NCA/HLC Self-Study NCA/HLC REACCREDITATION VISIT April 27-30, 2003 NCA/HLC REACCREDITATION VISIT...

NCA/HLC Self-Study

NCA/HLC REACCREDITATION VISIT

April 27-30, 2003

NCA/HLC REACCREDITATION VISIT

April 27-30, 2003

Why Accreditation Matters?Why Accreditation Matters?

• Certifies to state & federal governments that institution & students are eligible for financial aid

• Provides formal quality assurance to stakeholders

• Encourages an institution to review itself & thereby improve its programs

• Certifies to state & federal governments that institution & students are eligible for financial aid

• Provides formal quality assurance to stakeholders

• Encourages an institution to review itself & thereby improve its programs

The Name GameThe Name Game

• NORTH CENTRAL ASSOCIATION of COLLEGES AND SCHOOLS

Membership organization– One of 6 regional

associations– Covers 19 states

• NORTH CENTRAL ASSOCIATION of COLLEGES AND SCHOOLS

Membership organization– One of 6 regional

associations– Covers 19 states

• HIGHER LEARNING COMMISSION

– The accrediting unit of NCA

– Accredits institutions, not individual programs within institutions

• HIGHER LEARNING COMMISSION

– The accrediting unit of NCA

– Accredits institutions, not individual programs within institutions

Steps in the ProcessSteps in the Process

• Intensive self-study & reflection on those findings• Writing the Self-Study Report, including – General Institutional Requirements– Basic Institutional Data

• Visit by external team to validate results• Review of team recommendations by

accreditation board

• Intensive self-study & reflection on those findings• Writing the Self-Study Report, including – General Institutional Requirements– Basic Institutional Data

• Visit by external team to validate results• Review of team recommendations by

accreditation board

OUR TARGET: BEST POSSIBLE OUTCOMEOUR TARGET: BEST POSSIBLE OUTCOME

Continuation of full accreditation, with the next comprehensive evaluation to occur in 10 years

* A 6-year accreditation is a satisfactory result and will be considered successful

Continuation of full accreditation, with the next comprehensive evaluation to occur in 10 years

* A 6-year accreditation is a satisfactory result and will be considered successful

COUNTDOWN TO VISIT!COUNTDOWN TO VISIT!

• April 27 Team arrives on campus • April 28-29 Interviews• April 30 Exit Interview• May 1 Celebration of Completion• May-August UA responds to team report as

necessary • Fall 2003 Receive continuing

accreditation

• April 27 Team arrives on campus • April 28-29 Interviews• April 30 Exit Interview• May 1 Celebration of Completion• May-August UA responds to team report as

necessary • Fall 2003 Receive continuing

accreditation

WHO’S WHO: HLC TEAM MEMBERSWHO’S WHO: HLC TEAM MEMBERS

• Dr. Phillip Jones, Chair– VP, Student Services, University of Iowa

• Dr. Phillip Jones, Chair– VP, Student Services, University of Iowa


• Dr. Donald Bennion– Director, Academic Assessment, Eastern Michigan

University• Dr. Sandra Marie Flake– Dean, College of Arts & Sciences, University of

Northern Colorado

• Dr. Donald Bennion– Director, Academic Assessment, Eastern Michigan

University• Dr. Sandra Marie Flake– Dean, College of Arts & Sciences, University of

Northern Colorado


• Dr. Juan Franco– Regents Chief of Staff, New Mexico State

University• Dr. Lin Holder– Associate VP, Academic Affairs, Saint Cloud State

University

• Dr. Juan Franco– Regents Chief of Staff, New Mexico State

University• Dr. Lin Holder– Associate VP, Academic Affairs, Saint Cloud State

University


• Dr. John Ory– Director, Instructional Resources, University of

Illinois, Urbana-Champaign• Dr. Kathleen Rountree– Dean, College of Performing & Visual Arts,

University of Northern Colorado

• Dr. John Ory– Director, Instructional Resources, University of

Illinois, Urbana-Champaign• Dr. Kathleen Rountree– Dean, College of Performing & Visual Arts,

University of Northern Colorado


• Dr. Gail Scukanec– Associate Dean, Graduate Studies & Research,

Central Michigan University

• Dr. Gail Scukanec– Associate Dean, Graduate Studies & Research,

Central Michigan University

NCA/HLC Self-Study

ACCREDITATION HISTORYACCREDITATION HISTORY

Accomplishments and Challenges

Accomplishments and Challenges

ACCOMPLISHMENTSACCOMPLISHMENTS

• UA has been fully accredited by North Central since 1914

• UA has received consistently strong endorsements of academic programs & institutional vitality

• UA has received favorable findings by the focus visit team

• UA has been fully accredited by North Central since 1914

• UA has received consistently strong endorsements of academic programs & institutional vitality

• UA has received favorable findings by the focus visit team

CHALLENGESCHALLENGES

• UA received only a five-year extension of full accreditation during the 1997 regular visit

• UA sustained a focus visit in 2000 on planning & budgeting

• UA received only a five-year extension of full accreditation during the 1997 regular visit

• UA sustained a focus visit in 2000 on planning & budgeting

RESPONSES TO CRITICAL CONCERNSRESPONSES TO CRITICAL CONCERNS

• Stability in administration• Participatory budget process• New approaches to aligning resources &

productivity (ROI)• Emergence of Charting the Course as the vision

and strategic intent for UA

• Stability in administration• Participatory budget process• New approaches to aligning resources &

productivity (ROI)• Emergence of Charting the Course as the vision

and strategic intent for UA

RESPONSES TO CRITICAL CONCERNSRESPONSES TO CRITICAL CONCERNS

• Merging of Human Resources & EEO• Review of major rules including RTP• Implementation of PeopleSoft• Increased communication about budgeting• Adoption of Balanced Scorecard methodology to

implement the vision of Charting the Course

• Merging of Human Resources & EEO• Review of major rules including RTP• Implementation of PeopleSoft• Increased communication about budgeting• Adoption of Balanced Scorecard methodology to

implement the vision of Charting the Course

NCA/HLC Self-Study

PATTERNS OF EVIDENCEPATTERNS OF EVIDENCE

UA’s Case for Full

Continuing Accreditation

UA’s Case for Full

Continuing Accreditation

HLC CRITERIAHLC CRITERIA

• Mission• Resources• Accomplishing Our Purposes• Planning• Integrity

• Mission• Resources• Accomplishing Our Purposes• Planning• Integrity

CRITERION ONE: MISSION

Key FindingsKey Findings



• Institutional vision, mission & values publicly stated and understood by constituencies

• Appropriate decision-making processes• Freedom of inquiry for faculty & students• Institutional commitment to excellence in

teaching & learning

• Institutional vision, mission & values publicly stated and understood by constituencies

• Appropriate decision-making processes• Freedom of inquiry for faculty & students• Institutional commitment to excellence in

teaching & learning


Charting the CourseCharting the Course


Charting the CourseCharting the Course

• Ongoing process of strategic thinking– Clusters of excellence

• Discovery & innovation• Cultural enrichment• Community well-being• Economic development

• Ongoing process of strategic thinking– Clusters of excellence

• Discovery & innovation• Cultural enrichment• Community well-being• Economic development


Balanced ScorecardBalanced Scorecard


Balanced ScorecardBalanced Scorecard

• Strategic Destination:– Public Research University for Northern Ohio– Student Success– Knowledge for Public Good

Student Success + Community Engagement = Student Success + Community Engagement = Akron AdvantageAkron Advantage

• Strategic Destination:– Public Research University for Northern Ohio– Student Success– Knowledge for Public Good

Student Success + Community Engagement = Student Success + Community Engagement = Akron AdvantageAkron Advantage

CRITERION TWO: RESOURCES




• Informed Board of Trustees• Qualified faculty & administration• Shared leadership as means of decision-making

• Informed Board of Trustees• Qualified faculty & administration• Shared leadership as means of decision-making





• Faculty hold appropriate credentials• Sufficient enrollment (24,000) to meet stated

purposes• Academic & support services afford all students

the opportunity to succeed

• Faculty hold appropriate credentials• Sufficient enrollment (24,000) to meet stated

purposes• Academic & support services afford all students

the opportunity to succeed





• $200 Million Landscape for Learning:– Green space (30,000 new trees)– Open space (addition of 31 acres)– Easier access for vehicles, more parking and

better pedestrian connections– Addition of six new buildings and three new

parking decks

• $200 Million Landscape for Learning:– Green space (30,000 new trees)– Open space (addition of 31 acres)– Easier access for vehicles, more parking and

better pedestrian connections– Addition of six new buildings and three new

parking decks





• Pattern of financial expenditures shows commitment to effective teaching:– Institute for Teaching & Learning– Wired for Wireless Initiative– WebCT– Enrollment Management Strategies

• Pattern of financial expenditures shows commitment to effective teaching:– Institute for Teaching & Learning– Wired for Wireless Initiative– WebCT– Enrollment Management Strategies

CRITERION THREE: ACCOMPLISHING OUR PURPOSES




• Courses of study are clearly defined, coherent & intellectually rigorous:– Success in external professional accreditations– Student performance on proficiency exams &

other assessments– High quality & coherent General Education

program– 15.7:1 student/faculty ratio

• Courses of study are clearly defined, coherent & intellectually rigorous:– Success in external professional accreditations– Student performance on proficiency exams &

other assessments– High quality & coherent General Education

program– 15.7:1 student/faculty ratio





• Evidence of support for:– Basic & applied research– Fine & creative arts– Effective delivery of education & other services– Effective courses & programs– Ongoing professional development for faculty &

staff

• Evidence of support for:– Basic & applied research– Fine & creative arts– Effective delivery of education & other services– Effective courses & programs– Ongoing professional development for faculty &

staff





• Faculty control of student learning & granting of academic credit

• Mastery of level of knowledge appropriate for degree attained

• Results of internal & external peer review processes used to assure quality

• Faculty control of student learning & granting of academic credit

• Mastery of level of knowledge appropriate for degree attained

• Results of internal & external peer review processes used to assure quality





• Appropriate assessment of academic achievement:– Externally accredited programs– All programs to have clearly defined levels of skills

& competencies by Fall 2006 per Balanced Scorecard Initiative

• Appropriate assessment of academic achievement:– Externally accredited programs– All programs to have clearly defined levels of skills

& competencies by Fall 2006 per Balanced Scorecard Initiative

CRITERION FOUR: PLANNING




• Financial, physical & human resources that position University for future:– Stability in administration– Greater access to management information– Active governance & advisory groups– Landscape for Learning– Revenue diversification strategies

• Financial, physical & human resources that position University for future:– Stability in administration– Greater access to management information– Active governance & advisory groups– Landscape for Learning– Revenue diversification strategies





• Structured assessment processes:– New enterprise system (PeopleSoft) linking

business, HR, & academic processes in real time– Interactive management tools such as Brio– Collection & use of benchmark data for decision-

making

• Structured assessment processes:– New enterprise system (PeopleSoft) linking

business, HR, & academic processes in real time– Interactive management tools such as Brio– Collection & use of benchmark data for decision-

making





• Plans necessary to institution’s continuance:– Charting the Course– Balanced Scorecard– Return on Investment

• Plans necessary to institution’s continuance:– Charting the Course– Balanced Scorecard– Return on Investment

CRITERION FIVE: INTEGRITY


CRITERION FIVE: INTEGRITY


• Policies, Practices and Publications:– Electronic access to rules & regulations– Transcripts follow commonly accepted practices &

reflect student learning– Policies for resolution of grievances & disputes– Accuracy in publications & advertisements– Ethical & collaborative relations with sister

institutions– Proper oversight of contracts

• Policies, Practices and Publications:– Electronic access to rules & regulations– Transcripts follow commonly accepted practices &

reflect student learning– Policies for resolution of grievances & disputes– Accuracy in publications & advertisements– Ethical & collaborative relations with sister

institutions– Proper oversight of contracts

NCA/HLC Self-Study

A BED OF ROSES?A BED OF ROSES?

ONGOING CHALLENGES: PROCESSESONGOING CHALLENGES: PROCESSES

• Promoting open communication• Achieving shared leadership• Strengthening planning & budgeting• Adopting performance-based system of student

assessment across all programs

• Promoting open communication• Achieving shared leadership• Strengthening planning & budgeting• Adopting performance-based system of student

assessment across all programs

ONGOING CHALLENGES: RESOURCESONGOING CHALLENGES: RESOURCES

• Growing student enrollments• Coping with Ohio’s economic climate• Addressing salary compression & inequities• Adjusting priorities & programs in line with

resource base• Addressing deferred maintenance issues• Transitioning to new & improved facilities

• Growing student enrollments• Coping with Ohio’s economic climate• Addressing salary compression & inequities• Adjusting priorities & programs in line with

resource base• Addressing deferred maintenance issues• Transitioning to new & improved facilities

FUTURE PLANSFUTURE PLANS

• Focus research in strategic areas of opportunity• Enhance instructional effectiveness• Retain & recruit high-quality faculty & staff• Bring faculty salaries to 75th percentile of Ohio

public universities• Assure continued diversification of financial base

• Focus research in strategic areas of opportunity• Enhance instructional effectiveness• Retain & recruit high-quality faculty & staff• Bring faculty salaries to 75th percentile of Ohio

public universities• Assure continued diversification of financial base

STEERING COMMITTEE CONCLUSIONSSTEERING COMMITTEE CONCLUSIONS

• Significant progress & ongoing work in addressing critical concerns

• UA meets all HLC general institutional requirements (GIRs) & criteria

• Requests continuing full accreditation

• Significant progress & ongoing work in addressing critical concerns

• UA meets all HLC general institutional requirements (GIRs) & criteria

• Requests continuing full accreditation

NCA/HLC Self-Study

WHAT YOU CAN DOWHAT YOU CAN DO

Critical Role: Faculty, Contract Professionals & StaffCritical Role: Faculty, Contract Professionals & Staff

• Understand HLC standards & expectations• Know the difference between program &

institutional accreditation• Welcome the consultant evaluators• Participate in the visit• Know your University of Akron!

• Understand HLC standards & expectations• Know the difference between program &

institutional accreditation• Welcome the consultant evaluators• Participate in the visit• Know your University of Akron!

NCA/HLC Self-Study NCA/HLC REACCREDITATION VISIT April 27-30, 2003 NCA/HLC REACCREDITATION VISIT...

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