WINTER 2019 BLAZING NEW TRAILS...ACBSP President/CEO [email protected] Winter is often a busy time...
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BLAZING NEW TRAILS ACBSP Announces Certificate Accreditation Page 6 ACBSP Launches Innovation Challenge A.Commentary: A New Year, A New Year of ACBSP Travels Page 11 Page 2 WINTER 2019
Transcript of WINTER 2019 BLAZING NEW TRAILS...ACBSP President/CEO [email protected] Winter is often a busy time...
BLAZING NEW TRAILS
ACBSP Announces
Certificate AccreditationPage 6
ACBSP Launches
Innovation Challenge
A.Commentary: A New Year,
A New Year of ACBSP TravelsPage 11Page 2
W I N T E R 2 0 1 9
A.Commentary: A New Year, A New Year of ACBSP Travels
Welcome New Members!
Access Accreditation
Accreditation Governance Board (AGB) to Oversee Certificate Accreditation
Now Accepting Applications for the 2019 Chair’s Award
Record Graduate Growth Rates through Faculty Led Recruitment & Retention Strategies
Accreditation Roadmap Series— Standard 4: Student Learning Assessment
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Winter 2019
Joliet Junior College – the Nation’s First Public Community College – Hosts Region 4 ACBSP Members University Of Redlands Launches Purposeful Leadership Initiative
Student Teacher
Innovative Collaboration for Better Learning Outcomes Results
Building the ACBSP Accreditation Profile in the Chinese Higher Education Industry
Leverage Your ACBSP Membership into Something More 2019 Events
IN THIS ISSUE
ON THE COVER:ACBSP Announces Certificate Accreditation PAGE 6
MissionACBSP promotes continuous improvement and recognizes excellence in the accreditation of business education programs around the world.
CHEA ScopeACBSP accredits business, accounting, and business-related programs at the associate, baccalaureate, master, and doctorate degree levels worldwide
EditorialMelinda Dorning, Managing Editor, [email protected]
ACBSP Impact is published four times a year by ACBSP –Accreditation Council for Business Schools & Programs11520 West 119th Street, Overland Park, KS 66213Tel: +1.913.339.9356 acbsp.org | impact.acbsp.org
SubscriptionIf you are an individual member or corporate member of ACBSP, you are already subscribed to receive this publication via email.
All others can subscribe by emailing [email protected].
Guidelines for AuthorsACBSP Impact welcomes submissions of articles between 1,500 and 3,000 words from recognized thought leaders and business education professionals in their respective field on trending topics important to business education, as well as articles pertaining to assessment of quality through the ACBSP accreditation process. ACBSP institutions may also submit articles to share their successes with our global community.
To submit an article, visit acbsp.org/writeforimpact.
A high-resolution photo of the author is required.
AdvertisingMembers with Valued Partner Agreements may submit a full or 1/2 page ad to [email protected].
All other advertising is subject to review and does not constitute an endorsement by ACBSP.
Contact [email protected] to receive a rate card.
LIST OF CONTRIBUTORS
Editorial
Managing EditorMelinda Dorning [email protected]
Contributing Writers
Alejandro Cheyne, Ph.D. Universidad del Rosario ACBSP Board of Directors [email protected]
Alla Adams, Ph.D. Park University [email protected]
Harold Griffin, Ph.D. Park University [email protected]
Clarice Tate Peregrine Academics [email protected]
Michelle Byrd Greenville Technical College Accreditation Governance Board [email protected]
Germain Pichop, Ph.D. Oklahoma City Community College Kappa Beta Delta Board President [email protected]
ACBSP Staff Contributors
Jeffrey [email protected]
Wilfredo Giraldo
Patty [email protected]
Nathan [email protected]
Carmen Hayes [email protected]
Art
Art Director & Production Designer Gary Arnold [email protected]
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ACBSP IMPACT | A.Commentary
A.Commentary
A New Year, A New Year of ACBSP TravelsBy: Jeffrey Alderman ACBSP President/CEO
Winter is often a busy time for many as we wind down from the holidays and begin planning for the year that lies ahead. This is true for both business and academia. Annual planning requires not only a look at the past, but a look to the future as we set goals and targets for what can be accomplished in the new year.
Given its importance, planning and goal setting often becomes a slow-moving process. For some, they are ready to hit the ground running in January. For others, they are still seeking inspiration as they approach this task well after the start of the New Year. I typically fell into the former for most of my life, but lately, with so many deadlines and responsibilities, I find myself in the latter, especially when it comes to planning my business travels for the year.
Given that ACBSP is a voluntary membership, the home office works diligently to retain our current members as well as recruit new members. The end of each calendar year allows us to review and analyze where we have been successful and where we need to place greater emphasis. Rarely do I meet someone who says that accreditation is not a good idea, but good ideas alone do not convince a business unit to join our organization.
It is so gratifying that many of our members are also our greatest source of leads. I join the Board of Directors in expressing our appreciation to everyone who has been instrumental in building awareness of ACBSP accreditation as well as continuing to refer schools that would benefit from the accreditation process. Despite the
expediency and usefulness of technology, given the complexities of the accreditation process and the time, effort, and financial investment that must be committed to become accredited, our sales approach is often most successful when interested institutions can meet someone face-to-face to discuss what all is involved.
It’s interesting to note that given the membership demographics and our recruitment trends, approximately 60 percent of new member applications are from schools outside of the United States. I certainly envision this trend to continue for the foreseeable future. It’s not that institutions from the U.S. do not see the value of specialized accreditation. By now, most have either earned accreditation or they have made a conscience decision that it is not for them.
As each calendar year winds down, I spend a lot of time reviewing the successes of the prior year and then begin planning for my travels. As President, I often receive a lot of invitations to visit member schools in the context of ceremonial visits and I admit that it is as exciting for me as it is for the schools. In my four years at ACBSP, I have learned a lot about international journeys and travel in general.
So, here’s an interesting admission. Prior to joining ACBSP, I had never flown across an ocean. It’s true! Growing up in Michigan, I did spend a lot of time in Canada, and I took part in a mission trip to Costa Rica; but save for a one-time visit to the Bahamas, my passport was pretty bare. The primary reason being that all my professional
A.Commentary | ACBSP IMPACT
WINTER 2019 | ACBSP.ORG | 3
positions were with local or state associations. For example, during the eight years I served as executive director of the Kansas Bar Association, I would rent a car and drive to the many local county bar association events that I attended. With 105 counties in Kansas, that’s a lot of time behind the wheel including trips to the four corners of the state that could take nearly as long as a flight to Europe.
During the past four years, I have flown nearly half a million miles while visiting 31 countries and each trip is unique and the memories are wonderful. I often tell my friends, however, while those photos they see posted on Facebook may seem glamorous, traveling for work can be a lonely and isolated experience…for me and for my family. To improve the traveling experience and my work efficiency, I have learned much through trial-and-error as well as by researching tips online and getting hints from colleagues.
I take a good part of January deciding which directions I will be heading for the upcoming year. I want to make sure that I am maximizing my time and productivity so I literally spend hours researching flight patterns and securing the best prices. I do the same for hotels. Then I have to think about ground transportation and how I can travel as lightly as possible, particularly for trips exceeding a week. And do not get me started about visas! If you fly a lot, you definitely have to pick an airline in which you are going to accrue miles to gain status that provides for class upgrades, complimentary luggage, and other perks. My first year, I made the mistake of
gaining middle-of-the-road status with several airlines, which is not ideal. Like them or loathe them, you have to work with airlines. By the way, it has been my experience that the best prices for international flights are often offered on Sunday mornings and Tuesdays for domestic flights in the U.S.
In the coming year, I am planning to visit Bangladesh, Canada, China, Colombia, Czech Republic, Egypt, India, Japan, Lebanon, Peru, South Africa, and Vietnam, with others to be determined. I truly look forward to meeting our members wherever they may be.
Please be sure to check out my new travel blog at https://wordpress.com/posts/my/impact.acbsp.org. If you would like me to visit your institution, please send a note to my email address shown below. Here’s to a blessed, prosperous, and safe year of travels!
As always, we are grateful for the trust you place in us,
To connect with Jeffrey Alderman regarding ACBSP matters or just to say hello, please email him at [email protected] or call the home
office at (913) 339-9356. .
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ACBSP IMPACT | Welcome New Members
Institution Location Region
Rowan College at Gloucester County New Jersey 1
The Public Authority for Applied Education Kuwait 8
Al Khawarizmi International College United Arab Emirates 8
Amberton University Texas 6
Beijing Foreign Studies University China 8
Beijing International Studies University China 8
Columbia College Missouri 5
Cyprus Institute of Marketing Cyprus 8
Drew University New Jersey 1
European School of Business and Management Czech Republic 8
Five Towns College New York 1
Fort Hays State University Kansas 5
Guangdong University China 8
Houston Baptist University Texas 6
Iqra University Pakistan 10
Kardan University Afghanistan 10
Mercyhurst University Pennsylvania 2
Mount St. Joseph University Ohio 4
Muscat University Oman 8
National Business School Guatemala 9
Northwest Florida State College Florida 3
Seminole State College of Florida Florida 3
Seoul School of Integrated Sciences Korea 8
South College Tennessee 3
The Maharaja Sayajirao University India 10
Universidad Tecnologica Centroamericana (UNITEC) Honduras 9
United States Sports Academy Alabama 3
Universidad Anahuac Cancun Mexico 9
Universidad Catolica San Pablo Peru 9
Universidad CNCI De Mexico Mexico 9
Universidad de la Salle Colombia 9
Universidad Hernando Arias De Saavedra Paraguay 9
Universidad Interamericana de Panama Panama 9
Universidad Militar Nueva Granada Colombia 9
Universidad Nacional del Callao Peru 9
West Virginia University Institute of Technology West Virginia 2
Westcliff University California 7
Welcome New Members!Associate Degree
Baccalaureate/Graduate Degree
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Baccalaureate/Graduate Degree Spotlight | ACBSP IMPACT
February 28-March 2Western Governers University • Austin, Texas
April 25-27 Seneca College • Toronto, Ontario, Canada
September (specific dates TBA) Overland Park, Kansas (tentative location)
Schools interested in pursuing candidacy, in candidacy, or seeking reaffirmation of accreditation will also be provided with in-class time to a specific criterion within each standard using the online reporting portal.
Topics to be Covered:
• Review of Accreditation Standards & Criteria 1-7
• Review of the Accreditation Process
• Evolution of the Standards & Criteria
• Demo and Tour of the Online Reporting Portal
• Best Practices for Each Standard
• Hands-on Examples and Exercises for Each Standard
• An Overview of the New Certificate Accreditation
Who Should Attend?
• Faculty members from schools interested in pursuing candidacy for ACBSP accreditation
• ACBSP members in candidacy
• ACBSP members seeking reaffirmation of accreditation
• ACBSP members seeking accreditation of certificate programs
Registration Information
The registration fee is $600 (USD) per attendee and includes:
• Lunches on 2 days
• Continental Breakfasts on 2 days
• Refreshment Breaks
• Electronic/printed copies of materials
Attendees are required to bring their own laptops, netbooks,
or tablets for exercises. ACBSP will not provide mobile
devices for attendee usage.
Seating is limited, so register and book your hotel soon.
ACBSP thanks University of Southern Nevada for hosting the January workshop in Las Vegas; Western Governors University for hosting the February workshop; and Seneca College for hosting the workshop in April. .
ACBSP invites you to attend a workshop that gives you full access to the ACBSP accreditation process. This intensive three-day seminar will cover the standards and criteria in detail, with presentations by ACBSP accreditation staff and members with business programs accredited by ACBSP who have developed best practices for each standard. Don’t miss this opportunity! Register now for one of three workshops remaining in 2019:
Leadership Institute • Academic Services
sponsored by:
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ACBSP IMPACT | Certificate Accreditation
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Certificate Accreditation | ACBSP IMPACT
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BY: DR. STEVEN PARSCALE, CHIEF ACCREDITATION OFFICER [email protected]
Innovation and creativity are essential to remain relevant and exist in this dynamic world of higher education. We all know products and services that were a part of our daily lives years ago that are no longer around. There is no “business as usual” in this competitive market—not for ACBSP or for the members we serve. In order to stay competitive, we must innovate, create, and continually improve the products and services we offer.
Innovation and creativity start with leaders. A successful leader is one with a strong vision who can effectively communicate that vision in a way that motivates others to act. ACBSP President/CEO Jeffrey Alderman had a vision in 2015 of ACBSP accrediting certificates. He said, “Certificates are where we need to be. They are what our institutions offer and what the business industry expects.” He shared that vision with me and with the Accreditation Governance Board (AGB) and encouraged us to put a plan in place. And that is exactly what we did. For the past three years, the AGB, both the Associate Degree and Baccalaureate/Graduate Degree Board of Commissioners, and myself developed the process to accredit certificates.
ACBSP IS THE FIRST BUSINESS ACCREDITOR TO OFFER CERTIFICATE ACCREDITATION!
Certificates provide flexibility for business schools and programs to offer diversified training in a matter of months, rather than years, preparing students to enter the workplace quickly. Companies need employees who can be trained quickly in multiple and diverse skills. Certificates fill that need and ACBSP certificate accreditation provides the validation. Just as we do for accredited business programs, ACBSP wants to partner with business schools and programs to continue providing exceptional quality education through
certificate accreditation. >>
These standards are on the leading edge of management practices that have been proven to work in high-performing higher education institutions.
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ACBSP IMPACT | Certificate Accreditation
SEVEN STANDARDS FOR CERTIFICATE ACCREDITATION
ACBSP has developed seven standards for certificate accreditation. These standards are modeled on the Education Criteria for Performance Excellence, Baldrige National Quality Program. These standards are on the leading edge of validated management practices that have been proven to work in high-performing higher education institutions.
• Leadership
• Strategic Planning
• Student and Stakeholder Focus
• Student Learning Assessment
• Faculty Focus
• Curriculum
• Key Performance Results
“Baldrige helps organizations address a dynamic environment, focus on strategy-driven performance, achieve customer and workforce engagement, and improve governance and ethics, societal responsibilities, competitiveness, and long-term organizational sustainability. It offers you a comprehensive management approach that focuses on results in all areas, organizational and personal learning, and knowledge sharing.” (https://www.nist.gov/baldrige/how-baldrige-works)
Accreditation is a quality management tool that helps you identify what it takes to be competitive and achieve success in your environment, ensuring that everyone understands and can contribute to your long-term success. When you accredit certificates, you will identify strengths and gaps within and among the standards. As the synergism continues, you will begin to define the best ways to build on your strengths, close gaps, create and innovate.
WHICH CERTIFICATES ARE ELIGIBLE FOR ACCREDITATION?
To be accredited, the certificate must be eligible for higher education credit. It must be made up of 75 percent or more of the business program’s curriculum. It must be 12 or more credit hours at the level of the award, associate, baccalaureate, masters, or doctorate.
WHAT IS THE PROCESS FOR CERTIFICATE ACCREDITATION FOR A NON-MEMBER?
To begin the process of certificate accreditation
on your campus, you must first apply and become
approved for ACBSP membership. The next step
is to apply to enter candidacy for accreditation
of certificates. You will be assigned a mentor
and granted access to the online reporting portal
with a login as a candidate for accreditation.
You will also receive a “Candidate for ACBSP
Accreditation” logo that you can use on your
website and in any material promoting your
certificate program(s).
Your mentor will provide feedback on the
information you present in the online reporting
portal as evidence of meeting the standards and
criteria. Your mentor will advise ACBSP when you
are ready to lock your self-study and prepare
for a site visit.
Your site visit team will provide a feedback report,
which you will respond to with comments. The
self-study, feedback report, and your comments
will be presented to the Accreditation Governance
Board (AGB). The AGB will then make an
accreditation decision. You will be notified of the
accreditation status of your certificates following
that decision, which occurs in April and November
of each year. Once approved, you may announce
to all stakeholders that your certificate(s) are
ACBSP accredited and begin using the
“ACBSP Accredited” logo.
ACBSP is the first business accreditor to offer certificate accreditation!
WHAT IF MY CAMPUS HAS ALREADY ACHIEVED ACBSP ACCREDITATION OF OUR BUSINESS PROGRAMS?
For members who have accredited business programs, there is a one-time accreditation fee of $1,000 plus $400 per year in membership fees for all certificates to be accredited.
Accredited members will report on the following items in the online reporting portal to accredit certificates:
• Student enrollment
• Certificate objectives
• Instructional resources
• Facilities and equipment
• Faculty qualifications
• Admissions requirements
• Completion statistics
• Outcomes assessment processes and results
If the new certificate is at a higher level than what
is currently accredited, the school must complete
a self-study to add the certificate.
If the new certificate is determined to be
substantially different from other certificates
offered by the institution, ACBSP, at its discretion,
may direct a new visit to be conducted. If, as a
result of a new program visit, ACBSP determines
that the overall quality of an institution is being
diminished, the institution may be scheduled for
a complete reevaluation.
With the recently announced Unified
Accreditation Standards and now Certificate
Accreditation, 2019 is on track to be a year to
remember in ACBSP’s 30-year history. There are
numerous examples in which ACBSP has been an
industry leader, but I will mention just two:
1 In 1998, a group of business leaders who
founded ACBSP, modified the Baldrige
Framework and Criteria to fit accreditation in
higher education, two years before Baldrige.
2 ACBSP was the first business program
accreditor to be recognized by the Council
for Higher Education Accreditation (CHEA)
in 2001.
It is exciting to be part of an organization that
is proactive and leads the way in innovation
and creativity. .
Unified Accreditation Standards: More Efficient, Less Repetitive, and Much Easier to UnderstandThere are seven standards by which business programs are evaluated before achieving accreditation:
“The unified Standards and Criteria are now
in effect. Schools that are currently going
through the process of initial accreditation
or reaffirmation and writing to the original
six standards may choose to continue with
that or switch to the unified standards this
year. Full implementation of the unified
Standards & Criteria will be required of all
institutions by January 2021.”
— Michelle Byrd, AGB Chair
Leadership1Strategic Planning2Student and Stakeholder Focus3Student Learning Assessment4Faculty Focus5Curriculum6Business Unit Performance7
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ACBSP IMPACT | Certificate Accreditation
Accreditation Governance Board (AGB) to Oversee Certificate Accreditation
Happy New Year! ACBSP is honored to
welcome 2019 with our new product
and service, Accreditation for Business
Certificates! Over the past two years,
the AGB has been working diligently
with our Boards of Commissioners to
bring this concept to fruition. After
numerous conference calls and drafts,
we have finally moved this vision to
reality. The Certificate Accreditation
process book is now available on our
website, along with the Standards &
Criteria for Certificate Accreditation.
The books provide an overview of
recognition for those seeking to
understand certificate accreditation.
In the right column is a partial
excerpt from the book — a timetable
that describes the new process.
The process begins with completion of the
Application for Candidacy. At this time, the
certificates are considered “candidates for
accreditation.” For our purposes here, we assume
the application is submitted in the fall.
Timetable for Certificate Accreditation
• A mentor will be assigned.
• The accreditation coordinator and team begin work on the preliminary questionnaire in the online reporting portal. The work is shared with the mentor and Chief Accreditation Officer through the portal.
• The mentor provides feedback on opportunities to improve.
• The accreditation coordinator and team develop an action plan to close the gaps.
• The accreditation coordinator and team will decide if they want the mentor to travel to the campus for face-to-face feedback.
• Work begins on the timetable and plan of work outlined in the action plan. The mentor must recommend, and the Chief Accreditation Officer must approve, that the school is ready to begin self-study. We assume this occurs by spring, following the start of work in the fall.
Once the site visit occurs, the AGB reviews the
self-study, evaluators’ report and considers
accreditation. Once approved by the AGB,
accreditation is effective immediately. Accredited
certificates receive their accreditation recognition
during the accreditation banquet at the conference
in June – exciting times!
We already have schools in the portal working
towards certificate accreditation. We look forward
to working with your institution. Please let us know
if you have any questions.
On behalf of the AGB, thank you! .
By: Michelle ByrdAGB Chair
A.Commentary | ACBSP IMPACT
A C B S P I N N O V A T I O N C H A L L E N G E
H O W T O A P P L Y ?
Create a group of maximum 5 people where students and teachers are included. Send the application document with the information of the participants, the university and a video in English of maximum 5 minutes in which the proposal is explained. An explanatory document of the proposal of maximum 10 pages can be attached. (Optional)
Leadership, charisma, knowledge, preparation and presentation order.
Diagnosis, solution quality and innovation.
Selection of the 5 best videos with a group of juries.
Virtual voting to choose the best 3 videos.
Board of Directors chooses the winner with the 3 finalists.
S E L E C T I O N C R I T E R I A
S E L E C T I O N P R O C E S S
DEADLINE IS FEBRUARY 28!
LEARN MORE AT ACBSP.ORG/INNOVATION
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ACBSP IMPACT | ACBSP Conference 2019
Registration Opens for ACBSP Conference 2019!
RegistrationThe early bird registration deadline is April 15. Rates start at $675 for members / $825 for non-members. The ACBSP Conference 2019 website is live and registration is open. A preliminary schedule is also available.
We look forward to experiencing the international vibe and Southern charm of Houston with ourg lobally diverse ACBSP membership this summer!
For more details, visit acbsp.org/conference
Hotel & TravelThe Hilton Americas-Houston is the headquarters hotel and venue for ACBSP Conference 2019.
The ACBSP group rate is USD $179/night for single/double, plus applicable state and local taxes. The group rate is currently available for stays from June 19-24. Reserve your hotel by May 18 to ensure you receive the discounted rate.
We invite you to join us in
Houston, Texas, the Energy
Capital of the World, June
21-24 for ACBSP Conference
2019, where we’ll explore the
theme: The Art of Developing
Entrepreneurial Leaders.
The conference will be held at the Hilton Americas-Houston, located in the city’s vibrant downtown area, with a thriving professional arts scene, and near the Museum District, with 18 cultural powerhouses set within blocks of one another.
Houston is the fourth-largest city in the United States. Just last year, Houston landed on several “best of” lists, including the Travel + Leisure roundup of America’s Favorite Cities and the Hotwire.com index of most affordable U.S. vacation destinations, according to visithoustontexas.com. Twenty-five companies on the Fortune 500 list call Houston home. Aeronautic research is unsurpassed at NASA headquarters—the facility responsible for putting the first man on the moon.
WINTER 2019 | ACBSP.ORG | 13
Janice Stoudemire Founder and President of Palmetto Academic Consulting Services, Inc., ACBSP Past President and Emeritus Member
Assessing Student Learning Outcomes — Basics and Best PracticesFriday, June 21 • 8 a.m. - 11:30 a.m.
Presenter:
This workshop will provide a brief review of the assessment “basics” as well as provide strategies and best practices for the assessment process. It is designed for the novice as well as the experienced assessment person. Special emphasis will be placed on the curriculum/outcome alignment, course-level outcomes, and the selection of appropriate performance measurement activities for assessment. Forms, checklists, and sample templates will be shared. The registration fee is $100.
Shane GriffithAssociate Dean, School of BusinessLee University
Anthony NegbeneborAsst. VP for Business Development and Partnerships, Dean Emeritus and Dover Chair Prof. of Business, Gardner-Webb University
Dewayne Thompson Dean, School of BusinessLee University
Developing the Strategic Planning Process Using Analytics and Big DataFriday, June 21 • 8 a.m. - 11:30 a.m.
Presenters:
As a leader of your business school, you face an ever-increasing list of responsibilities often combined with a decreasing amount of resources. At the forefront of these responsibilities is strategic planning. With the landscape of business education continually being reshaped by globalization and new technologies, how can we redefine ourselves? This informative session will include an overview of strategic planning, including mission statement, objectives, analysis, and implementation as well as incorporating “big data” and how it shapes the planning process including: • Exploring what strategic
planning is to your organization;• How do you incorporate your
numbers to effectively strategize;• Using analytics and Big Data for effective
assessment. Join us and help reach your highest potential. The registration fee is $100 Attendees can deduct the cost of this session off the registration fee for the 4th Annual ACBSP Deans Symposium
to be held November 22-24, 2019, in Washington, D.C.
Pre-Conference Workshops
For more details, visitacbsp.org/conference
Evaluator TrainingFriday, June 21 • 7 a.m. - 5 p.m. & Saturday, June 22 • 8 a.m. - 11:30 a.m.
Presenters:
Diana Hallerud Associate Director of Accreditation
Wilfredo GiraldoDirector of Latin American Operations
Members of the Accreditation Governance Board
This is a full day-and-a-half of training for individuals desiring to be part of accreditation site teams. This would also be of value for someone from a school entering the accreditation process, seeking to learn what a site team is looking for during a visit.
Due to space limitations and to ensure the best training experience, this session is limited to 40 registrants. A fee of $200 will cover training materials and lunch. You must register for ACBSP Conference 2019 in order to register for Evaluator Training.
Sessions provided in English and Spanish
AGB
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ACBSP CONFERENCE 2019
Friday, June 21
through
Monday, June 24
SEE YOU IN
HOUSTON!
Hilton Americas
Houston
Houston, Texas
Call for Presentations Now Open
We invite you to submit a proposal to present atACBSP Conference 2019 in Houston, Texas.
Presentation proposals may be either practitioneror research based. Practitioner-based presentations should be interactive with a high level of participant engagement and hands-on experience. Research-based presentations should include the appropriate research design and scientific methodology. This can be a presentation based on a previous presentation or research, or newly introduced presentation and research content. .
The Art of Developing Entrepreneurial Leaders
The theme of #ACBSP2019 is The Art of Developing Entrepreneurial Leaders.Higher education now requires a clear commitment to the pursuit of excellence with a convergence of competencies in entrepreneurial understanding (knowledge, skills, and values) with sensitivity to the world, innovation in simple things, and thinking outside of the box. Teaching, modeling, and engaging students in entrepreneurial opportunities, not only falls in line with many curriculum standards, but also prepares learners for a lifetime of understanding and opportunity. Join us on a journey to identify strategies that will serve the leaders of tomorrow with a blueprint for life-long success.
In addition to our theme track, we also feature two other tracks: Teaching Excellence and the Accreditation Process. More information on either track is available at acbspconference.org.
Presentations will only be accepted through the online submission
system at: acbspconference.org
The deadline to submit a presentation is February 17.
WINTER 2019 | ACBSP.ORG | 15
The ACBSP Board of Directors
is seeking your nominations for
the 2019 Chair’s Award. This
award recognizes exceptional
service to ACBSP during the
past year and comes with a
$250 cash honorarium, which
will be presented during ACBSP
Conference 2019 in Houston. .
2019 Chair’s Award | ACBSP IMPACT
Submit your nomination by
February 28! Visit:
acbsp.org/chairaward
WHY WOULD YOUR STUDENTS JOIN Kappa Beta Delta?
⎷ Recognition of academic achievements⎷ Leadership experience⎷ Community involvement⎷ Professional development⎷ Scholarship opportunities
DO YOU HAVE A CHAPTER ON YOUR CAMPUS?
CONTACT US TODAY TO ESTABLISH ONE.Learn more at: www.kbdhs.org
Email us at: [email protected]
Kappa Beta Delta
Δ
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K
The International Honor Societyfor ACBSP accreditedAssociate Degree
ProgramsC
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Y
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CMY
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KBD Insert2 copy copy.pdf 1 1/25/2019 3:24:31 PM
Now Accepting Applications for the 2019 Chair’s Award
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Selection Criteria
Posters will be evaluated on the following four major criteria:
1 Is the title accurate, broadly descriptive and inviting?
2 Is the description of the marketing initiative clear and measurable?
3 Is the abstract well written?
4 Is the poster prepared to be a conversation starter and does it reference sources? Does it include images, graphs, and short, bulleted lists?
Submission Format
Poster session proposals are limited to an abstract only with the following information:
• Title
• Author(s) name, Institution
• Abstract not to exceed 300 words that briefly address the following topics:
- How was this marketing effort created?
- Was the marketing effort spearheaded by faculty or staff?
- How long has this marketing effort been in place?
- Was there a specific target audience? (Undergrads, Grads, Foreign Institutions)
- Was this an integrated marketing effort, utilizing social media?
- How have you measured the results of this marketing initiative?
- How successful were your outcomes in achieving specific goals?
Poster Preparation
• Posters are to be a maximum of 42” wide by 42” tall.
• Posters should be printed on standard or heavyweight paper and may be laminated or vinyl. Do not use tri-fold systems, tag board, foam board, cardboard or other materials that cannot be hung with conventional push pins.
Submission Guidelines
Format the poster in APA format.
Submit your poster abstract to:Melinda Dorning, ACBSP Director of Marketing and [email protected] April 12, 2019.
Be sure the abstract does not exceed the maximum length of 300 words and no more than five references (if needed).
A maximum of 30 posters will be accepted for ACBSP Conference 2019. The winning entries will be notified by email no later than May 4. The poster session will be part of the Saturday afternoon concurrent sessions.
If citations are essential to the abstract, up to five APA formatted references may be included.
A maximum of 30 posters will be accepted for ACBSP Conference 2019. The winning entries will be notified by email no later than May 4. The poster session will be part of the Saturday afternoon concurrent sessions. .
Contact Melinda Dorning [email protected] or (913) 339-9356
Questions?
Share ways in which your marketing efforts have contributed to the development of your business program(s) utilizing the ACBSP processes and brand.
The ACBSP Marketing Committee is offering an opportunity for ACBSP members to highlight “Best Practices” in marketing your business school and/or programs, providing results on ways in which you integrated your ACBSP membership, candidacy, or accreditation, and how your efforts helped:
Poster Session
The Art of Developing Entrepreneurial Leaders
Create greater awareness of your business programs
Retain existing students
Generate new students
WINTER 2019 | ACBSP.ORG | 33
Honor Societies | ACBSP IMPACT
Kappa Beta Delta Scholarships and Awards Kappa Beta Delta is currently accepting applications for the Dr. Andrew V. Stevenson International Merit Scholarship, the Region Merit Scholarship, and Chapter and Advisor awards.
The application for the Dr. Andrew V. Stevenson
International Merit Scholarship is now available at
kbdhs.org. This scholarship was created in 2006
to reward continued excellence in academics,
leadership, and community involvement among
our students. To date, we have awarded over
$80,000 in scholarships to deserving students.
Many ACBSP regions have also set up Merit
Scholarships for their respective regions. No
separate application is needed for the Region
Merit Scholarship, which is awarded to the first
applicant from the region not selected for the
International Merit Scholarship. Encourage your
students to start putting together their application
portfolios. Application deadline is March 1, 2019.
Chapter and Advisor Awards
Each chapter and chapter advisor should prepare
a portfolio for the Chapter and Advisor Awards.
These two new awards were created to recognize
outstanding chapters and exceptional KBD
chapter advisors for their dedication and hard
work in fulfilling the mission of Kappa Beta Delta.
Application materials for these two awards are
also available on the KBD website. Application
deadline is March 31, 2019. .Learn more atwww.kbdhs.org/scholarshipawards
By: Germain Pichop KBD President
Oklahoma City Community College (ACBSP Region 6)
May graduations will be here before you know it. Purchase your KBD honor stole, cord
and graduation cap tassel now and
wear them with pride this spring.
Visit kappabetadeltastore.org
18 | ACBSP.ORG | WINTER 2019
ACBSP IMPACT | Best of Regions
In light of declining enrollment trends, there has been a notable reduction in state appropriations to public colleges and universities. This, coupled with increasing competition amongst for-profit institutions, has highlighted the need for greater focus on graduate student recruitment and retention. It could be argued that a broader approach to recruitment and retention is necessary if institutions of higher learning are to remain solvent, and that this approach requires active involvement across functional lines. Woodhouse (2006) explored graduate faculty involvement in student recruitment from the standpoint of identifying the reasons of their involvement or lack thereof. He found that even though a majority of faculty believed that “…student recruitment is a part of their job responsibilities…they are not required to engage in graduate student recruitment” (Woodhouse, 2006, p. 31). Going a step further, Woodhouse recommended that academic administrators encourage graduate faculty engagement in student recruitment in order to support institutional survival and employment security. Despite this recommendation, there is little in the literature that highlights systematic processes that directly involve graduate faculty beginning with the preadmission phase to improve student retention.
Record Graduate Growth Rates
through Faculty Led Recruitment &
Retention Strategies
2018 International Best of Regions Excellence Award Winning Presentation from Region 5
By: Alla Adams, Ph.D., CHFP, and Harold Griffin, Ph.D.
Park University [email protected]
FIGURE 1:
Prior to academic year 2014-15, the graduate business faculty at Park University, like so many other colleges and universities, took a more passive approach to student recruitment and retention. As a result, the Master of Healthcare Administration (MHA) and Master of Business Administration (MBA) programs experienced several years of stagnation in their student population. To be honest, the faculty were not overly concerned about the number of students enrolled in the programs, since they were still able to meet the annual academic load requirements. It was not until the faculty analyzed the unduplicated headcount and credit hour data that they took notice of the fact that the programs
were in trouble. The faculty realized that the only way to change the negative trajectory of the programs was for them to become more actively involved in the processes that contribute to the recruitment and retention. Beginning in Fall 2015, the faculty began working collaboratively with other functional areas within the university to streamline internal processes, engage in market research, complete comprehensive program reviews, enhance existing products, develop new products, create new processes to support faculty development
and more effectively manage drops, formulate
a marketing and PR plan, and set new growth >>
SPRING 1, 2016Began developing new courses; Developed marketing/PR plan
and retention plan
SUMMER, 2016Launched the first two courses with
new structure; Began a new drop management process
FALL 1, 2015Began streamlining internal
processes; Changed admissions criteria.
FALL 2, 2015Began assessing
existing; Conducted market research
FALL, 2016Started building infrastructure to support growth
SUMMER, 2017Faculty began setting
goals for the Admissions department for next AY
WINTER 2019 | ACBSP.ORG | 19
Best of Regions | ACBSP IMPACT
20 | ACBSP.ORG | WINTER 2019
ACBSP IMPACT | Best of Regions
targets and goals (see Figure 1). Perhaps equally
important, the faculty demonstrated leadership in
their commitment to promoting student success
by increasing graduate program access and
persistence to graduation. The faculty considered
a number of factors that could have potentially
impacted program growth to determine if
these conditions existed equally between
academic years 2012-13 and Spring 1, 2017-18.
For example, they considered the economic
climate and condition of the country, emphasis
on debt management, competition amongst
non-profit and for-profit colleges and schools,
trends in domestic and international graduate
applications, trends in enrollment and graduation
rates from undergraduate programs of study,
and organization and program-level capacity
relative to volume. While there may have been
other factors not taken into consideration by the
faculty that could have potentially influenced
program growth, it was determined that the
major difference before and after academic
years 2014-15 and 2015-16, was the level of active
engagement by the graduate faculty in matters
pertaining to student recruitment and retention.
What Park’s graduate programs in business illustrated is the positive impact faculty can have on graduate program growth when they are vested in the outcomes.
As their analysis revealed, AY2015-16 was a pivotal
year for the graduate programs in business. This
is where the faculty first observed statistically
significant growth in the MHA and MBA programs’
unduplicated headcounts and credit hours. While
originally concerned that the growth may be short
lived, the continued involvement of the graduate
faculty resulted in statistically significant growth
in each subsequent year (AY2015-16 through
AY2017-18). The MHA had realized a 215% increase
in unduplicated headcount with a corresponding
210% increase in credit hour generation when
comparing AY2012-13 to end of WINTER 2019. The
MBA had likewise experienced a 118.5% increase in
headcount and 110% growth in their credit hours
during the same period of time.
The faculty had to create a paradigm shift and accept the role they played in programs’ years of stagnant growth and only then was real change possible.
What Park’s graduate programs in business
illustrated is the positive impact faculty can have
on graduate program growth when they are
vested in the outcomes. It is not uncommon for
faculty to lay blame for stagnant or declining
enrollments on non-academic areas (Admissions,
Marketing, or Administration) or on the prevailing
market or economic conditions. The Park faculty
had a tendency to do the same thing. The faculty
had to create a paradigm shift and accept the
role they played in programs’ years of stagnant
growth and only then was real change possible.
It is analogous to an addict needing to hit rock
bottom before being receptive to accepting help.
The growth has been achieved and sustained
without incurring much in the way of additional
costs to the programs or university. Throwing
more money into marketing or hiring additional
personnel isn’t realistic for many colleges and
universities that are already “treading water” just
trying to keep their heads above water. After all,
it could be argued that Park was one of those
universities. The programs learned that real
growth can be achieved by first tackling the low
hanging fruit or those processes for which they
have control, and then working closely with other
functional areas to achieve economies of scale. What we want our peer institutions to realize is
that if we can achieve record growth rates, in our
graduate programs, then they can do it too.
We hope that the lessons we have learned and the outcomes we have realized will serve as a catalyst
for change in colleges and universities that are
experiencing stagnant or declining enrollments in their graduate programs. Changing paradigms is
never an easy endeavor. While the faculty may be
willing to step up and take the lead on recruitment
and retention, there could be departments
reluctant to relinquish control. We are convinced that without direct faculty involvement in the
growth of graduate programs, the future of
graduate education will be in serious jeopardy. .
• EMAIL your job directly to job seekers
• PLACE your job in front of our highly qualified members
• SEARCH our resume database of qualified candidates
• MANAGE jobs and applicant activity right on our site
• LIMIT applicants only to those who are qualified
• FILL your jobs more quickly with great talent
• POST multiple resumes and cover letters or choose an anonymous career profile that leads employers to you
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• SET UP efficient job alerts to deliver the latest jobs right to your inbox
• ASK the experts advice, get resume writing tips, utilize career assessment test services, and more
Access a network of 13,000 plus via
ACBSP’s Career CenterVisit us at careers.acbsp.org
Post your job on our Career Center today, by visiting:
careers.acbsp.org
JOB SEEKERS:EMPLOYERS:
22 | ACBSP.ORG | WINTER 2019
ACBSP IMPACT | Photo Highlights
ACBSP Photo Highlights
WINTER 2019 | ACBSP.ORG | 23
Photo Highlights | ACBSP IMPACT
Standard 4:
StudentLearningAssessment
The S3 Assessment Model for Student Learning is a framework for creating, evaluating, and improving your assessment process. It evaluates the assessment process for overall sustainability, strategic alignment and simplicity. Using a systems approach to programmatic assessment design, development, and delivery, the model guides process improvements to any assessment program to assure student learning.
Implementing the S3 Assessment Model requires a design process that illustrates how programs manage the curricular goals through the assessed and learned outcomes. Starting with clear program goals and outcome statements, the model works backwards to define the necessary inputs, outputs, and key activities required to successfully sustain an assessment program. In this regard, the S3 Assessment Model focuses on strategic alignment in the context of the program’s mission and goals. Therefore, the model can be used to assess both academic and operational processes for long-term sustainability. At the foundation of the model is the process design for conducting ongoing programmatic assessment and improving assessment practices.
Whether you are a seasoned administrator or faculty, assessment of student learning can be a challenge to manage. Perhaps you are a newly appointed lead of an accreditation process and have experienced difficulties communicating the assessment of student learning process to key stakeholders. If this describes you, no worries, let’s walk through a few key concepts for addressing Standard 4, Student Learning Assessment.
Let’s get started!
In this article, a systematic approach to programmatic assessment is defined using a logic model and backward design to assessment of student learning. The key system’s components evaluated are:
1 Intended learning outcomes
2 Result targets and benchmarks for comparative data analysis
3 Key assessment activities
4 Stakeholder inputs
24 | ACBSP.ORG | WINTER 2019
ACBSP IMPACT | Accreditation Roadmap Series
By: Clarice Tate, MBA, M.Ed.
Director of Quality Assurance,
Peregrine Academic Services
Design for sustainability; develop and improve systems for simplicity and deliver for strategic alignment and simplicity of implementation.
Sustainability
StrategicAlignment
S3
Simplicity
DEV
ELO
PDESIG
N
DELIVER
WINTER 2019 | ACBSP.ORG | 25
Accreditation Roadmap Series | ACBSP IMPACT
Prior to Implementation: Using a backward design approach, evaluate the model to determine whether the intended outcomes paired with the inputs and outputs are oriented to produce strategic alignment with the program’s mission, goals, and key objectives.
Post Implementation: Based on the outcome results, retrospectively ask, “What did we seek to teach? What did we seek to learn? What did we actually do?” Notably, key investments and actions should be aligned for outcomes achievement.
INPUTSKey Activities Deliverables Short-Term Intermediate Term Long-Term
OUTPUTS OUTCOMES
Programmatic AssessmentDesign (Approach)
Is strategic alignment with the program’s mission and goals evident? When evaluating the approaches used in programmatic assessment, strategic context is important. Are the learning outcomes relative and achievable based on the program design? Two key perspectives should be explored.
Perspective 1 looks at overall student outcomes. Usually, these are the aspirant goals by which faculty and students evaluate themselves.
Key questions explored:
• What did we seek to teach?
• What did we seek to learn?
• What did we do?
Perspective 2 looks at the real world and relativity of the outcomes. Are the achieved outcomes relative to the discipline, marketable to employers, and do they represent the depth of knowledge the student should walk away with as a result of completing a program of study? Usually, these are evident outcomes by which external stakeholders evaluate students and programs of study.
Key questions explored:
• Has knowledge of the discipline been transferred?
• Are employers and societal needs being met?
Based on the key questions explored, each perspective seeks to improve the overall design and outcomes delivered by the model. In summary, perspective 1 provides the principle requirements for
setting the teaching and learning objectives while perspective 2 answers why the essentials of learning are important. When applying the perspectives, determine if the inputs and outputs defined are likely to produce outcomes consistent with the strategic direction and mission of the program. If not, revisit the assumptions used to create the model and make changes. It is important to review the process and outputs produced routinely for continuous improvement. >>
What did we create/invest? What did we do? What did we achieve?
When evaluating the approaches used in programmatic assessment, strategic context is important.
26 | ACBSP.ORG | WINTER 2019
ACBSP IMPACT | Accreditation Roadmap Series
From Process Development to Process Delivery (Deployment)
Is it sustainable? Is it simple?
Creating a sustainable approach to assessment begins with identifying existing assessment practices that are well articulated and developed collaboratively by the business unit. Sustainable assessment programs formalize practices and develop key processes in accordance with an assessment plan. Characteristically, the plan of assessment will usually include routine opportunities to collect data, analyze, and evaluate the results for outcomes achievement. A process exists for organizing, scheduling, and executing assessment activities. The development, implementation, evaluation, and continuous improvement of assessment tools and instruments are activities defined in the assessment delivery system.
In the design of an assessment system, a review cycle with a schedule for test administration, data collection, evaluation, analysis, and reporting will improve deployment efforts. As a result, effective systems share common traits as it relates to effectiveness and efficiency.
1 Assessments are only delivered where necessary.
2 Both formative and summative assessments are used strategically.
3 Internal and external benchmarks are well defined and key assessments are determined based on program curriculum and outcomes’ assessment maps.
4 Result and analyses information are pushed and pulled from well-articulated and easy-to-access channels.
5 Improvement projects are streamlined based on capacity and strategic priority.
Hence, evaluation and assessments are done at regular intervals or cycles of review to produce documented results. Key drivers of assessment are based on producing student learning data but also executing a consistent approach and deployment strategy that encourages organizational learning and continuous improvement. Thus, evidence of assessment is not only evaluated through student
learning artifacts but also through process delivery and sustainable practices executed by the program.
Notably, a well-designed assessment program will reflect a level of simplicity in design to ensure sustainability. In discussion, “simple” focuses on the usefulness of results, ease of implementation, and sufficiency of data objectives evaluated. As a result, a “simple” approach often increases value for all stakeholders by ensuring the right things are measured and analyzed at the right time and place in a program’s curriculum. Simplicity improves the chances of utilizing results and analyses for continuous improvement. It is linked to the program’s curriculum and outcomes’ mappings. The linkages assist faculty in measuring student learning targets with a more focused approach to making curricular changes and improving instructional practices. In this regard, identifying the essentials and articulating the foundations of assessment enable successful “closing the loop” strategies. More importantly, it helps programs avoid focusing on ancillary assessment data while prioritizing data related to outcomes achievement. Moreover, the design for sustainability involves looking at the complexity of the assessment practices and program’s capacity to deploy, maintain, and improve the system over time and continuously evaluate its rigor and effectiveness to produce improvement results. It’s not a sprint but a marathon!
Sustainable assessment programs include:
• A formalized or written plan of assessment
• Actual results and analyses
• Deployed continuous improvements
• Well-articulated and documented assessment processes
• Student, faculty, administration, and external stakeholder involvement
• Institutional support
WINTER 2019 | ACBSP.ORG | 27
Accreditation Roadmap Series | ACBSP IMPACT
Putting the logic model to work!
Now that you have decided to capture what
you do, consider a roadmap for formulating an
assessment strategy that is both dynamic and
meaningful. Revisit your systems and determine
whether or not you have the key components.
It is much easier to address the standard if you
have completed an audit of current practices.
Implementing a cycle of review will strengthen
your assessment program over time and ensure
long-term sustainability.
Note: Process improvements are much easier
to identify if you have a visible logic model or
approach to assessment. The key is to address
the “what to assess” but also the “why to assess.”
The latter will drive the “who, when, where, and
how” for creating a sustainable simple assessment
program that aligns with your business unit’s
strategic direction. The readiness checklist
below provides a starting place for tweaking
your assessment system or designing a
process from ground zero.
Readiness checklist for preparing Standard 4, Student Learning Assessment:
1 Outcomes Assessment Maps are completed,
vetted, and approved by faculty
2 Common assessments are used across
assessed courses with multiple sections.
3 Program assessment leads are established.
4 A faculty evaluation process is defined that
includes both faculty analysis of data and the
communication of key outcome results.
5 Closing the loop strategies are clear and
include successive data or information that
lead to continuous improvements in
teaching and learning.
6 An annual assessment calendar with
key assessment activities is published.
7 Assessment results (minimum 3 to 5 data
points) and analyses are communicated, and
data documentation are archived routinely.
8 Students and external
stakeholders are involved. .
“The design for
sustainability
involves looking
at the complexity
of the assessment
practices and
program’s capacity
to deploy, maintain,
and improve the
system over time
and continuously
evaluate its rigor
and effectiveness
to produce
improvement
results. It’s not
a sprint but a
marathon!”
28 | ACBSP.ORG | WINTER 2019
Members of the ACBSP Great Lakes Region were
offered the opportunity to tour the nation’s first
public community college during the 2018 Region 4
Fall Conference. America’s first public community
college began in 1901 as an experimental
postgraduate high school program. It was the
“brain child” of J. Stanley Brown, Superintendent
of Joliet Township High School, and William Rainey
Harper, President of the University of Chicago. The
college’s initial enrollment was six students. Today,
JJC serves more than 30,000 students in credit
classes and noncredit courses. Many of the ACBSP
associate degree member colleges developed from
the idea of public community college education
that began at JJC over 100 years ago.
JJC has a rich history in higher education, and the
college’s ACBSP-accredited Business Department
was honored to host the Region 4 Conference in
October 2018 and showcase this history, as well
as, the college’s innovative campus and quality
programs. With the conference theme of “The Art
of Developing Entrepreneurial Leaders,” JJC shared
many of its entrepreneurial ideas for teaching and
learning with ACBSP colleagues. During the two-
day regional conference, ACBSP members learned
about Joliet Junior College’s recent $250 million
capital improvement plan. Over the past eight
years, the college has added a new Campus Center,
Health Professions Building, Athletics and Event
Center, expanded its Romeoville Campus, and built
a City Center Campus for the college’s award-
winning Culinary Arts program.
ACBSP members were guided through the campus
during the pre-conference tour and introduced
to JJC’s commitment to sustainability. The U.S.
Green Building Council has certified two Joliet
Junior College buildings as LEED Gold: the Health
Professions Center, completed in 2013, and the
Campus Center, completed in 2011. The LEED
Gold certification is awarded based on a building’s
sustainable qualities, water efficiency, energy,
atmosphere, materials and resources used, and
indoor environmental qualities. In 2009, JJC signed
the American College and University Presidents’
Climate Commitment, which included a pledge to
build all new campus construction to a minimum
of U.S. Green Building Council LEED Silver
standards, making sustainability a top priority for
Joliet Junior College – the Nation’s First Public Community College – Hosts Region 4 ACBSP Members
ACBSP IMPACT | Associate Degree Spotlight
By: Michelle Meyer ACBSP Region 4 Chair
the institution. As a result, all buildings that the
college has constructed beginning with the 2009
Master Plan have been built to LEED standards. JJC
professor of architecture Maria Rafac explained the
significant, sustainable features throughout JJC’s
campus to those on the tour, such as geothermal
heating and cooling, rooftop gardens and solar
panels, and construction with sustainable materials.
The tour also demonstrated JJC’s innovations
in teaching and learning. Guests visited JJC’s
automotive program, orthotics and prosthetics
lab, 3D Maker Lab printing laboratory, Veteran’s
Center, and the collaborative classroom. Those on
the tour learned about many of the entrepreneurial
ideas that are helping JJC students learn and
apply their classroom lessons to create real world
solutions. ACBSP members were interested to
learn about marketing students using the 3D Maker
Lab to design new products, and students in the
prosthetics program developing artificial limbs
for animals in the JJC Vet Tech program.
Attendees also toured City Center Campus
in downtown Joliet, home to the college’s
Culinary Arts program, an accredited program
of the American Culinary Federation Education
Foundation, Inc. Accrediting Commission. The
Culinary Arts faculty is comprised of full-time,
multi-certified instructors who have won some
of the most prestigious local, national and
international awards and accolades, including a
World Culinary Olympics gold medal. The campus
offers several restaurants and its own ice carving
classroom. Throughout the conference, ACBSP
members would enjoy delicious food prepared
by JJC students and food service department.
Attendees from Ivy Tech Community College and
Anderson University enjoyed a backstage tour of
the Rialto Square Theater, the “Jewel of Joliet,”
a vaudeville movie palace that opened in 1926.
The theme of entrepreneurship was at the forefront
of the Region 4 Conference, with Region 4
members enjoying a networking reception with
music by the JJC jazz band. Several members
brought dozens of blank journals with them to
donate to Joliet area school children as part of
the #ACBSP4Change initiative. ACBSP Marketing
Committee chair and Region 4 chair >>
WINTER 2019 | ACBSP.ORG | 29
Associate Degree Spotlight | ACBSP IMPACT
Region 4 Fall Conference Networking Reception
featuring the JJC Jazz Band.
ACBSP members and staff enjoy the Region 4 Conference lunch.
Region 4 members learn about sustainability initiatives at Joliet Junior College from Maria Rafac, JJC professor of architecture.
30 | ACBSP.ORG | WINTER 2019
Michelle Meyer was excited to share the news:
“Region 4 was the first region to undertake
an ACBSP4Change effort to give back to the
regional conference host community. We called it,
‘Journals for Joliet,’ and we are so appreciative of
members who donated journals. The journals were
distributed to local third graders to encourage
entrepreneurial ideas among the children. The
teacher would give each student a journal to write
and draw creative ideas,” she said. JJC business
faculty often support local schools by talking to
students about careers in business, judging for
business competitions, and providing tours of the
JJC campus to school field trips.
Rebecca Fyffe, President and CEO of Landmark
Pest Management, a business based in the Chicago
area suburbs, was the Opening Keynote Speaker.
In addition to being named 2018 Illinois Small
Business Person of the Year, SBA Administrator
Linda McMahon crowned Rebecca Fyffe as the
National Small Business Person of the Year,
America’s highest honor for a small business
owner. Rebecca is a life-long learner, and advocate
for community colleges, and understands
the important role that 2-year schools play in
preparing students to transfer, equipping them
with valuable workforce skills, or enriching their
lives through continuing education. During her
time as a student in the honors program at College
of DuPage, Rebecca was elected student trustee
and contributed her time toward the legislative
activities of the Association of Community College
Trustees to help raise capital development funds
for rural schools. Rebecca inspired everyone at
the dinner; her outstanding vision and passion for
innovation demonstrated the true meaning of
our conference theme.
Conference attendees also enjoyed a day filled with
informative and enlightening presentations, with
JJC Business Club students serving as conference
hosts, helping members navigate the campus and
learn more about JJC. Josh Duryea, Academic
Consultant with Peregrine presented a session
on Programmatic Evaluation of Student Learning
Competencies: Comparative Analyses. A panel
of JJC Business Department faculty presented
on the department’s recent efforts to implement
entrepreneurial strategies to improve and promote
opportunities for both student accessibility and
completion in its courses and programs. Particular focus was on the department’s creative use of a vigorous, accelerated program of “8 week classes” using the hybrid, or blended, course delivery method. Bill O’Connor, chair of the JJC Business Department, explained the benefits to students, “This innovative scheduling permits students to complete sequential courses such as Financial and Managerial Accounting or Macroeconomics and Microeconomics back-to-back in one semester. Particularly popular with adult working students is the ‘9 hours in 1 night’ feature, in which students take a 5 p.m. hybrid class for 16 weeks followed by two sequential, eight week classes at 7 p.m. The students thus complete 9 credit hours, taking only 6 credits at one time and coming only one evening per semester,” says O’Connor.
Two student groups participated in the Student Showcase. Keeron Ghose, an MBA Student at the University of Findlay, presented the winning student showcase. Sponsored by Dr. Scott Freehafer, Professor of Marketing and Business at University of Findlay, the presentation was titled, “The Art of Developing Entrepreneurial Leaders: 10 Competencies.” This student showcase was applauded for its quality presentation and scholarly research. Ghose explained the ideas behind the requisite competencies for developing entrepreneurial leadership, “Entrepreneurship is essential both individually and in organizations. Creating entrepreneurs in an increasingly standardized world is challenging. Educator-mentors can nurture entrepreneurial competencies while a universal formula guaranteeing entrepreneurship is nonexistent.”
Ideas to inspire entrepreneurial leadership continued with a Best of Regions presentation by Dr. Bonnie Covelli and Dr. Stephen Morrissette, professors at University of St. Francis in Joliet, who shared details of the business incubator for student and community entrepreneurs. The incubator is an innovative use of space that supports the economic development of the region and entrepreneurial education.
Region 4 celebrated a successful fall conference that showcased the region’s most creative ideas for developing entrepreneurial leaders.
The business programs at Joliet Junior College
have been accredited by ACBSP since 1995. .
ACBSP IMPACT | Associate Degree Spotlight
WINTER 2019 | ACBSP.ORG | 31
Baccalaureate/Graduate Degree Spotlight | ACBSP IMPACT
University Of Redlands Launches Purposeful Leadership Initiative New program is designed to address the needs and challenges of 21st-century organizational leaders
To identify and positively impact today’s
leadership styles, skills, and approaches,
the University of Redlands has launched the
Purposeful Leadership Initiative. Integrating
concepts and models from across disciplines—
from management to ethics and philosophy to
the social sciences—the new initiative includes
educational offerings, research, and community
outreach.
“Purposeful leadership addresses the critical role
leaders play in ensuring that organizations deliver
value to customers in an effective, data-driven,
meaningful, ethical, and socially responsible
manner,” said Thomas Horan, Senecal Endowed
Dean of the School of Business, who is leading the
University-wide effort. “The many offerings of this
initiative will prepare students and professionals
with the skill set necessary to be effective within
their organization in a manner that makes a
positive difference to their employees, customers,
and the world in which they operate.”
A key element of the new initiative is the Master
of Science in Organizational Leadership degree
program (MSOL), which addresses the needs and
challenges of 21st century organizational leaders.
The MSOL highlights the importance of
purposeful leadership and how it is implemented
at the individual, group, organizational,
and societal level.
The Purposeful Leadership Initiative also includes
a leadership speaker series, which will debut this
fall with talks by former Apple executive Jay Elliot
(Oct. 25 at WeWork Aventine, La Jolla), Trust
Factor author Paul Zak (Nov. 8 at WeWork Park
Center, Costa Mesa), and Steve Kaufer, CEO
of Trip Advisor (Nov. 15, WeWork Gas Tower,
Los Angeles).
Other projects and partnerships in development
include an executive certificate program,
research on leadership issues associated
with the effective and ethical management
of people and organizations, and the Leaders
in Community Awards, which recognize
effective and ethical leadership.
The Purposeful Leadership Initiative, which
builds on the 2006 endowment of the newly re-
named Banta Center for Ethical and Purposeful
Leadership at the University of Redlands, was
made possible by generous new support from the
Banta family of Redlands alumni, including David
Banta ‘63, ‘65; Stephanie Banta ‘63; Mark Banta
‘89; and Kimberle Banta ‘89. Other alumni have
joined the Bantas in pledging support for
the initiative as well.
About University of Redlands
The University of Redlands is a private, nonprofit
liberal arts, sciences, and professional education
institution that connects students to a world of
opportunity, geared toward their passions and
potential. Located on seven campuses near the
beaches, mountains, and desert of Southern
California, as well as online, the University’s
School of Business is ACBSP-accredited and
home to both undergraduate and graduate
programs teaching 21st-century skills.
See redlands.edu/schoolofbusiness. .
By: Jennifer Dobbs, News & Information Editor, University of Redlands
32 | ACBSP.ORG | WINTER 2019
ACBSP IMPACT | Student Teacher
STUDENT TEACHERFor the past ten years, I composed monthly columns
focusing on best practices for municipalities. So
when Melinda Dorning, our Director of Marketing
& Communications, asked me to begin a series on
workplace practices, I happily agreed. For my first
publication, however, I am looking back at a column
I wrote in 2017 in which I discussed my approach to
leadership. It lends a bit of insight into my background
as well as how I approach the workplace. The following
content was first published by the Kansas Association
of Counties in their April 2017 “County Comment” and
is republished here in modified form with permission.
By Nathan Eberline, Vice President of Operations [email protected]
WINTER 2019 | ACBSP.ORG | 33
Student Teacher | ACBSP IMPACT
FORMING APHILOSOPHY OF LEADERSHIPWhen I began work at the League of KansasMunicipalities, one of my responsibilities wasoverseeing the educational content we provided tocity officials. I joined the organization in mid-August,and shortly after I began, I was meeting with my bossabout upcoming assignments. I knew we were offeringa workshop on ethics in September, but I did not realizethat I would be the one teaching the four-hour class.Given that I had no previous experience teaching,it was quite the daunting assignment.
I am certain the caliber of my class was less thanwhat the attendees deserved, but I remember thatthe post-class surveys were largely positive.
That encouraging response,
coupled with the obligations of
my job description, started me on
a teaching path that I have come
to appreciate deeply.
In addition to teaching local officials on a bevy ofsubjects, I have also had opportunities to teachcontinuing education for attorneys and guestlecture for a variety of college courses.
During a recent lecturing opportunity, I was thinkingabout my work with the Kansas Legislature and how itfits with the broader principles of leadership. A formerwork colleague, Dr. Jonathan Fisk, asked me to speak tohis MPA class at Auburn University. His focus was ethicsand leadership in the public sector. These are concepts Ithink about often, but I had not previously had a reasonto put my thoughts into text. It was a welcome exerciseto spend time on the subject, and I thought I wouldshare my thoughts for our readership.
My lecture for the MPA students began with some
background on the areas that have most directly shaped >>
my approach to leadership. Three areas came to mind most quickly. The first was my service in student government during college (Student Body Treasurer for two years and Vice President for one year). The second is my time working with local officials and the Kansas Legislature. The third is my role as an elder in my church, where I currently serve as chair. Not all of this relates to public service, but I cannot easily extricate the non-public roles from my philosophy of leadership.
LISTENING WELLPart of Dr. Fisk’s hope for his class was for me to describe my leadership style and philosophy. Though I never feel adequate at this goal, I prioritize listening in the hope of understanding those I am leading. If I neglect listening, then I cannot build consensus. Without consensus, I might succeed on a singular issue, but I risk losing the group over the long haul. I want to facilitate group discussions and glean information from others, so every reasonable item is on the table for the group’s consideration. I pursue this by limiting my own speaking. Thus, I give opportunities for others to speak, which frees me to listen. Once the group moves toward consensus, it is listening well that provides the tools to summarize a conclusion for the group to act upon. This is a key facet for my style when leading small or large groups.
PRIORITIZING DELEGATIONAnother leadership trait I value is delegation. It is essential for a group to move toward a goal. When I am directing others, my philosophy boils down to the phrase: “find ways to say ‘yes.’” This may be a highly conditional “yes” with qualifications that need to happen first. But if someone comes to me with an idea, I analyze it through the lens of wanting to make it happen.
Effective delegation means I need to have a clear vision of what I most value and desire. And if it falls outside of that circle and is merely a preference, then I need to let go. Further, if I have
not effectively communicated that a piece of a project is one of my essentials, then it falls on me—both in how I remedy the situation and how I instruct the next time.
I have a deep sense of
responsibility and ownership for
any organization that I join, and
I subsequently find delegation
quite challenging. But if an
organization is going to thrive,
it cannot fall on the shoulders of
one person.
Leaders need to build up leaders and plan for their own succession. I desire to make myself obsolete. Everyone is replaceable, but good leaders are mindful in preparing for how they’ll be replaced.
This means learning to delegate and instruct so others are prepared to lead in the leader’s absence. A challenge for leaders is that because there are limited people who will serve and serve capably, we see a high rate of burnout from leaders who try to shoulder the responsibility alone. What has surprised me most is how often a call to serve prompts an unwilling response. My general stance has been that I should serve if there is a need and I am able, but this does not seem to be how most people view opportunity.
I have heard from leaders across Kansas—and experienced myself—that there is a lack of people who will take the reins. This further emphasizes why delegation is so important. By training people in the small ventures, they feel emboldened to take on larger responsibilities. Until there are more people willing to serve—be it elected office, church, or some other position—then organizations are bound to the singular person and that person’s capacity. It is never healthy for an organization when one person bears so much.
34 | ACBSP.ORG | WINTER 2019
ACBSP IMPACT | Student Teacher
LESSONS IN FAILUREAs part of my discussion with the Auburn class,
I also addressed my failures. Dr. Fisk began the
discussion with a euphemistic “lessons from
challenges.” I assumed the students preferred
the juicer, “when did you fail and what came of
it?”, which is how I proceeded. One of the first
examples arrived soon after I started working on
behalf of Kansas counties.
During the 2012 legislative session, I worked on
funding for the Local Environmental Protection
Program (LEPP). LEPP was a grant program
where the Kansas Department of Health &
Environment distributed grants to counties to
collaborate for a regional approach to water
quality. It was a successful program that
helped ensure potable water while preventing
contamination in rural areas.
The Governor’s 2012 budget eliminated funding
for the program, and I worked to restore it. The
final 2012 budget not only restored funding but
also included a slight boost from 2011. It passed
both chambers, and I was quite pleased with my
effort and accomplishment. Unfortunately,
I stopped short.
After the House and Senate passed their budget,
I neglected to circle back to the governor’s office.
He eliminated the funds with a line-item veto, and
my effort amounted to nothing. This ties back
to listening well and building consensus from
everyone. I am uncertain whether I could have
convinced the governor’s staff to align with me,
but I certainly should have tried. By failing to
account for all of the key participants, I torpedoed
the funding. When it comes to significant projects,
you cannot account for every variable, but you
can usually identify the main players.
It is vital for leaders to not only identify the
stakeholders but also enfold them to properly
execute a plan. Failing in this step will likely result
in failure on the whole.
PHILOSOPHY OF LEADERSHIPI have been fortunate for employment that lends time and opportunity to consider my leadership style and philosophy. I enjoy thinking about my worldview and wrestling with how individual beliefs reconcile with broad public policy, and I welcome the chance to discuss it with others. But speaking to Dr. Fisk’s class provided a reason to put my general thoughts into text and craft something that might help others whoare learning to lead.
In recent years, I have spent
time reading biographies
of Churchill, Eisenhower,
Madison, and Teddy Roosevelt.
This list and the individuals
on it provide a good reminder
that there are many different
styles of leadership, and there
are endless skills for me to
improve. Yet one consistent
point stood out on this diverse
list of leaders: effective
leadership cannot happen
without intentionality.
I am well aware of how little I know in the ways
of effective leadership, but it was worthwhile
to catalog some of what I do know. If you
are someone who is in a position to lead, I
recommend making the time to write not only the
goals you hope to accomplish, but how you intend
to accomplish them. So often, I feel like I did when
I stood up to teach my first ethics class: like one
who is leading with no previous experience. I may
always be a student of leadership, but—much like
that first time teaching—the pursuit of leading well
is always worthwhile. .WINTER 2019 | ACBSP.ORG | 35
Student Teacher | ACBSP IMPACT
Innovative Collaboration for Better Learning Outcomes Results
36 | ACBSP.ORG | WINTER 2019
ACBSP IMPACT | ACBSP in Latin America
The promotion of innovation and creativity under the ACBSP accreditation model, as established in Standard 2, comes from strategic planning. This is more relevant than ever because the challenges institutions face nowadays require creative solutions to achieve better results in student learning outcomes. Members in ACBSP Region 9, the Latin American Council, have adopted the practice of facing common problems together, responding to some aspect of the ACBSP model. This collaboration is improving the quality of teaching, as members implement some of the best practices they learn from colleagues. These actions include:
Collaborative Research
Research on topics of common interest, which have been developed in a country that is part of Region 9, with a good theoretical framework and validated information gathering and analysis tools, can be applied to several countries. Papers or books that detail their findings are then published in peer-reviewed, specialized journals. One example is a pilot project about
social entrepreneurship, with the participation of 26 universities from eight countries, about which 32 researchers continue working to generate scientific papers.
Volunteer Site Visits
Given the need to guarantee successful results in the accreditation process, the idea arose to carry out a “simulation site visit” prior to the official one, which now is conducted by faculty trained both in the standards and as evaluators. This allows the institution to better prepare for a site visit and allows evaluators to build experience. Since this activity began, eight institutional site visits have been conducted with 12 evaluators participating. Each has achieved excellent results in the official accreditation site visit.
Contest to Promote Knowledge of ACBSP
Each institution disseminates among its stakeholders both information about ACBSP and international accreditation, using various means of communication. This strengthens the understanding of accreditation and enriches the image of ACBSP and the institution itself.
By: Wilfredo Giraldo,Director of Latin American Operations
Innovative Collaboration for Better Learning Outcomes Results
WINTER 2019 | ACBSP.ORG | 37
ACBSP in Latin America | ACBSP IMPACT
This initiative has been launched and will be implemented as of June 2019 and is aligned with the Innovation Challenge project promoted by the ACBSP Board of Directors.
Scholarships for Students
With a common interest to promote international formative experiences among its students, Region 9 institutions introduced a scholarship program last year, awarding 131 scholarships. More than 50 percent of those scholarships have already been used. This program continues and for the first semester of 2019, 79 new scholarships have been awarded.
Assessment Benchmark
Given that the ACBSP accreditation model raises the need to compare learning competencies with other institutions, a benchmarking system among institutions in Latin America has been developed through which students are evaluated under common criteria, in such a way that referential results are obtained to identify opportunities of improvement in teaching and learning. To date, 23 universities have participated and the system is in operation.
Ambassador Universities
Geography in Latin America and cultural
differences create barriers in the way educational
institutions follow the standards outlined in the
ACBSP accreditation model. In an attempt to
break down these barriers, each country has
identified institutions that serve as ambassadors,
promoting accreditation and its benefits. This
approach has allowed the Region to grow and
to increase awareness of ACBSP. Today, nine
universities in 14 countries participate in this
initiative.
These are just a few examples of the ways
in which Region 9 members have worked
collaboratively to establish concrete projects that
respond to the needs of the institutions, build
awareness of the ACBSP brand, and contribute
to better learning outcomes results and quality
education in Latin America.
In the future, we will seek integration with other
regions in the aforementioned projects. .
Building the ACBSP Accreditation Profile in the Chinese Higher Education Industry
38 | ACBSP.ORG | WINTER 2019
ACBSP IMPACT | ACBSP in China
4th Sino-U.S. Higher Education Executive Forum 2018
On October 19, 2018, I attended the 4th Sino-
U.S. Higher Education Executive Forum
2018, hosted by Blackboard Inc. and the U.S.
Commercial Service, United States Consulate
General Shanghai in China, in Nanjing, China. The
theme was: Outcomes-based Education: Higher Education Quality Assurance and Improvement.
In the era of globalization, education has changed
profoundly. Since 2016, China joined Washington
Accord in moving education evaluation and
program accreditation forward in China. The
concept of outcomes-based education stands
out among Chinese higher education institutions,
leaving them eager to learn international best
practices in this field. This forum focused on how
to improve undergraduate education quality
through optimizing teaching and learning process.
It brought together leaders and directors from
top Chinese universities, from the Academic
Department, Academic Affairs, Information
Technology Center and Teaching Quality and
Assessment Office, to discuss and share their
cases and best practices. Keynote speakers from
the U.S., as well as top universities in China, share
their ideas, strategies and best practices on these
trends with their Chinese and U.S. counterparts.
Brad Kleindl, Professor of Marketing at Park
University, was invited as one keynote speaker
to deliver a speech titled, Business Education in a Global Environment at this big event. Brad
pointed out the challenges facing business
schools around the world, and the roles of global
accreditation in managing the challenges today
and in the future. Brad’s speech helped build up
the ACBSP accreditation profile in the Chinese
higher education industry.
Forum speakers covered the following topics:
• The Strategies and Actions in Teaching & Learning Management in Universities
• Establishing Teaching Quality Assurance System in Universities
• Assessment and Accreditation
• The Reform and Innovation in Teaching Mode and Methodology
• How China University Breaks Down Barriers for Faculty Adoption in the Use of Learning Technologies
The forum was a great success. Through this event, more and more Chinese higher education faculties are getting to know international accreditation and ACBSP.
9th Business School Information Development Forum
The 9th Business School Information Development Forum was hosted by MBAChina (a recruitment website for MBA students), Blackboard, and the Business School of Jiangnan University. I was invited to join this forum and gave a speech on behalf of ACBSP. There were more than 100 people from 70 business schools across China in attendance. I shared my experiences and knowledge of ACBSP with the audiences. After the forum, several business schools expressed an interest in learning more about ACBSP, including the Business School of Sichuan Foreign Study University, MBA Center of China University of Communication.
By joining a number of big events in 2018, I have worked to promote and develop a profile for ACBSP in the China market. I believe ACBSP will be more successful in the coming years. .
By: Patty Peng,Director of Chinese Operations
• The ACBSP Store is now online!
Shop online24 hours a day atstore.acbsp.org
WINTER 2019 | ACBSP.ORG | 39
Shop any time for
ACBSP apparel, gifts for
faculty and students, or
a tabletop accreditation
flag to promote your
accreditation.
powered by : Midstates Group
JOB OPENING?SPREAD THE WORD.
Post your listing on careers.acbsp.org
Leverage the power of an expert community of 13,000+ ACBSP members.
E xc i t in g n e w s to r yl in e – 3D pr in ted, ca rb on f ib e r b ik e s
How will your students help reshape the bike industry?
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• Marketing
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E xc i t in g n e w s to r yl in e – 3D p r in ted, ca rb on f ib e r b ik e s
How will your students help reshape the bike industry?
Challenge your students to start-up a fully-functioning e n t r e p r e n e u r i a l f i r m , a l l while operating with a higher purpose to serve, al ign, and
integrate the interests of all major stakeholders.
Your decisions will take into account factors such as employee morale, product reliability, as well as, environmental and health concerns.
All Aspects of Modern BusinessStudents develop, execute, and capitalize on a conscious, new-venture strategy, while learning about:
• Marketing
• Pricing
• Distribution
• Cash Flow
• Product Development
• Internet Marketing
• HR Management
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Stop by our table at the ACBSP Conference or visi t our site to schedule your complimentary tour.
MarketplaceSimulations.com • 1-865-522-1946 • [email protected]
Conscious Capitalism®
Try the New Bike Edit ion Today!
Created in partnership with Conscious Capitalism® Inc.
Simulation Learning for the Conscious Market
At Marketplace Simulations, we’ve partnered with Conscious Capitalism, Inc. to create a simulation that challenges students to manage a business with a broader focus than just profit.
In modern markets, consumers are more and more careful about the companies they support, and they want to see their favorite brands incorporate conscious business practices that consider all of their stakeholders. Students learning about the current business landscape need to understand how these dynamics interact with traditional profit-maximizing strategies.
Whenever business dynamics shift in the real world, it’s our role as educators to prepare students for those evolutions. With our new Conscious Capitalism Bikes simulation, our goal is to empower our future business leaders to be capable and conscious.
This new simulation challenges students to
develop a fully functioning entrepreneurial firm
while operating with a higher purpose: to serve,
align, and integrate the interests of all major
stakeholders. The simulation takes students
through all aspects of a modern business while
gradually introducing factors like employee
morale, product reliability, and environmental
and health concerns.
For more than 20 years, Marketplace has been on
the forefront of simulation learning, creating over
30 marketing and business simulations that are
used in more than 600 universities worldwide. In
our simulations, students gain practical business
skills through hands-on learning by testing their
business strategies and ideas in a virtual game.
Marketplace Simulations has been a corporate member of ACBSP since 2018. They have beenamong the sponsors at both the ACBSP Annual Conference and Deans Symposium.
®
E xc i t in g n e w s to r yl in e – 3D pr in ted, ca rb on f ib e r b ik e s
How will your students help reshape the bike industry?
Challenge your students to start-up a fully-functioning e n t r e p r e n e u r i a l f i r m , a l l while operating with a higher purpose to serve, al ign, and
integrate the interests of all major stakeholders.
Your decisions will take into account factors such as employee morale, product reliability, as well as, environmental and health concerns.
All Aspects of Modern BusinessStudents develop, execute, and capitalize on a conscious, new-venture strategy, while learning about:
• Marketing
• Pricing
• Distribution
• Cash Flow
• Product Development
• Internet Marketing
• HR Management
• Operations
Stop by our table at the ACBSP Conference or visi t our site to schedule your complimentary tour.
MarketplaceSimulations.com • 1-865-522-1946 • [email protected]
Conscious Capitalism®
Try the New Bike Edit ion Today!
Created in partnership with Conscious Capitalism® Inc.
40 | ACBSP.ORG | WINTER 2019
ACBSP IMPACT | Partners & Affiliates
To learn more about our family of business simulations, visit us at MarketplaceSimulations.com
E xc i t in g n e w s to r yl in e – 3D pr in ted, ca rb on f ib e r b ik e s
How will your students help reshape the bike industry?
Challenge your students to start-up a fully-functioning e n t r e p r e n e u r i a l f i r m , a l l while operating with a higher purpose to serve, al ign, and
integrate the interests of all major stakeholders.
Your decisions will take into account factors such as employee morale, product reliability, as well as, environmental and health concerns.
All Aspects of Modern BusinessStudents develop, execute, and capitalize on a conscious, new-venture strategy, while learning about:
• Marketing
• Pricing
• Distribution
• Cash Flow
• Product Development
• Internet Marketing
• HR Management
• Operations
Stop by our table at the ACBSP Conference or visi t our site to schedule your complimentary tour.
MarketplaceSimulations.com • 1-865-522-1946 • [email protected]
Conscious Capitalism®
Try the New Bike Edit ion Today!
Created in partnership with Conscious Capitalism® Inc.
E xc i t in g n e w s to r yl in e – 3D p r in ted, ca rb on f ib e r b ik e s
How will your students help reshape the bike industry?
Challenge your students to start-up a fully-functioning e n t r e p r e n e u r i a l f i r m , a l l while operating with a higher purpose to serve, al ign, and
integrate the interests of all major stakeholders.
Your decisions will take into account factors such as employee morale, product reliability, as well as, environmental and health concerns.
All Aspects of Modern BusinessStudents develop, execute, and capitalize on a conscious, new-venture strategy, while learning about:
• Marketing
• Pricing
• Distribution
• Cash Flow
• Product Development
• Internet Marketing
• HR Management
• Operations
Stop by our table at the ACBSP Conference or visi t our site to schedule your complimentary tour.
MarketplaceSimulations.com • 1-865-522-1946 • [email protected]
Conscious Capitalism®
Try the New Bike Edit ion Today!
Created in partnership with Conscious Capitalism® Inc.
Stop by our Table at ACBSP Conference 2019 or visit our site to schedule your complimentary tour.
WINTER 2019 | ACBSP.ORG | 41
Partners & Affiliates | ACBSP IMPACT
E xc i t in g n e w s to r yl in e – 3D pr in ted, ca rb on f ib e r b ik e s
How will your students help reshape the bike industry?
Challenge your students to start-up a fully-functioning e n t r e p r e n e u r i a l f i r m , a l l while operating with a higher purpose to serve, al ign, and
integrate the interests of all major stakeholders.
Your decisions will take into account factors such as employee morale, product reliability, as well as, environmental and health concerns.
All Aspects of Modern BusinessStudents develop, execute, and capitalize on a conscious, new-venture strategy, while learning about:
• Marketing
• Pricing
• Distribution
• Cash Flow
• Product Development
• Internet Marketing
• HR Management
• Operations
Stop by our table at the ACBSP Conference or visi t our site to schedule your complimentary tour.
MarketplaceSimulations.com • 1-865-522-1946 • [email protected]
Conscious Capitalism®
Try the New Bike Edit ion Today!
Created in partnership with Conscious Capitalism® Inc.
E xc i t in g n e w s to r yl in e – 3D p r in ted, ca rb on f ib e r b ik e s
How will your students help reshape the bike industry?
Challenge your students to start-up a fully-functioning e n t r e p r e n e u r i a l f i r m , a l l while operating with a higher purpose to serve, al ign, and
integrate the interests of all major stakeholders.
Your decisions will take into account factors such as employee morale, product reliability, as well as, environmental and health concerns.
All Aspects of Modern BusinessStudents develop, execute, and capitalize on a conscious, new-venture strategy, while learning about:
• Marketing
• Pricing
• Distribution
• Cash Flow
• Product Development
• Internet Marketing
• HR Management
• Operations
Stop by our table at the ACBSP Conference or visi t our site to schedule your complimentary tour.
MarketplaceSimulations.com • 1-865-522-1946 • [email protected]
Conscious Capitalism®
Try the New Bike Edit ion Today!
Created in partnership with Conscious Capitalism® Inc.
E xc i t in g n e w s to r yl in e – 3D pr in ted, ca rb on f ib e r b ik e s
How will your students help reshape the bike industry?
Challenge your students to start-up a fully-functioning e n t r e p r e n e u r i a l f i r m , a l l while operating with a higher purpose to serve, al ign, and
integrate the interests of all major stakeholders.
Your decisions will take into account factors such as employee morale, product reliability, as well as, environmental and health concerns.
All Aspects of Modern BusinessStudents develop, execute, and capitalize on a conscious, new-venture strategy, while learning about:
• Marketing
• Pricing
• Distribution
• Cash Flow
• Product Development
• Internet Marketing
• HR Management
• Operations
Stop by our table at the ACBSP Conference or visi t our site to schedule your complimentary tour.
MarketplaceSimulations.com • 1-865-522-1946 • [email protected]
Conscious Capitalism®
Try the New Bike Edit ion Today!
Created in partnership with Conscious Capitalism® Inc.
In 1996, CEOs, executives, professors, and industry
experts from around the world formed the Global
Academy of Finance and Management (GAFM).
Much like ACBSP, our organization seeks to raise
education standards and ethics in business and
management. Because of our shared focus, ACBSP
and the GAFM certifying body have created a
partnership that automatically sanctions your
program for board certification, and we encourage
you to take advantage of the opportunity.
Dr. George Mentz, CEO for the GAFM,
commented that:
“GAFM’s Certification Program is a stamp of excellence for your students and alumni. It shows that your business programs provide the top standards needed for students to compete for jobs with recognized certification to earn professional careers in management.”
Dr. Mentz also noted that your students can earn a
certification relevant to their business major—a real
board certification backed by European TUV and
ISO education standards and global educational
quality standards.
Students can apply directly through GAFM.com
for certification under the ACBSP Exemption
as long as they have a 3.0 or higher GPA and a
concentration of four or more courses related to
the certification they are seeking. Business school
professors from ACBSP-accredited programs may
also nominate new students directly to GAFM.
Like other certification bodies, the ACBSP school
can use the GAFM Quality Standards logo on their
websites and brochures and Certified Students can
be verified on the GAFM website.
Our Top Certifications for your Graduates:
• AFA Accredited Financial Analyst® (4+ Finance Courses)
• ChE Chartered Economist® (4+ Economics Courses)
• AMC Accredited Management Consultant® (4+ Management Courses)
• CWM Chartered Wealth Manager® (4+ Financial Planning Courses)
• MFP Master Financial Planner® (4+ Financial Planning Courses)
• CMA Certified Marketing Analyst (4+ Marketing Courses)
• AMA Accredited Management Accountant® (4+ Accounting Courses)
• CRA Certified Risk Analyst® (4+ Risk/Insurance Courses)
After becoming Board Certified, graduates of
ACBSP-accredited programs can better compete
for jobs and promotion globally with a professional
designation. All qualified students can earn
certification eligibility by directly finishing four
or more courses and exams at your ACBSP-
accredited institution rather than taking outsourced
computerized quizzes at testing centers.
Graduates of ACBSP courses may apply for
certification directly at www.gafm.com or send
their résumé to [email protected].
Business schools may join the Chapter Recognition
for free and receive your Certification Program Seal
of Approval: Contact: [email protected] &
http://www.GAFM.com
*ACBSP has an articulation agreement of standards shown here: http://gafm.org/ACBSP.pdf The GAFM International Board of Standards is in standards alliance with the CHEA Quality Group, ACBSP, and accredited by the TUV in Europe. GAFM is the 1st in the USA to be ISO Certified for Training under 29990 Standards. The GAFM has members in over 150 nations. GAFM is a Charter Member of the CHEA Quality Group Standards Memorandum. .
Our GAFM Alliance: Leverage Your ACBSP Membership into Something More
42 | ACBSP.ORG | WINTER 2019
ACBSP IMPACT | Partners & Affiliates
Access Accreditation Workshops
FEBRUARY 28 - MARCH 2, 2019Western Governors University - Austin CampusAustin, Texas
APRIL 25-27, 2019Seneca CollegeToronto, Ontario, Canada
Are you preparing for ACBSP initial or
reaffirmation of accreditation and need
assistance with the information needed or
where to begin? ACBSP invites you to attend
our workshop that gives you full access to the
ACBSP accreditation process.
This intensive three-day seminar will cover
the standards and criteria in detail with
presentations by ACBSP accreditation staff and
members with business programs accredited by
ACBSP who have developed best practices for
each standard. Schools interested in pursuing
candidacy, in candidacy, or seeking reaffirmation
of accreditation will also be provided with in-class
time to review a specific criterion within each
standard using the online reporting portal.
ACBSP Conference 2019
JUNE 21-24, 2019Hilton Americas HoustonHouston, Texas
WHAT WE WANT FOR YOU
We want to help you improve the quality of education within your institution, creating better students for the ever-changing workplace. We want you to stay current with the latest in business education.
WHAT TO EXPECT
More than 70 sessions featuring presenters who are thought leaders in their respective areas, in three educational tracks: Accreditation, Teaching Excellence, and The Art of Developing Entrepreneurial Leaders.
WHO YOU WILL SEE
More than 800 individuals from more than 60 countries in one location, all focused on improving business education. Look forward to pre-conference workshops, concurrent sessions on trending topics, and more! .
2019 Events
Mark your Calendar! WINTER 2019 | ACBSP.ORG | 43
2019 Events | ACBSP IMPACT
44 | ACBSP.ORG | WINTER 2019
ACBSP IMPACT | Staff Spotlight
Staff SpotlightGary Arnold SeeversGraphic Designer/Web Designer
What is your background? I was born in Fairfax, Virginia and spent my adolescence near Fort Worth, Texas, where I developed a love for wide open spaces. I then moved to Springfield, Missouri, where I met my beautiful wife Lindsey Arnold Seevers. Seeking a home in a larger city, close to her family, we moved to Overland Park, Kansas in the winter of 2016.
Tell us a little more about yourself. Lindsey and I are something of a “Renaissance Fam” who entertain a revolving door of hobbies and fascinations, including videography, musical theatre, art, puppetry, guitar, improv comedy, ballroom dancing (she’s much better than I), and any manner of eccentric diversion that catches our fancy.
What is your position at ACBSP and what does your job entail?I joined ACBSP on September 10, 2018 as their new Graphic Designer/Web Designer. I am, at heart, a puzzle-solver and firm believer of the principle “Form follows Function.” I delight in the opportunity I have to solve our digital puzzles and shape our communications in a way that maximizes the effectiveness and improves the aesthetics.
What are you most proud to have accomplished in your life? Somehow, by nothing less than divine providence, I was able to charm the beautiful, witty, inimitable Lindsey Arnold Seevers in such a way that she chose to marry me.
What has been your greatest challenge in life? Like much of my generation, I struggle with a fair degree of anxiety. One prominent facet of this is a paralyzing fear of air travel. The only thing greater than this fear, perhaps, is my affection for Lindsey
who is an avid traveler. These two forces collided over Christmas when her parents offered us the chance of a lifetime to join them on a trip to New Zealand. I am glad to say that we survived and enjoyed an incredible adventure (at least the parts on land) together.
What do you like most about working for ACBSP? Our team is simply wonderful. One would be hard-pressed to find a kinder, warmer, more welcoming group of people. At every step, I feel supported and encouraged. Every person on our staff possesses the wonderful character of being someone who will, at the drop of a hat, roll up their sleeves, put on their thinking cap, and join in the process of working together toward a common goal.
What is the best piece of advice you’ve ever received?
Most people’s minds are not changed by rational arguments and logic, but by people who come alongside them, seek to understand their point of view, and demonstrate through action and kindness that there might be another way.
What is your definition of success? Being a kind person who helps others. .
Say Hello! Email Gary at: [email protected]
WINTER 2019 | ACBSP.ORG | 44
Jeffrey AldermanPresident/CEO
Steve Parscale, Ph.D. Chief Accreditation Officer
Nathan EberlineVice President of Operations
Giles RafolIT Systems
Administrator
Melinda DorningDirector,
Marketing & Communications
Diana HallerudAssociate Director
of Accreditation
Carmen HayesDirector,
Member Services
Sherry WilliamsSenior Coordinator,
Administration
Cari HunzikerAccreditation
Coordinator
Marta García de la CruzConference and
Meeting Coordinator
Danielle HarterMember Services
Coordinator
Gary Arnold SeeversGraphic Designer/
Web Designer
Wilfredo Giraldo, Ph.D.Director of
Latin American Operations
Patty PengDirector of
Chinese Operations
Mary RileyDirector of
Administration
ACBSP Staff
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