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Create and implement a recruiting plan to identify and attract undergraduate and graduate students who will support and benefit from our mission.

The new Student Recruitment and Retention Committee has been assembled. The Committee is reviewing data and will be prepared to present recommendations for implementation by the end of the spring 2012 semester.

Provide curricular and co-curricular integrative learning experiences that will help students be more empowered, informed and responsible.

Identify clear process to apply for annual Provost’s award.

Review and refine our assessments of how well prepared students are to succeed as business professionals.

Be prepared to report to AACSB on fully mature assurance of learning strategies; e.g., data are collected on all objectives, analyses are completed, actions are taken, results of actions are evaluated, and appropriate revisions to actions are implemented.

Define and implement a strategy to take advantage of opportunities to further interdisciplinary curriculum.

Evaluate the way resource allocation decisions are made, e.g., number of majors, number of minors, new program initiatives, Student Credit Hours, Full-time Equivalents.

Create and implement a staffing plan so that the faculty profile (for the School and each discipline) related to intellectual contributions and AQ/PQ status will be in full compliance with business and accounting accreditation standards.

Create and implement faculty development plans so that the faculty profile (for the School and each discipline) related to intellectual contributions and AQ/PQ status will be in full compliance with business and accounting accreditation standards.

Review the School of Business criteria for maintaining AQ/PQ status to foster continuous improvement.

Collaborate with Alumni Services to identify a percentage of alumni with which to maintain connection and to define what the “connection” should be.

Develop internal tracking database to identify number of contacts with alumni. Note: Refer to objectives 3.2.3, 3.2.4, and 3.2.5

Develop a process to better connect with School of Business alumni.

Create a process for tracking placement of graduating students.

Create internal tracking procedure for collecting and maintaining current alumni information.

Create new school wide and discipline based events to bring alumni back to campus.

Create three- to five-year plan for furthering international initiatives in the School.

Continue to seek external funding to further international initiatives in the School.

Engage at least fifty students in international study experiences each year.

Create and maintain an inventory of current internship opportunities including time and place by discipline.

Increase the number of graduate assistantships that are externally funded.

Increase the proportion of graduating seniors who have had a credit or not-for-credit internship experience to 50 percent annually.

Increase the number of organizations that provide internship experiences for our students.

Develop a process for securing new internship positions.

Encourage collaboration among RSOs through the Business Student Advisory Board.

Ensure that each undergraduate registered student organization provides at least two School of Business sanctioned activities each semester that create interaction among students, faculty, and business community.

Expand and clarify the purpose and function of the graduate student organization.

Increase the number of graduating students who have belonged to a registered student business organization to 30 percent.

Engage 30 percent of all School of Business classes (upper division undergraduate and graduate) in applied learning field projects each year.

Increase the number of faculty-led, student research experiences (e.g., Honors projects, independent studies, etc.) each year to 20, with at least 60 percent of the 20 at the graduate level. Note: Identify the number of students who are currently participating in applied and research experiences.

Identify alternative course delivery and scheduling methods.

Implement alternative course delivery and scheduling methods as appropriate for the upcoming scheduling cycle.

Finalize the “College to Career” Student Professional Development Program.

Develop pilot program for the “College to Career” Student Professional Development Program.

Create promotional materials for the “College to Career” Student Professional Development Program.

Develop method of evaluating effectiveness of the “College to Career” Student Professional Development Program.

Report progress of the “College to Career” Student Professional Development Program to donor.

Develop a database to input and track information that will serve as a “clearinghouse” or “portal” of information for the points of external contact.

Collaborate with Advisory Boards to create more research and service opportunities within each discipline.

Establish criteria and develop an application process for awarding the spendable earnings from the Business Advisory Board Opportunity Funds.

Create a process by which the School can track points of external contact that support research, service, and professional development opportunities.

Create an internal policy that guides the use of the “clearinghouse” or “portal” which enables faculty to identify potential external contacts.