Vision, Mission, Value Statements and Strategic Plan
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.
- 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
|SCoB Objective||SCoB Initiative||Metrics||Goal||Baseline||Baseline Date||AY 22 (Fall 21)||AY 23 (Fall 22)|
|1: Provide inclusive access to high-quality, innovative, outcome-focused business education.||Enhance Curriculum||Trailing 5-Year Curricular Approvals||At least 3 major revisions to programs||3-Enhancements Quant Curr, ACCT - BSBA, E-ship minor revisions||AY 20||Business Core revision on-going (Spring 22)||Business Core revision on-going (Spring 22)|
|Improve Poets & Quants Undergraduate Ranking||Ranking among public universities||Top 30||32||Fall 2021||32|
|Improve USNWR Public Undergraduate Ranking||Ranking among public universities||Top 100||108||Fall 2021||108|
|USNWR OMBA ranking||Top 50||Top 50||Not Rated||Fall 2021||Not Rated|
|Increase Undergraduate Student Enrollment||Fall 15-day enrollment||2050||1915||Fall 2020||1845||1817|
|Increase Graduate Student Enrollment||Fall 15-day enrollment||600-650, Overall, 450-500 for OMBA based on faculty resources||616||Fall 2020||638||576|
|Expand Online Programming||Number of new OMBA concentrations; Certificates|
|2: 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.||Increase First-Year FTFT Retention Rate within SCoB||Retention Rate Fall 15-day||85%||77.4%||Fall 20 Cohort||75.8% fall 21 Cohort|
|Increase Second-Year FTFT Retention Rate within SCoB||Retention Rate Fall 15-day||75%||67.0%||Fall 19 Cohort||65.1% Fall 20 Cohort|
|Reduce the Inequity Gap between Students of Color and White Students in Quantitative Business Core Courses||Difference in DFWU Rates||0%||11%||Fall 2020||13.68%||5.87%|
|Improve Degree Progression||4-Year Graduation Rate||60%||54.5% (Fall 2016 Cohort)||AY 20||54.7% (fall 2017 Cohort)||51.8% (fall 2018 Cohort)|
|Enhance Undergraduate (UG) Educational Outcomes||Percent above national mean on ETS Major Field Test||Exceed national mean||4% of 1 Std. Dev. below national mean||AY 20||31% of 1 Std. Dev. above national mean||Will be assessed in Spring 2024|
|Improve UG Student Placement Outcomes||Placement at Grad-uation per Academic Year||70% - 75%||77%||Spring 19 (pre-Covid)||67% (Spring 22)|
|Increase UG Student Internship Completion Rate||Percent of graduates with one or more internships||85%||76%||Fall 2020||74% (spring 22)|
|Enhance Graduate Educational Outcomes||Improvement on assessment||5% annual improvement||Sp 2022 & Fall 2022 performance||AY 2023|
|Improve Placement Outcomes for Full-time Programs||Placement at Graduation||70%||62%||AY 20|
|Enhance Undergraduate (UG) Educational Outcomes||NSSE metrics HIP, HOL, RIL||Improve NSSE Scores by 1% annually||HIP: 61% ; HOL: 36.6 ; RIL: 35.7||AY 21||DNA||DNA|
|Increase Internship Completion Rate||Percent of graduates with one or more internships||85%||76%||Fall 2020||74% (spring 22)|
|3: Extend the impact of our scholarship by driving current, relevant and diverse thought leadership to benefit students, employers, and other stakeholders||Increase Number of Professorships||Number Endowed trailing 5 years||3||3||AY 20|
|Increase Faculty/Staff Professional Development Resources||Dollar Amount trailing 5 years||Increase 5%/Yr||30000||FY 20|
|Quantity||Number of PRJs per TTF FTE and total trailing 5 years||1/FTE/Yr||1.17/FTE/Yr||2016-2020|
|Quality||Number of PRJs on ABS 3 or higher trailing 5 years||22%||75 (20.5%)||AY 20|
|Improve Thought Leadership||Exemplars of Thought Leadership||3 over trailing 5-years||3||AY 20|
|Improve Positive Societal Impact||Exemplars of Positive Societal Impact||5 over trailing 5-years||7||AY 20|
|Increase External Grants||Number of External Grants||Average 1/Yr trailing 5 years||3||AY 20|
|4: 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 communities||Increase External Grants||Number of External Grants||Average 1/Yr trailing 5 years||3||AY 20|
|Improve Positive Societal Impact||Exemplars of Positive Societal Impact||10 per year||Average 12 per year||AY 20|
|Increase Alumni Engagement||Annual Number of New Major Prospects||12 per year||Source: Dean||AY 20|
|Develop Annual Marketing & Communications Plan||# of Newsletters||7 per year||12||AY 20|
|Improve Diversity and Belonging in Faculty||Percentage of Diverse Faculty||F-42%, M-58%; Faculty of Color-30%; Underrepresented-7%||F: 39.1%; Faculty of Color: 25%; underrep: 6.3%||AY 20||F: 38.2%; Faculty of Color: 26.5%; underrep: 4.4%||F: 38.9%; Faculty of Color: 29.2%; underrep: 2.8%|
|Improve Diversity and Belonging in Staff||Percentage of Diverse Staff||F- 75%, M-25%; Staff of Color: 5%; underrep: 0%||F-70%, M-30%; Staff of Color: 14.8%; Underrepresented: 11.4%||AY 20||F- 80%, M-20%; Staff of Color: 6.25%; underrep: 0%||F- 76.5%, M-23.5%; Staff of Color: 17.6%; underrep: 5.9%|
|Improve Diversity and Belonging in Graduate Students||Gender and Ethnicity Diversity at Fall 15-day||F-50%/M-50%, Students of Color-35%||F:44.4%, M:55.6%; Students of Color: 31.1%||AY 20||F:45.8%, M:54.2%; Students of Color: 31.7%||F:46.9%, M:53.1%; Students of Color: 31.1%|
|Improve Diversity in Undergraduate Students||Gender and Ethnicity Diversity at Fall 15-day||F-40%/M-60%, Students of Color-20%||F:35.1%, M:64.9%; Students of Color:17.9% Source: IR||F:34.8%, M:65.2%; Students of Color:17.6%||F:35.3%, M:64.7%; Students of Color:16.1%|
|Improve Belonging in Undergraduate Students||NSSE Mean score on Sense of Belonging||Improvement on NSSE Scores by 1% annually||45.1||AY 2020/2021||Survey not conducted|
|Percent of students reporting discrimination on DACODI SCoB Climate Survey||0||1%||Spring 2021||0.01|
|Enhance Teaching & Learning Effectiveness||# of Workshops, brown bags, spotlights, high impact awards||8 events/year|
|AACSB Engagement, Innovation & Impact||Number of faculty participating in seminars and workshops||3 faculty/Yr|
|5: Optimize the use of Schmidthorst College of Business assets including talent, the Maurer Center, technology, and information resources in a sustainable and effective manner||Increase Number of Endowed Scholarships||Number Endowed trailing 5 years||15||Average 7 per year||AY 20|
|Maintain Teaching Productivity Ratio||SCH/FTE||650||708||Fall 19 - Sp 20||741|
|Maintain Maurer Center Fund||$190,000/Yr|
|Maintain Maurer Center LEED Certification||Develop Plan with Campus Operations|
Updated: 05/23/2023 03:11PM