jones college strategic plan

S t r a t e g i c P l a n

2 0 1 4 – 2 0 1 7

16 | Jones College Strategic Plan 2014–2017

M e s s a g e f r o m D e a n D a v i D J . U r b a n

The Jennings A. Jones College of Business legacy began in 1939 with the establishment of the first business courses at Middle Tennessee State University. Since then, Jones College has made steady progress toward becoming one of the nation’s leading business colleges.

The Jones College strategic plan for 2014–2017 embraces our vision as a premier business school widely recognized for developing exceptional business leaders. In pursuing this vision, we must produce graduates whose skills in analysis, innovation and creativity, ability to lead diverse teams, entrepreneurship, communication, and global understanding not only meet market needs but exceed them. At the same time, we have to increase the impact of our research and service activities in the broader community.

Our plan is the blueprint for accelerating along the college’s positive trajectory, and it interfaces well with MTSU’s Quest for Student Success. The plan requires us to put our core values into practice every day. We focus on the future but do not ignore the defining strengths that have long characterized Jones College. These include accessibility, an atmosphere in which diversity is welcomed and appreciated, a dynamic culture, strong relationships with a thriving business community, investments in intellectual capital, ethical conduct, and a committed group of alumni.

In recent years, Jones College has intensified its efforts toward national prominence and regional dominance. The college can boast of national honors, outstanding physical facilities, greater emphasis on both the quality and quantity of research and scholarly contributions, and ongoing commitments to diversity and community engagement. But we must reach even higher.

The efforts defined in our strategic plan will attract highly motivated students, demonstrate positive learning outcomes, improve student job placement, increase the value of the Jones College degree for alumni, help to retain and stimulate faculty, and propel the college to a new position of excellence among the nation’s business schools.

David J. Urban, Ph.D., P.C.M.Dean, Jones College of Business

Jones College Strategic Plan 2014–2017 | 3

e x e c U t i v e s U m m a r y

The Mission of Jennings A. Jones College of Business is To

■■ Foster student success in a large business school with a small school feeling, created by caring, professional faculty interacting with students as individuals in relatively small classes, through proactive student organizations, and in a broad range of other settings, with students’ needs constantly of prime consideration;

■■ Capitalize on its extensive alumni network—Eighty percent of Jones College graduates live and work in middle Tennessee—to provide career opportunities to its students;

■■ Cultivate a global understanding and perspective among students that enables them to succeed in the inter-national business community;

■■ Build the base of knowledge about business-related theory and practice through basic/discovery scholarship, integration/application scholarship, and teaching/learning scholarship;

■■ Participate in impactful service activities that better the university, the broader profession, and the greater community; and

■■ Produce graduates from its bachelor’s, master’s, doctoral, and executive/continuing education programs who are well prepared for challenges and advancements in their chosen careers.

guiding PrinCiPles

■■ Accessibility. Jones College will offer a broad range of programs and delivery alternatives to meet the needs of its various student constituencies.

■■ Diversity. Jones College will actively encourage an open and safe environment, appreciating the values, skills and abilities of everyone involved, recognizing and incorporating the multiplicity of backgrounds, voices, and perspectives in thought and action.

■■ Ethical Conduct. Jones College personnel will pursue their professional responsibilities with diligence, integrity, and authenticity, continually improve their professional knowledge and skills, and demonstrate concern for the interests and well-being of those affected by their actions.

M i s s i o n s t a t e M e n t

G u i d i n G P r i n c i P l e s


D e v e l o p i n g s t U D e n t s

Jones college students are humble, hardworking, reliable PeoPle. a fundamental

task is to caPitalize on these characteristics in order to ensure student success.

T H E M E 1


Jones College students have the

potential for greatness. Building

on that potential, faCulty and

staff equip students with the

teChniCal and professional skills

neCessary for suCCess in a rapidly

Changing gloBal environment.

in doing so, faCulty and staff

aCtively attraCt aCademiCally

aCComplished students, work

proaCtively with students who

are at risk aCademiCally, expand

the suBJeCt knowledge and inter-

personal skills of all students,

and faCilitate enhanCed student

suCCess at all levels.

Laura Buckner coordinates internships.

2 Today’s students must possess both strong technical skills and strong professional skills. Ensuring strong technical skills begins with a thorough review and revision of the undergraduate and MBA core curricula to ensure the relevance and appropriateness of the courses. It continues with effective tutoring, ongoing engagement, and comprehensive career assessment and placement services. Developing strong professional skills requires the implementation of professional development as part of the required curriculum as well as opportunities for frequent and meaningful interaction with industry representatives.

Enhance Academic and Professional Development

Objective Action Item Responsibility Deadline

1. Identify and Intervene with Students at Risk

a. Require advising by Jones College advisors for students with less than satisfactory grade point averages.

Advising Manager Ongoing

b. Limit the number of times students may repeat courses. Dean, Advising Mgr., Department Chairs

4/30/2015

c. Identify students who are not making satisfactory progress in their majors.


d. Require specialized advising for students identified in c (above).


e. Redirect students to other majors when appropriate. Advising Manager Ongoing

2. Reduce Frustration Resulting from Processes

a. Review course prerequisites annually to ensure continuingrelevance of prerequisites and consistency acrossinformation sources.

Department Chairs Ongoing

b. Identify common registration obstacles and develop proactive solutions.

Advising Manager,Department Chairs

3/1/2015

c. Publish course rotation schedules three years in advance. Department Chairs 9/1/2015

d. Implement electronic upper-division form. Advising Manager 5/31/2015

Ensuring student success begins with retaining students and continues with facilitating timely completion of their degree programs. Jones College faculty and staff actively remove barriers such as unnecessary prerequisites, iden-tify opportunities to streamline registration and other processes, and enhance the effectiveness and accessibility of advising services.1 Increase

Retention and On-Time Graduation Rates



1. Improve Learning Effectiveness in Business Core Curriculum

a. Conduct comprehensive review of undergraduate core curriculum; modify elements as appropriate. Undergrad. Prog. Comm. 5/15/2014

b. Redesign undergraduate core course content and delivery where necessary to increase relevance. Department Chairs 12/31/2014

c. Expand tutoring where needed. Department Chairs Ongoing

d. Establish Faculty Learning Communities composed of faculty who teach undergraduate core courses to facilitate integration of learning across the core.

Faculty Development Committee, Dept. Chairs

12/31/2014

e. Implement skills assessment (e.g., Excel) and require online remediation for students with unsatisfactory skill levels.

Student Success Committee

4/30/2015

2. Enhance Career Preparation and Placement

a. Implement a career assessment instrument for all Jones College students.

Dean, Associate Dean, Advising Manager

4/30/2015

b. Create a position for and hire a full-time career services advisor. Associate Dean 12/31/2015

c. Integrate professional development into the undergraduate business core. Assoc. Dean, Undergrad. Program Committee

5/15/2014

d. Establish a unified, consistent, college-wide process for managing internship programs. Associate Dean, Internship Coordinator

12/31/2015

e. Collaborate with Alumni Affairs and University Advancement to track graduates’ career progress. Student Success Comm., Advising Manager

5/15/2015

f. Increase response rate for First Destination Survey to 50%. Associate Dean, Dept. Chairs, Faculty

5/15/2015

g. 100% of student organizations establish active LinkedIn presence by Dec. 2014. Student Org. Fac. Advisors 12/15/2014

h. At least 50% of junior and senior business majors establish active LinkedIn presence by Dec. 2014. Department Chairs 12/15/2014

3. Increase Opportunities for Student Engagement

a. Increase visibility of student organizations in publications and physical plant. Assoc. Dean, Student Org. Faculty Advisors

Ongoing

b. Support student organizations with funding for events, conferences, and speakers.

Dean, Student Org. Faculty Advisors

Ongoing

c. Revitalize Beta Gamma Sigma Honor Society. Dean, Associate Dean, BGS President

4/30/2015

d. Establish a Student Advisory Committee of all Jones College student organization presidents. Associate Dean 9/30/2014



Student presentation



1. Strategically Market and Support the Strongest Academic Programs

a. Establish a Scholars Program for business students modeled after the Honors College Buchanan Fellows program.

Dean, Development Director, Student Success Committee

4/30/2015

b. Offer Honors sections for all business core courses and enough courses in each major to facilitate full participation in Honors.

Associate Dean, Department Chairs

8/1/2017

c. Aggressively promote Honors participation for business students, including thesis writing.

Student Success Committee Ongoing

d. Implement aggressive targeted marketing for graduate programs.

Associate Dean for Graduate and Executive Education

8/1/2014

e. Raise undergraduate candidacy and graduate program admission standards.

Undergraduate Program, Student Success, and Graduate Program Committees

Ongoing

f. Increase participation in accelerated bachelor’s/master’s programs.

Assoc. Dean for Grad. and Exec. Education, Dept. Chairs

Ongoing

In keeping with the continuous improvement goals of AACSB International’s 2013 Standards, Jones College will work toward continuously improving the academic quality of its students. Strategic marketing of Jones College programs within the university and throughout the region, coupled with an academic scholars program modeled after the University Honors College’s Buchanan Fellows program, will help to attract high-achieving students. Jones College will continue to improve the academic quality of students who major in business by increasing participation in Honors and by raising standards across the board for admission to the college and its programs.

3 Continuously Improve Quality of Student Body

D e v e l o p i n g f a c U l t y

Jones college faculty are noted for genuinely caring about students. they need

suPPort to continuously imProve their knowledge, skills, and abilities so they can more

fully PrePare students for the careers they will Pursue uPon leaving Jones college.

Jones college faculty rePresent a broad sPectrum of academic and Practical

knowledge and exPerience. Jones college builds on that foundation by Promoting

and suPPorting innovative teaching methods centered on active learning. faculty

receive training in the effective use of the most advanced classroom technology

Possible. Jones college Provides financial and technological suPPort for scholar-

shiP, and faculty are encouraged to Produce scholarshiP outcomes that make a

difference in their fields, in industry, and in the region. moreover, faculty receive

encouragement to Publish their scholarshiP in the best Journals in their fields. Jones

college faculty are exPected to set the standard for Professional conduct in all

asPects of their work for the university, for the students, and for the community.

T H E M E 2

13Timothy Dunne presents research at a faculty development seminar.


1. Promote Innovative Teaching Methods

a. Build an understanding that doing things differently has value when outcomes improve. Dean, Assoc. Dean, Dept.Chairs, Fac. Dev. Comm.

Ongoing

b. Share information about teaching resources available at MTSU and offer them through Jones College. Faculty Dev. Committee Ongoing

c. Identify faculty needs and conduct workshops to address those needs . Faculty Dev. Committee Ongoing

d. Allocate/recommend summer grants for faculty to develop innovative approaches to teaching. Dean, Department Chairs 3/1 each yr.

e. Allocate/recommend travel funds for innovative teaching development. Dean, Department Chairs Ongoing

f. Increase participation in Experiential Learning (EXL), Honors, and study-abroad programs. Department Chairs Ongoing

g. Ensure every class has a presence on Desire 2 Learn (D2L), the University’s course management system. Department Chairs 8/15/2015

h. Encourage active learning through flipped classrooms and gaming technology. Faculty Dev. Committee, Department Chairs

Ongoing

i. Develop and implement a formal mentoring program within Jones College. Faculty Dev. Committee, Department Chairs

1/15/2015

2. Enhance Faculty Technology Skills

a. Develop a baseline for technology skills and provide instruction to help all faculty achieve baseline skills. Faculty Dev. Committee 4/30/2015

b. Assign graduate assistants to help faculty with technology implementation. Computer Lab Director Ongoing

c. Provide technology training and workshops (e.g., via Faculty Development Seminars). Faculty Dev. Committee Each sem.

d. Create an online repository of technology resources with tools, best practices, and tutorials. Computer Lab Director 4/30/2015

e. Develop a standard Jones College D2L shell for all courses. Computer Lab Director 8/31/2014

3. Implement Non-traditional Instructional Methods

a. Develop common minimum standards for online and hybrid courses. UG & Grad Prog. Comm. 4/30/2015

b. Provide a forum to share best practices for online and hybrid courses. Faculty Dev. Committee Each sem.

c. Explore/implement team teaching where appropriate. Department Chairs Ongoing

d. Explore/implement student learning communities as appropriate. Advising Manager Ongoing

AACSB International’s watchwords innovation, engagement, and impact provide the driving force to continuously improve the quality of the learning experience for Jones College students. Innovative course structures, delivery methods, and ped-agogical approaches are necessary to ensure that faculty teaching achieves and maintains the highest levels of effectiveness. Students need to be engaged in the full spectrum of learning within the context of their coursework, through participation in student organizations, and by connections with industry representatives. The quality of teaching enables graduates to make substantial, positive impacts on the organizations for which they ultimately work and on the communities in which they live.

1 Improve Quality of Teaching



1. Encourage Faculty to Produce “Research That Matters”

a. Define “quality research” using externally published journal lists.

Associate Dean, Dept. Chairs, Faculty

12/31/2014

b. Invest in databases for research. Dean Ongoing

c. Invest in technology for research. Dean, Computer Lab Director

Ongoing

d. Allocate/recommend summer research grants. Dean, Dept. Chairs 3/1 each yr.

e. Promote cross-discipline research. Associate Dean, Department Chairs

Ongoing

f. Encourage pedagogical research. Associate Dean, Department Chairs

Ongoing

g. Allocate/recommend incentives for top-quality journal publications.

Dean, Department Chairs

Ongoing

2. Enhance Faculty Research Skills

a. Develop a baseline for research skills and provide instruction to help all faculty achieve baseline skills.

Faculty Development Committee

4/30/2015

b. Provide research training and workshops (e.g., via Faculty Development Seminars).


Each semester

c. Create an online repository of research resources with tools, best practices, and tutorials.

Faculty Committee, Computer Lab Director

4/30/2015

Quality teaching requires, among other things, current knowledge on the part of our professoriate. Accordingly, Jones College faculty are expected to engage in active and ongoing research agendas in their respective disciplines. Jones College will provide financial and technological support for those efforts as well as training to ensure that faculty have the tools and skills they need to produce high-quality, impactful research.2 Improve Quality

and Quantity of Research



1. Increase Faculty Participation in Advising

a. Revise faculty performance appraisal instrument to elevate importance and provide for meaningful evaluation of advising.

Assoc. Dean, Faculty Dev. Committee

9/30/2014

b. Highlight importance of advising at department and college faculty meetings as a key element of student success.

Dean, Department Chairs

Ongoing

c. Develop open advising alternatives that focus on career and graduate school information.

Department Chairs, Faculty

4/30/2016

2. Increase Faculty Skill in Advising

a. Conduct training seminars for faculty every semester; emphasize attendance in Executive Committee meetings.


Each semester

b. Include one or more sessions on advising in Faculty Development Seminar series.


Each semester

Faculty advising regarding students’ post-graduation choices can be critical to their future success. Faculty must be prepared to mentor students and engage in helping them make appropriate and effective career and graduate-school choices that can ultimately lead to long-term career success. Jones College supports a variety of faculty advising initiatives, developed and implemented with graduates’ future success in mind, and faculty have access to ongoing training opportunities to equip them for this role.

3 Improve Effectiveness of Faculty Advising



1. Faculty Responsibilities to Students

a. Develop and implement a plan to enhance relationships/connections between faculty and students.

Student Success and Faculty Dev. Committees

4/30/2015

b. Encourage faculty to facilitate personal connections between students and businesses.

Department Chairs

Ongoing

2. Raise Faculty and Staff Accountability

a. Develop, publish, and familiarize faculty with Jones College definitions of Scholarly Academics (SA), Practice Academics (PA), Scholarly Practitioners (SP), and Instructional Practitioners (IP), in line with 2013 AACSB International Accreditation Standards.

Assoc. Dean, Faculty Development Committee

12/15/2014

b. Revise faculty performance appraisal instrument to provide for meaningful evaluation of advising in addition to teaching, research, and service.


9/30/2014

c. Develop and promulgate professional best practices for faculty and staff.

Ad hoc Prof. Best Practices Comm.

12/31/2014

3. Reward Exceptional Faculty and Staff

a. Create an annual awards program for faculty. Fac. Gov. Comm. 4/30/2015

b. Create staff award for outstanding performance. Ad hoc Staff Awards Comm.

4/30/2015

c. Identify and fund focused development opportunities for staff. .

Assoc. Dean, Asst. to Dean

Ongoing

Staff, administrators, and faculty have responsibilities inherent in their roles in the university setting that transcend the classroom and their daily activities. Faculty must pursue active research agendas, engage in university and pro-fessional service activities, and provide students with advice and counsel, particularly regarding employment or graduate studies. Students look to staff and administrators as well as faculty for examples of appropriate behavior in the workplace. That example must be one of professionalism, integrity, and dedication so students can learn how to conduct themselves successfully as working adults, just as they learn the skills and concepts of their disciplines through their coursework.

4 Increase Responsibility and Accountability


D e v e l o p i n g f r i e n D s

friends Provide Jones college students, staff, and faculty with resources not

available elsewhere and without which Jones college could not accomPlish its

obJectives. their gifts of time and dollars suPPort essential academic and extra-

curricular Programs, relevant and imPactful faculty research, and the develoPment

of staff and administrators.

friends are Partners in carrying out the Jones college mission. they communicate the

needs of future emPloyers and Provide guidance for curricular review and revision.

they helP add value to students’ lives by imProving the quality and accessibility

of Jones college courses, Programs, and activities in and beyond the classroom.

T H E M E 3

FirstBank founder and CEO Jim Ayers, left, accepts the Jennings A. Jones Champion of Free Enterprise Award from Dean Urban.

D e v e l o p i n g f r i e n D s


1. Prepare Students to be Engaged Future Alumni

a. Secure funding by Fall 2014 to launch a comprehensive career development initiative as part of the undergraduate core curriculum.

Dean,Development Director

12/31/2014

b. Implement the Dale Carnegie course as a required course for first-semester juniors and eventually as part of the core MBA curriculum.

Dean, Assoc. Dean, Undergraduate Programs Committee

Fall 2014

c. Implement an exit interview process for graduating students to occur every semester.

Student Success Committee

4/30/2015

Involvement of alumni in Jones College life is more important today than ever before. Alumni play a critical role in helping to make curriculum development and assessment result in programs that produce students who have the knowledge and skills employers want and need. There is no better time to begin preparing students for their future role as engaged alumni than while they are still enrolled in the university. Current students must engage with active alumni now so they will understand the importance of engagement as active alumni later.

1 Prepare Students to Become Engaged Alumni


In the same way that alumni partner with Jones College to help produce talented, skillful, and knowledgeable graduates, engaged members of the business community represent the needs of graduates’ future employers. Additionally, they participate in advisory boards and advisory councils to provide guidance to the college as a whole and to individual departments and disciplines. They also engage directly with students in the classroom as guest speakers and executives in residence. Finally, Jones College business partners help further identify and develop relationships with alumni.

2 Actively Engage the Business Community


1. Engage Existing Alumni

a. Create 6-8 person advisory boards in each discipline by Spring 2015 with format consistent with Dean’s Advisory Council.

Dept. Chairs with Dev. Director assistance

5/15/2015

b. Establish a high-visibility executive-in-residence program to bring high-profile individuals to campus at least annually.

Dean, Dept. Chairs, Dev. Director

Fall 2015

c. Host receptions at/for companies where Jones College alumni are current employees twice each semester.

Dean, Dev. Director Ongoing as of 8/15

2. Develop Strategic Partnerships with Area Businesses

a. Support department-level outreach efforts. Dean, Dev. Director Ongoing

b. Emphasize the importance of stewardship of business partners and alumni.

Dean, Dev. Director Ongoing

c. Develop strategic plan for executive education programs. Dean, Assoc. Dean, Assoc. Dean for Grad. and Exec. Education

12/31/2015

3. Facilitate Connectivity between Jones College and Alumni/Business Partners

a. Obtain a minimum of three dedicated parking spaces for off-campus visitors immediately adjacent to the Business and Aerospace Building, to be reserved 24 hours a day/seven days a week.

Dean 8/31/2014


Jones College‘s Beta GammaSigma Exemplary Chapter

D e v e l o p i n g t h e b r a n D

a strong brand creates recognition, knowledge, and aPPreciation of Jones college.

students, staff, and faculty must understand and embrace the brand and its underlying

meaning. the brand sets Jones college aPart from other universities in tennessee and

in the southeastern united states. it defines identity and generates Pride. students,

faculty, staff, alumni, and other suPPorters Promote the brand among their Peers.

T H E M E 4


1. Establish Consistent Branding

a. Encourage widespread use of branded items such as coffee mugs, name tags, etc.

Dean, Assoc. Deans, Department Chairs

Ongoing

b. Encourage use of templates with new logos. Dean, Assoc. Deans, Department Chairs

Ongoing

c. Purchase giveaways with new logos and distribute aggressively.

Dean Ongoing

2. Increase Visibility of Jones College

a. Institute strategic advertising campaign to increase awareness.

Dean 12/31/2014

b. Increase website content, including storytelling, data, and video.

Dean, Assoc. Dean, Advising Manager

4/30/2015

c. Establish strategic, aggressive social media presence that drives people to website.

Dean, Assoc. Dean, Advising Manager

4/30/2015

d. Engage Dean’s Advisory Council in telling our story wherever/whenever possible.

Dean Ongoing

e. Host receptions at/for companies where Jones College alumni are current employees twice each semester.

Dean, Development Director

Ongoing as of 08/14

f. Establish a Jones College presence in area high schools; build connections with students and teachers.

Dean, Assoc. Dean, Department Chairs, Advising Manager

8/1/2015

Jones College will use every reasonable means available to promote the brand across the university and to those outside who, in whatever capacity and for whatever reason, come into contact with Jones College. Branded mer-chandise, advertising, public relations, social media, and special events will tell the story of the excellence and accessibility of Jones College academic programs.1 Increase Awareness

of Jones College and Its Noteworthy Accomplishments



1. Make Innovation a Distinctive Hallmark of Jones College

a. Develop and implement innovative class scheduling based on students’ needs.

UG & Grad. Prog. Comm., Dept. Chairs

Ongoing

b. Continue to develop and implement innovative methods of advising.


c. Actively pursue joint programs within Jones College and across campus.

UG & Grad. Prog. Comm., Dept. Chairs

Ongoing

d. Develop and implement new study-abroad formats (e.g., hybrid).

UG Prog. Comm.,Student Success Comm., Office of Education Abroad

Ongoing

e. Encourage and support faculty collaboration in new approaches to teaching, research, and service.

Dean, Assoc. Deans, Department Chairs, Faculty Dev. Comm.

Ongoing

2. Make Application of Content a Distinctive Hallmark of Jones College Courses

a. Establish teaching partnerships with practitioners. Department Chairs, Faculty

Ongoing as of Fall 2014

b. Increase number of Experiential Learning (EXL) courses offered. Dept. Chairs, Faculty Ongoing

c. Increase the number of courses in which students work on actual client projects; create online repository of projects/results.

Dean, Associate Dean, Department Chairs, Faculty

Ongoing. Pinnacle/SBDC partnership by 8/1/2014

d. Increase number of applied projects executed by student organizations.

Student Org. Faculty Advisors

Ongoing

e. Increase use of external speakers on campus. Dean, Department Chairs, Faculty

Ongoing

Jones College will focus on innovation and application as key aspects of the brand. As “The College That Works,” Jones College finds innovative ways to accomplish goals, schedule courses, deliver course content, advise students and assess their learning, create synergies for faculty in research and service, and help staff and administrators succeed in their responsibilities. Jones College emphasizes application of knowledge across the spectrum, partic-ularly through experiential learning and for-credit projects designed to help business partners solve real problems in their organizations.

2 Establish Innovation and Application as Jones College Hallmarks


r e s o U r c i n g a n D i m p l e m e n t a t i o nthis Plan will require a reallocation of existing resources and the creation of new revenue sources. sPecifically, Jones college will commit to the following:

■■ Personnel. Activities regarding the recruitment, selection, development, performance assessment, compensation, and retention of faculty and staff must be well coordinated. Current and prospective personnel will need to be familiar with, and supportive of, the strategic plan.

■■ Infrastructure. The Business and Aerospace Building is a tremendous asset for teaching, learning, and recruiting. Over time investments will be required to maintain it as a state-of-the art facility, including possible expansion.

■■ Fiscal Resource Development. Diversification of revenue sources will be required, with attention being given to new external development and innovative, profitable programming as well as stewardship of existing resources.

■■ Cultural Progress. Adoption and reinforcement of the college’s core values will be absolutely essential in order to achieve necessary changes in a climate of teamwork.

■■ Performance Monitoring and Reporting. The university has a process in place to monitor progress toward university-level initiatives in line with the Quest for Student Success. As Jones College participates in this pro-cess, there will be ample opportunity to review metrics and qualitative assessments of advancement for the college’s strategic plan. It is crucial that the Jones College administration report the forward movement toward attainment of the college’s strategic goals to faculty, staff, and students. This internal reporting of college improvements is as important as external reporting to central administration, alumni, and other supporters.


Economics PhD student Fahad Gill presents research at a graduate seminar.

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