ADVANCEMENT SECTION REPORT OF A COMPREHENSIVE EVALUATION VISIT. Youngstown State University Youngstown, Ohio. February 18-20, 2008 FOR

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1 ADVANCEMENT SECTION REPORT OF A COMPREHENSIVE EVALUATION VISIT TO Youngstown State University Youngstown, Ohio February 18-20, 2008 FOR The Higher Learning Commission A Commission of the North Central Association of Colleges and Schools EVALUATION TEAM Dr. Jane L. Toot (Team Chair), Dean of College of Health Professions, Grand Valley State University, Grand Rapids, MI Dr. Augustine O. Agho, Dean, School of Health Professions and Studies, University of Michigan-Flint, Flint, MI Dr. Randal L. Haack, Senior Vice President of Finance and Administration, University of Northern Colorado, Greeley, CO Dr. Jerald L. Henderson, Director of Assessment and Program Quality, Chicago State University, Chicago, IL Dr. Karen L. Kirkendall, Associate Professor, University of Illinois-Springfield, Springfield, IL, Dr. Brian L. Levin-Stankevich, Chancellor, University of Wisconsin-Eau Claire, Eau Claire, WI, Dr. Jean M. McEnery, Director of Assessment; Professor, College of Business, Eastern Michigan University, Ypsilanti, MI Dr. Scott R. Olson, Provost, Minnesota State University, Mankato, MN 56001

Agho, Dean, School of Health Professions and Studies, University of Michigan-Flint, Flint, MI 48502 Dr. Randal L.

2 Dr. Ronald Wasserstein, Executive Director, American Statistical Association Alexandria, VA Dr. Karen M. Whitney, Vice Chancellor for Student Life, Indiana-University-Purdue University Indianapolis, Indianapolis, IN Contents I. Overall Observations about the Organization /03/2008

Whitney, Vice Chancellor for Student Life, Indiana-University-Purdue

3 II. Consultation of the Team... 4 III. Recognition of Significant Accomplishments, Progress and/or Practices /03/2008

4 I. OVERALL OBSERVATIONS ABOUT THE ORGANIZATION History and Environment Youngstown State University (YSU) or as it was known in 1944, Youngstown College, became independent of the YMCA and received accreditation from the North Central Association. In 1955 the title was changed to Youngstown State University. The University, including all stakeholders, understand, support and effectively execute the principles stated in the institutional mission, vision and goals. Equally evident is the support afforded to the University from the external community. II. CONSULTATIONS OF THE TEAM Reorganization The current and impending reorganization of higher education in the state could benefit from vigilance and creativity on the part of YSU to assure good stewardship of resources while addressing academic needs and honoring community partnership. Foundation Relations Explore enhancing coordination of efforts between YSU Foundation Board and YSU Alumni Board. Currently, the two organizations are disconnected and unrelated. Coordination need not be cumbersome and involving, perhaps just an occasional meeting of the presidents of the two organizations, or having a member of one board sit in on some of the meetings of the other board. This will lead to smoother transition from friend-raising to fundraising. Teaching and Learning Few actions in recent years provoked greater confusion and disappointment among the faculty, or seemed to go more strongly against the strategic plan, than the closure of CATALYST. The university would do well to seriously consider reinstating CATALYST or some other Center for Teaching and Learning. Few campus investments pay such a rich dividend in terms of benefits to students, the professionalization of faculty work, or staff and faculty morale than a Center for Teaching and Learning. Good models are plentiful. For a very low cost, this action could generate considerable good will. Faculty Development It is clear that there is considerable and sometimes excessive variability among assignments and professional development practices across campus. The variability may be appropriate, or may not be, but a lack of understanding and conversation of the standards leads to low morale. The university should consider establishing a cross-college committee to clarify standards across the various academic disciplines in terms load assignments, student credit hour production expectations, reassignments for research, travel funds, sabbaticals, and research standards for P & T. This does not mean that the standards need to be uniform, just that they need to be clear, as should the reasons for differentiation across colleges and departments. 4 4/03/2008

The University, including all stakeholders, understand, support and effectively execute the principles stated in the institutional mission, vision and goals.

5 III. RECOGNITION OF SIGNIFICANT ACCOMPLISHMENTS PROGRESS AND/OR PRACTICES YSU has made identifiable strides in enrollment management, increasing diversity and continued development of community partnerships. In spite of administrative turnover, reorganization and a difficult economic climate, academic programs remain strong and continue to grow. While institutional attention is suggested in such areas as transparency of policy decision making and communication among stakeholders, and there is a requirement to build a culture for assessment, the institution is seen as conscientious and forward thinking in most academic and administrative activities. 5 4/03/2008

In spite of administrative turnover, reorganization and a difficult economic climate, academic programs remain strong and continue to grow.

REPORT OF A REQUESTED FOCUS VISIT FOR CHANGE. Assurance Section. Youngstown State University Youngstown, Ohio. February 18-20, 2008 FOR

ADDENDUM TWO REPORT OF A REQUESTED FOCUS VISIT FOR CHANGE Assurance Section TO Youngstown State University Youngstown, Ohio February 18-20, 2008 FOR The Higher Learning Commission A Commission of the North