Healthcare MBA@Baruch

• Part-Time MBA program has been ranked in top 25 in 8 of 10 recent years by US News & World Report
• Graduate student quality is excellent: average GMAT scores among newly enrolled graduate students is 597 for incoming students in fall 2008, and is 639 for students in the Full-Time Honors MBA program
• Undergraduate student quality is increasing: freshman SAT scores increased 110 points over the last 9 years from 1044 in Fall 1999 to 1154 in Fall 2008. At the same time, student ethnic diversity remains strong, with 14% black, 16% Hispanic, 33% Asian, and 37% white.
• Significant scholarly output; recent research productivity studies in leading disciplinary journals place Zicklin faculty:Ø 20th in advertising 1 Ø 34th in marketing2 Ø 41st in accountancy2 Ø 36th in finance2Ø 32nd in international business3
• Fifty-six publications have appeared in “A-level” journals by Zicklin faculty during the time period of 2004-2008 with overall school ranking of 46th in the UT-Dallas rankings 2
• From 2006 to 2008 Zicklin faculty published 33 articles in the top 40 journals listed by The Financial Times
• A continuous aggressive hiring program in ZSB has yielded 48 new, world-class, tenure-track faculty from fall 2005 to fall 2008
• Faculty hired since 2002 have performed well, with 57.7% of those eligible for tenure earning tenure
• Established, vibrant, mission-critical academic centers in international business (Weissman), entrepreneurship (Field), finance (Wasserman), real estate (Newman), and financial integrity (Zicklin) extend and enrich the curriculum, foster collaboration between Zicklin and the community, and create opportunities for student and faculty development
• The Weissman Center for International Business received the U.S. Department of Commerce Export Appreciation Award in 2008
• The Field Center received recognition from the President of the Borough of Manhattan for community service in 2008
• The CUNY Board of Trustees continues to allow Zicklin to charge a higher, differential tuition for the MBA program over the prevailing rates for other master’s programs within the university. The sharing arrangement reflected in the Board resolution permits Baruch College to retain the differential revenue for use by the Zicklin School. This permits investments and expenditures to support quality enhancement in Zicklin of approximately $4 million annually and offers significant future revenue growth potential as our enrollments grow

• Zicklin has benefited from significant increases in fund-raising efforts and outcomes

at Baruch. Baruch College surpassed $150 million in private fund raising in its first major capital campaign which included Larry Zicklin’s additional gift of $13 million in cash and a $4 million gift from Sandy Wasserman to endow and name the Economics and Finance Department. The College just announced in April the second major fund-raising campaign with goal of another $150 million. At announcement we had garnered $95 million toward the goal during the silent phase

A2. Weaknesses

• As demand for business education grew, Zicklin reached to its maximum with resources stretched too thin with limited physical space and ineffective administrative support structure. Zicklin’s size and public institution culture frustrate efforts to enhance student centeredness and service orientation. With a series of budget cuts stemming from shrinking state tax-levy funding and “under water” endowment accounts, a number of departmental support staff positions have not been filled
• Gains have recently been made that permit Zicklin to offer above scale compensation and to recruit competitively, but such efforts are not fully funded and sustainable to continue faculty growth. Significant salary inversion reduces faculty morale and adversely affects the quality of learning environment for students
• Most Zicklin constituents agree the school needs a stronger, sustained external relations presence, yet it lacks the requisite school-based staff and resources to respond sufficiently to the opportunities
• Administrative infrastructure within Zicklin is inadequate to meet needs of student body and faculty at sufficiently high levels and the situation has deteriorated in recent years due to budget issues
• Institutional bureaucracy, governance structure, and public institution culture make priority- setting and concerted, cooperative action and efficient execution a challenge

A3. Opportunities

• Zicklin is uniquely situated to increase student selectivity while maintaining historic commitment to access. During most of the period since 1968 when Baruch became a senior college within CUNY, it was the only unit within the university focused on business and administrative disciplines, and the only unit to offer the BBA and MBA degrees. With the BBA degree now available at several other CUNY campuses, there is an opportunity to recalibrate the balance between excellence and access to ZSB programs and still ensure that New York City applicants not admitted here can gain business training elsewhere within the CUNY system. Our student quality and performance statistics are the best within CUNY and we have the potential to improve further
• With growing faculty participation and increased research productivity, Zicklin is well positioned to continue enhancements
• The successful implementation of the summer research award program since 2004 cultivates additional scholarship among post-tenure faculty (see Faculty Management document, section D., p. 15)
• Develop a strategy for engaging key constituent groups to support appropriate compensation change upon promotion. Develop more named and prestigious research support for summers

• Further programming that takes advantage of diversity of student body; see, for example, Global Student Certificate Program and Study Abroad Programs (section D7, p. 21)
• Support and mentor cohorts of faculty to drive research, teaching, and reputation gains
• Continue to generate revenue growth and faculty development opportunities throughinternational executive degree programs
• Generate revenue growth, faculty development opportunities, and community-buildingthrough launch of executive non-credit, open and custom programs
• Continue to grow new Master of Science programs in both real estate and entrepreneurship
• Continue to improve planning and assessment to develop an institutional culture ofparticipation in faculty planning, development, and assurance of learning by both full-time and adjunct faculty
• Continue to improve the quality of PhD program
• Take advantage of new clinical-type university positions to recruit additional executive-level,distinguished lecturers to enhance curricular linkages between academic and “real” worlds

A4. Threats

• The current economic recession, which started in December 2007 and still persists, causes significant cuts in state tax-levy funding and Baruch College Fund endowment-based funding for Zicklin operation. This threatens new hiring of tenure track full-time faculty and retaining of the most productive existing faculty
• We anticipate further strains on Zicklin’s already stretched resources in the 2009-2010 and 2010-2011 academic years due to continued budget pressure from New York State
• Compensation inversion among junior and senior faculty is undermining faculty morale and overall institutional commitment
• Career and compensation-related expectations of highly trained and productive new faculty depend on continued significant institutional change and development. As the budget situation deteriorates, the level of discontent of those faculty grows
• Trends for MBA enrollment, particularly in full-time honors MBA program, are uncertain. Open house attendance and inquiries about the programs are up sharply but actual applications and the ultimate yield rate are uncertain
• Recent additional investments in faculty, staff, and student aid driven by MBA tuition revenue cannot be sustained at current MBA enrollment levels unless significant additional support is secured from fund raising and profitable executive program.
  • 1 Ford, John B. and Altaf Merchant, “A Ten-Year Retrospective of Advertising Research Productivity, 1997-2006,” Journal of Advertising, Fall 2008, v.37, n.3, 69-94.2 The University of Texas at Dallas School of Management publishes Top 100 North American Business School Rankings based on 24 top journals across business disciples. The departmental rankings reported are based on the same data by disciplined based-journals from 2004 to 2008. For detailed explanation on the UT-Dallas rankings, visit http://som.utdallas.edu/top100Ranking/searchRanking.php?t=n.3 Chan, Kam C., Hung-Gay Fung and Pikki Lai, “Membership of editorial boards and rankings of schools with international business orientation,“ Journal of International Business Studies, 2005, v. 36, 452-469.