This document is a summary of concerns raised about the off-campus
operations of Chapman University in the 1998 Review by the Western
Association and what has been addressed by the formation of University
College in 2001 and subsequent actvities. The ideas
expressed herein do not necessarily represent the official position of
ChapmanUniversity but are Dennis R. DeLong's personal views
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WASC CONCERNS IN 1998 REVIEW
Of Relevance for University College
c. Dennis
R. DeLong, Ph.D.
March 21, 2003
Primary Concerns (specifically mentioned about University Colleges AcademicCampuses)
l Inconsistency
in practice across the academic campuses
l Confusing
administrative structure
l Uneven
student services
l Academic
quality concerns
l Over-reliance
on PT faculty
l Access
to library services
l Lack
of academic community
Primary Concerns Continued
l Ineffective
faculty governance
l Variability
in faculty qualifications
l Lack
of faculty development opportunities
l Unclear
relationship between Orange and AC faculty
l Inadequate
physical facilities in some locations
l Information
processing difficulties
l Insufficient
focus on non-traditional students
Inferred Concerns (from general University mentions)
l Lack
of clarity of mission or purposes for either ACs or Orange campus
l Inadequate
planning processes
l Too
little use of assessment
l Inadequate
role for students in governance
l Too
little faculty role in planning and budgeting
Inferred Concerns Continued
l Inadequate
management of graduate programs
l University
operation too “corporate” rather than “academic”
l Insufficient
diversity in faculty, staff and students
Inconsistency in Practice
Steps Taken
l Authority
centered in Dean and Associate Deans
l Campus
Directors report to regional ADs
l Campus
Staffing Plan
l Central
Office staff added
l Affiliation
with CAEL
l
Steps Planned
l Revisions
to Program Manager role
l Campus
assessment activities in response to CAEL standards
Confusing Administrative Structure
Steps
Taken
l Administrative
and academic authority consolidated in Dean’s office
l Regional
structure created under purview of Associate Deans
l Associate
Dean for academic affairs added to Dean’s office
Steps Planned
l Additional
staff in Dean’s office in student and alumni affairs, grants and contracts
and other functions to be added
Uneven Student Services
Steps Taken
l Appointed
Assistant Dean for Academic and Student Services
(new position)
l Appointed
Student Services Administrator (new position)
l Increased
training for field staff
Steps Planned
l Virtual
Writing Center
l Web
advisor and other web services to be available in all locations
Academic Quality Concerns
Steps
Taken
l Regional
ADs supervise all faculty, including adjuncts, in regions
l Chairs
appointed for all CUC academic programs
l Curriculum
and Academic Committee (CAC) put in place (comprised of Program Chairs)
to review and approve all courses and program changes
l CAC
appoints Standards Committee to rule on petitions and recommend policy
changes
Steps
Planned
l Programs
revising content in all Programs to better serve CUC students
l Programs
being added and terminated in locations based on reviews of quality of
offerings and resources
Over-Reliance on PT Faculty
Steps
Taken
l Addition
of more FT and creation of Core Faculty
l Efforts
to embrace PT faculty as significant element of campus communities
Steps
Planned
l Improved
PT faculty orientations and training
l Program
Chairs and ADs monitor PT faculty performance more systematically
lAdjunct
Focus Group to be created
Access to Library Services
Steps
Taken
l Three
FT staff funded in University Library to serve CUC students
l Library
staff travel to CUC campuses
l Numbers
of and training for PT library staff in field increased
l Library
improved electronic resources
Steps
Planned
l Fuller
integration of Orange Library staff into CUC community
l Improved
access and services for CUC students
Variability in Faculty Qualifications
Steps
Taken
l FT
faculty lacking terminal credentials encouraged to complete
l All
new FT and Core appointees are well-credentialed
l FT
faculty recruited for all academic programs
l All
PT faculty reviewed by Program Chairs and ADs and under qualified PT faculty
not renewed
Steps
Planned
l Additional
FT and Core faculty in high enrollment areas
l Tighter
management of PT faculty under regional AD and Program Chair leadership
Lack of Faculty Development Opportunities
Steps
Taken
l Funds
allocated to support FT and Core professional activities
l Development
activities provided (and travel supported) for distance learning, faculty
portfolio and learning outcome assessment
Steps
Planned
l Liaison
with the FPC to strengthen commitment to research on teaching and serving
adult learners
l Expand
developmental opportunities for PT faculty
Unclear Relationship Between Orange & AC Faculty
Steps
Taken
l Faculties
separated to build CUC and Orange academic communities
l Cooperation
between two groups in Education (for SB 2042 revisions) and WASC self-study
purposes
l University-Wide
committee on Honorary Degrees
Steps
Planned
l Effort
to bridge two faculty groups with additional University-Wide entities
l Increase
recruitment of Orange faculty for CUC distance offerings
l Regular
contact expected between new CUC Faculty Council and Orange University
Senate
Inadequate Physical Facilities in Some Locations
Steps
Taken
l Many
locations upgraded in terms of quality of space
l Large
investment in improved equipment,
computer labs and electronic communications capacity
Steps
Planned
l All
locations brought to appropriate levels in quality of space, equipment
and electronic communications capacity
Too Little Use of Assessment
Steps Taken
l Assessment
is priority in CUC Plans
l All
academic Programs have been charged with assessment goals
l All
campuses also charged with assessment goals
l Use
of surveys examined
Steps
Planned
l Programs
and campuses expected to “feedback” outcome and performance information
to improve practice
l Use
of CAEL and NSSE surveys to be instituted
Information Processing Difficulties
Steps Taken
l All
records now on Datatel
l Staff
training has improved entry ability in field
l Regional
cooperation and sharing of staff expertise begun
Steps Planned
l Increased
Central Office (CUC) liaison with field
l Additional
focused training for staff
Insufficient Focus on
Non-Traditional Students
Steps Taken
l Revising
programs to better serve adult students
l Affiliated
with CAEL and have begun to apply standards
l Instituted
distance learning courses
Steps
Planned
l Adding
additional distance courses and exploring full distance programs
l Adding
new “Foundations” course for UG students to assure focus on the “whole”
person
l Instituting
prior learning assessment
Lack of Clarity for Mission and Purposes
for ACs and Orange Campus
Steps Taken
l Formation
of University College
l Revision
of programs to better serve adult learners
l CAEL
affiliation
Steps Planned
l Full
compliance with CAEL standards
l Revisions
to web site and publications to better reflect CUC purposes
Inadequate Planning Processes
Steps Taken
l Contributed
Section 6 of The Chapman Plan
l Developed
Five Year Plan after wide consultation
l Working
closely with University VPs on Budget Planning
Steps Planned
l Further
refinements in Five Year plan, especially in planning for expansion/retraction
of programs and locations
Inadequate Role for Students in Governance
Steps Taken
l Student
involvement with ACs examined
l Student
input on Commencements solicited
l Student
invited to CUC WASC committee
Steps
Planned
l Student
focus group to focus WASC review and on greater student involvement generally
l Virtual
student/alumni group under discussion
l Student
speakers to be added to Commencement agenda
l Student
Focus Group for Input in WASC to be formed
Too Little Faculty Role in Planning and Budgeting
Steps
Taken
l Faculty
consulted on formation of University College, The Chapman Plan and
Five Year Plan
l Dean
consulted with CAC on major initiatives
Steps
Planned
l Expected
new governance group (Faculty Council) will have active role in planning
and budgeting
Inadequate Management of Graduate Programs
Steps
Taken
l Adherence
to moratorium on new graduate programs
l Examined
faculty resources and curricula in existing programs
Steps
Planned
l Revise
curricula in response to WASC standards and feedback from assessment data
l Add
distance alternatives where appropriate
University Operation Too “Corporate”
Rather Than “Academic”
Steps
Taken
l All
decisions now driven by academic concerns (transcending “cash cow” image)
l Larger
portion of revenues invested in faculty, staff and infrastructure
Steps
Planned
l Continuation
of reinvestment in CUC operations
l Development
of segmented fund accounts (based
on fee revenue) to enable accelerated program development
Insufficient Diversity in Staff, Faculty and Students
Steps
Taken
l Improved
capacity to aggregate data
depicting diversity
l Revised
recruitment materials and practices to assure broader pools
l Improved
relationships with community colleges
l Examining
admissions criteria
for
fairness to adult students
Steps
Planned
l Broaden
admissions criteria to facilitate access to programs
l Proactive
efforts to increase diversity in employees
l Consideration
of new programs and delivery modes to reach underserved clienteles
l Formal
relations with additional community colleges
Summary of Efforts
l Establishing
a Separate Identity for University College as a Major Part of Chapman University
l Making
Sure University College is Driven by Academic Objectives
l Reinvesting
in University College’s Growth and Improvement
l Taking
University College to Premier Status on CAEL’s ALFI (Adult Learning Focused
Institutions) Stage