Request for Reaffirmation of Accreditation
Summary of How CSU Has Addressed HLC’s Concerns From 2003 Visit
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- Navigate this page:
- Challenges and Areas for Improvement
- University’s Operations Support its Mission
- Phase 1 Implementation: 1-3 years
- Phase 2 Implementation: 4 to 7 years
- Phase 3 Implementation: 8 to 10 years
- Future Development: Beyond 10 years
- Strategic Academic Enrollment Management Initiative
- Ohio Board of Regents’ Strategic Plan for Central State University
- Honoring Ohios Historically Black Public University: A Plan for Advancing Progress at Central State University
- CSU’s Plan to become Ohio’s only HBCU with 1890 Land Status
- CSU’s Six Compelling Priorities
- Honoring Ohio’s Historically Black Public University
- Service
Summary of How CSU Has Addressed HLC’s Concerns From 2003 Visit As described above, CSU has successfully addressed all concerns raised by the 2003 HLC Team Report. Led by the Administration and Finance Office, a Revenue Subgroup, comprised of representatives from every division, annually reviews enrollment goals, tuition and fee rates, state funding projections, and strategic priorities. Based on the review, the Subgroup makes recommendations to the president and the Cabinet on revenue projections and changes to be made to the budget each fiscal year. Improvements have been made in Science Facilities and scientific equipment in all departments in the College of Science and Engineering. The College of Education hired a new dean with experience in coordinating NCATE activities. A Teacher Education Advisement and Partnership Center (TEAP-C) was created to enhance improvements in advising, field placement and Praxis test passing rate among teacher candidates at CSU to increase the number of College of Education graduates. The University continues to invest in long-term efforts to sustain these efforts. Improvements were made in assessment of student learning at institutional, programs and course levels through strengthening of existing offices and committees, and creating new offices to enhance specific activities to support assessment of learning in the general education program and specific disciplines.
CSU’s acknowledges the challenge it has beforehand to improve the University’s College of Education’s Professional Education programs and the number of teacher candidates’ passage rate on the Praxis tests, and the fact that strategies that were developed have yet to yield high results. Major investments and changes in student advisements and monitoring systems have been implemented to strategically assist teacher candidates and meet the pre-and-post Praxis examination requirements for teacher licensure. Praxis test taking strategies, include technological resources, such as Plato, to help teacher candidates. We expect to see change within the next cohort of teacher candidates. CRITERION ONE: MISSION The institution’s mission is clear and articulated publicly; it guides the institution’s operations. Central State University’s (CSU) mission is clear, articulated publicly, and guides the institution’s operations. It is broadly understood within the institution, was adopted via a collaborative process, approved by the Board of Trustees, guides all of the institution’s academic programs, student support services, and enrollment profile, and drives the University’s planning and budgeting priorities.
CSU’s Mission Statement was adopted by the Board of Trustees in October 1996 and is as follows: "CSU, as Ohio’s only public Historically Black University, academically prepares students with diverse backgrounds and educational needs for leadership and service in an increasingly complex and rapidly changing world. As an open access institution, the University fosters academic excellence through a strong liberal arts foundation and majors in selected professional fields," Consistent with its mission, CSU is dedicated to:
The mission of Central State is broadly understood by members of the campus community as well as the public. Results of a survey conducted to evaluate the clarity of CSU’s mission are provided below in 1.B.1-1.B.3 University’s Operations Support its Mission CSU has aligned its operations with its Mission to “academically prepare students for leadership and service in an increasingly complex and rapidly changing world.” Since the 2003 HLC visit, the University’s operations are guided by its Strategic Plan, which comprises of the following strategic initiatives:
These are described only briefly in this section and in greater detail in Criterion Five.
As plans for academic and enrollment growth have evolved, the university’s physical facilities are gradually evolving as well. The 2000 Campus Master Plan described a transformed physical campus in which a combination of new and renovated buildings were logically arranged to fulfill academic, residential, and service functions. CSU’s Campus Wide Master Plan is described in greater detail in Criterion Five of the Self-Study report and has three phases. A fourth phase includes developments beyond 10 years to transform CSU to a 21st Century Campus. A summary of CSU’s Campus Wide Master Plan is as follows: Phase 1 Implementation: 1-3 years (Master Plan, p. 9)
Phase 2 Implementation: 4 to 7 years (Master Plan, p. 11)
Phase 3 Implementation: 8 to 10 years (Master Plan, p. 13)
Future Development: Beyond 10 years (Master Plan, p. 13) Additional facilities are needed as the campus population continues to grow beyond the 10-Year/ 5,000 student goal outlined by Speed-to-Scale. Future developments are needed as growth in student enrollment continues and a vision plan for the next 20 years should include determining optimal student enrollment numbers. The numbers previously suggested in the Speed-to-Scale initiative were modified by the OBR to an optimal student enrollment of 3,000 by 2017. Improvements in the Master plan, with unspecified investment amounts include the following:
Six years into the implementation of the master plan, its impact was apparent across the campus. Outdated residence halls were demolished, existing halls were renovated, and two new halls were constructed.
CSU’s Strategic Academic Enrollment Management (SAEM) initiative is a 10-year initiative launched as part of the Speed-to-Scale project in 2006 to be implemented through 2016. The two main goals of SAEM are to: (1) to increase enrollment to an optimal size (previous enrollment goal under Speed to Scale was an optimal size between 3,000-6,000 between 2010-2017). This goal was modified to 3,000 by the OBR in the later recommendations to CSU. (2) To strengthen the academic profile of the institution. Through the SAEM initiative, CSU campus community began simultaneous implementation of academic and enrollment management as a way to strengthen academic quality. The major thrust of the initiative was to align the divisions of academic affairs and enrollment management to pursue common goals related to growth in size and quality. The Vice President of Enrollment Management and Student Services and the Provost and Vice President for Academic Affairs became joint advocates of SAEM. A proposed structure was developed to include the two leaders as co-chairs. The five functional groups of SAEM consisted of the following with specific responsibilities in the areas of:
On January 26, 2012, OBR Chancellor Jim Petro released a plan called Honoring Ohio’s Historically Black Public University – A Plan for Advancing Progress at Central State University through Ohio’s bill mandated by Sec.371 of Ohio Amended Substitute H.B. 153. The plan outlined a number of strategies to be implemented in three phases. Many of the strategies were built on initiatives already in place at CSU. One of the key strategies was to examine funding alternatives, with the goal of replacing the supplement. The plan expressed support for CSU’s effort to secure 1890 land grant status as a revenue strategy. The plan also affirmed an enrollment goal of 3,000 as appropriate for Central State over the next three years to allow CSU focus more on retention and strategic enrollment strategies rather than on growing student enrollment. Other strategies contained in the plan include the following:
The University is currently engaged in the implementation of a plan drafted by the Ohio Board of Regents in collaboration with Central State University called Honoring Ohio's Historically Black Public University: A Plan for Advancing Progress at Central State University. This plan focuses on specific strategies to increase student enrollment, retention, and degree completion of Ohio residents. The University, through its “Central State Rising Achiever” Task Force is currently conducting research, utilizing institutional data, as well as data from other successful HBCUs, to identify the characteristics of students who have been successful. From what it learns, Central State will be able to implement “… a more selective recruitment process as it increases the number of Ohio graduates in selected majors, beginning in the STEM fields.”
CSU made significant progress towards securing 1890 Land Grant Status. In addition to the chancellor, Gov. Kasich has expressed support for CSU’s 1890 petition. CUS also received enthusiastic support from Ohio Senator Chris Widener, who has drafted legislation to designate Central State University as Ohio’s 1890 land grant university and requested that the U.S. Department of Agriculture recognize the designation and annually provides $19 million to CSU, to include all other benefits that accompanies Land Grant Status. Sen. Widener introduced the legislation in February 2012. Representatives from Ohio State University also affirmed their full support of CSU’s petition for this designation, which provides new revenue for CSU and enables the University to significantly strengthen its academic programs, particularly in the STEM areas, among other things.
In the Fall of 2012, CSU launched several initiatives to strengthen the University’s academic programs and to increase the success of students admitted to the University. Completion of Phase I and Phase II of the “Rising Achiever” Initiative, together with the targeted student enrollment initiative, is one of CSU’s six compelling priorities. This will permit CSU the opportunity to begin a more selective admissions process by considering cognitive, as well as non-cognitive characteristics that contribute to student academic success. The University’s current president, Dr. Cynthia Jackson-Hammond, arrived at CSU during implementation of the second phase of the Honoring Ohio’s Historically Black Public University plan. After reviewing the report from Phase I, the president launched the University’s Six Compelling Priorities to serve as a “guidepost” for the implementation of the second and third phases of the University’s strategic plan:.
These six compelling priorities, which today, serve as the foundation for the University’s future strategic plan, are being implemented collaboratively by all campus constituencies. Every Department on the campus is involved in developing a plan to achieve the specific parts of the six compelling priorities in order to fulfill the University’s mission, increase CSU student enrollment and retention, and graduation rates.
CSU’s current mission statement was adopted by the CSU Board of Trustees in October 1996 after seeking input from the broader University community and from external stakeholders. Discussions regarding the mission of the University, reflect the values and the type of students who would be served by the University, involved faculty, staff, alumni, as well as students. Discussions also involved stakeholders in the governor’s office, leaders of the Ohio House and Senate, and the Ohio Board of Regents. Discussions took place over a period of a year, in the middle of the 1996-1997 financial crises that nearly shattered the University. Although CSU was established as Ohio's only public Historically Black College and University (HBCU), today the University prides itself on having an inclusive culture. The University thus serves students from other states, and students from all socio-economic, racial/ethnic backgrounds who meet the admissions criteria. The University reviewed its mission statement again during the 2000-2001 academic year under CSU's seventh's President, Mr. John Garland. Discussions, which included campus forums, led to the reaffirmation of the existing mission statement by the campus community. However, feedback received during the forums led the University to adopt a Vision statement which further elucidated CSU's goals:
In addition to the Vision statement, specific CSU values were identified. These values included: Honesty, Hard Work, Caring and Excellence. These values are promoted in all academic and non-academic functions that involved students, to include the Students' Leadership Series, and the University Catalog and Student Handbook. To the above values, President Cynthia Jackson-Hammond and the University community adopted three tenets—Service, Protocol and Civility—which are aligned with CSU's mission and help to distinguish the Central State Man and Central State Woman from students of other institutions. These CSU Tenets will further remind students of who they are, their past history, and the values that they will demonstrate as graduates of the University. These tenets also allows CSU students to forge new paths into the 21st century while remembering the essence of the University. These tenets are defined as follows: "Service is our commitment to our institution and the greater community. Protocol is the adherence to and value of best practices for accomplishing goals and Civility is the active respect for one another; our past, present, and our future" (Jackson-Hammond, 2012). These tenets are clearly stated and articulated on the University website and in other institutional documents such as the 2012 Student Handbook. 1. A. 2. The institution’s academic programs, student support services, and enrollment profile are consistent with its stated mission. CSU’s academic programs, student support services, and enrollment profile reflect the University’s mission “to academically prepare students with diverse backgrounds and educational needs for leadership and service in an increasingly complex and rapidly changing world." In addition, "the University fosters academic excellence through a strong liberal arts foundation and majors in selected professional fields." Academic Programs Central State meets students' "diverse educational needs" by offering 34 majors and one graduate program. It provides students with a "strong liberal arts foundation" by requiring students to complete the University's general education curriculum, with a strong foundation in liberal arts. CSU students complete the general education curriculum during their first two years in school before completing courses in their selected fields of study. The general education curriculum and major fields of study are explained in detail in the 2012-2014 Catalog, beginning on page 49, and in the Criterion Three Chapter of this Self-Study Report. Baccalaureate Degree Programs The College of Humanities, Arts, and Social Sciences offers academic programs through the following departments:
The College of Business offers selected academic programs through the following academic departments:
The College of Education offers selected academic programs through two departments:
The College of Science and Engineering offers students opportunities to earn undergraduate degrees through four departments:
Graduate Degree Programs The College of Education also hosts CSU's only Graduate Program, the Master of Education (M.Ed.) degree with concentrations in Higher Education Administration, School Leadership, Curriculum and Teacher Leadership and Instructional Technology. Table 1.A.1 below provides the various academic programs and student enrollment in each of the four Colleges, to include freshmen and sophomore students who had not declared their majors during the 14-day census period of fall semester of each year from 2007-2011. Data are not included for Fall 2012. Table 1.A.1: CSU Undergraduate Enrollment by Academic Programs from 2007-2011
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