abstract: the global wine executive mba program · abstract: the global wine executive mba program...

Abstract: The Global Wine Executive MBA Program

Sonoma State University (SSU) is the global leader in wine business education, offering wine business

classes, certificates, a Wine Business concentration in the undergraduate Business Administration program, the

first Wine MBA in the US, and the world’s only Executive MBA (EMBA) intended solely for wine industry

professionals (Wine EMBA). The Global Wine Executive MBA (GWEMBA) will open our Wine EMBA program to a

global audience, bringing distinction to our school and university. GWEMBA, a collaborative effort of SSU’s

School of Business and Economics (SBE) and School of Extended and International Education (SEIE), will be a

hybrid (online/classroom) program. SEIE and SBE are in need of financial support to adapt the program structure

and curriculum for a hybrid format and begin promotional activities.

GWEMBA is a good fit with the Commission on the Extended University Innovation Grant guidelines. It

meets all of the objectives of New Framework for Action planning document.

While this will be an SSU program, SEIE/SBE will partner with two international universities to hold two of

the five residency sessions abroad, and work closely with the Wine Institute (a California-based trade association

that represents California’s wine industry) to make sure the program will meet the workforce needs of the

industry. The program will be structured to include five campus-based (at SSU or a partner university), six-day

intensives, with four months of online programming in between each of the intensive sessions, for a total

program duration of 17 months.

This will be a self-support program, run through SEIE that will generate revenue for SSU, SBE and SEIE. Our

Wine EMBA program cohort starting in April 2016 was full (30 students), with a waiting list, by the end of

November 2015. Many prospective students have asked if we offer this program in an online or hybrid format.

With as few as 20 students, the program will generate positive net revenue after all costs are considered.

Our plan is to have our first Global Wine EMBA cohort begin in February, 2018. We are currently developing

plans and partnerships. In the academic year 2016-17, we will modify curriculum, develop online content,

prepare faculty members, create our promotion plan, and begin promotional activities. In academic year 2017-

18 we will complete promotion and commence the hybrid Global Wine EMBA program. We are seeking $50,000

for program development and promotion starting in July, 2016.

CSU Innovation Grant Proposal | Sonoma State University | Global Wine Executive MBA Program | Page 1

Project Description

A. The need for a global wine executive MBA program.

SSU’s Executive MBA programs are a collaborative effort of SEIE and SBE. For the past three years, inquiries

from both out-of-state and out-of-country prospective Wine EMBA students have been increasing. While many

educational programs exist for the growing and production of wine, only a few address the business of the ever-

changing, ever-expanding wine industry. Sonoma State University is the only university in the world to offer an

MBA degree solely intended for senior managers and executives in the wine industry. The industry is globalizing,

and in need of managers and leaders who are globally aware, trained and connected. As our alumni list grows,

so does our inquiry list; an upsurge of out-of-state and international student inquiries has led to the concept of

the GWEMBA program, a hybrid delivery system of our MBA program for wine industry managers and

executives.

We will address this need in a way that is collaborative and innovative. We will partner with an educational

technology expert to design the system. We will also partner with two international universities to provide

venues for international residencies. This program concept dovetails with the objectives in the New Framework

for Action planning document of CSU’s Commission on the Extended University’s (CEU).

1. Meet California’s economic and workforce development needs: According to the Wine Institute, in 2014,

California’s wine industry was a $24.6 billion industry, producing 90% of all United States wine. California is the

fourth leading wine producer in the world. The industry brings 330,000 jobs to California and 820,000 jobs

nationwide. The GWEMBA program will meet California’s economic and workforce development needs by

providing more educated and globally connected managers and leaders who will continue to sustain this

impactful industry in California and the United States.

2. Increase access to educational opportunities by serving broader constituencies: This program continues

an expansion plan that has increased access to our MBA degree and expanded our regional workforce. SSU is

authorized to offer an MBA degree in the campus’ Academic Master Plan (see Appendix). SSU introduced the

wine concentration for its MBA degree in 2007. In 2009, the MBA degree program was offered in a format


targeting North Bay senior managers and executives, the Executive MBA. Since its implementation in 2012, our

Wine Executive MBA program has increased educational opportunities for nearly one hundred California and

out-of-state wine industry professionals. Classes are held on alternate Fridays and Saturdays, on campus and in

Napa County. The implementation of GWEMBA will increase these educational opportunities for international

and out-of-state students, allowing those who are not California residents to participate in a hybrid program.

3. Develop alternative instructional delivery systems: The program will incorporate an alternative

instructional delivery system, taking our existing Wine EMBA curriculum, and formatting it to a hybrid delivery

system. This hybrid delivery alternative will open our program to out-of-state and internationally-based wine

business managers and leaders, with five interactive, intensive six-day residencies, and four months of online

instruction in between these residencies. Two of those residencies will be conducted overseas with partner

universities at their locations.

4. Creatively develop new programs: The program structure mentioned above is innovative for SSU and

CSU. Because Sonoma State University will be the only University in the world to offer a program of this type for

wine industry professionals, creativity in curriculum delivery design will be extensive and necessary. This is not a

new degree program. It is a new delivery system for our MBA degree.

5. Provide personal and lifelong learning opportunities: Our EMBA programs provide personal and lifelong

learning opportunities for our students, and GWEMBA will be no different in this regard. Students in our EMBA

programs range in age from 28 to 60. Our students benefit from the deep relationships formed in their cohorts

and the transformational personal learning opportunities obtained through leadership-focused courses. Our

MBA Alumni Forum allows for participation in lifelong learning opportunities through post-graduate seminars,

courses, meetings, and speaking opportunities. Further, this program supports both younger professionals

looking to ascend to management positions and more senior professionals making either career transitions or

seeking possible entrepreneurship opportunities.

6. Support international educational experiences: This program will be an international educational

experience for all participants. Not only will the student body be internationally diverse, the curriculum will be


delivered in three countries and online. We will also provide opportunities for social and educational interaction

with our locally-based students. GWEMBA will add national and international diversity to our student body that

will benefit all of our students and alumni.

7. The other priority: Generate new resources for the system: This priority, not mentioned in the grant

proposal description, is also met by this proposal. Each cohort of students in this program will generate

hundreds of thousands of dollars of contribution to SSU. These new funds will help support student success

across the university through extension programs and in the School of Business and Economics specifically.

B. Project Goals, Objectives and Measurable Outcomes

I. Goal: Develop hybrid delivery system for GWEMBA for implementation starting February, 2018

Objectives:

a. Work with faculty and technology partner to convert existing classroom courses to partially or

fully online format by February 2018. Measurable outcomes (MO):

1) Faculty for 14 courses and technology partners work together to convert all courses

by February 2018;

2) Incorporate existing Executive MBA program learning goals, course learning objectives

and assurance of learning requirements into 14 courses;

3) Incorporate feedback systems that provide quantifiable data to ensure students are

advancing in their wine industry careers as a result of GWEMBA.

b. Train faculty to be effective in new delivery system by February 2018. MO:

1) Every faculty member will have individual training sessions by February 2018; and

2) Student learning and course evaluations comparable to classroom-based Wine EMBA.

c. Develop and formalize partnership relationships for international residencies. MO:

1) Two international partnership agreements signed and approved by all parties by

February 2017.


II. Goal: To enroll a robust and globally-diverse cohort of qualified students enrolled in GWEMBA by

February 2018

Objectives:

a. To accept a minimum of 35 qualified students and matriculate a minimum of 20 qualified

students by November 1, 2017. MO:

1) Accept a minimum of 15 qualified students by October 1, 2017 sourced through online

marketing campaigns

2) Accept a minimum of 10 qualified students by October 1, 2017 sourced through

International Student Recruiting Agencies

3) Accept a minimum of 10 qualified students by October 1, 2017 sourced through word-

of-mouth, industry partners, and press releases

4) Implement systems to foster ongoing positive word-of-mouth

b. Increase staff capacity to manage international cohort by adding part-time staff person to assist

with recruitment, admissions and operations. MO:

1) Half-time staff person hired and starts work by February 1, 2017.

c. Foster international diversity by promoting the program in four or more countries. MO:

1) Students in the first GWEMBA cohort will come from a minimum of five (including US)

countries.

C. Project Length and Timeline of Deliverables

The project will be operating in two fiscal years from August 2016 until February 2018. Grant deliverables

include:


Implementation plan

I. Organization of resources and project implementation

The Graduate Programs Office (GPO) that manages all graduate business programs exists as a result of

cooperation between SEIE and SBE. Letters from SBE and SEIE are attached to this proposal. Since 2009, SEIE and

SBE have enjoyed a mutually beneficial, collaborative relationship delivering Executive MBA programs through

SEIE with curriculum development and delivery managed by SBE. GPO has three primary responsibilities:

graduate business program recruitment and admissions; program operations and continuous improvement; and

the development of new graduate and executive projects and programs. The Executive Director of Graduate and

Executive Programs (ED) leads GPO. The ED reports to the Dean of SBE with frequent consultation with the Dean

of SEIE.

GPO will be responsible for developing and implementing the GWEMBA project. This includes mobilizing the

human and financial resources of SEIE and SBE that will be required for successful project implementation.

Oversight of GPO’s financial management of GWEMBA will be conducted by the Directors of Business and

Administration of SEIE and SBE, who meet with the ED regularly. The project budget includes building GPO’s

capacity to manage the GWEMBA project by adding a half-time administrative coordinator to the GPO staff. The

primary human resources outside of GPO are GWEMBA faculty to teach classes. Because the existing Wine

EMBA program has strong full-time and professional faculty participation, recruitment of faculty for GWEMBA

will be straightforward. Sufficient financial resources have been included in the budget to provide stipends to

faculty to convert courses to the hybrid format. Educational technology support will be provided to faculty to

ensure successful implementation. Guidance to faculty on continuous improvement and assurance of learning

will be provided by the ED and SBE’s Managing Director of Academic Programs.

GPO’s Program Specialist will manage operations and logistics for GWEMBA. This includes coordinating the

residencies on campus and abroad. GPO’s Admissions Specialist will coordinate with SEIE, SSU admissions offices


and SEIE’s Center for International Education to ensure a smooth admissions process for international students.

The ED and the Admissions Specialist will coordinate with SEIE and SBE marketing teams on marketing and

promotion. A digital marketing agency will be hired to assist with an integrated online approach of promoting

the new program, complementing our internal marketing efforts. The agency will begin in September 2016 so

that we have a full year of recruiting before the program begins in February 2018.

Further details on expenditure of resources to meet program objectives can be found in the budget and

budget narrative.

II. External partners and participants

In addition to the marketing firm referenced above, there are four external parties that will support

GWEMBA. We have identified strong candidates for these partnerships, but they will need to go through SSU

contractual processes before the partnerships can be formalized.

An expert on online educational technology, Dr. Dennis Calderon, has offered to partner with us to

implement the conversion of the program to a blended delivery system, beginning in August 2016. Dr. Calderon

will collaborate with us to conceptualize the hybrid delivery system, advise faculty members on the design of

their courses for online delivery, prepare templates, train the faculty on the use of the learning management

systems, and ensure that all courses are suitably converted and accessible by their required course start dates.

Sufficient funding has been provided in the budget to compensate Dr. Calderon.

SEIE and SBE will partner with two international universities for delivery of our curriculum during residencies

in their universities. Several international universities have expressed interest in partnering with us. These

include:

• University of Strasbourg in France; • Kedge School of Management in France; • University of Adelaide in Australia; and • Universidad de Chile in Chile.

University of Strasbourg and University of Adelaide (letter included) are especially eager to partner with

us, and they already have cooperative agreements with each other. The formalization of international


agreements is cumbersome, so the timeline for completing those partnership agreements will be in February

2017. Travel to partner universities to coordinate agreements and logistics is included in the budget.

SSU’s Wine Business Institute already has a relationship with the Wine Institute, the voice of California’s

wine industry. The Wine Institute provides guidance on the needs of the wine industry, expertise on wine law

and policy, and support for marketing our programs globally. They have provided advice and endorsement for

the GWEMBA grant proposal (see attached letter).

III. Key campus personnel

Key campus personnel related to GWEMBA and their responsibilities include:

Dr. Robert Eyler, Interim Dean of SEIE: Responsible for SSU’s extended education and international

programs

Dr. William Silver, Dean of SBE: Responsible for SSU’s business and economics programs

Dr. Chris Kim, Director of Business and Operations for SBE: Responsible for financial and administrative

management of SBE

Dr. Jason Lau, Executive Director of Personnel, Programs and Business Operations for SEIE: Responsible for

financial and administrative management of SEIE

John Stayton, Executive Director of Graduate and Executive Programs for SBE: Responsible for MBA, Wine

MBA, EMBA and Wine EMBA programs

Soo Haylett: Program Specialist for Graduate and Executive Programs: Responsible for graduate programs

operations

Christine Pinella: Admissions Specialist for Graduate and Executive Programs: Responsible for graduate

programs recruitment and coordinates admissions

Dr. Karen Thompson: Chair of Business Department and Managing Director of Academic Programs:

responsible for managing SBE faculty affairs and accreditation

Ray Johnson: Director of Wine Business Institute: manages wine industry relationships and responsible for

non-credit wine business programs


Project Impacts

I. Project continuation

This will be a self-support program. Detailed program budgets and plans have been developed that will not

fit within this grant proposal, but are available upon request. This program will comfortably breakeven with 20

students. Cohorts will not run with less than 18 students, minimizing potential losses.

Competitive Analysis: While there are no programs with the structure and focus of GWEMBA, there are

competitors:

• Regional Wine MBAs: Examples of regional Wine MBAs include Bologna Business School (Italy), INSEEC

Wine & Spirits Institute (France), and Vatel International Business School (France). There are also

programs in Germany. While they may attract students from other countries, they require residency in

those countries for at least 10 months. Therefore, their reach to working wine industry professionals is

limited. For students in those countries, public education is nearly free, which makes these programs

attractive alternatives to prospective students in those countries.

• Kedge Business School (Bordeaux, France): Kedge is a reputable French business school. They offer a

Wine and Spirits concentration for their Executive MBA program at their Bordeaux campus. However,

students take courses with non-Wine and Spirits students. With monthly 3-day seminars, their structure

is more similar to our Wine EMBA, making it difficult for students to attend from outside of Europe.

Global Executive MBAs: Examples of Executive MBA programs with similar structures to GWEMBA can be

found at UCLA, Purdue, and Duke. We do not consider these direct competitors since they do not target wine

industry professionals. We do consider them benchmark programs.

II. Long-term impacts of the project

This program will have several long-term impacts:

Financial impact: GWEMBA will breakeven with 20 students. We are confident we can consistently exceed

this number, but we will not run a cohort with fewer than 18 students (which would produce a modest deficit

we could absorb). In the more likely case of producing a surplus, SEIE and SBE will share the surplus to enhance


and promote programs and serve out students and faculty. In addition, this program is projected to contribute

at least $250,000 annually to the University and $75,000 to SEIE.

Reputation impact: GWEMBA will bring global distinction to SBE, SEIE and SSU. As the global leader in wine

business education, SBE and SEIE are using our wine business programs to lead our brand globally. GWEMBA will

bring attention and prestige to our schools, enhancing the brand value of all of our programs. In addition, SSU

has targeted wine business and music performance as the distinctive programs to bring global attention to our

campus.

Regional impact: SSU is the regional university for California’s premium wine-growing areas; the wine

industry and wine tourism are key to this region’s economic vitality. Wine businesses north of San Francisco

(the North Bay) need to be more globally aware, connected and proactive to maintain our dominance in the US

premium wine market. Social events and educational programming that bring together our local Wine EMBA

students and GWEMBA students will serve the current and future wine industry leaders that come out of our

programs. In addition, the on-campus residencies will have a positive impact on our local economy.

Statewide industry impact: As stated in the attached letter from the Wine Institute (representing more than

1000 California wine businesses): “The California wine industry will benefit from leaders and managers who are

more adept at operating and promoting wine businesses in the international arena. The GWEMBA program will

provide international exposure, connections, and educational experiences to current and future managers and

executives, which will help our wine industry to be more competitive. This constitutes workforce development

for our leadership ranks. In addition, this “hybrid” program will be structured to provide access to educational

opportunities that do not currently exist for California wine business employees who live in other parts of the

country and world.”

Dissemination plan This hybrid Wine Executive MBA will have a structure unique in the CSU system. There are other fully online

and hybrid MBA programs, but none that are targeted to a niche global audience with the structure (residency


intensives) designed to maximize the value of classroom interaction while offering the convenience of online

curricula.

We would like to share this model with other graduate programs on our campus and throughout the

CSU system. We have already shared the concept with the Graduate Studies Subcommittee of the Academic

Senate, and will keep them apprised of its progress. Since there are no programs in the CSU system that

compete with our Wine Executive MBA, we will be transparent in sharing information (including this proposal)

within the CSU system. Dean Silver will share information with all of the CSU business schools through the CSU

Association of Business Deans, and our School of Extended and International Education will share information

with Schools of Extended Education through the Commission on the Extended University.

Evaluation Plan

The measurable outcomes will be assessed by means described in Table 1. Table 1: Assessment methods

Measurable Outcomes Assessment A1) Faculty for 14 courses and technology partners work together to convert all courses by February 2018;

Project schedule - 14 courses with % of online component; On Moodle by Feb 2018

A2) Incorporate existing Executive MBA program learning goals, and AOL requirements into 14 courses;

AACSB Assurance of Learning Activities

A3) Incorporate feedback systems to ensure students are advancing in their wine industry careers

Percept Research – Student Entry, Exit & Alumni Surveys

B1) Every faculty member will have individual training sessions by February 2018;

Education Technology Consultant Report

B2) Student learning and course evaluations comparable to classroom-based Wine EMBA.

Audit course evaluations; AACSB Assurance of Learning Activities

C1) Two international partnership agreements signed and approved by all parties by February 2017.

Demonstrate 2 contracts with international partnerships by Feb 2017

A1) Accept a minimum of 15 qualified students by October 1, 2017 sourced via online marketing campaigns

Salesforce report - Number of students accepted by date with lead source

A2) Accept a minimum of 10 qualified students by October 1, 2017 through listed sources

Salesforce report - Number of students accepted by date with lead source

A4) Implement systems to foster ongoing positive word-of-mouth

MBA Connect Newsletter - Demonstrates networking activities; Salesforce - student applications with lead source

B1) Half-time staff person hired by February 1, 2017. Part-time staff person hired by February 1, 2017. B1) Students the first cohort will from five countries. Salesforce report – student’s residence


SSU GWEMBA Program Budget Narrative

The cost of launching the GWEMBA program is estimated to be $206,430. We are requesting $50,000 from

the CSU Innovations Grant and SSU’s SEIE has committed to fund the 25% matching grant of $12,500. The

additional campus funds ($125,230) will be provided by the two participating Schools: SEIE (25%) and SBE (75%).

Letters confirming this funding are included from both SEIE and SBE. The $50,000 grant will be distributed to the

following areas: to our educational technology partner for online course conversion ($20,000); to faculty

members for online course conversion stipends ($10,000) and to a digital marketing agency for program

promotion ($20,000).

Goal 1: Develop hybrid delivery system

1) Convert existing classroom courses to partially or fully online format - Education Technology Partner Fees (Services) - $20,000

Online Program Conversion Organizations often demand a significant revenue share for taking an entire

program online. Our proposed blended model is unique and needs a more customized approach. We have

determined that partnering with an educational technology consultant specializing in online education design

would be more cost efficient while providing the required customization for our program.

The estimated cost for the services of the educational technology partner is listed as follows: Consultant: Convert courses 35000 Consultant: Faculty Training 4480 Consultant: Discovery + Planning 7000 Total Educational Consultant $46,480

(See Dr. Calderon’s suggested proposal and budget).

2) Convert existing classroom courses to partially or fully online format - Faculty Stipends (Faculty & Staff) - $10,000

The faculty will be required to re-design and prepare suitable materials for each of the 14 courses. While

some courses have less than half of the content delivered online, they will still need to restructure each course

to fit into intensive residencies with integrated online components. Based on our consultant’s proposal, we have

included a stipend of up to $3,500 per Instructor to adapt the 14 courses.


3) Partnership Relationships - International residencies (Travel - in budget, no use of grant funds)

A small portion of the budget includes travel for the Program Manager to visit the Partnering Universities to

plan logistics and ensure the facilities for the International Residencies in the 2 International locations are

suitable. This includes costs for flights, accommodation, meals, and other incidentals ($3,000 x 2 = $6,000).

Goal 2: Enroll a robust and globally-diverse cohort of qualified students

4) Program Promotion - Digital Marketing Agency Expenses (Services) - $20,000

Our GWEMBA program budget requires 20 students in the cohort to break even. To ensure sufficient

enrollment, we will need significant marketing and promotion. We plan to enhance our existing marketing

strategies by partnering with a Digital Marketing Agency. This will increase our ability to focus on our target

market, as well as to reach a wider audience nationally and internationally.

5) Increase Staff Capacity - Part-time Employee (Faculty & Staff - in budget, no use of grant funds)

We are planning to hire 1 part time employee for 1 year to assist current Graduate Program specialists. The

salary has been calculated based on half a full time salary of $42,500 ($21,250) with benefits, 44% of a full time

salary ($18,700)

P/T R&A salary 21250 P/T R&A benefits 18700 Total Part Time Employee $39,950

Sustainability of Program Ensuring Innovation: Once the hybrid courses have been developed and designed, we will continue our

partnership with our education technology consultant to continue improving, updating, and, if necessary,

redesigning the courses. To ensure this is possible, we have included 2 line items in GWEMBA’s projected

operating budget:

• Content Refresh (technology consultant) $17,500 ($2,500x14) • Content Refresh (faculty) $24,500 ($3,500x14)

Viability of the Program: GWEMBA program fees of $64,500 ($1950 per unit) will be higher than our Wine

EMBA program ($1,550 per unit). This will provide a comfortable breakeven point of 20 students. The higher

fees will also incentivize regional wine professionals to continue to apply and participate in the current


classroom-based Wine EMBA. Here is a high-level version of the projected operating budget (a detailed budget

is available upon request):

GWEMBA Program Budget 2018-2019 REVENUE

20 sutdents@ $64,500

Total Revenue: $1,290,000

EXPENSES

Fixed Expenses $538,351 Operating Expenses $332,257

Total Expenses: $870,608

Institutional Fees (Overhead) $376,798

NET GAIN / (LOSS) $42,594

SEIE Cost Recovery @ 25% $10,648.48 SBE Cost Recovery @ 75% $31,945.44

The higher fees are competitive with other Global Hybrid Executive MBA Programs. We have considered

other Global Executive MBA programs primarily for benchmarking, including the pricing of the program. At this

time, there are very few US universities offering Executive MBA Programs with a hybrid delivery system. The few

that do focus on International Business. Fees of comparable program structures span from $60,000 to $166,000

(Fees include tuition, teaching materials, meals and accommodation. Fees do not include travel expenses to and

from the residency modules).

Our new Global Wine EMBA program will be similar in structure to many of the programs. GWEMBA will

meet for 17 months: three on-campus six-day residencies, two international residencies of 10-14 days each, with

four months of online learning in between residencies). GWEMBA will be competitive with fees at $64,500 and

distinctive by targeting wine industry professionals.

DescriptionCEU Grant Funding

Request Match Funds 25% Other Funds Project TotalFaculty & Staff (total) 10,000$ 2,500$ 57,750$ 88,950$ Faculty: Convert courses online 10,000$ 2,500$ 36,500$ 49,000$ P/T R&A salary ‐$ ‐$ 21,250$ 21,250$ P/T R&A benefits ‐$ ‐$ ‐$ 18,700$

Student Workers ‐$ ‐$ ‐$

Supplies ‐$ ‐$ ‐$

Services (total) 40,000$ 10,000$ 61,480$ 111,480$ Consultant: Convert courses 20,000$ 5,000$ 10,000$ 35,000$ Consultant: Faculty Training 4,480$ 4,480$ Consultant: Discovery + Planning 7,000$ 7,000$ Marketing 20,000$ 5,000$ 40,000$ 65,000$

Travel ‐$ ‐$ 6,000$ 6,000$

Materials ‐$ ‐$ ‐$ ‐$

Miscellaneous ‐$ ‐$ ‐$ ‐$

TOTALS 50,000$ 12,500$ 125,230$ 206,430$ ↑ ↑ ↑ ↑

Commission Requested Funding

Campus Match (25%) Additional Campus Funds Total Project Amount

Budget Narrative and SummarySSU GWEMBA PROPOSAL

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“The Global Wine Executive Master in Business Administration (GWEMBA)”

Hybrid EMBA Program Project

Prepared for Sonoma State University (SSU), School of Business and Economics (SBE)

and School of Extended and International Education (SEIE)

By Dennis Calderon, DBA (Consultant)

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Introduction

Sonoma State University (SSU), renowned as the global leader in wine business

education, offers undergraduate level licensure and certificates. At graduate level, SSU

currently offers the Wine MBA in both the traditional and executive format.

In a collaborative effort between SSU’s School of Business and Economics

(SBE) and School of Extended and International Education (SEIE), the Global Wine

EMBA (GWEMBA) program is designed in a hybrid format that combines the

experience of the traditional classroom with international residences and online

education. Through this collaboration, the GWEMBA expands our popular traditional

Wine EMBA program to a global market and provides educational opportunities for local

and international wine industry professionals with little interruptions in their careers.

Importantly, the GWEMBA provides distinction, prestige and revenues to our school and

university.

We are seeking a grant from the CSU Innovation Grant Program for two years to

develop the program by adapting the structure and curriculum from the Wine Executive

MBA into a hybrid format (online).

Overview/Project Summary

The School of Business and Economics (SBE), in conjunction with the School of

Extended and International Education (SEIE), conceived the GWEMBA in light of the

success of SSU’s traditional Wine Executive MBA (EMBA) as well as the popular

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demand of many prospective students from outside our region who expressed an

interest and even need in an executive program which utilizes an online or hybrid

format. The GWEMBA will be able to expand the educational offer globally by serving

potential students who work for the wine industry with little interruptions in their careers.

In addition, the GWEMBA will be taught using a hybrid format that combines traditional

classroom experiences, including local and international residences, with online

education.

While this will be an SSU program, SEIE/SBE will partner with two international

universities to hold some sessions abroad, as well as with the Wine Institute

(representing California’s wine industry), to ensure the program meets the workforce

needs of the industry. The program (17 months) will be structured to include five

campus-based six-day intensives (to take place either at SSU or a partner university),

and four months of online programming in between each of the intensives.

The financial support needed by the SEIE and the SBE in order to make this

project happen, will be used to adapt the program structure and curriculum to a hybrid

format, to implement the necessary technology solutions, and to begin promotional

activities. We are seeking a grant from the CSU Innovation Grant Program of $50,000

for two years of program to develop the program by adapting the structure and

curriculum from the WEMBA to an operational and well designed hybrid format starting

in July, 2016. The grant will allow us to train faculty members for teaching effectively in

an online environment and to market and promote the program. Our plan is to have our

first GWEMBA cohort begin classes in February, 2018.

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Methodology & Activities

This project have several important steps:

a) To adapt the structure and curriculum from the traditional WEMBA to an

operational and well-designed hybrid format starting in July, 2016.

Through a partnership with our consultant, Dr. Dennis Calderon, selected faculty

members of Sonoma State University’s School of Business and Economics

(SBE) and School of Extended and International Education (SEIE), the

GWEMBA will adapt the structure and curriculum from the traditional WEMBA to

an operational and well-designed hybrid format starting in July, 2016. This team

will design and deliver a carefully-crafted program of 14 courses based on the

specific needs and goals of the GWEMBA. The 14 Courses to be developed will

include:

1) BUS552E Leadership Intelligence

2) BUS530E Financial Statement Analysis

3) BUS560E Brand Management & Marketing

4) BUS540E Talent Management

5) BUS546E Wine Distribution Strategies

6) BUS581E Research in Strategic Planning

7) BUS590E Leading Change in Organizations

8) BUS570E Financial Markets & Business Strategy

9) BUS554E Leading Sustainable Wine Enterprises

10) BUS516E Global Wine Operations

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11) BUS591E Wine Strategy in Practice

12) BUS519E Information & Wine Markets

13) BUS559E Leadership, Compliance & Government Relations

14) BUS592E Building a Wine Business

b) Design the courses

Beginning in July 2016 and throughout part of 2017, faculty, administrators and

consultants will initiate the development of the GWEMBA in hybrid format by

adapting the content from the traditional WEMBA to produce the program

courses. The online section of GWEMBA courses will be designed to include

asynchronous areas such as course readings, activities, and participation in

online discussion, and synchronous aspects such as live classes.

c) Create course shells and populate them on SSU’s already existent LMS (Moodle)

with course content coming from the selected faculty in order to make the

platform of the GWEMBA operative and well designed

d) Train faculty members for teaching effectively in an online environment.

Selected faculty members from SSU’s will participate in training sessions in

order to assist them in becoming comfortable with the LMS (Moodle and Zoom)

and the use of Zoom Webinar. Within this forum, teachers will experience the

technology as learners and through this, they will be better able to orchestrate its

effective use in their classrooms for their own students. As a result of these

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online workshops, teachers will not only get comfortable with technology, but will

also learn about best practices in online education. Instructors will be able to

enhance their lessons to as they integrate teaching practices and begin to move

curricula online.

e) Marketing and promotion of the program, with the aim to launch the first

GWEMBA cohort with 30 students in February 2018.

f) Continue to support and training faculty.

Partnerships (those pertaining to converting the courses online)

Dr. Calderon will work closely with administrators of SSU and selected faculty members

to adapt and develop the online portion of the GWMBA program into a hybrid format.

The role of the consultant is twofold. First, he collaborates with administrators and

faculty. The consultant works alongside the SBE/SEIE appointed course

writer/instructor, who is responsible for writing the course materials. The consultant

provides the writer with a set of suggestions to adapt the course in a hybrid format.

During this process, the faculty writer receives assistance from the consultant in the

translation of course design for the online environment. Once finished, the writer

electronically submits the materials to the consultant, who in turn begins working with a

developer to design the materials into an engaging online course and places it in the

existent SSU’s Learning Management System (Moodle).

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The consultant also develops a workshop to train faculty in online course instruction

when using SSU’s existent LMS platform. Included in this training is detailed instruction

on best practices in online education, with the aim of creating a quality hybrid program

that will mimic and complement the existing high-quality face-to-face WEMBA and its

high-quality curriculum.

Sustainability (with regards to keeping online content renewed)

The SSU’s School of Business and Economics (SBE) and School of Extended and

International Education (SEIE) will work in partnership with the faculty and the

consultant, to put in place a number of initiatives to sustain and maintain the content of

the courses. In this way, courses will be kept current and renewed even after the end of

the initial grant period, allowing the courses and program to keep updated.

Through continued online professional development and the addition of new content,

professors will also be able to gain experience in online and hybrid programs and learn

about the best practices in the industry. Once the online part of the courses is

developed and designed, the consultant (in agreement with the faculty), can continue

improving the courses or even designing new ones.

Timeline (for converting courses online)

The following timeline is suggested for launching the development and creation of the

GWEMBA program in a hybrid format (face to face – online). The process will take 6 to

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8 months (beginning in July 2016 ), leaving plenty of time for marketing efforts in order

to gather the amount of students required in program (approx. 30 students).

Suggested Tasks

Recruitment of faculty to adapt the WEMBA courses to a hybrid format; preparation for

training course:

Initial face-to-face meetings with selected faculty

Scheduled curriculum calls (to each instructor)

Faculty sends syllabus to consultant in order to review and ensure compatibility

with the hybrid format

Consultant contact each instructors in order to agree on development for each

course

Faculty sends consultant finalized materials of adapted courses

Consultant completes finalized plans for completion of course development

Consultant populates course shells in LMS (Moodle)

Instructors take LMS orientation (training in Moodle, Zoom Webinar) with

consultant

Instructors receive course access

Instructors customize courses (make changes)

Second session training (recommended before launching each section)

Courses launch

Post developing and launching project initiatives

Continue to support and train faculty for an small fee

Evaluate survey responses and final products from each course and program as

a whole

Formally evaluate and use data to inform and plan for continuation of online

initiative

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Evaluation meeting; overall evaluation begins

Suggested Time Line

Task Name Start End Duration (days)

Identify Key Stakeholders (IT, instructors, management, registrar, etc)

7/4/2016 7/5/2016 1

Meet with selected faculty 7/6/2016 7/7/2016 1

Schedule Curriculum Call(s) 7/8/2016 7/9/2016 1

Receive courses Syllabi 8/15/2016 8/15/2016 0

Develop courses (do not include stipend of $6000 dls for participating faculty member)

7/4/2016 3/15/2017 254

Finalize Rotations List 7/4/2016 1/25/2017 205

Online Marketing efforts start (not included in the present budget)

1/1/2017 2/1/2018 396

Instructors take LMS orientation (Training in Moodle, Zoom Webinar)

1/15/2018 1/17/2018 2

Instructors receive course access

1/18/2018 2/18/2018 31

Second training session (recommended)

5/15/2018 1/18/2019 248

Instructors customize courses (make changes)

1/18/2018 2/1/2018 14

Courses Launch 2/1/2018 2/2/2018 1

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Budget (for converting courses online)

Item Description Time frame Cost for each

(in dollars) Total (in dollars)

Recruitment of Faculty (to adapt courses)

Adapt 14 courses from the traditional WEMBA courses into a hybrid format (online aspects **does not include stipend of $3500 dls. for each course for faculty members)

see “partnership” & suggested time frame and Gantt Chart

2500 35000

Face to Face Meetings

Several Face to face meetings with management & faculty in order to work in the details of the project

2000 2000

Orientation Training session for the faculty to teach the LMS systems (Moodle and Zoom)

3500 3500

Travel expenses Travel, food and lodging

1500 1500

Total

42000

Optional expenses

Optional Training sessions (2, 3, 4 and 5)

Optional LMS training refreshing for faculty members right before the beginning of each term (highly recommended but not mandatory)

1750 7000

Optional travel expenses

Optional travel expenses if optional training sessions are requested regarding travel, food & lodging

1500 6000

Total

13000

Total with optional expenses

55000

Global Executive MBA Program Structure and Schedule February 2017-June 2019 Semester/Type of Delivery Dates Cat # Course Title Units OL IP OL

Hrs IP

Hrs Res Hrs

Spring 2018 Residency eMBArk at SSU Feb 11-17, 2018 BUS552E Leadership Intelligence 2 30% 70% 10 22 44 Residency eMBArk at SSU Feb 11-17, 2018 BUS540E Talent Management 2 30% 70% 10 22 Online Coursework and Collaboration

Feb 19 - May 18, 2018

BUS530E Financial Statement Analysis 2 100% 0% 32 0

Summer 2018 Residency in Europe Jun 2-16, 2018 BUS560E Brand Management &

Marketing 2 30% 70% 10 22 44

Residency in Europe BUS546E Wine Distribution Strategies 3 30% 70% 10 22 International Experience (France) June International Experience

Online Coursework and Collaboration

Jun 18-Aug 24, 2018

Fall 2018 Online Coursework and Collaboration

Sep 3-Oct 19, 2018 BUS581E Research in Strategic Planning 2 100% 0% 32 0

Residency at SSU Oct 27-Nov 3, 2018 BUS590E Leading Change in Organizations

2 30% 70% 10 22 44

Residency at SSU Oct 27-Nov 3, 2018 BUS554E Leading Sustainable Wine Enterprises

2 30% 70% 10 22

Online Coursework and Collaboration

Nov 12-Dec 15, 2018 BUS570E Financial Markets & Business Strategy

2 100% 0% 32 0

Spring 2019 Online Coursework and Collaboration

Jan7-Feb 15, 2019

Residency in Australia Feb 23-Mar 2, 2019 BUS516E Global Wine Operations 2 30% 70% 10 22 54 Residency in Australia Feb 23-Mar 2, 2019 BUS591E Wine Strategy in Practice 2 30% 70% 10 22 Online Coursework and Collaboration

Mar 11-29, 2019 BUS519E Information & Wine Markets 2 70% 30% 22 10

Summer 2019 Online Coursework and Collaboration

Apr 8-Jun 14, 2019

Residency diseMBArk at SSU Jun 22-29, 2019 BUS559E Leadership, Compliance & Gov't Relations

2 30% 70% 10 22 48

Residency diseMBArk at SSU Jun 22-29, 2019 BUS592E Building a Wine Business 3 20% 80% 6 26 TOTAL 48% 52% 214 234 448

PROFESSOR CHRISTOPHER FINDLAY EXECUTIVE DEAN

ROOM 4, LEVEL 11, NEXUS 10 TOWER 10 PULTENEY STREET THE UNIVERSITY OF ADELAIDE SA 5005 AUSTRALIA

TELEPHONE +61 8 8313 3986 FACSIMILE +61 8 8313 4843 [email protected] CRICOS Provider Number 00123M

Ref No:

John Stayton

Executive Director of Graduate and Executive Programs

School of Business and Economics

Sonoma State University

25 February 2016

Dear Professor Stayton

This is to confirm our interest in undertaking further discussion concerning cooperation in the delivery of

wine business programs.

As you know we based adjacent to Australia’s largest wine producing regions and we have an active global

quality wine business education program.

This University is a member of the research-intensive Group of Eight Universities in Australia and also a

consortium member of SCRIBE21 with University of Strasbourg.

We would be pleased to work with you to consider options such as student and staff exchanges and efforts

to establish collaborative research projects.

We would also be pleased to discuss what role we could play in providing your Global EMBA students an

international experience.

Likewise we would welcome the chance to discuss the scope for our students to visit your region with your

support.

Yours sincerely

PROFESSOR CHRISTOPHER FINDLAY AM Executive Dean

mailto:[email protected]

SCHOOL OF EXTENDED AND INTERNATIONAL EDUCATION

1801 E. Cotati Avenue

Rohnert Park, CA 94928-3609

707.664-2394

www.sonoma.edu/exed

February 19, 2016

Letter of Support for Innovation Grant Global Wine Executive MBA Program


To Whom It May Concern: This is a letter of support for the Global Wine Executive MBA program (GWEMBA) at Sonoma State University (SSU), a new program seeking grant funding from the CSU Extended University Innovation Grant for 2016-17. The GWEMBA proposal is seeking $50,000 of grant funding. The School of Extended and International Education (SEIE) at SSU is prepared to support this grant, if funded, with $12,500 to match at 25 percent of the grant award. Also, we are prepared to support this program by providing start-up funding to help get the program launched above and beyond the initial grant funding and match. Because this is a global program for which the 14 courses in each cohort will be hybrid (partially online and partially in person), there will be costs of course conversion, building a platform for the program to be completed online, and other marketing and travel costs to recruit students. The intent is for SEIE to provide start-up funding and be paid back through program revenue starting in 2019 as cost recovery. Additional funding would be spread over fiscal years 2016-17 and 2017-18 before the program launches in the fall semester of 2018. There is currently an Executive MBA program with a focus on wine business at SSU; this new program combines multiple aspects of other programs at SSU in a hybrid format. Thank you for your consideration. Sincerely,

Robert Eyler, Ph.D. Interim Dean

School of Extended and International Education

Senior International Officer Professor of Economics


1801 East Cotati Avenue Rohnert Park, CA 94928-3609 [email protected]

(707) 664-4256

https://exchange.sonoma.edu/OWA/redir.aspx?C=b744199024504f839701b9ee4ce578c2&URL=mailto%3aeyler%40sonoma.edu

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ACADEMIC PLAN 2015-16 through 2025-26 Sonoma State University

Existing Schools/Divisions Proposed Schedule for and Degree Programs Degree Programs Review of Offered Fall Term Existing Programs School of Arts and Humanities American Multicultural Studies BA 2014-15 Art BA-BFA 2019-20 Art History BA 2019-20 Chicano and Latino Studies BA 2014-15 Communication Studies BA 2016-17 English BA-MA 2014-15 French BA 2018-19 Liberal Studies (Hutchins School) BA 2018-19 Music BA-BM 2016-17 Organizational Development MA** 2015-16 Philosophy BA 2014-15 Spanish BA 2019-20 Spanish MA** 2019-20 Theatre Arts BA 2015-16 School of Business and Economics Business Administration BS-MBA 2018-19 Economics BA 2019-20 School of Education Education MA 2020-21 Educational Leadership EdD* EdD (2010) 2015-16 Early Childhood Studies BA 2017-18 School of Natural Sciences Biochemistry BS 2014-15 Biology BA-MS 2015-16 BS Chemistry BA-BS 2014-15 Computer and Engineering Science (SE) MS** 2015-16 Computer Science BS 2015-16 Electrical Engineering BS 2014-15 Earth Science BA 2014-15 Geology BS 2014-15 Note: Underlined programs are nationally accredited subject areas. *Offered jointly with the University of California, Davis . **Offered only through special sessions.

2

ACADEMIC PLAN 2015-16 through 2025-26 Sonoma State University

(continued) Existing Schools/Divisions Proposed Schedule for and Degree Programs Degree Programs Review of Offered Fall Term Existing Programs School of Natural Sciences (continued) Kinesiology BS-MA 2018-19 Mathematics BA-BS 2015-16 Nursing BS-MS 2020-21 Physics BA-BS 2014-15 Statistics BS 2015-16 Applied Statistics BA 2015-16 School of Social Sciences Anthropology BA 2018-19 Counseling MA 2016-17 Criminal Justice BA 2014-15 Cultural Resources Management MA 2019-20 Environmental Studies BA-BS 2014-15 Geography BA 2014-15 Global Studies BA 2016-17 History BA-MA 2019-20 Human Development BA 2014-15 Political Science BA 2014-15 Psychology BA-MA** 2019-20 Public Administration MPA 2014-15 Sociology BA 2019-20 Women’s and Gender Studies BA 2014-15 Other Special Major BA-BS 2014-15 Interdisciplinary Studies MA-MS 2014-15 Note: Underlined programs are nationally accredited subject areas. **Only offered through special sessions.

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