Basis for the accreditation decision/CommentsThe college embraces its role as a resource to its business and community stakeholders from service learning opportunities channeled through its outreach, i.e., the Center of Excellence, Small Business Development Center (SBDC), and Disadvantaged Business Enterprise Supportive Services (DBE/SS). Review of the Self-Study Report and on-site discussions revealed recognition of the funding, recruitment, and facility challenges facing the College of Business Administration (COBA). Several initiatives have been undertaken to address these challenges: Establishment of a “Committee of 100” comprised of business owners and stakeholders to provide funding support for various projects, introduction of six (6) online courses to support an online marketing degree desired to satisfy the demands of students desiring courses in an online environment, and making the decision to renovate the Commerce Bank building located in downtown district of Montgomery to serve as the future home of the College of Business Administration.The college has been very nimble in implementing program changes based on perception of student needs, e.g., the addition of a business orientation course, MGT 201, to enhance advising and retention efforts by establishing a relationship with students interested in a college of business major in the early stages of their academic careers. The team's review of the Self-Study Report and on-site evaluations revealed a strong interaction between the COBA and the business and industry sector and local school districts through service learning initiatives conducted through the college's Center for Entrepreneurship, Innovation, and Change (CEIC), Minority Business Empowerment Seminars, Small Business Development Center (SBDC), Center of Excellence for International Business, Disadvantaged Business Enterprises/Supportive Services (DBE/OJT/SS).The strategic planning process for the College of Business Administration appears to be a collaborative and dynamic effort. Faculty and staff were aware of the process and key initiatives. These key initiatives have identified action plans for deployment. Performance requirements are identified and responsibility assigned. For example, the initiative to increase faculty research efforts was formalized in the annual performance evaluation and assessment process. The strategic plan is reviewed annually.Benchmarking is being accomplished by the use of Educational Benchmarking, Inc. This enables the COBA to be compared to Carnegie Classification peers and a select group of six schools picked for their characteristics and similarities with ASU. This is used for students, alumni, and employers. Each program has a well defined assessment plan for student learning outcomes. There are also five common objectives for CORE Business Knowledge for the undergraduate programs.The WEAVEonline system referenced on page 40 of the Self-Study Report is a powerful tool for the accumulation and analysis of data. It also includes action plans.Trend and benchmarking data is being generated. This data is being accomplished through multiple measures.There is evidence of a strong and comprehensive system for mentoring new adjunct faculty. The college employs an effective process that enhances consistency in course delivery, through a model in which mentors are assigned to adjunct and new faculty and assumes responsibility for course content, textbook selections, grading policies, teaching methodologies, etc. These professors (course coordinators) develop and distribute to new and adjunct faculty syllabi, course materials and providing assistance student issues, and best teaching practices. Course preparation and delivery assistance is provided throughout the term. The College employs an effective method for achieving its goal of increased intellectual contributions. Doctoral qualified faculty members are assigned to lead small teams of faculty with similar research interest. This collaborative model leverages research expertise and energy. The College's monthly "Research Colloquium" provides an excellent opportunity for faculty presentations. On-site discussion revealed that more than 50% (14 out of 24) of the faculty members have participated in the colloquium since its one year inception. Alabama State University (ASU) has a documented process in place for evaluating faculty performance on an annual basis. New and temporary faculty members are provided support in the form of mentors, assistance in syllabi and test preparation, and classroom observations prior to the annual evaluation. The priority of teaching is clearly identified and incorporated into evaluation policies. Faculty members in consultation with the chair complete the Faculty Evaluation Annual Performance Review: Performance Area Projection/Selected Percentage Weights. Emphasis is placed on student evaluation. The College of Business Administration has implemented a web-based advisement system, EFS Customer Service, to maintain real time advising information such as most recent advising session and counsel provided. It is believed that this system increases the accuracy and effectiveness of the advising process. The evaluation team was provided an example of the service in practice. The system enabled the college to provide much needed assistance to students who had been missing the classes due to personal and health related issues.The team's review of the Self-Study Report revealed consensus between COBA administration and faculty on the increased emphasis on scholarly activity. An increase in the minimum weight from ten percent (10%) to thirty percent (30%) in the evaluation for research and scholarly activity reflects an acceptance of change in priority.