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Anderson Strategic Plan

(approved April 2015; revised December 2018)

Mission

The mission of the Anderson School of Management is to serve as New Mexico’s flagship institution of business education through demonstrated and growing excellence in teaching, research, and business and civic engagement.

Anderson’s ongoing commitment serves to:

  • Educate and encourage students to develop the values, knowledge, leadership and business skills that they need to be engaged and well-informed citizens and successful business community members.
  • Employ technological resources to make business education accessible to New Mexico’s diverse and often underserved populations.
  • Discover and disseminate new knowledge that enhances business practices and contributes to the well-being of the citizens of the State of New Mexico.
  • Support community development and economic development to enhance the quality of life for all New Mexicans.

Vision

The vision of the Anderson School of Management is to be the destination for our region’s students, scholars and business leaders seeking to expand their horizons, and to be the key knowledge and educational resource provider to New Mexico’s for-profit businesses, non-profit organizations, tribal communities, and government entities.

Tagline: New Mexico business lives here.

Strategic Goal 1: BECOME the Regional BUSINESS SCHOOL of Choice by attracting prospective undergraduate and graduate students and by attracting current UNM students to Anderson

Objective 1.1: Increase the quality of the undergraduate education (C&P/AOL Coordinators/ Associate Dean for Students/Concentration specific faculty)

  1. Explore admitting students during the freshman year
    * Assign pre-admission advisor to intended BBA students
  2. Develop an Honors Baccalaureate Program
  3. Develop preparatory/integrated skills for BBA to increase preparedness and qualified students
  4. Identify curriculum objectives to be included across the BBA program

Objective 1.2: Increase the quality of the graduate education (C&P/AOL Coordinators/ Associate Dean for Student/Advisement/Concentration specific faculty)

  1. Assess the MBA waiver policy and curriculum content in the core
  2. Identify curriculum objectives to be included across the graduate program
  3. Identify graduate student competencies desired by local and regional business organizations
  4. Develop focused M.S. programs across Anderson to meet needs of New Mexico employers

Objective 1.3: Improve Experience (Chairs, Advisement/Student Recruitment Specialist/ Director Online Programs/Director International Programs/C&P/Concentration specific faculty)

  1. Increase the demographic, cultural, and educational diversity of the Anderson student body
  2. Actively recruit potential students from diverse backgrounds
  3. Make BBA general concentration available online
  4. Increase quality of instruction in both online and offline courses

Objective 1.4: Increase the number and variety of employers recruiting at Anderson (Career Services with faculty assistance/MS Advisors/Program Directors/Concentration specific Faculty)

  1. Actively recruit employers from New Mexico, Texas, Colorado, and Arizona
  2. Set employment % goal for six months following graduation
  3. Encourage faculty participation in Anderson School placement activity

Objective 1.5: Position Anderson School of Management’s executive and professional education as the premier continuing business education provider in the region (EPEC/EMBA faculty)

  1. Partner with local business organizations
  2. Partner with regional business organizations
  3. Partner with educational institutions to create wider reach in the region
  4. Participate in regional conferences and events

Strategic Goal 2: Prepare Lobos for Lifelong Success

Objective 2.1: Provide Excellent Academic Programs and Academic Experiences (Departments for academic programs/Chairs/AOL Coordinators)

  1. Integrate experiential learning in all concentrations (examples include but are not limited to projects with businesses and non-profits, portfolio management, internships or business plans)
    *By spring 2016, all concentrations will have identified the specific experiential learning activities applicable to that concentration and demonstrated how all students will have completed at least one such activity by graduation
  2. Differentiate undergraduate and graduate programs based on programmatic learning goals and objectives by spring 2016
  3. Update learning objectives and learning assessments processes paying particular attention to feedback mechanisms
    *By fall 2015, each core required class will have been assigned a faculty member who is responsible for ensuring learning assessment activities are completed, reported on, and reviewed within the department
    *AOL coordinators and departmental faculty involved in assessment activities to establish communication feedback loops to keep departments and faculty at large involved in AOL assessments and progress
  4. Increase emphasis on ensuring solid fundamentals in undergraduate and graduate courses * Undergraduate: writing and presentation skills
    * Graduate: writing and presentation skills, plus locating and evaluating the credibility of evidentiary sources and exposure to disciplinary-appropriate methods.
    * Integrate the above into the learning objectives of courses selected by the faculty as appropriate for assessment of these skills

Objective 2.2: Provide access to initial and ongoing career opportunities (Career Services/EPEC/Alumni Office/Dean’s Office)

  1. Best practices will be developed and communicated to all faculty and staff for how alumni are being tracked and how the alumni office is maintaining future communication and networking opportunities
    *Continue 3-month follow-up through alumni permanent email to prompt recent graduates to update alumni demographic information
  2. Increase number of internships and job opportunities to provide students desirable positions that represent career advancement
  3. Identify methods to improve quality of data and participation in the student exit survey

Strategic Goal 3: Advance Discovery and Innovation

Objective 3.1: Attract and retain faculty who are engaged in excellent teaching and research (Search Committees/Chairs/Dean’s Office)

  1. Diversify faculty by increasing hires from underrepresented minorities and women and international faculty
  2. Create a 5-year strategic recruitment plan for faculty and update it annually
  3. Assess current infrastructure/resources for attracting and retaining faculty Objective 3.2: Attract and retain staff who facilitate excellence in support of Anderson’s mission (Search Committees /Chairs/Dean’s Office/EPEC)
  4. Create a recruitment and retention plan for staff that is mindful of the competitive landscape

Objective 3.3: Develop a coordinated strategy to increase visibility and impact of research to non-academic stakeholders (Marketing/Dean’s Office/Chairs /Behavioral Lab Director)

  1. By the time every student graduates, they will be exposed to academic or applied research
  2. Support research presentations by faculty and/or students to non-academic stakeholders
  3. Collectively, Anderson faculty will provide at least 10 presentations per year to non-academic stakeholders (presentations to advisory boards, community organizations, UNM day)
  4. Assess current relevant initiatives and communicate with external constituents through external newsletters, advisory boards, and participation in stakeholder organizations/boards

Objective 3.4: Promote research excellence (Dean’s Office/Chairs/Inter-disciplinary faculty task force/EPEC)

  1. Develop a clear set of criteria that addresses our accrediting bodies’ expectations (innovation, impact, and engagement) and is aligned with accepted national standards
  2. Create an evaluation and reward structure for faculty to promote and encourage excellence in the discipline and/or between disciplines which includes consideration of innovation, impact and engagement in research
  3. Create and support faculty and student participation in international, national, and regional conferences for areas of distinction
  4. Use Albaum lecture series as a vehicle for speakers in at least one of the identified areas of distinction

Strategic Goal 4: Advance and Accelerate Community Development and Economic Development

Objective 4.1: Engage communities through the evolving tapestry of economic development. Develop experiential learning programs with feedback from community partners, signature independent studies, etc.

  • Apply business skills to help other colleges/areas work on community and economic problems
  • Continue to support community and economic development through existing activities such as the Small Business Institute, Executive and Professional Education Center, New Mexico Small Business Assistance Program, Career and Professional development, and students, faculty and Anderson graduates who work with economic development organizations
  • Continue to support community and economic development through encouraging corporate responsibility through programs such as the Daniels Fund Ethics Initiative, and the New Mexico Ethics in Business Award and student or faculty projects or initiative within each department
  • Provide the opportunity for 100% of ASM students to participate in the promotion of community and economic development through experiential learning

Objective 4.2: Provide management and leadership education to non-traditional areas that impact community and economic development, e.g. Woodrow Wilson program for administrators in elementary and secondary education (existing program), education for physicians and healthcare executives (possible program with medical school). (EPEC/MBA ED faculty/Chairs/Faculty)

* This objective supports UNM 2020 goals of promoting cross-disciplinary activities and collaboration among different UNM units and seeking opportunities for strategic partnerships

  1. Create and develop a graduate program for Educational Leaders in New Mexico
  2. Provide quality custom training to the New Mexico community including profit, nonprofit and government sectors
  3. Explore delivery of educational services to new and underserved constituencies

Objective 4.3: Provide a forum that shapes how we define community and economic development and fosters relationships through active communication with partners and stakeholders by hosting events and speaker engagements such as the Boerighter Business Breakfast Program, the McKinnon CEO Lecture Series, the UNM Business Plan Competition, and the Anderson Hall of Fame.

Strategic Goal 5: Improve Anderson School Infrastructure

Objective 5.1: Strengthen governance structure (P&P/Chairs/Dean’s Office/Staff)

  1. Refine definition and role of administration and committees consistent with UNM structure
  2. Develop clear procedures of accountability (including feedback and continuous improvement) for the governance processes
  3. Articulate the role of staff in ASM governance structure

Objective 5.2: Build a culture where faculty and staff demonstrate through their actions the existing Anderson Code of Ethics (see ASM Policy Manual 1.4) (P&P/Chairs/Dean’s Office/Faculty and Staff Task Force)

  1. Display the Anderson Code of Ethics
    1. Include the code of ethics in the Anderson New Faculty Orientation
    2. Include the UNM code of behavior in the Anderson New Faculty Orientation
  2. Review the UNM Respectful Campus Climate Policy annually
  3. Create a structure and process for managing internal grievances
  4. Create combined (faculty and staff) activities each year with objectives of increasing collaborative and teamwork skills

Objective 5.3: Strengthen financial integrity (CFO/Dean’s Office/P&P/Development Office/Staff/IT Committee/EPEC)

    1. Create a five-year strategic budget to identify gaps between initiatives and existing resources to guide development activities and revenue generation based upon the strategic plan
    2. New initiatives that are proposed will have accompanying funding plans (based on full costing) and show linkage with the strategic plan
    3. Continue with existing development goals for the development and Dean’s offices.

    * Success in the dean meeting the development goals depends on the quality of proposed programs and that funding sources are available
  1. Review the adequacy of current accounting processes and determine what resources are necessary to facilitate timely managerial decisions

Objective 5.4: Improve ASM facilities (Dean’s Office/Development Office/Steve Yourstone/ Anderson Fiscal Services /IT Committee)

  1. Finalize design and funding for new building
  2. Complete phase one of new ASM building by 2018
  3. Identify priorities for improving and maintaining existing facilities and seek and develop resources to support facility improvement and development
    * Formalize a feedback mechanism for continuous improvement of facility utility
  4. Continue to fundraise and plan in anticipation of eventual phase two of the new (ASM/MCM) building

Objective 5.5: Develop a plan for providing additional research support (databases, labs, library resources) regularly for academic programs (Library Committee)

  1. Create and maintain an internal file documenting collaborative resources, expertise, data sources, funding sources, etc. across Anderson faculty
  2. Review changes to UNM and Anderson library resources with faculty on an annual basis
  3. Create and/or review policies and plans for maintaining the Anderson labs