for students and faculty and staff. A Capital education will be distinctive by its balance of the liberal arts and professional studies, by its holistic approach to pre-professional studies, and by its belief that active discovery, civic engagement, and leadership are integral to education. Each Capital undergraduate will complete an undergraduate thesis.
  • Capital University will commit to a rigorous curriculum, one that upholds the principles of liberal education by its insistence on excellence – on increasing expectations for students and faculty and staff. A Capital education will be distinctive by its balance of the liberal arts and professional studies, by its holistic approach to pre-professional studies, and by its belief that active discovery, civic engagement, and leadership are integral to education. Each Capital undergraduate will complete an undergraduate thesis.
  • Capital University will commit to a rigorous curriculum, one that upholds the principles of liberal education by its insistence on excellence – on increasing expectations for students and faculty and staff. A Capital education will be distinctive by its balance of the liberal arts and professional studies, by its holistic approach to pre-professional studies, and by its belief that active discovery, civic engagement, and leadership are integral to education. Each Capital undergraduate will complete an undergraduate thesis.
  • Project 1: Capital University will erect a new arts building devoted to music, communication and theatre, which will be technologically rich and have ample space for programs in radio/television, music technology, theatre and media studies. The new four-story building on the current site of Loy Gymnasium will have two floors devoted to music, television, and radio studios and performance spaces. Two upper floors will provide additional classroom and meeting space. Project 2: Capital will create a new science complex by erecting new wet-labs onto a wing attached to Battelle Hall and by rehabilitating and remodeling existing classrooms, laboratories and offices in Battelle Hall.
  • Project 1: Capital University will erect a new arts building devoted to music, communication and theatre, which will be technologically rich and have ample space for programs in radio/television, music technology, theatre and media studies. The new four-story building on the current site of Loy Gymnasium will have two floors devoted to music, television, and radio studios and performance spaces. Two upper floors will provide additional classroom and meeting space. Project 2: Capital will create a new science complex by erecting new wet-labs onto a wing attached to Battelle Hall and by rehabilitating and remodeling existing classrooms, laboratories and offices in Battelle Hall.
  • Capital University will commit to a rigorous curriculum, one that upholds the principles of liberal education by its insistence on excellence – on increasing expectations for students and faculty and staff. A Capital education will be distinctive by its balance of the liberal arts and professional studies, by its holistic approach to pre-professional studies, and by its belief that active discovery, civic engagement, and leadership are integral to education. Each Capital undergraduate will complete an undergraduate thesis.
  • Capital University will commit to a rigorous curriculum, one that upholds the principles of liberal education by its insistence on excellence – on increasing expectations for students and faculty and staff. A Capital education will be distinctive by its balance of the liberal arts and professional studies, by its holistic approach to pre-professional studies, and by its belief that active discovery, civic engagement, and leadership are integral to education. Each Capital undergraduate will complete an undergraduate thesis.
  • Capital University will commit to a rigorous curriculum, one that upholds the principles of liberal education by its insistence on excellence – on increasing expectations for students and faculty and staff. A Capital education will be distinctive by its balance of the liberal arts and professional studies, by its holistic approach to pre-professional studies, and by its belief that active discovery, civic engagement, and leadership are integral to education. Each Capital undergraduate will complete an undergraduate thesis.















  • With your support we can continue to build momentum and realize the vision of our strategic plan.

  • With your support we can continue to build momentum and realize the vision of our strategic plan.

  • With your support we can continue to build momentum and realize the vision of our strategic plan.
  • Capital University Board of Trustees

    1. 1. October 18, 2010 EXCELLENCE OUR FOCUS, OUR FUTURE: THE PATH TO Positioning & Reputation Management
    2. 2. TODAY’S AGENDA Recommit to our mission, vision and values Celebrate our successes Critique the current state of the University Champion our strategic directions and goals Questions (And get excited about where we’re headed.)
    3. 3. MISSION As the higher ed landscape continues to change, we must grow and create the future we desire.We must prepare to evolve in an ever-changing industry. The 2009–2014 strategic plan was created to identify a clear long-term plan for continued growth and sustainability driven by our: VISION VALUES
    4. 4. OUR MISSION TRANSFORMING LIVES THROUGH HIGHER EDUCATION
    5. 5. OUR VISION TRANSFORMING LIVES FOR THE COMMON GOOD
    6. 6. OUR VALUES
    7. 7. The strategic plan will allow us to: Strengthen our reputation Improve our long-term sustainability Define private higher education in Central Ohio AND CREATE OUR FUTURE AS A LEADING INSTITUTION OF LIBERAL EDUCATION. A LEADING INSTITUTION
    8. 8. OUR PROGRESS Think of how far we’ve come in just 4short years.
    9. 9. OUR PROGRESS We’ve already made great strides... Renewed fiscal stewardship Reinvestment in mission Strategic enrollment management Unified College Branding and strategic planning
    10. 10. OUR PROGRESS And we’ve seen results... Exceeded enrollment goals Sharpened academic profile Successful capital campaign Focus on retention Improved financial stability Leadership Infrastructure updated and campus beautified
    11. 11. WE’VE EXPERIENCED MUCH SUCCESS, BUT ARE STILL FRAGILE.
    12. 12. Turnaround contains a set of measures used to test fragility at colleges and universities. It provides a list of fragility measures that indicate vulnerable institutions. It uses data to determine when institutions stray from founding vision. It gives an objective benchmark to measure the health of a university. HOW WE MEASURE UP
    13. 13. SUCCESSES
    14. 14. MEASURE 1: Average tuition increase greater than 8% for five years 7% 5% YESTERDAY TODAY
    15. 15. MEASURE 2: Short-term bridge financing required in the final quarter of each fiscal year YES NO TODAYYESTERDAY
    16. 16. MEASURE 3: The institution suffers from accreditation issues YES NO TODAYYESTERDAY
    17. 17. CHALLENGES
    18. 18. MEASURE 1: Tuition dependency more than 85% TODAY 71% 90% YESTERDAY
    19. 19. MEASURE 2: Fewer than 20% of alumni give annually TODAY 27% 15% YESTERDAY
    20. 20. MEASURE 3: The majority of faculty do not hold terminal degrees YESTERDAY TODAY 69% 68%
    21. 21. We cannot settle for the status quo and expect to withstand the challenges of: Tuition dependency Endowment and investment performance Donor fatigue Disproportionate spending ratios Declining graduate enrollment Instructional cost weakness Growing competition Shifting demographics
    22. 22. THE BOTTOM LINE: WE MUST MAINTAIN OUR MOMENTUM TO CREATE OUR FUTURE.
    23. 23. Institutions like us have struggled.
    24. 24. “The loss of a college like Dana is a grim event for higher education. Its closing vaporizes the educational plans of hundreds of students. It blocks the careers of dozens, if not hundreds, of faculty and staff members. And it eliminates a source of intellectual energy and renewal in rural America. Justifiably, we can say that it is tragic.” —David Evans, Buena Vista University
    25. 25. Click here to watch video (opens in new window) >>
    26. 26. “The college tried blindly to extend its mission beyond education to social reform. But there were too many new programs and too little cash reserved to deal with the inevitable growing pains.” —New York Times
    27. 27. Click here to watch video (opens in new window) >>
    28. 28. But many like us are flourishing, too.
    29. 29. “The impressive size of our incoming class is a direct result of our community’s extraordinary efforts. Staff and faculty will work together to offer our new freshmen, and returning students, the best possible undergraduate experience.” —Levester Johnson,VP for Student Affairs
    30. 30. Click here to watch video (opens in new window) >>
    31. 31. “It’s an exercise in determining what business we’re in and refocusing our mission—getting out of the rat race that everybody else is in. The Ivy League institutions will be fine because they have their niche. It’s the rest of the schools that are hoping to survive that need to adopt marketing to be stronger later.” —Thomas Hayes, Xavier University
    32. 32. Click here to watch video (opens in new window) >>
    33. 33. “Elon was named to the 2010 list of ‘Great Colleges to Work For,’ honoring institutions for best practices and policies, such as teaching environment, respect and appreciation, and confidence in senior leadership.” —The Chronicle of Higher Education
    34. 34. Click here to watch video (opens in new window) >>
    35. 35. OTHERS HAVE SUCCEEDED. We will meet the potential of our positioning and improve our reputation. (But we need your help.) WE WILL TOO.
    36. 36. GROW TO BE 5,000 STUDENTS STRONG. WE WILL
    37. 37. “Capital becomes largest private liberal arts school in the area.” —Columbus Dispatch, May 2, 2015 “Enrollment surges at Capital University.” —Chronicle for Higher Education, May 15, 2020 “Student Recruitment 101: How to draw students in the 21st century.” —Wall Street Journal, April 14, 2018
    38. 38. BECOME KNOWN FOR OUR GRADUATE SCHOOL. WE WILL
    39. 39. “New research launched by Capital grad students could change the face of medicine.” —Science, October 2016 “Competition for advanced degrees off the charts at Capital University.” —Chronicle of Higher Education, January 2017 “Thesis explores the relationship between cultural traditions and performing arts.” —New York Times, February 17, 2020
    40. 40. DRAMATICALLY OVERHAUL OUR INFRASTRUCTURE. WE WILL
    41. 41. “New construction dramatically expands local university’s offer.” —10TV, March 20, 2012 “Capital improvements position university as a leader in science, arts.” —Cleveland Plain Dealer, August 2, 2015 “The classroom, redefined.” —Chronicle for Higher Education, December 2017
    42. 42. MAKE OUR CURRICULUM MORE RIGOROUS. WE WILL
    43. 43. “Capital University topped the list of institutions who grade the most competitively.” —US News and World Report, September 2014 “‘Easy A’ nonexistent under challenging new university policy.” —Columbus Dispatch, April 22, 2017 “Put Through the Paces: One university’s attempt to better prepare students for the real world.” —NPR, October 5, 2018
    44. 44. EXPAND OUR IMPACT ACROSS THE GLOBE. WE WILL
    45. 45. “Clean Water—Students and Faculty Sustain Public Health Impact in Africa.” —New York Times, November 8, 2015 “Bexley to Bangkok: Students examine cultural differences to better understand international business.” —Fast Company, March 2019 “New research revolutionizes health practices in Central America.” —American Journal of Nursing, July 2020
    46. 46. CREATIVE But to do all these things, we need a board that’s: ENTHUSIASTIC COMMITTED SUPPORTIVE INFORMED
    47. 47. NOW, TIME FOR SOME HOMEWORK. Leadership takes vision. So today we ask you to look ahead. Your task: 1. Grab a booklet 2.Think ahead 3.Write a headline (We’ll review answers at the February board meeting.)
    48. 48. With your support, we can continue to build momentum and realize the vision of our strategic plan. NOW IS THE TIME TO BUILD OUR PATH TO EXCELLENCE.

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