Bunting College of Business and Technology Strategic Plan 2022-2027

Lighting a Path for Our Future:

Business and Technology Education for the Public Good 2022-2027 Strategic Plan

from the Dean Message

On behalf of the faculty, staff, and our Leadership Board, I am pleased to share our 20222027 Strategic Plan “Lighting a Path for our Future: Business and Technology Education for the Public Good”.

In May 2021, a 17-person task force was charged with crafting our plan including a review and revision to our vision, values, and mission. This task force, comprised of faculty, staff, graduate and undergraduate students, alumni, employers, and donor constituents, helped us bring our vision to life. Engaging numerous stakeholders, this task force dreamed big and identified focused priorities with measurable performance indicators that reflect a shared direction -- a direction toward becoming the preeminent business school among public liberal arts colleges and universities by delivering innovative programs of excellence.

On the journey to 2027, we will focus our energy and resources on both academic innovation and contributing to positive societal impact. These two strategic directions underscore our core values and mission to develop agile business professionals and socially responsible citizen leaders who embrace intellectual inquiry through critical and analytical thinking, quantitative reasoning, technical competence, and effective communication, while building upon the attributes of a public liberal arts education. We are confident that this focused plan described here, including a variety of initiatives, goals, and metrics, will guide us in designing and delivering a business and technology education to benefit the public good.

Mission Vision Implications

The mission of the J. Whitney Bunting College of Business and Technology is to develop agile business professionals and socially responsible citizen leaders who embrace intellectual inquiry through critical and analytical thinking, quantitative reasoning, technical competence, and effective communication, while building upon the attributes of a public liberal arts education.

The J. Whitney Bunting College of Business and Technology aspires to be the preeminent business school among public liberal arts colleges and universities by delivering innovative programs of excellence

The faculty of the J. Whitney Bunting College of Business and Technology define a liberal arts education as an ethos that develops capable intellectual processes that prepare students for leadership, life-long learning, civic engagement, and continuous professional development. Our student-faculty interactions foster attributes such as openness to inquiry and discovery, the consideration of challenging questions, and the reassessment of one’s position based on fact. These attributes are embedded across the curriculum. Our goal is to prepare students to compete by developing their intellectual processes through experiential learning that bridges theory with practice. We teach our students to think, communicate, and analyze effectively within a global context.

Focus on Academic Innovation

Academic innovation reflects both responsiveness to demand in the market and relevance to broader societal needs. A business education, as fully integrated with the public liberal arts, sets the environment for transformative listening, learning, and leveraging.

Key Initiatives

Develop

and

implement a BS in Finance

Expand and enrich high impact practices

Ensure technology currency across academic disciplines

Grow & Sustain Graduate Enrollments

Contribute to Positive Societal Impact

We foster collaborative engagement and meaningful stakeholder connections. Our goal is positive and measurable societal impact for our various constituents including students, faculty, staff, local organizations, entrepreneurs, and regional employers.

Key Initiatives

Develop partnerships with large employers

Design and implement a Center for Innovation

Drive growth in diversity, equity, and inclusion

Focus on Academic Innovation

Develop and implement a BS in Finance

Evidence from alums, students, donors, and firms all point to considerable interest and demand for expanding our students’ knowledge and skills in finance; additionally, the current minor is well enrolled. Initial conversations with stakeholder groups and faculty in the Department of Economics and Finance precipitated an examination of feasibility and resource needs associated with a degree program. The program was approved by the Board of Regents and goes into effect in Fall 2022.

1 Action Steps

Develop proposal for internal governance review and Board of Regents approval

Champions:

Chair, Associate Dean, Dean, Associate Provost

Goals/Target Dates:

Achieve approval for Fall 2022 with BOR review in Spring 2022

Resource Needs:

$150,000 (faculty position inclusive of benefits)

2

Announcement and promotion-related tasks

Champions:

Chair, Associate Dean, Admissions, Academic Advising

Goals/Target Dates:

Summer 2022 – Online presence; admissions materials

Fall 2022 – conduct information sessions for current students

Spring 2023 – Purchase stock ticker (naming opportunity)

Key Performance Indicators:

Number of students indicating interest and new majors

Course enrollments and number of engaged donors

Resource Needs:

$750 for promotional materials and $25,000 for stock ticker

3 Action Steps

Secure technology to support student learning and program

Champion: Chair

Goals/Target Dates:

Craft donor proposal for a Bloomberg Terminal by Fiscal Year 2023

Key Performance Indicators: Number of engaged donors

Resource Needs:

$25,000 annually for Bloomberg Terminal

4

Monitor enrollment growth and capacity

Champions: Chair, Associate Dean

Goals/Target Dates: Craft donor proposal for a Bloomberg Terminal by Fiscal Year 2023

Key Performance Indicators: Number of students indicating interest

Number of new majors; course enrollments

Resource Needs:

Existing resources will likely be sufficient to address growth projections; a major, unanticipated influx of students may lead to need for faculty line redirection and/or use of parttime faculty to deliver curriculum

Focus on Academic Innovation

Expand and Enrich High Impact Practices

Collaborating with the award-winning GC Journeys program, the CoBT will prioritize growth in high impact practices (HIPs) both in terms of participation by learners and faculty. Emphasis will be on student professional development, engagement with practice, and global experience to include first year-seminars, capstone projects, undergraduate research mentoring, internships, career milestones, and study abroad.

HIPs contribute to positive outcomes such as higher student engagement with practice and community, career placements, a sense of belonging, greater interaction with faculty, and gains in critical thinking, communication, and interpersonal skills. Through partnerships with various offices on campus, along with employers and practitioners in the field, the CoBT will devote resources to encourage creative, intentional ways of sustaining and building transformative experiences.

Action Steps

1

Tracking HIPs and Outcomes

Champion: CoBT GC Journeys Fellow

Goals/Target Dates: Annual report every September

Key Performance Indicators: Freshmen and sophomore retention

Graduation rates/time to graduation

Participation rates

Stakeholder engagement

(e.g., internship host perceptions about student performance; industry and geographic representation of host organizations)

Career and graduate school placements

Resource Needs: $6,000 for stipend and course release annually

2

Teaching Innovation Grants

Champions: Associate Dean; Dean

Goals/Target Dates: Two competitive $5,000 grants will be made available to faculty each summer; expectation that faculty will present their proposal(s) to our CoBT Faculty Learning Community in the following year.

Key Performance Indicators: New or redesigned transformative experiences

Resource Needs: $12,750 (inclusive of taxes and benefits)

Focus on Academic Innovation

Expand and Enrich High Impact Practices

Action Steps

3

Curriculum proposal to embed an expectation of a minimum number of HIPs for students prior to graduation

Champions: CoBT GC Journeys Fellow; Faculty; Academic Advisors

Goals/Target Dates: Proposal to be developed and reviewed in AY22-23; initial and regular communications with Academic Advisors about the change (starting in Spring 2023).

Key Performance Indicators: Tracked in DegreeWorks so learners and Academic Advisors know expectations are being met

4

Develop a course for Undergraduate Research Mentoring

Champions: CoBT GC Journeys Fellow; Faculty

Goals/Target Dates: Proposal to be developed and reviewed in AY22-23

Key Performance Indicators: First-year and sophomore retention Student success measures such as graduation rates/time to graduation, participation rates Number of conferences and publications

5 Action Steps

6

Study Abroad Scholarships

Champions: CoBT GC Journeys Fellow; Associate Dean; Dean

Goals/Target Dates: Craft a proposal for donor engagement to establish annual or endowed scholarships to support students participating in CoBT-specific study abroad programming

Key Performance Indicators: First-year and sophomore retention Student success measures such as graduation rates and time to graduation

Number of applications, scholarships, and participation rates

Resource Needs: $5,000 annually

Work to increase student participation in credit and zero-credit internships

Champions: CoBT GC Journeys Fellow; Career Center; Chairs; Faculty; Advising

Goals/Target Dates: Identify a baseline of for credit and zero-credit internships in Fall 2022; collaborate with the Career Center in AY22-23 to increase student engagement in internships and to expand participation of host organizations.

Key Performance Indicators: First-year retention; sophomore retention; Student success measures such as graduation rates/time to graduation, student participation rates (including by major), internship host perceptions about student performance, industry and geographic representation of host organizations

Focus on Academic Innovation

Expand and Enrich High Impact Practices

Action Steps

7

Ensure student career and professional development through programming such as: Leadership Tour of Georgia, GC Column Society, CoBT Alumni Council, Community-based Engaged Learning, Career fair recruitment events and CoBTwide professions course

Champions: CoBT GC Journeys Fellow; Career Center; Center for Innovation; Faculty

Goals/Target Dates: Increase the number of students per year participation who engage in these activities Grow combined graduate and career placement rate from 70% to 90%

Explore the development of a CoBT-wide professions course similar to what is offered in IS/CS and ACCT

Key Performance Indicators: First-year and sophomore retention Student success measures such as graduation rates/ time to graduation, student participation rates, industry and geographic representation of client and hiring organizations, employment placement rates

Resource Needs: $14,500 annually to sponsor events and activities such as the Leadership Tour

Staffing/promotion resources among faculty and staff

Scenes from the 2022 Student Leadership Tour

Focus on Academic Innovation

Ensure technology currency across academic disciplines

CoBT graduates need to be assured that they are learning the technologies used by industry in their fields. Faculty need to know what is and is not being taught in other classes. Faculty should know what technologies industry uses and expectations for early career professionals. Students, employers, parents, and alumni need to know what is being taught in which programs.

Action Steps

1 Survey alumni and employers to determine which technologies are used by disciplines in the “real world”

Champions: Business Outreach Coordinator; Associate Dean

Goals/Target Dates: Jan – March 2023; repeat every three years

Key Performance Indicators: Number of surveys completed and response rates

Resource Needs: $500 advertising survey

4

Modify curriculum to include missing needed/ expected

technologies

Champions: Chairs; Faculty

Goals/Target Dates: Nov 2023 – March 2024

Key Performance Indicators: Documentation of curriculum changes through technology database or modification of required major courses or creation of new classes

2

Action Steps

Inventory all CoBT courses, undergraduate and graduate, to list each technology used and the depth covered; compare and contrast survey findings with technologies used to identify gaps; create and store information in a database

Champions: Associate Dean

Goals/Target Dates: Jan – May 2023 and update annually

Key Performance Indicators: Number of classes inventoried

Number technologies used; percentage of classes using any technology

Number of aligned technologies

3

Create a web-page detailing technologies emphasized within each degree/major and links from other pages; monitor stakeholder engagement with web-page

Champion: Website Content Mgr; Associate Dean; Chairs

Goals/Target Dates: Oct 2023 – Nov 2023; ongoing maintenance and review of web page analytics

Key Performance Indicators: Number of page views Alumni and employer perceived utility of the Webpage (collected as part of regular survey)

Focus on Academic Innovation

Grow and Sustain Graduate Enrollments

With the impending demographic shifts and a tight labor market, the CoBT is challenged to address declining graduate enrollments and to focus resources, efforts, and priorities for growth and innovation. Work in mid-2022 to restructure the CoBT’s Graduate Programs office from a centralized to a decentralized model led to further faculty engagement (as program coordinators), redefining some staff positions to provide support to graduate recruitment and advising, and the addition of a dedicated graduate recruiter.

The resources generated from the CoBT Graduate Programs are significant not only for the university, given differentiated allocation in the state funding model, but also the premium tuition in two of the four existing programs that support CoBT operations and strategic initiatives. While the following actions are intended to reverse a decline in program enrollments, other actions may be determined and implemented for all or some of the programs as part of continuous review and improvement.

Action Steps

1 Incorporate the Double Bobcats program into the MMIS program

Champions: MMIS Program Coordinator; IS/CS Chair; Graduate Recruiter

Goals/Target Dates: An average of 10-15 additional students per AY

Key Performance Indicators:

Number of students expressing interest

Number of applications

Number of admits

Number of students declaring

Number of students enrolled and SCH growth

Resource Needs:

No additional resources other than the potential for increased part-time faculty ($5,000 per AY)

Action Steps

2

Through various recruitment tactics, work to increase the number of underrepresented students in the graduate programs

Champions: Graduate Coordinators; Graduate Recruiter; Associate Dean

Goals/Target Dates: Realize a 25% increase in underrepresented graduate students across programs between 2022-2027

Key Performance Indicators: Number of international students; Number of students self-identifying as underrepresented (e.g., BIPOC and first-gen)

Resource Needs: $10,000 – targeted recruitment, marketing, and admissions/ operating costs per year

3

Explore the feasibility, and potentially implement, a second cohort for the MLSCM Program, leveraging the Double Bobcat program

Champions: MLSCM Graduate Coordinator; Graduate Recruiter

Goals/Target Dates: Explore in Spring 2023; if implemented, we would begin in Spring 2024 and 15-20 additional students per spring cohort

Key Performance Indicators:

Number of students expressing interest

Number of applications

Number of admits

Number of students declaring Number of students enrolled and SCH growth

Resource Needs: Additional FTE faculty line in Logistics and Supply Chain Management ($100,000)

Part-time faculty resources ($5,000 per semester)

Focus on Academic Innovation

Grow and Sustain Graduate Enrollments

Action Steps

4

Establish articulation agreements with universities that offer primarily undergraduate education to provide pathways to CoBT graduate programs

Champions: Dean; Associate Dean; Graduate Coordinators; Graduate Recruiter

Goals/Target Dates: Establish MOUs with 8-10 universities between 2022-2027

Yield an average of 10-15 students per year for the CoBT graduate programs

Key Performance Indicators:

Number of students expressing interest

Number of applications

Number of admits

Number of students declaring

Number of students enrolled and SCH growth

Resource Needs:

$5,000 – targeted recruitment, marketing and admissions/operating costs per year

Focus on Academic Innovation

Grow and Sustain Graduate Enrollments

5 Action Steps

Degree/non-Degree Program Development and Implementation

Champions: Dean; Associate Dean; Graduate Coordinators; Graduate Recruiter; Faculty; Executive Director, School of Continuing and Professional Studies; Deans of other GCSU Colleges

Goals/Target Dates: Explore feasibility of adding one new graduate degree program in FY24; if feasible, implement in FY25 or FY26

Develop/implement at least two non-degree professional development programs for adult learners between

Key Performance Indicators:

Number of students expressing interest

Number of applications

Number of admits

Number of students declaring

Number of students enrolled and SCH growth Program participation and adult learn demographics

Resource Needs:

Undetermined number of faculty positions and part-time resources.

Contribute to Positive Societal Impact

Develop Partnerships with Large Employers

Engage three-five large organizations to develop MOUs with detailed expectations and benefits. It is expected that the companies will provide class projects, serve as Elevator Pitch (and/or other competitions) judges, attend GC Career Fairs, employ students as interns, and participate in other CoBT HIPs. Additionally, we seek ways for faculty to participate in externships with companies in areas that support their teaching and research. These organizations are broadly defined to include those large enough to have a steady stream of projects/internships and engaged involvement.

Contribute to Positive Societal Impact

Develop Partnerships with Large Employers

Action Steps

1

Craft communications to alumni working in large corporations inviting them or a company representative to a virtual meeting to discuss what type of partnerships are desired

Champions: Center for Innovation Director; Dean; Business Outreach Coordinator

Goals/Target Dates: September 15, 2022

Key Performance Indicators: Number of companies interested in attending a virtual meeting

Resource Needs: $500 advertising

2

Detail what benefits may be provided to participating companies as well as expectations to CoBT for partners

Champions: Center for Innovation Director; Dean; Associate Dean; Business Outreach Coordinator; Exec Dir. or designee from the School of Continuing and Professional Studies

Goals/Target Dates: Sept. 15, 2022

Contribute to Positive Societal Impact

Develop Partnerships with Large Employers

Action Steps

3

Hold a virtual meeting with the alumni/ representatives and faculty stakeholders to discuss the partnerships

Champions: Center for Innovation Director; Dean; Business Outreach Coordinator

Goals/Target Dates: Oct. 15, 2022

Key Performance Indicators: Number of companies interested in attending luncheon

4 Host a luncheon for the 3-5 companies who are most interested based on the feedback from the virtual meeting

Champions: Center for Innovation Director; Dean; Business Outreach Coordinator

Goals/Target Dates: Nov. 15, 2022

Key Performance Indicators: Number of companies interested in attending luncheon

Resource Needs:

$1,000 annually to support the luncheon

Contribute to Positive Societal Impact

Develop Partnerships with Large Employers

Action Steps

5 Partners provide class projects

Champions: Center for Innovation Director; Faculty

Goals/Target Dates: Fall 2023– Spring 2024 and continuing

Key Performance Indicators: Number of projects provided; $ value of work provided by students

6 Sign MOUs with 3-5 companies detailing partnerships

Champions: Dean; Legal Affairs

Goals/Target Dates: January 31, 2023

Key Performance Indicators: Number companies signing MOU for partnership

7 Use partners as elevator pitch or other competition judges

Champions: Elevator Pitch Coordinator; Faculty involved with competition teams

Goals/Target Dates: Fall 2023– Spring 2024 and continuing

Key Performance Indicators: Number of participants from partnerships

Contribute to Positive Societal Impact

Develop Partnerships with Large Employers

Action Steps

8 Place students, graduate and undergraduate, in internships

Champions: Career Center; Chairs

Goals/Target Dates: Summer 2024 and continuing

Key Performance Indicators: Student success measures such as number of students placed in internships; and value of work provided by students

9 Develop and implement a Faculty Externship Program

Champions: Dean; Associate Dean; Business Outreach Coordinator

Goals/Target Dates: Pilot Program designed in AY 22-23; implemented in Summer 2023 (with two faculty participating) and at least one per summer starting in 2024

Key Performance Indicators: Number of host companies; feedback from host companies on faculty participants; implemented projects and deliverables that impact pedagogy and research

Resources Needed: $20,000 per year (donation from the participating host companies)

Contribute to Positive Societal Impact

Develop and Implement a Center for Innovation

Preliminary conversations began in Fall 2020 with potential partners in public and private sectors; this will remain a priority for us to explore in the coming months. A comprehensive and formalized Center for Innovation has the potential to further capitalize on our commitment to both high impact practices and engagement with and service to local and regional organizations. Ideally designed as an interdisciplinary laboratory for student and faculty collaborations across campus, this Center would serve as a space for both entrepreneurial activity and consulting. For instance, cross-disciplinary teams could work with faculty mentors in community based engaged learning whereby they offer consulting services in areas of strategy, marketing, HR, finance, technology, and the like. Also, the center could facilitate entrepreneurial competitions for students across disciplines to help bring ideas to the market. It would also be a collaborative space with the Center for Economic Education that leads the annual Minority Youth in Business Program (MYBP) in which the high school participants engage in a business plan competition as part of the summer curriculum. The synergies with the MYBP could be significant both in terms of opportunities to further build that program, but also to involve our GC entrepreneurs and mentors with participating underrepresented high school students. Lastly, the Center would be a space for organizations to engage our students and faculty experts on emergent technologies and critical policy issues. For instance, an emphasis on ESG (environmental, social, and corporate governance) and the intersection of technology on matters related to ethics, access, disparity, equity could be a central focus. The Center will provide support for researching, reporting, and advising on these topics including triple bottom line reporting. The Center could also oversee students as they co-manage an ESG investment portfolio.

Contribute to Positive Societal Impact

Develop and Implement a Center for Innovation

Action Steps

1

Craft the Center proposal to include structural design, outline programmatic goals, business plan, and website/promotional content

Champions: Dr. Nicholas Creel (Champion); Dean

Goals/Target Dates: Proposal submission June 30, 2022

Resources Needed: $7,500 (initial investment to include stipend and benchmarking)

2 Recruit and maintain an active Leadership Board to advise on pertinent matters and to secure external resources to grow and sustain the Center

Champions: Director; Advancement; Dean

Goals/Target Dates: Spring 2023 – Establish the Leadership Board

Key Performance Indicators: Number of board members; their composition and giving rate

Resource Needs: $1,000 annually to support the board

Contribute to Positive Societal Impact

Develop and Implement a Center for Innovation

Action Steps

3

Secure initial space to house the Center; explore additional physical space for potential expansion to meet programming and stakeholder needs

Champions: Director; Dean

Goals/Target Dates: Spring 2022 – finalize space acquisition

Fall 2022-Spring 2024 – assess needs and determine options if further physical space is needed

Key Performance Indicators: Space utilization

Number of clients served, along with the number projects initiated and completed Student, faculty, and citizen participation rate in activities housed in space

Contribute to Positive Societal Impact

Develop and Implement a Center for Innovation Action Steps

4 Develop and foster Community-based Engaged Learning projects and client consultancies for students to serve local and regional organizations

Champions: Faculty; Director; GIVE Center; Dean

Goals/Target Dates: Fall 2022 – establish client list and begin projects

AY23-26 – complete an average of 5 projects per year involving 20 students per year

Key Performance Indicators: Student success measures such as: number of clients served; number of projects initiated and completed Client goal achievement and associated economic impact

Feedback from clients; industry and geographic representation of client organizations

Client diversity (gender, race, industry, organization size,location)

Client feedback

Resources Needed: $500 (advertising)

$3,500 (graduate assistant)

Contribute to Positive Societal Impact

Develop and Implement a Center for Innovation

Action Steps

5 Facilitate various entrepreneurship programming including, but not limited to: campuswide competition, participation in Enactus competition, participation in a scaling competition

Champions:

Faculty; Entrepreneurship Club; Director; Dean

Goals/Target Dates: Starting Spring 2023, facilitate one competition per year

Organize a group of students to attend Enactus in AY23-24

AY22-23 explore the potential participation in global scaling competitions or other related state-wide or national scaling or entrepreneurship competitions

Key Performance Indicators: Student success measures such as: number of students engaged and the major/disciplinary background of students

Number of entrepreneurial ideas that go to market

Number of competitions entered and placings

Start-up funds raised by Angel Investors

Resources Needed:

$4,000 (advertising, awards)

$4,000 (registration, travel)

$4,000 (registration, travel)

Contribute to Positive Societal Impact

Develop and Implement a Center for Innovation

Action Steps

6

Work with faculty to explore the potential for an entrepreneurship minor

Champions: Director; Faculty

Goals/Target Dates:

AY22-23 – preliminary conversations with faculty

AY23-24 – proposed minor

AY24-25 – minor goes live, if approved

Key Performance Indicators:

First-year and sophomore retention; Student success measures such as graduation rates/time to graduation; enrollments

Resources Needed:

$6,000 - $100,000 for a faculty position and/or part-time faculty support

Contribute to Positive Societal Impact

Drive Growth in Diversity, Equity, and Inclusion

Upon arrival in July 2020, the Dean’s team began a needs and opportunity assessment, along with engaging friends and donors. One particular area emerged as a shared passion and priority – diversity, equity, and inclusion (DEI). The College reaffirms our commitment to drive growth in these areas. We espouse a culture of inclusiveness in our teaching, learning, and decision-making, and an appreciation for diverse perspectives and backgrounds, along with equitable access to resources that support faculty/staff development and student learning. The following actions will bring to fruition our aspirations in this area of strategic importance.

Action Steps

Champions: DEI Team; CoBT GC Journeys Fellow; Center for Innovation Director

Goals/Target Dates: AY 2023-24

Key Performance Indicators: Number of minority owned companies engaged Student success measures such as # of students involved in HIPs with these organizations

Resources Needed: $500 advertising opportunities to engage

1 Seek out minority-owned businesses in the middle GA area to involve in the Center for Innovation, HIPs, and possibly formalized large company partnerships

Contribute to Positive Societal Impact

Drive Growth in Diversity, Equity, and Inclusion

Action Steps

2 Faculty Recruitment – seek open-rank searches and participate in a cluster hire program

Champions: Dean; Chairs; Provost

Goals/Target Dates: FY23 – request that faculty positions be open-rank so that we may engage a more diverse pool of candidates

FY23-25 – collaborate with the Office of the Provost to secure a new faculty line (or identify resources to redirect) for a cluster hire

Key Performance Indicators: Number of applicants from underrepresented backgrounds

Numbers of hires from underrepresented backgrounds

Resources Needed: Costs vary by discipline in regards to recruitment

$85,000-120,000 for new faculty line

Contribute to Positive Societal Impact

Drive Growth in Diversity, Equity, and Inclusion

3 Promise Scholarship – there is tremendous energy to develop and implement a holistic, equitable approach to creating educational, social, and economic mobility for underrepresented, first generation, and minority youth Champions: Dean; Director of the Center for Economic Education; Advancement; Admissions

Goals/Target Dates:

FY23 – Proposal development and donor/prospect engagement

FY24 – inaugural scholarship recipient

FY25 – continued fundraising and engagement to generate additional scholarships

Key Performance Indicators:

Number of donors and/or organizational sponsors

Number of applicants; first-year retention; sophomore retention time to graduation

Resources Needed:

$150,000 (endowment for a single scholarship);

$25,000 gift for first year implementation

Contribute to Positive Societal Impact

Drive Growth in Diversity, Equity, and Inclusion

Action Steps

4 Support student/faculty participation in DEIrelated conferences and professional development

Champions:

CoBT GC Journeys Fellow; DEI Team; Associate Dean

Goals/Target Dates:

FY23 – Proposal development and donor/prospect engagement

FY23 – Double participation rate for student/faculty attendance at the Richard Tapia Diversity in Computing conference

FY23-27 – goal of funding 20 students to attend the annual Grace Hopper Celebration of Women in Computer conference.

FY23-27 – fund attendance of at least two faculty/staff to DEI conference(s)

Key Performance Indicators:

Number of supporting donors; scholarship dollars allocated

Number of participating students; and faculty; participation rate of underrepresented students and faculty; Number of job placement and career connections

Resources Needed:

$25,000 in donor funds

The J. Whitney Bunting College of Business and Technology would like to thank our 17-person task force that was charged with crafting our 2022-2027 Strategic Plan including a review and revision to our vision, values, and mission.

The plan was affirmed by the College of Business and Technology Leadership Board on April 14, 2022 and ratified by the faculty on April 29, 2022.

For additional information on the Strategic Plan and to view our progress you can visit our website at gcsu.edu/business.