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On August 4, 2026, American Public University System combined with Rasmussen University and Hondros College of Nursing to form a single higher education institution. American Public University System (The System) now includes American Public University, American Military University, Rasmussen University, and Hondros College of Nursing. The System is accredited by the Higher Learning Commission and is a wholly owned subsidiary of American Public Education, Inc. (APEI). We are continuing to update our website to reflect our new structure.

 

Closing the Loop

APU and AMU use data from learning outcomes assessment for continuous improvements across schools, departments, programs, and courses. Each year, action items are planned and reported in YAP and Program Review reports. As changes are made, data is re-reviewed on a regular basis to document the success of the changes or the need for further improvement. Initiatives are addressed regularly in diverse venues, including department and faculty meetings, academic town halls, faculty governance and curriculum meetings, and routine email correspondence. 


Examples of Data-Driven Improvements

In 2025, the assessment process continued to be anchored by the YAP and PR, with all programs participating in a structured cycle of data collection, analysis, and action. The process emphasized:

  • Continuous improvement through data-driven decision-making
  • Alignment with institutional priorities (e.g., CARE course refresh, AI integration, student engagement)
  • Transparency and accountability in reporting and closing the loop on prior recommendations

The Curriculum and Assessment Office collaborated closely with faculty and academic leadership to ensure alignment between learning outcomes, curriculum design, and assessment practices.

 

Healthcare Administration BS/MS: HCAD400 Strategic Planning success rates improved from 36% (2023) to 66% (2024) after a CARE process revision, with the signature assignment jumping from 57% to 88% success. HCAD301 and HCAD520, which showed declining success, were scheduled for major revisions and integration of real-world scenarios to reinforce PLO alignment.

Marketing BA: Assignments in MKTG495 and MKTG401 exceeded the 90% success threshold. To address this, the Week 6 assignment in MKTG495 was updated to increase rigor, and MKTG401 was revised under the CARE process. Unique rubrics are being added to all core courses to improve grading accuracy and alignment with PLOs.

Philosophy BA: The program retired low-enrollment concentrations and revised core courses to increase upper-division philosophy engagement. Key assignments in PHIL101 and PHIL400 were redesigned and scaffolded, resulting in improved success rates.

MBA: The program revised PLOs to emphasize critical thinking and data-driven decision-making, updated course sequencing, and piloted new PLO-aligned rubrics.  This addressed key assignment and Peregrine data that revealed gaps in quantitative reasoning, also prompting targeted assignment and curriculum changes.