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UNIVERSITY OF HAWAII WEST OAHUREAFFIRMATION OF WASC ACCREDITATION
The journey here and the path ahead
April 17, 2015
Teri Cannon, Higher Education Consultant
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CONGRATULATIONS!
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UHWO: An adventure story
• Established as WOC in 1976• Moved to Leeward CC in 1998• Expanded to lower-division in 2007• Moved to new campus in 2012
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The reaccreditation journey begins• WASC Proposal in May 2010
• Theme 1: Fostering Student Success• Theme 2: Organizing for Growth
• Capacity and Preparatory Review in April 2012• Issue 1: Addressing leadership turnover• Issue 2: Refocusing strategic plan• Issue 3: Student centered environment• Issue 4: Preparing for EER
• Commission action in June 2012• Delay EER• Issue Formal Notice of Concern
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Two years along the path
• New well-qualified leadership team appointed• Communications plans developed and implemented
• Funding improved/Positions made permanent and faculty lines increased
• Academic Development Plan updated; strategic plan well underway
• Library, distance ed, tech, and other services enhanced
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More accomplishments on the path
• Assessment and IR functions strengthened• Student service units assessed and new plans made
• Program reviews completed• Many outcomes broadly assessed• Results of assessment used to plan and improve
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Arrival at our destination
Commission action in February 2015• Accreditation for seven years• Remove Notice of Concern
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Applause for our progress
• Team report commendations• Move to new campus• Stable leadership• Student-centeredness• Increased funding• Commitment to quality assurance
• Improved planning• Improved assessment
• Creation of Office of Institutional Effectiveness
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THE JOURNEY CONTINUES
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Stop-overs on the path ahead
• Next Interactions• Annual Reports: every May• Interim Report: Fall 2018• Mid-Cycle Review: Spring 2019• Next reaccreditation
• OSR: Fall 2021• AV: Spring 2022
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The path ahead/what we carry
Team and Commission recommendations• Resource planning and financial stability• Increasing full-time, tenure-track faculty• Clarifying decision-making structures and processes
• Continuing development of assessment systems• Being strategic about distance education growth
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Resource planning and development/sustainability
• Sufficient resources to support enrollment growth• Commitment from the state and UH system
• Maintaining general fund support • Building out the campus
• Good budgeting and monitoring of expenses• No operating deficits
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Growing faculty capacity
• Greater numbers and proportion of full-time faculty• Percentage of FTF teaching courses• Number of FTF in each program• Add tenure-track lines if possible• Purposes:
• Teaching• Program development• Support for students/student achievement
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Clarifying decision-making structures and processes
• Coherence of key academic initiatives• Lines of authority/governance structure, decision flows, e.g.,• Authority for ADP re allocation of faculty positions
• Committees: DE, Curriculum, Assessment• Other?
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Developing assessment systems
• Disaggregation of data• Standards of performance• Internal and external benchmarks• More?
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Distance education strategy
• Sufficiency of technology to support online and hybrid
• Strategy to determine what is online and hybrid• Align technology with:
• enrollment priorities• definitions• faculty development• assessment
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Discussion: Approaches to addressing and monitoring these areas• Some suggestions:
• Clarify committee responsibilities first• Use an existing committee or process to oversee/connect with
relevant units• Create a new cross-unit committee expressly to monitor these
areas• Assign this task to Office of Institutional Effectiveness
• Other suggestions?
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PREPARING THE INTERIM REPORTThe next leg of the journey
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Contents of IR
• Report preparation/who, what, how, when• Institutional context/telling your story• Response to the six issues • Other issues and changes• Conclusion/tell the future
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Interim Report issues• Resource planning and financial stability
• General fund• Budget, discipline and flexibility for growth
• Increasing full-time, tenure-track faculty• Increases in full-time faculty lines, etc.
• Clarifying decision-making structures and processes• Refinements of student and faculty governance structures
• Continuing development of assessment systems• Disaggregation of data, standards of performance, benchmarks
• Being strategic about distance education growth• Alignment of delivery, enrollment, policies, faculty development
• Stability of the leadership team (added)
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Response to the issues• Cite exactly from action letter and add context from report• Answer these questions:
• What have we done to address it? What worked?• What evidence do we have of
progress/improvement/compliance?• What remains to be done? What will we do about it,
when and how?• Attach relevant evidence/documents
• Identify these in advance where possible
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Interim report process• Report submitted (fall 2018)• Panel of three IRC members review and evaluate• Conference call held with institutional representatives
(December 2018 or January 2019)• IRC takes action to:
• Receive report • Request another report later• Request a progress report to staff later• Refer to Commission for a visit
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REACCREDITATIONPlanning for the next big trip
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Current areas of emphasis
• The meaning, quality and integrity of the degree• Retention, completion and student success• Student learning and achievement/assessment• Quality assurance processes and systems/program review
• Looking forward and planning in a dynamic higher ed environment
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ENJOY YOUR ACCOMPLISHMENTWith an eye on the horizon