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Basis for the final decision/Program CommentsStrengths (9)Organizational Charts The President articulated a well defined vision for the College of Business and this may impact the future organization chart. The University's President is new and also are some of the leadership. The President informed us that a search was underway to select a permanent Dean for the School of Business. The President's vision for the future leadership will have a positive impact on the Organization charts. The School of Business has Interim leadership. Both the Dean and Associate Dean are in an interim basis. It will serve the school and community well to permanently fill the leadership positions so that strategic plan and improvements can occur for the Business School. Categories: Approach, Deployment Verified: This Strength was verified on site.Conditions of Accreditation There is an ongoing effort to collect assessment data that are useful for continuous improvement of the business unit programs, but the systematic process is in the infancy stage. Categories: Approach, Deployment Verified: This Strength was verified on site.Criterion 1.1 The business unit has a process in place to evaluate the performance of faculty, the business unit chair, and the administrative assistant. The chair of the business unit is responsible for setting, communicating, and deploying program values and performance expectations. There is evidence of continuity and collaboration between administration and faculty in the shared planning process and promotion of the college and its mission. Current students and alumni of the business unit speak highly of the instruction they received from the business faculty and of the supportive relationships between faculty and students. Categories: Approach, Deployment Verified: This Strength was verified on site.Criterion 1.2 In conversation with the University leaders and other stake holders, it was determined that the business unit has a process to address the impacts on society of its program offerings, services, and operations. In addition, there is an environment that fosters ethical business and academic practices in all student and stakeholder transactions and interactions. Categories: Approach, Deployment, Results, Improvements Verified: This Strength was verified on site.Criterion 2.1 The business unit uses a process to track its strategic plan. Specific targeted elements and dates (short-term and long-term) are clearly identified, as are specific individuals responsible for strategic plan elements. As verified in conversations with the Assistant Vice President for Assessment and her team coupled with the business unit leadership team, the business unit has a process for creating and tracking its strategic plan. This includes the Annual Program Review (APR), faculty retreat meetings, BOA meetings, and annual strategic planning meetings. They are utilized to strengthen the strategic planning process. Categories: Approach, Deployment, Results Verified: This Strength was verified on site.Criterion 3.6 The University maintains stated complaint management processes in its student and faculty handbooks. The processes apply to and are used by the business unit. Categories: Approach, Deployment Verified: This Strength was verified on site.Criterion 5.3 The business unit provided sufficient evidence to demonstrate the composition of faculty exceeds the minimum academic credentials and business or professional experience needed to ensure appropriate emphasis on both business theory and practice to meet program objectives. Categories: Approach, Deployment Verified: This Strength was verified on site.Criterion 6.3.4 The academic policies for probation, suspension, and readmitting of students are clearly stated in the institutional website and in the undergraduate and graduate catalogs. According to the Self-Study and in conversation with some stakeholders, the Undergraduate Catalog (See URL Sources: Pages 95-96 2017-2019 Undergraduate Catalog) describes the process for academic warning, probation, and dismissal. This business process is managed by the Registrar’s Office. The Graduate Catalog (See URL Sources:- page 73 2016-2018 Graduate Catalog) describes the process for academic warning, probation, and dismissal. A student whose cumulative grade point average (GPA) falls below 3.0 is placed on academic probation for the next semester; any student on academic probation must re-take the failed classes during the probationary period in order to raise the grade point average. Failure to raise the GPA to a 3.0 during the probationary period will result in academic dismissal. Categories: Approach, Deployment, Results, Improvements Verified: This Strength was verified on site.Criterion 6.3.7 The team met with the Vice President for Enrollment Management. Annual goals and objectives for the Enrollment Management Division are developed and implemented based upon feedback from stakeholders, changes in technology, and current professional best practices. Feedback information is used for continuous improvement. Enrollment is on the increase. Categories: Approach, Deployment, Results, Improvements Verified: This Strength was verified on site.Opportunities for Improvement (OFI) (10)Organizational Challenges The leadership of the business unit has changed several times during the last decade. As a result, it appears that systematic processes for continuous improvement has been neither implemented nor maintained. To achieve leadership continuity, perhaps a leader with increased longevity could be installed. As a result, strategic and operational plans could be developed and implemented reflecting systematic processes for continuous improvement. During the site visit, business unit leaders indicated that Opportunities for Improvement might include; offering a greater number of online courses, providing additional resources for timely internal processing of student applications, and using alumni surveys to improve the current student satisfaction rate of 67%. Categories: Approach, Deployment Verified: This OFI was verified on site.Criterion 2.1 There was no evidence from the business unit about using data collected to "Close-the-Loop" in the strategic planning process. A completed process would verify implementation and completion of plans. Categories: Approach, Deployment, Results Verified: This OFI was verified on site.Standard 3: Student and Stakeholder Focus Overall, there is evidence of early stage development of systematic processes for identifying stakeholders and learning and learning from both student and stakeholder population. While there is sporadic progress evidenced from the QA Report (2013-2016 and 2016-2017), systematic approaches to "listening to and learning" to students and stakeholders are not fully evident. Opportunities exist to implement systematic processes for "listening to and learning from" students and stakeholders across the business unit. Categories: Approach Verified: This OFI was verified on site.Criterion 3.1 The business unit provides demographic and enrollment trend data. However, a statement "determining" target student segments its educational programs will address" is not concisely presented. Providing an intentional, complete, and concise list of student segments vs. current enrolled student data would enable clear directionality, as well as an indication of the resources necessary to address identified student segments. Categories: Approach, Deployment Verified: This OFI was verified on site.Criterion 3.5 It was not evident that the business unit has processes for systematically building relationships with desired stakeholders. Categories: Approach Verified: This OFI was verified on site.Criterion 3.7 While the business unit evidenced student course feedback and Advisory Board Meetings minutes, there was minimal evidence of systematic approaches in place to use available data to formulate actions toward addressing student and key stakeholder satisfaction or dissatisfaction. An opportunity exists for the business unit to develop and implement systematic approaches to student and key stakeholder satisfaction or dissatisfaction. Categories: Approach Verified: This OFI was verified on site.Criterion 4.1 While there appears be be early stage progress associated with systematized student learning and performance data, assessment statements such as "Assessment will occur again Spring 2018" do not indicate full implementation. It does not appear that learning outcomes assessment occurs at the business unit level, instead at the University level through board assessments (e.g MFT). As a result, there was little to no evidence of direct application of systematic processes or actions at the business unit level. The QA Report 2013-2014 and 2016-2017 indicated revisions to be made to learning outcomes associated with the BSBA and MBA degree programs. Programmatic Learning Outcomes are evidenced for both degree programs. However, comparing these QA Reports, there is minimal evidence of systematic processes for tracking, mapping, and employing learning outcomes results. An opportunity exists to create and implement systematic processes for tracking, mapping, and employing learning outcomes results. Categories: Approach, Deployment Verified: This OFI was verified on site.Criterion 5.5 Information associated with adjunct faculty teaching, scholarly activity, and community service were not evidenced. Categories: Approach, Deployment Verified: This OFI was verified on site.Criterion 6.2.1 University-level educational support service processes appear to be instituted. However, the business unit evidences sporadic reporting associated with the key measurement categories "Usage Rates, Success Rates, Student and Stakeholder Feedback." Systematic assessment and continuous improvement processes providing detailed and actionable data are not provided. Categories: Approach Verified: This OFI was verified on site.Criterion 6.2.2 The data provided attempts to measure "Business programs from 80% to 90% by 2020." The material evidences the exact content in each column; "What is your measurement instrument or process? Current Results Analysis of Results Action Taken or Improvement made." Content is; 1) Retention rates as reported to the VPAA every January; 2) 85% in 2014; 3) In a positive trend for the last three years; 4) Increased number of meetings to three meetings a year with business students regarding continued education and completion plans." The data provided does not reflect the current reaffirmation year, nor does it evidence a comprehensive process with action taken. A process with current information and implementation of results in improvements needs to be shown.
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