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The º£½ÇÖ±²¥ Denver º£½ÇÖ±²¥ of Business engages a diverse student population with an inclusive educational experience to become successful business professionals.Ìý

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Engage:Ìý

We engage students through teaching methods that are centered on individualized attention through small classes, interactive and shared instructional experiences that includes opportunities to connect with the business community while leveraging the use of relevant technology.Ìý

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Inclusive:Ìý

We provide an enriching student learning experience for students from all backgrounds in ways that are appropriate to meet their educational needs.Ìý

Our students have access to an affordable education through multiple delivery options.  Our educational experiences focus on providing a quality curriculum that prepares students for the rapidly changing global business environment.  Students are instructed by a diverse faculty who stay current in their disciplines through scholarly activities and professional experiences.Ìý

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Business Professionals:Ìý

Through our undergraduate and graduate programs, students develop knowledge, skills and abilities to become successful professionals who provide business solutions utilizing technological, ethical and global frameworks.Ìý

º£½ÇÖ±²¥ Denver º£½ÇÖ±²¥ of Business will be known for our educational and professional opportunities that advance our students, businesses, and community.

º£½ÇÖ±²¥ Denver º£½ÇÖ±²¥ of Business

2020/2030 Strategic Planning

In alignment with our mission, vision and values, the º£½ÇÖ±²¥ of Business establishes a strategic plan that will guide our actions and activities toward our vision to advance educational and professional opportunities for students, businesses, and the Denver metropolitan community.

º£½ÇÖ±²¥ Denver’s º£½ÇÖ±²¥ of Business will impact the Denver Metro 7-county region by advancing the professional mobility of our students (alumni) and supporting the economic development of local businesses and the community through our strategic initiatives grounded in diversity, equity and inclusion.

1. Strategic Initiatives that advance our mission towards meeting our vision and provide a positive impact on the Denver Metro region

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Through outreach and engagement with the Denver Metro community, we provide support for our students, alumni and community to advance professionally as well as supporting business development and growth.

Initiative I, Goal 1 [I.1]: Ìý– Advance professional opportunities and mobility for our diverse students’ and alumni. (aligns with university pillars of Diversity, Equity and Inclusion, and Student Access and Achievement)

1. Objective 1 [I.1.1]: Increase the number of students employed at graduation (or 6 months) in positions aligned with their discipline (or should this be in professional career positions)
   1. Measure of Success: 80% recent graduates are in professional positions – or growth target for example 2% each year with ten year target of 90% {100%}
   2. Responsible parties: Department Chairs with C2Hub Liaison

• Action items
  1. Provide career development (inquiry and preparation) opportunities for students that are embedded within the curriculum required by the business core as well as within the major required courses – [Department Chairs with faculty]
  2. Increase opportunities for students to engage with C2Hub, businesses and business leaders. Potential activities include but are not limited to the following: [C2Hub Liaison with CBUS Faculty and C2Hub staff]

1. Action Item plans attached as appendix for 2021/22 – 2023/24 academic years
   1. To be reviewed and updated annually

1. Objective 2 [I.1.2]: Increase the number of alumni in supervisory or managerial positions within seven to nine years of graduation (aligns with university pillar Civic and Economic Catalyst, and Agile and Sustainable)
   1. Measure of Success: 75% of the alumni are in supervisory or managerial positions within seven to nine years of graduation, grow 2% points each Currently 65% of alumni eight to ten years out are in mid-level positions
   2. Responsible parties: Deans and Department Chairs

• Action items
  1. Provide career development to support career progression for our alumni and the community
     1. Create Center for Business and Professional Development
        1. Center initial focus providing professional development opportunities for alumni and the community
           1. CPE and CEU webinars
           2. Continue to develop graduate certificates or graduate degrees that support career progression
        2. Action Item plans attached as appendix for 2021/22 – 2023/24 academic years To be reviewed and updated annually

Initiative I Goal 2 [I.2]: – Advance business development for local and regionally located businesses (aligns with university pillar Civic and Economic Catalyst)

2. Objective 1 [I.2.1]: Increase the support provided to businesses and individuals engaged with our departments and centers
   1. Measure of Success: targets to be determine by each unit
      1. Department plans
      2. Center for Entrepreneurship

• Center for Professional Selling

1. Center for Business and Professional Development
2. Center for Internal Audit
3. International Business

• Business Analytics/intelligence

1. Responsible Parties: Department Chairs and Center Directors
2. Action items
   1. Be a resource for local and regional businesses
      1. TDB Departments
      2. TDB Center for Entrepreneurship
      3. TDB Center for Professional Selling
      4. Launch Center for Business and Professional Development
      5. Launch Center for Internal Audit
   2. Action Item plans attached as appendix for 2021/22 – 2023/24 academic years To be reviewed and updated annually

1. Strategic Initiatives that support our mission and institutional Initiatives

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The º£½ÇÖ±²¥ will continue to support and advance our ability to fulfill our mission and vision through continued strengthening of our internal resources. Items below align with the current university initiatives, that are not already support by activities listed above.

Initiative II Goal 1 [II.1]: The º£½ÇÖ±²¥ of Business provides a supportive and accessible educational experience leading toward degree attainment for the diverse community of students in the Denver Metro seven county region (aligns with University pillars Student Access and Achievement, and Student-Centered Academic Excellence, value of inclusive)

1. Objective 1 [II.1.1]: Increase the number of new students enrolled in the college from the seven county region

1. Measure of success: New student enrollment increases 2% each fall semester
2. Measure of success: Student demographics continue to mirror or exceed the seven county regions’ demographics
3. Responsible parties: Outreach and Retention Specialist with Deans, Department Chairs and Admissions Office
4. Action items:
   1. Provide outreach and support to local high schools
   2. Provide outreach and support to regional community colleges

• Seek out and develop partnerships that will focus on developing new pipelines for student recruitment

1. Action Item plans attached as appendix for 2021/22 – 2023/24 academic years To be reviewed and updated annually

1. Objective 2 [II.1.2]: Increase access to and services that support successful progress to degree completion

1. Measure of Success: increase TDB% graduation rate (4 and 6 year rates TDB)
2. Lead indicators
   1. increase retention rates to 75% or above (this is probably a leading indicator not Measure of Success)
   2. reduce time to degree completion
3. Responsible Parties: Department Chairs with faculty and academic advisors
4. Action items:
   1. increase support services and other activities that result in successful course completion
   2. Increase availability of tutoring for business core courses

• Increase collaboration with Supplemental Instruction program

1. Increase adoption of OER course materials for all business core courses, providing students access to course materials for free or less than $40 per courses, eliminating financial barriers to success
2. Increase support for advising
   1. Review and reformat degree plans to better demonstrate career path and degree progression
3. Survey students to determine services that would benefit and support their academic progress

• Faculty Development – charge FD Committee and provide funding for the committee to provide faculty members with opportunities to enhance teaching skills with a focus on designing more inclusive and equitable pedagogy

Initiative II Goal 2 [II.2]: The º£½ÇÖ±²¥ of Business delivers relevant, rigorous, and innovative academic experiences. (Aligns with University pillar Student-Centered Academic Excellence, aligns with º£½ÇÖ±²¥ value of Academic Excellence)

2. Objective 1 [II.2.1]: The º£½ÇÖ±²¥ and degree programs provide a quality, current and relevant curriculum
   1. Measure of Success: as a measure of quality, programs align with industry and accreditation professional standards (AACSB, ABET, CFP, SHRM, USCA and IIA)
   2. Measure of Success: internship employers, as well as program advisory council members agree that the curriculum is current and relevant and aligns with industry needs for content, technology, global, ethical and DEI
   3. Measure of Success: learning competencies for each degree program are reviewed, assessed, and improved through data driven assurance of learning curriculum changes
   4. Responsible parties: Deans and department chairs, faculty
3. Action items:
   1. Activities that support alignment to retain or gain accreditations and recognitions of academic quality, activities include but are not limited to

1. AoL activities supporting continuous improvement of program outcomes
2. faculty management
3. curriculum management

1. continue to work with industry advisory boards for input and recommendations to maintain relevant curriculum offerings

• Charge departmental and college curriculum committees with determining and implementing options for embedding and highlighting curriculum content that aligns with our societal impact goals (see Initiative I, goal 1, objective 1) for being prepared for professional careers, as well as focus on diversity, equity and inclusion

2. Objective 2 [II.2.2]: Faculty members provide thought leadership that supports our mission and vision statements with particular focus on DEI
   1. Measure of Success: increase the number of intellectual, scholarly and professionally oriented activities faculty members engaged in with a focus on contributions to practice, and learning and pedagogy focused on DEI – TDB current % or number and target increase
   2. Responsible parties: Faculty Development Committee and Dean
   3. Action items:
      1. Faculty Development Committee to survey faculty and determine support needed to engage in these activities
         1. Develop plan to provide support
      2. Align º£½ÇÖ±²¥ faculty awards with thought leadership and DEI engagements

• Launch Center for Business and Professional Development and engage faculty in the development and delivery of center activities – with specific targets of providing support for professional career development opportunities

º£½ÇÖ±²¥ of Business Demographics