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College of Business Strategic Plan

The 2022-2026 College of Business Strategic Plan was developed through an iterative process involving key stakeholders, including students, faculty, staff and the Executive Advisory Board. The successful 2017-2022 Strategic Plan was used as a starting point, specifically the existing mission, vision, core values and eight strategic priority areas. The goal in developing a new strategic plan was to provide focus by reducing the number of priorities, thus increasing the ability to achieve excellence in fewer and more impactful areas.

In developing the new plan, it was critical to separate diversity, equity, inclusion and accessibility (DEIA) from being a single priority, rather making it an overarching theme of the plan and a critical lens that will be used to assess each priority. A college committee developed a DEIA statement that outlines and defines diversity within the college, and expresses the ongoing commitment to make a societal impact in this area.

Who do we want to be?

We are Bobcats! Agile professionals who are disciplined risk takers, life-long learners, and curious global citizens. We are Ohio University's College of Business - the educational choice of tomorrow’s leaders.

Why do we exist?

We inspire innovators who strategically create value. We motivate leaders who serve with grit and determination. We nurture self-aware citizens who better the world of business.

The desire to provide high impact experiential learning opportunities to our students in a post-COVID world overwhelmingly emerged as a top priority. The College of Business has excelled in this area in the past, but the need to stay innovative with how students are served both inside and outside the classroom is critical to achieving our mission. Goals related to enhancing experiential learning in curricular and extracurricular activities, assistance with preparing students for meaningful employment, and providing learning opportunities for both traditional and non-traditional students are included in this priority.

Core Values

We serve students first, so they serve.

We teach principled leadership.

We embrace diversity of thought and community.

We offer individualized paths to success.

We foster relationships that last.

We deliver on our promises.

DEIA in the OHIO College of Business

The College of Business at Ohio University commits to supporting and embracing the diverse experiences, backgrounds, beliefs and perspectives of the students, faculty, staff, community and all constituents that define our college. We strive to create an accessible and inclusive experience for all to belong by engaging in responsive, continuous improvement. We affirm that our commitment to these efforts elevates the individual and strengthens the collective body.

Utilizing our proud and active alumni base rose as another key priority. While traditionally alumni have been used as a conduit for philanthropic giving, the College of Business aims to further engage alumni to assist in using their time and talents. Goals from modest engagements like classroom visits and alumni networking events to more structured functions like the formation of key alumni groups to assist with recruitment and retention are a part of this priority.

An organization is only as good as its people, and our third critical priority is about providing professional growth and recognition opportunities to our faculty and staff. Enhancing the reward structure is critical to job satisfaction, as well as ensuring faculty and staff are continually trained with the best practices so they can better serve students. Emphasis is placed on ensuring resources are available for the three key functions of faculty (teaching, scholarship and research/professional qualifications, service) as well as professional growth opportunities for all.

The foundation of all priorities lies in recruiting and retaining a strong and diverse student population in undergraduate, graduate, certificate, and non-degree programs. A foundational element is creating a marketing plan for the college that aligns with the mission. Additionally, there is an emphasis on early and targeted recruiting coupled with retention strategies related to academic and career advising.

The College of Business Strategic Plan will serve as the foundation for decision making for the next five years, and a critical addition to the plan is the inclusion of measures to determine relative success of goals, as well as an owner who will be held accountable for each goal. These actions, measures, owners and DEIA considerations are outlined in the Companion Document to the Strategic Plan.

Strategic Plan Goals, Actions, Metrics

Strategic Priorities, Goals, and Actions

Over the next five years, the College of Business will focus on the following strategic priorities:

Priority 1: Provide a Relevant, Rigorous, Experiential, and Transformational Learning Experience

The College of Business at Ohio University is focused on setting our students up for career success. We emphasize experiential learning that leads to student transformation. We also align with opportunities and skills that are trending and in need by employers. We have focused on career support at the undergraduate level over the last 5 years – we will continue this; however, we will also focus much more on career support in graduate programs moving forward. We also want to further our current strategy of allowing for unique combinations of specializations and skill areas by incorporating new types of professional training modules in the future.

• 1.1 Goal: Enhance student success
• 1.2 Goal: Support the evolving talent development needs of business and working professionals
• 1.3 Goal: Incorporate Real World Experiences into learning
• 1.4 Goal: Develop community within and across professional and online graduate programs
• 1.5 Goal: Enhance/Encourage offering of agile pedagogy/programs/opportunities

Priority 2: Provide Opportunities to Expand Alumni Impact

One of the greatest strengths of the College of Business is the Ohio Bobcat family, which includes the over 38,000 living alumni. The college can leverage the gifts the alumni are willing to provide in a variety of ways through coordinated and targeted efforts aimed at aligning their gifts with student needs. We have always had a small, committed base of alumni who have given so much to the College of Business, but we feel that there is untapped potential that needs to be tapped in the Bobcat family.

• 2.1 Goal: Increase the amount of time our alumni spend with the College of Business
• 2.2 Goal Increase the amount of fundraising dollars generated from alumni

Priority 3: Enhance Support for Faculty and Professional Staff Development in Order to Achieve Excellence

To operate at a high level and meet the needs of our stakeholder groups - educated, energized, and engaged faculty and professional staff are required. Additional support to improve professional competencies is needed, ample opportunities for recognition is critical for sustained motivation, and a dedication to recruiting and retaining a diverse and competent employee base is imperative for the efficacy of the entire strategic plan. We must work to ensure our faculty and staff are fairly and equitably compensated.

• 3.1    Goal: Increase faculty research impact
• 3.2  Goal: Increase faculty teaching impact 

Priority 4: Increase Access to Opportunities Through Improved Student Recruiting and Retention

Students are our “why” and our life blood, and the College of Business must be committed to recruiting talented students while concurrently providing opportunities for those who come from underrepresented and underserved communities. Attention must be directed to targeted strategies, consistent engagement, and a commitment to creating a high-touch, small college experience for every Business Bobcat.

• 4.1 Goal: Develop a comprehensive college marketing plan
• 4.2 Goal: Engage potential students early
• 4.3 Goal: Leverage Non-Degree Executive and International Programs
• 4.4 Goal: Recruit and Yield a More Diverse Student Body
• 4.5 Goal: Increase Retention and Graduation Rates for Student Body

Glossary, Acronyms, and Abbreviations

• Asst Dean – Assistant Dean
• Assoc Dean – Associate Dean
• BAACS  – Business Academic Advising & Career Services. The “One-Stop Shop” for undergraduate career services and academic success coaching and advising.
• BAR – Black Alumni Reunion
• COB – College of Business
• DEIA – Diversity, Equity, Inclusion, and Access
• DEIAB – Diversity, Equity, Inclusion, Access, and Belonging
• DFW – Grades of “D,” “F,” and “Withdrawal (W).” Certain courses are well-known for their rigor and are viewed as “weed-out” courses. So, a higher DFW rate is seen as normal, for example, the first two Accounting courses. Higher level courses (junior and senior-level) and courses with very high DFW rates (typically above 18-20%) need to be reviewed for academic quality. The goal is to graduate students who are well prepared for the next stage of their lives, not to make them repeat courses arbitrarily.
• Grad & Prof Programs – Graduate and Professional Programs
• UCM – University Communications and Marketing
• UHR – University Human Resources
• Undergrad – Undergraduate programs

Strategic Plan

The   2021 - 2026 Strategic Plan for the Georgia Tech Scheller College of Business represents our shared vision for, one that is grounded in a commitment to cultivating ethical leaders who create value for business and society in a tech-driven world.

The strategic planning process was led by an engaged, diverse committee made up of a broad set of stakeholders, including students, faculty, staff, alumni, and friends of the College. Our sincere and heartfelt thanks goes to all who participated and provided their feedback in the process. 

As we work together to achieve our goals, we will transition into a new era of even greater opportunity, one in which we play a key role in solving the complex business and societal challenges of today and tomorrow.

View the Strategic Plan

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• Current: Strategic Plan

The Harbert College of Business is committed to a mission of producing highly desired graduates while generating knowledge that drives business thought and sustainable business practice. Our world-class faculty and leadership are focused on delivering an elevated Auburn experience, conducting transformative scholarly research, and actively engaging our stakeholders to develop partnerships that provide opportunities for lifelong learning.  

These are exciting times for the Harbert College of Business. A period where we will expand our emphasis on external engagement, high impact learning opportunities, international programming and global diversity, serving students in other majors, introducing lifelong and non-degree credentialing opportunities, and striving always to achieve operational excellence.

The Soaring to 2025 strategic plan is built upon five core goals which were shaped by the work of nine task forces, each of which was focused on evaluating the status quo and making recommendations regarding some of the most important functions in the college.

Strategic Goal 1: Students

Provide a superior student experience that produces highly sought-after graduates and cultivates lifelong engagement.

Strategic Goal 2: Research

Produce research that advances the academy, extends business thought, and shapes best practice.

Strategic Goal 3: Faculty & Staff

Attract, develop, support, and retain exceptional faculty and staff.

Strategic Goal 4: Stakeholders

Actively engage our stakeholders to develop partnerships that inform research and provide opportunities for experiential and lifelong learning.

Strategic Goal 5: Organizational Excellence

Pursue organizational excellence and a culture of continuous improvement to effectively steward our resources and build the Harbert College of Business brand.

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The future of Business

Strategic plan fy23-24, innovative business education for all learners, everywhere.

At OSU College of Business, we are dedicated to empowering our students with innovative, future-focused business education. Since our founding in 1908 we have been guided by the mandate to bring business education to all learners, everywhere. And today we have more than 37,000 alumni worldwide.

We continue to have a profoundly positive impact on business landscapes within Oregon, nationally and globally. With campuses in Corvallis and Bend, and our top-ranked online learning with Ecampus, we serve more than 4,500 undergraduate students and 400 graduate students.

Oregon State University is a land-, sea-, space-, and sun-grant university and an R1 research institution. These prestigious designations reinforce our commitment to promoting extensive research activities and our dedication to societal advancement. As the third largest college at OSU, our mission is to solve the world's challenges and elevate business for all learners, everywhere.

Our Mission

At the College of Business, we provide a transformative education that shapes ethical leaders ready for global impact. We are a steadfast community of learners, educators and professionals, collaborating to champion the prosperity of our communities and businesses. We’ve made a commitment to conduct impactful and relevant research and our pursuit to foster an inclusive environment where every individual is valued.

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A message from Dean Carroll

We began to work on redefining, reimagining, and recommitting to our vision and strategic priorities in January 2022. We wanted our priorities to reflect each and every one of us. We sought input from our donors, alumni, faculty and staff, and incorporated AACSB and other standards to inform our approach. We also carefully examined national trends and considered the unique context of Oregon and the Pacific Northwest.

We conducted 29 in-depth interviews, reviewed survey responses from an impressive 3,440 stakeholders, and hosted multiple interactive workshops to ensure comprehensive engagement. The valuable insights gathered from these interactions further enriched our planning process.

I am truly inspired by the ideas that have emerged from this collective effort. It is through the dedication of each person within our college community that we are a success. Together, we are laying the foundation for an even brighter future.

Our college runs on the innovative ideas, hard work and dedication of its people. Our team includes instructional professionals, academic and career success advisors; marketing, event, IT and facility service teams and faculty members. Each person plays an essential role in our success.

I am excited to witness the implementation of our strategic plan and the positive impact it will have on the students we serve, our college, the university as well as our communities in Oregon and beyond.

Warm regards, Dean Tim Carroll

Our strategic Priorities

Core Values

We have a unique educational approach where values and impact are key. We prioritize people over profit and redefine business as a societal good. Committed to nurturing students with innovative support, we focus on academic and ethical growth. Our dedication to integrity, inclusivity, and societal betterment, acknowledges our historical roots and champions diversity and equity. We are on a journey where education transcends learning, aiming for a positive global impact.

Find out more >

At the heart of the OSU College of Business, we believe in the power of diversity, inclusion and collaboration. Our strategic planning process reflects this.

• 29 in-depth interviews
• Multiple interactive workshops
• Two comprehensive surveys
• 3,440 responses

This conversation with our community has enriched our planning process, given depth to our data, ensuring every voice was heard and every perspective considered. And we are ready to turn this plan into action.

Learn more >

The College of Business is poised for growth and transformation with a strategic plan that focuses on four crucial areas. These pillars are the foundation upon which we'll build our future.

Each area will shape our development over the next several years. They will drive our actions, inform our decisions and inspire our community. And importantly, they will help us create an environment that promotes diversity and inclusion, and empowers every member of our community to succeed.

• Strategic Priorities

Oregon State University College of Business 2751 SW Jefferson Way Corvallis, Oregon 97331 Phone: 541-737-2551 Fax: 541-737-4890

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Our Strategic Plan

In 2018, the College of Business initiated a strategic refresh of its plan to ensure alignment with the University’s revised mission and strategic priorities.

As part of the strategic refresh, the College conducted a comprehensive review of programs, curricula, assurance of learning, and faculty development. The College of Business faculty unanimously approved the current strategic plan, titled College of Business Strategic Plan 2018-2023 , in October 2020, after a significant delay that resulted from the implementation of pandemic response in Spring Semester 2020, and a limited return to campus in Fall Semester 2020. Based on twenty-four months of analysis and endorsed by the University administration, the plan looks to the year 2023 and seeks to position the College for continued success in what is expected to be a period of dramatic change in higher education. We have identified three strategic priorities to operationalize our strategy and set the stage for a series of actions for continuous improvement and innovation.

These priorities are:

• Insure Impactful Engagement
• Implement Career-Focused Curricula
• Focus on Faculty and Staff Development

View the College of Business Strategic Plan

University Strategic Plan 2022

In 2017, Clayton State University unveiled its five-year institutional strategic plan. The comprehensive plan provides a framework to address disruptions in public higher education and represents the university’s commitment to become a national model for community engagement while fostering a learning environment that equips our students for success as citizens.

View Clayton State University’s Strategic Plan 2022

Mission and Strategic Plan

Lead the way in business education.

• Attract exceptional students and prepare them for success as global citizens, business leaders, scholars, innovators and entrepreneurs.
• Develop research that impacts society and readies the next generation of scholars.
• Engage alumni, executives and thought leaders to enrich the educational experience and connect students to our strong global network.
• Activate our teaching, research and mentorship for emerging learning environments.
• Advance the University of Missouri’s flagship mission.

Statement of Purpose

As Missouri’s land grant institution, we commit to excellence in the preparation of ethical business leaders. Our scholars will influence the world of business through knowledge discovery. Together with our global network of partners, we will meet the needs of the market today while anticipating the opportunities of tomorrow. Our shared success will be built on a foundation of diversity, inclusion, engagement and respect. We will integrate technology, innovation and globalization into a comprehensive learning environment in the Robert J. Trulaske, Sr. College of Business. This is our responsibility to the State of Missouri, the Nation, and beyond.

Trulaske Strategic Priorities

Our five-year Strategic Plan outlines the priorities and the tactics we will use to implement a forward-looking, interdisciplinary approach to business education. Our goal is to prepare our graduates for their careers and the rapidly changing and diverse world ahead. As a land grant institution, we make this commitment to the citizens of Missouri.

Here’s how Trulaske will lead the way in business education:

Career readiness & the student experience.

By combining rigorous academic study with the Professional Development Program, certifications, and research, Trulaske is preparing career-ready graduates. We offer a growing list of programs of distinction that start with prospective students and progress to traditional and non-traditional students who then graduate to lifelong learners. We are forming a model for external engagement to improve student success. In partnership with private industry, we are launching the Trulaske Executive Education Program.

Scholarly Research

Building on the strengths of our nationally ranked faculty, we are recruiting new leading researchers in high impact areas. Enhancing our strong PhD program will improve research capacity. New awards will attract talent to Mizzou. Research centers – both new and existing – will be market-facing and market-sensitive to leverage our research and translate our findings.

Modular Education & Access

To prepare today’s student in a rapidly changing educational environment, we are generating real-time, technologically enhanced, hands-on learning opportunities. Stackable certificates will create a fully customizable, interdisciplinary experience that results in professional credentials for dynamic markets. Our growing online offerings open high-quality Trulaske offerings to the world.

Entrepreneurship and Innovation

We are infusing an entrepreneurial mindset at Trulaske. Applying business principles to education opens new opportunities for innovative ideas, industry partnerships and collaborations across campus. As we look to our strengths at Mizzou for inspiration, we are designing an Institute for Experiential Education, Innovation and Entrepreneurship.

Global Engagement

We are growing our global presence with international opportunities for students and faculty. We are creating new pathways to Mizzou for students from around the world who seek our quality programming.

Professional Growth

We are prioritizing professional growth to support faculty and staff to master new skills and chart new courses of advancement in the various fields of study at Trulaske.

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College of Business

Strategic plan uw oshkosh college of business.

To be the business education partner of choice in Northeast Wisconsin and beyond.

Our Winning Aspiration

We inspire our community to develop beyond all expectations.

Our Mission

We create, curate, apply, and communicate knowledge for sustainable economic and societal success in Northeast Wisconsin and beyond.

Societal Impact Statement:

Innovation statement:​.

Strategic Themes

STRATEGIC THEME 1 Engaging and applied academic programs

Programs that are interesting, up-to-date, inspire action, provide opportunities for hands-on learning, interact with area businesses and discipline experts.

Expected outcomes and metrics

• Our learners perceive our programs to be interesting and engaging.
• Our academic programs lead learners to identify a field that they are excited to pursue after their studies.
• Our learners are able to apply what they learn to real world problems and situations.

Faculty/Staff

• Faculty/staff experience fulfillment teaching in engaging, applied programs that connect them and learners to practice.
• Our alumni continue to feel engaged in their chosen field.
• Our alumni believe their program gave them practical tools necessary to succeed in their chosen field(s).
• Employers believe that engaging with our programs helps them to achieve their organizational goals.

STRATEGIC THEME 2 Applied and pedagogical research

Applied or Integrative/Application Scholarship draws from basic research and discovery and uses accumulated theories, knowledge, methods, and techniques to solve real-world problems and/or issues with practice. Teaching and Learning Scholarship explores the theory and methods of teaching and advances new understandings, insights, content, and methods that impact learning behavior.

• Learners perceive our programs are engaging and applied.
• Faculty are skilled at translating their discipline-based research into applied outlets and at conducting applied and pedagogical research.
• Faculty are thought leaders in developing new pedagogical understanding.
• Faculty continuously improve their understanding of current teaching practices.
• Our constituents seek us out for collaborative research, discipline-based consultation, and provide access to their organizations for research.
• Our constituents recognize that we are leaders in pedagogical research related to online education in business and economics.

STRATEGIC THEME 3 Profound personal and professional development

Professional development includes knowledge of one’s field, professional networking, interpersonal and communication skills, ethical decision-making, teamwork and collaboration, leadership, inclusive excellence, and the ability to give and receive constructive feedback. Personal development focuses on creating greater self-awareness and emotional intelligence, an understanding of factors contributing to one’s life satisfaction and how to manage those areas, and an appreciation for the personal growth that one still needs.

Personal Development

• Graduates feel supported in their academic and personal journey and leave with significant growth in self-awareness, including an appreciation for where they still have room for growth.

Professional Development

• Our learners have strong interpersonal skills, including professional networking, ethical decision-making, teamwork/collaboration, leadership, cultural sensitivity and inclusive excellence,  the ability to receive feedback and strong communication skills .

Faculty/Staff Development

• Faculty and staff feel supported in their personal and professional development and are satisfied with their progress.
• Faculty and staff have sufficient opportunities for personal and professional development.
• Our faculty, learners, and staff exhibit our values.
• Alumni continue development of personal and professional skills throughout their lives.
• COB is seen as a hub for personal and professional development for our alumni.
• We are seen as a hub of personal and professional development knowledge for employers in our region.

STRATEGIC THEME 4 Outreach activities that have a positive impact on society, business, and the academy

Outreach activities are those activities that bring university staff and expertise to bear on problems and issues outside of the university and UW System.

• Our learners derive a sense of satisfaction and connection from community outreach activities.
• Our learners understand how their skills can support the needs of the community.
• We provide opportunities for learners to engage in impactful, positive outreach activities.
• Our faculty and staff derive a sense of satisfaction and connection from community outreach activities and understand how their skills can support the needs of the community.
• Our faculty/staff are engaged in outreach activities .

Community/Employers

• Local organizations look to College of Business learners, faculty, and staff to help solve practical problems
• Our community believes the College of Business is engaged in community outreach activities.

Core Values

Show up, Volunteer, Participate, Effect Change. We are doers who recognize the necessity of action. We use our curiosity to expand our horizons. We enthusiastically participate in discourse inside and outside our classrooms and workspaces. We joyfully show up to volunteer, serve, effect change, and lead for our fellow students, colleagues, and community.

Professionalism

Respect, Communicate, Work Hard, Meet Goals. We are responsible students, staff, teachers, researchers, and business leaders. We take pride in our work. We communicate with civility. We give and receive compassionate, critical feedback. We make rational, evidence-based decisions. We work hard toward shared goals. We maintain a culture of work-life balance for each other.

Welcome, Include, Appreciate, Support. We are a respectful and inclusive community. We welcome diverse people to express their authenticity. We appreciate each other for our contributions. We support each other to achieve our full potential. We create and maintain close connections with individuals, groups, businesses, and society.

Continuous Improvement

Evaluate, Learn, Grow, Never Settle. We are proactive, life-long learners.  We create, evaluate, and improve our work and learning environments. We promote, support, and acknowledge quality education, research, service, and business practices. We are always progressing toward the next level of excellence.

Enact Values, Consider Stakeholders, Follow Through, Hold Accountable. We are ethical, honest, genuine, and transparent. We are considerate of our stakeholders in our decision-making and actions. We are courageous. We say what we mean. We do what we say. We hold each other accountable.

How we serve our constituents

• Implementing the Wisconsin Idea in Northeast Wisconsin
• Supporting local businesses, including those that operate globally
• Educating future business leaders all over the world but primarily within 100 miles of our location in Oshkosh, Wisconsin.
• Supporting the larger University of Wisconsin Oshkosh and University of Wisconsin System
• Contributing to the larger academic and professional communities in business and economics
• Offering a cost-effective, AACSB accredited business education for learners and their families
• Offering post-baccalaureate education to alumni and the community
• Providing expertise and services to nonprofit organizations and government agencies
• Providing effective stewardship of donor contributions

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2021 – 2025 Strategic Plan

The Gatton College of Business and Economics has launched its 2021 – 2025 Strategic Plan. It was approved by faculty in June 2021. The plan was created through a design thinking process, which included suggestions/feedback from a broad base of Gatton College constituents. From these ideas, the Strategic Planning Committee and college leadership developed our strategic initiatives. As part of a transparent process, Kaufman Hall interviewed multiple internal and external Gatton stakeholders to produce foundational research to aid the Committee in making decisions regarding priorities and future results. 

Mission Statement

The Gatton College of Business and Economics prepares principled leaders for the global economy, produces impactful research, and elevates economic growth in Kentucky and beyond.

Strategic Priorities

Enhance the learning experience and career outcomes for all students  , enhance the research profile of the college  , re-envision operations as the connective tissue between stakeholders  , create an inclusive, diverse, and connected culture in the college, establish mutually beneficial, lifelong relationships with alumni.

2021 – 2025 Strategic Plan Survey

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University of Houston-Clear Lake impacts our region through exceptional educational programs provided by engaged faculty and dedicated staff. We continue to build on that success by adding new programs and creating opportunities. We are expanding our 45-year commitment to opening doors to accessible education in exciting new ways with Impact 2025 and Beyond , the theme for our new strategic plan and the pathway to our future.

UHCL Core Values

• Learner Focused
• Transformation
• Sustainability

UHCL Strategic Themes

During Phase 1 of the strategic planning, the UHCL Strategic Management Team defined four "Pillars of Excellence" that are the foundation for all strategic plan work going forward. These pillars are: Educational Achievement, Inclusive Culture, Innovation through Collaboration and University Identity. From these pillars arise the four strategic objectives that each division addressed during Phase 2 of the planning process. These four objectives are: Organizational Capacity, University Processes, Resource Stewardship, and Students and Stakeholders

College of Business Strategic Objectives

During Phase 2 of the strategic planning process, the College of Business worked with various stakeholders, including employees, students, alumni and community partners to develop our College objectives, intended results, and identify possible strategic initiatives. 

Our College priorities and objectives align with the four university objectives: organizational capacity, university processes, resource stewardship, and students and stakeholders.

Office of Admissions

Phone: 281-283-2500 Fax: 281-283-2522 Email: [email protected] SSCB 1.101 2700 Bay Area Blvd, Box 13 Houston, TX 77058-1002 Office Hours: Mon-Fri, 8 a.m. - 5 p.m.

Rawls College of Business

Strategic Plan 2018-2022

The Jerry S. Rawls College of Business Strategic Plan represents the collegiate effort to identify areas of utmost importance, providing a framework by which the college can achieve its mission. The plan acts as a guide for instruction, curricular design and revision, scholarly activities, administrative and academic policy formulation, and assessment. This plan is consistent with and supports the achievement of Texas Tech University's strategic plan .

Strategic Initiatives

Linked directly to the college's mission, vision and core values, Rawls College established five initiatives to help guide the successful achievement of the goals and objectives outlined in our strategic plan.

Raise the level of graduates' professional skills in areas that employers require and match the future needs of business.

Attract and retain highly-qualified students, faculty and staff.

Work to ensure that all undergraduate students experience learning opportunities that promote completion, achievement and critical thinking (i.e., high-impact practices).

Leverage our expertise and resources to produce more high-quality, impactful research and scholarship.

Strengthen ties with alumni and the business community.

Download the 2018-2022 Strategic Plan

Rawls College Strategic Plan 2018-2022

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Strategic Plan Updates: Year 1 Update > | Year 2 Update > | Year 3 Update > | Year 4 Update >

To be a world-class business school that transforms lives, organizations, and society.

A Message from Dean Paul A. Pavlou

New technologies and the power of data and digitization are radically transforming business. I believe this decade will be transformational to business education, practice, society, and humankind ... read more .

To offer leading-edge, student-centered education that is accessible and affordable, founded on research and grounded in the real world .

We pursue our vision and mission by leveraging the City of Houston with its diversity and its vibrant business community, the momentum of the University of Houston, our alumni, and our unique location on the Third Coast of the United States as a gateway to the world.

We actively engage all stakeholders to achieve our vision and mission.

We always seek to innovate with an entrepreneurial spirit and mindset., we endeavor to transform lives, organizations, and society..

Students: Obtain both functional and soft skills Industry: Engage industry for experiential learning and mentorship Other Disciplines: Cross-disciplinary learning Alumni: Life-long learning The Public & Society: Engage for continuous learning

Students: Entrepreneurial and creative spirit Industry: Perform innovative research that is impactful to business practice Other Disciplines: Cross-disciplinary innovation Alumni: Agents of innovation The Public & Society: Address challenges with innovative and creative spirit

Students: Transform lives and create leaders and agents of positive change Industry: Transform organizations with a diverse workforce and impactful research Other Disciplines: Cross-disciplinary collaboration Alumni: Partners and life-long learners The Public & Society: Transform society to be more just

Values are essential to pursuing our vision and mission and informing our approach. These values can be remembered simply by the very name of our College — BAUER — Boldness, Accountability, Unity, Excellence, and Resourcefulness.

A ccountability, e xcellence, r esourcefulness.

Boldness: We are bold, confident, and courageous as we seek to change the world

Accountability: We communicate openly and transparently, hold ourselves accountable, and we follow the highest standard of integrity and ethics.

Unity: We cherish diversity and we encourage inclusivity by treating all members of the Bauer community with respect and dignity.

Excellence: We strive for distinction, originality, and brilliance in everything we do.

Resourcefulness: We are creative, innovative, and entrepreneurial in addressing challenges and opportunities, we value ground-breaking ideas, and we challenge the status quo.

Be a world-class business school, among the very top in the nation.

To become a Top 50 business school in five years and among the Top 25 in 10 years.

Be a world-class leader in research and education with (a) a cross-disciplinary mindset, (b) a global perspective, and (c) state-of-the-art curricula, while being accessible and affordable.

Be a leader in instructional innovation and digital learning.

Set the standard for promoting diversity and inclusion.

Be a model for engaging with students, industry, and the community.

Create value by leveraging the powerful network of our alumni and friends.

Impactful Research

We are committed to creating business knowledge that impacts managerial practice and addresses challenges faced by society and humankind, and training the next generation of academic leaders through a robust Ph.D. program.

Cross-disciplinary Mindset

We appreciate that today’s challenges are inherently complex, and we commit to pursue cross-disciplinary approaches to address them.

Global Perspective

We have a global mindset, and we recognize that we live in a globally-connected world with enormous possibilities that we seek to pursue.

Accessible Education

We believe that outstanding education can be accessible, and we are dedicated to making our offerings affordable, flexible, and convenient.

State-of-the-Art Curricula

We understand the powerful forces of digitization and automation, and we strive to stay ahead of the curve by leveraging new technologies.

Student Engagement

We are dedicated to student success through engaging, innovative, and transformative experiences for students in a supportive environment.

Industry Engagement

We pledge to devote our efforts to collaborating with industry, pursuing experiential learning opportunities for students, and contributing to practice.

Community Engagement

We pledge to promote a healthier and more just society by addressing critical societal challenges through active community engagement.

Diversity and Inclusion

We cherish diversity and we commit to inclusivity by treating all members of the Bauer family with respect and dignity.

Bauer Family

We are an unparalleled network of students, faculty, staff, alumni, and partners, and we commit to help each other grow, prosper, and thrive.

As the preeminent Tier-1 public urban business school in Houston and the largest undergraduate business program in Texas...

...the Bauer College is poised to develop the next-generation workforce to drive the economic development of the City of Houston, the State of Texas, the United States, and the world. Based on the research priorities of the University of Houston and major industries in the region, we will identify complementarities among the following current and emerging areas to develop an integrative portfolio of areas of excellence as a basis for a competitive advantage.

Sustainable Energy

The world is undergoing a transition to an energy future that involves reducing the environmental impact of energy use while ensuring modern energy access for a growing global population. The Bauer College of Business, located in the world’s energy capital, has the opportunity to play a major role in helping the energy industry lead this transition through the Gutierrez Energy Management Institute and the University’s sustainability initiatives.

Healthcare Innovation

Houston is home to the largest medical center in the world with over 100,000 healthcare practitioners working within a few miles of the Bauer College of Business. Given the University of Houston’s emphasis on healthcare and its new College of Medicine, including the Humana Institute and the Aspire Fund focus on healthcare, the Bauer College seeks to develop a robust program in healthcare innovation research, education, and industry outreach.

Entrepreneurship

The Bauer College of Business seeks to leverage its world-class programs in entrepreneurship through the Wolff Center for Entrepreneurship and the SURE™ Program to make a difference in students’ lives, and to support Houston’s innovation and start-up ecosystem.

The Bauer College seeks to leverage its world-class Stephen Stagner Sales Excellence Institute by making an impact in the world of ideas, students, and society through innovative and engaging sales research and education that will transform lives, organizations, and society.

Analytics & Artificial Intelligence

Given the role of data, analytics, and artificial intelligence in today’s economy, the Bauer College seeks to be a leader in these emerging areas with their application across disciplines, such as accounting, energy, healthcare, real estate, finance, and supply chain. We envision a multi-disciplinary application of analytics and artificial intelligence through the University of Houston Data Science Institute and partnerships across campus and beyond.

Financial Services & Real Estate

Houston is a major banking and financial services center. Finance, Insurance, and Real Estate represent 13% of the Gross State Product of Texas. The Bauer College of Business strives to be a leader in these areas, building on existing strengths with the AIM Center for Investment Management , the Cougar Fund and the Alexander Center for Real Estate . We seek to develop a program of research and education in energy finance, commercial banking, wealth management, real estate management and data analytics that addresses the integration of real estate with smart cities, as well as sustainable use of energy.

Inclusive Leadership

One of the most diverse cities in the nation, Houston is among the highest in the nation in corporate headquarters for Fortune 500 firms. As a result of its global footprint, the Bauer College seeks to develop a research and education program with a unique focus on inclusive leadership , which has become a key engine for competitive advantage for organizations.

Additional Opportunities

Finally, Houston is also a major logistics, transportation, trade, sports and entertainment, retail, arts, aerospace, and manufacturing hub, and we envision the Bauer College of Business to support these and other industries through our research, programs, and industry outreach.

Our goal for the Strategic Plan is to be aspirational, inspirational, bold, and ambitious , but also be realistic and attainable. We set out to include representatives of all Bauer stakeholders, including faculty, staff, students, alumni, partners, and Board members.

The process was supported by a 42-person Steering Committee which provided input as we progressed through the strategic planning process and also interfaced with other stakeholders at the Bauer College, including faculty, staff, students, and alumni. Besides, a 10-person subgroup of the Steering Committee, known as the Working Group, supported the Steering Committee to oversee the development of the plan input, developed the materials for the Steering Committee meetings, and provided a review of the draft strategic plan (with staff and student support).

The three key inputs to the process included the output of 13 existing AACSB Task Forces, research and analysis conducted by undergraduate and Executive MBA students under faculty direction, and faculty, staff, student, and alumni surveys conducted by Deutser Clarity Institute.

A key step was the full-day retreat of the Steering Committee which reviewed the inputs and conducted small group exercises to develop the What, How, and Why of Bauer along with the key challenges and opportunities for the next five years, and more broadly, the next decade.

Ultimately, the work was used to identify the key elements of the Strategic Plan presented here.

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College of Business Strategic Plan

• Prepare students for leadership roles and create and disseminate business knowledge.
• Emphasize research and practice, experiential learning for problem-solving, and opportunities to collaborate. 

And, as our source of distinctiveness…

• Leverage the strengths of Stony Brook as a leading research university that drives discovery, economic development, and healthcare on Long Island and beyond.
• Serving diverse students and being a part of a growing and dynamic university.
• Be a highly ranked, first choice business program for high-achieving students locally and globally and a key partner to other Stony Brook colleges and regional businesses.
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Preparing for tomorrow

At Valpo, business education goes beyond maximizing profit and shareholder value. For us, business is about making a difference, having a purpose greater than yourself. If you address what matters first – socially, environmentally, and financially responsible business practices, profit will follow. Our students are held to a higher standard and we expect them to demonstrate character and make a positive impact regardless of where their journey takes them – to do well by doing good. – Niclas Erhardt, Dean

We strive to continuously hold ourselves and others to a higher standard to do well by doing good .

We cultivate values-based global leaders who emphasize socially, environmentally, and financially responsible business practices.

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Wells College has announced a closure plan.

It is with profound sadness that we announce the forthcoming closure of our beloved Wells College.

As trustees, we have a fiduciary responsibility to the institution; we have determined after a thorough review that the College does not have adequate financial resources to continue. As you may be aware, many small colleges like Wells have faced enormous financial challenges. These challenges have been exacerbated by a global pandemic, a shrinking pool of undergraduate students nationwide, inflationary pressures, and an overall negative sentiment towards higher education.

Members of the board, many of whom are Wells graduates, have spent years trying to find creative solutions to raise revenues in hopes of avoiding closure, including most recently having conversations with other academic partners. We acknowledge the work from all board members and college leaders, especially members of the Cabinet, our faculty, staff, and graduates on creating strategic plans, sponsoring aggressive fundraising campaigns, launching innovative new programs and managing our resources with care. Your efforts are appreciated more than you know. But revenues, unfortunately, are not projected to be sufficient for Wells’ long-term financial stability.

The Board is committed to the legacy and educational mission of Wells College. As such, we have entered into an agreement with Manhattanville University where it will become our legacy and teach-out partner. This partnership further will help ensure that Wells’ current students matriculate, and our institutional mission and legacy continue. Manhattanville is developing dedicated housing for Wells students and will be partners in supporting our students with transfer plans. Manhattanville has also expressed interest in developing a legacy agreement that would integrate the Wells College name and history into the Manhattanville community.

In the coming hours and days, you will have questions, some of which can be answered immediately. We have created a website which lists additional information. We will continue to update this website and communicate with our stakeholders as we finalize plans for the closure of Wells.

The Board thanks all of our alumnae/alumni and friends who have supported the institution since its founding in 1868. Your support and generosity have allowed Wells to continue its mission of helping students think critically, reason wisely and act humanely.

Marie Chapman Carroll, ‘75, Board Chair Jonathan Gibralter, President

News and Updates

Teach-out videos posted, upcoming events, manhattanville university named teach-out and legacy partner for wells college.

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Questions and answers.

Wells College faces significant financial challenges. We conducted a comprehensive review of the institution’s financial health and future sustainability, including an independent analysis, which has led to the necessary conclusion of closure. Many small colleges, like Wells, grapple with enormous financial challenges and the pandemic has exacerbated these issues. This includes a nationwide shrinking pool of undergraduate students, inflationary pressures and negative sentiments towards higher education.

The Board and college leadership have taken decisive actions to address the institution’s financial challenges. This includes creating and executing aggressive strategic plans with faculty, staff, and graduates; streamlining the academic programs; seeking donor support; selling non-essential properties; introducing new revenue-bearing options such as workforce and educational partnerships and online learning for graduates; and implementing new marketing and recruitment initiatives and strategies. While some of these initiatives had positive impacts, the sum of these efforts was insufficient to improve financial projections.

The College saw no likelihood of such significant fundraising goals being achieved year after year, nor the likelihood that new revenues could be identified in sufficient amounts and quickly enough to save the College. Fundraising helps to support the College, but the board recognizes that it cannot carry the College. Wells had already raised its fundraising goal for 2023-2024 above prior years’ achievements. These fundraising goals would have required more than double the goal to make possible, not certain, another year of operation. That doubled goal of approximately $12 million would have had to be sustained for several years unless other revenues could be identified.

The Board’s plan includes a continuing commitment from the Wells College Alumni Association (WCA). Key individuals from the board and the WCA will work together in the coming months to secure the legacy of Wells College and share those opportunities in the future. Wells has selected a legacy partner institution, which will honor and preserve the legacy of the College for years to come.

Determining the future of the college’s campus and other real estate is currently under consideration. The Board will collaborate with village, county, and state attorney general and relevant local associations to make informed decisions.

Wells has selected a legacy institution partner in Manhattanville University. This institution will plan to house various materials including transcripts, business records and other important artifacts.

The board and its advisors have been working diligently to understand all options. Once the board voted to close the College, it is our obligation to communicate with our community in a timely manner. Making the announcement when students are present gives us the best opportunity to provide counseling and support and to make services available in person. Each student will have personal advising to plan for their degree path and the College will communicate directly with students for those advising appointments.

The College will assist students in graduating or continuing their studies elsewhere and outline a clear pathway to earn their degrees. A formal institutional teach-out plan, required by accrediting bodies, will guide the closure to minimize its impact on students. Specific information will be shared with impacted members of our community this week.

Over the next several weeks and months, we will be working with employees to provide them with resources and support as they depart the institution.

We appreciate you reaching out to learn how to share your job openings with our staff. It’s wonderful to hear from the community and the willingness to assist. Wells College is partnering with the Department of Labor to host an on-site Job Fair on Wednesday, May 22. Employers and job placement agencies interested in attending to recruit faculty and staff should complete a registration form . Please email [email protected] for further questions. We appreciate your understanding as we work out these details. We also encourage you to reach out to our employees to share job opportunities. You’ll find the names, job titles, and emails of our employees within our campus directory.

The Wells in Florence program is going to be continued by our preferred legacy partner, Manhattanville University. Students who are currently enrolled or were planning to enroll in the program will receive specific follow up information.

College officials are working with the New York Attorney General to determine next steps for the property.

The Board voted April 25, 2024 to close and the closure was announced April 29th. A majority of operations will begin winding down after reunion and continue during the month of June. The college will maintain a small team to oversee the final closure processes over the coming months as the ownership transfers to the attorney general. The target date to finalize this process is December 31, 2024.

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Think critically, reason wisely, and act humanely..

Our mission since 1868.

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Stormy Daniels Takes the Stand

The porn star testified for eight hours at donald trump’s hush-money trial. this is how it went..

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This episode contains descriptions of an alleged sexual liaison.

What happened when Stormy Daniels took the stand for eight hours in the first criminal trial of former President Donald J. Trump?

Jonah Bromwich, one of the lead reporters covering the trial for The Times, was in the room.

On today’s episode

Jonah E. Bromwich , who covers criminal justice in New York for The New York Times.

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In a second day of cross-examination, Stormy Daniels resisted the implication she had tried to shake down Donald J. Trump by selling her story of a sexual liaison.

Here are six takeaways from Ms. Daniels’s earlier testimony.

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The Daily is made by Rachel Quester, Lynsea Garrison, Clare Toeniskoetter, Paige Cowett, Michael Simon Johnson, Brad Fisher, Chris Wood, Jessica Cheung, Stella Tan, Alexandra Leigh Young, Lisa Chow, Eric Krupke, Marc Georges, Luke Vander Ploeg, M.J. Davis Lin, Dan Powell, Sydney Harper, Mike Benoist, Liz O. Baylen, Asthaa Chaturvedi, Rachelle Bonja, Diana Nguyen, Marion Lozano, Corey Schreppel, Rob Szypko, Elisheba Ittoop, Mooj Zadie, Patricia Willens, Rowan Niemisto, Jody Becker, Rikki Novetsky, John Ketchum, Nina Feldman, Will Reid, Carlos Prieto, Ben Calhoun, Susan Lee, Lexie Diao, Mary Wilson, Alex Stern, Dan Farrell, Sophia Lanman, Shannon Lin, Diane Wong, Devon Taylor, Alyssa Moxley, Summer Thomad, Olivia Natt, Daniel Ramirez and Brendan Klinkenberg.

Our theme music is by Jim Brunberg and Ben Landsverk of Wonderly. Special thanks to Sam Dolnick, Paula Szuchman, Lisa Tobin, Larissa Anderson, Julia Simon, Sofia Milan, Mahima Chablani, Elizabeth Davis-Moorer, Jeffrey Miranda, Renan Borelli, Maddy Masiello, Isabella Anderson and Nina Lassam.

Jonah E. Bromwich covers criminal justice in New York, with a focus on the Manhattan district attorney’s office and state criminal courts in Manhattan. More about Jonah E. Bromwich

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