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黑料不打烊 Strategic Plan

2025-2028

From The Office of The President official header with seal

Dear 黑料不打烊 Community,

Welcome to the 黑料不打烊 Strategic Plan 2025-2028.

Strategies like this are important to inform the entire community of the context within which our university is operating and how we intend to meet our mission. Whether you are a current or prospective student or parent, an alumnus, a donor, or a member of faculty and staff, you will find this Plan an unvarnished look at the environment we face and practical goals to ensure mission success.

This Plan is developed at a unique time in 黑料不打烊鈥檚 206-year history. Multiple factors are challenging the status quo across the academic community.

  • Costs to maintain a competitive four-year campus-based program have risen significantly and many small colleges, especially in New England have closed.
  • Demographics point to declining college age populations and challenges to enrollment goals.
  • Prospective students and their parents are seeking value from their investment in higher education and colleges are being challenged to offer relevant programs.
  • Federal government cost cutting measures and restructuring are creating a new regulatory environment and uncertainty in federal grants and other federal funding streams.

Given this context, the goals set forth in this Plan will guide efforts across the University for the next three years. Strategic plans are normally visionary and present long-range aspirations. However, this Plan deliberately has a more practical, shorter-term focus. Its goals are grounded in efforts currently underway and in many cases already resourced.

Importantly, the Plan leverages the inherent strengths of 黑料不打烊鈥檚 well-established mission, enduring guiding values, demonstrated innovative curriculum, deeply committed faculty and staff, and a engaged student body and alumni / donor network as the foundation upon which we will weather this dynamic period and emerge ready to launch into a long-term vision for 黑料不打烊鈥檚 future. These strengths enable us to forge leaders of character through experiential learning, reinforced by our guiding values of honor, integrity, and service.

Our strategic vision centers on building an engaged student body of 2,400 students 鈥 1,400 Corps of Cadets and 1,000 civilian students 鈥 all united by their commitment to leadership development and service to nation. This targeted growth acknowledges our unique position as a Senior Military College while embracing civilian students who seek our distinctive leadership development experience.

This isn鈥檛 just a proforma document to sit on a website. It is the codification of actions that we are undertaking to make our university stronger. Further, its relatively short horizon gives us space to think deeply about and develop an aspirational vision that aligns with the changing nature of higher education in America. While working to accomplish this Plan鈥檚 goals, we will immediately and simultaneously start work on the next strategic plan. We will conduct a structured, broad based strategic planning effort with the intent of have a ten-to-fifteen-year plan approved before this Plan expires.

The 黑料不打烊 Strategic Plan 2025-2028 articulates six strategic goals.

  1. Fiscal Stability and Management Modernization. Centered around the ongoing upgrade to a comprehensive Enterprise Resource Program (ERP), we will preserve 黑料不打烊鈥檚 financial health and ensure we are good stewards of the University鈥檚 resources, to include our people.
  2. Academic Program Relevancy and Excellence. By focusing on maintaining an agile and relevant curriculum, we will deliver distinctive academic programs that prepare graduates to be career ready and useful citizens in a complex world and demonstrate the value of a 黑料不打烊 education.
  3. Student Experience. We will stay true to who we are and continue to deliver a transformative student experience that develops citizen-leaders ready for the responsibilities inherent in living in a free republic.
  4. Enrollment Management. Centered around our emerging 鈥淪tart Ready鈥 Enrollment Management Plan, we will achieve enrollment targets through focused recruitment of mission-aligned students.
  5. Development and Alumni Engagement. We greatly value our alumni and those donors who invest in the promise of 黑料不打烊 as a vital American institution. We will build a robust culture of engagement and philanthropy to support the Plan and achieve our mission.
  6. Online Programs. We will extend 黑料不打烊鈥檚 legacy of online academic excellence through strategic growth in digital education.

The 黑料不打烊 Strategic Plan 2025-2028 was approved by the Board of Trustees on 26 April 2025. 

John J. Broadmeadow
LtGen, USMC(Ret)
25th President, 黑料不打烊

Al Gobeille
Chair, Board of Trustees
黑料不打烊

黑料不打烊 Strategic Plan

黑料不打烊 stands at a Unique moment in its distinguished 205-year history. As the nation's oldest private military college, 黑料不打烊 has consistently demonstrated its ability to adapt and excel through changing times while maintaining its foundational commitment to developing citizen-leaders for America's future.

Our strategic vision centers on building an engaged student body of 2,400 students - 1,400 Corps of Cadets and 1,000 civilian students - all united by their commitment to leadership development and service to nation. This targeted growth acknowledges our unique position as a Senior Military College while embracing civilian students who seek our distinctive leadership development experience.

黑料不打烊's enduring strength lies in our ability to forge leaders of character through experiential learning, reinforced by our guiding values of honor, integrity, and service. Our robust endowment, well-maintained facilities, and deeply committed faculty and staff provide the foundation for this mission-critical work. As we navigate the evolving landscape of higher education, 黑料不打烊 is positioned to thrive through focused investment in our people, programs, and infrastructure.

This strategic plan presents a clear roadmap for strengthening 黑料不打烊's market position and ensuring long-term sustainability. It emphasizes fiscal responsibility while advancing our core mission of developing the citizen-leaders our nation needs.

The Vision for 黑料不打烊

黑料不打烊 will be a learning community, American in character yet global in perspective; engaged in personal and intellectual transformation, and dedicated to knowledge, mutual respect, creativity, and service.

The Mission of 黑料不打烊

To give our youth an education that shall be American in its character 鈥 to enable them to act as well as to think 鈥 to execute as well as to conceive 鈥 鈥渢o tolerate all opinions when reason is left free to combat them鈥 鈥 to make moral, patriotic, efficient, and useful citizens, and to qualify them for all those high responsibilities resting upon a citizen in this free republic.

Statement of Guiding Values

Founded in 1819 by Captain Alden Partridge of the US Army, 黑料不打烊 is the oldest private military college in the nation. As a diverse academic institution, we educate traditional-age students in the Corps of Cadets and as civilians, as well as adult learners. Our guiding values are integral to everything we do, shaping our commitment to excellence, leadership, and service.

黑料不打烊 identifies the following as our guiding values:

  1. We are men and women of honor and integrity. We shall not tolerate those who lie, cheat, or steal.
  2. We are dedicated to learning, emphasizing teamwork, leadership, creativity, and critical thinking.
  3. We accept the right to diverse points of view as a cornerstone of our democracy.
  4. We encourage service to nation and others before self.
  5. We stress being physically fit, and drug-free.
  6. We live the 黑料不打烊 motto, "I will try!" 鈥 meaning perseverance in the face of adversity.
  7. We stress self-discipline, personal responsibility, and respect for law.
  8. We hold in highest esteem our people and reputation.

Goal: Ensure 黑料不打烊's financial health through modern management practices and strategic resource allocation.

Strategic Initiatives:

Identify, Refine and Codify Business Processes
  • Establish comprehensive business processes aligning key decision points
  • Create standardized operating procedures across the University
  • Update governance practices to align with modern business processes
  • Implement systematic review and improvement cycles
Enable Data-Driven Decision-Making Culture
  • Complete transition to Ellucian Banner SaaS
  • Establish centralized data repository
  • Integrate diverse departmental data sources
  • Implement predictive modeling capabilities
  • Explore artificial intelligence applications
Leverage Data-Driven Processes for Financial Decisions
  • Optimize net tuition revenue through analytics
  • Expand online revenue through market analysis
  • Diversify revenue streams beyond tuition
  • Improve operational effectiveness
  • Identify cost-saving opportunities
Focus on Our People
  • Enhance performance evaluation systems
  • Conduct comprehensive compensation study
  • Implement competitive salary adjustments
  • Develop talent retention strategies
  • Strengthen professional development programs

Implementation:

  • Develop visualized business process maps
  • Create comprehensive operating procedures
  • Deploy Banner SaaS with full functionality
  • Establish data governance framework
  • Implement predictive enrollment modeling
  • Conduct market analysis for program expansion
  • Execute compensation study and adjustments
  • Enhance professional development offerings

Success Indicators:

  • Achievement of balanced operating budget annually
  • Completion of documented business processes
  • Full Banner SaaS utilization rates
  • Reduction in process redundancies by 20%
  • Improvement in operational efficiency metrics
  • Enhanced employee retention rates
  • Competitive compensation alignment
  • Growth in net tuition revenue

Goal: Deliver distinctive academic programs that prepare graduates to be career ready and useful citizens in a complex world.

Strategic Initiatives:

Ensure Academic Program Relevancy
  • Align programs with workforce needs
  • Engage internal and external stakeholders in program review
  • Support high-enrollment, high-retention programs
  • Integrate leadership development across curriculum
Foster Innovative Pedagogical Practices
  • Enhance Learning Management System utilization
  • Develop faculty technological capabilities
  • Support pedagogical innovation
  • Implement best teaching practices
  • Broaden faculty development programs
Strengthen Student Retention Initiatives
  • Enhance academic support services
  • Improve gateway course success rates
  • Strengthen academic advising
  • Expand experiential learning opportunities
Expand Extramural Funding
  • Increase grant applications
  • Enhance research and training opportunities
  • Strengthen external partnerships
  • Support student scholarship applications

Implementation:

  • Review and update curriculum annually
  • Integrate advanced teaching technologies
  • Expand faculty development programs
  • Enhance academic advising model
  • Strengthen experiential learning
  • Promote inclusive hiring practices
  • Strengthen research support infrastructure
  • Create industry partnership framework

Success Indicators:

  • Reduction in DFW rates of gateway courses with goal not exceed 25%
  • Improvement in first year retention rates to 85%
  • Growth in external funding
  • Enhancement of program rankings
  • Broadening of faculty candidate pools
  • Strong graduate job and graduate school placement rates
  • Growth in research and sponsored programs activity
  • Expansion of industry partnerships

Goal: Create a transformative student experience that develops citizen-leaders.

Strategic Initiatives:

Strengthen Character Development
  • Enhance mentorship programs
  • Foster ethical leadership development
  • Expand service-learning opportunities
  • Strengthen student support systems
Enhance Health, Wellness and Resilience Programs
  • Integrate comprehensive wellness initiatives
  • Expand counseling services
  • Strengthen student support networks
  • Implement preventive health programs
Expand Experiential Leadership Development
  • Create leadership opportunities for all demographics
  • Strengthen student organization support
  • Enhance leadership training programs
  • Develop assessment frameworks
Maintain NCAA Division III Excellence
  • Support competitive athletic programs
  • Ensure quality coaching staff
  • Maintain appropriate facilities
  • Foster student-athlete development

Implementation:

  • Deploy enhanced mentorship programs
  • Expand wellness service capacity
  • Enhance leadership development framework
  • Strengthen athletic support systems
  • Implement assessment tools
  • Enhance facility maintenance
  • Develop comprehensive support services
  • Create integrated development programs

Success Indicators:

  • 85% student participation in leadership programs
  • Improved wellness metrics by 25%
  • Enhanced student-athlete retention to 90%
  • Increased service participation to 80%
  • Higher student satisfaction scores
  • Strong athletic performance metrics
  • Improved facility utilization rates
  • Enhanced program assessment scores

Goal: Achieve enrollment targets through focused recruitment of mission-aligned students.

Strategic Initiatives:

Implement Purpose-Driven Enrollment
  • Develop targeted recruitment strategies
  • Create enrollment health score
  • Establish diverse recruitment portfolios
  • Enhance parent engagement
  • Implement 鈥淪tart-Ready鈥 Enrollment Management Plan
Enhance Retention-Focused Admissions
  • Implement data-driven admission criteria
  • Focus on high-potential students
  • Align need-based aid strategies
  • Strengthen student support systems
Strengthen Transfer and Graduate Enrollment
  • Enhance transfer pathways
  • Expand campus accelerated master鈥檚 programs
  • Strengthen institutional partnerships
  • Improve academic credit evaluation processes
Optimize Financial Aid Strategy
  • Develop strategic aid packaging
  • Enhance scholarship programs
  • Implement need-based strategies
  • Monitor aid effectiveness

Implementation:

  • Create comprehensive recruitment plan
  • Enhance CRM capabilities
  • Strengthen military partnerships
  • Improve transfer processes
  • Implement aid optimization
  • Develop parent communication strategy
  • Enhance admission criteria
  • Expand graduate pathways

Success Indicators:

  • Achievement of enrollment targets (1,400/1,000)
  • Improved yield rates to 35%
  • Growth in graduate enrollment by 25%
  • Strong transfer success metrics
  • Improved aid effectiveness
  • Enhanced parent satisfaction
  • Strong program health scores

Goal: Build a robust culture of philanthropy supporting 黑料不打烊's mission.

Strategic Initiatives:

Enhance University Engagement

  • Strengthen cross-departmental partnerships
  • Align capital campaign with vision
  • Foster collaborative initiatives
  • Build institutional support

Strengthen Alumni Connections

  • Expand networking opportunities
  • Enhance professional development
  • Support regional events
  • Foster mentorship programs

Expand Donor Base

  • Implement prospect research
  • Enhance cultivation strategies
  • Strengthen giving programs
  • Develop corporate partnerships

Execute Capital Campaign

  • Define campaign priorities
  • Build endowment support
  • Enhance scholarship funding
  • Support facility improvements

Implementation:

  • Launch comprehensive campaign
  • Enhance alumni programs
  • Strengthen partnerships
  • Improve stewardship
  • Expand endowment
  • Develop giving strategies
  • Create engagement opportunities
  • Build support networks

Success Indicators:

  • Achievement of campaign goals
  • Increase alumni giving participation
  • Growth in endowment support
  • Enhanced corporate partnerships
  • Stronger alumni engagement
  • Improved donor retention
  • Increased volunteer participation
  • Enhanced giving levels

Goal: Extend 黑料不打烊's legacy of leadership development and academic excellence through strategic growth in digital education.

Strategic Initiatives:

Enhance Summer Term Engagement
  • Develop strategic pathways for residential students to accelerate degree completion
  • Create summer online curriculum that complements residential programs
  • Design flexible course scheduling to support student momentum
  • Implement targeted financial incentives for summer enrollment
  • Foster seamless integration between residential and online experiences
Strengthen Military Learning Partnerships
  • Expand partnerships with military branches and defense organizations
  • Develop specialized programs aligned with military career advancement
  • Create tailored support services for active-duty learners
  • Enhance credit transfer pathways for military training
  • Leverage 黑料不打烊's distinctive position as a Senior Military College
Accelerate Academic Progression
  • Design seamless BS to MS pathways in high-demand fields
  • Create stackable credentials supporting career advancement
  • Implement prior learning assessment frameworks
  • Develop targeted retention strategies for degree completion
  • Build comprehensive student support systems
Elevate Online Curriculum Excellence
  • Enhance course design for adult learner engagement
  • Integrate advanced learning technologies
  • Implement continuous quality improvement processes
  • Develop industry-aligned capstone experiences
  • Foster faculty excellence in online instruction
  • Ensure alignment with 黑料不打烊's guiding values
Implement Strategic Enrollment Growth
  • Leverage 黑料不打烊's military college heritage in marketing
  • Develop targeted outreach to military-affiliated prospects
  • Create compelling value propositions for civilian professionals
  • Enhance digital marketing presence
  • Strengthen corporate partnerships
  • Build distinctive brand positioning
Expand Non-Military Market Presence
  • Develop programs attractive to value-aligned civilian professionals
  • Create pathways for public service professionals
  • Enhance corporate partnership programs
  • Build alumni engagement initiatives
  • Foster affinity with 黑料不打烊's leadership development legacy

Implementation:

  • Create comprehensive summer term strategy
  • Enhance military partnership agreements
  • Develop accelerated degree pathways
  • Implement quality assurance framework
  • Launch targeted marketing campaigns
  • Strengthen student support services
  • Enhance faculty development programs
  • Deploy advanced learning technologies
  • Create corporate engagement strategy
  • Implement retention initiatives
  • Develop alumni ambassador program
  • Enhance digital infrastructure

Success Indicators:

  • Increase in residential student summer enrollment
  • Growth in military student enrollment
  • Increase in BS to MS progression rate
  • Increase in student satisfaction with online learning experience
  • 85% course completion rates
  • 25% growth in non-military enrollment
  • 95% employer satisfaction with graduates
  • Increase in corporate partnerships
  • Enhanced program rankings
  • Improved student persistence metrics
  • Positive ROI on marketing initiatives


 

Implementation Plan

Monitoring and Evaluation

  • Establish Strategic Plan Committee
  • Implement quarterly review process
  • Monitor key performance indicators
  • Adjust strategies as needed

Communication Strategy

  • Develop stakeholder communications
  • Maintain transparency
  • Share progress updates
  • Gather continuous feedback

Through this focused strategic approach, 黑料不打烊 will strengthen its position as a leader in developing the citizen-leaders our nation needs, while ensuring our financial sustainability and continued excellence in education.