association of collegiate business schools and programs ... periodic report 2011… · table 1: new...

Association of Collegiate Business Schools and Programs (ACBSP) Quality Assurance (QA) Report

Rev C

Institution Name: Kwantlen Polytechnic University Date: September 2011 Address: 12666 – 72nd Ave., Surrey, B.C. V3W 2M8 Year Accredited/Reaffirmed: 2006 This Report Covers Academic Years: 2008/09 through 2010/11

Table 1: All Accredited Programs

Degree or Diploma Program Degree BBA in Entrepreneurial Leadership Degree BBA in Accounting Diploma Accounting Diploma Marketing Diploma Business Administration Diploma Applied Business Technology Diploma Business Management Diploma General Business Studies

List all campuses that a student can earn a business degree from your institution: Surrey, Richmond, and Langley Person completing report: David W. Wiens Phone: 604.599.3101 E-mail address: [email protected] ACBSP Champion name: David W. Wiens ACBSP Co-Champion name: Helen Vallee Are you requesting the Board of Commissioners to remove notes or conditions (attach appendix to QA report to justify the removal): NA – notes and conditions removed in February and November 2009. Remove Note: NA Remove Condition: NA Do not remove note or condition: NA

mailto:[email protected]

Report Sources

BC Post-Secondary Central Data Warehouse Standard Reports, October 2010 Data Submission, Credentials AwardedMinistry of Regional Economic and Skills Development

BC Post-Secondary Central Data Warehouse Standard Reports, October 2009 Data Submission, Ministry of Advanced Education and Labour Market Development

BC Diploma, Associate Degree and Certificate Student Outcomes Survey Report for Kwantlen Polytechnic University (2010, 2009, 2008)

British Columbia Council on Admission and Transfer (BCCAT)

B.C. Baccalaureate Outcomes 2010 Survey of 2008 Baccalaureate Graduates

B.C. Baccalaureate Outcomes 2008 Survey of 2006 Baccalaureate Graduates

Kwantlen Accountability Plan and Reports for 2007/08-2009/10, 2008/01-2010/11, 2009/10-2011/12, and 2010/2011 – 2012/2013

Kwantlen Polytechnic University Academic Years 2007/08 – 2009/10 Credentials Awarded by Program.

Kwantlen Polytechnic University Employee Trend Data: 2007, 2008, 2009 and 2010

Kwantlen Spring 2009 to Spring 2011 Term Comparison by Faculty and by Program.

Kwantlen Spring 2009, 2010 AND 2011 Registration Count Comparison by Faculty

National Survey of Student Engagement Executive Snapshot 2010 Kwantlen Polytechnic University

Performance Measures Trends for DASCO (Diploma, Associate Degree, and Certificate Student Outcomes), Ministry of Advanced Education (AVED)

Performance Measures Trends for BGS (Baccalaureate Graduate Survey), Ministry of Advanced Education

A. Faculty Qualifications

Faculty in the School of Business are required to have 3-5 years (depending on discipline) of working experience in their field of expertise in addition to post-secondary teaching experience as a condition of employment. As we have explained in previous submissions, Kwantlen is a teaching-intensive institution that is evolving from a successful community college history: in many disciplines, a Ph.D. is not an appropriate credential for workplace-focused teaching or for disciplines in which professional certifications already add two or more years to one’s education (e.g. Accounting designations such as C.A., C.G.A., C.M.A.) given the institution’s primary emphasis on workplace currency rather than academic. Table 1: New Full-Time and Part-Time Faculty Qualifications LAST NAME FIRST NAME TEACHING

FIELD COURSES TAUGHT CREDENTIAL (S) PROF

CERT ACBSP QUAL

Plenert Lawrence BUSI 2360, BUSI 2390 B.A. (Winn.), B.Th. (C.M.B.C.), LL.B. (Sask.) Prof

Sombke Geraldine ABTY/LGLA ABTY 1141, ABTY 1135, LGLA 1145 Cert. B.C. Teachers (Vancouver), Cert. T.E.F.L. (Vancouver), Cert. E.S.L. (Vancouver), B.A. (Washington)

Prof

3

LAST NAME FIRST NAME TEACHING FIELD

COURSES TAUGHT CREDENTIAL (S) PROF CERT

ACBSP QUAL

Amlani Alym ACCT ACCT 1110, ACCT 2293 Dip. Accounting (U.B.C.), B.Sc. (U.B.C.), MP.Acc. (Sask.), C.A. (C.I.C.A.)

C.A. Prof

Chang Stanley ACCT ACCT 1110 M.B.A. (Athab.), Grad. Dip Management (Athab.), C.G.A. (C.G.A.B.C.)

CGA Prof

Chong Jane ACCT ACCT 2293, ACCT 3335, ACCT 4335 B.Comm. (U.B.C.), M.B.A. (U.B.C.), C.A. (I.C.A.B.C.) C.A. Prof Creagh Erin ACCT ACCT 1110 M.B.A. (Laur.), C.G.A. (C.G.A.B.C.) CGA Prof Flint Amanda ACCT ACCT 1110 B.Comm. (Hons) (Windsor), B.A. (Tor.), M.B.A. (Windsor),

C.A. (C.I.C.A.) CA Prof

Garabedian Arsineh ACCT ACCT 1110 P.I.D. (Vancouver), B.Comm. (Concordia), Grad Dip. Pub. Acc. (McGill)

Prof

Gerchikov Alexander ACCT ACCT 1110 M.A. (Minsk State), C.M.A. (C.M.A.B.C.) CMA Prof Hawkins Elizabeth Jane ACCT ACCT 1110 B.Sc. (Winn.), M.B.A. (W. Ont.), C.M.A. (C.M.A.) Prof Lee Praise ACCT ACCT 1110, ACCT 3444 B.B.A. (S.F.U.), MP.Acc. (Sask.), C.A. (I.C.A.B.C.) CA Prof Qi Zhilin ACCT ACCT 1110, ACCT 1210 Cert. Accounting (Vancouver), M.Sc. (A.N.U) Prof Shepherd John ACCT ACCT 1110, ACCT 1210, ACCT 2293,

ACCT 3310, ACCT 3410 B.Sc. (U.B.C.), M.Sc. (Edin.), M.B.A. (U.B.C.), FCSI (C.S.I.), C.G.A. (C.G.A.)

CGA Prof

Stewart Carol ACCT ACCT 1110, ACCT 1210, ACCT 2293, ACCT 3320, ACCT 3420, ACCT 4650

B.B.A. (Hons) (W. Laur.), M.T.S. (Tyndale), C.A. (I.C.A) CA Prof

Ullattikulam Mumsy ACCT ACCT 1210 B.Comm. (Kerala), M.Comm. (Kerala), C.G.A. (C.G.A.B.C.) Prof Virk Rita ACCT ACCT 1210 B.Comm. (Calg.), MP.Acc. (Sask.), C.A. (I.C.A.B.C.) Prof Yip Frances ACCT ACCT 1110 B.Comm. (U.B.C.), C.A. (I.C.A.B.C.) Prof Yuill Garry ACCT ACCT 2293, ACCT 3320, ACCT 3410,

ACCT 3420, ACCT 3520, ACCT 4445 CIA (IIA), B.A. (W. Ont.), M.B.A. (W. Laur.), C.M.A. (C.M.A.) CMA Prof

Brock Lindsay ACCT/ENTR ACCT 1110, ACCT 1210, ACCT 2293, ACCT 3320, ACCT 3420, ACCT 3520, ENTR 3120

B.A. (Hons) (W. Ont.), M.B.A. (W. Ont.) Prof

Eigenfeldt Catriona ACCT/ENTR ACCT 1110, ACCT 1210, ACCT 2293, ENTR 3120

B.Sc. Com. (Hons) (DePaul), M.B.A. (DePaul), C.M.A. (C.M.A.)

CMA Prof

Ironside Bruce Robert ACCT/ENTR ACCT 3380, ACCT 4780, ENTR 3170 Dip. Ed. (Alta.), B.A. (Alta.), M.B.A. (Alta.), Ph.D. (Tor.) PhD Goelman Ari BUQU BUQU 1130, BUQU 1230 Ph.D. (M.I.T.) PhD Hassanlou Ali BUQU BUQU 1130, BUQU 1230 M.Eng. (Ott.), Ph.D. (Car.) PhD Peplow Stephen BUQU BUQU 1130, BUQU 1230 M.Sc. (U.B.C.), M.Sc. (Lond.) Prof Stewart Nancy BUQU BUQU 1130 B.A. (Hons) (Alta.), M.A. Econ. (Qu.) Prof Udevi-Aruevoru Ikechukwu BUQU BUQU 1230 P.B.D. (S.F.U.), M.Sc. (U.B.C.), M.B.A. (Vic. B.C.) Prof Zhang Guoren BUQU BUQU 1130, BUQU 1230 B.Sc. (Nankai), M.Sc. (McMaster) Prof Tang Rebecca BUQU/CBSY BUQU 1230, CBSY 2310 Cert. T.E.S.L. (U.B.C.), B.Ed. (U.B.C.), B.Sc. (U.B.C.), M.B.A.

(Herts.), M.E.T. (U.B.C.) Prof

Phipps Laurie BUQU/ECON BUQU 1130, BUQU 1230, ECON 2210

B.A. (S.F.U.), M.A. (Qu.), M.A. (Royal Roads) Prof

Lian Minli BUQU/ENTR BUQU 1130, BUQU 1230, ENTR 3170

M.B.A. (S.F.U.), Ph.D. (ABD) (S.F.U.), C.F.A. (CFA Institute) CFA PhD

4



ACBSP QUAL

Dong Zaidong BUQU/INFO BUQU 1130, BUQU 1230, INFO 4310 M.B.A. (U.B.C.), M.Sc. (Peking) Prof Dickens Charles BUSI BUSI 1110, BUSI 1215, BUSI 2360,

BUSI 2405 B.Sc.Eng. (Western Michigan), M.Sc. (Western Michigan) Prof

Hardcastle Christopher BUSI BUSI 2390 B.A. (U.B.C.), LL.B. (U.B.C.) Prof Herrmann Shari Ann BUSI BUSI 1110, BUSI 1210, BUSI 1215,

BUSI 1250, B.A. (Guelph), M.B.A. (W. Ont.) Prof

Kreykenbohm Michael BUSI BUSI 1250 M.Sc. (U.B.C.), M.B.A. (U.B.C.) Prof Lecovin Matthew BUSI BUSI 2390, HRMT 3125 Dip. Outdoor Rec. Mgt. (Capilano), P.I.D. (Vancouver),

B.A. (Vic. B.C.), LL.B. (U.B.C.) Prof

Passmore Lyndsay BUSI BUSI 1110, BUSI 1210, BUSI 1215 B.A. (W. Ont.), M.B.A. (W. Ont.) Prof Tan Peter BUSI BUSI 1210, BUSI 1215, BUSI 2405 B.B.A. (Newport), PGCLTHE (LGU), M.B.A. (Sheff.),

M.A.L.T.H.E. (London Met), Ph.D. (LGU), F.H.E.A. (THEA), M.C.I.M. (C.In. Mrktg), M.C.I.L.T. (C.I.L.T.)

PhD

Tong Chun Kuen Rick

BUSI BUSI 1110, BUSI 2490 B.Sc.Eng. (Qu.), M.B.A. (Alta.) Prof

Tong Chun Kuen Rick

BUSI BUSI 1110, BUSI 1215 B.Sc.Eng. (Qu.), M.B.A. (Alta.) Prof

Van Sickle Kerry BUSI BUSI 1210, BUSI 1215, BUSI 2405 B.G.S. (Athab.), M.B.A. (Royal Roads) Prof Anderson Bradley BUSI/ENTR BUSI 1210, BUSI 1215, BUSI 2405,

ENTR 3130, ENTR 3140, MRKT 2340 B.Sc. (Calg.), M.B.A. (U.B.C.), M.Sc. (Calg.) Prof

Becker Paul BUSI/ENTR BUSI 1210, BUSI 1215, ENTR 3160, ENTR 4200

B.A.Sc. (U.B.C.), M.B.A. (Royal Roads), Ph.D. (Sask.) PhD

Williams Anthony BUSI/ENTR BUSI 1215, ENTR 3110 B.Sc. (Ore.), M.Sc. (Ore.), Ph.D. (C. P. U.) PhD Benevides Judith BUSI/HRMT BUSI 1205, BUSI 1215, HRMT 3115,

HRMT 3135, HRMT 3255 M.B.A. (Calg.) Prof

Calao Carlos BUSI/HRMT BUSI 1210, BUSI 1250, BUSI 2465, HRMT 3135, HRMT 3265

B.A. (S.F.U.), M.B.A. (Dal.) Prof

Kwan Benjamin CBSY CBSY 1105, CBSY 2205 B.B.A. (Kwantlen), M.B.A. (S.F.U.) Prof Lord Trevor CBSY CBSY 1105 Dip. Financial Mgt. (Westminster), Cert. Lib. Arts (S.F.U.),

B.A. (S.F.U.), M.B.A. (U.B.C.) Prof

Masri Kamal CBSY CBSY 1105, CBSY 2205, CBSY 2205, ENTR 3160

B.A.Sc. (U.B.C.), M.B.A. (S.F.U.), Ph.D. (S.F.U.) PhD

Svedic Zorana CBSY CBSY 1105, CBSY 2205 Dip. Tech. (Hons) (B.C.I.T.), M.B.A. (S.F.U.), Ph.D. (ABD) (S.F.U.)

PhD

Wong Richard CBSY CBSY 1105, CBSY 2205 B.A.Sc. (S.F.U.), M.B.A. (Qu.) Prof Yol Sert CBSY CBSY 1105 Dip. Elec. Eng. (Humber), B.Eng. (Lakehead), M. Mgt.

(Lakehead) Prof

Huang Wei CISY CISY 1113, CISY 1212 M.Phil. (H.K.), Ph.D. (U.B.C.) PhD Wu Aihua CISY CISY 1105, CISY 2314 M.C.I.S. (Concordia), Ph.D. (Concordia) Prof Frymire Fleming Angela CMNS CMNS 1140 Dip. Tech (B.C.I.T.), M.B.A. (USQ), Dip. Urban. Land Econ.

(U.B.C.), A.P.R. (C.P.R.S.) APR, CPRS

Prof

Furlong Carla CMNS CMNS 1140, CMNS 2140 B.A. (Tor.), B.Sc. (Ott.), M.B.A. (Calg.) Prof

5



ACBSP QUAL

Hindy Maureen CMNS CMNS 1140 LL.B. (Dal.), B.A. (Nfld.) Prof Maultsaid Deirdre CMNS CMNS 1140 B.A. (S.F.U.), M.Ad.Ed. (U.B.C.) Prof O'Malley Deborah CMNS CMNS 1140 Dip. Bus. (B.C.I.T.), Cert. Bus. Admin. (Sheridan), M.A.

(Royal Roads) Prof

D'Angelo Marsha CMNS/PRLN CMNS 1140, PRLN 2350 B.A. (S.F.U.), M.A. (Tor.) Prof Akbar Mohammad ECON ECON 1101, ECON 1150, ECON

1250, ECON 2210, ECON 3150 B.Sc. (Karachi), M.Sc. (Karachi), Ph.D. (Essex) PhD

Chen Jyh-Yaw Joseph

ECON ECON 1150, ECON 1250, ECON 2280, ECON 2350

B.B.E. (Hons) (York), LL.B. (Soochow), M.A.Interdisc.St. (Chinese Culture), Ph.D. (ABD) (Vic. B.C.)

PhD

Eddy Sumeke Freda ECON ECON 1150, ECON 1250 Dip. Bus. (Coquitlam), B.B.A. (Hons) (S.F.U.), M.A. Econ. (S.F.U.)

Ghosh Subhadip ECON ECON 1250, ENTR 3150 M.Sc. (I.I.T.), Ph.D. (I.I.T.) PhD Kong Alfred ECON ECON 1150 B.A. (U.B.C.), M.A. (Tor.) Prof Lantinova Vera ECON ECON 1150, ECON 1250 M.A. Econ. (S.F.U.) Prof McAuley-Bax Shauna ECON ECON 1150, ECON 1250 B.A. (Hons) (Sask.), M.A. (S.F.U.) Prof Belban Patricia HRMT HRMT 3255 B.A.R.A. (Sheff.), M.H.R.M. (Glas.) Prof Bickell M. Amanda MRKT MRKT 1199, MRKT 1299, MRKT

2333, MRKT 2340, MRKT 2360 B.Sc. (Guelph), M.B.A. (Athab.), Grad. Dip Marketing (Athab.)

Prof

Leach Richard MRKT MRKT 1199, MRKT 1235 M.B.A. (Tor.) Prof Mitchell Peter MRKT MRKT 1199 B.A. (Hons) (W. Laur.), Grad. Dip Management (Athab.),

M.Ed. (S.Q'ld.) Prof

Niosi Andrea MRKT MRKT 1199, MRKT 2111 B.A. (U.B.C.), M.B.A. (U.B.C.) Prof Perera Nishan MRKT MRKT 1199, MRKT 1235, MRKT

2321, MRKT 2455 Dip. Marketing (C.In. Mrktg), P.I.D. (Ministry of Adv. Ed.), M.B.A. (Sri Jayewardenepura), M.Ed. (S.F.U.)

Prof

Singh Rajinder MRKT MRKT 1199 B.A. (York), M.B.A. (York) Prof Tracey Donald MRKT MRKT 1199 B.B.A. (S.F.U.), M.B.A. (Qu.), C.M.A. (Qu.) Prof Cardin Maryse PRLN PRLN 1210, PRLN 2455 B.A. (Concordia), M.A. (Leic.) Harman Susan PRLN PRLN 1141 Dip. F.A. (Emily Carr), Dip. Coun. (Humber), Cert. Writing

(Banff School of Fine Arts) Prof

Kennedy Amelia PRLN PRLN 1150, PRLN 2331, PRLN 2345 Dip. P.R. (Kwantlen), B.A.A.C. (Royal Roads) Prof Smolar Terri PRLN PRLN 1120, PRLN 2310, PRLN 2320 B.A. (Nfld.), B.Ed. (Nfld.) Prof Department Codes:

ACCT = Accounting BUQU = Business & Quantitative Methods BUSI = Business Management CBSY = Computer Business Systems CISY = Computer Science & Info Systems CMNS = Applied Communication ECON = Economics HRMT = Human Resources Management MRKT = Marketing Management

PRLN = Public Relations

B. Curriculum 1. List any existing accredited degree programs/curricula that have been substantially revised since your last report and attach a Table VII –

CPC Coverage for each program. NA

2. List any new degree programs that have been developed and attach a Table VII – CPC Coverage for each new program since your last report.

Table 2: BBA Human Resources Management CPC – commenced September 2006

Summary of Common Professional Component (CPC) Compliance

Bachelor of Business Administration (BBA) Human Resources Program

Core Courses A1 - MKT

A2 - FIN

A3 - ACC

A4 - MGT

B1 - LAW

B2 - ECO

B3 - ETH

B4 - GLO

C1 - IS

C2 - STAT

D - POL/

COMP

Total %

Total Contact Hours

HRMT 3115 Human Relations in Organizations 80 10 10 100 60

HRMT 3125 Employment Law 30 70 10 10 120 72

HRMT 3135 Recruitment and Selection 10 5 65 10 5 10 5 5 25 140 84

HRMT 3145 Occupational Health and Safety 5 40 20 20 5 25 115 69

HRMT 3255 Total Compensation 5 10 5 70 10 5 5 5 10 30 155 93

HRMT 3265 Employee Development and Coaching 10 70 10 35 125 75

HRMT 4115 Labour Relations 5 75 30 5 10 10 5 35 175 105

HRMT 4125 Organizational Development 90 10 60 160 96

HRMT 4500 Strategic Human Resources Management 5 5 5 20 5 5 5 5 5 100 160 96

PHIL3033 Business Ethics 100 100 60

ENTR 3000 Professional Business Communications

10 10 6

7

Summary of Common Professional Component (CPC) Compliance Bachelor of Business Administration (BBA) Human Resources Program


A2 - FIN

A3 - ACC

A4 - MGT

B1 - LAW

B2 - ECO

B3 - ETH

B4 - GLO

C1 - IS

C2 - STAT

D - POL/

COMP

Total %

Total Contact Hours

ENTR 3120 Managerial Accounting 5 10 95 10 5 5 5 20 155 93

ENTR 3150 Business Economics 10 5 5 100 120 72

ENTR 3160 IT for Business 10 10 100 120 72

ENTR 3170 Entrepreneurial Finance 10 80 20 10 5 5 5 5 140 84

Total % 45 135 125 575 150 120 200 30 110 75 330 Total Contact Hours 27 81 75 345 90 72 120 18 66 45 198

Table 3: BBA Marketing Management CPC – commenced September 2010 Summary of Common Professional Component (CPC) Compliance

Bachelor of Business Administration (BBA) Marketing Management Program


A2 - FIN

A3 - ACC

A4 - MGT

B1 - LAW

B2 - ECO

B3 - ETH

B4 - GLO

C1 - IS

C2 - STAT

D - POL/

COMP Total

% Total

Contact Hours

PHIL 3033 Business Ethics 100 20 120 72

MRKT 3211 Managing the Communication Process 60 5 20 5 5 5 20 5 125 75

MRKT 3240 Marketing Information Management 50 5 10 10 5 5 5 25 15 130 78

MRKT 3311 Marketing in a Digital World 60 5 20 5 5 5 25 125 75

MRKT 4160 Business Development 50 5 30 15 10 20 5 25 160 96

MRKT 4201 Integrated Marketing Communication 50 5 5 30 5 5 10 5 5 5 10 135 81

8

Summary of Common Professional Component (CPC) Compliance

Bachelor of Business Administration (BBA) Marketing Management Program


A2 - FIN

A3 - ACC

A4 - MGT

B1 - LAW

B2 - ECO

B3 - ETH

B4 - GLO

C1 - IS

C2 - STAT

D - POL/

COMP Total

% Total

Contact Hours

MRKT 4177 Contemporary Issues in Marketing 60 5 5 30 10 5 10 20 5 5 10 165 99

MRKT 4330 Practicum 50 10 10 20 10 10 5 5 20 5 100 245 147

ENTR 3000 Professional Business Communications 10 10 6

ENTR 3110 Advanced Organizational Behaviour 60 20 10 30 120 72

ENTR 3120 Managerial Accounting 5 10 95 10 5 5 5 20 155 93

ENTR 3130 Production And Operations Management 15 5 5 45 5 10 5 15 25 30 160 96

ENTR 3140 Entrepreneurial Marketing 60 20 15 5 5 5 5 5 5 5 130 78

ENTR 3150 Business Economics 10 5 5 100 120 72

ENTR 4110 Business Leadership 5 100 15 120 72

Total % 475 75 150 385 60 145 210 90 110 120 200

Total Contact Hours 285 45 90 231 36 87 126 54 66 72 120

3. List any accredited programs that have been terminated since your last report. NA

1. List any organizational or administrative personnel changes within the business unit since your last report. School of Business staff: a. Associate Dean (acting) hired (March 2010): David Wiens b. Associate dean (acting) hired (September 2010): David Coulson c. New Advisory Coordinator (Oct 2009): Jane Gray

C. Organization 1. List any organizational or administrative personnel changes within the business unit since your last report.

School of Business staff: a. Associate Dean (acting) hired (March 2010): David Wiens b. Associate dean (acting) hired (September 2010): David Coulson c. New Advisory Coordinator (Oct 2009): Jane Gray d. Two new Degree Advisor positions

- Rachel Gilchrist (Jan 2010) - Yvonne Chen (Jun 2010)

e. Three new program assistants approved in budget April 1, 2011: Janice Webster hired July 2011; search process continues f. Department chairs are elected for a 3-year term. Departmental dates differ. g. List all new sites where students can earn an accredited business degree (international campus, off-campus or on campus, on-line) that have been added

since your last report? NA

D. Conditions/Notes/Opportunity for Improvement (OFI) to be Addressed The remaining notes and conditions were removed in November 2009 report. That report (2nd submission in 2009) also identified a number of OFI’s that will be addressed in the 2013 Periodic Report. As you will see in the outcomes section of the report, we are in transition with respect to measuring outcomes. Many of the provincial government and university survey instruments are being revised to permit us to drill down to business unit performance, but that conversion process is taking time and what follows is an evolving mix of university and business unit measurements.

E. Program Outcomes Historically, Kwantlen has not required program developers to identify overall outcomes but rather asked them to ensure that the individual official Course Outlines (the official document that represents each course to the University community and to the articulation bodies outside the University community–this was explained in our original submission) spell out the implications of the School of Business statement. The Course Outline identifies learning outcomes and objectives, essentials/employability skills, course content, learning methodologies and activities, assessment methods, and assessments. Each instructor’s Course Presentation (the syllabus delivered to the students each semester for each course) is checked by each department head each semester to ensure every course is consistent with the official Course Outline. That said, all new degree programs are now being developed with more explicit descriptions of how each program will deliver the School of Business mission. Secondly, all for degree programs are currently undergoing a full program review. Part of that program review process requires each department to identify program outcomes as part of the effort to enhance program strengths and correct weaknesses. The degree program reviews will be completed in 2012 and the results will be included in the 2013 periodic report. Here is a sample of the BBA Marketing Management program outcomes statement for our latest degree followed by the School of Business Mission statement:

the BBA in Marketing Management degree will produce graduates who bring contemporary applied marketing skills with the sound business management foundation to help organizations succeed in a dynamic global economy.

BBA in Marketing Management graduates will be prepared for jobs in traditional and emerging marketing roles such as sales, marketing, public relations, communications and advertising. They can also find employment in general business, research, consulting and business development. Students seeking further study will be able to apply to MBA programs and other Post Baccalaureate and Graduate Diplomas.

Industry feedback has highlighted the need to provide students with applied marketing skills and a sound business management foundation. The practical learning outcomes are grounded in curriculum that is accountable, global, team-based, and uses contemporary quantitative and qualitative tools.

A co-op model will be incorporated into the Marketing Management degree. Depending on the year of entry, students will complete to work terms in years 3 and 4.

School of Business Mission: to provide students of diverse ages, backgrounds, and aspirations with the quality business education that prepares them for success in the workplace and graduate school.

F. Performance Results

Table I Student Learning Results (Required for each accredited program) Performance Indicator Definition

1. Student Learning Results A student-learning outcome is one that measures a specific competency attainment.

Analysis of Results

Performance Measure

(Competency)

Description of Measurement

Instrument

Areas of Success Analysis and Action Taken Trends for 3-5 Years

Accounting Dept. MFT top 10 percentile

Capstone course, external, summative.

Only two semesters below 90%: Summer 07 @ 85%; Summer 08 @ 85%

Continued reinforcement of importance of results: faculty teaching capstone courses emphasize importance by assigning a mark for compliance thereby ensuring all students participate

80%

85%

90%

95%

100%

06-3 07-1 07-2 08-1 08-2 09-1 09-3 10-1

Accounting

11

Performance Indicator Definition 1. Student Learning Results A student-learning outcome is one that measures a specific competency attainment.

Analysis of Results Performance

Measure (Competency)


Instrument


Entrepreneurial Leadership Dept. MFT top 10 percentile

Capstone course, external, summative.

Only two semesters below 90%: Summer 07 @ 88%; Fall 09 @ 80%

Continued reinforcement of importance of results: faculty teaching capstone courses emphasize importance by assigning a mark for compliance thereby ensuring all students participate

Course completion rate

Target equal to/greater than 80% in all university courses across faculties

Consistently achieved None needed

60%

80%

100%

07-1 07-2 08-1 08-2 09-1 09-3 10-1

Entrepreneurial Leadership

75.0%77.0%79.0%81.0%83.0%

2007/08 2008/09 2009/10

Course Completion (target 80% or greater)

12

Performance Indicator Definition 1. Student Learning Results A student-learning outcome is one that measures a specific competency attainment.




Instrument


ENTR4250 Capstone course

Grade distribution report – internal, summative

Reasonable curve but unusually high failure rates

BBA ENTR Chair leading department through analysis of course to determine whether standards are too high. Initial response is that this course is designed to make students workplace-ready and therefore has be very demanding.

ACCT 4720 Capstone course

Grade distribution report – internal, summative

High success rate …but B range grade is abnormally high. BBA ACCT Chair leading department through analysis of the course to determine whether the rigour is sufficient. Those discussions continue as part of the department’s program review.

0%

5%

10%

15%

20%

25%

30%

A B C/C+ C- D F

2008 2009 2010

0%

10%

20%

30%

40%

50%

60%

70%

A B C/C+ C- D F

2008 2009 2010

13

Table II Student and Stakeholder-Focused Results 2. Student- and Stakeholder-Focused Results Student- and stakeholder-focused results examine how well your organization satisfies students and stakeholders

key needs and expectations. Analysis of Results

Performance Measure (Competency)

Measurement Instrument

Areas of Success Analysis and Action Taken

Trends for 3-5 Years

Student satisfaction with education

External DASCO and BGS measurements: target equal to/greater than 90% (Ministry of Advanced Education target)

Consistently exceeded

NA

Student assessment of preparation for further studies as very well or somewhat prepared (DASCO survey only)

DACSO (diploma/AA degree) with target equal to or exceeding 90%

Downward trend mildly concerning but more significant drop in 2010/11 triggers more detailed review

BBA program reviews performing detailed review of student perception to determine deficiencies: ACCT completing Fall 2011; ENTR completing 2012

Former student assessment of their skill development (written & oral, teamwork, critical analysis, problem solving, etc.)

Provincial DACSO (diploma & AA degree) and BGS (Bacc Degree) measurements: target average equal/greater than 85%

Degree programs consistently above target

Diploma data sent to departments for analysis and action 2011.

90.0%91.0%92.0%93.0%94.0%95.0%96.0%97.0%98.0%

DACSO BGS

2008/09

2009/10

70.0%

80.0%

90.0%

100.0%

2007/08 2008/09 2009/10 2010/11

Preparation for future studies

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

2007/08 2008/09 2009/10 2010/11

DASCO

BGS

14

2. Student- and Stakeholder-Focused Results Student- and stakeholder-focused results examine how well your organization satisfies students and stakeholders key needs and expectations.

Analysis of Results Performance Measure

(Competency) Measurement

Instrument Areas of Success Analysis and Action

Taken Trends for 3-5 Years

Employed graduates’ assessment of usefulness of knowledge & skills acquired at KPU in performing their job

Provincial DACSO and BGS measurements: AVED target equal to or exceed 90%

Degree programs above 2 of 3 years but trending downward in third; Diploma trend improving

Degree programs notified of slight downward trend in latest year; Diploma programs notified that increase not yet meeting AVED target

Unemployment rate of KPU graduates

Provincial DACSO and BGS measurements: AVED target lower than that of high school graduates in catchment region

Significantly better than target

None needed

Active links to workplace: e.g. coop placements, internships, practicums, etc.

Target: Equal or exceed average of previous two years

Exceeded Each year equals or exceeds average of previous two years

0.0%20.0%40.0%60.0%80.0%

100.0%

2008/09 2009/10 2010/11

DASCO

BGS

0.0%

5.0%

10.0%

15.0%

DASCO BGS HS Rate

2008/09

2009/10

2010/11

0

2000

4000

6000

2007/08 2008/09 2009/10 20011/12

Links to Workplace

15






Kwantlen Co-op Education Placements

Number of students successfully placed in co-op positions and who completed the requirements of the position

Dramatic improvement in 2011 for ACCT, ENTR, HRMT.

Each of the departments has a dedicated co-op advisor for 2011 on a pilot basis.

Skill Development: student feedback on effect of education on specific areas needed on their jobs

B.C. Baccalaureate Outcomes - Surveys of Baccalaureate Graduates in 2008 and 2010

Consistent results for both reporting periods: all but math and computer use above 80%

Departments reviewing the two weaker areas as part of program review

0% 50% 100%

Written…Oral…

Reading/Compreh…Group Collaboration

Critical AnalysisProblem Resolution

Mathematics UseComputer Use

Learning on Own

2010

2008

16






Graduate assessment of Education and Skill Development 2 years after graduation

B.C. Baccalaureate Outcomes - Surveys of Baccalaureate Graduates in 2008 and 2010

Consistently superior results both reporting periods.

Reported to departments

Length of time it took to find a program-related job

Three year survey (2008-10) of diploma, associate degree and certificate graduates

92% find work within 6 months

Reported to departments

Usefulness of program in getting job


76% satisfaction level Reported to departments for analysis and action

90% 92% 94% 96% 98%

Work relatedKnowledge, Skills

Programsatisfaction

Quality ofInstruction

Comprehensivenessof Core

2010

2008

17






Usefulness of knowledge & skills in performing job



Overall satisfaction: main goal of enrolment met?



Level of satisfaction with education



18






Student assessment of Post-Probationary faculty performance by term business unit-wide (shown here) and by individual department (not shown)

Scale of 5 with 5 indicating the highest level of satisfaction Note: a new electronic tracking system now permits us to report this information more efficiently. Each department will now receive a detailed breakdown of the same data for its own instructors.

Student satisfaction exceeds 80% in all but one semester (Fall 2010) in first four areas; only marginally below in overall question.

Reported to departments for analysis and action

Student assessment of Probationary faculty performance by term business unit-wide (shown here) and by individual department (not shown)

Same as above Student satisfaction levels closely match those for post-probationary faculty: exceeding 80% in all but one semester (Fall 2010)

Reported to departments for analysis and action

19

Table III Budgetary, Financial, and Market Results 3. Budgetary, Financial, and Market Performance Results

Budgetary, financial, and market performance results examine (1) management and use of financial resources and (2) market challenges and opportunities.



Instrument Areas of Success Analysis/ Action Taken Trends for 3-5 Years

Measure budget increase each year: ask and receive numbers against previous year’s baseline

Approved budget compared to what was asked for and what was received. Note: additional funds were granted for items not requested to meet needs identified by the university.

The budget increased but not at the planned level, and the initiatives identified in the shortfall table below were not executed.

Justified Increase in budget in 2011/12 submission by demonstrating financial efficiency relative to other departments in university

Despite the overall trend of an increased operating budget for the business unit (primarily reflecting growth in course section offerings), Table 2 shows a pattern of significant underfunding each year in terms of the kinds of supports needed to sustain overall growth and take strategic initiatives. After several years of unsuccessful requests for funding to

• correct serious staffing deficiencies (compared to University) • pay for course sections added in response to market demand • act on initiatives identified by the School as necessary and urgent,

we revamped our Budget Ask to demonstrate the significant efficiencies being achieved by the School of Business despite the shortfalls, and appealed to senior administrators on the grounds of progress and fairness. This required showing our efficiencies relative to the inefficiencies of the other major faculties in the University, which, as you can imagine, didn’t endear us to our colleagues.

$0$5,000,000

$10,000,000$15,000,000$20,000,000

Overall Budget Trend

Table 2: Budget Shortfalls – Budget Ask vs. Receive Fiscal Year Budget Ask Budget Ask Budget Rec'd Shortfall

2009/10 Sections/Faculty $332,800 $332,800

Admin Staffing $618,000 $57,700 $560,300

Degree Development $117,000 $0 $117,000

Chair Release $41,600 $41,600

Total $1,109,400 $432,100 $677,300

2010/11 Sections/Faculty $2,097,127 $1,087,500 $1,009,627

Admin Staffing $419,000 $57,700 $361,300

Space $146,000 $0 $146,000

Degree Development $75,000 $0 $75,000

Faculty Development $100,000 $0 $100,000

CE Initiatives $52,000 $0 $52,000

Student Life initiatives $36,500 $0 $36,500

Total $2,925,627 $1,145,200 $1,780,427

2011/12 Sections/Faculty $1,025,232 $131,440 $893,792

Admin Staffing $352,160 $167,400 $184,760

Space $20,000 $0 $20,000

Faculty Development $100,000 $0 $100,000

Chair Release $50,000 $0 $50,000

CE Initiatives $64,480 $0 $64,480

Student Life Initiatives $31,500 $0 $31,500

Recruit/Retention $5,000 $0 $5,000

Total $1,648,372 $298,840 $1,349,532

20

We began our presentation by showing that the School of Business delivers more credentials per year, of every type, than any other division in the University, dramatically outperforming the other divisions in several categories. Figure 1: Credentials by Division - Overall and by Type

�ACA 2%

�Business 35%

�C&HS 15%

�Design 5%

Humanities

3%

�Sci/Hort 2%

�Social Sciences

18%

�T&T 20%

Business 38%

C&HS 16%

Design 13%

Humanities 1%

Social Sciences

32%

Bachelor

�Business 82%

�C&HS 18%

Post Bacc ACA 3%

Business 56%

C&HS 0%

Design 2%

Humanities 4%

Sci/Hort 6%

Social Sciences

29%

Diploma/AD

21

Second, we compared the Business unit’s delivery of domestic and international FTEs to the rest of the Academic divisions

Third, we contrasted Business’s budget vs. revenue with the rest of the Academic divisions combined to show that we were not being funded proportionately.

Academic Div 34%

Business 66%

International

Enrollment

Domestic FTE 91%

Int FTE 9%

Figure 2: Budget vs. Revenue

Business 21%

Academic Divisions

79%

Budget

Business 29%

Academic Divisions

71%

Revenue

Domestic

Revenue 73%

Interntnl Revenue

27%

22

Fourth, using only Student and Faculty FTE data (tuition only), we contrasted the fiscal performance of the School of Business to the comparable divisions in the University. As you can see from the following table, the Business unit is the only profitable unit in the University. In fact, something like $21 million is transferred from our revenues to the rest of the University each year to keep the rest of the divisions operational.

Finally, we contrasted the School of Business’s efficiency of Student FTE delivery in terms of Faculty, Administrators, and Staff. The table

shows that whereas the ratio of Administrators and Faculty to Students is reasonable with respect to the other major divisions, the ration of Staff-to-Student is entirely unreasonable.

Figure 3:Tuition Revenue/Student FTE

Table 3: Student FTE Delivery by Division Operating Budget Summaries Comparison

Faculty FTE Admin FTE Staff

Student FTE FTE Delivered/Group

Division Regular Non Regular Combined Admin Staff

Salary Other Faculty Admin Staff

Design 23.2 7.3 30.4 2 9 $23,300 295.3 9.7 147.7 32.8 Cmmt & Health 54.0 14.1 68.1 3 10.8 $36,000 587.1 8.6 195.7 54.4 Science/Hort 49.8 3.6 53.3 6 39.9 $161,900 973 18.2 162.2 24.4 Humanities 68.6 6.8 75.4 2 6 $134,100 1411.9 18.7 706.0 235.3 Social Sciences 81.0 4.0 85.0 3 8 $44,700 1989.6 23.4 663.2 248.7 Business 114.8 9.1 123.9 4 5 $200 3027.1 24.4 756.8 605.4

C&HS 6%

Sci/Hort 11%

Humanities

16%

Design 4%

Social Sciences

23%

Business 40%

23

That data was the basis for asking senior administrators to reconsider the funding being provided to the business unit. The resulting budget did marginally improve the very poor staff-to-faculty and staff-to-student ratios by creating three new program assistant positions (we asked for 8 to bring us inline with the other major faculty Social Sciences). And the new Vice President and Provost has now asked all divisions to submit budgets showing the performance measures provided by the School of Business. We’ll see this fall (2011) what the overall effect is on the budget process and will report on the new measures and their impact in the 2013 periodic report. Table IV Faculty- and Staff-Focused Results The first phase of this university-wide measure round will be succeeded by division-specific measurements in the next round. Secondly, four of the business unit’s degree programs are currently undergoing full program reviews (2010-2012) and are gathering data in similar areas to set up strategic planning and periodic reporting. The data below is being sent to each department in the business unit to guide their own surveys and give them a benchmark to measure departmental performance against university-wide performance for the next periodic report. Note: Kwantlen has just come out of a very difficult 3 year period with a president who resigned abruptly in February 2011. Communication levels were at an all-time low during that 3 year period and the results show in the tables below.

4. Faculty and Staff Focused Results Faculty and staff-focused results examine how well the organization creates and maintains a positive, productive, learning-centered work environment for business faculty and staff.




Instrument

Areas of Success Analysis and Action Taken Graphs or Tables of Resulting Trends for 3-5 Years

Overall Job Satisfaction

University wide survey – just released September 2011.

Generally high level but trending downward

Reported to departments for analysis and action – same comment for rest of column – measurement done for the first time; results released September 2011

71%

15% 14% 0%

78%

14% 9% 0%

2011 2009

24





Instrument


Overall satisfaction with necessary support to improve work performance


Unacceptably low Departments surveying faculty to compare departmental score to university benchmark

Overall satisfaction with supervisor


Passable level of satisfaction but needs improvement (and trending downward)

Departments surveying faculty (several as part of program review) to compare departmental score to university benchmark

Overall sense that Kwantlen is committed to its employees


Passable level of satisfaction but needs improvement


48%

25% 25%

2%

48% 31%

18% 3%

2011 2009

60%

18% 18% 4%

65%

18% 14% 2%

2011 2009

53%

26% 19% 2%

53%

26% 20%

1%

2011 2009

25





Instrument


Overall assessment that open communication is practiced at Kwantlen


Very poor results Departments surveying faculty (several as part of program review) to compare departmental score to university benchmark

Assessment of Kwantlen’s reputation is good in the community


Low level and trending downward


Assessment of Kwantlen as a good place to work


Reasonable level but trending downward


Kwantlen’s treatment of employees not influenced by age ,gender, ethnicity, sexual orientation, disabilities, religion, etc.


Passable – needs improvement


33% 28%

36%

4%

33% 34% 30%

3%

2011 2009

50% 26% 16% 9%

58% 22% 10% 10%

2011 2009

68%

22% 9% 1%

75%

19% 6% 0%

2011 2009

62%

18% 8% 12%

2011

26





Instrument


Overall satisfaction with senior leadership at Kwantlen


Poor and trending dramatically downward


Senior leadership does a good job of establishing clear objectives


Poor and trending downward


Senior leadership does a good job of planning for the future




Senior leadership does a good job of explaining the reasons behind important decisions




28% 29% 38%

5%

46% 35%

15% 3%

2011 2009

43% 23% 27%

7% 50%

27% 16% 8%

2011 2009

45% 23% 25% 8%

56% 22% 13% 8%

2011 2009

26% 26% 42%

6%

34% 31% 29% 6%

2011 2009

27





Instrument


Senior leadership does a good job of communication a clear vision of the future direction of the university




Senior leadership does a good job of keeping its commitments to its employees




Senior leadership decisions are made with adequate consultation




I know the goals Kwantlen wants to achieve in the next few years




42% 24% 29% 5%

48% 26% 21% 5%

2011 2009

28% 30% 33% 9%

39% 32% 18%

4%

2011 2009

23% 26% 39%

12% 26% 33% 29%

13%

2011 2009

33% 24%

33%

11%

38% 31% 23%

9%

2011 2009

28





Instrument


Kwantlen Employees by Employee Type

Track the ratio of Staff to Faculty to Administrators to ensure operational efficiency : next step will track business unit relative to rest of university

Efficient ratio maintained None

Employee by Age Group

Track balance of age groups forecast aging problem in order to inform strategic hiring

Even balance of age groupings remains constant

Continue to track to avoid problematic retirement rates

Employees by Years of Service

Track experience levels to ensure even distribution of experience in order to inform strategic hiring

Good balance maintained – effective influx of new faculty

Track to maintain balance and influx

29





Instrument


Employees by Employment Type: Full-time and Part-time

Track ratio of Full-time to Part-time in order to inform strategic succession planning and to maintain departmental flexibility

Reasonable balance between departmental security (full-time faculty) and flexibility in delivering services (part-time)

Track to maintain current ratio; watch slight trend upward in full-time

Kwantlen Faculty by Credential

Track trends in credential progression and maintain balance of PhD and Professionally qualified faculty to satisfy departmental needs

Appropriate balance of degrees for an applied, teaching university. Small but sustained increase in PhD qualified faculty

Continue professional development funding for credential improvement

Kwantlen Administrator by Credential

Track trends in credential progression and maintain balance of PhD and Professionally qualified administrators

Reasonable balance given the institution’s history as a community college with many admin staff nearing retirement

Track changes particularly in hiring of several senior administrators with PhD credentials in past year (2011)

30

Table IV a Scholarly and Professional Activities

Faculty Member

Highest Degree Earned

Professional Certification

Scholarly Activities

Papers Presented

Published Articles/

Manuscripts/ Books

Unpublished Articles/

Manuscripts/ Books Consulting

Professional Activities

Professional Related Service

Professional Conferences/ Workshops

Professional Meetings

Professional Memberships Other

Neuhold, Bernie

M.B.A. M.Sc.

1

2010/2011

2009/2010

Law, Andy Ph.D. A1 C1 2 1 1

2010/2011

2009/2010 Ph.D. A1 D1 C1 1 2 1

Sombke, Geraldine

BA PID, TEFL A2 D2

2010/2011

2009/2010 A2 1

Amlani, Alym MPAcc

CA B1 D1 2 1 1

2010/2011

2009/2010 MPAcc CA B1 D1 2

Huang, Jane Ph. D. B1 D1

B1 D1

D1 2 1

2010/2011

2009/2010 B2 D2

B2 C1 D2

B1 C1 D1

3 1

Keding, Udo A2

2010/2011

2009/2010 A2

Machado, Marcelo

Ph.D. ITIL D1 A1, B2, C1 D1 B1, C1, D2

2010/2011

2009/2010 B1, D1 D1 B1, C1 D2

Anderson, Brad

MBA MSc

B1 D6 D1 D1 A12

2010/2011

2009/2010 MBA MSc

B1 D8 D1 A1 A12

Wallwork, Joan

B.Ed., CGA C1 D2 7 2 1

31

Faculty Member




Papers Presented

Published Articles/

Manuscripts/ Books








2010/2011

2009/2010 C1 D2 4 1

Drysdale, Dean

Ph.D CGA, ACCA, CPA (UK)

B1 D1 2

2010/2011

2009/2010

Phipps, Laurie

M.A, A1 A1

A1 B1

2 3

2010/2011

2009/2010 M.A. C2 3

Stewart, Carol

MTS CA D3 D3 6 1 1

2010/2011

2009/2010 D2 D3 8 1 1

Chow, Bob Ph.D. A1 B1 D1

C1 C1 D1 D1 2 2 2

2010/2011

2009/2010 Ph.D. (Candidate)

A1 D1 D1 1 2

Messer, Ron MBA MPA MA

CA CMA

B1 A1

B5 2

2010/2011

2009/2010 B3 3 2

Birner, Ulrieke

M.Sc. A2 A2

2010/2011

2009/2010 A1 B1 A1

Power, Kate PhD CELTA 1 B1 B1 1

2010/2011

2009/2010

Williams, David

MBA 2 4

2010/2011

32

Faculty Member




Papers Presented

Published Articles/

Manuscripts/ Books








2009/2010 MBA 1 4

Fawcett, Dan D1 D1 D1

2010/2011

2009/2010 D1 D1 D1

Singh, Rajinder

MBA D1 1

2011/2012

Musil, Debbie CMA, CTP A1 C1 D2

D1 1 2

2010/2011

2009/2010 CMA, CTP A2 D3 D2 2 2

Richter, Kim MHA D2 3

2010/2011

2009/2010 MHA A1 D2 4

Herrmann, Shari Ann

M.B.A. A2 D1 2

4 2

2010/2011

2009/2010 A1 1 3 1

Braaksma, Anita

MBA CGA A1 4 3 3

2010/2011

2009/2010 A1 7 3 3

Fletcher, Doug

Masters CHRP A D 1 1

2010/2011

2009/2010 Masters CHRP D 1 1

Smolar/Terri B.A., B.Ed.

C D1 D1 5 8 2

2010/2011

2009/2010 B.A., B.Ed.

C D1 D1 6 8 2

Lichimo, Marie

MSc 3 2

2010/2011

33

Faculty Member




Papers Presented

Published Articles/

Manuscripts/ Books








2009/2010 3 2

Bhagat, Meena

BSc D1 1

2010/2011

2009/2010 1

Sen,Abhijit B2 D5 2 3 4

2010/2011

2009/2010 B2 D4 2 3 4

Eddy Sumeke, Freda

MA B1 B1 D1 1

2010/2011

2009/2010 B2 B2 D2 1

Crockett, Robert

MA 1 2 6 2

2010/2011

2009/2010 1 2 6 2

Brock,Lindsay

MBA CMA D1 1 1

2010/2011

2009/2010 MBA CMA 4 A1 1

Low, Ho Yee MBA

CMA 3 3 1

2010/2011

2009/2010 D1 4 2 1

Belben, Patricia

MSc CHRP, FCIPD

1 7 2

2010/2011

2009/2010

Warren, Valerie

MBA CA A1 C1

D1 D1 2 1 3

2010/2011

2009/2010

IP, Pamela MBA

A1 B2

2 3 3

2010/2011

34

Faculty Member




Papers Presented

Published Articles/

Manuscripts/ Books








2009/2010 MBA A1 B2

2 3 3

Zhang, Guoren

M.Sc B1 C1 1 1

2010/2011

2009/2010 B1 1 1 1

Yip, Frances B. Comm

CA, CFA D1 4 2

2010/2011

2009/2010 B. Comm

CA D1 6 1

Chevrier, Peter

MBA C1 D3

C1 D3

1 1 5

2010/2011

2009/2010 MBA C1 D5

C1 D5

2 2 5

Yuill, Gary MBA

CMA C3 D3 1 2 A2

2010/2011

2009/2010 D3 1 1 2 A2

Stewart, Nancy

M.A. A3 D2

2010/2011

2009/2010 M.A. A2 D1

Wu, Aihua Ph.D.

2010/2011

2009/2010

Dallas, Laura CGA D2 C1

D1 2 3 1

2010/2011

2009/2010 D2 D1 2 3 1

Basil, Bob MA D3

2010/2011

2009/2010 D3

Morrison, Ronald

LLM

Law Society of B.C.

None D1 D 2

2010/2011

35

Faculty Member




Papers Presented

Published Articles/

Manuscripts/ Books








2009/2010 None D1 D 4

Bickell, Amanda

MBA A1 A5 B6

C2 A7 B5

B1

2010/2011

2009/2010 MBA C2 A4 B3

Dickens, Charles

MS C2 D3, D4 D5, D6

A2

2010/2011

2009/2010 MS C1 D5 D1 D2

A1

Renwick, Kim MBA CMA, FICB 1 4

2010/2011

2009/2010 MBA CMA, FICB 1 2 6 4

Hassanlou, Ali

Ph.D. A1 B1

B1 D1 D1 D1

2010/2011

2009/2010 A1 B1

B1 D1

Korman, Laurette

MBA CMA D1 5 5 1

2010/2011

2009/2010 D1 4 5 1

Chin, Kenward

M.Sc. 0 0 0 0 0 0 0 0

2010/2011

2009/2010 0 0 0 0 0 0 0 0

Gorval, Debbie

M.A. B2 D1 A4 6 12

2010/2011

2009/2010 B2 D1 A4 3 12

Sacho, B. MBA CGA, CIA D1 6 8 2

2010/2011

2009/2010 MBA CGA, CIA D1 4 8 2

Scharff, Robert

MBA A1 B1 D1

A1 B1

A1 B1 D1

36

Faculty Member




Papers Presented

Published Articles/

Manuscripts/ Books








2010/2011

2009/2010 A1 B1 D1

A1 B1

A1 B1

McEachern, Joan

MA B1 B1

2010/2011

2009/2010 MA A1

Ho, Philip A1 C1 5 5

1

1

2010/2011

2009/2010 A1 C1 5 3 1

Benevides, Judy

MBA CHRP D1 1 4 1

2010/2011

2009/2010 MBA CHRP D2 1 2 2 1

Raza, Imran M.B.A.

Blog 2 3

2010/2011

2009/2010 3

Coombs, Bruce

MBA 1

2010/2011

2009/2010 MCAS 1

Caldwell, Nancy

MA B2 A1 C1

B1 D2 1

2010/2011

2009/2010 B2 C1 D2 1

Kennedy, Amelia

BA Masters In-process

1 1 2

2010/2011

2009/2010 BA 1 1

Galea, Pam LL.B. B1 D1 2 2 1

2010/2011

2009/2010 B1 D1 A1 3 3 1

37

Faculty Member




Papers Presented

Published Articles/

Manuscripts/ Books








Frymire Fleming, Ange

Masters APR Fellowship (in process)

B1 C2 D2

C1 D1 3 10 1

2010/2011

2009/2010 APR (CPRS)

B4 C2 D2

D1 15 30+ 1

TONG, Rick MBA C1 A2

D4 2

2010/2011

2009/2010

Wilson, Chris D2 1 6 1

2010/2011

2009/2010 D2 2 6 1

Benwick, R. W. (Bob)

MSc. OD (1992)

Master Certified Coach (2010)

N/A N/A B5 D5 D1 1 3 6

2010/2011

2009/2010 N/A N/A B8 D7 D1 1 2 6

Perera, Nishan

Med, MBA

Provincial Instructors Diploma (BC)

B3 C1

1

4

2010/2011

2009/2010 B4 C2

2 6

Lian, Minli ABD CFA D2 D1 4 3 1

2010/2011

2009/2010 D2 1 D1 2 2 1

Zamfirescu, Vasile

MBA Formerly P.Eng w. APEGGA Resigned In Good Standing

A1 B1 C2

D3 D1 1 2

2010/2011

2009/2010 MBA A2 B1

D2 1 2

38

Faculty Member




Papers Presented

Published Articles/

Manuscripts/ Books








C1

Williams, Anthony

PhD D1 A2 D1 3

2010/2011

2009/2010 D1 A2 D1 2

Han, Terry LL.B A2 1 1

2010/2011

2009/2010 1

Calao,Carlos 1 1

2010/2011

2009/2010 MBA FICB 1 2

Capucinello, Anthony

MBA/JD JD D1 D1 4 4 3 1

2010/2011

2009/2010 MBA/JD JD D1 D1 4 4 3

McAuley-Bax, Shauna

Masters A2 B2 C3

C3 B1

C3 D3

2 10 3

2010/2011

2009/2010 A2 B2

C3 C3 D3

3 10 3

Chong, Jane MBA 4 2

2010/2011

2009/2010 5 2

Reddick, Don MA D2 2 2 1

2010/2011

2009/2010 D1 2

Li, Jacky MSc A1 A1 D1 1 2 1 1

2010/2011

2009/2010 1

Shahidi, Jamshid

M.A. C1 3 2 2

2010/2011

2009/2010 C1 2 1 1

39

Faculty Member




Papers Presented

Published Articles/

Manuscripts/ Books








Ingre, David A3

2010/2011

2009/2010 A3 A2

Hardcastle, Chris

LLB Practicing Lawyer, British Columbia Bar

A1

2010/2011

2009/2010

O’Meara, Mark

D1 1 2 12 1

2010/2011

2009/2010 D1 D1 1 4 1

Horne, Gerald

M. A. D2 2 1

2010/2011

2009/2010 D2 1 1

Shepherd, John

MSc MBA

CGA FSCI A1 D2 D1 2

2010/2011

2009/2010 A1

Akbar, Mohammad

Ph.D. A2 B2 D2

B2 D2

1 3 1

2010/2011

2009/2010 A2 B2 D2

B2 D2

2 3 1

Wallace, Keith

M.Sc. C 1 4 1

2010/2011

2009/2010 C 1 3 1

D’Angelo, Marsha

M.A. C1 C1 2

2010/2011

2009/2010

Tuason, Ph.D CHRP Cand. B2 D1 D1 A1 2 2 1

40

Faculty Member




Papers Presented

Published Articles/

Manuscripts/ Books








Innocenza B1

2010/2011

2009/2010 Ph.D. CHRP Cand. B1 2 2 1

Jazzi, Sepand

MBA CMA

C1 D1

C1 D1

D4 D2 2 2 1

2010/2011

2009/2010 MBA CMA D1 D1 D4 D2 2 2 1

Whittemore, Joel

B. Comm

CA

D1

6

1

3

1

2010/2011

2009/2010 D1 6

1 3 1

Becker, Paul

Ph.D. P. Eng.

D10

12

12

1

2010/2011

2009/2010 D8 6 8 1

Lantinova, Vera

M.A. B2 3 2

2010/2011

2009/2010 3 2

Leach, Greg

MBA D2 D10 2

2010/2011

2009/2010 D2 D20 2

Wood, Robert

MBA C1 D1

2010/2011 D1 D1

2009/2010 A1 D1

Eigenfeldt, Catriona

MBA CMA A1 B1

C1 A1 C1 D1

3 3 1

2010/2011

2009/2010 CMA A1 B1

C1 A1 C1 D1

4 3 1

Smith, Ph.D. 1 3 3

41

Faculty Member




Papers Presented

Published Articles/

Manuscripts/ Books








Le Roi

2010/2011

2009/2010 B2 C1

3 3

Ewender, Sigrid

MA B3 1

4

2010/2011

2009/2010 B2 1 4

Beecroft, Anita

B.Sc. ISP 3 1

2010/2011

2009/2010 A1 D1 2 1

Henriksen, Rosemary

EdD CGA CFE C1 1 4 2 A1

2010/2011

2009/2010 A1, C1 1 3 2 A1

Shay, Ron

MBA

2010/2011 D1 A2 2 C1 2009/2010 D1 A2 2 C1

42

Table V Organizational Performance Results 5. Organizational Effectiveness Results

Organizational effectiveness results examine attainment of organizational goals.




Instrument


Results of Action Taken


Class Fill Rates

Track fill rates each semester (Fall Semester 07-11 as sample in 3 semester schedule)

Maintain % high 80s and above

Annual emphasis on retention in SOB Annual meeting

Consistent result year by year

Fall Semester 2007 2008 2009 2010 2011

Seats 12635 12976 13850 14454 15897

Offered

Seats 11081 11650 12807 13359 14712

Filled

Fill Rate 88% 90% 92% 92% 93%

Graduate / Credential rates

Institutional tracking report

Growth of 11% in 2009 and 41% (over year 1) in 2010

Closely tracking courses directly in line for graduation to make certain no obstacles occur for students in last year

Constant growth

Number of courses with web-based resources available to students

Institutional report Equal or exceed the average of the two previous years

0

200

400

600

800

SOBGraduates

2007/08 2008/09 2009/10

0

2000

4000

2007/08 2008/09 2009/10 2010/11

Web-resourced courses

43

5. Organizational Effectiveness Results

Organizational effectiveness results examine attainment of organizational goals.




Instrument


Results of Action Taken


Number of students in online courses

Target: equal or exceed the average of the previous two years

Exceeded target NA NA

International Student Recruitment

Target: 10% of SOB student body

Met target in year 2; exceeded target in year 3

NA NA

Maintain access for employed students studying part-time

Track fill rates in afternoon (4-7 pm) and evening (7-10 pm) classes

Percentages remaining constant

Add courses on short notice to maintain fill rates

Maintain courses at 90%+ fill rates in those sections

0

2000

4000

2007/08 2008/09 2009/10 2010/11

Students in online courses

0%

5%

10%

15%

2009 2010 2011

International

60%

70%

80%

2009 2010 2011

Part-Time

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