The 2007/2008 academic year is dedicated to strengthening the present while investing and planning for the future. In traditional Webster fashion, the School of Business is already moving into the future by focusing on the journey ahead. And as such, we intend to center our attention on three overarching goals. Strategic Planning, quality assurance, development and public engagement
First, Strategic Planning
The School of Business and Technology has adopted a strategic planning process to identify a few compelling goals and answer these questions:
Our strategic process will come with a clearly defined action plan with a timeline to see the planning process to its conclusion by may 2008. The focus is on articulating who we are and who we aspire to be. With a defined vision and mission we have also articulated our value points; they include ethics and social responsibility, collaboration, scholarship, accountability, empowerment, global outlook and inclusion and scholarship. These will serve as the backbone of all that we do.
This brings me to the second point. Quality Assurance
On the important issue of academic quality, we are moving closer to attaining ACBSP specialized business school accreditation before the end of this academic year. On August 15, 2007, we submitted our self study and on the week of October 14, 2007, the ACBSP accreditation visit will take place here in St. Louis at selected extended campuses. This is a public recognition that we have met the highest quality standards set by this global accrediting body. I want to thank Pat Masidonski, Associate Dean, School of Business and Technology, who led this effort and all the faculty members who played key roles in the preparation of the self study
The School of Business and Technology faculty continues to work to ensure that our students achieve the highest level of program learning outcomes, no matter the location at Webster
It is our unwavering commitment to affirm that learning is taking place through a well conceived academic assessment as an ongoing academic imperative.
And we will continue to improve a system of communication so that our 1500 plus worldwide faculty understand and appreciate the value of consistency and assessment.
Third: Development / Public Engagement
The dialogue continues among various stakeholders to help shape the future direction of the school. We will achieve this goal by working closely with our advisory board and reengaging friends of the school of business and technology
One of our key goals is to support President Meyer's capital campaign to help move it from the silent stage to the realization of a "state of the best" facility that will serve Webster's current and future needs.
In closing, Webster University's strength rests in our ability to adapt and to transform ourselves while remaining anchored to our core values. Our greatest challenge and opportunity is to employ a collective organization GPS that will guide us in this journey to the future. In 2007/2008, the School of Business and Technology is looking to our institution to answer that ever elusive question - Who are we and what do we want to be? Are we global, are we a liberal arts University or an entrepreneurial institution? The real challenge lies in our ability to demonstrate the audacity to answer the questions and to choose appropriately among the many divergent options, even while the satellite view is partially hidden by the clouds of uncertainty and the reality of the unknown. We will endeavor to set our sights further that our present.
As we begin this academic year, I urge you all to seize the moment to rededicate ourselves to teaching, to learning, to discovery, to Webster. We must - Because We can
""Don't network just to network - Have a goal, a strategy. You must have something to give. If it's all about you, it's a lost opportunity." "
- Dr. Benjamin Akande
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