Performance Evaluation
Strategic Plan: 2003 – 2008
Actions To Have Been Taken from 1 July 2003 through 1 July 2004
A Strategic Plan without accountability means very little. Hence, we report on the performance of the College’s leadership with respect to the actions that the Plan indicated should have been taken during the preceding academic year. This is the report for the period 1 July 2003 through 30 June 2004.
The format of this report is based on the list of action statements that were due to be completed on or before 1 July 2004. These are found throughout the Strategic Plan and are presented in the order in which they appear in the Plan. At the end of each statement the person or persons with the ultimate responsibility for its execution is listed. The numbers in parenthesis indicate the page(s) of the Plan itself where one can find the bases for the action. For those of you who wish to view the Strategic Plan for 2003 to 2008 in its entirety, it can be found on the College’s web site: www.cob.sjsu.edu. Previous Strategic Plans and Performance Evaluations can be found there as well.
For each action statement we indicate what has been done. If more remains to be done, we note why and what we plan to do about it. For actions that have not been completed as planned and yet remain relevant, we welcome feedback on how we might accomplish them. As noted in the first Strategic Plan, it and its successors are “living documents” in that we are prepared to improve any aspect of our plan at any time based on new knowledge and/or new insights.
If the Strategic Plan is to be effective, it must be viewed as more than an exercise in rhetoric. That is why a report of progress is so important.
Curricula (C)
Accounting and Finance
A&F-TC1: appoint a “curriculum-in-practice” task group representing faculty and practitioners to develop and manage an operational plan to assure compliance with the following six action statements.
1 January 2004; Department Chair (p.4)
A&F-TC2: identify the implications of the “new CPA examination” on the accounting curriculum, and frame strategies and implementation dates for necessary curriculum changes.
1 July 2004; Curriculum-in-Practice Task Group, Department Chair (p.4)
The implementation of the proposed computer-based CPA examination has been delayed until September, 2004. Since all of the details of the requirements cannot be confirmed before then, it has not been possible to undertake action A&F-TC2. Consequently, the need for A&F-TC1 has also been delayed. Both will appear in next year’s Strategic Plan to be completed no later than 1 July 2005. Interestingly, the delay has had a favorable effect on action items A&F-TC3 through A&F-TC5. Their completion dates have all been moved forward as they will be done in conjunction with A&F-TC2.
Management Information Systems
MIS-TC1: develop a framework to map the interconnections among the courses of the MIS curriculum, the continuity of the concepts covered, and the means for feedback from students, faculty, alumni and employers.
1 January 2004; Art Walton, Jeff Gaines, Department Chair (p.5)
This is partially completed. Interconnections among courses and the continuity of concepts have been mapped. Feedback mechanisms from students, alumni and employers remain to be developed. At the College level this will be done late fall, 2004.
MIS-TC2: move BUS 93 - Systems Analysis and Design - from lower division to upper division.
1 January 2004; MIS Curriculum Committee, Department Chair (p.5)
The initial paperwork to do so has been completed and is going through the bureaucratic process. Completion, however, won’t take place until this coming year.
MIS-TC3: change BUS 113J - Java Programming - into an intermediate/advanced course on Java.
1 January 2004; MIS Curriculum Committee, Department Chair (p.5)
This is now under reconsideration by the MIS Curriculum Committee to address issues regarding content shifts between courses with the curriculum and staffing considerations. Hence, the action remains to be completed.
MIS-TC4: enhance BUS 116 - Advanced Database Management Systems (DBMS) - to cover comparative DBMS.
1 January 2004; MIS Curriculum Committee, Department Chair (p.5)
This action has been reconsidered and dropped due to complications involving staffing and questions regarding desirability.
MIS-TC5: increase and enhance the assignments that use the Cisco lab for courses BUS 110 - Fundamentals of MIS, and BUS 115 – Strategy and Telecommunications.
1 July 2004; Subhankar Dhar, Richard Perez, MIS Curriculum Committee, Department Chair (p.5)
The assignments have been enhanced and increased in number for BUS 115 by Professor Dhar. The department’s Curriculum Committee is considering redesigning BUS 110 to incorporate introductory lab access, but this remains in process.
MIS-TC6: determine the feasibility of MIS students obtaining a minor in Computer Science.
1 July 2004; Subhankar Dhar, Richard Perez, Department Chair (p.6)
This action was completed as scheduled. A minor in Computer Science is not feasible under current program constraints. It would require an excessive number of units in Computer Science, and the CSU system is pushing all programs toward the minimum of 120 for graduation.
Marketing
Mktg-TC1: prepare and submit a proposal to require all business majors to take a course in business calculus.
1 January 2004; decision science faculty (p.6)
This has been completed on schedule. However, a major effort is being undertaken to coordinate lower division requirements across the Community College, the California State University and the University of California systems. The group involved is called IMPAC (Inter-segmental Major Preparation Articulated Curriculum). IMPAC has proposed a lower division math requirement that would be one course covering some parts of both finite math and calculus. The College has postponed voting on the decision science’s proposal until the IMPAC proposal is available.
Mktg-TC2: conduct a complete assessment of BUS 100W – Business Communications, recommending changes where appropriate.
1 January 2004; Business Communications Group, Department Chair (p.6)
This action is partially completed. The communications faculty was successful in getting BUS 100W recertified as a GE course for four years in October, 2003. Assessment tests have been developed and are being administered in the fall of 2004. The communications instructors hold annual retreats to review and update the requirements for 100W.
Mktg-TC3: conduct a complete assessment of BUS 130 – Introduction to Marketing, recommending changes where appropriate.
1 July 2004; Marketing Curriculum Committee, Department Chair (p.6)
This is partially completed. The instructors of BUS 130 have reported student learning results for one objective to the Associate Dean’s office and are assessing student learning on a second objective this fall. The objectives, however, need to be reviewed in light of the experience gained since 2000 when they were developed.
Organization and Management
O&M-TC1: conduct a complete assessment of the International Business/Global Enterprise Management concentration, recommending changes where appropriate.
1 July 2004; International Business Group, Department Chair (p.6)
This has been done and the result submitted to the College’s Undergraduate Curriculum Committee. The recommended changes allow greater variety, and a foreign language option is being introduced whereby a student could become reasonably fluent in a non-native language. This has been developed with the cooperation of the Foreign Languages Department.
O&M-TC3: develop and propose a curriculum covering Entrepreneurship.
1 July 2004; Entrepreneurship Group, Undergraduate Curriculum Committee (p.7)
Three courses forming an Entrepreneurship track were developed and approved. These include an Introduction to Entrepreneurship, International Entrepreneurship and Business Plan for New Ventures courses.
O&M-TC4: develop and propose a course on Introduction to Entrepreneurship/ Intrapreneurship.
1 July 2004; Entrepreneurship Group, Management Curriculum Committee. Department Chair (p.7)
This has been done and the course offered in the Spring of 2004. It is being offered again in the fall.
O&M-TC5: clarify the learning objectives for the Management Concentration and the courses that comprise it.
1 July 2004; Management Group, Management Curriculum Committee, Department Chair (p.7)
This has been done in conjunction with the accreditation maintenance review process. A list of departmental learning outcomes has been developed.
College of Business
CoB-TC1: develop and implement an effective means of remedial education for those who fail the Writing Skills Test (WST).
1 July 2004; Assoc. Dean Academic & Undergrad. Affairs (p.7)
This is a continuing effort that may never be truly completed. And it contradicts the latest dictum from the State of California that the CSU system should not be in the business of remediation. Unfortunately we have students who have been admitted that clearly need it. The main focus is to motivate students to improve their communication skills by supplying employers with an easy way to identify those are excellent in this regard (e.g. a requirement for an honors program). In addition, we are discussing requiring our students to take discipline-specific courses that demand the use of a significant amount of business communication skills.
CoB-TC2: develop and implement a test to measure analytical skills.
1 January 2004; Assoc. Dean Academic & Undergrad. Affairs (p.7)
A test was developed and administered in the fall of 2003 to students enrolled in the capstone course.
CoB-TC3: develop and implement an effective means of remedial education for those who fail the Analytical Skills Test.
1 July 2004; Assoc. Dean Academic & Undergrad. Affairs (p.7)
Nothing, to date, has been done in this regard. One of the reasons is that we have not decided exactly what analytical skills our graduates should possess. An effort being undertaken throughout the State of California is likely to influence what we do. See the comments under Mktg-TC1 on page 3.
CoB-TC4: hold annual meetings between the appropriate College of Business and local community college faculty to ensure that course content in articulated courses is equivalent.
1 January 2004 on; Assoc. Dean Academic & Undergrad. Affairs (p.7)
This has been superseded by the fact that CSU campus representatives have been meeting regularly with community college representatives to get agreement on a common, state-wide lower-division business core. If such an agreement takes place, and it is likely to, the intention of CoB-TC4 will have been satisfied.
CoB-TC5: survey the employers of our students regarding the quality and relevance of their undergraduate/graduate education.
1 July 2004; Assoc. Dean Academic & Undergrad. Affairs, Assoc. Dean Grad. Studies and Research, Dean (p.7)
This will be partially completed at the end of 2004 as we developed a questionnaire as an insert to the fall 2004 edition of Dividends, our College of Business Alumni publication. We still need to survey employers who don’t get that publication.
CoB-TC7: have the International Board of Advisors and/or its sub-committee on Curricula review all curricula over a three year period for relevance, currency and quality.
1 July 2004 on; International Board of Advisors, Dean (p.8)
This has not yet been initiated. Although it appears again in the Strategic Plan for 2004-2005, it is likely to be reduced in scope in terms of its actual implementation.
CoB-TC8: assure that all curricula provide adequate and appropriate coverage of the College of Business’s three niche areas – Entrepreneurship/Intrapreneurship, Global Enterprise Management, and High Technology Management.
1 July 2004; Niche Area Groups, Undergraduate Curriculum Committee, Graduate Curriculum Committee, Assoc. Deans, Dean (p.8)
We surveyed the faculty in terms of their coverage of the various niches and the findings were encouraging. In most courses where it appeared appropriate to cover niche material, it was done. While things could be improved, we feel that this action item is satisfied for the time being. In the future course packages in the niche areas (e.g. minors, concentrations, certificates, etc.) may influence how the niches are covered in courses outside of those focusing on one or more niche.
CoB-TC9: assure that all curricula provide adequate and appropriate coverage of ethics.
1 July 2004; Undergraduate Curriculum Committee, Graduate Curriculum Committee (p.8)
We reviewed the syllabi of business courses and found that all curricula do provide effective coverage of ethics. Like the preceding action item, this is something that should be checked periodically.
CoB-TC11: ensure that there are Course Coordinators for each course that has sections taught by two or more faculty members.
1 January 2004 on; Department Chairs, Assoc. Dean Academic & Undergrad. Affairs (p.8)
This has been done.
CoB-TC12: coordinate the sections of each course that has sections taught by two or more faculty members so that they know what they are expected to teach, test, etc.
1 July 2004 on; Course Coordinators, Department Chairs (p.8)
This is partially completed. The objective is being aided by the fact that all courses now have to have common learning outcomes (an accreditation requirement) so it will be completed via that route.
CoB-TC13: design and implement a system for defining common content for each and every core course.
1 July 2004; Undergraduate Curriculum Committee, Graduate Curriculum Committee, Assoc. Deans (p.8)
This is not yet complete, but the fact that all courses will have common learning outcomes (see CoB-TC13 above) will provide the impetus to complete this action during academic year 2004-2005.
CoB-TC14: evaluate and make changes as needed for the system for defining common content for each and every core course.
1 July 2004; Undergraduate Curriculum Committee, Graduate Curriculum Committee, Assoc. Deans (p.8)
This remains to be done. However, to accomplish CoB-TC13 it will need to be done.
Accounting
A&F-TF1: re-establish the informal coaching program for faculty.
1 July 2004; Department Chair (p.9)
This has not been done, but will be completed in 2004-2005.
Management Information Systems
MIS-TF1: improve support to instructors who are teaching required courses by means of a more detailed MIS curriculum framework, course syllabus templates, exam question databases, frequent meetings, etc.
1 July 2004; MIS Curriculum Committee, Department Chair (p.9)
This is partially completed and should be fully completed during academic year 2004-2005. Faculty members Walton and Gaines have designed and built a website demo for one course (BUS 93) and all the elements needed for faculty review. The project management/methodology module for another course (BUS 110) will be completed by the end of calendar 2004. Also in process is building the course objectives webpage for each class to support the accreditation maintenance requirement.
MIS-TF2: increase the number of MIS faculty involved in Community Service Learning (CSL) activities for their students.
1 July 2004; Department Chair (p.9)
While this has taken place it is not at the desired level. In this regard three faculty members are scheduled to participate in the Engaged Department Workshop offered this October, sponsored by the SJSU Center for Service Learning.
Organization and Management
O&M-TF1: increase the number of O&M faculty involved in Community Service Learning (CSL) activities for their students.
1 July 2004; Department Chair (p.9)
This has been accomplished. Two courses - Global Business and Human Rights, and Fundamentals of Management and Organizational Behavior – have involved students in community service projects.
College of Business
CoB-TF1: establish at least one summer teaching fellowship each year for a four year period to provide the time and financial support required to develop new courses, radically revise existing courses, and prepare new delivery systems.
1 July 2004 on; Dean (p.10)
This has not been done as funds have not yet been raised for this purpose.
Management Information Systems
MIS-TE1: seek to have BBC 301 designated as the MIS lab and schedule MIS classes accordingly.
1 January 2004; Department Chair, College Space Committee (p.10)
This has been done as scheduled.
MIS-TE2: ensure that all software needed for MIS classes scheduled for BBC 301 is available to the computers in that lab.
1 January 2004; Andy Yeung, Department Chair (p.10)
This has been done as scheduled.
Marketing
Mktg-TE1: establish and implement linkages (exchanges, joint programs, joint research, etc.) with two universities in Asia.
1 July 2004; Department Faculty, Department Chair (p.10)
This has been accomplished. Professors Combs and Onkvisit have established a very successful overseas course in cooperation with Chulalongkorn University in Bangkok and progress has been made in developing exchanges of faculty and students with that university. Professor Gehrt has created a relationship with Keio University in Japan, and a scholarship exists for SJSU students to attend a week long seminar at Keio.
College of Business
CoB-TE1: ensure that the computing equipment in college of business classrooms and labs is less than three years old.
1 January 2004 on; Andy Yeung, Dean (p.10)
This has been and is continuing to be done. In the spring of 2004 the request made by the College of Business to charge a technology fee for all of its courses was approved. This will provide the funds to assure that the computing equipment in our laboratories and classrooms remain current.
CoB-TE2: increase and verify that the proportion of our undergraduate and graduate courses that rely heavily (but not necessarily exclusively) on web-based technology is at least 10%.
1 January 2004; Assoc. Dean Academic and Undergrad. Affairs, Assoc. Dean Grad. Studies and Research. (p.11)
CoB-TE3: increase and verify that the proportion of our undergraduate and graduate courses that rely heavily (but not necessarily exclusively) on web-based technology is at least 25%.
1 January 2007; Assoc. Dean Academic and Undergrad. Affairs, Assoc. Dean Grad. Studies and Research. (p.11)
It appears that even the objective slated to be accomplished by January 2007 is already a reality. Evidence suggests that close to half of our faculty presently make considerable use of web-based technology to enhance their courses. The attractiveness of the technology to our faculty, and the fact that we have staff support to help faculty learn how to use the technology is the reason these action items have been satisfied.
CoB-TE4: actively support all business student clubs and fraternities; ensure that each such organization has an active faculty advisor/mentor.
1 January 2004; Chairs, Deans (p.11)
This is being done. However, as club leadership waxes and wanes, it is an item that should be revisited periodically.
CoB-TS1: increase the number and value of awards for outstanding academic performance by our students.
1 July 2004; Dean (p.11)
This has been and is continuing to be done. The Stan Winvick Fund was established by AMD for outstanding performance in human relations management with a $100,000 endowment. The endowments, and therefore the awards, were increased in at least two other funds established for outstanding performance.
CoB-TS2: increase the number and value of scholarships for entering students.
1 July 2004; Dean (p.11)
While endowed scholarship funds in general have increased significantly, there has been no increase in those targeting entering students.
CoB-TS3: expand the number of student internships by 10% per year over the next five years.
1 July 2004; Career Services, Chairs, Deans (p.11)
While we believe that this is the case, we do not have the data needed to verify it.
CoB-TS4: increase admission standards either by advancing significantly the cutoff date for applicants and/or impaction.
1 July 2004; Assoc. Deans, Dean (p.11)
This has been done. The cutoff date for the acceptance of applications was advanced by several months so that now there is just a one month window. While experience suggests that this should have a significant impact on improving the quality of those admitted (strong applicants are more likely to apply early than weaker ones), we will not be in a position to verify this until this coming year.
CoB-TS5: determine the desirability and feasibility of developing an undergraduate honors program.
1 July 2004; Undergraduate Curriculum Committee, Assoc. Dean Academic and Undergrad. Affairs (p.11)
This has been done. We have determined that an undergraduate program is both desirable and feasible. We are proceeding to develop one.
CoB-TS6: determine the desirability and feasibility of developing a graduate faculty.
1 July 2004; Chairs and Deans (p.12)
This has been done. While it may be desirable from several points of view, there are also drawbacks. The current environment suggests that it is not feasible. Hence, the idea of creating a “graduate faculty” will not be revisited in the near term.
Output (O)
College of Business
CoB-RO1: establish at least one monthly research colloquia within the College of Business.
1 January 2004; Department Chairs, Assoc. Dean for Grad. Studies and Research, Dean (p.12)
This has been accomplished. Both the Marketing and the Organization and Management Departments hold regular research colloquia to which all faculty are invited. Turnout suggests that these are worthwhile.
CoB-RO2: establish a college-wide working paper series.
1 July 2004; Assoc. Dean for Grad. Studies and Research, Dean (p.13)
This has not been done and is no longer going to be an action item. The Department of Organization and Management, the most research oriented department in the College of Business, has tried repeatedly to create a series of working papers written by its faculty. The effort has never been sustained. We feel that unless there is substantial demand at the College level for such a series there is little point in pursuing one. At present the demand is lacking.
CoB-RO6: increase the number of research projects that are undertaken collaboratively with industry each year for a three year period commencing academic year 2003-04; this would include faculty internships within industry.
1 July 2004; Department Chairs, Assoc. Dean for Grad. Studies and Research, Dean (p.13)
This has been accomplished for the year 2003-2004. In particular, a sizeable grant was received from H-P and members of that firm have been closely monitoring our progress. AMD not only provided a Chair for one of our faculty members – Professor Brannen – but have provided her with the opportunity to work with them on cross cultural issues involving the United States and Japan.
CoB-RO7: complete implementation of a faculty consulting and research directory.
1 July 2004; Department Chairs, Assoc. Dean for Grad. Studies and Research, Dean (p.13)
This has not yet been completed and is now a high priority item. Both distractions and greater complexity than anticipated have delayed progress.
CoB-RO8: establish at least one endowed Professorship or Chair each year for a five year period to which outstanding researchers can be appointed.
1 July 2004 on: Dean (p.13)
This has not been accomplished. The one Chair that was established is funded on a year- to-year basis rather than having been endowed.
College of Business
CoB-RC1: establish a research center for high technology management.
1 July 2005; Assoc. Dean for Grad. Studies and Research, Dean (p.14)
While this is not scheduled for completion until 2005, it is shown here as the action item does not appear in next year’s plan. The reason is that we are not convinced at this juncture that “high technology management” is as distinct a research topic as are the other two niches: entrepreneurship and global enterprise management. Until we are, this action item will remain on hold.
Accounting
A&F-S1: increase the attendance of the High Technology Tax Institute by 15% each year to achieve a doubling of the attendance in academic year 2002-03 by academic year 2007-08
1 July 2004 on; Stu Karlinski (p.14)
This has been accomplished for the academic year 2003-2004. In fact, attendance increased by 19%, which is outstanding given the continued downturn of the regional economy.
A&F-S1: increase the attendance of the Silicon Valley Financial Management Institute by 15% each year to achieve a doubling of the attendance in academic year 2002-03 by academic year 2007-08.
1 July 2004 on; Joe Mori (p.14)
This has been accomplished for the academic year 2003-2004. In fact, attendance increased by 21%. As in the above case, this is outstanding given the weakness of the regional economy.
College of Business
CoB-I1: develop a communications plan for the College of Business, one that includes how we can take much greater advantage of our public relations opportunities.
1 January 2004, Dean (p.15)
Elements of a communications plan were developed, but a complete plan was never realized. The advertising/p.r. firm that we engaged withdrew their services in the spring as they felt we were not accomplishing our public relations objectives, and they were right. Public relations remains a difficult issue to resolve, and this coming year we hope to take a positive step by contracting with a p.r. specialist who will reside, at least half time, in our office building. Only by being in constant contact with faculty and staff will such a person understand who we are and what we are accomplishing.
CoB-I2: develop a procedure to ensure that the College of Business website in updated at least weekly, and immediately when timeliness is important.
1 January 2004, Dean (p.15)
This has been accomplished, primarily by hiring a full-time website expert to manage our website and providing her with additional assistance to handle the task.
CoB-I3: ensure that the College of Business website provides access to the fields of expertise and the accomplishments of every full-time faculty member and of all part-time faculty members who are teaching half-time or greater loads and have taught at the CoB for more than one year.
1 July 2004, Dean (p.15)
This is related to CoB-RO7, the development of a faculty consulting and research directory. This is part of the input to the above action item, and until the data needed are in hand, CoB-I3 cannot be completed. As noted earlier, this is now a high priority item, should be accomplished this coming academic year.
CoB-I4: create a unique logo/identifier for the College of Business, SJSU, that can be used on all of our printed material.
1 October 2003, Dean (p.15)
This was done as scheduled. Unfortunately, after early uses of the logo, which was well accepted by the external community, the University declared that their logo had to be used on all of our advertising and public relations material and that ours could not be. This is an issue that remains in dispute, particularly because the logo developed for us reflects our educational mission and the University’s does not.
CoB-I5: develop and have printed effective brochures for the MBA-One and the off-campus MBA programs.
1 January 2004, Assoc. Dean Grad. Studies and Research (p.15)
This has been done as scheduled and the brochures have been well received. These do have our logo on them as they were printed before the University’s administration intervened.
People (P)
Management Information Systems
MIS-PP1: establish a Board of Advisors for the Department of Management Information Systems.
1 July 2004; Department Chair, Dean (p.16)
The department is now not sure that this is the way to go. Rather, the current thinking of MIS faculty is that they would be better served by having informal discussions to solicit input and advice from industry contacts.
Marketing
Mktg-PP1: reinstitute and formalize a Board of Advisors for the Department of Marketing.
1 July 2004; Department Chair, Dean (p.16)
This has not been done though there is still some interest in doing so.
Organization and Management
O&M-PP1: establish a Board of Advisors for the Department of Organization and Management.
1 July 2004; Department Chair, Dean (p.17)
Depending on one’s point of view, this has or has not been done. There is now a very effective Human Resources Management Advisory Board, and HRM is within the department. However, there is not, at present, an advisory board at the departmental level. The most logical way of obtaining one would be to convert the existing Manufacturing Advisory Board, with some changes in membership, to one that would support the department as a whole.
College of Business
CoB-PP3: establish a Board of Advisors for the Silicon Valley Center for Entrepreneurship.
1 January 2004; Center Director, Dean (p.17)
While this is in process it has not been completed. There should be a functioning board in place before the end of the next academic year.
CoB-PP4: establish a Board of Advisors for the Center for High Technology Management (to be).
1 July 2005; Center Director, Dean (p.17)
In light of the discussion under CoB-RC1 (page 12), this action item will not appear in next year’s plan.
CoB-PP6: develop a strategy for establishing relationships with foreign universities including consideration of student and faculty exchanges, joint research, internship opportunities, etc.
1 January 2004: Global Enterprise Management Steering Committee, Department Chairs, Deans (p.17)
This has been more or less completed. While one could argue that we have not developed a comprehensive strategy for establishing relationships with foreign universities, we have created a set of criteria that should be satisfied by any foreign university with whom we might establish a relationship. As we have many contacts abroad, these criteria are being used to screen possible candidates for relationships. What remains is to develop a pro-active plan.
College of Business
CoB-PF1: conduct a cost/benefit analysis of each existing fee-based program to determine its net revenue per cohort.
1 January 2004: College Controller, Assoc. Dean Grad. Studies and Research, Dean (p.18)
This is in process but has not been completed. Other accounting issues superseded it on the priority list.
CoB-PF2: obtain a signed agreement to establish a foreign-based, fee-based, MBA program.
1 July 2004; Assoc. Dean Grad. Studies and Research, Dean (p.18)
This action item has been extremely frustrating. It has not been accomplished but not because of a lack of effort. We are now working with our fifth potential Asian partner in developing a fee-based MBA type program. In every preceding case there have been problems with either insufficient evidence of adequate demand, financial arrangements (typically related to demand), or governmental issues.
CoB-PF3: increase gross revenue from off-campus fee-based courses by $200,000 per year for the next three years.
1 July 2004 on; Assoc. Dean Grad. Studies and Research, Dean (p.18)
This was not accomplished as gross revenue was essentially equal to that of the preceding year. However, net revenue increased by over $150,000 due to decreased rental expenses.
CoB-PF4: increase the number of faculty internship positions with local industry by one per year for the next three years.
1 July 2004 on; Dean (p.18)
This has not been done, primarily because of the weakness of the local economy.
CoB-PF5: raise $500,000 each year for operating expenses.
1 July 2004 on; Dean (p.18)
Considerably less than half that amount was raised during the fiscal year 2003-2004, though if we include donations for specific purposes (not endowments) the figure is close to 80% of the target.
CoB-PF6: increase the amount raised for endowments under the control of the College of Business by $500,000 per year for the next five years.
1 July 2004 on; Dean (p.18)
Just over a quarter of that amount was raised during fiscal year 2003-2004. Fund raising is now a top priority and it will be aided with the assignment from the University’s Office of Advancement of a person whose prime focus is the business community.
(July 1 2003 – June 30 2004)
Revenue Budget Actual
Tenured and Tenure-Track salaries $6,699,000 $6,726,816
“Temporary” Faculty salaries 2,075,000 2,221,503
“Summer Premium” 195,000 194,508
Miscellaneous Allocations for faculty and staff 41,000 in salary lines
Management and Professional salaries 266,000 265,788
Department Chairs salaries 270,000 288,763
Staff salaries $899,000 $899,484
Work Study program $21,000 $18,000
Operating Expenses and Equipment $247,000 $256,435
Total General Fund Revenue $10,713,000 $10,871,297
Expenses
Tenured and Tenure-Track salaries $6,340,000 $6,138,465
“Temporary” Faculty salaries (inc. payroll adjustments) 2,540,000 2,686,106
Management and Professional salaries 317,000 341,916
Department Chairs salaries 290,000 262,154
Staff salaries $980,000 $973,879
Work Study program $21,000 $20,841
Copier contract $85,000 $111,121
Telecommunications 50,000 61,861
Travel 25,000 18,784
Supplies 15,000 21,448
Graduate office 10,000 1,158
Business Student Advisement Center 5,000 3,882
Refurbishing and furnishing of BT 550 10,000 6,379
Miscellaneous 25,000 9,735
Total General Fund Expenses $10,713,000 $10,657,729
(July 1 2003 – June 30 2004)
Revenue Budget Actual
Off-Campus MBA and MST $1,190,000 $1,970,632
MBA-One 585,000 inc. in above
MBA/MSE combined program 222,000 270,487
MTM 0 86,070
EPSCI program (undergraduate students from France) 65,000 64,850
Total Trust Fund Revenue $2,062,000 $2,392,039
Expenses
Teaching $690,000 $851,835
Rose Orchard Facilities 310,000 235,153
MST – SFSU Facilities 25,000 19,974
Staff salaries 200,000 113,059
Summer Research Grants for new faculty $220,000 218,500
Moving Expenses for new faculty 20,000 21,525
Professional Development Grants for faculty and staff 90,000 39,931
Computers and Software for faculty and staff 80,000 58,447
Students Assistants for faculty and staff 50,000 62,057
Business Student Advisement Center (student assistants) 100,000 57,799
Graduate Student Priority Processing 25,000 25,000
Postage 15,000 charged to G.F.
Ross Orchard LAN Upgrade $40,000 51,158
Dividends Magazine 60,000 58,859
Support for the College of Business Alumni Association 25,000 24,001
Support of Centers of Excellence 25,000 charged to G.F.
Advancement Activities 10,000 Foundation*
Public Relations, Brochures and Advertising 75,000 53,536
Repayment of 2001-2002 Deficit to Provost’s Office 115,000 166,000
Total Trust Fund Expenses $2,175,000 $2,046,834
* These expenditures were charged to the Foundation account