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1. The CTU and the business unit demonstrated strong leadership support for the business unit's success. The established processes are strong evidence of the results of such support and commitment. 1.1.c CTU has very strong corporate engagement aligning with their Mission. The business unit engages with businesses to support industry-relevant curriculum by establishing and maintaining relationships with a large number of companies through the University-wide Center for Corporate Engagement (CCE) department. It is commendable that the College not only provides needed education to employees of the partner corporations, supports them through the academic journey, but also celebrates their successful milestones with them at their workplaces. 2.1.b Stakeholders' input is collected for the systematic strategic planning process. The planning process overall is comprehensive. The business unit faculty and other stakeholders' involvement in this systematic process is impressive. 4.1.a The business unit describes the outcome assessment plan and process throughout its Assessment Philosophy of continuous improvement and utilizes the Baldridge Model. The business unit model focuses on planning, implementing, monitoring, and evaluating student academic performance using two direct student-learning measures, the Common Assignment Assessment strategy(CAS) and Peregrine. The accounting program uses the specific Accounting Peregrine exam at the Bachelor's level to assess student learning. There are also 2 accounting representatives on the assessment committee. 4.2.a The business unit evidences that the assessment process is thoroughly and systematically deployed. Deployment of the assessment process of student learning includes the use of a Common Assignment Assessment, which provides the ability to compare assessment results of different learning outcomes at varying points. In addition, the business unit established a Faculty Assessment Committee that assists in identifying assignments to be used as assessment artifacts and collaborates with subject matter experts and leadership within the College of Business and Management to create assessment rubrics. The business unit follows the same assessment process regardless of delivery method and the data can be broken down if needed by each delivery method. 4.3.b The business unit uses a comparative measure (internal and external) to improve overall student performance. A third-party vendor, Peregrine, provides benchmark comparisons both internally and externally. From an external perspective, the business unit directly compares student performance of specific business common professional components (CPCs) against colleges and universities within Region 7 of ACBSP. 5.1.c All Faculty from the business unit have access to procedures, policies, and practices for faculty members' management and professional growth through the University's Internal Website, specifically through the website's Teaching and Learning and Human Resources sections. Key documents that provide Faculty information regarding procedures, policies, and practices that affect them are the faculty handbook, the faculty instructional expectations, the Code of Business Conduct and Ethics, the Academic Leadership Structure, Faculty Rank and Promotion, Faculty Scheduling, Scholarly, and Professional Development. 5.3.f The business unit ensures sufficient human resources are available at each location to provide leadership. The Dean of the business unit is responsible for the business programs and courses at all locations and modalities. Those programs and courses are directly the responsibility of the Executive Program Directors. The faculty teaching at these locations all report to the Lead faculty, who oversees faculty teaching online. All processes, procedures, and policies for students on campus are the same as for students online. The Lead Faculty for Campus are onsite when courses run to support and guide faculty. 6.1.f The business unit has a comprehensive process for course development and revisions that includes instructional designers as well as subject matter experts and a number of approvals prior to launching the course. 7.1.c The business unit has a number of Education Support processes to ensure students' success, including the Alumni Learning Consortium, CTU Network, META Initiative, student survey of library use, various clubs and chapters including SHRM, student success coach/advising, New student relationship management system (SRM), laptop program, Mobile App, various engagement programs, and degree completion grant.
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