MAYS BUSINESS SCHOOL STRATEGIC PLAN 2010

Transcription

1 MAYS BUSINESS SCHOOL STRATEGIC PLAN 2010

2 STRATEGIC PLANNING PROCESS Our strategic planning process is driven by the mission of Mays Business School, which is to create knowledge and develop future ethical business leaders for a global society. The central elements necessary to accomplish this mission include: Providing undergraduate, master's, and doctoral students with an environment that focuses on all dimensions of learning knowledge, understanding, skills, behaviors, values, and attitudes (Learning) Creating and disseminating knowledge on important business issues through published research, innovative learning experiences and involvement with the constituents we serve (Knowledge) Serving society through the exchange of ideas and practices (Society) Practicing ethical leadership by managing our resources effectively and efficiently (Ethics) Fostering a culture of excellence, inclusion, collaboration, and respect for diverse ideas (Diversity) Assessing and reflecting upon the attainment of our goals, resulting in continuous improvement of our practices (Attainment) In addition to the Mays mission, our process is influenced by Texas A&M University s longer- term plan, Vision While not all imperatives of Vision 2020 directly impact Mays Business School, as a key citizen and part of the Texas A&M community, it is important that our process includes and considers those imperatives. The 12 imperatives of Vision 2020 are: Imperative 1: Elevate Our Faculty and their Teaching, Research, and Scholarship Imperative 7: Increase Access to Knowledge Resources Imperative 2: Strengthen Our Graduate Programs Imperative 8: Enrich Our Campus Imperative 3: Enhance the Undergraduate Academic Experience Imperative 9: Build Community and Metropolitan Connections Imperative 4: Build the Letters, Arts, and Sciences Core Imperative 10: Demand Enlightened Governance and Leadership Imperative 5: Build on the Tradition of Professional Education Imperative 11: Attain Resource Parity with the Best Public Universities Imperative 6: Diversify and Globalize the A&M Community Imperative 12: Meet Our Commitment to Texas 2

3 An important element of any strategic planning process is the identification of appropriate institutions against which to benchmark activities and accomplishments. Vision 2020 identifies the following institutions as leading public universities and, accordingly, peer or aspirant institutions: University of California Berkeley Georgia Institute of Technology Ohio State University University of California Davis University of Illinois Pennsylvania State University University of California Los Angeles University of Michigan Purdue University University of California San Diego University of Minnesota University of Texas - Austin University of Florida University of North Carolina University of Wisconsin While these are clearly top universities, we believe that some of these institutions are more appropriate benchmarks for the University than for us as a business school (e.g., a number of the above institutions do not have undergraduate programs in business). In addition, many outstanding business schools are not included in the above list. As a result, we have identified the following peer and aspirant institutions, using the criteria that the institution (1) be of high quality, (2) be a public institution, (3) have a comparably- sized undergraduate program, (4) offer a full- time MBA program, and (5) have a high quality faculty research and doctoral program. Arizona State University University of California Berkeley University of Florida Georgia Institute of Technology Indiana University University of Illinois University of Maryland University of Michigan Michigan State University University of Minnesota University of North Carolina Ohio State University Pennsylvania State University Purdue University University of Texas - Austin University of Washington University of Wisconsin The following significant activities have influenced our priorities and our planning process since the date of our last maintenance visit (Fall 2007): 3 We completed our hiring under Texas A&M University s faculty reinvestment program, which provided an incremental $3.7 million to Mays Business School for new faculty hires. From now into the foreseeable future, faculty hires will primarily be on a replacement basis in response to retirements or resignations. Through the reinvestment program, we were able to bring star faculty to Mays across all of our academic areas to complement an already outstanding faculty. It is critical that we continue hiring very judiciously, and retain the top faculty who are so critical to our mission. In Spring 2008, Mays Business School received authority to charge a differential tuition to undergraduate students. The annual revenue from this tuition is approximately $2.4 million. Through the proceeds of this tuition, we have hired 16 clinical/non- tenure track faculty dedicated to the teaching mission of Mays Business School (although some of these faculty have terminal degrees and are appropriately classified as Academically Qualified).

4 The Mays Business Honors Major was launched in Fall 2007 and is now in the process of admitting its fourth class, with the first class graduating in the next year. Target students for this program are sought by the very best public and private universities across the United States, and financial support is an important determinant in recruiting and matriculating those students. The economic difficulties beginning in 2008 present serious challenges to the placement of students in all full- time MBA programs. In addition, these challenges extend to applications and admissions for full- time programs in non- urban areas, because of the relocation costs and need to sell housing. While our applications for this program have remained constant, our number of admitted and matriculating students has recently declined. While always important, financial support for MBA students is assuming an increased level of importance in this economic environment. Mays Business School is unusual in comparison to its peer and aspirant institutions in the number and size of its Master s (MS, non- MBA) programs. Unlike the MBA, our MS programs do not require work experience. As a result, should the economic difficulties persist, it would not be surprising if demand for our MS programs increased in response to lower opportunity costs of remaining at Mays Business School to receive an MS degree. The impact of the economic difficulties beginning in 2008 also presents challenges to the Executive MBA Program, where we see reports of organizations either reducing or eliminating support for executive education programs. The increased level of competition in the Houston region, as well as organizations potential reluctance to provide both the financial and time support needed for students, makes maintaining our strong position in the marketplace and increasing our visibility in Houston more important than ever. Mays Business School has seen a marked increase in the quality of placements for selected Ph.D. students. This is likely a product of our ability to attract and retain top faculty members affiliated with the Ph.D. program, as well as selected investments in high- achieving Ph.D. students. As these placements have improved, the quality of incoming Ph.D. students continues to improve. It is critical for us to continue to enhance our students placement efforts by recruiting top Ph.D. students and encouraging and supporting their research throughout their studies. Our strategic planning process is focused around our major academic programs (undergraduate, MBA, Executive MBA, and Ph.D.) and our people (faculty and staff). Each of the accompanying plans is provided in the following format: 4 Priority Overarching strategic priority related to the program or people; priorities are mapped with elements of the Mays Mission and imperatives of Vision 2020, to ensure consistency. Desired Outcomes Goals related to each of the priorities. Comparisons in these outcomes (both longitudinal and to those of our peers and aspirants, where data are available) will allow us to monitor our progress on the priorities. Tactic Specific action(s) taken in response to the priority and desired outcomes. A number of tactics might be deemed necessary to achieve a priority and the resultant desired outcomes. Measures Metrics used to determine whether and the extent to which the tactics are undertaken. Each individual tactic may be supported by a number of measures. Financial/other resources Resources (both historical and estimated) necessary to undertake the tactic. Each tactic may require the deployment of specific financial and other resources related to that tactic.

5 Our strategic planning process was conducted at the programmatic level and led by the appropriate Associate Dean or other individual. This process differed slightly from plan to plan, but generally consisted of the following major steps Fall 2009: The appropriate Associate Dean reviewed our existing strategic plan for applicability and continued relevance, and assembled a working group that included faculty and staff involved with each particular program, as well as students served by each particular program. Fall 2009: The working group provided feedback on the existing plan and suggested new priority items, many of which are based on the significant activities which occurred since our last maintenance review. December 2009: Draft plans were submitted to the Dean s Office for review and feedback. January 2010: Feedback was provided to appropriate Associate Dean or other individuals. March 2010: Plans were revised in response to feedback and modified for consistent formatting and elements (priority, desired outcomes, tactic, measures, and financial/other resources). April 2010: Plans distributed to faculty and staff via for feedback, with an initial deadline of April 22, May 2010: Based on the feedback received, the plans were modified and a draft copy was sent to Provost Watson. Based on the feedback received, plans will then be modified and individual or group forums may be conducted. 5

6 RELATIONSHIP OF STRATEGIC PRIORITIES TO MAYS MISSION AND VISION 2020 Mays Mission Vision 2020 Imperative Learning Knowledge Society Ethics Diversity Attainment Faculty Graduate Under- graduate Professional education Diversity and Globalization Community and Metropolitan Commitment to Texas UG MBA MS EMBA Ph.D. Faculty (R) Faculty (T) Staff x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x Note: The element of Ethics in the Mays Mission relates to the management and deployment of resources and is related to all priorities. 6

7 PhD Program Priority Desired Outcomes 1) Improve the quality and diversity among admitted Ph.D. students Average GMAT in the 90 percentile Average undergraduate GPA of 3.60 Academic experience at peer/aspirant institutions or other Carnegie/Doctoral research universities Increased proportion of students from underrepresented groups Mays Mission: Learning Knowledge Society Diversity Vision 2020: Imperative 1 (Faculty) Imperative 2 (Graduate Programs) Imperative 6 (Diversity and Globalization) Imperative 12 (Commitment to Texas) 7 th Tactic Measures Financial/other resources Increase Ph.D. stipends, with a targeted goal of $25,000 per year (approximately $5,000 above current stipend levels) Average first year stipend Average program stipend $350,000 annually (Assuming an average increase of $5,000 per student and 70 students) Provide additional scholarship or fellowship support of $10,000 per year to the most promising students Amount of additional scholarship/fellowship support provided $250,000 annually (Assuming $10,000 per year for five years for five students per year) Provide additional funding for research support for Ph.D. students Amount of additional research support funding provided $35,000 annually Develop marketing materials and Creation of marketing materials other efforts (GMASS Search Service, Participation at recruiting forums presence at recruiting forums such as DocNet) to increase awareness of Mays programs and identify high quality applicants $15,000 annually Actively participate in recruiting Participation at recruiting forums targeted at underrepresented forums such as Ph.D. Project targeted students at underrepresented students. $5,000 annually Actively pursue Graduate Diversity Fellowships Number of Graduate Diversity Fellowships

8 PhD Program Priority Desired Outcomes Tactic Measures Financial/other resources 2) Improve the quality of training and development of Ph.D. students Mays Mission: Learning Knowledge Society Diversity Publications in and/or submissions to top- tier journals Research presentations at national and international conferences External awards and recognitions Effective teaching performance Encourage and reward faculty to engage doctoral students in active research collaboration targeted for publication in top- tier journals Number of publications in and/or submission to top- tier journals Provide summer support to doctoral students to engage in research activities Number of summer grants $90,000 to provide 11 month support annually Number of papers presented at major conferences or symposia $10,000 annually for conference registration and travel Teaching evaluations Teaching awards or recognitions $2,500 annually for teaching awards Vision 2020: Imperative 1 (Faculty) Imperative 2 (Graduate Programs) Imperative 12 (Commitment to Texas) Encourage doctoral students to attend major symposia or academy conferences to make research presentations Provide opportunities to develop teaching competencies Develop a school- wide seminar series Number of seminars during the year to provide additional skills and Number of doctoral students in knowledge for success in academia attendance 8 th $1,000 annually for meals and speaker expenses

9 PhD Program Priority Desired Outcomes Tactic Measures Financial/other resources 3) Enhance placement of Ph.D. students in their initial faculty position Placement of Ph.D. students at peer/aspirational and other high quality research institutions Provide student with requisite research and teaching support and experiences Number of initial placements at peer/aspirant and other high quality research institutions Provide opportunities to develop communication and interviewing skills Communication workshops $5,000 annually for two workshops Encourage faculty to continue to engage Ph.D. graduates in research collaboration during their probationary period Number of publications in top- tier journals Number receiving tenure and promotion Number receiving major awards, editorial appointments, and leadership assignments $1,000 annually for award Mays Mission: Society Attainment Vision 2020: Imperative 2 (Graduate Programs) Imperative 5 (Professional Education) 4) Enhance long- term success of our Ph.D. graduates Success of Ph.D. graduates, as measured by: Mays Mission: Society Attainment Vision 2020: Imperative 2 (Graduate Programs) Research productivity Attainment of promotions and tenure Receipt of major awards and recognitions for their work Receipt of endowed positions Service on editorial boards of top- tier journals Significant leadership positions at major universities or academic organizations 9 Establish an award to recognize faculty contributions to the success of doctoral students

10 Full- Time MBA Program Priority Desired Outcomes Tactics Measures Financial/other resources 1) Innovate and strengthen the MBA curriculum Mays Mission: Learning Knowledge Diversity Attainment Vision 2020: Imperative 2 (Graduate Programs) Imperative 5 (Professional Education) High quality, relevant, and current curriculum Continually review core courses for quality, relevance, and student achievement of learning outcomes Maintain or improve student feedback on course quality and relevance from end- of- course student evaluations or surveys of current and former students Maintain or improve student performance relative to achievement targets in the assessment of learning outcomes Complete benchmark study of curriculum and implement changes as appropriate No additional resources required Complete review of graduate certificates or specializations, implement changes suggested from the review process, and structure new certificates or specializations as indicated by the review process Additional resources may be required if new courses are developed as a result of this process 10 Benchmark curriculum against those of peer and aspirant institutions and evaluate opportunities for improvement Review structure and content of graduate certificates or specializations; consider developing new certificates and specializations that meet current market needs No additional resources required

11 Full- Time MBA Program Priority Desired Outcomes Tactics Measures 2) Enhance experiential learning and professional development activities for MBA students Offer a comprehensive set of experiential learning and professional development activities to facilitate: Application of business concepts in realistic settings Development of problem- solving, communication, leadership and team building skills Addressing cross- disciplinary topics Exposure to leaders of major organizations Networking with industry professionals Use the Technology Transfer Challenge and the consulting course to develop problem- solving, communication, leadership, and teamwork skills of MBA students Maintain or improve student performance on learning outcomes relative to achievement targets measured in the Tech Transfer Challenge and consulting course Complete a review of Orientation and Enrichment Week content and revise as needed Obtain corporate sponsor to fund the $25,000 cost of the Tech Transfer event Number of speakers at the level of Senior Vice President or above from regionally or nationally prominent organizations Student participation and success in external case competitions Student participation in MBA Students Helping Our Community, Net Impact, Prisoner Entrepreneurship Program, Entrepreneurship Boot Camp for Disabled Veterans, or other social projects Participation of students and alumni in the Mays Executive Connections mentoring program Approximately $5,000 for expenses related to the speaker series Mays Mission: Learning Knowledge Society Ethics Diversity Attainment Vision 2020: Imperative 2 (Graduate Programs) Imperative 5 (Professional Education) Provide curricular or extra- curricular enrichment opportunities to address cross- disciplinary topics such as ethics, corporate social responsibility and sustainability, leadership, and teamwork Deliver a Distinguished Executive Speaker series with top- level leaders of major organizations Promote and support student participation in external MBA case competitions Promote and support opportunities for students to participate in social projects Promote and support opportunities for mentoring relationships among current students and alumni 11 Financial/other resources Approximately $14,000 to fund new sessions, as needed Funding for student travel and entry fees ($5,000 to $10,000 annually) Approximately $2,500 for Net Impact membership No additional resources required

12 Full- Time MBA Program Priority Desired Outcomes Tactics Measures 3) Improve the quality and diversity among MBA students Application, admission, and matriculation of targeted students, as evidenced by: Target high- caliber candidates through focused recruiting, more effective inquiry management, more aggressive follow- up efforts, and pursuit of University Graduate Merit Fellowships Total number of inquiries and applications and the proportion of inquiries and applications from underrepresented groups, females, and from outside of Texas Total yield rate; yield rates from underrepresented groups, females, and from outside of Texas Profile of incoming students versus peer and aspirant institutions on proportion from underrepresented groups, proportion of females, undergraduate GPA, GMAT scores, and years of work experience Number of Graduate Merit Fellowship Mays Mission: Learning Diversity Vision 2020: Imperative 2 (Graduate Programs) Imperative 5 (Professional Education) Imperative 6 (Diversity and Globalization) Average GMAT scores Undergraduate GPA Number of years of work experience Students from underrepresented groups Female students Students from outside Texas Aggressively recruit high- quality MBA Number of recruiting events students through participation in attended that focus on MBA fairs and conventions in targeted underrepresented groups, areas outside of Texas and more females, and candidates from effective inquiry management outside of Texas. Total number of inquiries and applications and the proportion of applications from underrepresented groups, females, and from outside of Texas. 12 Financial/other resources No additional resources required No additional resources required Approximately $20,000 for travel expenses and conference registrations

13 Full- Time MBA Program Priority Desired Outcomes Tactics Measures 3) Improve the quality and diversity among MBA students (continued) Allocate resources to promote the MBA program in appropriate media, including billboards, print, and online advertising Profile of incoming students versus peer and aspirant institutions on proportion from underrepresented groups, proportion of females, undergraduate GPA, GMAT scores, and years of work experience Profile of incoming students versus peer and aspirant institutions on proportion from underrepresented groups, proportion of females, undergraduate GPA, GMAT scores, and years of work experience Number of University Graduate Diversity Fellowships received by MBA applicants Amount of scholarship and other financial support offered to admitted MBA applicants Number of University Graduate Diversity and Graduate Merit Fellowships received by MBA applicants Conversion rate of high- caliber candidates receiving enhanced scholarship awards Engage in targeted and proactive recruiting of MBA students from underrepresented populations and females through participation at appropriate MBA recruiting conventions, contacting targeted lists of GMAT- takers, and actively promoting and pursuing University Graduate Diversity Fellowships Focus larger scholarship and fellowship awards on the highest quality candidates; make all scholarship and fellowship awards at time of admission; form a scholarship committee to facilitate alignment of scholarship awards with MBA recruiting strategy 13 Financial/other resources $35,000 for rotating billboard campaign and online advertising $20,000 for purchases of targeted lists of GMAT- takers Increase total annual MBA scholarship and fellowship funds to $600,000; focus $150,000 annually on high caliber students

14 Full- Time MBA Program Priority Desired Outcomes Tactics Measures 4) Improve employment outcomes of MBA graduates and reputation of the MBA program among employers Mays Mission: Learning Vision 2020: Imperative 5 (Professional Education) Imperative 6 (Diversity and Globalization) Imperative 9 (Community and Metropolitan Connections) Imperative 12 (Commitment to Texas) Maximize student success at graduation in employment as measured by: Number and percentage of students receiving offers from major organizations (e.g., Fortune 500 corporations, major consulting firms, or Big 4 accounting firms) Percentage of students receiving internship offers Starting salaries and percentage of students employed at graduation and 90 days after National rankings of employment results and compensation Increase focus on employer development leading to internship opportunities for students; promote and support student involvement with internship search earlier in the program Increase involvement of career services staff in the MBA admissions process to include a review of career potential and employability; participation of career services staff on the MBA Admissions Committee 14 Number and percentage of students receiving offers from Fortune 500 corporations, major consulting firms, or Big 4 accounting firms Percentage of students receiving internship offers Number and percentage of students receiving offers from Fortune 500 corporations, major consulting firms, or Big 4 accounting firms Percentage of students receiving internship offers Starting salaries and percentage of students employed at graduation and 90 days after National rankings of employment results and compensation Appearance and accessibility of career services websites Optimize career services IT infrastructure to align with Texas A&M and Mays branding strategy; provide employers more seamless access to student information and provide students more seamless access to opportunities posted in the University Career Center s system through the career services website Increase focus on development of employers outside of Texas; promote and support student interest in placing outside of Texas Percentage of MBA graduates receiving offers from outside of Texas Financial/other resources No additional resources required No additional resources required No additional resources required No additional resources required

15 Executive MBA Program Priority Desired Outcomes Tactics Measures Financial/other resources 1) Innovate and strengthen the EMBA curriculum Mays Mission: Learning Knowledge Society Attainment Vision 2020: Imperative 1 (Faculty) Imperative 2 (Graduate Programs) Imperative 5 (Professional Education) High quality, relevant, and current curriculum Continually review content modules for quality, relevance, and student achievement of learning outcomes Maintain or improve student feedback on course quality and relevance from end- of- course student evaluations or surveys of current and former students Maintain or improve student performance relative to achievement targets in the assessment of learning outcomes Completion of benchmark study and implementation of appropriate changes No additional resources required Number of outside speakers in EMBA modules No additional resources required 15 Benchmark curriculum against those of peer, aspirant or directly competing programs and evaluate opportunities for improvement Formalize an Executive Speaker Series in which executives from the students participating organizations or other leading industry professionals serve as co- lecturers with EMBA faculty members or as guest lecturers No additional resources required

16 Executive MBA Program Priority Desired Outcomes Tactics Measures 2) Improve the quality and diversity among EMBA students Mays Mission: Learning Knowledge Society Diversity Vision 2020: Imperative 2 (Graduate Programs) Imperative 6 (Diversity and Globalization) High- quality and diverse student body, as represented by: Years of work experience Students with advanced degrees Industry composition of the entering class Extent of international experience Level of managerial positions Proportion from underrepresented groups and females Enhance recruiting and marketing efforts (including online, print, and billboard advertising) to reach a significant portion of the EMBA market segment in the greater Houston area, with a focus on residents of Northwest Houston and The Woodlands Number of inquiries, applications and matriculants Number of first- time, unique, and repeating client organizations Number of Fortune 500 companies represented in entering class Average years of work experience of the entering class Proportion of the entering class with advanced degrees Wide representation of industries in the entering class Average years of international experience of the entering class Proportion of the entering class holding director- level titles or above Proportion of the entering class from underrepresented groups and females Number of custom information sessions at corporate locations, targeting delivery of 4 sessions annually $50,000 for rotating billboard campaign and online advertising Number of organizations contacted No additional resources required In collaboration with Mays Center for Executive Development (CED), develop a plan to promote executive programs of Mays Business School (EMBA and custom CED programs) in custom information sessions at corporate locations Identify professional organizations targeted to middle and senior managers in the greater Houston area and promote the program to their members 16 Financial/other resources $3,000 annually for information sessions

17 Priority 2) Improve the quality and diversity among EMBA students (continued) Executive MBA Program Desired Outcomes Tactics Measures Actively engage alumni (EMBA Admissions and Recruiting Committee, Alumni Network, and Mays EMBA Advisory Board) in referring and recruiting high- caliber applicants Number of referrals from current and former EMBA participants Number of former students participating in recruiting sessions Number of inquiries, applications and matriculants Price of Mays EMBA program versus competing programs Annually review and appropriately adjust program pricing to maintain competitive positioning 17 Financial/other resources No additional resources required No additional resources required

18 Executive MBA Program Priority Desired Outcomes Tactics Measures 3) Increase engagement with the Houston business community to enhance program reputation and student recruiting Mays Mission: Learning Knowledge Society Vision 2020: Imperative 5 (Professional Education) Imperative 9 (Community and Metropolitan Connections) Imperative 12 (Commitment to Texas) Enhanced name and brand recognition in the Houston community and greater awareness of program and quality by leading Houston organizations Deliver at least one annual major public educational event in Houston featuring a high profile speaker or panel to address significant contemporary business issues Deliver at least two annual public educational events in Houston featuring Mays Business School faculty members speaking on their area of academic expertise Schedule annual corporate visits for the leading sources of potential EMBA participants through collaboration with alumni In collaboration with CED, study the potential offering of open- enrollment executive development seminars to provide life- long learning opportunities to alumni and to facilitate joint marketing of the MBA, EMBA, and CED programs Review and refine strategy for communicating EMBA program activities, initiatives, and career successes of EMBA alumni through a semi- annual newsletter targeted to alumni and the business community and implement as appropriate Number of educational event(s) held each year Attendance at event(s) $15,000 annually to publicize and host the event Number of educational event(s) held each year Attendance at event(s) $20,000 annually to publicize and host two events Number of corporate visits $200- $500 per visit Number of seminars hosted Attendance at seminars $12,000 annually to develop and pilot two seminars Development and circulation of alumni newsletter $500 annually to design electronic template for newsletter 18 Financial/other resources

19 MS Programs Priority Desired Outcomes Tactics Measures Financial/other resources 1) Innovate and strengthen the MS curriculum Mays Mission: Learning Knowledge Diversity Attainment Vision 2020: Imperative 2 (Graduate Programs) Imperative 5 (Professional Education) High quality, relevant, and current curriculum Continually review core courses for quality, relevance, and student achievement of learning outcomes (academic department responsibility) Maintain or improve student feedback on course quality and relevance from end- of- course student evaluations or surveys of current and former students Maintain or improve student performance relative to achievement targets in the assessment of learning outcomes Complete benchmark study of curriculum and implement changes as appropriate No additional resources required 19 Benchmark curriculum against those of peer and aspirant institutions and evaluate opportunities for improvement (academic department responsibility) No additional resources required

20 MS Programs Priority Desired Outcomes Tactics Measures Financial/other resources 2) Enhance experiential learning and professional development activities for MS students Offer a comprehensive set of experiential learning and professional development activities to facilitate: Application of business concepts in realistic settings Development of problem- solving, communications, leadership and team building skills Addressing cross- disciplinary topics Exposure to leaders of major organizations Networking with industry professionals Provide enrichment opportunities to develop communication, leadership and teamwork skills as appropriate to the program (academic department responsibility in collaboration with relevant centers of excellence) Maintain or improve student performance on learning outcomes relative to achievement targets measured in relevant professional development or enrichment activities; implement appropriate changes to professional development or enrichment activities as indicated by the assessment process Complete a review of enrichment opportunities and revise as appropriate to address ethics, corporate responsibility, and sustainability $2,000 to each MS program from the Associate Dean s office for development and delivery of enrichment opportunities Mays Mission: Learning Knowledge Society Ethics Diversity Attainment Vision 2020: Imperative 2 (Graduate Programs) Imperative 5 (Professional Education) Provide curricular or extra- curricular enrichment opportunities to address ethics, corporate social responsibility and sustainability, leadership, and teamwork as appropriate to the program (academic department responsibility in collaboration with relevant centers of excellence) Deliver an Executive Speaker Series with leaders in major organizations (academic department responsibility in collaboration with relevant centers of excellence) 20 $2,000 to each MS program from the Associate Dean s office for development and delivery of extra- curricular professional development seminars Number of speakers in the Executive Speaker Series $1,000 annually to each MS program from the Associate Dean s office to be matched as needed by appropriate center of excellence

21 MS Programs Priority Desired Outcomes Tactics Measures Financial/other resources 2) Enhance experiential learning and professional development activities for MS students (continued) Promote and support student participation in external case competitions (academic department responsibility in collaboration with relevant centers of excellence) Student participation and success in external case competitions $2,000 to each MS program to support expenses of MS students participating in external case competitions Promote and support opportunities for students to participate in social projects (academic department responsibility in collaboration with relevant centers of excellence) Student participation in social projects No additional resources required Promote and support opportunities for mentoring relationships among current students and alumni (academic department responsibility in collaboration with relevant centers of excellence) Participation of students and alumni in mentoring opportunities No additional resources required 21

22 MS Programs Priority Desired Outcomes Tactics Measures Financial/other resources 3) Improve the quality and diversity among MS students Application, admission, and matriculation of targeted students, as evidenced by: Target high- caliber candidates through focused recruiting, more aggressive follow- up efforts, and pursuit of University Graduate Merit Fellowships (academic department responsibility) Total number of applications and the proportion of applicants from underrepresented groups and females Total yield rate; yield rates from underrepresented groups, females, and from outside of Texas Percentage from underrepresented groups, percentage of females, undergraduate GPA, GMAT scores, and years of work experience (as applicable for each program) Number of Graduate Merit Fellowships $5,000 to each MS program from the Associate Dean s office to enhance student recruiting activities and admissions support Aggressively recruit high- quality MS students through communications with relevant undergraduate populations (academic department responsibility) Focus recruiting efforts on potential MS students from underrepresented populations and actively promote and pursue University Graduate Diversity Fellowships (academic department responsibility) Total number of applications and the percentage of applicants from underrepresented groups and females No additional resources required Percentage from underrepresented groups, proportion of females, undergraduate GPA, GMAT scores, and years of work experience (as applicable for each program) Number of University Graduate Diversity Fellowships No additional resources required Mays Mission: Learning Diversity Vision 2020: Imperative 2 (Graduate Programs) Imperative 5 (Professional Education) Imperative 6 (Diversity and Globalization) 22 Average GMAT scores Undergraduate GPA Number of years of work experience Students from underrepresented groups Female students Students from outside Texas

23 MS Programs Priority Desired Outcomes Tactics Measures 4) Improve employment outcomes of MS graduates and reputation of the MS program among employers Mays Mission: Learning Vision 2020: Imperative 5 (Professional Education) Imperative 6 (Diversity Globalization Imperative 9 (Community and Metropolitan Connections) Maximize student success at graduation in employment as measured by: Number and percentage of students receiving offers from major organizations (e.g., Fortune 500 corporations, major consulting firms, or Big 4 accounting firms ) Percentage of students receiving internship offers Starting salaries and percentage of students employed at graduation and 90 days after National rankings of employment results and compensation Increase focus on employer development leading to internship opportunities for students; promote and support student involvement with internship search earlier in the program (academic department responsibility in collaboration with Graduate Business Career Services) Increase involvement of career services staff in the MS admissions process to include a review of career potential and employability; participation of career services staff on MS Admissions Committees as appropriate (academic department responsibility in collaboration with Graduate Business Career Services) Financial/other resources Number and percentage of students receiving offers from Fortune 500 corporations, major consulting firms, or Big 4 accounting firms Percentage of students receiving internship offers No additional resources required Number and percentage of students receiving offers from Fortune 500 corporations, major consulting firms, or Big 4 accounting firms Percentage of students receiving internship offers Starting salaries and percentage of students employed at graduation and 90 days after National rankings of employment results and compensation No additional resources required Increase focus on development of employers outside of Texas; promote and support student interest in placing outside of Texas 23 Percentage of MS graduates receiving offers from outside of Texas No additional resources required

24 Undergraduate Program Priority Desired Outcomes 1) Enhance the undergraduate learning experience through high- impact programs Mays Mission: Learning Knowledge Attainment Vision 2020: Imperative 3 (Undergraduate Programs) Imperative 6 (Diversity and Globalization) 24 High quality learning experiences and programs Increased quality of undergraduate student body, as measured by SAT scores and class ranks Placement of students with high quality organizations or with graduate programs at peer/aspirational institutions Tactics Measures Financial/other resources Enhance and improve a first- in- class business honors major Number of Business Honors majors Portfolio of activities (book and movie club, speaker series, intercollegiate competitions, etc.) related to honors program Continue to provide special student programs, such as Transitions, Fellows, Aggies on Wall Street, Titans of Finance, Certificate in Retailing, etc. and explore opportunities for future offerings Promote awareness of international experiences and provide additional financial support for such experiences Promote awareness of internship opportunities and develop additional opportunities $400,000 annually for scholarship support to recruit Business Honors students; eventual goal is to have 100 endowed scholarships at $100,000 per endowment $95,000 annually to support Honors development and program opportunities $1,400,000 annually based on current level of program offerings Student participation in programs New programs developed, based on student demand Number of students participating in study abroad or other international experiences Financial aid provided Number of students participating in internship activities Additional annual costs of $50,000 for study abroad opportunities Faculty and staff time

25 Undergraduate Program Priority Desired Outcomes 2) High- quality curriculum and learning environment Mays Mission: Learning Knowledge Society Attainment Vision 2020: Imperative 1 (Faculty) Imperative 3 (Undergraduate Programs) 25 Appropriately small classes in upper- division courses and in targeted Common Body of Knowledge (CBK) courses Current and relevant curricula Enhanced instructional practices Enhanced academic advising environment Tactics Measures Maintain differential tuition and fees necessary to support small classes Longitudinal class size analysis Benchmarking with peer and aspirant institutions Support will be provided by university- approved differential tuition along with any additional necessary tuition or fee increases Complete curriculum review and benchmark against peer and aspirant institutions Completion of curriculum review and benchmarking, with changes to curriculum, as appropriate Faculty and staff time Continue learning assessment program to determine student achievement of learning outcomes Learning outcome assessment results Employer/former student input Current student input Faculty and staff time Implement Faculty Development Plan for Teaching See Faculty Development Plan for Teaching See Faculty Development Plan for Teaching Enhance academic advising through new advisor training, professional development opportunities, and a formal advising assessment program Self- assessment results and student survey data related to academic advising Extent of professional development opportunities provided to advising professionals Staff time and annual costs of $10,000 annually for professional development opportunities plus increased staff time Financial/other resources

26 Undergraduate Program Priority Desired Outcomes Tactics Measures 3) Attract a high- quality diverse undergraduate student body Mays Mission: Learning Diversity Society Vision 2020: Imperative 3 (Undergraduate Programs) Imperative 6 (Diversity and Globalization) Imperative 12 (Commitment to Texas) 4) Ensure timely progress to degree, timely graduation, and appropriate student retention Mays Mission: Learning Society Vision 2020: Imperative 3 (Undergraduate Programs) Imperative 12 (Commitment to Texas) Application, admission, and matriculation of targeted students, as evidenced by: Average SAT scores Average class rank Underrepresented students First generation students Texas A&M or other university GPA (for transfer students) Through Regents Scholars program, financial need- based scholarships and scholarships targeted to high- achieving students, provide increased levels of financial aid and scholarship support Aggressively recruit targeted students through relationships with targeted high schools; efforts of faculty, staff, current students, and former students; and receptions for high- achieving students Maintain Business Careers Awareness Program (BCAP) to recruit high- achieving underrepresented students Levels of financial aid and scholarship support provided to students Scholarship support in addition to that outlined for Honors Program students Contacts with targeted high schools Implementation of targeted student recruiting program Receptions for high- achieving students Number of students attending BCAP program Proportion of BCAP enrollees who attend Texas A&M University or Mays Business School Current funding for student recruiters (approximately $80,000) as well as annual costs of $8,000 for incidental costs related to student recruiting None (program is funded by donor contributions) High levels of student retention, timely completion of degree requirements and graduation as evidenced by: Grade exclusions requested Average course loads Graduation rates and measures of progress- to- degree Continue to promote enrollment in freshman learning community Freshman participation in learning communities Annual costs of $90,000 for freshman learning community Provide high- quality advising, selected student mentoring, and early intervention related to potential academic issues Interventions with at- risk students Faculty and staff time 26 Financial/other resources

27 Undergraduate Program Priority Desired Outcomes Tactics Measures 5) Enhance career and graduate study opportunities Mays Mission: Learning Society Vision 2020: Imperative 3 (Undergraduate Programs) Imperative 12 (Commitment to Texas) Maximize student success at graduation in employment or further study, as measured by: Interviews and job offers per student Number and quality (Fortune 500, national organizations, etc.) of companies recruiting students Employment data, including percentage of students with offers, first year salaries, bonuses, etc. Acceptance to graduate study at peer and aspirant institutions Number of companies interviewing/hiring Mays students Number of Fortune 500 companies interviewing/hiring Mays students Percentage of students employed in out- of- state positions upon graduation Increase focus on employer development, including leveraging relationships established through executive education programs and companies hiring students from other Mays programs New employers recruiting Mays graduates Faculty and staff time Involve former students in efforts to place students in targeted careers (consulting, law school/legal studies, wall street) through student- developed Horizons program and associated specialty guilds $20,000 annually related to Horizons Program activities Provide professional development opportunities to increase students communication and interviewing- related skills Student participation in Horizons program, including number of guilds emerging based on student demand Number of students achieving positions or acceptances to graduate study in targeted guild areas Number of students participating in professional development opportunities Number of professional development opportunities offered 27 Financial/other resources $15,000 annually for professional development activities

28 Faculty/Staff Development Priority Desired Outcomes Create and promote an environment in which high- quality research productivity is rewarded and recognized Mays Mission: Learning Knowledge Society Diversity Attainment Vision 2020: Imperative I (Faculty) Imperative 2 (Graduate Programs) Imperative 3 (Undergraduate Programs) Imperative 6 (Diversity and Globalization) Publications in top- tier journals, relative to peer and aspirant institutions Faculty participation and involvement in prestigious academic conferences Editorial board appointments and editorial leadership positions at top- tier journals Faculty service as officer of learned societies and academic organizations External awards and recognitions such as academy fellow, best paper award, or invitation to speak at top- tier institutions Publication of scholarly books Hosting of visibility- enhancing research initiatives such as Thought Leadership Conference, Research Symposium/Conference, and Research Workshops. 28 FACULTY DEVELOPMENT: RESEARCH Tactic Measures Financial/other resources Continue to use Mays Research Council to (1) provide feedback with respect to research- related activities and (2) develop new ideas and programs to incentivize research Continue to provide research- active faculty with course load reductions (both number of classes and number of preparations) Ensure that research- active faculty are provided with summer support or hold an appropriate endowment to support their activities Existence of Mays Research Council No additional resources needed Average teaching load of research- active faculty Average course preparations of research- active faculty Percentage of research- active faculty receiving some level of summer support. Number of endowed Chairs, Professorships, and Fellowships held by faculty Release time provided to faculty Continue to recognize faculty achievement with monetary and nonmonetary forms of recognition Number and amount of awards provided Prioritize doctoral student assignments to involve assignments to work with research- active faculty Provide appropriate support to enable faculty nominations to serve as officers of learned societies and editorial leadership positions with top- tier journals Percentage of research- active faculty supported by doctoral students Number of editorial leadership positions (both top- tier journal and overall) Number of editorial board positions (both top- tier journal and overall) Number of faculty serving as officers of learned societies $1,250,000 annually for summer research support, based on current levels of support Complete funding of one eminent scholar chair and addition of one additional eminent scholar chair and three additional professorships $10,000 annually for awards, based on current levels of support $20,000 per faculty member, based on current stipend rates Varies, but typically involves some level of administrative support and teaching load reduction