On Our Way 2018-2021 www.cibu.edu - CIBU goals and strategies towards 2021 - California International Business ...
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On Our Way 2018-2021 CIBU goals and strategies towards 2021 www.cibu.edu
o n o u r way cibu
Mission, Vision
and Supporting Objectives
Mi s s i o n Su p p o rt i ng Ob j e ct i ves
At CIBU we are ambitiously and constantly dedicated The objectives are based on responding to the mission
to developing and offering relevant education programs and other challenges as well as fulfilling the needs of the
that: global marketplace. The University shall pursue the
following objectives to sustain and strengthen our
• Ensure that graduates have the right competences position as a leading non-profit international private
for the corporate world business university:
• Optimize the possibilities of the individual
• Provide a world-class education
That is CIBU’s contribution to American and global • Offering attractive educational programs,
competitiveness. suitable for everyone
• Remaining the preferred partner of the
Vi s i o n corporate world
It is CIBU’s vision to be the most international and inno- • Being an exciting, stimulating and
vative business university in California - renowned for our attractive workplace
faculty and staff - to professionally optimize and facilitate • Running an effective institution
the learning process of our students.
3o n o u r way cibu
Strategic directions for CIBU 2018
At California International Business University (CIBU) The cornerstones mark our mission. It is our most vital
we take pride in joining forces with Niels Brock and its task to create a CIBU where everybody - no matter what
impressive 140 year history. But even more so, we take their background - will be as competent as possible. As
pride in having the strategic partnership with an ambi- we all know the first cornerstones is realized through the
tious educational institution that aims at being at the other three cornerstones. The quality of our educational
educational forefront of technology and learning with programs will be dictated by collaborating with and
a clear global perspective. CIBU has an international helping each other, by students and teachers spending
approach which mirrors the challenges our students will more time together - and by all of us working smarter
experience once they graduate. and efficiently.
S uc c e s s i s bas e d u p on a Cl ear g oals fo r t he y ear s to c ome
we l l-de fi n e d p l ay i n g f i e l d CIBU is in a process of change. With a view to secure
At CIBU we are all - from cellar to attic - aware of the a long-term foundation for the university, we are seek-
solid lines of the playing field. We are all familiar with the ing an accreditation, (WASC) , which is a better fit for the
four cornerstones: university and its strategic direction. We can however,
only accomplish our goals by focusing on quality and
• We must continue to increase quality; working smarter.
• We must collaborate with and help each other
(even more); When it comes to teaching, both for our graduates and
• Students and teachers must spend more time non-degree students, we are building upon a strong
together; and foundation. Our outbound education, including study
• We must work smarter and more efficiently. visits, tours, and business challenges offer more than
sideline viewing - the education exposes the students to
direct case involvement. Furthermore, the case involve-
ment is ideal as it requires situational comprehension,
critical reasoning, and problem-solving.Each term we
offer dozens of outbound experiences, organizational
4visits, in-class speakers, mentors, and study tours (to We will work smarter by improving the use of digital
Los Angeles, San Francisco/Silicon Valley and Mexico). learning platforms, applying e-books and utilizing e-
The educational playing field is centered around corner- learning platforms. Based upon the activities carried out
stone number three. in 2017, faculty will continue to get training in Moodle (a
learning platform) and be encouraged to take advantage
It lies in CIBU’s DNA, that our education is context- of the digital solutions available. In the administration
critical reasoning and problem-solution oriented. The department, we have introduced Campus Nexus - which
university’s approach brings the various elements of the will integrate several of the administrative functions.
taught-modules and the theoretical toolbox into practice.
We not only teach the students how to solve problems, Campus Nexus will assist in making administrative
but exercise their problem-solving capabilities. What our functions easier and will help to harvest synergies. The
students are taught in the classroom is directly transfer- aforementioned part of the strategy is centered around
able to similar challenges and opportunities in both their cornerstone number four.
professional and personal life.
The strategic direction for CIBU also includes the current
We need to strengthen the ties between theory and our financial challenges CIBU is facing. In close coopera-
outbound teaching as we move towards the strategic tion with Niels Brock, CIBU has increased the number of
goal. Therefore, we have started the process of a curricu- students from Denmark. This strategic direction, that we
lum review of all of the MBA courses. We are augmenting have set out, is only possible when we use the entire
stronger academic curriculum and we are in the process educational playing field set out by the four corner-
of introducing a keystone project. Also, several faculty stones.
members have formed a research committee with a
view to support and discuss papers and publications.
This part of the strategy is centered around cornerstones
number one and two.
5Kpi’s for CIBU
WORLD CLASS EDUCATION PROVIDING ATTRACTIVE EDUCATION
Annual increase in satisfaction and achievement. Annual increase in student numbers.
STRATEGIC KPI 2021 Activated Mission: Accreditation
· All degree programs are evaluated by external · Meet WASC standards.
employers. Data collected from external employers
has an average score of “Strongly Agree” for each of Level of Graduate Satisfaction
the questions on the survey. · Data collected for Level of Graduate Satisfaction has
· 80% of external employers “Strongly Agree” that all an average score of “Very Satisfied” for each of the
the degree programs have marketable curriculum. questions on the survey.
Student Learning Outcomes: Relations with Students
· Capstone / Thesis in all of the degree programs, · 85% of alumni refer CIBU to one friend/family
is practical / applied. Students work on a qualitative/ member.
quantitative research capstone/thesis in · Develop CIBU Student Ambassador Program
collaboration with a faculty approved, local employer. (Ambassadors are the official student represen-
· 100 % of the capstone / thesis courses are passed tatives, campus/city tour guides, and orientation
with a B+ or higher. leaders of CIBU).
Qualified enrollment only Attractive Programs
· Average IELTS, ACT, SAT, GRE and GMAT scores are · 75% of students agree that CIBU provides
10% higher than the admissions requirement. “Attractive Education”.
· Host at least two open houses per year, in the
Retention San Diego community.
· University retention rate is 4% higher than baseline · Five students participate in education abroad
rate. program.
Student Satisfaction Profit
· Data collected for Student Satisfaction has an · $1,100,000.
average score of “Strongly Agree” for each of the
questions on the survey. Intake
· On the Student Satisfaction Survey, 95% of students · 550 students - degree and non-degree.
agree that the university provides “World Class · Cohort of at least fifteen students each for the 4
Education”. specializations at BSc and MBA
· Alumni Involvement Fundraising $300,000 USD - Innovation / Entrepreneurship
or equivalent. - Management / Finance
- Hospitality / Tourism
Rigor - Marketing / Media
· 75% of students agree that CIBU is an environment
in which they are expected to learn at high levels,
and each is supported so he or she can learn at a
high level.
· 75% of faculty members agree that each student
demonstrates learning at a high level.
General Education
· Consistently providing the first two years - every
year to a new cohort - of an undergraduate
education, including a General Education program.
8THE LABOR MARKET ’S 1ST CHOICE EFFICIENT, PROFESSIONAL AND
OF EDUCATIONAL PARTNER STIMULATING WORK ENVIRONMENT SUSTAINABLE OPERATIONS
Annual increase in numbers of guest lectures, Annual increase in job satisfaction rating as well as job Transferring administrative procedures to IT-based
company visits and employability ratings. involvement for engaged and highly qualified staff. alternatives, general savings and professionalization.
Research-based knowledge sharing Academic and Administration Satisfaction Institutional Planning
· At least two research publications per year - · 90% Staff and Faculty agree that CIBU offers a · Implement and document the strong involvement
from faculty or students. stimulating work environment. by the local stakeholders of the institution - including
· CIBU is hosting an annual conference on applied · 70% of Staff and Faculty have recommend an the board, faculty, staff, students, alumni, and
research. outside colleague to work at CIBU. employers.
· Institutional planning based on data - taking into
Level of Employer Satisfaction Faculty Governance consideration market need. Such a plan should
· Data collected for Level of Employer Satisfaction · 80 % of Faculty agree that they are actively involved have timelines on a year-by-year basis with clear
has an average score of “Strongly Agree” for each in governance including the development and and measurable goals and budget implications,
of the questions on the survey. assessment of curriculum. backed up by regular monitoring by the CIBU board.
Partnerships Competences and collaboration Campus Effectiveness
· All programs feature at least one guest lecture · 80 % of Faculty agree that they are actively involved · Have at least one meeting per semester to assess
per class and two company visits per program in the development of research. and continuously improve the university’s overall
per semester. educational operations and to discuss how it plans
· Dean of Student Affairs/Designee contacts 80% Terminal degrees to meet the educational and occupational objectives
of Graduates/ CPT/OPT/and other related · 90% of faculty new hires will have doctoral degrees. of its programs, taking into consideration its review
“employers”. of all organizational functions.
· Develop database that has over 50 company
contacts or guest lecturers, to be available for Effective organization
faculty. · 25% reduction on assignment correction/feedback
· Develop Executive/Entrepreneur-in-Residence time by introducing reliable digital tools.
Program to offer guidance/ mentorship to student · 100% of student and instructor textbooks and
executives/ entrepreneurs. resources are online.
· Develop an incubator to help facilitate entrepre- · Have at least one organizational effectiveness
neurial ideas from the classroom and into the meeting per year (Organizational effectiveness
market place. meeting participants help with the design of new
business strategies for the university).
Placement
· 85% of graduates are employed within 3 months Publications
of graduation. Employed is defined by full-time · “Truth in advertising” when promoting operations.
(32 hours or more). 100% for U.S. citizens. Publications prepared and presented in a
· All degree students from CIBU have the professional manner.
opportunity to participate in an internship, in a
company/organization of interest. Library Resources and Services
· 95% of all graduates agree that the learning · 80 % of students and faculty agree that the library
aspects from the program has/will enhance resources and information services are appropriate
career prospects. to the academic level and scope of the institution’s
programs.
· 80 % of students and faculty are satisfied with the
quality, relevance, accessibility, availability, and
provision of the library resources and support
services
9Kpi’s for CIBU
WORLD CLASS EDUCATION PROVIDING ATTRACTIVE EDUCATION
Annual increase in satisfaction and achievement. Annual increase in student numbers.
YEAR-KPI 2018-2019 Student Learning Outcomes Accreditation
· Data collected from external reviewers has an · WASC onsite visit has been scheduled
average score of “Strongly Agree” for each of the
questions on the survey. Educational Activities
· GPA (Grade Point Average) for all degree programs B · 50% of MBA syllabi has been updated and
or above - including the program’s capstone course. improved
· Entrepreneurship concentration is developed and
Qualified enrollment only an application for change of educational objectives
· ACT, SAT, GRE, and GMAT minimum scores are is submitted.
implemented into Admissions requirement.
Level of Graduate Satisfaction
Retention · Data collected for Level of Graduate Satisfaction has
· 94% retention rate for the university. an average score of “Extremely Satisfied” for each of
the questions on the survey.
Graduation
· 100% maximum program length (MPL) graduation Relations with Students
for the university - including doctoral students in · 60% of alumni have referred CIBU to one friend/
teach-out. family member.
Student Satisfaction Revenue/Expenses
· Data collected for Student Satisfaction has an · Break-even.
average score of “Agree” for each of the questions
on the survey. Intake
· On the Student Satisfaction Survey, 87% of students · 300 students - degree and non-degree.
agree that professors give useful feedback.
Graduate Satisfaction
· Alumni Association created through dues-paying
alumni.
Rigor
· 60% of students agree that CIBU provides an env
ironment in which each student is expected to learn
at high levels, and each is supported so he or she
can learn at high level, and each student demon-
strates learning at a high level.
General Education
· As the campus “lives into” consistently offering all
four years of an undergraduate education, develop a
philosophy for General Education.
10THE LABOR MARKET ’S 1ST CHOICE EFFICIENT, PROFESSIONAL AND
OF EDUCATIONAL PARTNER STIMULATING WORK ENVIRONMENT SUSTAINABLE OPERATIONS
Annual increase in numbers of guest lectures, Annual increase in job satisfaction rating as well as job Transferring administrative procedures to IT-based
company visits and employability ratings. involvement for engaged and highly qualified staff. alternatives, general savings and professionalization.
Research-based knowledge sharing Satisfaction Campus Effectiveness
· At least one paper has been published by faculty or · 83% Staff and Faculty agree CIBU is an exciting · Have at least two meetings in the academic year to
students in a well-recognized journal and presented place to work. assess and continuously improve the university’s
at a conference. · 60% of Staff and Faculty have recommended overall educational operations and to discuss how
an outside colleague to work at CIBU. it plans to meet the educational and occupational
Level of Employer Satisfaction · 85% of Faculty will participate in faculty meetings. objectives of its programs, taking into consideration
· Data collected for Level of Employer Satisfaction has its review of all organizational functions.
an average score of “Strongly Agree” for each of the Competences and collaboration
questions on the survey. · All faculty will possess one degree higher than the Effective organization
course level they are teaching. · 25% reduction on assignment correction/feedback
Partnerships · Faculty is actively involved in the development of time by introducing reliable digital tools.
· All programs feature two guest lectures per program research · 100% of student and instructor textbooks and
per semester or two company visit per program. resources are online.
· Dean of Student Affairs/Designee contacts 70% of Faculty Governance · Have at least one organizational effectiveness
Graduates/ CPT/OPT/and other related “employers”. · Faculty is actively involved in governance including meeting per year (Organizational effectiveness
the development and assessment of curriculum. meeting participants help with the design of new
Placement business strategies for the university).
· 70% of graduates are employed within 3 months of Terminal degrees
graduation. Employed is defined by full-time (32 · 75% of faculty new hires will have doctoral degrees Publications
hours or more). 100% placement rate for U.S. · “Truth in advertising” when promoting operations.
citizens. All students are offered workshops related Publications prepared and presented in a
to placement. professional manner.
· 85% of all graduates agree that the learning aspects
from their program has/will enhance career Library Resources and Services
prospects. · 60 % of students and faculty agree that the library
resources and information services are appropriate
to the academic level and scope of the institution’s
programs.
· 60 % of students and faculty are satisfied with the
quality, relevance, accessibility, availability, and
provision of the library resources and support
services
11
Kpi’s for CIBU
WORLD CLASS EDUCATION PROVIDING ATTRACTIVE EDUCATION
Annual increase in satisfaction and achievement. Annual increase in student numbers.
HOW TO REACH THE KPIs · Admissions: English proficiency test - IELTS score is · Expanding recruitment efforts through a broad agent
raised .5 units higher. Admissions test - score network, increased cooperation with Copenhagen,
requirements, current students, alumni, staff, faculty, employers,
and instructional partners, SoME campaigns, public
- ACT - 15 seminars, reaching out to community colleges.
- SAT - 800 · Give each referee a one-time, noncash gift with up
- GRE - 250 to a $100 value.
- GMAT - 400 · 3 meetings per year, per committee, 100% of staff
and faculty are a member of at least one committee.
New admissions requirements are published - · Define “Attractive Education”.
including the catalog and website. · Curriculum Committee meets twice a semester
· Develop survey for external reviewers. concerning MBA curriculum improvements.
· Introduce Entrance Counseling for new starts and
tutoring for current students.
· Refer poor-performing students to participate in the
campus tutoring services available by appointment
only.
· CIBU will no longer enroll students in the DBA
program and those students who are currently
enrolled will be taught-out to their conclusion.
· Discuss and support the faculty in their ability to be
available with students during and outside of class
hours.
· Define how the external employers are identified,
e.g., employers in each academic program area
selected at random.
· Define “high level” in reference to, “CIBU is an
environment in which they [students] are expected
to learn.
· Revitalize the graduate satisfaction survey process.
12THE LABOR MARKET ’S 1ST CHOICE EFFICIENT, PROFESSIONAL AND
OF EDUCATIONAL PARTNER STIMULATING WORK ENVIRONMENT SUSTAINABLE OPERATIONS
Annual increase in numbers of guest lectures, Annual increase in job satisfaction rating as well as job Transferring administrative procedures to IT-based
company visits and employability ratings. involvement for engaged and highly qualified staff. alternatives, general savings and professionalization.
· Revise and Relaunch Job Placement and Career · Staff and Faculty surveyed at midpoint and at the · Complete an Assessment of assignment correction
workshops - we received feedback from students end of each semester. /feedback time - set a benchmark
to focus on LinkedIn, resumes building, and · Aligning expectations, employee handbook, and · Research alumni networks that are used by
networking. contract emphasizing continuing education, outside universities.
· Strengthen placement assistance through career employment, and Moodle training /utilization. · Ensure digital tools are reliable and fully functioning
workshops. · All faculty are members of at least 1 committee /operable at the start of each semester.
· At least 2 networking event per year. · In-Service training and development activities that · Create a survey to assess online usage of textbooks
· Allowing recruiters access to our students through moves the university towards digitalization. and resources by students and instructors. Survey
on campus presentation and networking events on · Have one event a year to creatively celebrate staff questions added to end of course survey.
and off campus. and faculty’s value to the university and
· Strong focus on employability by establishing a accomplishments.
career center with multiple activities to support · Designating desks/workspace for adjunct faculty,
student employability. where faculty can have office hours and/or prepare
· Do 1 special project/plan/consulting for a company, for class - to increase sense of community and
per program, per semester. familiarity.
· Provide opportunities for guest speakers, field trips, · Enact process e.g. workshops and seminars
projects, and networking. between Copenhagen and San Diego to support
· Revitalize the employer satisfaction survey process. faculty growth and development as well as inclusion
· All current and prospective students are advised of new concepts and materials into the classroom.
of the campus’ Follow-up studies on graduates and · Re-implement faculty mentoring process.
employer satisfaction. · Recognize faculty and staff whom recommended
· Engage employers and practitioners to outline an outside colleague to work at CIBU with a noncash
competencies that graduates should be able to gift card with up to $100 value.
demonstrate.
· Engage with relevant media personnel to partner
and offer expertise that can be called on for topic
explanations from the news.
13In the heart of
America’s finest city
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