Report of Outcomes Assessment Results

Report of Outcomes Assessment Results

Institution North Park University

Academic Business Unit School of Business and Nonprofit Management (SBNM)

Academic Year 2016-2017

International Accreditation Council for Business Education

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Outcomes Assessment Plan Is the outcomes assessment plan that you submitted to the IACBE still current or have you made changes?

The outcomes assessment plan that we have previously submitted is still current.

X Changes have been made and the revised plan is attached.

We have made changes and the revised plan will be sent to the IACBE by:

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Outcomes Assessment Results For Academic Year: 2016- 2017

Section I: Student Learning Assessment

Student Learning Assessment for: Undergraduate Advertising Major

Program Intended Student Learning Outcomes (Program ISLOs)

1. Students will apply normative ethical frameworks in workplace decision-making.

2. Students will demonstrate the ability to work in teams by integrating organizational and management theory to interact effectively with superiors, peers and subordinates.

3. Students will be able to use the skills of critical thinking and problem-solving to synthesize the knowledge of business discplines (e.g., accounting, finance, marketing, operations, management and economics) in the ethical operation of a business in a global environment.

4. Students will demonstrate knowledge of basic marketing principles, art design, media studies, public relations concepts, consumer behavior, economics, copywriting and creative strategy as they apply to the modern global environment.

5. Students will be prepared (understand the market, create a resume, demonstrate the ability to interview) for finding employment or seeking higher academic degrees within a reasonable period following the completing of their college careers.

6. Students will be able to communicate effectively in a global environment.

Assessment Instruments for Intended Student Learning Outcomes— Direct Measures of Student Learning:

Performance Objectives (Targets/Criteria) for Direct Measures:

1. Local Ethics Test (given during PHIL 2530: Business and Professional Ethics) Program ISLOs Assessed by this Measure: 1

At least 90% or more of students will receive “excellent” or “good” ratings for each ISLO that is being measured

2. Portfolio Assignment for BSE 3624: Marketing Communications Executions

Program ISLOs Assessed by this Measure: 2, 3, 4

At least 90% or more of students will receive “excellent” or” good” ratings for each ISLO that is being measured

3. Mock Interview with Faculty and/or Business Professionals during BSE 2540

Program ISLOs Assessed by this Measure: 5, 6

At least 90% of students have either” excellent” or “good” ratings for each ISLO that is being measured

Assessment Instruments for Intended Student Learning Outcomes— Indirect Measures of Student Learning:

Performance Objectives (Targets/Criteria) for Indirect Measures:

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1. Program Survey to Senior Students in the Capstone Course

Program ISLOs Assessed by this Measure: 1, 2, 3, 4, 5, 6

Between 70-100% of respondents should rank their experience as “very good” or “good” for each ISLO that is being measured

Learning Assessment Results: Undergraduate Advertising Major

Summary of Results from Implementing Direct Measures of Student Learning:

1. Summary of Results for Direct Measure 1: All three advertising majors (100%) received either an “excellent” or “good” rating.

2. Summary of Results for Direct Measure 2: All six advertising majors (100%) received either an “excellent” or “good” rating.

3. Summary of Results for Direct Measure 3: Both advertising majors (100%) received either an “excellent” or “good” rating.

Summary of Results from Implementing Indirect Measures of Student Learning:

1. There was error in data collection for the survey in regard to advertising majors.

Summary of Achievement of Intended Student Learning Outcomes:

Intended Student Learning Outcomes Learning Assessment Measures

Program ISLOs

Direct Measure 1

Direct Measure 2

Direct Measure 3

Direct Measure 4

Indirect Measure 1

Indirect Measure 2

Indirect Measure 3

Indirect Measure 4

Performance Target Was…








1. Program Learning Outcome 1 MET N/A NOT MET N/A N/A N/A






Proposed Courses of Action for Improvement in Learning Outcomes for which Performance Targets Were Not Met:

1. Course of Action 1- Indirect Measure 1: There was not a specific survey distributed to the advertising majors. Since the graduating senior survey was given as part of BSE 4520, a course that ADV majors do not take, there was no data captured in regard to the questions on this survey. Moving forward, we will work to create a graduating senior survey via SurveyMonkey that can be sent to advertising students as they approach graduation that includes the same questions on the business-major survey.

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Student Learning Assessment for: Undergraduate Business Major




3. Students will be able to use the skills of critical thinking and problem-solving to synthesize the knowledge of business discplines (e.g., accounting, finance, marketing, operations, management and economics) in the ethical operation of a business in a global environment.

4. Students will demonstrate knowledge of basic economic principles, marketing principles, communication, legal issues, operations management and quantitative decision theory, accounting, management, leadership, strategy and financial principles as they apply to the modern environment.







2. Peer evaluation on a team project to simulate a business in BSE 4520: Strategic Management

Program ISLOs Assessed by this Measure: 2

90% of student scores on the peer evaluation will be at 85% or above for each ISLO that is being measured

3. ETS Standardized Test in Business and Economics administered in BSE 4520: Strategic Management


The average student will score at or above the mean scores from other universities and colleges nationally on both the test as a whole and in each sub-section for each ISLO that is being measured.

4. Mock Interview with Faculty and/or Business Professionals during BSE 2540 Program ISLOs Assessed by this Measure: 5, 6




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Learning Assessment Results: Undergraduate Business Major


1. Summary of Results for Direct Measure 1: All 31 business majors (100%) received either an “excellent” or “good” rating.

2. Summary of Results for Direct Measure 2: 94% of students received a score of 85% or above which met our goal of 90%.

3. Summary of Results for Direct Measure 3: Business students scored lower than the 2013-2016 national mean (data from 2017 was not available) on each section of the ETS exam, aside from the areas of information systems, accounting and finance. For the exam as a whole, SBNM business majors scored below the national mean.

4. Summary of Results for Direct Measure 4: All 21 business majors (100%) received either an “excellent” or “good” rating.


1. In regard to the extent in which SBNM courses address the following learning outcomes, the following percentage of students responded with one of either “very good” or “good” to the specific topics as related to the ISLOs above:

a. Graphic communication- 87% b. Written communication- 92% c. Quantitative skills- 87% d. Leadership skills- 97% e. Analytical reasoning and problem-solving and skills- 89% f. Computer skills- 72% g. Research skills- 92% h. Basic business and economic principles- 94% i. Working with others- 96% j. Multi-cultural awareness- 95% k. Ethical business decision-making- 92% l. Overal academic rigor- 87%



Program ISLOs Direct

Measure 1 Direct

Measure 2 Direct

Measure 3 Direct

Measure 4 Indirect

Measure 1 Indirect

Measure 2 Indirect

Measure 3 Indirect

Measure 4

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1. Program Learning Outcome 1 MET MET N/A N/A N/A


3. Program Learning Outcome 3 NOT MET MET N/A N/A N/A

4. Program Learning Outcome 4 NOT MET MET N/A N/A N/A




1. Course of Action 1- Direct Measure 3: In reviewing the results of the ETS exam each year, our business majors were around the national mean on the exam as a whole, as well as in each sub-section, but we need to determine what specific areas that we are deficient in so that we can help edge over the average hump. That being said, we have decided as part of our 2017-2018 Outcomes Assessment plan to move to the Peregrine test so that we can get a more detailed view of the subsections and specific areas within accounting, finance, etc. where we are deficient so that we can make course-level adjustments in our curriculum or provide additionanl resources for students to use in preparation of the exam. Additionally, we want to re-evaluature and re-establish a bar to use as a baseline of comparison moving forward by comparing the results of our students on the exam against those from other comparable institutions. Our previous bar was arbitrarily set, and we have not adjusted it in quite some time.

Student Learning Assessment for: Undergraduate Nonprofit Managment Major




3. Students will be able to use the skills of critical thinking and problem-solving to synthesize the knowledge of business discplines (e.g., accounting, finance, marketing, operations, management and economics) in the ethical operation of a business in a nonprofit global environment.

4. Students will demonstrate knowledge of nonprofit management tools and the role of mission and program, leadership and governance, strategy and innovation, human resources, finanacial strength and resource generation and accountability as they apply to operations and decision-making.

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2. Peer evaluation on a team project in NONP 4700: Nonprofit Management and Leadership

Program ISLOs Assessed by this Measure: 2

90% of student scores on the peer evaluation will be at 85% or above for each ISLO that is being measured

3. Capstone Assignment in NONP 4700: Nonprofit Management and Leadership that incorporates the understanding of nonprofit management evaluation tools and strategic approaches to improving nonprofit organizations



4. Mock Interview with Faculty and/or Business Professionals during BSE 2540 Program ISLOs Assessed by this Measure: 5, 6







Learning Assessment Results: Undergraduate Nonprofit Mangement Major


1. Summary of Results for Direct Measure 1: All four nonprofit majors (100%) received either an “excellent” or “good” rating.

2. Summary of Results for Direct Measure 2: No data was collected for this assessment.


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4. Summary of Results for Direct Measure 4: All four nonprofit majors (100%) received either an “excellent” or “good” rating.


1. There was error in data collection for the survey in regard to nonprofit management majors.



Program ISLOs

Direct Measure 1

Direct Measure 2

Direct Measure 3

Direct Measure 4

Indirect Measure 1

Indirect Measure 2

Indirect Measure 3

Indirect Measure 4









1. Program Learning Outcome 1 MET NOT MET N/A N/A N/A

2. Program Learning Outcome 2 NOT MET NOT MET N/A N/A N/A



5. Program Learning Outcome 5 MET NOT MET N/A N/A N/A

6. Program Learning Outcome 6 MET N/A N/A N/A


1. Course of Action 1- Direct Measure 2: There was error in data collection for this assessment. This was a year of creating the assessment and trying to pilot it for implementation moving forward in our plan. The assessment will be completed as part of the 2017-2018 Outcomes Assessment Plan.

2. Course of Action 2- Direct Measure 3: There was error in data collection for this assessment. This was a year of creating the assessment and trying to pilot it for implementation moving forward in our plan. The assessment will be completed as part of the 2017-2018 Outcomes Assessment Plan.

3. Course of Action 3- Indirect Measure 1: There was not a specific survey distributed to the nonprofit management majors. Since the graduating senior survey was given as part of BSE 4520, a course that NONP majors do not take, there was no data captured in regard to the questions on this survey. Moving forward, we will work to create a graduating senior survey via SurveyMonkey that can be sent to nonprofit management students as they approach graduation that includes the same questions on the business-major survey.

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Student Learning Assessment for: Graduate Master of Business Administration (MBA)


1. Students will demonstrate the ability to participate within diverse teams by integrating organizational and management theory to contribute to successful competion of team objectives, in a participatory and/or leadership role.


3. Students will demonstrate the ability to collect, analyze and discern quantitative and qualitative data into an appropriate format for use in research, problem-solving and managerial decision-making.

4. Students will demonstrate knowledge of the core subject areas- organizational behavior and ethics, leadership, finance, accounting, marketing, microeconomics, macroeconomics, strategic management, statistics and forecasting- as they apply to the modern global management environment.

5. Students will demonstrate self-awareness of personality, of leadership styles and/or values as they relate to ethical management practices.

6. Students will demonstrate oral and written communication skills as they relate to the responsible participation in an organization- with focus at the managerial level.



1. Peer evaluation on a team business simulation project in SBNM 5991- Strategic Management Capstone Program ISLOs Assessed by this Measure: 1, 6

90% of student scores on the peer evaluation should be at 85% or above for each ISLO that is being measured

2. Final Paper in SBNM 5011- Ethical Leadership


90% or more of the students should receive either excellent or good evaluations for each ISLO that is being measured

3. Capstone Project in SBNM 5993- Strategic Management Capstone


90% of student scores on the Capsim simulation should be at 50% or above for each ISLO that is being measured



1. Program Survey



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Learning Assessment Results: Graduate Master of Business Adminstration (MBA)


1. Summary of Results for Direct Measure 1: 84% of MBA students received a score of 85% or above.

2. Summary of Results for Direct Measure 2: 100% of MBA students (13) received a rating of either “excellent” or “good.”




a. Awareness and Sensitivity Toward Cultural Issues: 96% b. Development of Quantitative Skills: 95% c. Development of Communication Skills: 97% d. Emphasis on Ethical Considerations: 99% e. Revelance to Real Life Work Force: 98% f. Emphasis on Team Building Skills: 95% g. Development of Decision-Making Skills: 99%



Program ISLOs

Direct Measure 1

Direct Measure 2

Direct Measure 3

Direct Measure 4

Indirect Measure 1

Indirect Measure 2

Indirect Measure 3

Indirect Measure 4









1. Program Learning Outcome 1 NOT MET N/A MET* N/A N/A N/A

2. Program Learning Outcome 2 MET N/A MET* N/A N/A N/A






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1. Course of Action 1- Direct Measure 1: We recognize that this is not a proper evaluation tool that we should be employing for this course. While it is helpful to know how peers are working together and scoring each other throughout the course, we must ensure that if we are to do an evaluation on teamwork in the future for the new version of the MBA Capstone, SBNM 5993, we must have the instructor evaluate the teamwork of individual members of each group.

2. Course of Action 2- Direct Measure 3: There was no data collected for this assessment, as we were piloting the new MBA Capstone course as we develop our new outcomes assessment plan. Once we determine the appropriate assessments to use in this course, we wil incorporate them into our outcomes assessment plan moving forward.

3. Course of Action 3- Indirect Measure 1:* In the future, we hope to be able to better highlight the responses specific to each degree program to gain even further insight into each degree program, as the results of the survey are cumulative for all degree-seeking students and for certificate-seeking students.

Student Learning Assessment for: Graduate Master of Higher Education Administration (MHEA)





4. Students will demonstrate knowledge of the core subject areas- organizational behavior and ethics, leadership, nonprofit finance, nonprofit marketing, higher education principles, higher education organization and governance, the contemporary college student, curriculum development, law of higher education, fundraising, measuring outcomes and assessment and strategic management- as they appy to the modern higher education management environment.





1. Peer evaluation on a team project in SBNM 5780- Measuring Outcomes and Assessment


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3. Paper prepared for SBNM 5790- Nonprofit Strategic Management Capstone


90% or more have either excellent or good evaluations for each ISLO that is being measured



1. Program Survey



Learning Assessment Results: Graduate Master of Higher Education Administration (MHEA)


1. Summary of Results for Direct Measure 1: 100% of MHEA students (3 total) scored above 85% or above

2. Summary of Results for Direct Measure 2: 100% of MHEA students (2 total) received a rating of either “excellent” or “good”

3. Summary of Results for Direct Measure 3: 87.5% of MHEA students (8 total) received a rating of either “excellent” or “good”





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Program ISLOs

Direct Measure 1

Direct Measure 2

Direct Measure 3

Direct Measure 4

Indirect Measure 1

Indirect Measure 2

Indirect Measure 3

Indirect Measure 4
















1. Course of Action 1- Direct Measure 3: W will continue to monitor this trend/assessment. In this data collection, there was not a different rubric used for each ISLO in which this assessment was related. Additionally, as part of our 2017-2018 Outcomes Assessment Plan, we have modified the rubric that was used for Program Learning Outcomes 3 and 4 for the scoring completed in regard to each student’s strategic plan submission. The rubric for 2016-2017 asked 5 questions highlighted below:

a. Does the paper demonstrate an understanding of the nonprofit management pricniples learned throughout the program and appropriately apply them in understanding the organization and its mission?

b. Does the paper correctly apply analytical tools to help in the evaluation of the organization’s current situation (e.g., SWOT, STEP, Porter’s Five Force Model, McKinsey Capacity Assessment Grid)?

c. Does the paper demonstrate an understanding and ability to apply normative ethical frameworks? d. Using the insights gained from the organizational overview and the application of the strategic frameworks, does the paper make

thoroughly developed strategic recommendations? e. Is the paper well-written in terms of spelling, grammar, punctuation, word-choice, organization and logic?

Evaluations were graded according to the following scale: 13-15 points = excellent, 10-12 points = good, 5-9 points = unacceptable The new scoring rubric is below for the 2017-2018 Outcomes Assessment Plan in regard to COMMUNICATION:

a. To what extent do the paper and presentation demonstrate quality analysis skills and present logical, supported conclusions? (1-6 points)

b. To what extent does the student communicate their understanding of relevant research, theories and course concepts in a manner that is appropriate for the audience? (1-3 points)

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c. To what extent are the paper and presentation organized in an executive-ready style, concise, well-organized, written in a tone appropriate for the audience and include correct spelling and grammar? (1-3 points)

Evaluations were graded according to the following scale: 11-12 points = excellent, 9-10 points = good, 8 points and below = unacceptable The new scoring rubric is below for the 2017-2018 Outcomes Assessment Plan in regard to CORE CONTENT KNOWLEDGE:

a. To what extent do the paper and presentation demonstrate an understanding of the nonprofit management principles learned throughout the program and appropriately apply them in understanding the organization and its mission? (1-4 points)

b. To what extent do the paper and presentation correctly apply analytical tools to help in the evaluation of the organization’s current situation? (e.g., SWOT, STEP, Porter’s Five Force Model, McKinsey Capacity Assessment Grid)? (1-4 points)

c. To what extent do the paper and presentation make thoroughly developed strategic recommendations? (1-4 points) Evaluations were graded according to the following scale: 11-12 points = excellent, 9-10 points = good, 8 points and below = unacceptable

Course of Action 2- Indirect Measure 1:* In the future, we hope to be able to better highlight the responses specific to each degree program to gain even further insight into each degree program, as the results of the survey are cumulative for all degree-seeking students and for certificate-seeking students.

Student Learning Assessment for: Graduate Master of Human Resource Management (MHRM)





4. Students will demonstrate knowledge of the core subject areas- organizational behavior and business ethics, leadership, human resource management, strategic human resoruces planning, diversity, negotiation, talent development and retention, building high performance teams, employment law, compensation and benefits administration strategy and metrics in human resource management, change management and organizational communications- as they apply to the modern human resource management environment.


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1. Peer evaluation on the final team project in SBNM 5070- Team Leadership Program ISLOs Assessed by this Measure: 1, 6





3. Paper prepared for SBNM 5095- Strategy and Metrics in Human Resource Management (Capstone)





1. Program Survey



Learning Assessment Results: Graduate Master of Human Resource Management (MHRM)



2. Summary of Results for Direct Measure 2: 100% of MHRM students (1 total) received a rating of either “excellent” or “good”

3. Summary of Results for Direct Measure 3: 100% of MHRM students (6 total) received a rating of either “excellent” or “good”



a. Awareness and Sensitivity Toward Cultural Issues: 96% b. Development of Quantitative Skills: 95% c. Development of Communication Skills: 97%

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d. Emphasis on Ethical Considerations: 99% e. Revelance to Real Life Work Force: 98% f. Emphasis on Team Building Skills: 95% g. Development of Decision-Making Skills: 99%



Program ISLOs

Direct Measure 1

Direct Measure 2

Direct Measure 3

Direct Measure 4

Indirect Measure 1

Indirect Measure 2

Indirect Measure 3

Indirect Measure 4














6. Program Learning Outcome 6 NOT MET N/A MET N/A N/A N/A


1. Course of Action 1- Direct Measure 1: We will work to ensure that there are no errors in data collection and that the instructors (primary scorers) submit their grading rubrics back to the data collector. Moving forward, this is not a course that will be used in our outcomes assessment plan, though we may look for other ways in the future to reintroduce measuring students’ teamwork.


Student Learning Assessment for: Graduate Master of Nonprofit Administration (MNA)





4. Students will demonstrate knowledge of core subject areas- organizational behavior and ethics, leadership, human resources, nonprofit principles, nonprofit finance, nonprofit marketing, nonprofit strategic management, measuring outcomes and assessment, fundraising, legal issues, board governance and volunteer management- as the yapply to the modern global management environment.





1. Peer evaluation on a team project in SBNM 5780- Measuring Outcomes and Assessment Program ISLOs Assessed by this Measure: 1, 6





3. Paper prepared for SBNM 5790- Nonprofit Strategic Management Capstone





1. Program Survey



Learning Assessment Results: Graduate Master of Nonprofit Administration (MNA)


1. Summary of Results for Direct Measure 1: 79% of MNA students received a rating above 85%

2. Summary of Results for Direct Measure 2: 100% of MNA students (9 total) received a rating of either “excellent” or “good”

3. Summary of Results for Direct Measure 3: 100% of MNA students (38 total) received a rating of either “excellent” or “good”






Program ISLOs

Direct Measure 1

Direct Measure 2

Direct Measure 3

Direct Measure 4

Indirect Measure 1

Indirect Measure 2

Indirect Measure 3

Indirect Measure 4
















1. Course of Action 1- Direct Measure 1: After recognizing that we did not meet this goal, we took a step back and realized that we either need to have a course that is required of the degree program that teaches teams specifically, or that we need to find a different evaluation method, conducted by the instructor, to measure teamwork as opposed to a peer evaluation.


Student Learning Assessment for: Graduate Master of Organizational Leadearship (MOL)





4. Students will demonstrate knowledge of core subject areas- organizational behavior and ethics, leadership, human resources, finance, accounting, marketing, macroeconomics, diversity, negotiation, change management and strategic management- as they apply to the modern global management environment.





1. Peer evaluation on the final team project in SBNM 5070- Team Leadership Program ISLOs Assessed by this Measure: 1, 6





3. Capstone project completed in SBNM 5995- Strategic Planning and Group Facilitation (Capstone)





1. Program Survey



Learning Assessment Results: Graduate Master of Nonprofit Administration (MNA)



2. Summary of Results for Direct Measure 2: 50% of MOL students received a rating of either “excellent” or “good”







Program ISLOs

Direct Measure 1

Direct Measure 2

Direct Measure 3

Direct Measure 4

Indirect Measure 1

Indirect Measure 2

Indirect Measure 3

Indirect Measure 4
















1. Course of Action 1- Direct Measure 1: We will work to ensure that there are no errors in data collection and that the instructors (primary scorers) submit their grading rubrics back to the data collector. Moving forward, this is not a course that will be used in our outcomes assessment plan, though we may look for other ways in the future to reintroduce measuring students’ teamwork.

2. Course of Action 2- Direct Measure 2: We will continue to monitor this trend/assessment to determine how to proceed with this assessment in our future outcomes assessment planning.

3. Course of Action 3- Direct Measure 3: We will work to ensure that there are no errors in data collection and that the instructors (primary scorers) submit their grading rubrics back to the data collector. December 2016 Quad B was the first capstone course section run for the MOL program.


Section II: Operational Assessment (Note: Complete this section only if you received first-time accreditation or reaffirmation of accreditation after

January 1, 2011.)

Operational Assessment

Intended Operational Outcomes

1. The School of Business and Nonprofit Management will be successful in retaining its graduate student population.

Broad-Based Operational Goals to which this Outcome is Linked: 1

2. The School of Business and Nonprofit Management will be successful in helping its students to register for the appropriate courses required in their academic plans to reach higher enrollments in courses.

Broad-Based Operational Goals to which this Outcome is Linked: 1, 2

3. The academic programs offered both at the undergraduate and at the graduate levels by the School of Business and Nonprofit Management will be current, relevant and meet the needs of business.


4. Faculty members in the School of Business and Nonprofit Management will effectively teach and provide high-quality instruction to their students.


5. The School of Business and Nonprofit Management will follow the formal hiring procedure for new adjunct faculty.


6. The School of Business and Nonprofit Mangement will be fiscally sound and responsible in both the budgeting and spending of its resources.


7. The School of Business and Nonprofit Management will provide exceptional facilities for both academic courses and advising to take place.


8. Graduate students entering the School of Business and Nonprofit Management will be academically-qualified and prepared to begin their studies. Broad-Based Operational Goals to which this Outcome is Linked: 2

9. The School of Business and Nonprofit Mangement will be successful in increasing both undergraduate and graduate enrollments. Broad-Based Operational Goals to which this Outcome is Linked: 1

10. The School of Business and Nonprofit Management will be successful in engaging and in utilizing Chicago as part of our greater classroom. Broad-Based Operational Goals to which this Outcome is Linked: 4

11. The School of Business and Nonprofit Management will be successful in the integration of business and nonprofit management.


Assessment Measures/Methods for Intended Operational Outcomes: Performance Objectives (Targets/Criteria) for Operational Assessment Measures/Methods:

1. Graduating Undergradute Student Survey

Intended Operational Outcomes Assessed by this Measure: 2, 7, 10, 11

IOO #2: Have at least 70% of undergraduate respondents submit an “almost always” or “mostly” score on the questions related to course offerings IOO #7: Removing students who have not used a facility, have at least 70% of respondents respond “very good” or “good” regarding the following facilities: Helwig Recreation Center, Campus Computer Facilities (Brandel Library, campus computer kiosks in Magnuson and Carlson), Brandel Library, SBNM Administrative Offices, Magnuson Campus Classrooms, Carlson Classrooms, Johnson Center Classrooms, Grayslake Classrooms IOO #10: Have at least 70% of undergraduate students in the Capstone course respond “strongly agree” or “agree” to the following statement: SBNM successfully integrated Chicago-focused speakers, resources and examples in my courses. IOO #11: Have at least 70% of undergraduate students in the Capstone course respond “strongly agree” or “agree” to the following statement: SBNM successfully integrated business and nonprofit management concepts and theories into my courses.

2. Recent Graduate Student Survey

Intended Operational Outcomes Assessed by this Measure: 2, 7, 8, 10, 11

IOO #2: Have at least 70% of graduate respondents submit an “almost always” or “mostly” score on the questions related to course offerings IOO #7: Removing students who have not used a facility, have at least 70% of respondents respond “very good” or “good” regarding the following facilities: Helwig Recreation Center, Campus Computer Facilities (Brandel Library, campus computer kiosks in Magnuson and Carlson), Brandel Library, SBNM Administrative Offices, Magnuson Campus Classrooms, Carlson Classrooms, Johnson Center Classrooms, Grayslake Classrooms

IOO #8: Have at least 75% of respondents respond “strongly agree” or “agree” to the following statement: My peers are adequately prepared and qualified for graduate academic studies. IOO #10: Have at least 70% of respondents submit a response of “very good” or “good” to the following statement: Integration of Chicago-focused speakers, resources and examples IOO #11: Have at least 70% of respondents submit a response of “strongly agree” or “agree” to the following statement: SBNM coursework integrated business and nonprofit management theories and strategies.

3. Registration Report from Student Records/Registration Numbers

Intended Operational Outcomes Assessed by this Measure: 1

Achieve a stop out rate of 25% or less for graduate students

4. Annual Curriculum Review Report from SBNM Dean


1) Both the undergraduate and graduate level programs should be refreshed every five years.

2) Every two years there should be a new topics course introduced.

5. Course Assessments via IDEA Evaluations


Have at least 85% of our course assessment results above the “much lower” category and define “statistically insignificant results” as courses in which the participation rate is less than 50%

6. Hiring/Orientation Procedure for Adjunct Faculty


Follow the formal hiring procedure for at least 95% of our adjunct hires as outlined in the North Park University Academic Administrative Policy Handbook (Section 2.7)

7. SBNM Budget


1) Have actual expenses be within 5% (+ or -) of our budgeted expenses

2) Have actual revenues no lower than 5% of our budgeted level

8. Admissions Reporting

Intended Operational Outcomes Assessed by this Measure: 8, 9

IOO #8: At least 75% of our incoming graduate students should have a 3.0 or higher GPA in their previous undergraduate and graduate coursework IOO #9: Increase graduate enrollments by 5% each year IOO #9: Undergradute enrollment should be 1,400 within the academic year

9. Guest Speakers


The School of Business and Nonprofit Management will have 25 guest speakers annually amongst all of our courses.

10. SBNM Advisory Board Meetings


The School of Business and Nonprofit Management will hold two advisory board meetings per year with at least 15 members in attendance at each meeting.

Summary of Results from Implementing Operational Assessment Measures/Methods:

1. Summary of Results for Measure 1: Graduating Undergradute Student Survey

IOO #2: Courses are offered often enough for timely degree completion. – 61.29%, Courses are offered at convenient times.- 62.29%, Class size is appropriate.- 93.45%, Courses are appropriately challenging. – 80%

IOO #7: Helwig Recreation Center- 86.88%, Campus Computer Facilities- 44.26%, Magnuson Center Classrooms- 31.15%, Carlson Classrooms- 19.67%, Johnson Center- 100%, SBNM Administrative Offices- 52.46%, Grayslake Classroom- N/A (only graduate course offerings), Brandel Library- N/A

IOO #10: 75% answered “strongly agree” or “agree”

IOO #11: 90.17% answered “strongly agree” or “agree”

2. Summary of Results for Measure 2: Recent Graduate Student Survey

IOO #2: Class size is appropriate.- 100%, Courses are appropriately challenging.- 91%

IOO #7: Helwig Recreation Center- 95.45%, Campus Computer Facilities- 70%, Campus Library- 92.6%, SBNM Administrative Offices- 78.85%, Magnuson Center Classrooms- 33.33%, Carlson Classrooms- 33.33%, Johnson Center Classrooms- 100%, Grayslake Classrooms- 100%

IOO #8: 84.62% of students responded “strongly agree” or “agree”

IOO #10: 64.08% of students responded “very good” or “good”

IOO #11: 97.14% of students responded “strongly agree” or “agree”

3. Summary of Results for Measure 3: Registration Report from Student Records/Registration Numbers

Complete data not available until registration is complete for Fall 2017. Of the students who started in Fall 2016 or Spring 2017, 84% enrolled in a future semester

4. Summary of Results for Measure 4: Annual Curriculum Review Report from SBNM Dean 1) Undergraduate review took place in 2015-2016, new curriculum implemented in 2016-2017 and graduate new curriculum implemented in

2015-2016 2) Offered SBNM 5910- Healthcare Principles of Operations Leadership in Summer 2017 that was launched in Summer 2016

5. Summary of Results for Measure 5: Course Assessments via IDEA Evaluations

95% of assessments were above the “much lower” category

6. Summary of Results for Measure 6: Hiring/Orientation Procedure for Adjunct Faculty

Process was followed for 93% of our adjunct hires

7. Summary of Results for Measure 7: SBNM Budget*

1) 2016-2017 actual expenses were 2.9% higher than budgeted expenses

2) In 2016-2017, we are down 19% from our budgeted amount.

8. Summary of Results for Measure 8: Admissions Reporting

IOO #8: 70% of our incoming graduate students had a 3.0 or higher GPA in their previous education

IOO #9: Overall graduate enrollment increased to 2,726. This represents a 4% increase over last year.

IOO #9: Undergraduate enrollment was 755 in the Fall semester and 846 in the Spring semester.

9. Summary of Results for Measure 9: Guest Speakers

Had 25+ guest speakers in classes taught by full-time faculty

10. Summary of Results for Measure 10: SBNM Advisory Board Meetings

Held two Advisory Board Meetings, each had 15+ board members in attendance

Summary of Achievement of Intended Operational Outcomes:

Intended Operational Outcomes

Operational Assessment Measures/Methods

Operational Assessment Measure/ Method 1




Operational Assessment

Measure Method 5
















1. Intended Operational Outcome 1 MET

2. Intended Operational Outcome 2 NOT MET MET

3. Intended Operational Outcome 3

4. Intended Operational Outcome 4 MET MET

5. Intended Operational Outcome 5 MET


MET*/ NOT MET

7. Intended Operational Outcome 7 NOT MET NOT MET

8. Intended Opertational Outcome 8 MET NOT MET


NOT MET (GR)/ MET (UG)

10. Intended Operational Outcome 10 MET NOT MET MET

11. Intended Opertaional Outcome 11 MET MET MET

Proposed Courses of Action for Improvement in Operational Outcomes for which Performance Targets Were Not Met:

1. Course of Action 1 for Operational Outcome 1/Intended Outcome 2: We will continue to review our course offerings in comparison to the University’s master schedule of classes to determine if there are alternative times in the evening, online, etc. where we not have traditionally held courses to see if these times would work for our business students. Additionally, we will continue to work closely with our SBNM faculty who also serve as advisors to contribute their feedback from advising as to what courses need to run more frequently in order to allow students to stay on track with graduation.

2. Course of Action 2 for Operational Outcome 1/Intended Outcome 7: We will continue to request from administration new facilities for both our SBNM offices and for new classrooms in the Magnuson Campus Center. While we would love to have a new building built and dedicated to SBNM, it doesn’t appear that we will have this soon. Additionally, on future surveys, we will be sure to include the Brandel Library in the questions.

3. Course of Action 3 for Operational Outcome 2/Intended Outcome 7: We will continue to request from administration new facilities for both our SBNM offices and for new classrooms.

4. Course of Action 4 for Operational Outcome 2/Intended Outcome 10: We will continue to engage the City of Chicago and its resources to provide for more in-course speaker opportunities or to create out of classroom experiences for our students in the Chicagoland area. Additionally, we intend to better engage our alumni-base to help us with this effort.

5. Course of Action 5 for Operational Outcome 7/Intended Outcome 6: We met our goal in regard to having actual expenses be within 2.9% of our budgeted expenses. We did not meet our other goal of having actual revenues be no lower than 5% of our budgeted level. This unmet figure reflects our drop in recruiting new graduate students. We are working to turn this around through improved promotion and reorganization of our recruitment team and efforts.

6. Course of Action 6 for Operational Outcome 8/Intended Outcome 8: We will continue to improve our marketing efforts to reach out to more prospective students, to grow our graduate referral population via alumni and to bring in quality academic students. We will continue to monitor this in the coming years.

7. Course of Action 7 for Operational Outcome 8/Intended Outcome 9: We will continue to improve our marketing efforts to reach out to more prospective students, to grow our graduate referral population via alumni and to attract more graduate students to North Park. We will continue to monitor market trends to determine if our graduate degree and certificate programs are meeting the demand of today’s business and nonprofit sectors, as well as look to see if new programs/certificates could draw in more groups of students.

Documents

Report of Outcomes Assessment Results