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MIDDLE STATES ACCREDITATION SELF-STUDY

REPORT OF SUBCOMMITTEE ON GOVERNANCE

I. DESCRIPTION

BOARD OF TRUSTEES

Robert Morris University is a private non-profit, non-sectarian educational institution incorporated in the Commonwealth of Pennsylvania. The University is governed by an independent, self-perpetuating Board of Trustees as established by its Articles of Incorporation and as set forth in its bylaws.

The organization of Robert Morris University is clearly delineated in the bylaws of the Board of Trustees and the organizational charts of the University. The Board is responsible for the appointment and evaluation of the Officers of the University (the President and the Vice Presidents). The President serves as the chief executive officer of the institution. All other Officers and the staff are responsible to the President.

The Officers of the University (President, Senior Vice Presidents, and Vice Presidents) are approved by the Board of Trustees. Administrative and professional staff positions are approved by the President.

Board-Level Committees

The Board of Trustees of the University uses a formal committee structure to carry out effectively its governance function. In general, committee composition is determined at the annual meeting of the Board of Trustees, and each standing committee comprises a minimum of three Board members. Article V of the Robert Morris University charter establishes numerous standing committees as well as the option for the creation of “ad hoc” or “special” committees, such as the Marketing Committee, to address specific issues. Standing committees of the Board of Trustees consist of the Executive Committee, Finance Committee, Education Committee, Facilities Committee, Trustees Membership Committee, Development/Alumni/Community Affairs Committee, Student & Athletic Affairs Committee, and Human Resources Committee. The by-laws of the Board of Trustees require that each standing committee present a report at each regular Board of Trustees meeting.

Executive Committee

The Executive Committee membership includes the Chairman and Vice Chairman of the Board of Trustees, the President, and the Chairman of each of the standing committees. The Chairman of the Board acts as the Chairman of the Executive Committee, and meetings are called as often as required. A quorum consisting of the majority of members of the Executive Committee is required to transact business. With several specific exceptions, which require the action of the full Board of Trustees, the Executive Committee has all of the powers of the Board of Trustees when it is not in session. The Executive Committee is further required to submit reports of its actions to the full Board of Trustees.

Finance Committee

The Finance Committee is charged with the oversight, review, and approval of all financial matters related to the operation of the University. This includes annual financial audits, investment reviews, annual budget preparation, and other financial recommendations to the Board of Trustees.

Education Committee

The Education Committee has general supervision for the educational functions of the University. This committee reviews and makes recommendations on issues of degree requirements, major educational policy changes, and policy matters pertaining to academic administration. The Education Committee requires the President of the University to submit annual reports and recommendations from each of the educational division/schools of the University.

Facilities Committee

Review and recommendations pertaining to the physical plant of the University are the responsibility of the Facilities Committee. In addition to review of existing buildings, grounds, equipment, and furnishings, the Facilities Committee is also responsible for the recommendation of new construction. A needs assessment, cost analysis, and structure compatibility report must be prepared and submitted to the Board of Trustees before any further action on new construction project can advance. The Facilities Committee has the power to authorize and remedy any emergency situations that arise which impact University properties.

Development, Alumni, And Community Affairs Committee (formerly: Development Committee)

General guidance and supervision of the fund raising and public relation programs of the University are under the purview of this committee. Members of this committee advise and assist with the development and implementation of University initiatives and programs designed to increase financial support of the University from individuals, foundations, government, corporations, and alumni.

Student And Athletics Affairs Committee

The Student and Athletics Affairs Committee reviews and makes recommendations on all aspects of student life/experience at the University, with the exception of issues related to academic programs. The Student and Athletic Affairs Committee members consider admissions, counseling, athletic, and residential policies and proposals. The Presidents of the Student Government Association at each campus (Moon and Pittsburgh Center) are voting members of this committee.

Human Resources Committee (duties absorbed by Finance Committee)

This committee has assisted in the development of policies to guide the planning and development of the University’s Human Resources function. The Human Resources Committee has had the charge of oversight of employee recruitment/retention, assessment, and advancement as well as compensation and benefits administration issues. The Finance Committee assumed the functions of this committee in 1995.

Trustees Membership Committee (function assumed by: Executive Committee)

The Trustees Membership Committee was responsible for the recommendation and presentation of nominees for membership to the Board of Trustees. This committee was charged with gathering and providing background and qualification information of nominees to the full Board of Trustees before scheduled election/appointment meetings. The functions of this committee have been assumed by the Executive Committee.

Marketing Committee

This recently formed committee is responsible for the oversight of marketing and advertising Robert Morris University to the general public.

Administration

Robert Morris University is currently organized into three main administrative units, each under the direction of a Vice President. The Senior Vice President for Academic Affairs and Student Services is responsible for the divisions of Student Affairs, Enrollment Services, Pittsburgh Center Operations, Public Relations and Enrollment Marketing, and Academic Affairs. Academic Affairs is divided into three separate schools each led by a dean: the School of Business; the School of Communications and Information Systems; and the School of Engineering, Mathematics, and Science.

The Senior Vice President for Business Affairs has responsibility for the following offices: the Controller and Financial Services; Purchasing and Business Operations; Fiscal Planning and Budgeting; Administration and Human Resources; Information Services; and Facilities and Public Safety.

The Vice President for Institutional Advancement is responsible for Alumni Affairs; Corporate and Foundation Relations; and Development. The subdivisions of these divisions or offices are reflected in the organizational charts. (See attachments)

In an effort to insure that employees are informed of University policies and procedures and are aware of their job duties and responsibilities, all staff members are required to attend “New Hire Orientation” and receive a copy of the University's Human Resources Policy Manual. The manual includes policies covering employee responsibilities, University obligations to its employees, disciplinary procedures, performance appraisal procedures, and a schedule of employee benefits. All employees receive or have access to the Administrative Policies issued by the president.

The American Federation of Teachers (AFT) has represented full-time faculty as its collective bargaining representative since 1974, and more recently negotiated contracts in 1990, 1993, 1996, and 1999. The current contract runs from 1999 through 2003 and includes the establishment of a permanent Undergraduate Curriculum Committee and Graduate Curriculum Committee. Full and part-time maintenance and custodial staff have been represented by the Robert Morris College Educational Support Personnel Association (ESPA-PSEA-NEA) since 1990 as their collective bargaining representative. The current contract runs from October 1, 1998 through September 30, 2001.

University Standing Committees

University standing committees use both faculty and staff. Many of these committees are named in the Collective Bargaining Agreement between Robert Morris University and the Local American Federation of Teachers (see Attachments).

The current standing committees of the University are as follows:

School of Business Curriculum Committee
School of Communications and Information Systems Curriculum Committee
School of Engineering, Mathematics and
Science Curriculum Committee
RMU University-wide Curriculum Committee
Graduate Curriculum Committee
Planning Council
Safety Committee
Deans’ Council
Faculty Forum / Administrative Forum
Outcomes Assessment Committee
Academic Administrators
Faculty Promotions Committee

Athletics Advisory Committee

Communications Skills Evaluation and
Implementation Committee
President’s Staff Committee
Technology Committee
New Initiatives Committee
Student Success (Retention) Committee

Across the Robert Morris University community, committees, forums, and councils play an important role in the overall governance of the institution. With nineteen recognized standing University committees, charged with a wide array of functions, the vital role of these groups is readily apparent. The broad representation in the membership of these University committees assures that meaningful input, feedback, and open avenues of communication occur to improve the overall student experience at Robert Morris University. By examining in greater detail the structure, role, and composition of a sample of four diverse University standing committees, a synergy of purpose, dedication, and commitment begins to emerge.

Deans’ Council

The Deans’ Council is an active standing committee of the University whose primary charge is to make recommendations concerning academic policy to the Senior Vice President for Academic Affairs. The educational focus of the Deans’ Council is directly reflected in its membership:

  • Senior Vice President for Academic Affairs
  • Associate Vice President for Academic Affairs
  • Dean of Enrollment Services
  • Pittsburgh Center Assistant Dean
  • Director of Libraries
  • Dean, School of Business
  • Dean, School of Engineering, Mathematics, and Science
  • Dean, School of Communications and Information Systems

The Deans’ Council meets weekly.

Athletic Advisory Committee

While it is not a policy making body, the primary role of the Athletic Advisory Committee is to make recommendations to the President of the University regarding intercollegiate athletics issues. Voting members of this committee include faculty, academic administrators, staff, alumni, the president of the student-athlete board, and a member of the Board of Trustees. The faculty athletics representative serves as the committee chair. In addition, there are several ex-officio, non-voting members of the Athletic Advisory Committee, including the Athletic Director, Director of Compliance & Student Services, the Vice President for Institutional Advancement, and the President of the University.

School of Business Undergraduate Curriculum Committee

The School of Business Undergraduate Curriculum Committee has developed a highly codified approach to its role within the School of Business by formulating detailed policies and procedures that became effective in January, 2000. In addition, this committee has used the Sentry Secured Services of the University Web site to post not only its policies and procedures, but also meeting minutes and schedules.

The stated purpose of the committee is “to consider and advise the Dean of the School of Business on undergraduate course and program proposals that directly affect the school.” Committee membership is comprised of two members from each academic department within the School of Business who are elected to three-year terms by department faculty. Other ex-officio, non-voting members may be appointed to the committee. A chair and vice-chair are elected each January, and are responsible for scheduling meetings, setting agendas, and coordinating communications. Monthly meetings are open to the University community, and minutes are posted on the RMC Web site. To facilitate deliberations on course/program proposals, the committee has developed detailed guidelines, time frames, and procedures for submissions.

Student Success Committee

The Committee for Student Success is a recently established University-wide committee that has the charge of identifying, addressing, and proposing solutions to areas of potential weakness in the array of services provided to students. The work of this committee focuses on areas such as Enrollment Services, Financial Services, and Student Services. Areas of concern are identified through various input mechanisms including analysis of student surveys and feedback received during Freshman Seminars. The seventeen current members of the Committee for Student Success represent a broad spectrum of University personnel who are directly involved in student interactions. In addition to administrative staff, several faculty members also serve on the committee. The composition of the Committee for Student Success includes:

  • Senior Vice President for Academic Affairs and Student Services
  • Executive Director of Information Services
  • Assistant to the Vice President of Academic Affairs, Student Affairs, and Marketing
  • Assistant Dean of Enrollment Services, Pittsburgh Center
  • Associate Professor of Computer & Information Systems (faculty)
  • Associate Professor of Communications (2 faculty)
  • Dean of Students and Career Services
  • Dean, Pittsburgh Center
  • Dean of Enrollment Services/Graduate & Undergraduate Admissions/ Corporate Education
  • Executive Director of Public Safety & Campus Police
  • Assistant Dean of Enrollment Services
  • Director of Hospitality and Tourism (faculty)
  • Director of Residence Life and Judicial Affairs
  • Director of Student Financial Services
  • Academic Department Head of Management and Marketing (faculty)
  • Director of Center for Student Success

To help ensure that issues are addressed in a timely manner, meetings are held at six-week intervals.

Long-Range Planning

The University has moved forward in the past several years to broaden its horizons by creating a School of Engineering, increasing the number of Masters’ degree programs offered, and enhancing the Communications Skills program. These initiatives have made Robert Morris University graduates immediately and substantially more competitive in the employment market. The University president, Dr. Edward Nicholson, recently reported to the faculty that the institution is exploring more than a dozen new avenues for program expansion, many of which are contemporary off-shoots of traditional, existing business programs.

The Board of Trustees has been actively involved in the creation of new programs.

As an example, an analysis of the origin, development, and implementation of the School of Engineering is included as a case study in this document. The process of creating new schools, majors, and educational tracks has been a collaborative effort of the President and his officers, the Board of Trustees, and the University faculty.

Several goals of the comprehensive five-year plan developed at the beginning of the 1997-1998 academic year have already been achieved. Included among the accomplishments are:

  • More than 70% of the teaching faculty now holds doctorate (terminal) degrees.
  • Greater than 15% of the student body come from beyond the surrounding five county area.
  • Robert Morris University compares favorably in the business community with

other institutions such as the University of Pittsburgh and Duquesne University.

  • Well over 15% of enrolled students are seeking degrees in recently established

Robert Morris University fields such as applied mathematics, engineering, social sciences, English, communications, and education.

As the last year of this five-year plan approaches, additional progress has been made in addressing many of the twelve goals.

Early in Dr. Nicholson’s administration, a master campus and facilities plan was commissioned to identify and remedy problems associated with the physical and

topographical layout of the Moon Township campus. This plan was presented to the University in 1993, with an anticipated completion date of 2003. While economic realities have subsequently dictated that all of the planned projects will not be completed by 2003, the University continues to adhere closely to the original plan.

The centerpiece of the master plan-a new Student Center- was opened in January 1999. The first of several new buildings offering apartment-style living was completed in Summer 2001. One of the older classroom buildings has been retrofitted. In addition, most existing classrooms have been renovated to incorporate state-of-the-art presentation equipment including computer network connections, LCD projectors, and document cameras to supplement traditional teaching tools.

II. ASSESSMENTS

In order to carry out its charge, the Governance Subcommittee has gathered and reviewed several sources of information. The subcommittee has collected and examined organizational charts and numerous documents appropriate to the governance structure, functions, and procedures of the University. In addition, several others sources and instruments were used by the Governance Subcommittee to perform its assessment and recommendation functions.

  • Interviews were conducted with the officers of the University and members of the Executive Committee of the Board of Trustees.
  • Student leaders, all staff, and full-time as well as part-time faculty were given the opportunity to participate in a subcommittee-administered survey on issues related to governance. For purposes of comparison, the subcommittee used a similar survey instrument that was administered in 1991 for the Governance Subcommittee Self-Evaluation report for the Middle States Association.
  • Documents related to governance that are part of the “Outcomes Assessment Inventory” were also examined, including Campos Market Research reports on the Communications Skills program in 1994 as well as a 1996 report on the University’s advertising campaign.
  • The Subcommittee also conducted two case studies. The decision to add the new School of Engineering was investigated, as was the process leading to the decision to construct the new Student Center building. These case studies have allowed the subcommittee to analyze in depth the responsibilities, procedures, and regulation of the University’s governance structure.

Appendix 1 provides a detailed account of the various sources and instruments of information used by the Governance Subcommittee in its deliberations.