OREGON STATE UNIVERSITY



College of Business – Oregon State University

Overview – The College of Business enjoyed a benchmark year in 2005-2006. The college successfully completed a maintenance review by the AACSB accreditation review team. Several business alumni received recognition for their lifelong achievement and service: Bernie Newcomb – OSU Distinguished Service Award and E.B. Lemon Distinguished Alumni Award; Harley Smith – Dan Poling Alumni Service Award; Ken Thrasher – Alumni Fellow. The college leveraged several development events and made significant progress on its capital campaign goals. The second year of the Austin Entrepreneurship Program at Weatherford Hall proved successful as students continued to benefit from the informal curriculum program and the opportunity to meet with visiting executives-in-residence.

During the year the College of Business laid the foundation for transformation. Recognizing that resources will continue to be constrained, the faculty opted to take the steps necessary to prepare the college for the next 100 years. The faculty approved a set of aspirations, a vision and a framework that will enhance the reputation of the college, improve student satisfaction with the value of the program and satisfy stakeholder expectations. Curriculum changes associated with the transformation will begin to be implemented by fall term 2007. Highlights of the changes include moving to a professional school, offering business discipline-specific majors and striving for recognition as a top-ten land grant undergraduate business program with top-ranked programs in entrepreneurship and family business.

1. 2005-2006 Highlights

a. Programmatic achievements

▪ Initiatives in support of student engagement and success

1) In response to resource constraints, stakeholder feedback and student dissatisfaction with the status quo, the college engaged in a major review of priorities and business curriculum. The faculty approved a strategic framework developed during a December retreat. The framework describes the aspirations and vision of the college.

2) Aspirations:

▪ Top-ten land grant undergraduate business program

▪ Top ranked programs in entrepreneurship and family business

▪ COB should be seen as essential to the mission and reputation of the University

3) Vision for Transformation:

▪ Profession-ready graduates

▪ Research excellence

▪ Innovation

4) The framework includes:

▪ Innovative pre-business program

▪ Innovative integrated core

▪ Discipline-specific and profession-ready majors

▪ Business & Entrepreneurship minor

▪ Healthy student climate

5) Faculty committee developed recommendations to revise the core business curriculum. External stakeholders provided input and validation on the faculty recommendations. The Faculty Senate Curriculum Committee approved the college’s request to move to a professional school model. The college faculty voted to approve the core business curriculum proposals in principle. Work on a wide variety of implementation and development issues will continue through the summer. Goal is to offer new core curriculum beginning in the fall of 2007 with proto-typing major course changes in winter 2007.

▪ Major research/scholarship initiatives

1) As part of the framework, a faculty committee on research evaluated the changes and resources needed to achieve the vision of research excellence. The faculty committee on research excellence will reported its findings and will make recommendations for change by the September faculty retreat.

2) Faculty published research related to Entrepreneurship and Innovation and Business Sustainability in leading journals.

3) A marketing research article published by two of the college’s marketing faculty was one of the ten most-cited scholarly works in the study of marketing.

4) The college selected two proposals for significant investment toward the goal of profession-ready graduates. The themes are “Professionally Ready Finance and MIS Graduates,” and “Virtual Project Management and Workforce Development Initiative.”

5) Overall research productivity and quality for 2005-2006 was excellent as several faculty published in elite peer reviewed journals for their discipline.

6) Faculty advised and provided support to Honors College thesis projects.

7) The college continued to support its Summer Research and Innovative Teaching Program ($37,500) to fund research and innovative teaching ideas supporting the college’s strategic goals.

▪ Major outreach/engagement initiatives

1) COB alumni received prestigious OSU awards:

▪ Harley Smith, COB ’59, received the 2006 Dan Poling University Service Award

▪ Bernie Newcomb, COB ’65, received the 2006 E.B. Lemon Distinguished Alumni Award and the OSU Distinguished Service Award for 2006

▪ Ken Thrasher, COB ’71, will be recognized as an Alumni Fellow in November 2006

2) Weatherford – State Farm Visiting Fellows program - more than 80 entrepreneurs and business professionals participated in the Austin Entrepreneurship Program informal curriculum program this year.

3) The Austin Entrepreneurship Program hosted its first annual signature event “Commercializing Technology Innovations in a Global Context.”

4) The Close to the Customer (C2C) Project launched successfully in the fall and provided experiential learning opportunities for students, support businesses and entrepreneurship and created research opportunities. C2C completed projects and provided professional services for several companies and organizations including HP, the Kauffman Foundation, Nike, SunGro Horticulture, Oregon Coast Community College and Tillamook County Creamery Association.

5) Dean’s Distinguished Lecture Series:

▪ Patrick Kuhse – Presentation on business ethics

▪ Marc Epstein – Presentation on “Sustainability and Social Innovation: Business' Role in Improving Both Organizations and Society”

6) Spring Seminar Series – “The Virtual World of Tomorrow”

7) Austin Family Business Program hosted approximately 20 workshops and interacted with 1,000 clients.

8) The Austin Family Business Program hosted a major conference on campus “Family Business - Putting It in Practice.”

9) The college hosted its fifth annual Alumni and Business Partners awards dinner attended by 230 alumni and friends in May 2006. The college recognized several distinguished alumni and business partners during the ceremony including:

▪ Al Reser, Duane McDougall and Stanley Hong received recognition as College of Business Alumni Hall of Fame winners.

▪ Stockamp & Associates received recognition as a Distinguished Business Partner of the college in acknowledgement of the company’s support for MIS internships and its record of hiring MIS students from the COB.

10) COB faculty met with HP executives to discuss technologies and strategies for global collaboration and virtual project management.

11) Finance and Investment club students toured businesses in the Portland metro area to view different operations.

12) Undergraduate students in the Austin Entrepreneurship Program and MBA students formed commercialization teams that developed six business plans and feasibility studies for OSU intellectual property.

13) The college developed and began field testing a prototype executive education program focused on “Innovation through Collaboration.”

14) The Business Solutions Group participation in developing the architecture for the Oregon Department of Transportation’s “Transportation and Operations Control” project was highlighted in a Microsoft public relations article titled “Microsoft’s Commitment to Oregon.”

15) The Business Solutions Group was selected to develop and host the Teacher Portal for the Oregon Department of Education's new state-wide Virtual School District project. The Business Solutions Group will partner with OSU’s Open Source Lab on this project.

16) The college co-hosted “High Tech After Hours” with the Corvallis Chamber of Commerce and the Software Association of Oregon.

17) The college and Corvallis Chamber of Commerce partnered this year with the Corporate Roundtable.

18) The college established the Central Oregon Business Roundtable with the primary objective of professional development.

▪ National/International impact of programs and initiatives

1) Princeton Review notified the college that it will be featured as one of the top 75 entrepreneur programs in the country in the October 2006 edition.

2) The Austin Family Business Program celebrated its 20th anniversary while hosting the 2005 Excellence in Family Business Awards. The awards recognize the achievements of family businesses in areas such as innovation and economic and community contributions and commitment.

3) The Austin Family Business Program hosted the inaugural 2005 Family Enterprise Research Conference, the first family business research conference in North America. Over fifty scholars from Canada, Finland, Germany, India, Italy, Peru, Poland, Spain, Sweden, Switzerland, UK and US participated in the conference.

4) International Business Student Exchange program – 113 students participated in exchange programs in nine countries.

5) The college continues as a key contributor to the NSF supported K-12 TeachEngineering program which provides standards-based engineering content for use in the K-12 classroom.

6) Faculty attended international conferences and presented papers on Entrepreneurship, Management, Marketing, Family Business, Information Management, Finance and Accounting.

7) Faculty conducted research, taught courses and presented papers in Australia, Germany, Taiwan, Canada, England, Thailand, New Zealand and China.

b. Faculty recognition and awards

▪ Retiring faculty member Steve Lawton was featured in OSU’s inaugural “Last Lecture” series.

▪ Zhaohui Wu received recognition for publishing one of the top three best papers for 2005 in the prestigious Journal of Management.

▪ Ping Hsieh received recognition for his teaching performance from the students of the Oregon Executive MBA program.

▪ Five faculty members were named as Newcomb Fellows for meritorious and superior performance.

▪ Dean Kleinsorge received an Orchid Award from the Portland Business Journal.

c. Student recognition and awards

▪ COB students placed second during the National Ethics Case Competition held at the University of Arizona. This is the second top three finish in a row for COB students.

▪ COB students in the Students in Free Enterprise (SIFE) club won top awards at their first regional competition.

▪ The Beta Alpha Psi (BAP) chapter was recognized as a superior chapter for 6th year in a row. Superior Chapter status is the highest honor earned by a student chapter and is awarded only after significant professional service. BAP is a key component in instilling a sense of professionalism in the education of accounting students at OSU.

2. Strategic Plan Implementation

a. Focus for 2005-2006: Enhancing student success, increasing research and outreach, and enhancing diversity and community.

1) Student success

a) The COB saw continued growth of the Austin Entrepreneurship Program@Weatherford Hall and maintained full capacity of 290 students in residence at Weatherford. Based on lessons learned from the first year of the program, the college implemented changes that lead to increased student support and excitement for the program.

• The Austin Entrepreneurship Program launched the AEP-TICK (Teamwork, Individual, Community, Knowledge) certificate program. The AEP-TICK program allows students to build an entrepreneurship portfolio through participation in an extensive informal curriculum designed to build competencies.

• The number of Weatherford Hall residents participating in the weekly “fireside chats” with the faculty in-resident increased this year as students pursued their AEP-TICK certificate.

• Three MBA teams and three AEP teams worked on OSU commercialization projects and developed feasibility studies and business plans.

• Seven teams participated in the Weatherford Hall E-challenge to see who could raise the most money over two weeks in an entrepreneurial venture.

• The AEP launched The Wall Street Challenge.  AEP students were given two weeks to invest a virtual $1 Million in start-up companies that are less than 15 years old.  Seven teams competed for prizes based on highest return on portfolio and best presentation. 

b) Continued support for experiential learning opportunities.

• The Business Solutions Group provided student internships for over 40 students.

• C2C provided research experiences for ten undergraduate students, four graduate students and one MBA student. C2C has 41 students signed up on their “on-call” list to help with projects as needed.

• The college posted opportunities for internships from 121 companies or organizations during the academic year.

• The college provided support to students as research assistants and contributed to Honors College thesis projects. The college delivered five new courses for the Honors College offerings.

• The college continued to bring in business professionals to visit classrooms and interact with students.

• Faculty and students participated in a number of class fieldtrips to business sites and manufacturing plants.

c) Successes, challenges and barriers for Student Success:

• The second year of the AEP was very successful and built on the lessons learned from the first year. Visiting business professionals enjoyed their stays at Weatherford and the opportunity to meet with students. The AEP-TICK program successfully boosted student participation in the program. The AEP faculty and staff enjoyed success in developing policies and procedures that encouraged Weatherford students to take full advantage of the opportunities to interact with visiting business professionals. The largest barrier to success continued to be the need for additional funding to support operating expenses. The college submitted a resource fee request for Weatherford residents to help offset the costs of delivering the informal curriculum. The resource fee will generate greatly needed operating funds and provide an additional incentive for Weatherford residents to fully leverage the programs available to them. One new program to be offered is an Introduction to Entrepreneurship course to Weatherford residents only. In addition, resources will be added to support and mentor Weatherford students working on the AEP-TICK certificate and E-Teams.

• The Business Solutions Group continued to attract new clients. The BSG leadership improved the business model and plans to increase integration with the Management of Information Systems (MIS) curriculum. Due to space constraints in Bexell Hall, the growth of BSG will soon be impeded by the lack of room to accommodate additional testing contracts and students.

• The college invited students to participate in the work to implement the framework and revision of the business curriculum. Students participated with the faculty committee working on the core curriculum. A dozen graduating seniors enrolled in a change management course produced a report and supporting video that analyzed the current student culture and climate and recommended steps for moving to the healthy student climate desired in a professional school. Their report endorsed the move to a professional school and will have a long-lasting and significant impact on the college.

• As part of the framework, the college seeks to manage enrollment to ensure business students enjoy access to a quality business education and are able to graduate within four years. As resources continue to be constrained across campus, the college will be faced with the difficult choice of limiting access or increasing class sizes.

2) Increasing research and outreach

a) Continued to expand and build upon first year success of AEP@Weatherford and the Visiting Fellows program. More than 80 Visiting Fellows participated this year. Distinguished visitors included:

• Charlie Denson, President of Nike Brand

• Steve Brown, VP and General Manager, HP

• Pam Garcia, Principal, NW Supermarket Holdings

• Mike McMeniman, Co-founder of McMenimans

• Jim Mendenhall, President of SporTech, Inc

b) Nurtured and mentored new faculty in research to include efforts to coordinate research. Developed new policies to allow faculty to compete for summer research support. Provided faculty with funding for travel support to present papers and offered faculty course release time to focus on research.

c) COB faculty members are working with colleagues from engineering on applying for a Rehabilitation Engineering Research Center grant.

d) Associate Professor Ping Hsieh’s research on extreme value analysis was featured in several business journals.

e) The Dean received and selected proposals from faculty on initiatives that will contribute to the college’s strategic plan and enhance success in the Capital Campaign. The Dean selected two proposals to receive substantial funding support:

• Professionally Ready Finance and MIS Graduates

• Virtual Project Management and Workforce Development Initiative

f) Successes, challenges and barriers for Increasing Research and Outreach:

• The college has an exceptionally young faculty composition with a high number of assistant professors on tenure-track. The College faces the challenge of trying to ensure the assistant professors are given enough time to conduct their scholarship to be competitive for P&T while at the same time enlisting their participation in the development and service work needed to achieve success in the Capital Campaign.

• The college lost two associate professors who accepted higher paying positions at other universities. The college also lost three assistant professors who accepted higher paying positions elsewhere.

• The college was unable to fill the vacant faculty position in entrepreneurship for the fourth straight year. The primary candidate received an offer that exceeded the college’s offer by over $40,000.

3) Enhancing diversity and community

a) COB partners with 4-H:  Each summer about 350 rural youth attend a 4-H Summer Conference at OSU. At COB’s invitation, last June these youth and their adult guides lodged in Weatherford Hall – thereby gaining awareness of related collegiate study opportunities in entrepreneurship. 

b) Many of these 4-H youth also attended business and technology workshops held in the COB. The event was so successful that it’s being headquartered this summer in Weatherford Hall – and the COB is again offering workshops for these 4-H youth.

c) During the last year, over 5,500 pre-college youth participated in Business and Information Technology (BIT) programs supported by ETIC funding of 4-H Extension faculty located in Central and Southern Oregon.

d) Mobile Technology Classroom: The COB faculty designed and launched a mobile technology classroom in collaboration with the OSU Extension Service a year ago. The BIT Mobile trailer is being used throughout Central Oregon to serve a wide range of rural audiences eager for this training. Recently the University of Nebraska purchased a duplicate BIT Mobile built in Oregon -- for conducting similar business outreach programs throughout rural areas of their state.

e) Resource for Schools: A CD-ROM curriculum “Kids @ Komputers” was jointly developed and published by the COB and OSU Extension Service. This technology training aid consists of Power Point slide sets for use by educators serving grades 4-6.

f) The “Kids @ Komputers” program emphasizes Internet safety and computer use skills typically not taught in Oregon schools and after-school programs. It’s now being purchased and widely used by elementary schools in large and small in districts located throughout Oregon.

g) The college received 67 incoming business exchange students from nine countries. This was an increase from 41 incoming students from seven countries in 2005-2006.

h) The college created two two-year scholarships for students receiving scholarships through the SOLS (Scholarships for Oregon Latino Students) program.

i) COB marketing Instructor Roberto Sanchez participated in Lean Manufacturing Seminars that focused on increasing the competitiveness of middle and small Oregon companies with a high proportion of minority workers. Sanchez also served as a moderator for the City of Corvallis and Corvallis Police Department community forums for Spanish-speaking audiences with responsibility for translating documents and forms.

j) The college hosted visiting scholars from South Korea, Sri Lanka, Thailand and Japan.

k) Successes, challenges and barriers for Enhancing Diversity and Community:

• The faculty committee reviewing the admission standards for a professional school model investigated policies and strategies that would ensure diversity in the student population. More study is needed to determine the best approach.

• The college will lose three tenure-track faculty and two tenured faculty due to retention issues (each found employment at other universities). Two of the tenure-track faculty members were female and two were from underrepresented groups. One of the tenured faculty members was from an underrepresented group. One tenured faculty left partially due to the inability of his spouse to find employment at OSU as a teaching faculty member. The college will have six faculty searches in 2006-2007 and will have the opportunity to address diversity in the faculty ranks.

• The college was successful in hiring two highly qualified female accountants as fixed-term instructors.

b. Summary of major unit activities during 2005-2006 that helped promote one or more of the thematic areas.

1) The Austin Entrepreneurship Program hosted its first annual signature event “Commercializing Technology Innovations in a Global Context.”

2) The AEP hosted a meeting of the Governor’s Small Business Council.

3) Completed Spring Seminar Series – “The Virtual World of Tomorrow”

4) Dean’s Distinguished Lecture Series speakers:

a) October 2005, Patrick Kuhse – Presentation on business ethics

b) June 2006, Marc Epstein – Presentation on “Sustainability and Social Innovation: Business' Role in Improving Both Organizations and Society”

5) The Austin Family Business Program hosted their annual Excellence in Family Business Awards ceremony in November.

6) The Austin Family Business Program hosted the annual conference “Family Business - Putting It in Practice.”

7) The Austin Family Business Program hosted the inaugural 2005 Family Enterprise Research Conference, the first family business research conference in North America.

c. Summary of major accomplishments for 2005-2006 in support of the OSU Capital Campaign.

1) The Dean and Director of Development traveled extensively to meet with alumni and friends of the college. The Dean traveled to Hawaii, Palm Springs, New York City, San Francisco, Seattle and Bend. The Dean made 165 donor visits, corresponded by letter or email with 20 potential donors and had 19 telephone conversations in support of the OSU Capital Campaign.

2) The Dean and Director of Development participated in a private dinner parties in Portland and Belvedere, CA hosted by a potential donor and attended by several other potential donors. Two more such dinners are planned by calendar year end.

3) The Dean bid the Business Advisory Council farewell after thanking them for 20 years of service to OSU. A College of Business Dean’s Circle of Excellence will be formed with the intent of inviting distinguished alumni and business partners willing to serve as advocates for the college and committed to seeking and providing financial support.

4) Several distinguished COB alumni received major OSU awards. Bernie Newcomb received the OSU Distinguished Service Award and the E.B. Lemon alumni award. Harley Smith received the Dan Poling Service Award. Ken Thrasher will be recognized as one of OSU’s 2006 Alumni Fellows.

5) The college hosted its fifth annual Business Partners and Alumni Awards event. The college recognized twelve winners this year and attracted over 230 people to the dinner in downtown Portland.

6) Identified over 200 influential alumni that the Dean and Director of Development are currently strategizing about ways to introduce to the campaign and solicit for support.

3. Other initiatives and their outcomes

▪ The college received notification that the Association to Advance Collegiate Schools of Business (AACSB) concurred with the peer review team recommendation to extend maintenance of accreditation for the undergraduate and masters’ degrees in business offered by Oregon State University until 2009-2010.

▪ The college sent two COB faculty to attend the AACSB Associate Dean and Data Manager’s conference in Atlanta, Georgia and the Director of External Relations and Director of Development attended the AACSB development and marketing conference in New York City.. Outcomes include the COB investing in a database management system to track AACSB information and plans for a new strategy in corporate relationships.

▪ The college’s Head Advisor participated in the National Academic Advising Association summer program with OSU advisors. The college is recognized across campus as a leader in the use of technology in support of advising.

4. Scorecard

a. Performance on college-level metrics

▪ Goal 1 - Provide Outstanding Academic Programs

o 1.1 - The college continues to expend the funding received for its involvement in the NSF-sponsored K-12 TeachEngineering project. Expenditures for 2005-2006 totaled $83,317.

o 1.2 - The college had no invention disclosures.

o 1.3 – The college launched a diversity assessment and worked to develop a representative survey to assess the climate for diversity.

o 1.4 - The 2005-2006 percentage of U.S. minority students of total college enrollment was 13.2%.

▪ Goal 2 – Improve the Teaching and Learning Environment

o 2.1 – College of Business 2005-2006 first-year retention rate – 66.6%

o 2.2 – College of Business 2005-2006 six-year graduation – 38.9%.

o 2.3 - The college graduated 487 undergraduate students in 2005-2006 up from 471 in 2004-2005.

o 2.4 - The MBA program graduated 43 students in 2004-2005 and 42 students in 2005-2006.

o 2.5 – The college had 80% of the seniors participate in student engagement activities in 2005-2006 based on 77 respondents.

o 2.6 – The college’s Student Primary Major to Faculty FTE ratio for 2005-2006 was 45. The college’s Student Course to Faculty FTE ratio for 2005-2006 was 25.3.

▪ Goal 3 – Increase Revenues

o 3.1

▪ Associate Professor Rene Reitsma received $36,500 in 2005-2006 grant support for the K-12 TeachEngineering project and expects to continue receiving NSF grant support for this project.

▪ Associate Professor Steve Kim received $37,000 in 2005-2006 grant support from the Korean Research Foundation to research researching marketing channels within the fashion industry.

▪ Associate Professor Ping Hsieh received a grant for $17,000 from the Society of Actuaries for his work on “Extreme Value Analysis for Partitioned Insurance Losses.” Hsieh has a proposal into the NSF on related research.

▪ The Close to the Customer Project received $27,000 in a grant to study the development of entrepreneurship from the Kauffman Foundation.

o 3.2 – The OSU Institute Research office lists the total of 2004-2005 private giving revenue at $929,947. Private giving revenue for 2005-2006 increased significantly from the previous year as the college ramps up its efforts for the Capital Campaign.

▪ The OSU administration awarded a $1.5 million estate gift to the college to strengthen the business program.

▪ The college received confirmation of an estate gift valued at $1.5 million from a distinguished COB alumna.

▪ The accounting program increased private donations from $30,000 to $60,000.

▪ The finance program’s Investment club completed fund raising of $50,000 to start their own trading account.

o 3.3 - The Business Solutions Group had 17 contracts valued at $804,140 in 2004-2005. The Business Solution Group expects the following revenue in 2006-2007:

▪ Architecture development for ODOT - $375,000

▪ Testing for IT manufacturers - $636,000

▪ Development and hosting for Oregon Department of Education Virtual School District - $50,000

▪ BSG services - $150,000

a. Leveraging resources

1) Initiatives to leverage state resources

a) The college collaborated with the business schools at Oregon and Portland State to develop ideas on outreach and executive education. The Oregon Business Institute, a joint partnership in Portland by the three business schools at OSU, University of Oregon and Portland State University, opened February 2006 at 200 Market Street in Portland. The OBI will be a hub for executive education and provide a way to address the professional development needs of the Portland business community. In addition the OEMBA will be housed in the facilities.

b) The Dean continued to invest development funds to support summer research activities and increase student scholarship opportunities.

2) Initiatives to improve administrative efficiencies

a) The college established a Project Manager for Strategic Initiatives position to provide administrative support to two of the flagship programs – Austin Entrepreneurship Program and the Business Sustainability Initiative. Additional administrative support will be provided to assist this position in the coming year.

b) The college established the Close to the Customer Project and provided sufficient administrative support to ensure its inaugural year was successful. Ultimately, the Close to the Customer Project strives to be entirely self-supporting. This year’s revenues topped $350,000 from private contracts.

c) BSG will add a fourth software developer to provide depth and expertise in software development and mentorship to student interns. The increased staff ensures adequate support for the Oregon Department of Transportation contract and other BSG projects. BSG hired an operations manager to streamline processes, develop and implement an improved business model, identify new clients and improve oversight of the staff. The operations manager position will be upgraded to Director of BSG in the coming year to further improve administrative efficiencies.

d) The college promoted an experience advisor to head advisor. This change enabled the Associate Dean for Academic Affairs and Student Services to focus on the MBA program and the undergraduate curriculum.

e) The college added the position of Director of Operations to improve coordination and management of the day-to-day operations of the college.

f) The Academic Departments have reviewed the hiring and retention of quality fixed-term instructors to ensure compliance with AACSB standards is maintained and to gain efficiencies.

5. Assessment of 2005-2006 priorities

a. Enhancing student success

1) Further development of AEP programs and experiential learning opportunities

a) Includes approval and implementation of an option in entrepreneurship in the COB.

Assessment – option approved by college faculty. Entrepreneurship will be one of the options in the college’s new framework and may become a major.

b) Launch of C2C Project, providing experiential learning opportunities for students in market research.

Assessment – C2C project was very successful in generating internship opportunities for students, identifying research opportunities for marketing faculty and students, and providing services to a wide variety of professional clients.

c) 100% growth in e-minor

Assessment – the e-minor grew to 46 from 38 for the previous year. In addition, the new framework will provide all business minors knowledge in entrepreneurship. Therefore, this minor will actually increase to 500 after fall 2007.

2) Deliver five new honors courses.

Assessment – Six honors courses created and delivered (BA215H, BA260H, BA340H, BA352H, BA407H, and BA465H).

3) Integrate and expand Family business curriculum in UG and MBA levels.

Assessment – The college is strongly considering making family business one of the key themes in the business core so that all COB students have aware of the issues surrounding family businesses.

4) Growth in the Business Solutions Group – 10% revenue growth and 5% growth in student internship opportunities

Assessment – BSG enjoyed a 15% growth in revenue and met their goal for student internships.

5) 10% growth in formal internship program opportunities and students doing an internship.

Assessment – The number of companies participating in the internship program increased from previous years along with the number of students completing an internship.

6) Continued integration of Business Sustainability in the curriculum

Assessment – Sustainability remains one of the key themes in the revised business core curriculum.

7) AACSB maintenance review

Assessment – The college received notification of successful completion of maintenance review. Next maintenance review scheduled for 2009-2010. The college will be investing in an information system that will streamline the data collection process required for accreditation.

8) Full development of tool to assess student learning outcomes.

Assessment – Tool development is on hold while learning outcomes are being adjusted with the revisions to the business curriculum.

9) Establish relationships with ten new companies per year

Assessment – The college hired two new advisors to manage the internship program. Both advisors have business backgrounds. The college expanded the number of companies posted internship positions. Representatives from several new companies were represented in the college’s winter career symposium event.

b. Increasing research and outreach

1) Further development of AEP

a) Develop the infrastructure to add value in commercialization

Assessment – AEP strengthened its relationships with the OSU Research and Technology Transfer offices.

b) Identify potential projects/partners for commercialization.

Assessment – In total six projects were identified and students and mentors worked on business plans for commercialization. One project will receive outside investment this year.

c) Develop “boot camp” program and deliver during year.

Assessment – On hold.

2) Develop two executive programs for Portland market.

Assessment – Partnered with Northwest Leadership Association to deliver an executive education course in the fall. Spring course was cancelled due to lack of attendance. The Dean has hired a team of retired business executives who are currently developing a prototype executive education program on “Collaboration through Innovation.”

3) Develop professional development modules for continuing education for local delivery.

Assessment – To fast track this objective, the COB partnered with the Chamber of Commerce to deliver two lunch presentations that included professional development in entrepreneurship and job loss. In addition, the Central Oregon Business Roundtable was formed specifically to deliver professional programs over a lunch or breakfast for business professionals. Two programs were delivered on economic development after January 1, 2006.

4) Develop executive education in business sustainability

Assessment – A formal executive education program was not developed but numerous presentations were made to diverse audiences by the Director of Sustainability, the Dean’s Distinguished Lecturer, and the Dean.

5) Develop faculty expertise in writing and managing grants.

Assessment – A presentation on grant writing was provided to faculty in the COB. A few faculty have written and submitted grants. One faculty continues to receive funding for NSF-funded program. Two faculty members are working with colleagues in engineering on applying for a Rehabilitation Engineering Research Center grant.

6) Invest in faculty scholarship.

Assessment – The Dean continued to invest in faculty scholarship through her Summer Research and Teaching Innovation Fellowship program. Five faculty will each receive $7,500 in research support this year. The Dean also selected two initiatives (Virtual Project Management and Professionally Ready Finance and MIS graduates) for $500,000 funding support.

7) Develop outreach to local community using AEP visiting professionals.

Assessment – Working on the appropriate model to make this happen.

c. Increasing community and diversity

1) Speaker series for multiple arenas to bring diverse perspectives to students and faculty.

Assessment – This year the Dean’s Distinguished Lecture Series introduced faculty and students to diverse perspectives on ethical behavior and business sustainability.

2) Continued efforts to increase diversity in hiring for open positions.

Assessment – Two female advisors and one Native American female office specialist were hired during the year. Two female accounting instructors and one white male assistant professor were hired for next academic year. The college will have six open faculty lines to fill in 2006-2007.

3) Complete Diversity plan.

Assessment – The Diversity plan was completed and targets were set for the coming year.

4) Implement diversity plan.

Assessment – Implementation has begun.

5) Continue to grow the international exchange student population.

Assessment – All qualified students who desired international exchange were provided the opportunity this year. We maintained numbers close to last year.

6. Proposed Priorities for 2006-2007

a. Enhancing student success

Priority - implementation of framework. The framework offers many exciting ideas that will directly contribute to student success. Students will receive an integrated core curriculum designed to help them achieve the curriculum-level learning outcomes at the time of graduation. Key themes of the college’s mission have been incorporated into the design of the core including entrepreneurship, family business as well as skill development (e.g. experiential learning, information technology and communications skills). Also ethics and global issues are themes incorporated across the core. Included in the framework are plans to ensure students leave the college prepared for a profession of their choice. This will require changing the student climate and culture, changing the faculty climate and culture, and raising expectations for everyone. The college is committed to providing high value business education and has worked closely with external stakeholders to ensure that their expectations will be satisfied. The professional school model has been approved by the Faculty Senate’s Curriculum Council and will be ready for fall term 2007. The college intends to submit separate category I proposals for majors in each business discipline. Outstanding issues include: developing admissions criteria for the professional school, developing implementation and transition policies, reviewing course offerings for non-business students, and evaluating the impact on the business program offered at the OSU-Cascades campus.

Priority – increase student engagement leading to profession ready graduates. Successful implementation of the framework will instill a healthy student climate where students assume responsibility for developing the skills and experience required to become profession ready. The college has invested resources that will enable students to take full advantage of the opportunities to prepare for their chosen professions. The college will continue to build new relationships with companies seeking business interns. The college intends to continue expanding internship and experiential learning opportunities through growth in the Business Solutions Group, Austin Entrepreneurship Program, the MBA Program, Close to the Customer Project programs and the international business student exchange program. Student participation in student clubs will receive more focus as clubs provide an efficient and effective means for students to extend their networking circles, gain insight on professional organizations and professional careers, participate in meaningful activities and form lifelong friendships. Student club leaders will be expected to provide leadership in changing the climate and culture by developing a set of expectations for student behavior in the classroom and encouraging student participation in COB events.

b. Increasing research and outreach

Priority – research excellence. The college aspires to be recognized as a top ten land grant undergraduate business program with top ranked programs in entrepreneurship and family business. Achieving these aspirations will require a dedicated focus on research excellence. A hallmark of top-rated business schools is a strong research program that contributes knowledge and understanding valued by both the academic and business communities. As part of the Capital Campaign, the college will seek increased research funding to recruit and retain faculty who are engaged in rigorous research projects with real-world applications. With additional resources, faculty will be able to explore new initiatives that contribute to the state’s economy, while also advancing the college’s reputation as a leading business program. The college will continue to review research-related organizational policies and processes to ensure rewards and incentives align with desired outcomes.

Priority – raising the bar for outreach. The college remains focused on building the foundation for a successful capital campaign. In the coming year the Dean, Development Officer, Associate Dean, department chairs and key faculty will be working to increase the number of development opportunities with the intent of meeting the following goals:

1.  Raise in excess of $3.5M towards campaign goal of $36.5M.

2.  Secure two $1M gifts for the college

3.  Plan and carry out four campaign events designed to cultivate donors in major markets.

4. Development training for leadership team and selected faculty who will participate in major donor events.

In direct support of the capital campaign the college will establish the Dean’s Circle of Excellence which will serve as a distinguished advocacy group composed of alumni and friends committed to the COB. The Dean’s Circle of Excellence will require a minimum $5,000 annual gift as a condition of membership which provides for the Dean’s Fund for Excellence in the College of Business. The members of the Dean’s Circle of Excellence will

▪ Provide advice and counsel to the dean, faculty, and students;

▪ Mentor and interact with college students, serving as a role model;

▪ Help position college programs to meet the changing needs of the business community;

▪ Promote extramural professional opportunities for college faculty;

▪ Willingly support the college financially and participating in the college’s upcoming campaign;

▪ Provide assistance in the identification, cultivation and solicitation of major gift prospects for the college;

▪ Engage in other activities that enhance the academic standing of the college and the general well being of its diverse programs, students, alumni and faculty.

Faculty within each of the business disciplines will be expected to strengthen and expand relationships with the business community to seek new research opportunities and to ensure business graduates meet stakeholder expectations. As the business disciplines opt to pursue a discipline-specific major, they will be expected to seek external funding support for new course offerings.

The college will continue development of an executive education program aimed at business leaders and decision makers interested in learning about “Innovation through Collaboration.” This program is being produced by a consulting team working with COB faculty.

c. Increasing community and diversity

Priority – strengthening student and faculty diversity. The college will continue efforts to implement the objectives established in its diversity action plan. Foremost for this year will be a dedicated effort to boost the number of underrepresented students to achieve minority representation at the COB that is similar to that in business schools of peer institutions in the Northwest. In addition with five open positions it is an opportunity to improve the diversity of our faculty. The Dean is exploring ways to implement a Women in Business organization for women students and faculty in the college.

Long-term goals for College of Business

|Enhancing student success |Increasing research and outreach |Increasing community and diversity |

|Long-term goal(s): |Long-term goal(s): |Long-term goal(s): |

|Educate current and future students for success |Contribute to the economic development of the|Increase in student and faculty diversity. |

|in managing and developing sustainable |state and region |Robust International Exchange Program |

|enterprises. |Deliver out-reach business education to |Develop strong alumni and business |

|Provide experiential learning opportunities for |critical sectors in the Oregon economy |professional relationships to support programs|

|all qualified business students that desire |Develop nationally recognized research to |and scholarship. |

|experiential learning. |increase impact on successful enterprises | |

|Develop the Austin Business Programs into |(focus on entrepreneurship & innovation and | |

|distinctive and respected Programs |business sustainability) | |

|Strengthen student recruitment and diversity |Achieve recognition for expertise in | |

|Improve student placement success in careers and |commercializing OSU discovery. | |

|student internships. |Develop distinctive and respected programs in| |

|Increase student opportunities to understand |entrepreneurship and family business | |

|global issues through unique and distinctive | | |

|international exchange programs. | | |

|Increase the quality of COB programs through | | |

|continual innovation. | | |

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