A Strategic Plan for Oberlin College

March 5, 2005

Oberlin as a liberal arts college

and a conservatory of music

exists to achieve—and to enable

its students and faculty to

achieve—academic, artistic, and

musical excellence.

On the cover: The April 2004 performance by the Oberlin Orchestra,led by Steven Smith, in Severance Hall, home of The ClevelandOrchestra. As part of a continuing collaboration, the Oberlin ChamberOrchestra performed in Severance in April 2005 under the baton ofCleveland Orchestra Assistant Conductor James Gaffigan.

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From the President

During the 2003-04 academic year, Oberlin initiated a strategic planning

process focused on developing a plan that would ensure academic, artistic,

and musical excellence as well as financial sustainability in the years ahead.

On March 5, 2005, the Oberlin College Board of Trustees unanimously

adopted the Strategic Plan, which had been approved by a General Faculty

vote of 170-33, with two abstentions, the previous day.

This is a very significant accomplishment for Oberlin College. The twin

actions by the faculty and the board bring to fruition some 18 months of

work on the Strategic Plan. The plan charts a course that will strengthen

Oberlin’s future.

This book contains the text of the Strategic Plan as passed by the Oberlin

College faculty and Board of Trustees, as well as the Financial Plan

approved by General Faculty Planning Committee, the General Faculty

Council, and the Board of Trustees. Brief explanatory text has been added at

several places; this background material is marked by asterisks.

Oberlin’s many stakeholders—faculty, trustees, alumni, students,

and staff—have poured countless hours of thought, discussion, and negoti-

ation into the planning process. The entire community is

particularly indebted to the Strategic Planning Task Force (whose members

are listed on the inside back cover) for its indefatigable efforts. The result is

this Strategic Plan for Oberlin College. We can all take pride in this excep-

tional endeavor.

No strategic plan is self-executing. The hard work of implementation lies

ahead. I am confident that if our community can muster the same good will

and imagination that characterized the planning process, the plan will

become a living document that will open the door to a bright future for

Oberlin College.

Nancy S. Dye

President

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Background: Context and ProcessOberlin College enters this process of strategicplanning with great strengths. Oberlin uniquelycombines a premier liberal arts college with a world-renowned conservatory of music. Our proud historymanifests ambitious dedication to academic andartistic excellence. Oberlin’s excellence encompassesthe highest standards for liberal and musicaleducation and diversity, inclusiveness, and socialengagement.

Those involved in this strategic planning processhave worked to identify ways that Oberlin can buildon its strengths to continue its distinguished anddistinctive tradition combining commitment toacademic and artistic excellence with the convictionthat a liberal education is not only a private good butalso a social good.

All academic institutions require periodicreassessment, and Oberlin is no exception. This self-analysis is particularly important at a time when thevalue of a liberal education and of liberal artscolleges is being questioned by an increasinglyskeptical public. The key to Oberlin’s future is toenhance the value of the education we offer. Thestrategic directions and strategies contained in thisplan are all dedicated to this end.

While the College’s academic core is rightly themajor focus of planning, no plan will succeedwithout the attainment of institutional financialsustainability. Indeed, Oberlin’s academic programand its financial viability are inextricably linked.Only an education of the highest quality willcommand resources commensurate with Oberlin’saspirations, and only a disciplined financial plan,focused on generating additional revenues, willprove capable of underwriting the programs thatensure the College’s continued standing as one of thegreat institutions of American higher education.

A STRATEGIC PLANFOR OBERLIN COLLEGE

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Over the course of this strategic planning effort,Oberlin’s faculty, trustees, students, alumni, andadministrators have been invited to participate indiscussion and consultation. The ultimate goal forthe strategic planning process has been to produce aplan that will enjoy confidence among all sectors ofthe Oberlin community, in particular its faculty. Thefaculty, the staff, and student leaders, in turn, will beresponsible for generating the energy and ideas forimplementing much of the strategic plan. The planwill be in place when both the faculty and the board,by vote, have approved it.

The implementation of strategies will be flexible andpragmatic, and guided by several principles.Although all of Oberlin’s constituencies will beinvolved in the work of developing ways toimplement the many and various strategies of theplan, the faculty must, through their regular, electedrepresentative governance mechanisms, consider andgive approval to all recommendations and proposalsconcerning educational policy, academic legislation,curricular and academic program change, and theallocation and/or distribution of faculty positionsconsistent with bylaw provisions regarding dutiesand responsibilities.

The effectiveness of the strategies Oberlin imple-ments will be assessed by a set of quantitative andqualitative indicators.

PrinciplesOberlin has long been guided by a set of principlesthat give specific meaning and direction to anexcellent education. These principles include acommitment to the life of the mind; a convictionthat music and the arts are central to humanexistence; a commitment to social inclusion,diversity, the free exchange of ideas, and respect formany points of view as foundations of academiccommunity; internationalism; responsibility for

stewarding the natural environment; andcommitment to informed social and politicalengagement. Oberlin’s genius has always been boundup with the conviction that men and women canchange their societies—and the world at large—forthe better. And Oberlin, throughout its history, hastaken pride in the ways its alumni have dedicatedtheir intellects and their art to understanding humanneeds of all kinds and finding constructive ways tomeet them.

As a college and as a conservatory of music, we arecommitted to academic and artistic endeavor withinthe context of a rigorous and supportive educationalenvironment. We challenge the individual andcultivate the creative spirit, we encourage the processof discovery, we expect the mastery of craft, and wepromote the development of the intellect. AtOberlin, the pursuit of knowledge is undertaken in aculture of integrity and driven by the desire forachievement.

In addition to being an educational institution thatserves its students, preparing them for successfullives and careers, Oberlin College is also a center ofscholarly, artistic, and musical activity in its ownright: an institution that provides an intellectual,intergenerational community of scholars, musicians,and artists—consisting of students and faculty—withthe resources to interpret, understand, explain,express, and represent the world and themselves.The pursuit of excellence drives both these purposes.

As a conservatory of music, Oberlin is committed toprofessional education at the highest level.Specifically, we provide an experience that allowsstudents to reach their greatest potential as

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Foundations for ExcellenceOberlin’s foundations for excellence are its faculty andstudents. The College and Conservatory have longbeen served by a superb faculty of scholars,musicians, and artists who are also exceptionally ableand dedicated teachers of undergraduates.

The College of Arts and Sciences recruits, nurtures,and retains a distinguished faculty committed toproviding students with an unusually broad and deepliberal education that involves rigorous study acrossthe humanities, arts, social sciences, and naturalsciences. Arts and Sciences faculty are also excellentand engaged scholars and artists who are committedto ongoing research and publication, artisticproduction and performance, and development asinnovative teachers.

The Conservatory of Music recruits, nurtures, andretains a faculty of distinguished teachers, performers,and scholars who are committed to providing thehighest level of conservatory education to youngmusicians and to ongoing performance, composition,and scholarship.

Faculty in both the College and the Conservatory areactively involved with campus, community, andprofessional service and participate in the ongoinggovernance of the College.

musicians, as individuals, and as aspiring artists inthe field of professional music. We cultivate skillsthat are conducive to long-term success in bothmusic and other disciplines, and we seek to graduatefuture leaders who prosper in the years followingtheir Oberlin careers. The faculty and students of theConservatory are committed to the pursuit and theachievement of excellence.

As a liberal arts college, Oberlin has always inter-preted education as connected to and informed bythe pressing social and cultural questions of the day.Our students have benefited from the belief thateducation will be enriched when it is not simply anabstract exercise but entails grappling with evolvingsocial concerns. The College encourages a multi-plicity of views. The hallmark of Oberlin has beenteaching students how to think, not what to think.Through exceptional teaching and a dynamiccurriculum, we prepare our students to achieve theirpersonal and professional aspirations for the future.We foster an environment that attracts serious andgifted students and serves as a catalyst for their intel-lectual and artistic development. We seek to providean education of enduring importance.

The College has long emphasized the significance ofinterconnectedness among the different modes ofinquiry that enrich our curriculum, rather than theisolation of excessive specialization, and it has doneso with an eye toward encouraging students tobecome informed social and cultural leaders. In thespirit of free inquiry and expression, Oberlin today,for example, is committed to providing an educationthat develops scientific knowledge, global perspec-tives, environmental consciousness, concern forsocial justice, and artistic understanding.

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The qualities that our students bring to Oberlin are also central to this institution’s excellence. Ourstudents are independent, active learners who value ideas, diversity, creativity, independence,individuality, and social and political engagementand action. They are intellectually engaged, artistic,and idealistic.

Mission Oberlin as a liberal arts college and a conser-vatory of music exists to achieve—and to enableits students and faculty to achieve—academic,artistic, and musical excellence.

Oberlin’s mission is to:• Graduate liberal arts and conservatory students

who have learned to think with intellectual rigor,creativity, and independence;

• Provide the highest level of conservatory educationto exceptionally talented young musicians;

• Offer superb liberal education across the arts andsciences, in the humanities, natural and socialsciences, and the arts;

• Open the world to its students and develop inthem the skills and knowledge they will need toengage with and navigate in highly diversecommunities and in a global society;

• Nurture students’ creativity by providing richcurricular and co-curricular opportunities forstudying and making art and music;

• Help students clarify and integrate their intel-lectual strengths and interests, socialcommitments, and vocational aspirations;

• Enable students to integrate and apply theirknowledge;

• Nurture students’ social consciousness andenvironmental awareness;

• Provide outstanding preparation for success at thehighest level of graduate and professionaleducation and in careers;

• Graduate individuals who are humane, thoughtful,and influential actors in the world who willprovide leadership in their communities andprofessions and in the arts, politics, education,international relations, public service, science,business, and communications.

GoalsOberlin’s current strategic planning integratesacademic planning with financial planning in theconviction that programmatic excellence cannot besustained without robust financial health.Throughout this plan, two overarching and inter-active goals are central:

1. Educational Goal: To enhance the value—andthe perception of value—of an Oberlin education inways that strengthen Oberlin’s appeal to current andprospective students, serve its mission and values,and strengthen its leadership position and reputationin liberal arts and conservatory education. It isespecially important at this time in Oberlin’s historythat the College focus on enhancing its reputation asan undergraduate institution that provides anexcellent education of singular quality and rigor toevery student.

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1. Focus the Educational Experience

Rationale: A robust culture of academic and artisticachievement is integral to Oberlin’s mission andvalues, and its appeal to the world’s most promisingstudents. We can serve our students better by beingmore intentional about how we advise and supportthem; how we help them focus their wide range ofinterests with their academic program and theirthinking about vocation; and how we encouragetheir academic achievement.

Strategies• Set and communicate high academic expectations

and aspirations for students, thereby helping tostrengthen Oberlin’s culture of achievement.

• Fully integrate and enhance student advising inways that help students to address the distincteducational challenges of each undergraduate year,and help improve student retention.

• Augment the professional training of Conservatorystudents by expanding opportunities to performbeyond the frame of the core curriculum, and byfostering strategic alliances with individuals andorganizations beyond Oberlin, such as the currentsuccessful collaboration with the ClevelandOrchestra.

• Ensure appropriate verticality in every arts andsciences degree program.

• Adjust the credit system and/or the student courseload in ways that help students move steadily andin timely fashion toward a degree.

• Identify and emphasize the many intellectual inter-connections across Oberlin’s curriculum to createcoherent curricular pathways that help channel ina more intentional way the wide-ranging interestsof our community.

2. Financial Goal: To enhance the quality andvalue of the education it provides its students,Oberlin must attain financial sustainability. Toremain a great institution of American highereducation, Oberlin must enhance each of itsrevenue streams. Currently its most criticalfinancial priority must be to realize more nettuition revenue per student and to do so in waysthat honor Oberlin’s long traditions of racial andsocioeconomic diversity.

Strategic DirectionsEach of these strategic directions serves the goals ofstrengthening Oberlin’s appeal to current andprospective students and enhancing the value of anOberlin education. In addition to these substantivegoals, the College will undertake an integrated andaggressive plan to capitalize on its strengths andheighten public awareness of the value of anOberlin education.

The implementation of strategies will be flexibleand pragmatic, with all of Oberlin’s constituenciesbeing involved in the work of developing ways toimplement the many and various strategies of theplan. A highly participatory form of faculty gover-nance has long characterized Oberlin College andis an essential part of the vitality of the institutionand the continued engagement of its faculty. Forthis reason, the faculty must, through their regular,elected representative governance mechanisms,consider and give approval to all recommendationsand proposals concerning educational policy,academic legislation, curricular and academicprogram change, and the allocation and/or distri-bution of faculty positions consistent with bylawprovisions regarding duties and responsibilities.

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Oberlin is distinctive among its peers for theextraordinary resources of itsCollege of Arts and Sciencesand Conservatory curriculaand its art museum.

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stand the professional development needs of all of itsfaculty and enhance its competitiveness in therecruitment, retention, and professional support ofits faculty. Oberlin must approach faculty devel-opment and satisfaction in ways that consider thequality of life in our local community.

Strategies•Improve our competitive salary position for facultyamong our benchmark institutions whilemaintaining an appropriate benefits package.

•In consultation with the faculty, reduce thestandard teaching load or otherwise reorganize thecurriculum to allow faculty more time for schol-arship/artistic production, mentoring or advancedwork with students, or greater attention to devel-oping teaching excellence.

•Develop a plan to recruit and retain faculty andadministrators of African American and otherAmerican racial minorities, especially in areaswhere there is significant under-representation.

•Improve individual faculty support for research,artistic production, and professional development.

•Increase the number of faculty grants andcontracts.

•Expand and develop institutional collaborationssuch as the partnership between Oberlin and theUniversity of Michigan.

•Establish an elected faculty task force charged tobring recommendations to the faculty on how torevitalize faculty governance and improve faculty-administration decision making, with an eye toenhancing participation, deliberation, transparency,and accountability.

•Develop means to foster faculty communicationand collaboration across disciplinary, departmental,and divisional lines.

•Reshape department and program administrationto maximize efficiency and effectiveness.

2. Strengthen the Educational Experience

Rationale: Oberlin is distinctive among its peers forthe extraordinary resources of its College of Arts andSciences and Conservatory curricula and its artmuseum. Oberlin can enhance the value of itseducation and strengthen its appeal among studentsby creating new and innovative curricular collabo-ration among faculty and students, by paying moreattention to creating meaningful opportunities forstudents to integrate and apply their learning, and bybuilding new student opportunities for experientiallearning.

Strategies• Support curricular collaboration among the

College, the Conservatory, and the Allen MemorialArt Museum to encourage innovative and excitingcurricular offerings that only Oberlin can offer.

• Encourage curricular and co-curricular develop-ments aimed at helping students explore,understand, and focus appropriately upon careers.

• Enhance student opportunities for communityservice, academically based service learning, andinternships.

• Find effective ways inside and outside theclassroom to help students view the world fromperspectives other than their own, to deal withcomplexity and ambiguity, to make reasoned andeffective arguments, and to deal thoughtfully withdisagreement and difference.

3. Support and Build the Faculty

Rationale: At the heart of Oberlin’s excellence is thecreativity, vitality, and dedication of its faculty.Oberlin’s faculty is going through a majordemographic transition. The College must under-

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•Build the Oberlin Public Schools-Oberlin Collegepartnership, fund and establish the new graduateteacher education program, and work collabora-tively with the City of Oberlin to enhance thequality of life in Oberlin, Ohio.

4. Build Campus Community

Rationale: Members of the Oberlin community aredeeply interested in exploring the educationallyenriching possibilities of our diverse residentialcampus community. Increasing co-curricularprogramming that fosters the development of multi-cultural competencies and other life skills forcommunal and personal development will helpbuild a stronger sense of campus community,enhance the value of the education we provide,improve retention, and strengthen our appeal toprospective students.

Strategies• Develop an excellent and distinctive residential

life program that supports the academic missionof the College, embraces diversity, and providesfor imaginative and lively residential communitythat fosters students’ personal, social, and educa-tional development.

• Enhance institutional systems and resources tosupport the mental, emotional, and psychologicalwell being of students.

• Enhance the educationally enriching possibilitiesof our diverse community by expanding anddiversifying our applicant pool and by working tostrengthen the pool of applicants of color to theCollege and the Conservatory.

• Significantly improve our admissions yield andretention of African American and other studentsof color, as well as first-generation and low-income students.*

• Complete the new student housing projects anddevelop a plan for renovating our central campusresidence halls.

• Create more programs along the lines of BonnerScholars, Mellon-McNair Scholars, theMulticultural Resource Center, and the OberlinCollege Dialogue Center that build multiculturalcommunity and enable students to gainimportant and usable skills for communitybuilding and leadership.

• Build successful intercollegiate, intramural, andclub sports programs that meet the needs ofOberlin student-athletes and that integrate ourathletic program with the academic and social lifeof the College.

• Improve communication, consultation, andcollaboration among the faculty, the students, theadministration, the trustees, and the alumni.

5. Internationalize Oberlin

Rationale: Oberlin should play a leading role inAmerican higher education by making itself a worldcollege. Oberlin’s capacity for internationaleducation is more important than ever. The majorchallenges that will face current and future genera-

*Resolution adopted by the Board of Trustees on March 5, 2005(not incorporated into the Strategic Plan): It remains the intentionof the Board of Trustees to focus on the admission and retention ofAfrican American students as our first priority at this time.

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“environmental policy statement of Oberlin College,”adopted by the Board of Trustees in March 2004. Itshould abide by this commitment by continuing towork toward developing an environmentallysustainable campus. Justifications include theunprecedented environmental challenges ourstudents will face in the future; the great importanceattached by current and prospective students toefforts to achieve sustainability; the learning experi-ences afforded to students as a result of these efforts;and the continuing example Oberlin can set forother institutions, academic and otherwise.

Strategies• Seek to reduce the rate at which the College

contributes to the depletion and degradation ofnatural resources, to increase the use of renewableresources, and to consider other measures thatcan enhance the physical environment in whichwe live.

• To the extent practicable, develop and implementstate-of-the-art standards for building design,construction, and performance, and for land use,consistent with the above goals of energyefficiency and prudent resource use.

• Work toward environmentally sound as well asaesthetically pleasing means of maintaining thephysical plant, the landscape, and theirsurroundings.

tions of Oberlin students—such as climate change;the AIDS pandemic; racial, ethnic, religious, andcultural conflict; social inequality; and economicdevelopment—must be understood and addressed ina global context. Oberlin is well situated to addressthese challenges by building upon its internationalcurricular offerings and its cosmopolitan campus.

Strategies• Build on the strengths of our area studies

programs and other international curricularofferings to make our curriculum richly global.

• Emphasize the study of foreign languages andcultures.

• Enhance the recruitment of international students.• Create opportunities for meaningful international

study and research for every student, regardless ofacademic major, who desires such experience.

• Establish relationships and collaborations withinternational institutions of higher education andwith business, governmental, non-governmental,and other organizations in the interest of creatingeducational exchanges for students and facultyand creating additional opportunities for interna-tional study and internships.

• Consider using winter term and the summermonths for international programs abroad and on campus.

• Collaborate more with Shansi.

6. Move toward Environmental Sustainability

Rationale: Oberlin is in a favorable position to be anational leader in promoting sustainability on and offcampus. The College has already committed itself topursuing the goal of sustainability, as expressed in the

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• Enhance and develop further opportunities forstudents and faculty to participate in thecontinuing “greening” of the campus and thewider community through promoting coursework in various curricular areas, independentresearch projects, and community service.

7. Identify Key Academic Priorities in EachDivision and Across Divisions

Rationale: It is imperative that Oberlin’s facultyidentify specific critical academic priorities for thenext generation in order to maintain and strengthenour academic reputation and leadership position asa liberal arts college and conservatory of music. Theestablishment of such priorities will be essential foreffective curricular planning and for the success ofour next capital campaign. This work will be takenup after the adoption of this strategic plan.

The Financial PlanOberlin’s current strategic planning has intentionallyintegrated academic planning with financial planningin the conviction that programmatic excellence cannotsustain itself without robust financial health. Anystrategy designed to maintain and enhance Oberlin’sexcellence will be dependent upon a successfulstrategy to build the College’s financial capacity.

The second strategic planning goal that the planningtask force put forward focuses on attaining financialsustainability:

Oberlin will develop a financial profile thatenables it to secure a revenue stream adequateto meet the ongoing operational and capitalneeds of an institution devoted to academicand artistic excellence, to balance revenuesand objectives, to improve its relative financialstanding among comparable institutions, andto ensure the perpetuation of an institutiondevoted to the highest standards of liberaleducation and professional music educationfor generations to come.

Much of the work of the Financial Task Force and,more recently, the Joint Strategic Planning Task Forcehas focused on Oberlin’s need for additional revenue.We have found that the slow growth of Oberlin’srevenues, most particularly net tuition revenue, relativeto much more rapid growth of the College’s expendi-tures is the most serious and systemic of Oberlin’sfinancial issues. We have also examined Oberlin’soperating and capital expenditures, investmentmanagement and performance, and fund raising.

Many of the strategic directions hold considerablepromise for improving Oberlin’s revenue streams byenhancing the value—actual and perceived—of anOberlin education. Several other strategies for improv-ing Oberlin’s financial situation in the short and thelong run are discussed briefly in the following section.

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Strategies

1. Reduce the undergraduate enrollment from abaseline enrollment of 2,883 in 2003-04 to a total undergraduate enrollment of 2,720 by the year 2010.

The reduction of a total of 163 undergraduatestudents will be accompanied by a reduction of 7 faculty positions in the College of Arts andSciences. This reduction preserves the 12:1student-faculty ratio in the College. TheConservatory of Music will reduce its faculty by 5faculty positions. An additional 10 non-faculty staffpositions will be reduced throughout the institutionby the year 2010.*

A total enrollment of 2,720 undergraduates in theyear 2010 will be a desirable size for Oberlinbecause it makes it possible to preserve the qualityand diversity of the student body while also facili-tating modest but essential increases in net tuitionrevenue per student.**

2. Improve net tuition revenue.• Retain the same number of full-pay students. • Gradually lower the institutional discount rate.• Improve admissions yield.• Improve student retention rates.

3. Maximize contributed revenue.• Begin comprehensive research and planning for a

new capital campaign immediately.• Significantly increase annual, unrestricted fund

raising.• Continue to identify, cultivate, solicit, and close

major gifts for endowment and construction.

4. Continue to reduce operating expenditures byidentifying and implementing additionalefficiencies throughout Oberlin’s operations.Continue to control the future growth of Oberlin’soperating expenses, including benefits.

5. Gradually reduce Oberlin’s endowment annualpayout.

6. Address deferred maintenance and capital needs.* All faculty reductions will be achieved through attrition.

** Oberlin, like many other American colleges, has gradually increasedits size over the past 50 years. In recent years, Oberlin has been largerthan ever before in its history.

Undergraduate EnrollmentPast 50 Years1950 1,9901960 2,2261970 2,5261980 2,7881990 2,8402000 2,905

Undergraduate EnrollmentPast Decade1994 2,7411995 2,8301996 2,8611997 2,9071998 2,9051999 2,9162000 2,9052001 2,8402002 2,8482003 2,8832004 2,807

Robert S. LemleCo-Chair, Vice Chair, Board of Trustees

Nancy S. DyeCo-Chair, President

Brian AlegantProfessor of Music Theory

Vivek Bharathan ’04

David BoeProfessor of Organ

Debra ChermonteDean of Admissions and Financial Aid

David L. CleetonProfessor of Economics

Sebastiaan FaberAssociate Professor of Hispanic Studies

Karen FloriniMember, Board of Trustees

Linda W. GatesActing Dean of Students

Suzanne M. GayProfessor of East Asian Studies

Victor J. HymesMember, Board of Trustees

Ernest B. IsemingerVice President of Development and Alumni Affairs

Caroline Jackson SmithAssociate Professor of Theater and Dance and African American Studies

David G. KamitsukaDavis Associate Professor of Religion

Thomas J. KlutznickChair, Board of Trustees

Stewart A. KohlMember, Board of Trustees

Clayton KoppesProvost

Ken KuttnerDanforth-Lewis Professor of Economics

Rashne Limki ’05

Tom LopezAssociate Professor of Computer Music

Alfred F. MacKayProfessor of Philosophy

Roberta Scheff ManekerMember, Board of Trustees

Al MoranVice President of College Relations

Ross B. PeacockDirector, Institutional Research

Steven E. PlankProfessor of Musicology

Judith J. PlowsMember, Board of Trustees

William L. RobinsonMember, Board of Trustees

Benjamin N. SchiffProfessor of Politics

Robert G. ShannonProfessor of Piano

Morgan Shelton ’05

Dennison SmithProfessor of Neuroscience

Harry R. StangMember, Board of Trustees

Kathryn StuartDean of Studies

David H. StullDean of the Conservatory

Steven VolkProfessor of History

Leanne WagnerPresident, Alumni Association

Ronald R. WattsVice President of Finance

Jeffrey WitmerActing Dean of the College of Arts and Sciences

James E. ZinserProfessor of Economics

Elaine KuttnerConsultant, Cambridge Concord Associates

Strategic Planning Task Force – March 2005