Shaping the Future for 2002-2006

Mission

CWU's College of Business faculty and staff create value and opportunity for our students by focusing on quality in undergraduate education at the Ellensburg campus and university centers in the Puget Sound and central regions of Washington state. We accomplish this through emphasis on excellence in teaching, which is strengthened by faculty research and supported by professional service.

Vision

CWU's College of Business will be recognized as a premier learning community creating an environment in which students, faculty and staff reach their full potential.

Meaning Of Our Mission

Value

• We are affordable and accessible to an increasingly diverse student population.
• Through curricula based on theory and on practice, we prepare students with the knowledge, competencies and skills that are necessary for productive careers in a dynamic and changing environment.
• Undergraduate and niche graduate degree programs are delivered by faculty who are dedicated to using their academic preparation and business experience to enhance student learning and career preparation.

Opportunity

• We are a university of choice to students and an employer of choice to faculty and staff.
• We transform lives through a learning environment built on a foundation of teaching excellence, effective curricula and state-of-the-art physical facilities.
• We serve students in Washington state through programs and courses delivered at well-established University Centers co-located on dynamic community college campuses.

Quality in Education

• Teaching is our priority. We foster a learning environment characterized by an accessible faculty and a high degree of faculty and student interaction.
• Curricula reflect current needs and developments in business and promote an understanding of theory and its practical application.
• Education at a high level of quality derives from concern for students at the individual level, and personalized, innovative instruction supported by appropriate learning technologies.
• Important linkages are developed with alumni, College of Business Advisory Board, employers and other professionals in business and education.
• We are committed to outcomes assessment and continuous improvement in order to provide a high quality education.

Our Shared Values

The faculty and staff of the CB share a set of core beliefs and commitments.

We believe in:

• student success
• lifelong learning
• integrity and ethical behavior
• excellence

We commit ourselves to:

• prepare students for the future
• impart knowledge on which students can build
• treat everyone with respect and fairness
• exemplify our values by serving as teachers and role models
• remain current in our academic disciplines and professional fields

Strategic Objectives and Tactics

In order to deliver on our mission and to realize our shared vision, we will pursue ten categories of strategic objectives designed to create and maintain a competitive advantage for the College of Business. The appropriate AACSB accreditation standard is denoted in [brackets].

Strategic Objectives 1

• To recruit, develop and maintain a faculty to accomplish the CB mission with respect to instruction, intellectual contributions (faculty scholarship) and service
• To ensure that faculty resources and activities are congruent with the mission of the CB

Tactics

T1.1 [FD.1] Develop and implement a formal comprehensive planning process linked to the CB's mission for faculty size, composition, qualifications and development activities (includes incorporating teaching, intellectual contributions and professional service into the plan, and periodic monitoring of the plan)

T1.2 [FD.2.a] Develop a formal policy to include consideration of the CB mission in selection of new faculty

T1.3 [FD.2.a] Develop documentation that demonstrates that the faculty recruitment and selection process is consistent with CB mission, degree programs and policies

T1.4 [FD.2.b] Develop, in conjunction with departments, a CB new faculty orientation program that includes, at a minimum:

T1.41 presentation of the CB mission statement

T1.42 retention, tenure, promotion and merit standards, and an explanation of how they are related to the CB mission

T1.43 explanation of any other CB or departmental procedures related to achieving the CB mission

T1.44 relationship to professional development expectations (includes intellectual contributions standards)

T1.5 [FD.2.c] Develop a plan for demographic diversity beyond those designated by EEO office

T1.6 [FD.2.c] Establish an annual speaker series, with a minority focus, at Ellensburg, Lynnwood and SeaTac

T1.7 [FD.3.a] Develop a teaching assignment and service workload process

T1.71 Solicit faculty workload input from instructors as well as chairs

T1.72 Establish workload guidelines at departmental level, including explicit objectives for faculty

T1.73 Set overall goals, with an opportunity for creative solutions

T1.8 [FD.3.a] Develop formal mentoring processes for all faculty, including part-time faculty

T1.9 [FD.3.d] Set explicit faculty resource goals for professional development (where faculty members determine how to use resources allocated to them to reach those goals)

T1.10 [FD.3.b] Develop and implement uniform CB-wide standards for reappointment, tenure and promotion

T1.11 Develop and implement the faculty peer-assessment process for tenured faculty

T1.12 [FD.5] Ensure that all new hires are academically or professionally qualified

T1.13 Meet or exceed AACSB faculty size, composition and deployment requirements

T1.14 Determine a broad funding base to reward faculty for teaching excellence, compliance with faculty research standards and significant professional service

T1.15 Raise private funds to create endowed faculty positions

T1.16 Use CB advisory boards and alumni networks to provide opportunities for faculty engagement, e.g., Faculty-in-Business program and a faculty summer internship program, and other opportunities

Metrics

• At least 60% of the student credit hours in each discipline are taught by full-time faculty; 100% of the MPA is taught by academically or professionally qualified faculty
• Each applicant pool for faculty searches will reflect the demographics of the discipline as reported by the University OEO Office, AACSB and professional associations/societies
• At least 50% of new tenure-track and nontenure-track faculty in Accounting and Business Administration will have experience in industry and/or consulting
• At least 50% of new tenure-track and non-tenure-track faculty will have experience in the use of innovative classroom techniques, such as the use of Internet technology, video conferencing, distance learning, projects coordination and experiential learning activities
• At least one CB faculty member will be nominated annually for University Distinguished Professor of Teaching, of Research and of Service, respectively
• A mentor will be assigned in each academic area for pre-tenure and nontenure-track faculty
• Complete the Patrick R. O'Shaughnessy Professorship Endowment fundraising by June 2003
• Pursue fundraising for at least 2 endowed faculty positions by 2005
• Continue Faculty-in-Business program with 3 site visits during the spring quarter and pursue, at least, one site visit during the fall quarter each year
• Establish 1-2 faculty internships for Summer 2003, increasing by 1 per summer to 4-5 internships in the summer 2006
• 100% submission of annual Faculty Activities Report and annual Faculty Plan
• Conduct 2 workshops during 2002-03 to update or expand faculty research skills

Strategic Objectives 2

• To plan and execute processes for program design and student selection
• To ensure the direct linkage between the CB mission and characteristics of students served by the educational program

Tactics

T2.1 [S.1.a] Select students consistent with the CB mission

T2.2 [S.1.b] Develop a plan to target specific underrepresented groups beyond general university efforts

T2.3 [S.1.c] Develop retention guidelines that includes basic skills and mandatory advising policy triggers

T2.4 [S.1.c] Develop a system to keep track of students to follow-up for continuous improvement

T2.5 [S.1.d] Develop a minimum admission standard and retention guidelines for the Master of Professional Accountancy program

T2.6 [S.2] Develop a plan for effective academic advising (prospective and current students)

T2.7 [S.2] Document recruiting process and develop guidelines for working with career planning and placement

T2.8 [S.2] Develop a plan to ensure adequate access to career planning and placement at all centers

T2.9 Develop a recruitment plan for majors at the Ellensburg campus and university centers (i.e., increasing college-age population - freshman and transfer)

T2.10 Enhance and expand student scholarships

Metrics

• Increase the number and amount for CB student scholarships by 10% over the next 4 years, including scholarships specific to students at university centers
• Establish the CB Opportunity Program fund of $10,000 to recruit and retain students from diverse cultural and ethnic backgrounds
• Increase the number of graduate assistantships for the MPA program from 2 to 4 by 2005
• Increase the number of undergraduate internships (headcount) by 2% per year

Strategic Objectives 3

• To create and deliver high quality curricula based on planning and evaluation
• To ensure that undergraduate business curricula provide a broad context within which education for business is set
• To provide a specialized master's curriculum in accounting that prepares students who seek specialized roles as accounting professionals

Tactics

T3.1 [C.1.1; C.1.2.b/c/d] Develop curriculum content guidelines, including a curriculum content matrix, and communicate with all faculty

T3.2 [C.1.1 ; C.1.2.b] Document curriculum content coverage in course syllabi

T3.3 [C.1.2.a] Develop a plan to offer more non-business courses at centers in response to 50% threshold of credit hours in business courses

T3.4 [C.1.2.e] Amend catalog for accounting, business administration and economics degrees to require that at least 50% of the credit hours required for the major be earned at CWU (for transfer students)

T3.5 [C.1.4] Document how the Master of Professional Accountancy program prepares students who seek specialized roles in accounting

T3.6 [C.2.1] Formalize and document curriculum review guidelines, including timeline and market analysis

T3.7 [C.2.2] Document assessment and changes to curriculum

T3.8 [C.2.2] Evaluate a nationally-normed field exam in business to assess end-of-program learning

T3.9 Develop a plan to monitor and enforce the 50% limitation for maximum business credits in the degree program

T3.10 Evaluate the feasibility of on-site and Web-based degree courses

T3.11 Develop new and innovative courses and programs to meet needs of the business community (e.g., demand for businesses along I-5 corridor for MIS and related areas)

T3.12 Develop supporting program(s) for CB majors (e.g., CS minor with Dept. of Computer Sciences)

T3.13 Develop growth plan to leverage success of specific areas (e.g., accounting and HRM) and high potential (e.g., MIS/e-Business, supply chain management)

Metrics

• Revise the OMIS curriculum to capture opportunities in MIS and supply chain management
• Use alumni and/or advisory boards' representation in curriculum or program review
• Students perform, at least, at the national average, if we adopt a nationally normed end-of-program assessment
• Syllabi for all sections of the same course will identify common learning outcomes

Strategic Objectives 4

• To manage, deliver and evaluate effective instructional programs by each academic unit
• To ensure faculty responsibility and involvement in activities that improve course content and teaching quality

Tactics

T4.1 [IN.1] Develop information resource management guidelines (designed to address comparable resources at all sites and quality assurance at outreach sites with distance education)

T4.2 [IN.1] Develop multi-course syllabus guidelines to require standard student learning outcomes and assessments

T4.3 [IN.2] Evaluate ways of assessing instructional effectiveness beyond student evaluations of instruction

T4.4 [IN.2] Consider implementation of ETS field exams to assess student learning

T4.5 Ensure coordination of course scheduling

T4.6 [IN.3] Develop instructional effectiveness guidelines with peer and chair instructional review and improvement processes

T4.7 [IN.3] Develop an instructional improvement mentoring program

T4.8 [IN.3] Develop student accessibility guidelines, including posted office hours

T4.9 Develop a process to address issues in teaching effectiveness

T4.10 Consider evaluation and implementation of formal training program for instructional methods

Metrics

• Allocate at least $5,000 annually to support faculty attendance at instruction related seminars or workshops (i.e. teaching excellence, teaching innovation, case teaching, etc.)

Strategic Objectives 5

• To ensure an appropriate level of intellectual contributions production to strengthen teaching excellence and support the mission of the CB

Tactics

T5.1 [IC.1] Develop clear and consistent intellectual contribution standards, including development of a plan to monitor across disciplines and teaching levels

T5.2 [IC.1] Strengthen compliance of I.C. (faculty scholarship) standards

T5.3 [IC.1] Strengthen and continue research grant opportunities and support

T5.4 [IC.1] Ensure accurate professional record and faculty profile maintained on an annual basis

T5.5 [FD.3.c] Develop a plan for faculty intellectual development, renewal and support (including clerical assistance, in-house research forums, travel fund policies, incentive plan and mentoring plan)

T5.6 [FD.4.a/b] Develop a strategic resource plan that:

T5.61 addresses critical mass of qualified faculty at each location for each program

T5.62 uses the annual faculty plan process to strengthen faculty qualifications

T5.7 [FD.5] Develop a rolling 5-year assessment of faculty qualifications performed annually

T5.8 [IN.3] Develop and enforce consistent currency standards for instruction

Metrics

• Identify financial and non-financial support and/or incentives to reward faculty for compliance with CB faculty research standards
• Conduct a voluntary faculty research seminar/workshop prior to the start of the Fall quarter 2002
• Achieve a level of compliance with the CB Intellectual Contributions standard to enable at least 90% of the college's minimum full-time equivalent (MFTE) faculty to be academically or professionally qualified by 2005 (note: in 2001-02, MFTE was 40 faculty)

Strategic Objectives 6

• To support and actively participate in CWU governance, enrollment management and marketing

T6.1 Work with other CWU departments, particularly those involving our minor

T6.2 Ensure strong CB representation on university committees

T6.3 Provide input and service when requested by the President, Provost, Faculty Senate and other University academic offices

T6.4 Assist with CWU Government Relations and Media Relations

T6.5 Encourage attendance or participation at university events, particularly commencement in Ellensburg

T6.6 Evaluate International Business, with a multi-disciplinary orientation

T6.7 Increase the CB percentage of university enrollment (FTES) within three years

T6.8 Provide CB faculty assistance with the Admissions Office

T6.9 Fully participate in the University's Needs Assessment in preparation for the Feasibility Study and Capital Campaign

Metrics

• Achieve a CB target 15% of university enrollment (FTES) within 3 years
• Establish CB funding priorities for the University Needs Assessment
• All university committees with designated CB representation be 100% filled

Strategic Objectives 7

• To develop partnerships with and serve the needs of state and local constituents

Tactics

T7.1 Identify and encourage faculty and student involvement in state and local professional associations, regional business and economic development entities, small business development, educational programs, grant programs (e.g., ag-export)

T7.2 Meet and work with civic and political leaders

T7.3 Provide expertise and counsel to state and local industry, and to state and local organizations and governmental entities

T7.4 Target programs (in T6.1) that support community college partners and high schools, with particular emphasis on new partnership programs with major feeder community colleges

Metrics

• Create a Center for Business and Economics Research to serve the central region of Washington state and to provide the administrative structure for the annual Economic Outlook Conference and other related activities/projects
• Increase CB representation on state and local professional associations (e.g., WSCPA, Yakima Valley SHRM)
• Maintain membership in appropriate chambers of commerce and other business organizations, including advisory boards of community colleges

Strategic Objectives 8

• To broaden, expand and strengthen relationships with business professionals and business organizations in the Puget Sound and central regions of Washington state

Tactics

T8.1 Strengthen relationship with the CB Advisory Board

T8.2 Establish mechanisms for fundraising and development

T8.3 Provide more opportunities for student and faculty internships

T8.4 Continue to support the Advisory Board's Faculty-in-Business Program

T8.5 Survey businesses on "how well we're doing" and "what we need to do better"

T8.6 Continue and foster new relations with specialized advisory boards

T8.7 Establish centers or institutes with a specialized focus

T8.8 Develop relations with businesses that provide tuition payment to employees

Metrics

• Establish an annual speaker series in Ellensburg
• Establish an annual speaker series at westside university centers
• Raise $75,000 from/through the Advisory Board for 2 years to support faculty, students development and marketing of academic programs
• Increase the pool of business sponsors for student and faculty internships
• Increase the number of faculty grant applications
• Administer survey of businesses every two years

Strategic Objectives 9

• To enhance alumni relations

Tactics

T9.1 Create a means to identify CB alumni to build an alumni base

T9.2 Develop a fundraising structure with alumni

T9.3 Develop alumni networking structure to include student mentoring, internships and job placement

T9.4 Cultivate outreach and recruitment by alumni

T9.5 Establish CB Alumni Clubs

T9.6 Conduct annual survey of alumni

Metrics

• Schedule an alumni reception at CWU homecoming in Ellensburg, beginning Fall 2002
• Conduct at least 1 CB alumni gathering per year, with attention for the Puget Sound area

Strategic Objectives 10

• To ensure efficient and effective management of the CB and its departments, and to expand the resources of the CB

Tactics

T10.1 Support social activities among the CB faculty and staff

T10.2 Encourage and support professional development of the CB administrative support staff

T10.3 Facilitate communication within the CB and across the university

T10.4 Continue to provide a structure to support and facilitate AACSB accreditation

T10.5 Facilitate strategic planning development

T10.6 Facilitate strategic planning implementation

T10.7 Facilitate the interaction with CB committee chairs

T10.8 Summarize diversity results for students, faculty and staff and report to AACSB

T10.9 Communicate with provost and president the need for continued reassigned time for intellectual contributions

T10.10 Work with respective departments, college deans, provost and president to develop a strategy to deal with business connotation and business credit requirement issue

T10.11 Maintain AACSB candidacy program (annual reports)

T10.12 Develop accreditation plan designed to meet AACSB business standards in order to be admitted into candidacy

T10.13 Develop guidelines for systematic review of mission statement

T10.14 Document how the CB's mission is appropriate for management higher education and how it is consonant with the mission of CWU

T10.15 Document specific educational objectives of each degree program offered

T10.16 Identify and document characteristics of students and other constituents served by each degree program

T10.17 Develop guidelines for monitoring the consistency of school activities with its mission

T10.18 Develop a marketing plan for CB academic programs and locations

T10.19 Encourage and support a strategy to address issues of faculty salary cap (e.g., greatly increase cap or removal of cap)

T10.20 Assess strategically curricular delivery modes (DE and face-to-face instruction) and scheduling as well as the role of electronically-mediated instruction in CB program delivery

T10.201 Determine what percentage of CB courses will be delivered by DE and by face-to-face instruction

T10.202 Determine what percentage of CB courses will be DE delivered by interactive compressed video and by web-based mode, or some combination

T10.203 Determine the optimal scheduling of courses for each delivery site based on student and CB needs

Metrics

• Schedule a "mock" AACSB accreditation peer review and site visit for Spring 2003
• Submit annual AACSB Candidacy Report
• Complete identification of educational objectives for each degree program by June 2002
• Complete a CB Marketing Plan by December 2002
• By September 2002, evaluate the CB organizational structure to ensure optimal framework for successful college and department performance
• Monitor completion of strategic objectives and tactics and accomplishment of metrics
• delivery modes and scheduling assessment for the CB by September 2002

Critical Success Factors

Critical success factors and key measures of success for the College of Business are vision and mission-related

Note: Mission and Vision Statements updated Summer 2005