CBA Strategic Plan (Revised - September 2013)
The CBA will be a globally recognized college of choice for scholarly and educational excellence that prepares graduates to succeed in business and society. (Approved by CBA faculty in September, 2013)
Our mission is to graduate highly valued, ethical business professionals prepared to excel in a dynamic global business environment.
Engagement, execution, and excellence embody our approach to achieving our mission.
To build an academic community where creative minds meet, collaborative spirits flourish, and educational and scholarly contributions thrive.
Highly Valued Professionals
- Students (evidenced by application demand)
- Faculty (evidenced in curricular processes)
- Professional Reviews (accreditation)
- Employers (employment)
- Graduate Schools (acceptances)
- The Community (funds raised and other support)
- Our Public Sponsors
What the CBA Does
- Provides high-quality teaching and support programs for an exceptionally diverse student body from California, the nation, and the world.
- Develops students’ business function knowledge and their critical thinking, communication, interpersonal, and quantitative skills.
- Enhances and supports faculty commitment to ongoing research, professional development, and service.
- Seeks to strengthen our resource base to ensure continued excellence.
Our Path To Excellence: The All-encompassing Goal
The all-encompassing goal of the CBA is to exceed AACSB accreditation standards. We will strive to achieve this goal by focusing on continual improvement in the following areas:
- Program Quality
- Learning Environment
- Community Relations
- College Culture
|1. Improve Program Quality||AACSB reaccreditation||6 Months||Reaccreditation by AACSB||Robert Chi||In process|
|Maintain quality in UG/Graduate program||12 Months||Assessment performance and BAT scores compared with prior years||Assessment Workgroup||Two assessment workshops have been hosted. 11 CSU campuses have participated in the BAT exam organized by CBA CSULB.|
|Be among top 3 UG program providers in the CSU system||24 Months||Ranked by US News and World Report||Mike Solt, Omer Benli & Department Chairs||Completed. CSULB is ranked #2 in CSU system (Cal Poly San Luis Obispo #1) based on 2013 US News and World Report regional University ranking|
|Be one of the top MS/MBA programs in the CSU system||36 Months||Ranked top 3 in CSU campuses by US News and World Report||Mike Solt, David Horne& MS Program Directors||Part Time MBA ranking: Long Beach: 184 San Diego: 93 Sacramento: 125 Pomona: 129 Fullerton: 146 Northridge: 146 San Jose: 146 Fresno: 184 *Based on 2013 US News and World Report|
|Update CBA learning goals for both undergraduate and graduate programs, assess learning goals at least twice every 5 years||24 Months||Assessment outcomes have been posted on the CBA AACSB web site for faculty to review and a faculty meeting is scheduled on Oct. 11 to review and discuss the assessment outcome.||Robert Chi, MBA Director & Core Course Coordinators||Change from Core Course Coordinator Council to Assessment Work Group to include both UG and Grad courses together for better coordination|
|Develop CBA AACSB web site to make all AACSB related data available for faculty to review and update||24 Months||Faculty satisfaction using survey regarding the transparency of AACSB records||Robert Chi||Completed, will need maintenance and update|
|Improving college reputation including AACSB accreditation and continuously improving our standards within that process||48 Months||Feedback from faculty, staff, students and alum||Mike Solt||In process|
|2. Improve Learning Environment||To create and sustain a high quality learning environment||12 Months||Improving teaching effectiveness in all courses||Omer Benli& Department Chairs||Implementation of Supplementary Instruction for high failure-rate courses|
|Expand the College to be one of the largest business schools in California||50 Months||Ranking by US News and World Report||Mike Solt||In progress|
|Graduate our students in a timely manner to comply with SB 1440||48 Months||Student graduation rate in 4 years||Omer Benli & Department Chairs||Advising programs & Professional programs have improved graduation rates|
|Establish new minor programs in Finance and International Business||12 Months||Enrollment of 2 newly established minor programs||Finance Chair& International Business Director||Completed|
|3. Increase Resources||To reduce dependence on state funding||12 Months||Percentage of total funding from self-support programs||Mike Solt, David Horne & MS Program Directors||Proposal of 3 new MS programs to receive additional MBA fee to provide resources for research and curricula development|
|Develop research colloquia and workshops for CBA faculty to attend||24 Months||AQ percentage and publication records||Robert Chi||23 research colloquia have been held. More than 250 CBA faculty have participated|
|Secure adequate financial resources||36 Months||Amount raised||Mike Solt, Ryan McKinney||2011-2012 $2,091,015 2012-2013 $6,048,876 2013-2014 $526,270 As of 08/30/2013|
|4. Promote Research||Engage in high quality scholarly and creative activities||36 Months||CBA AQ ratio improvement and the # of elite/High Quality journal articles published each year||Robert Chi||Numbers have improved since 2008 (last AACSB review)|
|Continuously improve research and scholarly environments||24 Months||Percentage of AQ faculty will receive assigned time||Mike Solt, Robert Chi||In progress|
|5. Change CBA Culture||To create and sustain a college culture and organization that supports the CBA vision and reinforces high performance expectations||36 Months||Number of grants received, editorships, teaching awards, news coverage, etc.||All Faculty||In progress|
|6. Community Relations||Business community choosing our students for internships||24 Months||Number of Employers in AY||Howard Fletcher||41 Companies|