How To Visit The Univer Wilmington Cameron School Of Business

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1 Visit Overview: Preparation for AACSB 5 th Year Review Visit UNC Wilmington Cameron School of Business Prepared By Dean Larry Clark For: CSB Faculty Meeting: January 5, 2010 Part I: Overview of the 5 th Year Review Process 1. Who are the AACSB Team members? a. Robert (Bob) Reid, James Madison University (UNCW peer institution), Chair. b. Edward (Ted) Schoen, Rowan University (UNCW peer institution). c. Brian Burton, Western Washington University (UNCW peer institution). 2. How were the team members selected? The CSB submitted its list of UNCW and CSB peer institutions to AACSB. AACSB recommended the team to the CSB. We accepted their recommended team. 3. When will they visit UNCW? a. Arrive on January 31, depart on February 2. b. One day of focused Team activity: Monday, February Why is the team visit called a 5 th Year Review when we were last visited during the academic year? Because reviews formerly were done on ten year intervals. Going forward the CSB will be reviewed every five years. 5. What happened associated with the last AACSB visit to UNCW? a. The CSB was put on continuing review as a result of the visit (January 2000). b. On 9/11/01, the CSB was reaffirmed. Several minor continuing concerns were listed. c. On 3/4/04, the CSB submitted our mid cycle review. It was accepted without any concerns. d. CSB has continued to file an annual report each year to AACSB. 6. What has the Team been provided ahead of their visit? a. The CSB 5 th Year Report (beginning with our mission statement and list of peer schools). b. CSB s past five annual reports filed with AACSB. c. Faculty vitae (copied from Digital Measures). d. Various CSB policies and descriptions of processes. e. Access to a dedicated web page in support of the visit. 7. What else may the Team have considered prior to their visit? a. The UNCW and/or CSB web pages. b. The perceived reputation of UNCW and/or the CSB. c. Anecdotal impressions and/or knowledge from others. 8. Will the Team have made up its mind prior to its visit to UNCW? No. However, from prior consultation with team members, the Team Chair will likely arrive with a draft Team Report already written with matters identified for focus on their visit. Overview Developed by Dean Larry Clark (January 5, 2010) Page 1

2 Part II: Overview of the Visit Process 9. Overall, what will the Team seek to do while it is at UNCW? See attached Itinerary at Page 5. a. Meet with key groups and stakeholders. b. Ask questions to gain a better understanding of what we have presented in our 5 th Year Report. c. Attempt to get a clear sense of the CSB is there strong evidence of focus and achievement of overall high quality in regard to our students, faculty, programs and activities? d. Reflecting upon what and how the CSB has accomplished what it has, are processes in place to assure the likelihood of continued overall high quality into the future (at least until the next 5 th Year Visit)? 10. In particular, what will the Team expect to accomplish? Gather input and make judgments to complete the AACSB team report outline (see Page 6), including: a. Educational Improvement. Is there evidence of orderly processes in place to both achieve and assure continuing overall high quality within the CSB? b. Strategic Management. Does the CSB appropriately leverage resources, talent and opportunities in a strategic manner in pursuit of overall high quality? c. Fulfillment of Mission. Is the CSB appropriately doing what it purports to do in its mission and by its designation of peer schools of business? d. Opportunities for Continuous Improvement Relevant to the Accreditation Standards. i. Appropriate mission and peer schools (reviewed on a regular basis). ii. Adequacy of appropriate faculty (AQ, PQ, Participating Faculty). iii. Intellectual activity of faculty. iv. Assurance of learning (focus exists on direct assessment). v. Orderly program and curriculum development that reflects AOL findings. e. Consultative Matters. What consultative advice might the Team offer to help the CSB more effectively do (or not do) something(s) in our pursuit of overall high quality of students, faculty, programs and/or activities? f. Best Practices. What matters and/or activities of the CSB stand out as being worthy of special notice and/or possible emulation by other schools of business? 11. What will happen in a visit session? This is totally dependent upon the Team. Often the following will happen: a. An individual from the school serves as host and/or lead for the school. b. Team members are introduced (or they introduce themselves). i. Time is almost always a concern the Team often has much that they will wish to accomplish in a particular session. ii. The team determines what will happen when, how and why in a session. iii. The lead for the Team will often disclose what the Team s objectives are for the session (based upon what the Team already feels it knows/wishes to know). iv. Out of necessity, one Team member in a session will often be the clock manager to keep discussions moving in a timely manner. c. Participants in the session are asked to introduce themselves (may be asked to provide some initial background information in doing so). Overview Developed by Dean Larry Clark (January 5, 2010) Page 2

3 d. If a session involves a committee, the committee chair may be asked to provide a short background of the work, accomplishments and/or plans of the committee. i. A committee chair should not expect to make a PowerPoint presentation. ii. A short handout may be appropriate. e. Participants are expected: i. To be on time. ii. To be respectful of the purpose of the review and the role of Team members. iii. To relax (the visit is not an adversary hearing). iv. To participate. v. To respond directly to questions (again, time is of the essence on a visit). vi. To be forthright (every school has matters it could/should do better). vii. To not attempt to use the Team to resolve possible personal issues/concerns. viii. During the consultative phase of the session, to feel free to ask questions. ix. To not engage the Team members for long after a session Team members need time to huddle, reflect and prepare for the next session(s). Part III: The Team s Likely Decision Process 12. What does the Team do after its visit to campus? It will prepare a recommendation to the AACSB Maintenance of Accreditation Committee that the CSB either be reaffirmed for accreditation or be asked to submit a Sixth Year Report (to address specific identified concerns). (Note: Dean Reid is Chair of MAC for ) 13. How will the Team likely develop its recommendation? a. The Team will attempt to leave campus by 4:00 p.m. on Monday. b. Their initial discussion will likely focus upon their individual impressions and thoughts: i. The Team Chair will attempt to get a sense of the team what are their individual impressions of the overall high quality of the students, faculty, programs, practices and activities of the CSB? ii. What surprises, if any, did the Team experience during the visit? Why? Impact? iii. What concerns and/or questions prior to the visit seem to yet be on the table for discussion? iv. Did any new concerns and/or questions jump out to be added to the table for discussion? c. Usual next discussions: the Team will walk through the visit and discuss each session. i. Any new or continuing concerns? If so, resolve then or put aside to resolve later. ii. Any possible consultative matters? iii. Any possible best practice matters? d. Deliberation. i. What substantive matters remain outstanding for discussion/resolution? ii. Impact of matters on the issue of reaffirmation? iii. Is a recommendation of reaffirmation appropriate? 1. If so, any concerns to yet list? 2. If not, focus of matters for the CSB to address in a Sixth Year Report? Overview Developed by Dean Larry Clark (January 5, 2010) Page 3

4 Part IV: The Team s Recommendation 14. How and when will the CSB learn of the Team s recommendation? a. Dean and Associate Deans will be told the Team s recommendation and be given a finished draft of the Team s Visit Report at breakfast on Tuesday. b. Dean and the Team will meet with Provost Barlow and Chancellor DePaolo. The Team will tell them of their findings and recommendation. 15. When and how will CSB faculty and staff learn of the Team s recommendation? a. Likely around noon on Tuesday, February 2. b. Will there be a public announcement at this time? No, the Team s recommendation is not final. It must yet be approved at AACSB. 16. What happens with the Team Report? a. The Team Chair will finalize the Team s Visit Report (including their recommendation). b. The Chair will submit his report to the Maintenance of Accreditation Committee (MAC). c. MAC will review the report. i. If questions or concerns exist the report will be remanded to the Team Chair for action. 1. If so, the Team Chair handles the matter and responds back to the MAC. 2. The MAC re considers the recommendation. ii. If accepted, it will be forwarded to the AACSB Board of Directors for approval. d. The decision of the AACSB Board of Directors is final. Attachments 1. Visit Itinerary. Page 5 2. Team Visit Report template. Page 6 CSB 5 th Year Report Matters and Other Items* 3. CSB Vision Statement. Page 7 (Page 25). 4. CSB Mission Statement. Page 7 (Pages 5 and 25 in the CSB 5 th Year Report). 5. UNCW & CSB Table of Peer Institutions. Page 7 (Page 26). 6. UNCW and CSB Strategic Goals. Page 8 (Page 28). 7. Ten Year Summary (Important Matters since Last AASCB Visit to UNCW). Page 9 (Page 6). 8. CSB Effective Practices. Page 10 (Page 7). 9. CSB Advantages/Strengths. Page 10 (Page 17). 10. CSB Challenges/Concerns. Page 10 (Page 20). 11. Students. CSB Enrollment Statistics. Page 11 (Page 12). 12. Students. Admitted to B.S. in Business Administration Concentrations. Page 11 (Page 11). 13. Students. CSB Graduation Statistics. Page 12 (Page 13). 14. Faculty. Concerning Faculty Academically Qualified Status (AQ). Page 13 (Page 18). 15. Planning Responsibility. Page 13 (Page 27). 16. Strategy Committee Charter (2/20/04). Page Learning Goals: B.S. in Business Administration Degree. Page Review Cycles. Page 16 (Page 30). 19. Charge to AOL Committee of 11/8/05. Page 17. * The first page reference is to this document. The second page reference is where the item can be found in the CSB 5 th Year Report, if applicable). Overview Developed by Dean Larry Clark (January 5, 2010) Page 4

5 UNCW Cameron School of Business AACSB Team Visit [Revised Draft 3] January 31 through February 2 Sunday, January Team members arrive in Wilmington. a. Met at airport by Dean Larry Clark or Associate Deans Bill Sackley or George Schell b. Go to Holiday Inn Resort Hotel. ( _ googlemaps _ hi _ wrgnc&dp=true). 2. Evening social and dinner at Holiday Inn Resort Hotel a. 6:00 p.m. Working dinner. Team with Dean, Associate Deans, IMBA Director and International Programs Director. Focus: International MBA. b. 7:30 p.m. Dinner over. Team returns to Team Suite Monday, February 1 7:30 a.m. Depart Holiday Inn Hotel for UNC Wilmington campus. 8:00 9:00 Breakfast split sessions Session A Student Advisory Council Session B Representative members of the Cameron Executive Network Session C Representative advisory board and/or major supporters. 9:15 10:00 Assurance of Learning Committee 10:15 11:00 Split sessions Session A Representative junior faculty (including faculty development) Session B Curriculum Committee 11:15 Noon International Programs 12:15 1:30 Lunch with the Strategy Committee 1:45 2:30 Graduate Programs 2:45 3:30 Professors (including promotion and tenure issues) 3:30 4:00 If needed, counsel time with dean (or any other person(s)) 4:00 Return to Holiday Inn Resort Hotel (leave earlier if ready) 7:00 Private dinner for team at hotel (possibly earlier if team elects) Tuesday, February 2 7:30 8:30 Breakfast with Dean Larry Clark and Associate Deans Bill Sackley and George Schell 8:30 9:00 Travel to UNC Wilmington 9:00 10:00 Interim Provost Cathy Barlow and Chancellor Rosemary DePaolo 10:00 Team members assisted back to hotel and/or to airport. Overview Developed by Dean Larry Clark (January 5, 2010) Page 5

6 TEAM VISIT REPORT MAINTENANCE OF ACCREDITATION REVIEW UNC Wilmington Cameron School of Business I. Team Recommendation A. Team Recommendation: Extend Accreditation Maintenance or Sixth Year Review. II. Identification of Areas That Must Be Addressed Prior to Next Maintenance Review The next maintenance review will occur in five years with the expectation of Annual Maintenance Reports beginning with the current academic year. With this in mind, the School of Business should annually update its Strategic Plan, in the form of the Annual Maintenance Reports, on the action items noted below: (Insert concerns, or if none, indicate n/a) Identification of Areas That Must Be Addressed During Sixth Year Review (Please list each standard for which a quality issue has been identified. For each listed standard, please provide a brief description of the findings leading to the concerns and any suggestions for improvement. Also include any specific reporting expectations for the school s Sixth Year Review Report.) III. Relevant Facts and Assessment of Strengths and Weaknesses in Support of the Team Accreditation Recommendation A. Educational Improvement B. Strategic Management C. Fulfillment of Mission (Please discuss the achievement of each of the above in relation to accreditation standards as a whole, not individually.) IV. Commendations of Strengths, Innovations, and Unique Features V. Opportunities for Continuous Improvement Relevant to the Accreditation Standards (For continuous improvement purposes of quality programs, every Team Visit Report should include a summary of the respective opportunities as related to the accreditation standards.) VI. Summary of Visit A. List of Comparison Groups: i. Comparable Peers ii. Competitive Group iii. Aspirant Group B. Review Team Members C. Visit Schedule. See Attached. D. Materials Reviewed (List all documents and materials provided by the applicant and reviewed by the Peer Review Team.) VII. Additional Team Report Documents A. Consultative Report B. Best Practices Report. Overview Developed by Dean Larry Clark (January 5, 2010) Page 6

7 CSB 5 th Year Report Matters and Other Items CSB Vision Statement (Approved by CSB Faculty on September 30, 2005) The Cameron School of Business is committed to achieving overall excellence in teaching, scholarship, and service and a leading position among regional public universities. Cameron School of Business Mission Statement (Approved by CSB Faculty on September 30, 2005) Through excellence in teaching, scholarship, and service, the Cameron School of Business provides students with the skills and knowledge to think critically and act responsibly in meeting global business challenges. The School achieves a leading position among regional public universities through: teaching and faculty responsiveness to student needs interaction between students and business leaders quality scholarship regarding business theory and practical application selected programs that achieve national reputations responsiveness to the region, including scholarship and service Table of Peer Institutions (Approved by Strategy Committee, Year) UNCW Peer Institutions List (Approved by UNC Board of Governors) Cameron Comparable Peers List (Approved by the CSB Strategy Committee) California Polytechnic State Univ. San Luis Obispo College of Charleston College of New Jersey Humboldt State University James Madison University Murray State University Rowan University Sonoma State University Towson University Truman State University Western Washington University University of Northern Iowa University of Texas Dallas University of Wisconsin Eau Claire Bowling Green University College of Charleston Georgia Southern University Illinois State University Kennesaw State University University of Nebraska Omaha University of North Florida Northern Iowa University Sam Houston State University University of Tennessee Chattanooga Cameron Competitive Peers List University of North Carolina System Universities East Tennessee University (TABSA) Cameron Aspirant Peers List James Madison University Miami University of Ohio College of William and Mary Overview Developed by Dean Larry Clark (January 5, 2010) Page 7

8 CBS Strategic Goals Approved by CSB Faculty Vote on September 30, 2005 UNCW Goals: 1. Create the most powerful learning experience possible for our students. 2. Recruit, retain and develop quality faculty, administration and staff in appropriate numbers. 3. Embrace and enhance diversity throughout the university s constituencies, culture, curriculum and outreach activities. 4. Create an educational environment that prepares our students to be global citizens. 5. Strengthen the university s regional engagement and outreach activities. 6. Enhance the quality of UNCW s environment and provide a campus that is attractive, functional and, above all, safe. 7. Ensure adequate resources to achieve university goals by increasing public financial support and private giving. Cameron School of Business Goals: 1. Create a powerful learning experience through excellence in teaching, scholarship, and significant interaction between students, faculty, and business leaders. 2. Recruit, retain, and develop a portfolio of quality faculty and staff. 3. Ensure that students, faculty, and staff understand the value of diversity in a multicultural business environment. 4. Build a global perspective for faculty and students. 5. Strengthen regional engagement through student and faculty service, outreach and applied scholarship. 6. Provide an environment that is safe, attractive, and conducive to learning. 7. Pursue increased public financial support and private giving. 8. Develop and promote selected programs to achieve regional and national recognition. Overview Developed by Dean Larry Clark (January 5, 2010) Page 8

9 Ten Year Summary (Important Matters since Last AACSB Visit to UNCW) The last campus visit by an AACSB team to the Cameron School of Business was in February Since this time a significant number of developments have occurred. The following is a partial list of major highlights since Degree Programs Split of Management concentration (now Entrepreneurship & Business Development, Human Resource Management and Management & Leadership) and introduction of International Business concentration All B.S. in Business Administration concentrations were reviewed and revised (between ) Entrepreneurship & Business Development and International Business are the fastest growing concentrations New joint MS Computer Science & Information Systems degree New International MBA degree with specialization in Finance offered at UNCW in partnership with five European Institutions. New Business of Marine Sciences (post doc) option within Professional MBA program New off campus BSBA degree (General Business) at Coastal Carolina Community College Program advisory boards established for entrepreneurship and ISOM (MSA already existed). Expected soon: international business. Assurance of Learning (AOL) programs in place for all degree programs, innovative data warehouse created Faculty Growth of tenure track and tenured faculty from 57 to 66 A significantly greater AQ expectation (standard: 3 refereed articles over a rolling 5 year period) Significantly greater amount and quality of faculty research and grant activities Expansion of Executive in Residence program, from three to six faculty Students/Student Support Pre business and business students grew from 1,300 to 2,050. That number has recently decreased to 1,720 students because of increasingly higher BSBA admission standards: from 2.2 to 2.4/specific courses to 2.6/specific courses to 2.7 overall GPA Graduate students: continuous growth to 236 students Creation of the Cameron Executive Network (175 mostly more recently retired senior executives who mentor over 400 students annually) Student Advisory Council and award winning, active student organizations and clubs Forthcoming $1M BB&T Student Managed Investment Fund Increased honor students, research with faculty, independent studies and internships (helped by new Service Learning coordinator) Facilities/Technology Co tenant in new Computer Information Systems Building CSB now has over 500 computers and servers, including four computer classrooms and two labs Financial Markets Room, Edward Jones Financial Lab, Networking Lab and Sales Marketing Lab Global New international business core course requirement created (INB 300) New international business concentration established CSB students abroad: now over 150 students per year International students to UNCW/CSB: now over 75 total (over 25 new undergraduate students this year) New International MBA program (hosted IBSA faculty from six partner universities in June 2009) Outreach/Centers $1M endowment for H. David and Diane Swain Center for Business & Economic Services UNCW Entrepreneurship Center (forthcoming) BB&T Institute for Global Capitalism and Ethics (forthcoming) Advancement Major UNCW campaign yet in quiet stage (CSB has raised over $4.5M since 7/1/05) Overview Developed by Dean Larry Clark (January 5, 2010) Page 9

10 [List reviewed and approved by CSB Strategic Planning Committee on October 16, 2009] From the CSB 5 th Year Report CSB Effective Practices (From Strategy Committee) Cameron Executive Network Business Week (and Associated Events) TABSA (Undergraduate Dual Degree Program) Assurance of Learning/EBI Survey BB&T Gift/Student Managed Investment Fund CSB Advantages/Strengths (From Strategy Committee) Academic Reputation Cameron School of Business Faculty Executive Involvement Global Programs/Opportunities Facilities, especially the Computer Information Systems Building Innovative and Successful Graduate Programs, Especially MSA Program AACSB Other strengths/advantages University administration support of the CSB Geographical location (to attract students and faculty and enable Cameron Executive Network) Active and engaged school and program advisory boards CSB Challenges/Concerns (From Strategy Committee) Diversity of Students and Faculty Faculty Retention Impact of Budget Cuts/Budget Instability Technology: Acquiring/Sustaining/ Support Facilities: Cameron Hall Other Challenges/Concerns Changing environment of and competition in higher education Need for more student scholarships particularly diversity, merit, and four year renewable scholarships Maintaining better contact with a broader base of CSB alumni Need for stronger communications, marketing and web support Overview Developed by Dean Larry Clark (January 5, 2010) Page 10

11 Students Cameron School of Business Student Enrollment (BS BA includes Pre Business students) Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009 BA in Economics Enrollment BSBA Degree Enrollment in: Accounting Economics Entrepreneurship & Bus. Dev. N/A N/A Finance General Business Human Resource Management N/A N/A Information Systems International Business Management Management & Leadership N/A N/A Marketing Operations Management Other CCCC Enrollment NA NA NA NA NA 22 Total BSBA Enrollment Total Undergraduate Enroll Professional MBA Degree International MBA Degree N/A N/A N/A MS in Acct Degree MS in CSIS Degree N/A Total Master's Enrollment Total Enrollment Admitted to B.S. in Business Administration Concentrations ( Second Major in Parenthesis) Accountancy: 175 (plus 24 second majors) Information Systems: 44 (plus 4 second majors) Economics: 38 (plus 7 second majors) Entrepreneurship & Business Development: 64 (plus 11 second majors) Finance: 180 (plus 33 second majors) Human Resource Management: 32 (plus 2 second majors) International Business: 66 (plus 13 second majors) Management: 12 (plus 1 second major). [Concentration has been eliminated.] Management and Leadership: 135 (plus 10 second majors) Marketing : 212 (plus 33 second majors) Operations Management : 43 (plus 5 second majors) Overview Developed by Dean Larry Clark (January 5, 2010) Page 11

12 Cameron School of Business Degrees Awarded BA Degree in Economics BSBA Degree in: Accounting Economics Entrepreneurship & Bus. Dev. N/A N/A Finance General Business Human Resource Management N/A N/A Information Systems International Business Management Management & Leadership N/A N/A Marketing Operations Management BSBA Degree at CCCC Total BSBA Degrees Total Undergraduate Degrees Professional MBA Degree International MBA Degree N/A N/A N/A 5 8 MS in Acct Degree MS in CSIS Degree N/A N/A Total Master's Degrees Total Degrees Awarded Overview Developed by Dean Larry Clark (January 5, 2010) Page 12

13 Faculty Concerning Academically Qualified (AQ) Status Journal Articles Over Rolling 5 Years Courses/Yr Teaching Qualification Faculty 0 refereed journal article/rolling 5 years 8 Lower level (not AQ ever) 2* 1 refereed journal article/rolling 5 years 8 Lower level & 300 principles 2 2 refereed journal article/rolling 5 years 7 Undergraduate/graduate as needed by CSB 2** 3 or more refereed journal article/rolling 5 years* 6 All undergraduate & graduate as qualified 60 * Individual returned from university administrative leadership position and entered phased retirement. ** One individual is a department chair with a 2/5 expectation. Total Full Time Non PQ Faculty: 66 Professionally Qualified (Executives in Residence) 6* All undergraduate & graduate as qualified 6 *Some EIR have release time for administrative responsibilities. Total Full Time CSB Faculty 72 Over the past five years, our faculty members have published 398 peer reviewed journal articles. More important, the quality of faculty publications has continually increased, especially evident at times of tenure and/or promotion. Over the past ten years, every CSB candidate for tenure and/or promotion has been successful in achieving tenure and/or promotion (contrary to experiences elsewhere in the university). Perhaps most import, CSB faculty are strongly published in all departments and disciplines, as apparent in Table 2.1. (Note: UNCW has just begun implementing Digital Measures for the reporting of faculty activities, including intellectual contributions. The information in Table 2.1 is directly pulled from this new Digital Measures database. We have made some adjustments. However, there remains mixed in with the Peer Reviewed Journals listing some high quality practitioner journals that are reviewed but not academic peer reviewed. They have been left in the category because such journals do count towards AQ status for purposes of the CSB Faculty Workload Policy. Lesser quality practitioner journals do not qualify (and should not be in the list). How faculty members post research activities is continuing to be assessed and considered by both the university and the CSB.) Planning Responsibility Planning Matters CSB Faculty CSB Strategy Committee Mission/Vision Approves changes Proposes changes Goals & Primary Objectives Peer Schools Primary Tactics Executive Committee Primary Overview Developed by Dean Larry Clark (January 5, 2010) Page 13

14 Cameron School of Business Strategy Committee Charter Passed by Faculty at February 20, 2004 Meeting Membership The Strategy Committee will consist of the Cameron Executive Committee (dean, associated dean, chairs, executive secretary) plus one person elected by each department. Guiding Principles for the CSB Strategy Committee 1. The CSB Faculty Council, as permitted by the University of North Carolina System and the University, will continue to be the ultimate voice of the faculty of the Cameron School of Business. 2. The Committee should complement the present roles and responsibilities of existing CSB committees. 3. The Strategy Committee should focus on big picture, strategic thinking on how best to leverage CSB (and UNCW) opportunities to promote and sustain overall high quality of students, faculty, staff, programs, outreach and external relations, including with alumni. 4. The Committee should engage in open and continuous communication with all appropriate stakeholders. Both the agenda and minutes of Committee meetings should be posted on the CSB web site. 5. The Committee should include all appropriate key stakeholders, including invitations to Committee meetings, in the making of significant policy recommendations or decisions. Where time permits, proposed significant policy recommendations or decisions should be circulated for input by key stakeholder(s) prior to final enactment. Matters Reserved for the CSB Faculty Council (full faculty) Approval Include: 1. CSB mission and vision statements. 2. New CSB degree program. 3. Degree learning goals. 4. Major CSB degree or curriculum changes. 5. CSB degree admission requirements. 6. CSB faculty RTP policies. 7. CSB faculty workload policies. 8. New CSB center or institute. Matters Appropriate for the CSB Strategy Committee Include: 1. Primary responsibility for assurance of CSB compliance with AACSB accreditation standards and requirements. 2. Primary responsibility for the oversight of cultural diversity issues impacting students, faculty, staff and programs. 3. Establish CSB annual goals and objectives consistent with CSB vision, mission and budget. 4. Establish CSB annual and three year budget priorities, including priorities for: a. Faculty and staff staffing. b. Faculty attraction, development and retention. Overview Developed by Dean Larry Clark (January 5, 2010) Page 14

15 c. Technology. d. Marketing and communications. e. Advancement. f. Outreach. 5. Provide policy recommendation, when and where appropriate, for CSB Council consideration of: a. New CSB degree program. b. CSB degree learning goals. c. Major CSB degree or curriculum changes. d. CSB degree admission requirements. e. CSB faculty RTP policies. f. CSB faculty workload policies. g. New CSB center or institute. 6. Establish enrollment management policies consistent with degree requirements and admission standards to best assure overall high quality of CSB programs. 7. Establish appropriate policies for the oversight and support of student affairs, including student attraction, retention, advising, counseling and support. 8. Other matters associated with strategic planning or policy issues, including alumni affairs, advancement and outreach. Matters Appropriate for CSB Executive Committee Include: 1. Tactical matters associated with items above. 2. Matters assigned to the Executive Committee. Matters Appropriate for Existing CSB Committees Include: 1. Matters now assigned each CSB Committee. 2. Matters to be assigned. Overview Developed by Dean Larry Clark (January 5, 2010) Page 15

16 Learning Goals: B.S. in Business Administration Degree Passed by CSB Faculty on 9/30/05 Our students will be able to integrate discipline specific knowledge across functional areas and utilize leadership and team skills to accomplish group tasks. Our students will demonstrate critical thinking and problem solving skills through problem identification, analysis and synthesis of data, evaluation of alternatives, and defense of a solution. Our students will be able to conceptualize a complex issue into a coherent written statement and oral presentation, demonstrated with the effective use of technology. Our students will understand the importance of social responsibility, diversity, ethics and legal issues. Our students will demonstrate an understanding of global business practices that embraces the opportunities of multicultural, diverse environments, as they relate to local, national and global operations. Review Cycles* Matter to be Reviewed Last Reviewed Scheduled Initiating Committee or Unit Vision, Mission Statements Fall 2004 Spring 2010 Strategy Committee Review of peer institutions Fall 2011 Strategy Committee BS in Business Administration Learning goals June 2005 Fall 2010 Strategy Committee / AOL Review of major and core Spring 2011 Curriculum Committee Review of concentrations Fall 2012 Departments BA in Economics Learning goals June 2005 Fall, 2010 Strategy Committee / AOL Review of major Fall 2012 Economics and Finance Department Graduate Programs** Professional MBA Fall 2009 MBA Committee International MBA Never (new) IMBA Committee MSA MSA Committee CSIS Never (new) MS CSIS Committee * UNCW s mission statement was officially revised Fall, **Graduate program reviews will include a review of learning goals. Overview Developed by Dean Larry Clark (January 5, 2010) Page 16

17 Cameron School of Business November 8, 2005 Memo To: Memo From: John Marts Chair, CSB Assurance of Learning Committee Larry Clark Dean, CSB RE: Establishment of Assurance of Learning Process/Criteria for B.S. B.A. Graduates 1. This communication is a follow up to the message you and your fellow Assurance of Learning Committee members concerning the work of your committee. I apologize in advance for the fact that you are receiving both messages with so little lead time before the visit of Ms. Susan Hatfield, to be discussed below. 2. The primary purpose of this communication is to formally charge and request that the CSB Assurance of Learning Committee begin to develop assurance of learning (AOL) processes and criteria for the Bachelor of Science Business Administration Degree. 3. The University is belatedly moving to begin having academic units implement assessment processes and criteria for their programs to meet university SACS accreditation expectations for assessment (AACSB calls this assurance of learning ). Ms. Susan Hatfield, from Winona State University, has been hired to help jumpstart this process. She will be on campus next week on Monday and Tuesday (the 14 th and 15 th ). You have previously been asked by George Schell to try to attend her Monday afternoon session from 1:30 to 4:30. This will help you to gain a strong overview of what is meant by assurance of learning (or assessment) and what types of direct (versus indirect, like the EBI Survey) assessment might work for us. The notice of the meeting from the Provost s Office is at Attachment On Tuesday, November 15, she will be at the Cameron School of Business to work specifically with us concerning assurance of learning. We have scheduled her meeting with your committee for noon in CH 102. This will be your first meeting. However, your Committee Chair, John Marts, has attended several AACSB seminars and has otherwise been do background work for your committee. He will help lead the discussion with Susan for you to understand your committee s purpose and role. The good news is that John believes that it should not be a burdensome task for your committee to do its work. The CSB itinerary for Ms. Hatfield is at Attachment AACSB has adopted new accreditation standards, found at Jan05 Final.pdf. The new standards have significant greater expectations for curriculum including the need for program learning goals and measures for assessment. The CSB faculty adopted the new learning goals for the BS BA degree on September 30 (see Attachment 3). The review of degree expectations, including the business core, will be the job of the CSB Curriculum Committee. To a great extent, you will be dependent on their work. 6. To prepare for your work, you should begin by becoming very familiar with the Assurance of Learning section of the Standards, beginning at page 15 (page 18 of the web version). Sections 15 through 17 provide guidance as to what our majors will be expected to know. You will see that the standards speak to knowledge, not specific courses. To begin, a school must establish program learning goals linked to vision and mission. This has been completed. Now Overview Developed by Dean Larry Clark (January 5, 2010) Page 17

18 the CSB Curriculum Committee will work to link our degree requirements to these learning goals (and the standards). 7. In an ideal world, you would be asked to begin your work knowing the new business core and other degree requirements, including whether we will have any new one hour courses. Because of AACSB expectations, we do not have the luxury of time to wait for this to happen (we are already a year late in setting our AOL process). 8. Like the CSB Curriculum Committee, you should focus your work on linking to the new BS BA Learning Goals. We need to be able to demonstrate by direct measure how we know our students are learning what we say they should be learning and how we will plan to address both students and curriculum issues where this does not happen. What you do for the B.S. B.A. degree will help us to develop AOL processes for our graduate and BA in Economics degrees (now still in need of having learning goals). 9. Many AACSB schools have made a decision to adopt the ETS Assessment program that helps to measure student competencies in specific areas. I believe you should explore this possibility for us. One significant, practical problem is how to be sure our forthcoming graduates will be motivated to do well on the test. Ideally, we would have students take the ETS exam late in the semester before they graduate and they would have to have a minimum score to be allowed to remain enrolled in our school capstone course, assuming we continue to have this. A practical problem is timing. To work, a student must be able to take the test at least twice before the semester. In addition, it is necessary for students to have completed the business core, or at least most of it, to be able to secure an appropriate score. How and whether this is a viable method of assessment for us is something you will need to explore. Perhaps there are additional and/or alternative methods that might be more effective for us. 10. Besides a possible final means of assessment, we will need to be able to demonstrate AOL along a student s path through the BS BA Degree curriculum. In advance of the final recommendations of the CSB Curriculum Committee, you should explore possible ideas and methods to assure AOL. 11. As stated previously, the AACSB expectations of AOL are very similar to those of SACS. We will need to meet both sets of standards. The most significant difference is that AACSB will not require us to have learning goals and assessment criteria for our BS BA Degree options but SACS will. In addition, SACS speaks more commonly of assessment while AACSB speaks of assurance of learning (AOL). For all practical matters, these are the same. 12. Dr. George Schell, our Associate Dean, will be the Dean s Office liaison to your Committee. However, I will be happy to meet with your Committee at the outset of your work or any other time if this might be helpful to you. 13. The work your Committee is about to do is very important to the future of the School. It will become the basis for how we will know that our graduates are what we say they are to be. In advance, we thank you for your thought and work. c. Assurance of Learning Committee Members Executive Committee Members Overview Developed by Dean Larry Clark (January 5, 2010) Page 18