Vision, Mission, Value Statements and Strategic Plan
Vision
We aspire to be an excellent, vibrant, public business school facilitating collaborative and innovative learning and knowledge creation for the public good.
Mission and Values Statements:
Our mission is to transform lives, enhance the economic vitality of our region, and benefit society through exceptional, holistic, learner-centered business education; thought-leading research; and valuable service.
We value:
- Leading with ethics and integrity, respect, transparency, accountability, and professionalism.
- Fostering diverse, inclusive, equitable, multi-cultural, and global perspectives.
- Empowering every individual to achieve their full potential personally and professionally.
- Conducting thought-leading research that is meaningful to scholars and practitioners.
- Incorporating principles of sustainability and social responsibility in everything we do.
- Providing innovative, collaborative, integrative, and experiential learner-centric pedagogy.
- Nurturing creativity, critical thinking, and effective communication.
- Creating mutually beneficial collaborations with the external community
Schmidthorst College of Business Strategic Plan
| What We Aspire | How We Aspire | What We Will Do | |
|---|---|---|---|
| Provide inclusive access to high-quality, innovative, outcome-focused business education | Right programs that are sustainable | We will continue to evaluate our undergraduate and graduate program portfolio to ensure we are providing opportunities for our students that meet their needs, as well as societies. We will enhance curriculum to include relevant, emerging topics that meet industry needs. | a. Revise our core curriculum; b. Develop new undergraduate and graduate certificates; c. Develop online MAcc and Business Analytics programs; d. Increase diversity in applications, admits, enrollments, and degrees awarded |
| Intensive focus on outcomes | We will ensure each student receives a transformative experience, preparing them for timely graduation, postgraduation opportunities, and to live meaningful lives. | a. Ensure teaching effectiveness through multiple feedback processes and mentorship; b. Integrate business technology and industry recognized certfications into the student experience; c. Increase the number and diversity of student engagement opportunities | |
| Broadening access | We will extend what we have learned and leverage technology to expand our ability to meet the needs of students. We will make our programs more accessible to broader groups of qualified students through pathways, partnerships, and innovative programs. | a. Strategically extend online access for in-demand courses, certificates, and programs; b. develop new pathways for undecided and those not directly admitted from high school; c. Review scheduling of classes to increase participation of working and non-traditional students | |
| Personalize the "Schmidthorst Experience" for each student by (1) providing transformative experiential learning opportunities, and (2) nurturing inclusive leaders who serve their communities for public good | Differentiating the traditional undergraduate experience | We will provide each student a personalized learning experience that includes multiple opportunities for experiential learning. | a. Integrate Life Design and coaching into curriculum; b. Create new active global partnerships for international exchange and study abroad opportunities; c. Build regional, national, and global partnerships with enhanced pathways to graduate programming; d. Increase the number of engaged industry partners for internships, co-ops, and course-based projects |
| Intensive focus on outcomes | We will ensure each student receives a transformative epxerience, preparing them for timely graduation, postgraduation opportunities, and to live meaningful lives and serve the public good. | a. Improve feedback and ranking for student experience in Poets&Quants annual business school survey, student evaluation of teaching, and DACODI surveys; b. Increase retention and graduation rates; c. Extend the reach of the Paul J. Hooker Center for Entrepreneurial Leadership | |
| Grow and foster business-specific partnerships connecting stakeholders for excellence in teaching and learning, research, positive social impact, and greater economic growth for the University and its community | Partnerships | We will work to grow and create partnerships with business and industry that provide additional resources and experiences for our strategic societal impact objectives | a. Develop a comprehensive approach for corporate engagement that integrates careers, internships/work+learning, guest speaking engagements, curriculum and strategic feedback, and executive learning; b. Engage with colleagues and companies in healthcare, social justice, and business to advance impact through thought leadership and applied projects elevating business practice |
| Optimize the use of Schmidthorst College of Business assets including talent, the Maurer Center, technology and information resources in a sustainable and effective manner | Enhancing value | We will reduce the net cost of our programs by streamlining curriculum, adopting innovative academic affordability initiatives and implementing innovative scholarship programs | a. Optimize support for our diverse learner populations across all programs; b. Reduce curriculum bottlenecks and barriers through improved scheduling, prerequisite and curriculum reviews to increase flexibility for work + learn and nontraditional learners; c. Leverage technology to provide opportunities for students to commute fewer days per week or finish the last semester remotely/online |
| Efficiency and alignment | We will review and align our organizational structure and financial budgets to minimize administrative costs and focus on student success. | a. Complete the College's structure review to reduce the number of departments; b. Create a framework for staff professional development and growth opportunities; c. Continue to enhance teaching and learning development opportunities both internally and in partnership with BGSU and AACSB resources. | |
Schmidthorst College of Business Accounting Strategic Plan
| What We Aspire | How We Aspire | What We Will Do | |
|---|---|---|---|
| Provide inclusive access to highquality, innovative, outcome-focused business education | Right programs that are sustainable | We will continue to evaluate our undergraduate and graduate program portfolio to ensure we are providing opportunities for our students that meet their needs, as well as societies. We will enhance curriculum to include relevant, emerging topics that meet industry needs. | a.Update Capstone Class is career planning; b.Increase advising and support to prepare for new CPA exam; c. Update Curriculum to ensure it continues to meet CPA exam standards; Build cybersecurity certificate for integration as option in accounting curriculum |
| Intensive focus on outcomes | We will ensure each student receives a transformative experience, preparing them for timely graduation, postgraduation opportunities, and to live meaningful lives. | a. Ensure teaching effectiveness through multiple feedback processes and mentorship; b.Integrate business technology and industry recognized certfications into the student experience; Increase the number and diversity of student engagement opportunities | |
| Broadening access | We will extend what we have learned and leverage technology to expand our ability to meet the needs of students. We will make our programs more accessible to broader groups of qualified students through pathways, partnerships, and innovative programs. | a. Engage industry partners and faculty in speaking with first-year students in BA 1500 about careers in accounting; b. Increase online enrollment for core accounting courses; c. Build new partnerships with high schools to recruit students; d. Engage current undergraduates to promote graduate MAcc program; e. Develop online MAcc for working professionals; f.Develop ambassador program for partnership development in Puerto Rico | |
| Personalize the "Schmidthorst Experience" for each student by (1) providing transformative experiential learning opportunities, and (2) nurturing inclusive leaders who serve their communities for public good | Differentiating the traditional undergraduate experience | We will provide each student a personalized learning experience that includes multiple opportunities for experiential learning. | a. Implement CPA review into MAcc and undergraduate curriculum; b. Increase participation in internship and co-op opportunities; c. Enhance learning experience with international partners for a global accounting view |
| Improve degree progression | We will ensure each student receives a transformative experience, preparing them for timely graduation, postgraduation opportunities, and to live meaningful lives and serve the public good. | a. Review the development of a young alumni advisory board to provide mentorship and opportunities for MAcc and undergraduate students; b. Identify bottleneck courses and increase student success supports for this curricula; c. Complete review of summer offerings to support student degree completion | |
| Extend the impact of our scholarship by driving current, relevant and divers thought leadership to benefit students, employers, and other stakeholders. | Focus our research activities for the public good | We will focus our research and scholarship activities to support the vitality of our community with a key focus on the three primary UN SDGs identified (Good Health and Well-being, Decent Work and Economics Growth, and Peace, Justice and Strong Institutions). | a. Influence practice through our applied research; b. Increase the number of intellectual contributions each year; c. Increase the number of ABS 3 journal publications to 10 over a 5 year period |
| Provide research support | We will work to ensure all faculty have the resources they need to complete their impactful research. | a. Increase support for professional engagement; b. Create a research workshop focusing on accounting technology impact and future of accounting work; c. Create research workshop with other regional universities for increased collaboration and knowledge translation | |
| Grow and foster business-specific partnerships connecting stakeholders for excellence in teaching and learning, research, positive social impact, and greater economic growth for the University and its community | Partnerships | We will work to grow and create partnerships with business and industry that provide additional resources and experiences for our strategic societal impact objectives. | a. Develop a comprehensive approach for corporate engagement that integrates careers, internships/work+learning, guest speaking engagements, curriculum and strategic feedback, and executive learning; b. Engage with colleagues across BGSU and companies to advance impact through thought leadership and applied accounting projects elevating business practice; c. Enhance partnership with OhioCPA for joint recruitment efforts of middle school and high school students into accounting careers; d. Have two unique examples of positive societal impact per year; e. Actively grow Accounting advisory board membership |
| Optimize the use of Schmidthorst College of Business assets including talent, the Maurer Center, technology and information resources in a sustainable and effective manner | Enhancing value | We will reduce the net cost of our programs by streamlining curriculum, adopting innovative academic affordability initiatives and implementing innovative scholarship programs. | a. Increase alumni engagement and post-graduation networking opportunities; b. Increase scholarships available to support students |
| Efficiency and alignment | We will review and align our organizational structure and financial budgets to minimize administrative costs and focus on student success. | a. Increase the efficiency of department processes through leveraging existing system; b. Ensure strategic recruitment and mentorship plans to attract and retain diverse faculty; c. Develop and implement a professional development plan for faculty to integrate technology into their teaching and optimize teaching effectiveness across modalities | |
Updated: 10/17/2023 09:50AM