EADA – Where Business People Grow 1 Bienvenidos! The Accreditation • Nombre • Ramon Noguera • Cargo • Academic Director Journey • [email protected] • [email protected] The accreditation journey Basic whys and hows… 2 • Why did your School decide to enter an accreditation process in the first place? Why did it choose the AMBA accreditation? • On the basis of these experiences, what did the School do differently (if anything) when it came to re-accreditation(s) • Preparing the Process: • How was the preparation process/project managed? • Experience in producing the Self-Audit Report(s) • Managing the Peer Review Team visit(s) – key lessons • Responding to the Peer Review Report(s) - what was useful and what wasn’t? EADA Business School Who we are 3 Barcelona City Centre Campus Collbató Residential Training Campus EADA Virtual Campus Founded in 1957, EADA was one of the first Spanish Our mission is not only to impact the personal and institutions to offer management programs for executives professional development of business leaders, but also from the business world. EADA is a private and independent that of businesses and organizations who contribute to a foundation. more just and equal society. EADA Business Schools Accreditations 4 AMBA ACCA EQUIS CFA EADA Business Schools Rankings 5 Top 30 Top 50 in Europe worldwide EUROPEAN BUSINESS SCHOOLS RANKING - DECEMBER 2018 MBA - OCTOBER 2018 EADA is in 29th position among the best Business Schools in Europe • #100 worldwide • #35 of Europe GLOBAL MASTERS IN MANAGEMENT - SEPTEMBER 2018 35th position among the best masters in management in the world MASTERS IN MANAGEMENT – MAY 2017 • 95% in work three months after completing the master #22 worldwide #10 in Personal Development /Educational Experience MASTERS IN FINANCE PRE-EXPERIENCE - JUNE 2018 • #06 in Student / Alumnus faculty rating Number 22nd worldwide • #10 in Student Diversity • 97% employed after 3 months post graduation • #05 in Student / alumnus rating programme • 1st in Spain for International Students content EXECUTIVE EDUCATION – OPEN AND CUSTOMIZED PROGRAMS - MAY 2018 43rd in the world in the combined ranking 45th in the world for Open Programs 52nd in the world for Custom Programs ONLINE MBA RANKING – MARCH 2017 EuroMBA Number 12 worldwide EADA’s MBA Portfolio National, international and online 6 EADA Business School What we are 7 TEACHING BUSINESS EXPERIENCE RESEARCH EADA’s AMBA Accreditations PRT Recommendations 8 2008 2013 2018 School’s mission and vision. Brand visibility Internationalisation Internationalisation Globalisation Alumni & Professional Careers Alumni & Professional Careers Professional careers Faculty qualifications Practitioner faculty Research profile and output Research profile and resourcing Assurance of learning Assurance of learning Programme portfolio Risk Management Online education Online MBA Physical infrastructure Preparing the SAF and SAR 9 The Accreditation Process An overview… 10 Reflect Discuss Prepare Inform The Accreditation Process Reflect 11 AMBA RECOMMENDATIONS 1 The School should clarify and intensify its activities in respect of internationali-sation especially vis-a- vis reaching parts of the world where the School does not have visibility or which are underrepresented among the student body. Students from these regions would help increase diversity even further. 2 The School should explore options to raise further its research profile on its historical journey from training to education. The School should evaluate the availability ofresources for promoting research activities and the recruiting of research- active faculty. 3 The School should review the level of support for the Career Service and Alumni Relations teams to reflect the challenging economic context in Spain. The management team should ensure that all staff engaged with international students speak English and that the Career Service is sufficiently internationally-oriented. 4 The School should explore ways to improve the facilities at its building in downtown Barcelona. 5 The School should develop a more consistent approach in setting learning outcomes and should establish direct linkages between learning outcomes and assessment. The management team should consider leveraging the relationship with the University of Vic if it would be in the School’s interest. The Accreditation Process Discuss (1) 12 AMBA 2018 CALENDAR DATA ACCIÓ 14 setembre 2017 Inici de la redacció del SAR EQUIS 2016 05 octubre 2017 Presentació Pla Estratègic a IAB 19 octubre 2017 Primer Esborrany de tots els capitols 20-30 octubre 2017 Revisió primer esborrany amb responsables 9 novembre 2017 Segon esborrany tots els capítols 10-20 novembre 2017 Revisió segon esborrany tots els capítols 30 novembre 2017 Esborrany final de tots els capitols 14 desembre 2017 Esborrany final del SAF 19 gener 2018 Data limit per presentar el SAF 12-13 març 2018 Visita del PRT AMBA The Accreditation Process Discuss (2) 13 CHAPTER LEADER SUPPORT KP1 - THE PORTFOLIO Jordi Díaz Carolina, Ramon KP2 - INSTITUTIONAL INTEGRITY, SUSTAINABILITY Miquel Ramon & DISTINCTIVENESS KP3 - FACULTY QUALITY & SUFFICIENCY Ramon Carolina KP4 - PROGRAMME DESIGN & LEADERSHIP Jordi Ella, Marjolein, David R KP5- THE STUDENT COHORT EXPERIENCE Jordi Ella, Marjolein, David R, Carolina KP6 - COMPETENCES, GRADUATE ATRIBUTES AND Ramon Ella, Marjolein, David R LEARNING OUTCOMES KP7 - CURRICULUM BREADTH & DEPTH Ramon Jordi, Ella, Marjolein, David R KP8 - DELIVERY & INTERACTION Ramon Jordi, Ella, Marjolein, David R The Accreditation Process Prepare 14 WRITE CHAPTER 1 DISTRIBUTE EDIT TO TASK- CHAPTERS HOLDERS DISCUSS WITH TASK- HOLDERS The Accreditation Process Inform 15 WBPG EADA 2020 Strategic Plan The Accreditation Process Inform 16 The Accreditation Process Inform… 17 Managing the PRT visit 18 • Selecting (and agreeing to) the team • Preparing the Base Room • The PRT visit – what do they do? • Logistics during the visit. Managing the PRT visit The team… 19 1. Prof. Philip McLaughlin (chair of the panel): former Dean, Kedge Business School, Bordeaux/Marseilles, France 2. Ms. Julia Tyler: former Associate Dean, London Business School, London, UK 3. Dr. Paolo Taticchi: Director of the Weekend MBA and Global Online MBA & Director of Global Initiatives, Imperial College Business School, London, UK 4. Mr. George ILIEV, MBA: Director of Development Markets, AMBA, London, UK Managing the PRT visit Preparing the Base Room 20 1. Materials are the most important thing. You should have nothing to hide. 2. Remember the PRT will spend two days using this room extensively. Make it welcoming and comfortable!! 3. Don’t kill trees unnecessarily. Provide links to docs in PDF and a printer in case hardcopy is needed. 4. Have someone dedicated to the PRT for any information requests or needs. 5. Did I say materials are important? Managing the PRT visit What does the PRT do? 21 1. They DO read all the documentation. 2. They have LOTS of questions. 3. They DO share and discuss impressions. 4. They LOOK for evidence of claims. 5. They DO take leads from the Chairperson. 6. Criteria are discussed one-by-one. Managing the PRT visit Event logistics 22 • Ensure the key people will be available during the visit (inform everybody in time). • Make the most of any activities going on at the time. • Long distances (in multi-site schools) are not your friend. • Make use of the social dinner to introduce nuances and context. • Everyone has issues in their school. Feel free to share honestly as the PRT will appreciate it. Responding to the report 23.