Accreditation reviews yield information and offer recommendations to improve the institution. The 1992 NCA Evaluation Team identified six areas of concern. Each appears below with a summary of the University's response.

Summary of 1992 NCA Concerns

Concern:

The level of fiscal support for NSU, acknowledged even by the Oklahoma State Regents as being 65% of that provided to peer institutions, has resulted in severe strain on the University.

Current Condition:

The University is still funded at 65% of the level of state fiscal support to peer institutions. The level of state funding per Student FTE has increased from $2,766.00 in FY92 to $4,181.00 in FY 2000, an increase of 151.16%. It is recognized this is unlikely to change and therefore the university has concentrated on developing revenue from other areas.for example from the NSU Foundation Capital Campaigns and the University endowment program.

Concern:

Because of the fiscal situation, the lack of equipment and supplies has compromised the integrity of certain academic programs.

Current Condition:

The University has developed several budgeting methods over the last few years in an attempt to provide additional funds for instructional program needs. ln FY 98, one-time allocations totaling $263,350.00 were made to instructional units from reserve funds. In FY 99, $400,750.00 was budgeted, thereby providing individual faculty members an opportunity to request additional classroom supplies and equipment through the budget process.

To provide for computer and software needs, a Technology Fee was implemented in Fall 95 for $1.00 per credit hour and increased to $2.00 in FY 96 and $3.00 in FY 97. The fee produced $525,750.00 in FY 2000 to help fund technology needs. To provide additional library holdings and support for implementation of new electronic technology, a Library Maintenance Fee was implemented in Fall 98. The fee is $1.50 per credit hour and produces approximately $250,000.00 annually.

The NSU Foundation initiated three-year capital campaigns in FY 94 - “Vision for the Future” and in FY 99 - “Building Opportunities, Creating Memories.” The Vision campaign goal, developed with input from an outside consultant, was to raise $1.15 million. At the end of the campaign, $2.95 million in current and deferred gifis had been raised. The present Building Opportunities campaign, with an initial goal of $3.75 million, has raised over $5.35 million. The current campaign is emphasizing, among other areas, endowed programs, centers of excellence and educational resources. Emphasis on the endowed academic programs will benefit Northeastern by allowing the University to participate in the State Regent’s program that matches privately endowed chairs, professorships, and internships..

Concern:

Because of the fiscal situation, facility maintenance is not always addressed in a timely fashion and certain parts of the physical plant have deteriorated badly.

Current Condition:

The maintenance of a physical plant that is the age of NSU continues to be a financial challenge. Decisions must be made to balance the usage of a small amount of funding for repairs and renovations or new buildings to provide needed additional space. The University has several capital funding sources, Section 13/New College, Section 13 Offset, and two separate state bond issues. The Section 13 Offset funding was initiated in FY 98 by the OSRHE and provided $475,350.00 in FY 99 and 2000.

Several major projects have been completed since 1992 including a major renovation of Seminary Hall. The John Vaughn Library, NSU Playhouse, and the Center for the Performing Arts have received major renovations through Capital Bond Funds. The College of Optometry had renovation and most recently, a major addition to the building to provide state-of-the-art technology in an auditorium and two classrooms.

A new facility, the Northeastern Education and Technology (NET) Building provides space for student computer labs, faculty offices, and the institutional computing staff and equipment. The new Mike Synar Building recently opened in Muskogee provides for the technology needs of Northeastern State University-Muskogee.

 

Concern:

Even though the University has reviewed all "low productivity programs" and, as a result, has deleted 26 academic programs and options, there still remain an abundance of programs either of low enrollment or marginal centrality to the institution's mission.

Current Condition:

This issue or concern is addressed through on-going adherence to OSRHE policy. The University, in accordance with policy of the OSRHE, reviews all academic programs on a five-year cycle. As a part of the program review process, a self-study of the academic program is completed by the faculty in the department, in which they must address the centrality of the program to the mission of the university. Although not required by the OSRHE, Northeastern has elected to contract an outside consultant to come to campus and review each program and make recommendations for improvement in the quality of the academic programs. Many curriculum changes have occurred as a result of the program review process.

From 1991 - 1999, fourteen programs were deleted and five programs were added. The current degree inventory for Northeastern State University includes 62 undergraduate programs, 16 graduate programs and one doctoral program in Optometry. The addition of new programs has been monitored very closely. Four of the five new programs are in the College of Business and Industry. The new programs are Environmental Management, International Business, Management Information Systems, and Telecommunications Management. They were developed in response to the demands of businesses and industries for graduates in those fields. The Master of Education in Teaching degree meets the needs of school districts for elementary and secondary teachers prepared with a sound pedagogical foundation for advanced study.

Over the past ten years, the University has carefully monitored and reviewed all programs that were classified as “low productivity programs” by the OSRHE. These programs are defined as degree programs which produce less than five graduates per year in the undergraduate programs and less than three in the graduate programs. The University must provide a report to the OSRHE each year justifying the low productivity programs. In 1999-00, five of six programs that do not meet these guidelines are considered to be liberal arts and science programs that traditionally have low enrollment in a university of comparable size to NSU. One program is interdisciplinary in nature which uses existing courses, faculty, and resources and thus does not represent an additional cost to the university. For these reasons, the University continues to support these six programs.

Concern:

Faculty development has suffered from a lack of support in such areas as travel, sabbatical leaves for purposes other than degree completion, and research.

Current Condition:

Opportunity for Faculty Development has been addressed. FY 1991-92 was the first time specific university funds were designated for faculty development and research. In FY 99, a concerted effort was made to increase the Faculty Development (52% increase) and Faculty Research (48% increase) accounts. The Office of Grants and Contracts is working with faculty to provide more research grant funding and providing a portion of OSRHE match funds back to the department and project director. Sabbatical leave activity has not increased significantly, but faculty are provided release time for research efforts.

An uneasy relationship exists between students and certain non-academic staff.

Current Condition:

The University feels it has fully addressed these concerns. The report specifically identified problem areas in the University Center, Food Service, and the Bookstore. These areas strive to provide a number of services and options to the student body. The Student body plays a role in determining what is needed through several different avenues. Permanent office space is available to the Northeastern Student Association (NSA) and meeting space for other student groups is a priority. The Northeastern Activities Board (NAB) provides many activities and sponsors a myriad of entertainment events for NSU students.

In the fall of 1992, continuing through the spring of 1994, the University’s Human Resource Development Team provided opportunities for all university employees to voluntarily participate, at no cost, in Stephen R. Covey’s Seven Habits leadership training. More than 168 employees completed the program and 62 percent of the participants were staff. Over 75 percent of the Auxiliary Enterprises staff participated. Today, the relationship between students and non-academic staff is reported in student satisfaction surveys as being slightly above average.

President Williams, immediately after taking office, initiated a Presidential Forum program to provide a direct link for students to bring issues, concerns, and recommendations to his attention. A broad cross-section of the student body was involved in the program. Responding to feedback from its constituents and in an effort to provide the best services to its students, effective January 1, 2000, the University awarded the dining services contract to Sodexho Marriott. An advisory committee composed of students and faculty is appointed annually by the president to work with Sodexho Marriott.

The University Bookstore continues to operate as an auxiliary enterprise on all three campuses. Every effort is made to ensure book prices are competitive while maintaining the most current textbook adoptions and an adequate supply of sundry items. Student service and student satisfaction is an ultimate goal of this area.