CHAPTER 9 
Looking Forward 
Looking Forward 
Through the self-study processl the NCA Steering Committee identi- 
fied strengths of the institution, as well as issues that need future attention. 
The committee used many of  these tentative conclusions as the basis for a 
campus-wide survey. Due to constraints of length, not all topics could be 
included on the survey. However, respondents expressed considerable 
agreement concerning those items that were included. Of  the strengths! 
issues! and recommendations developed by the committee! there were 
none with which a majority of  survey respondents disagreed. 
Based on review of the patterns of  evidence dated to the five ac- 
creditation criteria, and the results of  the NCA Campus Survey! certain 
strengths! trends! and challenges emerged as being particularly impor- 
tant. The institution is prepared to build its future on these strengths and 
to face the challenges identified through the self-study. 
Strengths 
MISSION 
Throughout the University! there is explicit attention to mission and 
to plaming that comects mission with action. YSU 2000 is not a docu- 
ment gathering dust on a shelf. A majority of employees agree that YSU 
9-2  NORTH CENTRAL ASSOCIATION SELF STUDY 
-  has a clearly defined mission. The purposes articulated in the mission 
statement and the strategies to achieve them are well integrated into the 
functioning of  the organization. New academic programs are developedf 
and existing programs are reviewed, in relationship to the mission. 
Annually, goals and objectives are developed, used! and evaluated to 
achieve the purposes outlined in YSU 2000. 
PROVIDING ACCESS AND 
NURTURING  EXCELLENCE 
Youngstown State University demonstrates that nurturing excel- 
lence and providing broad access are not mutually exclusive in 
higher education. YSU  is proud of  its highly selective University 
Scholars Program and of  its tradition as an open-admissions institu- 
tion. The University offers a model Honors Program for high-achiev- 
ing students, as well as special services for underprepared students. 
The YSU mission states that the "primary test of  the Universityfs 
effectiveness is the high quality of  its graduatesf the kinds of  lives 
they lead! their accomplishments, and their service to society.ff The 
accomplishments of  YSU  students and alumni are evidence that an 
open-admissions institution can prepare graduates who are able to 
compete nationally. 
FOCUS ON TEACHING 
Quality undergraduate education is the core of  the institution. 
The low student-faculty ratio and the proportion of  courses taught 
by highly qualified full-time faculty demonstrate the commitment to 
excellence in teaching. That a majority of courses are taught by full- 
time faculty is particularly noteworthy in an urban institution, 
where typically a large proportion of  courses are taught by part-time 
faculty. Professional accreditation recognizes the quality of  many 
YSU programs, and students and alumni express satisfaction with 
the quality of  instruction. 
MAAG LIBRARY 
Contributing to the quality of  education is Maag Library, which is 
recognized by students! alumni, and faculty as a particular asset to the 
institution. OhioLINKl which provides convenient access to library 
collections of  more than six million items, is a valuable resoume for 
instruction and research. 
CHAPTER 9:  LOOKING FORWARD  9-3 
CAMPUS FACILITIES 
Members of  the YSU community also agree that YSU has an attrac- 
tive campus. The appearance of the campus contributes to the quality 
of  life for those who work and study at the University and also for 
those who live or work nearby. Ohio provides excellent support for 
building and maintaining the physical plant. Campus 2000 has brought 
the community and the University together to improve the surrounding 
neighborhood as well. 
FINANCIAL MANAGEMENT 
Careful financial management during the recent period of re- 
source reduction demonstrates the University's commitment to 
securing its future and being accountable to the public. The 
institution's efforts to live within its means and to build its reserves 
have been commended by the Ohio Board of  Regents. Early retire- 
ment incentive programs were instrumental in achieving financial 
stability by permitting reduction in size and realignment of  person- 
nel to match institutional priorities. 
DEDICATED PERSONNEL 
The institution benefits from highly dedicated staff! facultyl ad- 
ministrators, and Board members. This dedication has enabled the 
institution to cope with a high level of  change. Even positive and 
welcome change is often stressful. A majority of employees strongly 
agree that reduction in personnel has increased stress. Nevertheless! 
many individuals have taken on new responsibilitiesl cooperated to 
reorganize and streamline, and reallocated resources to achieve new 
goals. Board members also have analyzed their effectiveness! set and 
accomplished goals, and participated actively in the development of 
new policies and procedures. 
There is a willingness to work together for the common good. Two 
specific examples of  the sense of common purpose and cooperation are 
the changes in collective bargaining and the semester<onversion process. 
The collective-bargaining units and the administration have focused on 
common interests through a mutual-gains approach to bargaining. The 
Academic Senate and the YSU-OEA are working constructively to 
achieve a smooth transition to the semester system. 
94  NORTH CENTRAL ASSOCIATION SELF STUDY 
COMMUNITY OUTREACH AND 
COMMUNITY SUPPORT 
The University reaches out to the community, and the community 
supports the University. The community is proud of  the University 
and has responded generously to fund-raising efforts. There are 
numerous collaborative activities between the University and other 
institutions in the region. The University intercollegiate athletics 
programs have fostered both campus and community spirit. The 
Metropolitan College off-campus sites are a symbol of  the 
University's expanded role in the community. Staff and faculty 
contribute leadership to the economic, social, and cultural develop- 
ment of  the region. 
The Youngstown State University Foundation and the Office of 
University Development have made possible new initiatives, the edge of 
excellence, that could not be supported solely through state subsidy and 
student fees. The YSU  Foundation enables the University to offer an 
exceptionally strong financial aid program, including the University 
Scholars Program. The results of  the Capital Campaign will have an 
impact far into the 21st century. 
STUDENT SUPPORT SERVICES 
The University offers many support services to meet student needs. 
YSU  student ratings of  satisfaction with student life, campus support 
services, and academic advising exceed the average ratings for those 
services at other public institutions across the nation. The Division of 
Student Affairs has launched an assessment program designed to make 
its services even stronger. 
PROFESSIONAL DEVELOPMENT 
The University also offers numerous professional-development 
opportunities for administrators, faculty, and staff. Fully paid sabbaticals 
and fiiancial reimbursement for faculty to obtain terminal degrees show 
extraordinary support. Training, both technical and managerial, for all 
employees has increased in recent years. 
CHAPTER 9:  LOOKING FORWARD  9-5 
Trends 
Several important trends indicate a positive future for Youngstown 
State University: 
The institution has placed increased emphasis on research, schol- 
arly activity, and publication. External funding is growing steadily. 
The University has hired many new faculty with strong research 
credentials in the past five years. Their presence greatly enhances 
the prospects for a strong future. 
The academic qualifications of entering students have risen 
steadily. The proportion of high-achieving students-those  with 
ACT scores above 28Ñha increased substantially, and those with 
scores below 17 have decreased substantially. The Honors Program 
provides opportunities for high-achieving students to excel. 
Strengthened academic requirements ask more from all students. 
More is being asked of faculty as well. Nationwide searches have 
brought very qualified individuals with a variety of backgrounds 
to the University. The percentage of  faculty with terminal degrees 
is growing. Expectations for hiring, promotion, and tenure have 
become more rigorous, and as a result the already-strong faculty 
profile continues to improve. 
Access to computer technology has improved dramatically over 
the past five years. As the Electronic Campus becomes a reality, 
more faculty, staff, and students are using technology to enhance 
teaching, learning, and working. The creation of  the Beecher 
Center for Technology in the Arts presents the institution with an 
opportunity for international leadership in an important new field. 
A broader group of individuals is being involved in decision mak- 
ing. Important issues are typically dealt with by bringing the per- 
spectives of different people together in a task force or work group. 
Deans' Advisory Councils, divisional advisory committees, and the 
Administrative Advisory Council to the president have expanded 
opportunities for participation in the direction and operation of the 
University. These new structures supplement the Academic Senate, 
Graduate Council, Student Government, and collective-bargaining 
units, which have long shared in governance of the institution. 
The integration of  teaching, scholarship, and service is building a 
distinct focus for the University. Students are involved in research and 
applied-learning experiences that also meet community needs. 
Faculty research increasingly has a teaching or public-service focus. 
The meaning of this concept is still evolving as faculty define what it 
means to be a teacher/scholar with a community-service orientation. 
The University is more externally focused than in the past and is 
moving into the mainstream of American higher education. Con- 
nections and collaboration with other institutions are becoming a 
distinguishing characteristic of YSU. 
9-6  NORTH CENTRAL ASSOCIATION SELF STUDY 
Challenges 
The University is proud of  its successes, but there are several chal- 
lenges that warrant continued action. The action plans that follow have 
been reviewed by the President's Cabinet and endorsed as an agenda for 
the future. These challenges will be presented to the Planning and Bud- 
get Committee as the first step in building a new strategic-planning 
document that will guide YSU  to 2008. 
IMPLEMENTING GENERAL EDUCATION 
Though significant progress has been made in developing a new 
general-education model, a clearly defined program is not yet in place. 
Action Plan: The steps taken to address this issue are outlined in the 
General Education sections of  Chapters 1 and 3. A proposal, included in 
Appendix D, is being refined and developed through discussion in the 
Academic Senate, and final action is expected before the end of the 
academic year. Resources, such as curriculum-development funds, have 
been set aside to assist with course development. The development of the 
general-education curriculum will be completed to coincide with the 
change to semesters in fall 2000. In the interim, activities to assess 
achievement of  the new general-education goals and to incorporate the 
goals into the existing general-education structure will continue. 
MANAGING ENROLLMENT 
There are indications that enrollment may be stabilizing, but declin- 
ing enrollment must be addressed effectively. The Board of Regents' 
action to provide a stable funding floor has made the impact of  the 
decline less severe than it might otherwise have been, but the University 
must continue its emphasis on recruitment and retention. 
Action Plan: The Student Recruitment section of Chapter 1, the 
Connections with the Community section of  Chapter 5, and the Enroll- 
ment Management section of  Chapter 6 describe actions that the Univer- 
sity is taking to improve the enrollment situation. These actions include 
an integrated promotional strategy, outreach efforts such as the Metro- 
politan College and work-force education, and expanded recruitment 
and retention activities. The Enrollment Management Council is identify- 
ing and coordinating short-term and long-term strategies directed to- 
ward involving more individuals in recruitment and retention activities, 
increasing enrollment, and stimulating internal change. 
CHAPTER 9:  LOOKING FORWARD  9-7 
The University recognizes that living and working in the 21st century 
will require a better understanding of, and ability to work with, people 
from many cultures. There has been progress in increasing the diversity 
of  students and employees, particularly in terms of opportunities for 
women. However, sustained attention is needed to improve access to 
education and employment for groups that are typically 
underrepresented in higher education. 
Action Plan: YSU has hiring procedures to improve the representa- 
tion of women and minorities among employees of  the University. Search 
committees understand and follow these procedures, and the success of 
hiring efforts is monitored by the Board of  Trustees. The University is 
also reaching out to a diverse student population, as outlined in the 
Affirmative Action and Recruitment sections of Chapter 1. The Student 
Satisfaction Inventory and Alumni Outcomes Survey are being analyzed 
to determine gender and ethnic differences in student satisfaction. Addi- 
tional research regarding the campus climate for women and minorities 
needs to be conducted so that the University can expand its efforts to 
achieve greater diversity. 
KEEPING PACE WITH TECHNOLOGY 
Significant investment of  financial and human resources has dramati- 
cally improved access to technology. The University realizes that rapid 
technological change makes keeping up with developments costly but 
imperative. This challenge is likely to be a continuing theme of  the future. 
Action Plan: During the last four years, YSU has invested more than 
$16 million in its Electronic Campus. The Board of  Trustees recently 
approved a computer-access fee of $15 per quarter for each student. The 
addition of  this fee, supported by Student Government, recognizes the 
need for students to share the cost of access to technology. The institu- 
tion has also earmarked funds from future state biennial capital-equip- 
merit allocations for continued development of  the Electronic Campus. 
Planning processes regarding both administrative and academic com- 
puting are in place. 
STRENGTHENING ASSESSMENT 
A more sophisticated approach to assessing student outcomes and 
institutional effectiveness is needed. The use of  student outcomes assess- 
ment for the improvement of  teaching and curriculum has begun but is 
uneven across academic departments. Some nonacademic units do not 
systematically collect data on the use of their services, degree of user 
satisfaction, or objective measures of  their performance. 
9-8  NORTH CENTRAL ASSOCIATION SELF STUDY 
Action Plan: The Assessment Council is making modifications and 
improvements in the student outcomes assessment program. These steps 
are outlined in Chapter 5 and further described in the minutes and 
documents of  the Council. Steps to improve the program include reorga- 
nization of  the Council structure, changes in operational procedures, and 
additional faculty-development projects. A consultant is coming to 
campus in April to work with the Council and conduct faculty-develop- 
ment workshops. Additional faculty-development activities arc planned 
for fall. An award system has been established to provide greater recog- 
nition for departments that arc integrating assessment into the improve- 
ment of teaching and curriculum. The appointment of  a director of 
assessment shows institutional commitment to assessing student out- 
comes. Assessment activities have accelerated since that appointment 
and will continue to expand. 
Assessment also needs to be integrated into the culture of nonaca- 
demic units. The division of Student Affairs serves as a model for other 
units in developing a more evaluative approach to annual review, report- 
ing, and action. The assessment of institutional effectiveness will become 
an increasingly important aspect of  the merit evaluation of administra- 
tors in the years ahead. 
IMPROVING COMMUNICATION 
There are increased opportunities for dialog within the institution; 
however, there are also increased expectations. The rapid pace of change has 
made communication both more important and more difficult. The Univer- 
sity has put into place additional structures to facilitate communication. Skill 
in using those forums for productive discussion needs to be developed. 
Action Plan: Several activities that will have an impact on comrnuni- 
cation are underway. The Electronic Campus will soon make e-mail 
available to everyone, allowing faster dissemination of  information and 
feedback. The YSU Guidebook is being developed and distributed with 
the aim of achieving a common understanding of policies and proce- 
dures. The development of  divisional manuals to be inserted in the 
Guidebook will begin next fall. Communication and interpersonal-skills 
training opportunities will be increased. 
One specific area in which better communication is needed is the 
allocation of  institutional resources. Although the Steering Committee 
believed there was evidence that allocation of  resources is consistent with 
the mission, this item had the highest percentage of disagreement (42%) on 
the NCA Campus Survey. There needs to be a concerted effort to educate 
the campus community more effectively about revenue sources, uses of 
funds, and external restrictions. The Planning and Budget Committee and 
division-based budgeting are the next steps in an evolutionary process to 
expand campus-wide discussion of  the planned use of  resources. 
CHAPTER 9: LOOKING FORWARD  9-9 
CONVERTING TO SEMESTERS 
Semester conversion will require substantial efforts from a large 
number of people during the next two years. Certainly there will be some 
unanticipated difficulties and frustrations. The conversion process is not 
only a challenge but also an opportunity for departments and colleges to 
work together in creative curriculum development. 
Action Plan: The Q2S Transition Team is in place, and planning 
involving all divisions is underway. Senate committees (Academic 
Planning, Academic Standards, Curriculum, and Academic Programs) 
have worked with the Q2S Team to identify necessary policy and proce- 
dural changes. These committees are bringing forth recommendations to 
the Senate during April and May. Changes include redefinitions of the 
major, the minor, the upperdivision credit requirement, the number of 
hours required for graduation, the summer-school format, and standard 
course hours. A Web site has been created to serve as a communication 
channel. Details of these plans may be found in the minutes and materi- 
als of  the Q2S Team and the Senate committees. 
ACHIEVING THE VISION WITHIN AVAILABLE 
RESOURCES 
One of the greatest challenges facing the University may be balancing 
its aspirations with funding. The reduction in resources has coincided 
with the development of a new vision for the University. Constrained 
financial resources make the attainment of  that vision more difficult. 
Budgets will continue to be tight for the foreseeable future. 
Action Plan: Reconciling vision and resources will require three 
approaches: increasing the resources, making the best use of  available 
resources, and focusing the vision. The University will continue to work 
through Inter-University Council to influence the level of  state funding 
for higher education. Extramural support, including grants and gifts, will 
be pursued. YSU alumni can play a vital role in building the future of  the 
institution; efforts to involve alumni will increase. The University will 
increase the resources at its disposal through collaborative activities. The 
success of  the recent Capital Campaign demonstrates the ability of the 
institution to draw strength from the community. 
To make the best use of available resources, bench marking and 
comparison with comparable institutions will be used. Comparisons with 
external standards will be helpful in determining whether staff positions 
are allocated to areas of  greatest need. Division-based budgeting will 
provide an important mechanism for targeting resources to high-priority 
objectives. The process for review and reallocation of  vacant faculty 
positions will enable faculty positions, over time, to move to the areas of 
greatest need and potential. 
9-10  NORTH CENTRAL ASSOCIATION SELF STUDY 
There are many possibilities for YSU. Difficult choices must be made 
in deciding which opportunities to pursue. The Planning and Budget 
Committee will lead development of a successor document to YSU 2000. 
In that process, the University will define more clearly those areas in 
which resources should be invested. 
Conclusions and Request for 
Continued Accreditation 
The self-study undertaken at Youngstown State University has 
achieved its purposes. It has documented that the University fulfills the 
General Institutional Requirements and meets the NCA criteria for 
accreditation. The University has made significant improvement in the 
areas identified as concerns during the previous visit. The institution has 
identified its strengths and areas in which improvement is needed and is 
planning a future built upon this reality. The self-study has stimulated 
productive dialog about substantive institutional issues. An additional 
benefit of the self-study process has been that committee members have 
become much more knowledgeable about the institution and are able to 
share that insight with colleagues. The visiting team, with its external 
perspective, will likely note additional opportunities and needs the institu- 
tion must face. The University is confident that it can do so successfully 
and therefore requests continued accreditation. 
The University requests a change in its affiliation status regarding 
new degree sites from "Prior Commission approval required" to "No 
prior Commission approval required for offering existing courses and 
degree programs within the state and the 100-mile regional service area 
in neighboring states." YSU has experience in offering off-campus 
courses, and it has successfully demonstrated by participation in the 
University Partnership at Lorain County Community College that it can 
operate an off-site degree program. The region needs additional educa- 
tional opportunities to increase the educational level of the population. 
Youngstown State University has changed dramatically since 1988. 
The next 10 years will bring many more changes. Organizational struc- 
tures, personnel, programs, and resources change, while certain funda- 
mental purposes and values remain. The Youngstom State University 
Statement of Ethical Principles~collaboratively written, unanimously 
adopted by the Academic Senate, and endorsed by the Board of Trust- 
ees-expresses the ideals of the University community: integrity, compe- 
tence, respect, and responsibility. Acting upon these principles, the 
University will continue to fulfill its purposes by creating an institutional 
environment that provides access and diversity; connections with the 
community; research and scholarly activity; teaching and learning; and 
the integration of  teaching, scholarship, and service. 
CHAPTER 9:  LOOKING FORWARD  9-11 
Statement of Affiliation Status 
Youngstown State University 
One University Plaza 
Youngstown OH 44555-3101 
(330) 742-3000 
Dr. Leslie H. Cochran, President 
Status: Accredited (1945) 
Highest Degree Awarded: Doctor's 
Most Recent Action:  November 15,1996 
Stipulations on Affiliation Status: Accreditation at the Doctor's degree level 
is limited to the Ed.D. degree in Educational Leadership. 
New Degree Sites: Prior Commission approval required. 
Progress Reports Required: None. 
Monitoring Reports Required: None. 
Contingency Reports Required: None. 
Other Visits Required: None. 
Last Comprehensive Evaluation: 1987-88. 
Next Comprehensive Evaluation: 1997-98. 
9-12  NORTH CENTRAL ASSOCIATION SELF STUDY 
Worksheet for Statement of Affiliation 
Institution:  YOUNGSTOWN STATE UNIVERSITY 
One University Plaza 
Youngstown OH 44555-3101 
Type of Review:  Continued accreditation 
Date of this Review:  May 11-13,1998 
Commission Action:  Adopt Team-recommended 
wording 
Refer to a Review Committee 
for further consideration 
STATUS: 
Institution 
Accredited: 1945- 
Recommended Wording: Retain Original 
Wording 
Recommended  Wording: 
HIGHEST DEGREE 
AWARDED:  Doctor's 
Recommended Wording: Retain Original 
Wording 
km  Recommended Wording: 
MOST RECENT 
ACTION:  November 15,1996 
TO BE CHANGED BY THE COMMISSION OFFICE 
STIPULATIONS:  Accreditation at the Doctor's degree 
level is limited to the Ed.D. degree 
in Educational Leadership. 
Institution  Recommended  Wording: Retain Original 
Wording 
k  Recommended Wording: 
CHAPTER 9:  LOOKING FORWARD  9-13 
NEW DEGREE SITES:  Prior Commission approval required. 
Institution  Recommended  Wording: No prior Com- 
mission approval required for offering 
existing courses and degree programs 
within the state and the 100-mile re- 
gional service area in neighboring states. 
Team  Rewmmended Wording: 
PROGRESS REPORTS 
REQUIRED:  None. 
Eim  Recommended  Wording: 
MONITORING~ORTS 
- 
REQUIRED:  None. 
Team  Recommended  Wording: 
CONTINGENCY REPORTS 
REQUIRED:  None. 
Bi!m  Recommended  Wording: 
FOCUSED 
EVALUATIONS:  None 
Team  Recommended  Wording: 
LAST COMPREHENSIVE 
EVALUATION:  1987-88 
TO BE CHANGED BY THE COMMISSION OFFICE 
NEXT COMPREHENSIVE 
EVALUATION:  1997-98 
Team  Recommended  Wording: 
9-14  NORTH CENTRAL ASSOCIATION SELF STUDY