Strategic Plan Overview

College of Business and Economics Strategic Plan 2017 (Revised 5/26/2021)

CBE Mission Statement

We are a student-focused school of business and economics engaged in scholarly and professional activities that contribute to the well-being of society.

Western Washington University Mission (excerpted from the WWU Strategic Plan, Draft, October 2017)

“Western’s mission is clear. As a public comprehensive master’s granting university, we offer a broad range of programs that lead to careers in the professions and the academy. But Western differentiates itself by grounding every program in the liberal arts and sciences, ensuring that students enhance their knowledge, skills, and creativity, and become engaged citizens who are looking to make an impact and help solve the challenges facing the state, the nation, and the world. Western also is marked by its high level of student engagement with faculty, staff, campus programs, and the surrounding communities, so students have the opportunity even before beginning their careers to put their learning into practice in multiple ways. Our proposed mission attempts to make these vital elements of a Western education clear to all. Correspondingly, our vision reflects our desire not only to equip our student to help answer the world’s most important questions, but also to inspire them to do so through our example.”


The following strategic plan represents a vision of our goals for the next five years. The Policy Council of CBE, a body consisting of the Dean’s Advisory Committee (DAC) and the members of Faculty Governance Committee provided their input on the Strengths, Challenges, Opportunities and Threats (SCOT) in the Fall of 2016. In the Fall of 2017, the members of DAC presented five year goals at a retreat. A draft of a strategic plan combined the inputs from those efforts was distributed to the Policy Council. After receiving feedback, the following plan was approved.

CBE Values


The College values engagement in its approach to education, research and service. Engagement with industry advisory committees helps inform curricula and other course decisions, keeping our content relevant and preparing graduates to participate and lead in their areas of study. We also encourage students to gain practical experience and a broader perspective as we value the broader community to which we belong.


We believe in the values articulated by Western Washington University, especially those of a liberal arts educational foundation including student engagement with faculty and the community, the building of professional skills, an environment with diverse perspectives, and responsibility for stewardship of resources whether they be financial, human, or environmental.

We believe to accomplish our goals our faculty must be teacher-scholars, faculty with a strong disciplinary home and expertise who are also motivated to teach and innovate in their teaching. The College mainly serves traditional-age undergraduates from the state of Washington, primarily from the western part of the state. However, we welcome students from the region, nation, and world from all backgrounds.


The College seeks to recruit, select, hire, and develop teacher-scholars. We value scholarship that has a disciplinary focus and strive to keep faculty actively engaged in current issues in the field as well as engage pedagogical research. We also have a supplementary expertise in and orientation toward research that informs public policy and practical application.


The College embraces innovative forms of student learning, research, and community engagement. Opportunities to advance student learning that lead to a process of continuous improvement are highly valued. Faculty are encouraged to experiment with new teaching formats designed to enhance student experiences. Curricula are regularly updated to better prepare students for current industry practices.


The College values the positive impact that our programs, research, and applied work have on the lives of our students and on the greater community. We believe that the College programs should go beyond technical expertise; we prepare our students to be critical thinking, ethical participants and leaders in their fields. Our faculty and staff are encouraged to make a difference in the broader community through service on advisory boards, volunteer work, and consulting.


The College supports and works toward Western Washington University’s five strategic goals within the context of business and economics education and the values stated above and illustrated in the diagram below.

WWU’s Strategic Goals:

  1. Western provides a transformational education grounded in the liberal arts and sciences and based on innovative scholarship, research and creative activity to foster the development of engaged citizens who combine critical thinking and evidence-based reasoning to effectively address the challenges facing the state, the nation and the world.
  2. Western advances understanding of and engagement with place, based upon knowledge of the region, its communities, and set within a global context.
  3. Western fosters a caring community where all members are supported, where everyone has a voice and the ability to be heard, and where the definition of community is broad and inclusive.
  4. Western pursues justice and equity in its policies and practices.

The College also works to support their mission and values through:

  • Focusing on student learning and professional engagement
  • Professional interaction between students, professionals and teacher/scholars
  • Research that has an impact on the business body of knowledge
  • Innovation in teaching, research and service

Strategic goals for the College of Business and Economics

CBE Strategic Priorities 2021-2026

PRIORITY 1. Equity, Inclusion, and Diversity

GOAL 1: Increases in proportion of students, faculty, and staff of color.

ACTION PLAN: Active recruiting at community colleges and high schools.

Pursue faculty exchanges with partner Universities.

GOAL2: The College of Business and Economics is committed to building a diverse learning community with a culture of equity and inclusion, ensuring the safety and success of all students, staff, and faculty. We will continually and collaboratively examine and evolve our policies, practices, curriculum, and impacts to identify and resolve inequities faced by underrepresented members of our community.

ACTION PLAN: AEID training seminar attendance, student advocate employment, EID Committee involvement, BIPOC counseling for students.

PRIORITY 2. Globalization

GOAL 1: Increase percentage of foreign students and study abroad opportunities.

ACTION PLAN: Recruitment of foreign student partnership with Study Group

Increase fundraising for Study Abroad

GOAL 2: Curriculum: integrate more global material into curriculum.

Emphasize cross-cultural communication in curriculum.

ACTION PLAN: Curriculum review of global content.

Increase guest speakers with international experience.

Promote international job opportunities for students.

GOAL 3: Develop international partnerships.

ACTION PLAN: Pursue dual degrees with foreign Universities.

Increase international teaching opportunities for faculty.

Support of visiting scholars from partner Universities.

PRIORITY 3. Professional/Career Readiness

GOAL 1: Students’ “Professional Portfolio”

ACTION PLAN: 100% of CBE graduates should develop a personal “Professional Portfolio” that includes:

    1. Personal & Professional Brand assessment
    2. Personal Mission statement
    3. Vetted Resume
    4. Vetted LinkedIn presence

GOAL2: Increased internships

ACTION PLAN: Actively encourage Internships or pertinent job experience

GOAL3: Effective Professional Communication skills

ACTION PLAN: CBE should build skills:

    1. Written communication
    2. Speaking, both informal and formal presentations

GOAL 4: Practice Professionalism

ACTION PLAN: Students should have

    1. Live & Virtual practice sessions (e.g., mock interviews, etiquette dinners, speed networking, role playing)

GOAL 5: Mentoring

ACTION PLAN: Educating on the types of mentoring opportunities available throughout one’s career

    1. Participation with informal and formal programs

GOAL 6: Student Success

ACTION PLAN: WWU Alumni Survey. Employer surveys.

PRIORITY 4: Executive education/Outreach

GOAL 1: Offer at least SIX Western Insights per year.

GOAL 2: increased involvement of CBE advisory boards

ACTION PLAN: Guest speakers, mentorships, sponsored internships.

PRIORITY 5: Fundraising

GOAL: Raise a minimum of 100K per year to Foundation funds.

ACTION PLAN: Active association with Development officer and Alumni Association.

PRIORITY 6: Curriculum

Goal 1: Offer a state-of-the-art undergraduate program.

ACTION PLAN: Review content of Mgt 382 and role of Ethics in curriculum.

Goal 2: Offer state-of-the-art graduate programs

ACTION PLAN: Strive for currency in curriculum.

Goal 3: Expand external program