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Strategic Plan (2007 – 2012)
Table of Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1) Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
1.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2) Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3) Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
4) Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
5) Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Goal 1: Expand and enhance graduate programs . . . . . . . . . . . . . . . . . . 10
Goal 2: Improve undergraduate programs . . . . . . . . . . . . . . . . . . . . . . . 12
Goal 3: Improve executive programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Goal 4: Increase the amount and quality of research/
scholarly output . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Goal 5: Develop closer collaboration with regional enterprises
and communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Goal 6: Cultivate a positive brand image . . . . . . . . . . . . . . . . . . . . . . . . 16
6) Mapping COBE Goals to University Destinations . . . . . . . . . . . . . . . . . . . 17
Executive Summary
To establish itself as a metropolitan research university of distinction, Boise State University has chosen to place greater emphasis on graduate programs and research. The Strategic Plan (2007-2012) for the College of Business and Economics (COBE) reflects and supports these changes in the university’s overall mission, while building on the college’s historical strengths in teaching excellence and applied research.
The situation analysis reveals that COBE structures, personnel, policies, and processes must align better with the growing aspirations of the community and the university. This strategic plan supports the objective of the College achieving regional prominence in five years, and national prominence in ten years. To do so, the COBE will pursue six major goals:
1) Expand and enhance graduate programs;
2) Improve undergraduate programs;
3) Improve executive programs;
4) Increase the quantity and quality of research/scholarly output;
5) Develop closer collaboration with regional enterprises and communities; and
6) Cultivate a positive brand image.
The plan outlines specific strategies for achieving these goals and proposed metrics to track progress.
COBE Strategic Plan (2007 – 2012)
Introduction
This Strategic Plan (2007 – 2012) for the College of Business and Economics (COBE) at Boise State University seeks to assist the COBE in gaining regional prominence in five years and national prominence in ten years. In addition, it complements the university’s strategic plan, Charting the Course, adopted in 2006. The university’s plan identifies four areas of emphasis:
- Academic Excellence
- Exceptional Research
- Public Engagement
- Vibrant Culture
The COBE Strategic Plan comprises six sections, discussed below:
- Situation Analysis
- Values
- Vision
- Goals
- Mapping the COBE Goals to University Destinations in Charting the Course
1)
Situation Analysis
1.1) Strengths
The COBE’s strengths include its
designation as the key business and economics program in the State, its long
history of exceptional teaching, its location, faculty members’ dedication to
students, and its entrepreneurial spirit.
- Designation as the premier business school in the state. The Idaho State Board of Education has designated the College of Business and Economics at Boise State University as the state’s premier business and economics program. The COBE offers one of only two AACSB-International accredited MBA programs in Idaho, and the only AACSB-International accredited MBA program within a 4-hour driving radius from the Boise metropolitan area.
- Links to community and region. Boise State University is the only
comprehensive higher educational institution in the Treasure Valley. COBE faculty members have long
contributed to the region through consulting and training, sitting on boards, supporting student
internships, conducting applied research, often with local organizations,
serving as speakers at numerous organizations, and joint teaching with
executives. Our unique location in
the state’s capital city also affords the opportunity for close ties with
federal, state, and local governmental agencies.
- Dedication to students. Unlike many larger universities, Boise State in general, and the COBE in particular, has a reputation for excellence in teaching, especially at the undergraduate level. The majority of instructors are tenure-track faculty. Students have ready access to faculty, providing them with frequent interaction for discussing course work, advising, and mentoring. Faculty members’ engagement with the community creates opportunities for students, including internships, live case studies, and possible employment.
- Entrepreneurial spirit. Unusual in most universities, entrepreneurial spirit thrives at Boise State University and within the COBE. Faculty and staff members frequently develop and test new initiatives in academic and administrative areas. To date, the university administration has supported reasonable ventures that may be somewhat risky, but that can help enhance the university’s image and reputation.
1.2) Weaknesses
The COBE has several weaknesses, including its lack of image, infrastructure, research emphasis, and salaries, discussed in more detail below.
- Lack of clear image. Until recently, Boise State University and the COBE have not been widely known for specific differentiating characteristics or programs. Within the COBE, selected faculty members, typically through their research, have gained national or international reputations, but external stakeholders in the region have lacked a clear image of the College and its strengths.
- Weak infrastructure, student support, facilities
and website. The College’s
building is dated and unable to meet the needs and aspirations of a
growing school. Offices, meeting space, and undergraduate and graduate
student working spaces are limited.
The COBE lacks a dedicated office/program to provide high-level
placement services for its students and to be responsive to organizations
seeking to hire graduates or interns.
Finally, the College’s website has a poor aesthetic design and is
not well-maintained. Staffing for
maintaining the website is weak; less than one
- Relative lack of research emphasis. Only about one-third of COBE faculty members have traditionally focused heavily on research; thus the college needs a culture change to move in that direction. It appears that about a third of COBE faculty members have been relatively inactive in scholarly publishing in recent years, and a final third have focused more on conference presentations than on refereed journal publications. Thus, future recruiting for COBE positions must focus on finding more research-oriented professors. In addition, the expectations for promotion and tenure standards may need to change.
- Low Salaries and Shortage of Ph.D. Faculty. Faculty salaries are low, relative to comparable schools of business and economics accredited by AACSB-International. In addition, AACSB-International has noted the upcoming shortage of business Ph.D.-qualified faculty as aging baby boomers retire and fewer Ph.D.s are awarded in business. The shortage further exacerbates the salary inversions that exist in the COBE as new graduates command higher salaries than full professors. A related concern is the COBE’s long-term use of adjunct faculty to the maximum extent permitted by AACSB-International. Thus, substituting adjuncts for Ph.D. faculty to a greater extent is not a viable solution.
1.3) Opportunities
The College is located in Idaho’s capital city of Boise, one of the fastest-growing urban areas in the country. Its growth is expected to continue for the next decade. The Boise valley is the educational, governmental, cultural, and economic heart of the state. Its strong business presence comprises many sectors, such as high-tech, natural resources, agri-business, health care, and financial services. Also, recent athletic success has raised local, regional, and national awareness of the university. Such factors lead to several opportunities for the COBE.
- University administrative support. In 2006, Boise State University adopted a strategic plan emphasizing growth in research and graduate programs. The university leadership is supportive of the COBE and has identified it as one of the “emphasis schools” in the university. University leadership has high hopes and expectations for the COBE, and has designated the site for the new COBE building as a gateway to the university campus.
- Financial campaign support. The university’s biggest fundraising campaign in its history began in August 2007. The COBE’s needs will feature prominently in the campaign. Industry partners and business and community leaders have already indicated willingness to support initiatives to help the College, such as the $12.5 million gift from the Micron Foundation towards a new building to house the COBE.
- New Building’s Benefits. A new building offers unique opportunities to attract high-quality students, staff, and faculty; to grow revenue-generating executive programs; and to help develop a research-active culture. Hiring research-oriented faculty creates the need for space for research assistants and faculty. The growing reputation of COBE programs, and the successful launch of the Executive MBA (EMBA) program will continue to enhance the COBE’s image. The COBE needs to leverage this opportunity to systematically build a strong and distinctive brand for the college, especially when it faces relatively little regional competition from comprehensive traditional schools in business and economics.
1.4) Threats
The COBE priorities are evolving to align with: a) the shift in the university mission, involving greater emphasis on research and graduate programs, and b) the growing demand from the industry and external stakeholders for a higher-quality, more prominent and visible school. Several external threats challenge that process.
- Limited state funding. Continued dependence on the historically low levels of state support may hinder the COBE’s ability to fulfill its goals and aspirations for the future. The College has to pursue alternate sources of revenue generation, including, for example, fundraising, revenue-generating executive programs, grants, and contract consulting/research.
- Increasing competition at the lower end of the market. Increasingly, non-traditional, non-accredited and/or regionally accredited programs (e.g., University of Phoenix) have been growing regionally at the expense of COBE graduate and non-degreed programs. Unless the COBE effectively differentiates itself from the lower end programs, it may miss attracting top students who do not understand why the programs at the COBE are higher quality than those that are not accredited by AACSB-International.
- Increasing competition
at the higher end of the market.
At the high-end, the
Boise Valley is attracting increased regional and national attention. Increasingly, active and aggressive
attempts by respected universities (e.g., University of Washington,
Babson, Thunderbird Online) to recruit EMBA
students from the Boise Valley present a threat to the COBE at the high
end of the executive education market.
Finally, the University of Idaho recently announced an EMBA program
in Northern Idaho, which may offer challenges for the future.
2)
Values
The following core values guide the College of Business and Economics:
Passion for lifelong learning and scholarship
- We believe knowledge and understanding result from disciplined inquiry, reflective thought, reasoned judgment, and concerted collaborative action.
Exceptional teaching and learning
- We seek to provide students with strong capabilities to serve their communities and organizations.
Exceptional scholarship
- We believe research, theory, and practice are integral to an excellent education.
- We create and bring new ideas and knowledge to practice and the classroom, and to our professional and academic communities.
Collegial climate
- We strive to maintain a friendly and collegial work environment and build a sense of community in and outside of the college.
Community engagement
- We believe that active involvement of students, staff, and faculty regarding public issues facilitates education and scholarship and fulfills community needs.
Creativity and innovation
- We help organizations and individuals solve problems and find new business opportunities.
- We believe in the imaginative creation and the courageous pursuit of new ideas.
Diversity
- We welcome diversity in our academic community and in the education we deliver.
Ethical leadership
- We act with honesty and integrity in our actions in and outside of the College.
Globalization
- Our perspective is global in teaching, research, and service to our community.
3) Mission Statement
The College of Business and Economics provides high-quality accessible AACSB-International-accredited education.
We create, disseminate, and apply innovative knowledge to support economic and business development, primarily in Idaho and the region.
Our students, staff, and faculty engage our chief constituencies: communities, businesses (profit and not-for-profit), organizations, and governmental entities.
4)
Vision
- By 2012, the College of Business and Economics will be recognized as one of the preeminent schools of business and economics in northwestern U.S., delivering excellence in education, research, and community engagement.
- By 2016, the College of Business and Economics will be recognized as one of the nation’s top-ranked schools of business and economics with distinguished acclaim for its centers of excellence.