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2012 Middle States Accreditation Report Review


2012 Middle States Accreditation Report Review Chapter 2: Institutional Vitality Standards 2 and 3 Chapter 3: Institutional Leadership and Governance – PowerPoint PPT presentation

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Title: 2012 Middle States Accreditation Report Review

2012 Middle States Accreditation Report Review
  • Chapter 2 Institutional Vitality
  • Standards 2 and 3
  • Chapter 3 Institutional Leadership and
  • Standards 4 and 5

MSCHE Accreditation
  • Mission-based
  • Decennial self-study
  • Compliance and improvement
  • 14 Standards
  • Characteristics of Excellence
  • Emphasis on results instead of processes

2011-2012 Timeline
  • Fall 2011
  • Campus comment on self-study draft
  • Evaluation team Chair reviews draft
  • Dr. Javier Cevallos
  • President, Kutztown University of Pennsylvania
  • November 2nd - 4th Dr. Cevallos makes
    preliminary campus visit
  • Final self-study report prepared
  • Preparation of electronic document repository
  • Spring 2012
  • Final report sent to team (6 wks. prior to visit)
  • April 1st 4th Team visit and report
  • Institution response

Organization of Self-Study
  • Comprehensive Model
  • 14 Standards grouped into 8 chapters
  • Chapter 1 Institutional Excellence
  • Chapter 2 Institutional Vitality
  • Chapter 3 Institutional Leadership and
  • Chapter 4 A Learner-Centered Campus
  • Chapter 5 A Vibrant Faculty
  • Chapter 6 Intellectual Rigor
  • Chapter 7 An Education for the 21st Century
  • Chapter 8 A Culture of Continuous Improvement

Standard Description
  • Standard 2 Planning, Resource Allocation, and
    Institutional Renewal
  • Ongoing planning and resource allocation based on
    its mission and goals, developing objectives to
    achieve them
  • Use of the results of assessment activities for
    institutional renewal
  • Implementation and evaluation of the success of
    the strategic plan
  • Resource allocation supports improvements and
    maintenance of institutional quality

Standard Description
  • Standard 3 Institutional Resources
  • The resources necessary to achieve our mission
    are available and accessible
  • As part of ongoing outcomes assessment, analyze
    the effectiveness and efficiency of resource use
    in the context of the institutions mission

Work Group Members
  • Joe Moreau (Chair)
  • Lorrie Clemo
  • Mike Flaherty
  • Dan Griffin
  • Jeff Grimshaw
  • Bernie Henderson
  • Linda Rae Markert
  •  Maria Nakamura
  • Casey Raymond
  • Tom Simmonds
  • Mark Slayton
  • Byron Smith
  • Al Stamm
  • Steven DiMarzo

Input/Data Sources Reviewed
  • Engaging Challenge The Sesquicentennial Plan
  • Oswego By the Numbers
  • The Power of SUNY
  • Academic Affairs Annual Report
  • Campus Concept Committee
  • SUNY Oswego Climate Action Plan
  • IPEDS data
  • Divisional budget data
  • Facilities master plan
  • Priorities and Planning Council meeting minutes
  • Division of Administration and Finance annual
  • Budget Advisory meeting minutes
  • Interviews with specific stakeholders

General Findings
  • SUNY Oswego successfully utilizes mature and
    evolving planning processes at all levels
  • The college master plan and facilities capital
    plan have provided a solid foundation for the
    ongoing development of the campus
  • Fiscal resources are managed prudently and
    effectively to meet the current and future
    obligations of the college

General Findings (cont.)
  • Human resources are evaluated and allocated in a
    manner consistent with the short- and long-term
    goals of the college
  • The college provides a robust and reliable set of
    technology resources to support creativity,
    innovation, and experimentation in learning,
    teaching, and research

  • Complete a technology plan in support of the
    college's strategic plan
  • Make strategic planning even more transparent and
  • Develop a virtual planning infrastructure and
    related processes to support broader
  • Optimize alternative revenue streams and continue
    to pursue new alternative revenue streams
  • Pursue the development of public/private
    partnerships to advance strategic initiatives and
    diversify our revenue streams

Questions or Comments?
Standard Description
  • Standard 4
  • A system of governance that defines the roles of
    the institutional constituencies in and
  • A governance structure includes an active
    governing body with sufficient autonomy.
  • Standard 5
  • The institutions governance structure and
  • facilitate learning and research/scholarship
  • foster quality improvement
  • support the institutions organization and

Work Group Members
  • Robert Moore (Chair)
  • Susan Camp
  • Kristen Eichorn
  • David King
  • John LaLande
  • Michael LeBlanc
  •  Margaret Ryniker
  • Chuck Spector
  • Casey Walpole

Input/Data Sources Reviewed
  • Academic Affairs annual reports
  • Admissions Selectivity Matrix
  • Discussions with academic deans and governance
  • Divisional Budget data
  • Faculty Assembly meeting minutes and handouts
  • Faculty Bylaws
  • IPEDS Data on instructional and administrative
  • Membership of the Faculty Assembly and its
    standing councils, 2010-2011
  • Membership and Minutes of the President's
    Council, Spring 2011
  • Organizational charts 2006-2010
  • Reports from the Retention Steering Committee
  • Support for Undergraduate Research (Provost's
  • Table of Expenses and Deductions 2002-2010 (IRA)

General Findings
  • The challenges posed by fiscal constraints and
    other changes met with vision and preparation
  • upgraded physical facilities
  • expanded academic programs
  • increased presence in Syracuse with the Metro
  • more international students to our campus
  • more of our students studying abroad
  • Leadership at SUNY Oswego has engaged in
    collaborative planning.

General Findings (cont.)
  • The task force model has proven to be an
    effective tool for shared governance.
  • Policy recommendations with timeliness,
    inclusiveness, transparency.
  • Student perspectives in our decision-making
  • Opportunities within the structure
  • Lack of participation in practice

  • Create structures to encourage more student
  • Identify and mentor potential candidates for
    leadership roles, particularly among the more
    recently-hired faculty.
  • Develop more effective communications practices
    with respect to administrative requests for
    information/data and the rationale behind the
    resulting decisions.

Recommendations (cont.)
  • Review official FA guidelines as well as culture
    in an effort to ensure that body represents the
    will of faculty and is viewed as a relevant,
    important organization by newer faculty.

Questions or Comments?
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