COLLEGE OF
BUSINESS ADMINISTRATION
2022
S T R AT E G I C P L A N
From the Dean From the official founding of the College of Business Administration (COBA) almost four decades ago to the achievement of AACSB accreditation early in this century, ACU has demonstrated our commitment to academic excellence in business while remaining rooted in our faith mission. Over the last decade, COBA has expanded our mission and impact through the successful launches of: • School of Information Technology and Computing • Griggs Center for Entrepreneurship and Philanthropy • Lytle Center for Faith and Leadership • Online graduate business programs for working professionals This strategic plan summarizes college-level initiatives to guide us through 2022: 1. Quality, reach and innovation of academic programs 2. Holistic student learning and development 3. External engagement and impact 4. Enabling resources Thank you to the faculty, staff, students, alumni and friends who have given generously of their time and input over the last few years to help formulate this strategic plan and who are committed to making it a reality. We believe that our shared efforts to inspire, equip and connect Christian business and technology professionals will honor God and bless the world. Dr. C. Brad Crisp Dean, ACU College of Business Administration
Recent Highlights
2004
2007
2011
Business programs accredited
Established
Established
COBA Vision, Mission and Values Vision
We inspire, equip and connect Christian business and technology professionals to honor God and bless the world. This will result in a college of business and technology that produces distinctive programs and lifelong relationships.
Mission
We educate business and technology professionals for Christian service and leadership throughout the world. This mission is accomplished through: • Holistic student learning and development. • Research and innovation. • Service and leadership.
Values
As a Christian college of business and technology, we call our members to: • Faith and vocation. • Learning and innovation. • Students and relationships. • Excellence and impact.
2014
2015
Excellence and Impact
Upholding high moral and professional standards of excellence for faculty, staff, students and alumni, calling each person to a life of service and leadership that glorifies God and transforms communities and society. 2016
Strategic Plan initiatives in process …
Online MBA launched in partnership with ACU Dallas Computer science track accredited
2022
Established
S T R AT E G I C I N I T I AT I V E 1
Quality, Reach and Innovation of Academic Programs We seek to offer residential and online academic programs that excel among our regional competitors in Texas and nationally in Christian higher education. Our distinctiveness historically flows from our commitment to both academic excellence and faith integration, and we will enhance those pursuits in all of our business and technology programs.
Residential Business Programs • Redesign undergraduate business majors to enhance distinctiveness. (Left) Building on a donor-funded consulting report, faculty are identifying curricular and other changes to enhance our growing finance program. • Update the Bachelor of Business Administration experience and core curriculum. (Below) The Heacock Scholars program launched in Fall 2019 to attract and engage high-ability business students. • Increase graduate business opportunities for residential students.
Residential Technology Programs • Close the B.S. in information technology for residential students, focusing resources to strengthen remaining technology programs. • Reposition computer science and digital entertainment technology programs to enhance distinctiveness. (Left) Faculty are updating the curriculum for DET, which is recognized as a Top 25 game design program by Princeton Review. • Extend service to business programs and the campus through technology courses and minors.
Online Business Programs • Update MBA and M.S. in management programs to enhance distinctiveness. • Examine growth opportunities for the creation of new online business programs, such as certificates, undergraduate majors and minors, or specialized masters. • Continue innovation in student learning and course delivery.
S T R AT E G I C I N I T I AT I V E 2
Holistic Student Learning and Development
Our mission drives us to promote spiritual formation, academic growth, and professional development over the life of each student. We will seek growth in each of these areas through exemplary teaching, experiential learning, and relationships with Christian faculty, professional staff and engaged alumni.
Experiential Learning • Increase global/cross-cultural experiences for residential students. (Left) Over Spring Break, a group of students led by Dr. Laura Phillips and Dr. Sarah Easter traveled to Costa Rica for the first-ever project-based Social Enterprise Consulting class. • Enhance professional development opportunities including internships for all programs. • Grow the Griggs Center for Entrepreneurship and Philanthropy to increase access to practical learning experiences for residential students. (Above) Students traveled to New York City during Fall Break with Griggs Center.
Spiritual Formation • Encourage COBA faculty and staff efforts to nurture a shared culture with students that fosters spiritual formation. • Redesign curriculum for each academic program with specific attention to the spiritual needs of business and technology professionals. • Expand the Lytle Center for Faith and Leadership’s role to increase student access to formative spiritual experiences, connections and resources. (Right) Students traveled to Colorado for the Lytle Center’s annual Leadership Summit.
S T R AT E G I C I N I T I AT I V E 3
External Engagement and Impact We will form lifelong relationships with our students, alumni and friends, creating a vibrant network of Christian business and technology professionals who bless Abilene, Texas and the world.
Research and Innovation • Cultivate a research portfolio and culture that supports and extends COBA’s mission. • Foster an entrepreneurial culture where faculty and staff partner with students and alumni to solve practical problems. • Encourage and support undergraduate research. (Top left) Dr. James Prather worked with students of SIGCHI as they presented research at a recent conference in Canada.
External Relationships • Establish a Christian business and technology professional network of alumni and friends. • Build and sustain close relationships through the Dean’s Council, Visiting Committees and Ambassadors. (Below) Visiting Committee and Dean’s Council members network with students on campus.
Service and Leadership • Increase opportunities in Abilene and across the globe for the COBA community to serve together. • Expand Griggs Center resources to advance entrepreneurship in Abilene and among alumni. • Extend access to Lytle Center faith and leadership events and resources for alumni. • Facilitate opportunities for faculty to partner with alumni to deliver training and executive education for industry. (Above) Abilene community nonprofits benefit from the Strategic Philanthropy Class.
S T R AT E G I C I N I T I AT I V E 4
Enabling Resources
In support of these shared initiatives as well as the ongoing operations of the college, we will assemble and utilize the needed resources.
Culture and Diversity • Nurture an organizational culture that recognizes the gifts and contributions of each individual, department and center. • Seek female and minority faculty and staff hires to better serve an increasingly diverse student body. (Left) Dr. Orneita Burton works with students in the Operations Management class. (Right) Daniel Garcia joined the COBA faculty in 2018 as a marketing instructor.
Faculty, Staff and Student Employees • Recruit, develop and support excellent faculty for online and residential programs. (Right) Dr. Katie Wick will receive tenure and promotion to associate professor of economics in 2020. • Recruit, develop and support talented professional staff. • Empower student employees, combining the students’ desire to gain experience and meaningful skills with the opportunity to assist faculty and staff in achieving COBA’s mission and strategy.
Building, Technology and Funding • Renovate the Mabee Business Building to better serve the COBA community and mission. (Left) Recent renovations to the Griggs Center illustrate the powerful impact that our building has on our students, faculty and staff. • Improve student learning and development as well as college operations through experimentation and utilization of advancing technologies. • Increase capital, operational and endowment funds through sponsorships, donations and exceptional stewardship.
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