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AS: Higher Diploma in Accounting , AS: Higher Diploma in Business Analytics , AS: Higher Diploma in Finance , AS: Higher Diploma in Human Resource Management , AS: Higher Diploma in Innovational and Entrepreneurship Management , AS: Higher Diploma in Logistics and Supply Chain , AS: Higher Diploma in Marketing , AS: Higher Diploma in Quality Management , AS: Higher Diploma in Tourism Management, BS: Bachelor of Accounting , BS: Bachelor of Business Analytics , BS: Bachelor of Finance , BS: Bachelor of Human Resource Management , BS: Bachelor of Innovational and Entrepreneurship Management , BS: Bachelor of Logistics and Supply Chain , BS: Bachelor of Marketing , BS: Bachelor of Quality Management , BS: Bachelor of Tourism Management
Basis for the decision/program commentsStandard 1: LeadershipHCT has a strong, approachable, passionate and committed team of senior leaders. The VC is a visionary leader that has many years of experience at the institution and brings strength and stability to the top leadership. He has the respect and unwavering support of faculty, staff, alumni and current students of the institution. This leadership framework is the key to the continuing efforts to make cycles of improvement that was evidenced by the team while on site.Categories: ApproachVerified: This Strength was verified on site.Criterion 1.1The leadership process is well defined and is aligned with the mission and vision of the HCT. Coordination and communication channels are well established. Vertical and horizontal integration is achieved through permanent and ad hoc committees. Although the institution is decentralized through physical facilities of 17 campuses in different part of UAE, the decision making process is centralized, hierarchical and top down through established IT system and KPI implementation.Categories: Approach, DeploymentVerified: This Strength was verified on site.Criterion 2.1HCT has a comprehensive strategic planning process which links the institution vision to the mission and goals. The process is centralized and cascaded down to the academic divisions including Business Unit. For example HCT Strategic Plan (2017 -2021) contains 25 strategic initiatives, some of which are graduate employment rates, degrees aligned with NQF and industry standard, employer-graduate satisfaction,Categories: Approach, Deployment, Results, ImprovementsVerified: This Strength was verified on site.Standard 3: Student and Stakeholder FocusThe Business Unit has a process for identifying its target market, its stakeholders and understanding their needs and expectations system-wide. The students and stakeholders served are engaged with all the learning-centered processes and support processes through a well developed and effective systematic feedback mechanism, using multiple channels of listening and learning, to make quality improvements.Categories: Approach, Deployment, Results, ImprovementsVerified: This Strength was verified on site.Criterion 3.1It is commendable that HCT and the Business Unit have an effective systematic process for admission so that "No Emirati High School Graduate is Left Behind" and identifying its target and served students in line with national and industry employment needs by offering multiple pathways to progress from a Certificate to a Higher Diploma and then to the Bachelor program. There is also an exit point after the Higher Diploma. Data on served students suggest that HCT and the Business Unit is the first choice for direct entry students and there is a high demand for places. However, the demand is not high from potential Direct Entry students that are currently engaged in either full time or part time employment including those owning or running their own businesses. This group of students may also be receiving sponsorship from their employers. HCT is in the process of admitting children of expatriate faculty and staff who work in HCT on a fee-paying basis.Categories: Approach, Deployment, Results, ImprovementsVerified: This Strength was verified on site.Criterion 3.5The business unit has a marketing plan to attract students and action plans given to all campuses with market share metrics to become the first choice school. A number of committees are also used to address student attraction and retention issues. Relationship-Building initiatives with Foundations and Schools, such as Open House, Orientations, and Program Choice Day are also undertaken.Categories: Approach, Deployment, Results, ImprovementsVerified: This Strength was verified on site.The community engagement model that the business unit deploys to cultivate relationships with private and public partners in each emirate is the Triple Helix model through the activities of Tomouh Innovation Hub, Annual Business conference, CSR Conference, Learning with the Leader event, Business Connect, Impact Talk and the Mobile Learning network.Categories: Approach, Deployment, ResultsVerified: This Strength was verified on site.Standard 4: Measurement and Analysis of Student Learning and PerformanceThe Business Unit has an effective systematic approach to program outcomes development and assessment process which is well deployed and integrated throughout the seventeen campuses. Program learning outcomes are aligned with QFE levels 5 to 7 as required by CAA(National Accreditation Body) and are derived from the program mission. They are designed to support the achievement of Graduate Level Outcomes of communication and information literacy, critical and creative thinking, global awareness and citizenship, technological literacy, self-management, independent learning, teamwork and leadership.The Curriculum Management System (CMS) is an online facility available to faculty for implementation of the curriculum and for management oversight. Annual Academic Program Audit overseen by the Executive Dean provides critical evaluation of a number of program parameters like curriculum, student learning, faculty, resources, budget, cohort analysis, demand/need for the program, feedback from learners etc. assuring closing the program outcomes assessment loop for continuous improvement. There is internal benchmarking of course and program learning outcomes amongst campuses.Categories: Approach, Deployment, Results, ImprovementsVerified: This Strength was verified on site.Criterion 4.2The Business Unit has direct measures of student learning for all programs campus- wide for three successive periods of assessment results, from 2015-2017.This includes the system-wide Common Standardized Assessment (CSA) results of embedded assessment task (e.g portfolio, project, oral defense, capstone projects, standardized common test etc.) matched with CLO's and PLO's and Faculty Wide Assessment (FWA) which is a common assessment in which students registered in the same course sit a common standardized written examination. Grades are awarded based on evaluation of student work using rubrics. Employer/work placement ratings of student performance are also regularly evaluated. The results are available in HCT website. Categories: Approach, Deployment, Results, ImprovementsVerified: This Strength was verified on site.Standard 5: Faculty and Staff FocusThe Business Unit provides evidence of the faculty and staff's notable and strong engagement to drive student success. Both administrators and faculty, through distinct processes and best practices, help students to prepare for current and future labor market needs. Categories: Approach, Deployment, ResultsVerified: This Strength was verified on site.Criterion 5.1The centralized Human Resources Plan is fully deployed across the 17 campuses. The Human Resources Plan supports the institution and its academic divisions' goals including employee satisfaction, retention, emiratization and recruitment of highly qualified faculty. The Human Resources Plan is very well aligned with the strategic plan. The Business Unit have well developed procedures for recruitment planning, selection, and training of employees. Categories: Approach, DeploymentVerified: This Strength was verified on site.Criterion 5.2The composition of the faculty within the Business Unit provides for required depth and breadth of theory and practical knowledge in order to meet student learning outcomes. Categories: Approach, DeploymentVerified: This Strength was verified on site.Criterion 5.3The Business Unit faculty composition demonstrates sufficient academic credentials and business and/or professional experience that ensure appropriate emphasis on business theory and practice to meet program objectives. The higher level of A.Q. faculty ensures the strengths of programs. Categories: Approach, DeploymentVerified: This Strength was verified on site.Standard 6: Educational and Business Process ManagementThe Business Unit has an effective systematic approach which is fully deployed based on fact, systematic evaluation, and improvement. This approach is well integrated with overall strategic plan of the institution. The unit has aligned its curriculum design and delivery process with the course strategy implementation of HCT 2.0. and requirement of accreditation body. The unit of business utilizes the expertise of faculty leaders/curriculum leaders across the functional areas as well as other stakeholders' input to make changes in design and delivery of programs or individual courses. Categories: Approach, Deployment, ResultsVerified: This Strength was verified on site.Criterion 6.1.1The Business Unit has an effective and systematic approach in curriculum design and curricular changes which has been in effect since 2016 and currently fully deployed and continuously refined. This process is in alignment with HCT 2.0 mission which is further linked with curriculum matrix mapping containing PLO's and CLO's. Each course content topic has a range of direct and indirect assessment along with teaching and learning strategies. Detailed evidence is provided to support the rational for curricular modifications and program review which is based upon results of assessing each PLOs and CLO's followed by course review.Categories: Approach, Deployment, ResultsVerified: This Strength was verified on site.Opportunities for Improvement (OFI) (9)Criterion 2.1The strategic plan is not available on the website and not all stakeholders including faculty and students are aware of the strategic plan and its content.Categories: Approach, Deployment, ImprovementsVerified: This OFI was verified on site.Criterion 3.7The faculty satisfaction and happiness survey as reported by HR Manager during the site visit are conducted nationally and results reviewed for any corrective action by his office. However, it is not clear whether the Business Unit reviews the results or not. An opportunity exists for the Business Unit to review the results to initiate any changes that are needed.Categories: Approach, Deployment, ResultsVerified: This OFI was verified on site.Standard 4: Measurement and Analysis of Student Learning and PerformanceAlthough the learning outcomes are derived from QFE levels and Blooms Taxonomy and approved by CAA, it has become clear during the faculty meetings, that only some faculty are involved in its development. Opportunity exists for all faculty to be knowledgeable about learning outcomes development and their assessments through faculty development programs.Categories: Approach, DeploymentVerified: This OFI was verified on site.Criterion 4.3Since the Business Unit is a federal funded educational institution, opportunity exits for it to effectively benchmark its graduate outcomes with the Business Unit of other federal funded universities.Categories: Approach, ResultsVerified: This OFI was verified on site.Criterion 5.3Although Curriculum Vitae and transcripts of faculty has been provided, not all vitae and transcripts were current and in English. Maintaining current documentation of faculty, qualifications and credentials may be helpful to the Business Unit in ensuring that it matches faculty skills to teaching needs and to ensure that faculty are engaged in an appropriate level of scholarship and professional activities.Categories: Results, ImprovementsVerified: This OFI was verified on site.Criterion 5.4Although the institution has a pool of highly qualified faculty, the distribution of faculty on some campuses are higher than others. For example, in the Al Ain campus there are two programs and 6 faculty. As a result, these 6 faculty have to teach most courses for each program. Resulting in low quality practice of delivering curriculum to students. Categories: DeploymentVerified: This OFI was verified on site.Criterion 5.5Even though the teaching load is defined in the faculty manual as either 12 or 15 hours, depending on the need on the campuses, (for the faculty who are teaching five classes with five preparations) there is a limitation for the scholarly and professional activities, advising and other committee work load. Categories: Approach, ImprovementsVerified: This OFI was verified on site.Criterion 5.8Faculty is involved in scholarly and professional activities; however, faculty members were not involving in consulting activities during the self- study year. The Business Unit has an opportunity to increase the participation of the number of faculty members in consulting activities. Consulting activities can provide benefits for the business unit by enhancing the reputation of the Business Unit, promoting faculty development and enhancing the faculty's ability to bring to the classroom current and relevant real world experiences.Categories: ResultsVerified: This OFI was verified on site.Criterion 6.1.2The Business Unit is committed to an “applied learning” approach allowing students to acquire essential knowledge and skills through reflective engagement.(mandatory internships, simulations,etc.). However, students would like to see more hands on and practical approach in design and delivery of curriculum.
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