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CBA Strategic Plan (Approved - May 18, 2015)

Vision Statement

The CBA will be a globally recognized college of choice for scholarly and educational excellence that prepares graduates to succeed in business and society.

Mission Statement

Our mission is to graduate highly valued, ethical business professionals prepared to excel in a dynamic global business environment.

Core Values

Engagement, execution, and excellence embody our approach to achieving our mission.

Shared Commitment

Our faculty members strive to build an academic community where creative minds meet, collaborative spirits flourish, and educational and scholarly contributions thrive.

CONNECTION TO UNIVERSITY MISSION AND CORE VALUES

According to its mission statement, California State University, Long Beach (CSULB) is a diverse, student-centered, globally engaged public university committed to providing highly-valued undergraduate and graduate educational opportunities through superior teaching, research, creative activity, and service for the people of California and the world.

Both the university and CBA missions focus on producing highly valued degrees and achieving student success in a global context. The university is committed to access, affordability, community engagement, diversity, globalization, and student success, and CBA also subscribes to these concepts.

The university’s core values are educational opportunity, excellence, diversity, integrity, and service. Excellence is perhaps the central value. Both the university and CBA emphasize excellence as an important value, and AACSB’s emphasis on quality education and continuous improvement is consistent with a quest for excellence. Without excellence in our curriculum and programs, current and prospective employers will look elsewhere for graduates, so students and alumni benefit from CBA excellence. CBA will strive for excellence in all that it does.

CBA’s other values—engage and executeare also crucial to helping us achieve our mission. Unless CBA engages with its stakeholders and various communities, it will not achieve excellence. If CBA does not execute plans and actions, excellence will be elusive.

Many opportunities to engage and execute exist with stakeholders across the university and with our external partners. For example, curricula need to be reviewed, assessed, and updated to maintain relevance and timeliness. Also, faculty members need to be continuously engaged in professional development and scholarship to assure that they provide educational value that contributes to student success in the classroom and on the career path. Likewise, the opportunity to involve both students and faculty in meaningful community engagement activities and projects brings CBA and all our stakeholders together in productive partnerships.

Educational opportunity is inherent in the purpose of the university and CBA; we strive to produce graduates with highly valued degrees. Diversity reflects our local population as well as the global business environment that our students will encounter after they graduate. We also want to recognize and reflect diversity in our faculty and programs.

We want our students and alumni to approach their careers with integrity, and ethical behavior is embedded in our learning goals. Service is required of our faculty as citizens of the university, supporting shared governance across the university while building a collegial and professional environment within the college.

As CBA engages, executes, and excels in ways that reflect both the core values of both the college and university, CBA will move toward its vision of becoming a globally recognized college of choice.


CBA TODAY

CBA received full reaccreditation from AACSB in 2009 and 2014 for both our undergraduate and graduate programs. Two new graduate degrees, Master of Science in Accountancy (MSA) and Master of Science in Supply Chain Management (MSSCM), will intake their first cohorts in fall 2015. A Master of Science in Information Systems (MSIS) and a Master of Science in Finance (MSF) are in the planning stages.

From a peak of 5,640 undergraduate students in 2008-2009, enrollments fell to 4,080 students in 2011-2012 because of budget cutbacks. With the increases in state allocations, undergraduate enrollments have increased to 4,250 in 2014-2015. Similar reductions occurred in graduate enrollments, with a total of 190 MBA students in 2011-2012. Enrollment has rebounded, and in 2014-2015, there are 174 students in the Evening MBA, 31 students in the Accelerated MBA, and 43 students in the Saturday MBA, for a total of 248 MBA students.

In fall 2014, seven new tenure-track faculty members joined CBA’s faculty, and five more will join us in fall 2015. From 2009 to 2014, CBA faculty members published 167 peer-reviewed journal articles, 15 of which were in elite journals and another 57 were published in high quality or high quality plus journals.

Over the last several years, CBA and the university have weathered a very challenging budget environment. From 2008 to 2012, CBA’s state-allocated budget declined by over 20%. With the passage of Proposition 30 in 2012, our budget stabilized, although it was at the lowest level of state funding. Since then, university budgets have been growing roughly 5% each year, which has enabled us to restore many parts of college life, particularly allowing for increased travel and student assistant support for faculty, release time for teaching, and hiring more lecturers for teaching a growing number of sections.



PREVIOUS STRATEGIC PLANNING EFFORTS

CBA has long acknowledged the importance of strategic management. CBA held a faculty retreat in September 2008 to examine its vision, mission, and strategic initiatives. A strategic plan was approved by faculty vote in December 2008, and an updated version was approved by faculty vote in December 2010. Each CBA department developed a strategic plan in 2010-2011, and CBA advisory boards reviewed CBA strategic initiatives in 2012. CBA faculty met twice in fall 2012 to discuss long-range strategic issues: the first meeting focusing on graduate education and the second on distance learning. CBA faculty met again in spring 2013 to discuss strategic initiatives and to review the vision statement; the current vision statement was approved by faculty vote in September 2013. The strategic plan and its action items continue to be reviewed and revised annually by CBA’s Strategic Planning Committee (SPC).

Appendix A presents the strategic priorities developed at CBA’s faculty retreat in September 2008. These priorities are consistent with the primary goals listed below, and given the enduring nature of our goals, these priorities are still relevant today.

CBA’s top strategic priority in 2008 was to maintain AACSB accreditation. Since then, CBA has received full re-accreditation twice. Today, maintaining accreditation is embedded in CBA’s culture, especially in terms of faculty qualifications and assurance of learning. As faculty members strive to maintain their AACSB qualifications and help students meet learning objectives, they help CBA maintain accreditation. This focus is consistent with current efforts to provide highly valued degrees and to promote academic and career success for our students.


CBA GOALS

A strategic plan is a roadmap for going from Point A to Point B that involves formulating goals and objectives to measure progress of the journey. Goals are primary, broad, and over-arching, while objectives are sub-goals that move toward achieving primary goals. Goals are long-term in nature and are durable with long lives.

Objectives have a more short-term character and are determined after goals are set. Objectives are specific, achievable, and measurable. 

After objectives are determined, actions—the specific activities undertaken to achieve objectives—can be laid out. If objectives indicate where we want to go (the ends), then specifying actions will help us get there (the means). Completing actions and measuring objectives will allow us to determine progress in achieving goals.

From work that CBA faculty has done over the previous decade, there is a long-expressed intention to achieve the following long-term goals:

Goal One: Provide high-quality degree and support programs to prepare students to excel in a dynamic global environment.

Goal Two: Develop and assess students’ business function knowledge, critical thinking ability, and communication, ethical, interpersonal, and quantitative skills.

Goal Three: Facilitate faculty continuous commitment to research, professional development, and service.

Goal Four: Strengthen our resource base (funding and facilities) to ensure continued excellence.

These primary goals can endure even if CBA’s strategic plan changes over time. These goals provide a framework that can guide CBA in laying out objectives and actions in a coherent, flexible, and adaptable manner.

The focus of the last part of this strategic plan is on action and implementation: What will CBA accomplish over the next five years and how will the accomplishments be measured? What objectives will move CBA toward the long-term, primary goals and who will be tasked with achieving the objectives? The remainder of this strategic plan will be aimed at answering these questions.


GOAL, OBJECTIVES, AND ACTIONS

This section presents the goals, objectives, and actions for CBA for the coming years. While details of the actions are elaborated after each objective, Table 1 provides an overview of the goals and objectives.

Table 1

CBA Goals and Objectives, 2015-2019

Goal/Objective

Description

Goal One

Provide high-quality educational and support programs for an exceptionally diverse student body from California, the nation, and the world

Objective 1

Maintain AACSB accreditation for undergraduate and graduate programs

Objective 2

Improve student success and retention

Objective 3

Improve undergraduate curricula

Objective 4

Improve graduate curricula and services

Objective 5

Develop the professional skills and attributes necessary for undergraduate students to achieve satisfactory progression in their careers

Goal Two

Develop and assess students’ business function knowledge, critical thinking ability, and communication, ethical, interpersonal, and quantitative skills

Objective 1

Review student learning objectives for undergraduate and graduate programs, and implement assessment and feedback loops

Objective 2

Develop new graduate programs within both CBA and partners across the university

Objective 3

Expand and develop international collaborations for CBA faculty and students to gain knowledge of today’s global business environment

Goal Three

Facilitate faculty continuous commitment to research, professional development, and service

Objective 1

Maintain adequate numbers of faculty members who are Scholarly Academics (SA), Practice Academics (PA), Scholarly Practitioners (SP), and Instructional Practitioners (IP), and who participate in college life to comply with 2013 AACSB standards

Objective 2

Encourage research collaboration across departments, CSULB, and other universities

Objective 3

Develop, support, and sustain a high quality learning facility

Objective 4

Encourage CBA faculty to participate in professional development activities and engage in developing good community relations

Goal Four

Strengthen our resource base (funding and facilities) to ensure continued excellence

Objective 1

Meet university targets for fundraising

Objective 2

Enhance the role and engagement of existing CBA advisory boards

Objective 3

Develop enthusiastic and effective advisory boards for graduate programs

Objective 4

Expand alumni connections and increase engagement in the community


The actions that are necessary to achieve the objectives are presented in the tables below each objective.

Goal One

Provide high-quality educational and support programs for an exceptionally diverse student body from California, the nation and the world.

Objective 1:  Maintain AACSB accreditation for undergraduate and graduate programs.

Actions

Intended Outcomes

Responsible Parties

Inform CBA faculty and staff about 2013 AACSB accreditation standards

Conduct faculty meetings to discuss AACSB status and standard once each year

Associate Dean (AD) for Accreditation and Dean

Develop and implement CBA guidelines for AACSB standards

Finalize CBA faculty qualification guidelines by June 2015

Faculty Council (FC), AD for Accreditation, and Dean

Evaluate undergraduate and graduate curricula to improve CBA teaching effectiveness

Review all CBA course descriptions and prerequisites once each year

Department chairs, Undergraduate Programs Committee (UPC), and Graduate Programs Committee (GPC)

Implement CBA Strategic Plan

Review CBA Strategic Plan each year

Strategic Planning Committee (SPC), FC, Graduate Programs Director, ADs, and Dean

Develop and implement Departmental Strategic Plans

Prepare Departmental Strategic Plans by spring 2016 and review each year

Department faculty and department chairs

Objective 2: Improve student success and retention.

Actions

Intended Outcomes

Responsible Parties

Improve graduation and retention rates

Meet targets set by Academic Affairs (AA) and Chancellor’s Office (CO) each year

Center for Student Success (CSS) Director, AD for Administration, and Dean

Reduce average time to degree completion

Meet targets set by AA and CO each year

CSS Director, AD for Administration, and Dean

Reduce graduation gap between underrepresented and non-underrepresented minority students

Meet targets set by AA and CO each year

CSS Director, AD for Administration, and Dean

Submit proposals for every round of Student Excellence Funds (SEF)

Be awarded SEF to support proposed initiatives each year

CSS Director, Head of IT, AD for Administration, Dean, and ASI CBA Senators

Ensure prospective freshmen and transfer students are well prepared through systematic outreach

Increase percentage of fully qualified applicants to CBA programs each year

CSS Outreach Coordinator, CSS Director, and AD for Administration

Provide pro-active and intrusive advising, tutoring, and supplemental instruction

Increase in one-on-one advising sessions and learning assistance services each year

CSS Director and AD for Administration

Provide right courses at right times to ensure timely graduation

Attain zero-student-complaints at the end of each registration cycle

Special Assistant for Enrollment Management, AD for Administration, and Dean

Increase the participation of undergraduate business students in the University Honors Program (UHP)

Increase the number of CBA students in UHP each year

AD for Administration and Dean

Review recommendations from Spring 2015 Provost’s Task Force on Graduate Student Success final report

Implement applicable recommendations by Spring 2016

Graduate Programs Director and Dean

Objective 3: Improve undergraduate curricula.

Actions

Intended Outcomes

Responsible Parties

Review curricula for California Senate Bill 1440 compatibility

Meet requirements of Transfer Model Curriculum (TMC) in all options by spring 2016

UPC, AD for Administration, and Dean

Create discipline specific General Education (GE) Capstone Courses

Each option to have at least one discipline specific GE Capstone Courses by spring 2019

Departmental curriculum committees, UPC, and AD for Administration

Review and update Standard Course Outlines (SCOs) for each CBA core course

Annually review and update SCO for each Core Course

UPC and AD for Administration

Conduct periodic reviews of curricula to ensure coverage of essential knowledge and skills

Review reports from departmental curriculum committees each year

Departmental curriculum committees, UPC, and AD for Administration

Review prerequisite requirements to ensure applicability in every course

Review reports from departmental curriculum committees each year

CSS Director, CSS Outreach Coordinator, and AD for Administration

Objective 4: Improve graduate curricula and services.

 

Actions

Intended Outcomes

Responsible Parties

Review department and GBA graduate curricula

Revise SCOs; propose new courses and SCOs each year

Departmental curriculum committees, GPC, and Graduate Programs Director

Review and institute orientations for all graduate programs

Review existing orientations; propose new orientations in

spring 2015

MS Directors, Graduate Programs Coordinators and Advisors, and Graduate Programs Director

Engage graduate students in post-program career development

Expand offerings of Career Development Center (CDC); embed career development in existing or new course work

CDC Graduate Business Advisor, GPC, MS Directors, and Graduate Programs Director

Objective 5: Develop the professional skills and attributes necessary for undergraduate students to achieve satisfactory progression in their careers.

Actions

Intended Outcomes

Responsible Parties

Develop CBA alumni database to track employment records

Consolidate various college databases in fall 2015 and expand college database in spring 2016

Director of Development and Dean

Improve the quantity and quality of Student Center for Professional Development (SCPD) services

Increase student participation in SCPD activities each year

SCPD Programs Coordinator, SCPD Director, and AD for Administration

Provide relevant internships for students

Increase the number of students participating in internships each year

SCPD Internship Coordinator, SCPD Director, and AD for Administration

Goal Two

Develop and assess students’ business function knowledge, critical thinking ability, and communication, ethical, interpersonal, and quantitative skills.

Objective 1: Review student learning objectives for undergraduate and graduate programs, and implement assessment and feedback loops.

Actions

Intended Outcomes

Responsible Parties

Develop learning objectives for Master of Science in Accountancy (MSA) and Master of Science in Supply Chain Management  (MSSCM)

Learning objectives and assessment schedule developed by July 1, 2015

MSA Director, MSSCM Director, and Graduate Programs Director

Continue Assurance of Learning efforts for CBA BS program, three MBA programs, and two MS programs

For each learning goal of each program, complete a minimum of one assessment each year

Accreditation Coordinator and AD for Accreditation

Continue effort to close-the-loop and offer close-the-loop show case awards to encourage faculty to assess and improve teaching

Develop at least two close-the-loop assessments in CBA each year

Assessment workgroup and AD for Accreditation

Attend AACSB conferences and workshops and participate in AACSB reviews for other peer schools

Attend one AACSB annual conference and one assessment conference each year

AD for Accreditation and Dean

Maintain CSU Business Assessment Test (BAT) and provide online testing capability

Update BAT questions every three years, maintain BAT website, and offer BAT online by June 2015

Accreditation Coordinator and AD for Accreditation

Improve outcomes of student learning objectives

Meet all benchmarks before next AACSB review

Accreditation Coordinator, Assessment Workgroup, and AD for Accreditation

Objective 2: Develop new graduate programs within both CBA and partners across the university. 

Actions

Intended Outcomes

Responsible Parties

Facilitate Master of Science in Information Systems (MSIS) Proposal

Obtain CO approval in spring 2015; enroll first cohort in fall 2016

MSIS Director and Graduate Programs Director

Facilitate Master of Science in Global Financial Management (MSGFM) Proposal

Obtain campus approval in spring 2016; CO approval in fall 2016; enroll first cohort in fall 2017

MSGFM Director and Graduate Programs Director

Facilitate MBA/Master of Arts in Modern Languages and Culture (MBA/MA) Proposal

Obtain campus approval in fall 2015; CO approval in spring 2016; offer to students in fall 2017

Chair of Romance, German, Russian Languages and Literature Department in College of Liberal Arts and Graduate Programs Director

Facilitate Master of Science in Engineering Management (MSEM) Proposal

Obtain campus approval in spring 2015; CO approval in fall 2015; enroll first cohort in fall 2016

MSEM Director from College of Engineering and Graduate Programs Director

Objective 3: Expand and develop international collaborations for CBA faculty and students to gain knowledge of today’s global business environment.

Actions

Intended Outcomes

Responsible Parties

Encourage undergraduate and graduate student participation in long-term and short-term study abroad programs

Ninety students participate in short-term and twenty in long-term study abroad programs each year

Participating faculty members, International Business (IB) Director, and Graduate Programs Director

Maintain current relationships and initiatives with Xiamen University and China University of Political Science and Law (CUPL), and Hamburg University of Applied Sciences

Develop a student exchange agreement with Xiamen University by August 2015; recruit CUPL Daytime AMBA students for fall 2016

IB Director, Associate Deans, and Dean

Maintain current relationships and initiatives with National Economic University (NEU) in Hanoi, Vietnam, and extend to other Vietnamese business schools

Develop collaboration programs with NEU in fall 2015

Participating faculty members, IB Director, Associate Deans, and Dean

Develop additional international collaborations

Evaluate as opportunities arise

Interested faculty members and IB Director

Goal Three

Facilitate faculty continuous commitment to research, professional development, and service.

 

Objective 1: Maintain adequate numbers of faculty members who are Scholarly Academics (SA), Practice Academics (PA), Scholarly Practitioners (SP), and Instructional Practitioners (IP), and who participate in college life to comply with 2013 AACSB standards.

Actions

Intended Outcomes

Responsible Parties

Replace retiring senior faculty with new SA faculty members

Hire two additional CBA faculty in 2015-2016

Department chairs and Dean

Encourage faculty members in “Other” category to become PA or SA

Each department meets the 2013 AACSB standard in fall 2016

Department chairs and AD for Accreditation

Provide CBA Assigned Time to encourage tenured faculty to maintain PA or SA status

Offer at least five CBA Assigned Times for faculty with high IC points per year

Dean

Develop strategies and motivations for lecturers to become participating faculty

Meet CBA participating faculty ratio of 75% in fall 2015

Department chairs, AD for Accreditation, and Dean

Objective 2: Encourage research collaboration across departments, CSULB, and other universities.

Actions

Intended Outcomes

Responsible Parties

Support research colloquia and other research seminars in CBA

Offer at least two CBA research colloquia presentations each semester

AD for Accreditation

Support visiting scholars from other universities and institutes for research activities

Host at least one visiting scholar per academic year

Department faculty host and department chairs

Provide funds to support faculty attendance at academic conferences and workshops

Allocate each faculty member at least $1,500 in travel funds each year

Dean

Objective 3: Develop, support, and sustain a high quality learning facility.

Actions

Intended Outcomes

Responsible Parties

Increase use of new teaching pedagogies

Achieve at least one course redesign each year

Graduate Programs Director, ADs, and Dean

Fund faculty attendance at teaching workshops

Send at least five faculty members to such workshops each year

Dean

Renovate classrooms and improve instructional technology

Support at least 3 classroom upgrades each year

Building Manager, Head of IT, AD for Administration, and Dean, and ASI CBA Senators

Objective 4: Encourage CBA faculty to participate in professional development activities

and engage in developing good community relations.

Actions

Intended Outcomes

Responsible Parties

Fund faculty participation in professional activities

Fund three requests each year

Department Chairs, AD for Accreditation, and Dean

Support faculty publication in practitioner journals

CBA faculty publish ten practitioner journal articles each year

Department Chairs, AD for Accreditation, and Dean

Encourage and support undergraduate participation in community engagement projects and activities

Complete at least one community engagement class project per department each year

Participating faculty members and department chairs

Encourage and support graduate participation in community engagement projects and activities

Complete at least fifteen community engagement class projects each year

Participating faculty members and Graduate Programs Director


Goal Four

Strengthen our resource base (funding and facilities) to ensure continued excellence.

Objective 1: Meet university targets for fundraising.

Actions

Intended Outcomes

Responsible Parties

Raise funds for:

  • Scholarships for both undergraduate and graduate students
  • Building and technology improvements
  • Programs and centers
  • Faculty professional development

Raise $2.0M annually

Director of Development and Dean

Encourage and assist CBA departments and faculty members to become more active and effective in fundraising activities

Develop guidelines and programs; begin discussions in fall 2015

Director of Development and Dean

Objective 2: Enhance the role and engagement of existing CBA advisory boards.

Actions

Intended Outcomes

Responsible Parties

Engage Finance Department Advisory Board

Strengthen community connections and provide five mentors and/or internships each year

Department Chair, Director of Development, and Dean

Engage Human Resource Management Advisory Board

Strengthen community connections and provide five mentors and/or internships each year

Department Chair, Director of Development, and Dean

Engage SCPD Advisory Board

Strengthen community connections and provide five mentors and/or internships each year

Director of Development and Dean

Engage Student Managed Investment Fund Advisory Board (SMIF)

Strengthen community connections and provide five mentors and/or internships each year

Department Chair, SMIF instructor, Director of Development, and Dean

Engage Supply Chain Management Advisory Board

Strengthen community connections and provide five mentors and/or internships each year

MSSCM Director, department chair, Director of Development, and Dean

Engage Ukleja Center for Ethical Leadership (UCEL) Advisory Board

Strengthen community connections and provide  $60,000 in funding to center each year

UCEL Managing Director, Director of Development, and Dean

Objective 3:  Develop enthusiastic and effective Advisory Boards for graduate programs.

Actions

Intended Outcomes

Responsible Parties

Create advisory boards for:

  • Evening MBA program
  • Saturday MBA program
  • Accelerated Daytime MBA program

Provide guidance and support for curriculum, internships, and career management in 2015-2016

Graduate Programs Director and Dean

Create advisory boards for:

  • MS in Accountancy
  • MS in Information Systems

Provide guidance and support for curriculum, internships, and career management in 2015-2016

Department chairs, MS Directors, Graduate Programs Director, and Dean

Extend the Finance Department Advisory Board to incorporate MSGFM

Provide guidance and support for curriculum, internships, and career management in 2015-2016

Department chair, MSGFM Director, Graduate Programs Director, and Dean

Objective 4: Expand alumni connections and increase engagement in the community.

Actions

Intended Outcomes

Responsible Parties

Engage and execute CBA Alumni & Friends network

Rethink and restart efforts to provide networking and professional opportunities in 2015-2016

Interested faculty members and Dean

Extend the MBA Association Spotlight on Success

Develop more concrete support from MBA alumni by spring 2016

Interested faculty members and Graduate Programs Director

Increase the number of internships and mentoring opportunities with CBA alumni for current students

Develop plan during 2015-2016

SCPD Director, CDC Graduate Business Advisor, and Dean

Expand and enhance connections with community organizations

Participate on boards of Long Beach Chamber of Commerce and Regional Hispanic Chamber of Commerce; participate as member of Orange County Business Council and Long Beach Green Business Council in 2015-2016

Interested faculty members and Dean

Expand and enhance the Innovation Challenge (IC) business plan competition that is open to all CSULB students

Get more CBA faculty involved and secure funding to endow IC prize and operating expenses by spring 2016

Interested faculty members and Dean

SUMMARY

The thrust of all the goals, objectives, and actions in this strategic plan are consistent with CBA’s mission and vision and will help make CBA the best it can be. Developing and strengthening programs, achieving student success, maintaining faculty qualifications, and raising necessary funds are instrumental to achieving CBA’s mission. Through engagement with stakeholders and execution of this plan, CBA will move toward achieving excellence in all that it does.

Appendix A

Strategic Priorities from the 2008 CBA Faculty Retreat

Strategic Priority

Description

1

Maintain AACSB accreditation

AACSB pursues educational quality and focuses on mission-driven decision-making, faculty qualifications, and assurance of student learning; all stakeholders recognize the centrality of this initiative to CBA’s mission

2

Restructure the undergraduate and graduate curricula

To attain educational quality, our curriculum needs to be continuously evaluated for timeliness, relevance, and usefulness

3

Keep senior faculty AQ

Having an Academically Qualified (AQ) faculty is primary for AACSB accreditation; Non-AQ senior faculty members jeopardize our accreditation, and incentives and financial support to achieve this initiative must be developed

4

Recruit/retain faculty

As senior faculty retire, we must renew faculty—both tenure-track and lecturers—through hiring; relative to other business schools, our levels of pay, teaching loads, and cost of living make recruiting faculty challenging

5

Continuously improve teaching quality

For CBA to excel, we must enhance what we do to increase student success, and this involves teaching effectiveness, pedagogical issues (such as online and active learning), and curriculum

6

Raise funds

State funding is our major source of funds, and we generate additional funds through non-state programs like Accelerated and Saturday MBA programs; raising funds from alumni and other supporters is an important source that is used to invest in faculty, students, and programs

7

Reduce teaching loads

This initiative aims at providing faculty with time to produce and publish quality peer-reviewed research in order to maintain AQ status

8

Emphasize students’ critical thinking skills

A Student Learning Task Force found that critical thinking skills are an important shortfall of our students; several additional learning objectives will also be pursued, but improving students’ critical thinking skills is important

 

CBA and Departmental Strategic Plans