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
Each of the university’s schools and colleges is headed by
a Dean. On the
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:
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.
Organizational charts show the major institutional units of the university. These organizational charts show staffing structures appropriate for the responsibilities and functions indicated.
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.
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.
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