New England Association of Schools & Colleges, Inc. (NEASC), is the nation s oldest regional accrediting association (founded 1885)

Transcription

1 New England Association of Schools & Colleges, Inc. (NEASC), is the nation s oldest regional accrediting association (founded 1885) Accredits 255 degree-granting colleges, universities, and other postsecondary institutions in the six New England states Accreditation is a voluntary, non-governmental, peer review process that focuses on the goals of school effectiveness, improvement, and public assurance An accredited institution is one that has demonstrated it substantially meets the commission s Standards for Accreditation NEASC is recognized by the U.S. Secretary of Education as a reliable authority on the quality of education for the institutions it accredits (affects eligibility for federal grants, student aid, etc.)

2 The Accreditation Process: Spring An institutional self-study, in which the institution evaluates how and how well it meets the commission s Standards for Accreditation; 2. An on-site evaluation by a group of peers to validate the self-study; 3. A review and decision by the commission. March March 2008

3 NEASC Standard 1: Mission and Purposes Chair of Standard Committee Brenda Allen, Associate Provost and Director of Institutional Diversity 2: Planning and Evaluation 3: Organization and Governance 4: The Academic Program: Undergraduate Richard Spies, Executive Vice President and Senior Advisor to the President Albert Dahlberg, Secretary of the University John Savage, Professor of Computer Science Katherine Bergeron, Dean of the College 4: The Academic Program: Graduate Sheila Bonde, Dean of the Graduate School 5: Faculty Rajiv Vohra, Dean of the Faculty 6: Students Russell Carey, Vice President of Campus Life & Student Services 7: Library and Other Information Resources 8: Physical and Technological Resources Harriett Hemmasi, University Librarian Alan Usas, Assistant Vice President, Academic and Network Systems & Services Steve Maiorisi, Vice President for Facilities Management 9: Financial Resources Susan Howitt, Associate Vice President for Budget and Planning 10: Public Disclosure 11: Integrity Michael Chapman, Vice President of Public Affairs and University Relations Beverly Ledbetter, Vice President and General Counsel

4 Standard Seven Library and Other Information Resources The institution demonstrates sufficient and appropriate information resources and services and instructional and information technology and utilizes them to support the fulfillment of its mission. 7.1 The institution articulates a clear vision of the level and breadth of information resources and services and of instructional and information technology appropriate to support its academic mission and its administrative functions. Through strategic, operational, and financial planning, it works to achieve that vision. 7.2 Institutional planning and resource allocation support the development of library, information resources and technology appropriate to the institution s mission and academic program. The institution provides sufficient and consistent financial support for the library and the effective maintenance and improvement of the institution s information resources and instructional and information technology. 7.3 The institution uses instructional technology appropriate to its academic mission and the modes of delivery of its academic program. 7.4 Professionally qualified and numerically adequate staff administer the institution s library, information resources and services, and instructional and information technology support functions. 7.5 Faculty, staff, and students are provided appropriate training and support to make effective use of library and information resources, and instructional and information technology. 7.6 The institution establishes and applies clear policies and procedures and monitors and responds to illegal or inappropriate uses of its technology systems and resources. 7.7 Through ownership or guaranteed access, the institution makes available the library and information resources necessary for the fulfillment of its mission and purposes. These resources are sufficient in quality, level, diversity, quantity, and currency to support and enrich the institution's academic offerings. They support the academic and research program and the intellectual and cultural development of students, faculty, and staff. 7.8 The institution demonstrates that students use information resources and technology as an integral part of their education, attaining levels of proficiency appropriate to their degree and subject or professional field of study. The institution ensures that students have available and are appropriately directed to sources of information appropriate to support and enrich their academic work, and that throughout their program students gain increasingly sophisticated skills in evaluating the quality of information sources. (See also 4.6) 7.9 The institution ensures appropriate access to library and information resources and services for all students regardless of program location or mode of delivery The institution s physical and electronic environments provide an atmosphere conducive to study and research The institution uses information technology sufficient to ensure its efficient ability to plan, administer, and evaluate its program and services. Institutional Effectiveness 7.12 The institution regularly and systematically evaluates the adequacy, utilization, and impact of its library, information resources and services, and instructional and information technology and uses the findings to improve and increase the effectiveness of these services.

5 Summer 2007 Taskforce completes report; Subcommittees provide rough drafts to Steering Committee Spring 2008 Timeline Integrate Community feedback and Taskforce on Undergraduate Education Report into Self-Study Fall 2008 NEASC Campus Visit Fall 2007 Convene Taskforce on Brown Curriculum; Establish Executive Committee and Subcommittees Taskforce presents report; Present Draft of Self- Study to Brown Community for Review Summer 2008 Deliver Self-Study to NEASC Spring 2009

6 Some of the recommendations from 1998 NEASC visiting team report: Concern over size/age of faculty and limitations for new hires; faculty salaries below peer institutions. Financial aid for students not competitive with peer institutions. Brown s libraries are facing serious space problems. Building a storage facility at Brown for its own collections may be the most cost effective way of dealing with the issue over a long period.

7 Ruth J. Simmons was sworn in as the 18th president of Brown University on July 3, Initiatives for Academic Enrichment, February 2002 [Excerpts] Faculty At a minimum, salaries and benefits must be competitive, their work sites well equipped, and their time for professional renewal must be provided through leaves and periodic release from teaching duties. To improve quality, to afford new initiatives, and to address existing inadequacies, we will add twenty new regular faculty per year for the next several years, beginning with the academic year. As the size of the faculty increases an additional eighty positions over the next three to five years, Brown will be in a position to improve the faculty leave program. Undergraduate Students It is important for Brown to implement a need-blind approach to admitting students. This change would result in an even stronger undergraduate student body. First, we are adopting a need-blind policy beginning with the class of 2007 (the class that will be selected during the academic year). Second, we will eliminate the work requirement for first-year students and replace it with University scholarship in the financial-aid award beginning in Academic Support Services - Library We are adding $1 million each to the base budgets of the Library and Computing and Information Services. We recognize that these amounts are not sufficient to meet the many needs in these areas. However, we expect to supplement this ongoing funding with significant one-time funds over the next several years to allow the Library and Computing and Information Services to address areas in greatest need of remediation. In the Libraries, this will include an off-site storage facility, acquisitions, modest refurbishments of the interiors of the main libraries, and additional support for the use of technology.

8 Some other concerns articulated in 1998 NEASC visiting team report: Clarify governance and streamline planning process No formal academic plan for graduate programs; look at boundaries where disciplines meet Fragmentation of students; difficulty in building sense of community Deferred maintenance backlog of physical facilities Brown uses all its current resources to maintain the status quo; little flexibility in budget Reorganized U. administration and faculty governance structure; institutionalized planning process for PAE Created multidisciplinary centers that provide opportunities for graduate research Driving motivation behind Friedman Study Center, Faunce House renovation, etc. $300 million spent since 2004; part of $800 million capital plan URC process centered on PAE priorities; launched $1.4 billion fundraising campaign

9 Some key themes for 2008: Student outcomes: No formal measurement of educational outcomes has been established for the undergraduate curriculum [at Brown] NEASC Evaluation Team report Institutional effectiveness & accountability: How do we objectively/empirically know we are meeting the University s goals & objectives? Integrating planning & assessment for continuous improvement

10 Brown University NEASC Self-study web site The New England Association of Schools and Colleges CIHE Assessment Forum, December Brown University Library, Self-study working group: Harriette Hemmasi, Dan O Mahony, Pat Putney, Mark Shelton, Steven E. Thompson