Gordon Ford College of Business
Strategic Plan
2011-2016
Approved by the Strategic Planning Council on March 16, 2012
Approved by vote of the College Faculty on August 22, 2012
Endorsed by Student Advisory Council on August 27, 2012
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This plan contains:
A Summary of Our Planning Process
Our Core Values, Vision/Mission, and Strategic Objectives
Summary of Our Current Operating Environment
Plan 2020 – The Summary of Our Initiatives
Strategic Planning Matrix
Our Operational Plan and Action Teams
Our Distinctiveness:
The Gordon Ford College of Business faculty, staff, and students take great pride
in our culture of applied business excellence originating from the Bowling Green
Business University. Our applied business focus is evident through our curriculum,
student engagement in clubs and organizations, faculty activities, and our Centers
for Excellence that collectively guide us toward achieving our mission.
Our Strategic Planning Process
(A Summary of the College Strategic Planning Council Bylaws)
The strategic planning process of the Gordon Ford College of Business is an ongoing discourse between
faculty, students, and other key constituents via the Strategic Planning Council (SPC) of the college. The
faculty, staff and students are involved in regular environmental scans to assure the College is responsive
to changes and new opportunities. Based on the environmental scans, revisions are made to the strategic
objectives and related operational plans at least annually.
Mission of the Strategic Planning Council
The Strategic Planning Council (SPC) is an on-going body, with diverse and broad-based membership,
that administers the Strategic Plan by establishing priorities and developing action plans to meet the
strategic objectives of the College. SPC members are volunteers who facilitate the design, advancement,
and renewal of the Strategic Plan and assist the College by leading change. The SPC reports and
documents the performance of action plans on an annual basis and transmits proposals to the Dean for
implementation consideration. These plans will be used to guide departmental and program initiatives.
Responsibilities of SPC Members:
 Serve as advocates for strategic change;
 Continually seek input from College stakeholders to foster ownership of and to generate
commitment to the development and advancement of the Strategic Plan;
 Continuously review and update the Strategic Plan as needed;
 Identify programs, systems, and processes within the College needing revision, improvement, or
innovation;
 Facilitate communication among College stakeholders about strategic activities;
 Make recommendations to the Dean and other standing committees of the College where
appropriate;
 Assess the success and accomplishments of strategic initiatives;
 Serve as ambassadors to champion the Strategic Plan and the Strategic Planning process.
Meetings
The SPC meets as a full body a minimum of four times each year on the second Friday of October,
December, March, and May. Subcommittees and action teams commissioned by the SPC may meet more
frequently as needed.
Membership
The Strategic Planning Council consists of no more than thirty (30) members. Membership is voluntary,
through appointment by the Dean. The profile of SPC membership is suggested to include broad-based
representation of all key constituencies. Additional consideration may be given to ensure that appropriate
diversity is achieved and that all units within the College are appropriately represented.
Action Teams
Separate action teams may be created by the SPC to fulfill an activity it identifies to achieve a strategic
objective. The outcomes and deliverables from action team activity, including timelines and sources of
funds and other resources required for this activity, will be identified and approved prior to the start of
action team work. These action teams generally consist of a select group of College stakeholders (faculty,
staff, students, alumni, etc.) and are generally chaired by at least one SPC member. Each action team is
responsible for documenting its work and reporting back to the SPC at its periodic meetings. The SPC
will receive and evaluate the outcomes of action team work and will discharge an action team once its
work is completed and its outcomes have been achieved.
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Our Core Values, Vision, Mission, and Strategic Objectives
(Reaffirmed by the SPC on 10-14-11)
Core Values
We, the students, faculty, and staff of the Gordon Ford College of Business, value:
 the significance of relevant higher education and lifelong learning to the
effective functioning of a modern global society;
 the necessity of revising educational experiences, methods, technologies, and
delivery systems to meet the changing needs of students, business organizations,
and society in general;
 the importance of fairness, honesty, integrity, trustworthiness, and ethical
behavior in our actions, relationships, and in the performance of business
activity;
 a respect and appreciation for diversity in our classrooms, workplace,
associations, and relationships;
 the importance of continuous planning, assessment, and improvement to
maintain currency, relevancy, and increasing levels of quality in our
educational and operational processes.
Vision Statement
The Gordon Ford College of Business will be recognized as a leading public
undergraduate and master level business education institution. This recognition will
result from the delivery of high quality, innovative and applied business programs, the
existence of select centers of excellence, and the implementation of significant valueadded initiatives that differentiate the College from other institutions.
Mission Statement
The Mission of the Gordon Ford College of Business is to be a leader in providing high
quality, applied undergraduate business education and select graduate programs that
meet the needs of the business community.
Strategic Intent
Our strategic intent is to make the Gordon Ford College of Business the school of
choice for highly capable and motivated students from the Commonwealth of Kentucky
and beyond. We also intend to make the Gordon Ford College the workplace of choice
for faculty and staff.
Strategic Objectives
To achieve our strategic intent and realize our vision, the Gordon Ford College of Business is
committed to the following strategic objectives that match those of our university:
Strategic Objective #1: To recruit and retain high quality and diverse students and provide all
students with knowledge and applied experiences that will expand on their individual strengths
and give them a competitive advantage in the global workplace and maximize their personal and
professional advancement potential (Student Recruitment, Retention, and Success). (Links to
WKU Strategic Goal 1)
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Strategic Objective #2: To recruit and retain high quality and diverse faculty and staff and
provide them with opportunities and resources to develop their knowledge and skills while
maximizing their career advancement potential (Faculty and Staff Recruitment, Retention, and
Advancement). (Links to WKU Strategic Goal 2)
Strategic Objective #3: To provide a professional physical work environment with associated
technology and resources that accommodate the effective delivery of knowledge and learning
experiences and the performance of work activity in a setting that is efficient, effective, pleasant,
and promotes a sense of community within the College (Physical Environment and
Infrastructure). (Links to WKU Strategic Goal 4)
Strategic Objective #4: To promote a culture that recognizes and rewards the activities of
students, faculty, staff, alumni, and business stakeholders that support and advance the mission
of the College (Incentives and Rewards). (Links to WKU Strategic Goal 2)
Strategic Objective #5: To craft a comprehensive communication and marketing strategy that
fosters high levels of communication both within and outside the College and promotes and
elevates the image of the College to all stakeholders and peer institutions (Marketing and Public
Relations). (Links to WKU Strategic Goals 1 & 2)
Strategic Objective #6: To develop and maintain strong, enduring, and significant relationships
with all internal University stakeholders to support and advance the mission of the College
(Internal Relationship Building). (Links to WKU Strategic Goal 3)
Strategic Objective #7: To develop, broaden, and strengthen significant relationships with
external stakeholders with a focus on alumni, business, and governmental organizations to
support and advance the mission of the College (External Relationship Building). (Links to
WKU Strategic Goals 2 & 3)
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Environmental Scan by Faculty, Staff, & Students
(Adopted by SPC on 10-14-11)
STRENGTHS
AACSB
Accreditation – 1 of
175 = double
accreditation
Faculty taught classes
Honors College
association
Opportunities for
student involvement
Caring/ collegiate
faculty, Alumni
support, and
endowment
WEAKNESSES
Building – needs
improvement
Difficulty filling
vacated faculty
positions
Students with
unrealistic job
placement
expectations
OPPORTUNITIES
Willingness of region
and local businesses
to collaborate with the
College
THREATS
Conflicting goals
(retention vs. quality)
Financial support for
scholarship
development
Noncompetitive
salaries – hindrance to
hiring
Demand for new
programs and majors
Legislative changes
Online universities
Lack of collaboration
between departments
Lack of commitment
for expanding
regional campuses
Small class sizes
Higher quality
students attracted to
WKU
Constituency willing
to provide funds for
key programs
Student Quality and
open enrollment
Demand for fee based
services
Success of students –
placement after
graduation
Limited resources and
new faculty,
marketing, public
relations
“Competition” slow
to react
Centers of Excellence
and Graduate
programs
Restrictive
administrative
policies
Applied learning,
such as study abroad,
SIFE, etc.
Regional schools
Boutique schools
Development of a
new strategic plan by
WKU
Capped raises and
summer pay
disproportionally
affect business faculty
Faculty – high
percentage with
terminal degree
Rising tuition
Lack of one point of
contact – must
interact with many
different offices
Tuition funding
Receptive
constituencies
Good reputation in
the community
CPA pass rate higher
than any other
Kentucky school
Well trained faculty,
staff, and advisors
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Plan 2020:
Striving to be the Best Applied College of Business in the Commonwealth
Plan 2020 is a one-page summary of our Strategic Objectives and Operational Plans. It was
created to assure our important stakeholders (students, faculty, staff, university administrators,
and the regional business community) are able to view our future intentions in one place.
1. Recruit the Best (GFCB Strategic Objectives 1, 2 & 4)
a. Increase student scholarships and assistantships – focus on highly qualified students
in the “sweet spot” for scholarship-based recruitment.
b. Link to the Honors College – make the Honors degree easier to obtain.
c. Link to Community Colleges – make the transfer path easier to accomplish for high
quality, focused students.
d. Increase enrollments:
i. Maximize undergraduate capacity – use “the best” in strategic ways.
ii. Expand our graduate programs:
1. Focus on PPA/MAcc for accounting recruiting
2. Create new 3/2 programs in the MBA and MAE degrees
3. Aggressively recruit from within our college and university
e. Seek to enhance compensation levels consistent with benchmark institutions.
f. Embrace diversity and globalization throughout our college.
2. Embrace the Best (GFCB Strategic Objectives 2, 3, 4 & 5)
a. Encourage academic and leadership excellence: Focus on Premier Chapter Programs
(BGS and BAP) and other student-based organizations.
b. Emphasize AACSB Accreditation in Business and Accounting to all constituents.
c. Feature our professional advising at all student-related events.
d. Enhance student placement opportunities
e. Expand study abroad focus and support for students and faculty:
i. Enhance study abroad scholarship opportunities for students
ii. Encourage and facilitate Fulbright programs for faculty
iii. Feature international experiences as part of sabbatical leave applications
f. Create Mentors Make a Difference program and link to internship opportunities.
g. Feature the many benefits of our “applied” student organizations and Centers.
3. Associate with the Best (GFCB Strategic Objectives 5, 6 & 7)
a. Partner with industry through the Business Executive Advisory Council and
programmatic advisory councils/boards.
b. Link to industry through the creation of focused Executive Education Programs.
c. Feature applied scholarship of the college:
i. Scholar in Residence to facilitate a. and b.
ii. Centers – enhanced funding for existing and new (Finance and Accounting)
iii. Broadly feature the work of our faculty
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Gordon Ford College of Business
Strategic Planning Matrix
WKU Strategic
Goals
Goal 1. Foster
Academic Excellence
GFCB Strategic
Objectives
1. 2. 3. & 4. Recruit
and retain the best
students and faculty;
reward faculty for
their work.
GFCB Plan 2020:
To be The Best
Applied Program
GFCB SPC
Action Teams
Recruit the Best
&
Embrace the Best
Student recruitment &
retention
Scholarships
Faculty awards and
incentives
Goal 2. Promote a
Dynamic and Diverse
University
Community
1. 2. 3. 4. 6. & 7.
Recruit and retain a
diverse student &
faculty population,
while providing a
comfortable work
space, and rewarding
work.
Goal 3. Improve
5. 6. & 7. Build
Quality of Life for our significant mutuallyCommunities
beneficial
relationships with our
stakeholders.
Goal 4. Support the
Core Mission with a
Robust Campus
Infrastructure
6. & 7. Develop and
maintain relationships
with internal and
external stakeholders
Recruit the Best
&
Embrace the Best
Student recruitment &
retention
Scholarships
Faculty awards and
incentives
Associate with
the Best
Marketing & PR
Outreach
Internships &
placement
Global opportunities
Infrastructure
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Operational Plans for Action Teams to Implement our Strategic Objectives
(Adopted by the SPC on 3-16-12)
Operational Plans specify how the strategic goals of the college are to be achieved by linking
those strategic goals to action teams. Action Teams in turn identify action steps and proposed
dates of accomplishment. Typically, operational plans span 18 to 24 months and are reviewed at
each Strategic Planning Council meeting for updates and revisions.
Action Team
Goals (General)
Student
Retention,
Recruitment &
Success
Maximize the
efficiency and
effectiveness of
the GFCB
(Links to
Strategic
Objective 1)
Targets
(Measures)
More and better
students
Action Steps
Who and When?
Resources
Benchmark
study including:
Task Action Team
Dean’s Office
for focus group
refreshments
Preparation for
AOL
Existing data
from WKU
alumni
(satisfaction)
AOL Team
Recommendations
Student focus
group
Scholarships
(Links to
Strategic
Objective 1)
Investment in the
future
Obtain best
students
Enhance
reputation of
college
Recognize
student
performance
Award &
Incentive team
(Links to
Strategic
Objective 2)
To reward faculty
and staff for high
performance
To provide
incentive for
faculty to
continue working
towards a
common good
Number of
scholarships
awarded
Size of scholarship
Purpose of
scholarships
Number of students
impacted
Re-evaluate
systems of
incentives and
rewards
Consider providing
cash bonus awards
annually based on
annual performance
Consider providing
release time award
based on annual
performance
Infrastructure
(Links to
Strategic
Environmental
systems
Reported
temperatures that
are outside defined
acceptable range.
Postgrad
surveys
Identify target
funding levels
Identify
students
Identify donors
Process to
prioritize needs
and allocate
Solicit members
to action team
and meet with
GFAC
Rework the
existence HWF
program.
Perhaps cut
down the dollar
amount awarded
Examine the
number of
faculty research
award in order
to free up funds
for annual
performance
award
Develop
temperature
reporting
mechanism
Complete initial
study by August
2012 for faculty
retreat
Professional
Development
Funds
Revise for
AY2012/2013
Director of
Development/
GFAC
Dean’s Office
and WKU
Foundations
Faculty follow up
(scholarship
committee)
Complete
assessment and
propose plan by
August 2012
Revise plan for
AY2012/2013
implementation
Task team (Dr.
Chan and Mr.
Krist) & Assoc.
Dean
Provide initial
study by August
2012 with
targeted
implementation
for CY2013.
Action team,
Associate Dean and
Building
Coordinator
Use some of
summer
research funds
Additional fund
raising for
faculty rewards
If an HVAC
assessment has
not already
been
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Operational Plans for Action Teams to Implement our Strategic Objectives
(Adopted by the SPC on 3-16-12)
Action Team
Goals (General)
Objective 2)
Infrastructure
cont.
Security
Technology
Targets
(Measures)
Target is zero
Air quality index
measured
periodically. Target
is ‘Good’
Aesthetics
Marketing &
Public Relations
(Links to
Strategic
Objectives
4 & 5)
Outreach
(Links to
Strategic
Objective 6)
Internships &
Placement
(Links to
Strategic
Objective 7)
Image Awareness
Institutional
Commitment Recruitment,
Recognition, and
Awareness
Water quality
measured
periodically. Target
is ‘Good’
Image Awareness
Evaluations
Exit surveys
Connect learning
with doing in a
global economy
Chamber of
Commerce &
Business partners
Participate in the
development of
an Economic
Development
Grant for the
region
(University
Center)
Create new model
for student
success and
Retention
Internships
Differentiation
for recruiting
Community
College
Connections
Distribution list of
the Center
Number of
internships/
placement
# placement within
90 days
Quality assessment
Global Studies
(Links to
Strategic
Objective 6)
Link to employers
Economic
development
Support and
encourage the
globalization of
curriculum
Provide global
pathways options
for students
Increase
participation in
study abroad and
international
engagement
Increase student
participating in
international
programs – study
abroad, double
degree
Opportunities for
student
engagement
Faculty consider
Fulbright, DAAD,
and other programs.
Action Steps
Establish
GFCOB
environmental
coordinator and
liaison between
GFCOB
faculty/staff and
Facilities
Management
Stakeholder
perceptions
Assess
communication
channels
Redefine brand
(plan)
Business plans
Who and When?
accomplishedthis may need
funding
Dr. Todd’s class for
undergraduates &
Dr. Hatfield for
graduate students
Center directors
GFAC
Standard
Create task team to
collaborate with
Career Services and
the business
community to focus
on student career
success.
Who- 1+6
Department
program
Identify global
requirements
and options for
each major and
within the
college core
Propose
curricular
development to
provide
opportunity
where lacking
Students
BEAC
Business Executive
Advisory Council
Develop a list of
opportunities
GFCB offers
(including
departments and
courses)– what,
who, when, how
and how much
Procedure
(what)
Resources
Contact location
BEAC Committees
Associate Dean
Trawick and Dr.
Cosby and task
team
First draft of work
August 2012.
GS Committee;
Chairs;
Associate Dean;
Dean;
College
International
Officer;
Student Services
Staff
Development
officer
Develop program
that provides
Funds to
support faculty
travel
Training for
faculty teaching
abroad
Student and
faculty global
scholarship
fund
(development)
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Operational Plans for Action Teams to Implement our Strategic Objectives
(Adopted by the SPC on 3-16-12)
Action Team
Global Studies
cont.
Goals (General)
Targets
(Measures)
Have students
apply for Fulbright,
DAAD, and other
award programs
Action Steps
Who and When?
Develop and
implement
PMBA
international
experience
incentive to faculty
who apply for
Fulbright – travel
support to identify
opportunity
Resources
Explore
cooperation
with Asia (India
and China)
Provide
scholarship
opportunities
for student
global study
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