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Standard 5: Administration

 

The institution’s administrative structure and services facilitate learning and research/scholarship, foster quality improvement, and support the institution’s organization and governance.

 

The administrative officers of Rutgers, The State University of New Jersey includes the President; the Executive Vice President for Academic Affairs; the Senior Vice President for Administration and Chief Financial Officer; the Newark Provost; the Camden Provost; the Secretary of the University; and the Vice President and General Counsel.

 

The Rutgers University Senate consists of representatives of Rutgers faculty, students, administrators, and alumni. 

 

Each of the university’s schools and colleges is headed by a Dean.  On the Camden and Newark campuses, Deans report to their respective Provost; on the New Brunswick campus, Deans report to the Executive Vice President for Academic Affairs (EVPAA). 

 

In addition, the Vice Presidents for Budgeting, Continuous Education and Outreach, Enrollment Management, Health Science Partnerships, Research, Student Affairs, Undergraduate Education, as well as the Rutgers University Librarian report to the EVPAA.  Vice Presidents for Facilities and Information Technology and the Controller report to the Senior Vice President for Administration and Chief Financial Officer.  On the Camden and Newark campuses, various administrative areas are overseen by Associate Provosts.  The Vice President for University Relations reports directly to the President.   

 

 

Relative to this standard, an accredited institution is expected to possess or demonstrate the following attributes or activities:

 

  1. a chief executive whose primary responsibility is to lead the institution toward the achievement of its goals and with responsibility for the administration of the institution;

 

The responsibilities of the President are delineated in Section 50.1.3 of the University Policy Library.

 

 

2.  a chief executive with the combination of academic background, professional training, and/or other qualities appropriate to the institution’s mission;

 

President’s McCormick’s Curriculum Vitae lists his academic and professional accomplishments.

 

 

3.  administrative leaders with appropriate skills, degrees and training to carry out their responsibilities and functions;

 

The qualifications and experience of the Vice Presidents, Deans and other senior level administrators are shown in their biographies and/or curricula vitas.  The senior administration and academic leaders of the university’s schools and colleges are all highly qualified to carry out their specific responsibilities and functions.  In particular, each Academic Dean is an outstanding scholar and/or practitioner in an appropriate discipline.  Each Vice President is a well respected leader in their field of work.

 

 

  1. qualified staffing appropriate to the goals, type size, and complexity of the institution;

 

Organizational charts  show the major institutional units of the university.  These organizational charts show staffing structures appropriate for the responsibilities and functions indicated.

 

 

  1. adequate information and decision-making systems to support the work of administrative leaders;

 

Various decision-making systems to aid administrative leaders are found here (Core Services Web Services).

 

The Office of Institutional Research and Planning (OIRAP) is the central source for information used in decision making at the university.  See standard 7 for a review of its activities and how it provides information and decision-making systems to support the work of administrative leaders.

 

  1. clear documentation of the lines of organization and authority;

 

The organizational structure of the university is widely available on the university President’s website where both the administrative structure and key governing boards and administrators are presented.  More detailed organizational charts of individual units are published on the website of the Office of Institutional Research and Academic Planning.

 

 

  1. periodic assessment of the effectiveness of administrative structures and services.

 

Reviews of academic units are conducted by the Committee on Academic Planning and Review (CAPR). CAPR reviews of academic departments occur either individually or as part of a broader interdisciplinary evaluation.  These reviews seek to strategically plan for how university resources are best used in supporting specific academic areas.  Recent examples of these assessments by CAPR include the Computer and Information Science and Engineering and the Psychology cluster reviews. Previous to CAPR, the Committee on Standards and Priorities in Academic Development (CSPAD) reviewed departments on a rotating basis.

 

Another important source of review of the effectiveness of administrative structures and services occurs through the Center for Organizational Development and Leadership (ODL) at Rutgers.  ODL has been active in the development and implementation of a self-assessment and improvement program based on the Malcolm Baldrige framework.  (see Standard 2, element 6)

 

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