Self Study - Maharishi University of Management

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38 S E L F - S T U D Y R E P O R T 2 0 0 9 • Improving retention • Continuously improving the student learning experience. For further detail, please see the section on Strategic Planning, page 145. 3. INACTIVE PROGRAMS The catalog, application materials, advertising materials, and university letterhead too often list programs, majors, and courses that have not been active for a significant period of time. Recent communications with the Commission staff have begun to clarify the Commission’s stance on distinguishing permitted programs from active programs. The Commission does not yet have a formal policy that defines when an inactive program must be terminated. In the past we have assumed that programs active at the time of the previous comprehensive visit may be put “on hold” if enrollment is insufficient and then reactivated at the institution’s discretion when demand becomes evident. Thus, it made sense to retain inactive programs in the offering list if we intended to reactivate them, in order to assess the demand for them. We continue to wait for a Commission policy stating how long an approved program may be inactive (without enrolled students) before it must be considered terminated and would then be revived only through the procedure for the approval of new programs. That said, our current internal policy for the listing of courses in the catalog reflects the fact that some courses may be offered on a two- or three-year cycle. Our current policy: A course may not be listed in the catalog if it was not offered in the two years prior to the catalog and is not scheduled to be offered in the period of the catalog. 4. INFRASTRUCTURE FOR FUNDRAISING In light of the ambitious goals of the strategic plan, the infrastructure for effective fundraising does not appear to be adequate. Our strategic planning process distinguishes budgeted strategic plans from contingent strategic plans. Budgeted plans can be accomplished with resources reasonably expected to be available within the time horizon of the plan. Contingent plans involve priorities established by resolution of the Board with initial plans in place and approval to start when funding becomes available through donations or grants. This is a sensible approach to uncertainty in the funding environment. Only the contingent plans reflect our “ambitious” goals.
S E L F - S T U D Y R E P O R T 2 0 0 9 39 SUM M A R Y O F T H E S E LF-STUD Y P R O C E SS A N D R E SU L T S T he Self-Study Coordinator is Scott Herriott, PhD, Professor of Business and Chair of the Expansion Council. Working with him to write the major sections of the report have been the various administrative department heads and the members of the Self-Study Steering Committee: • Executive Vice-President, Craig Pearson, PhD • Treasurer, Michael Spivak, CPA • Chief Administrative Officer, David Streid, PhD • Dean of Faculty, Cathy Gorini, PhD • Dean of Undergraduate Studies, Samuel Boothby, EdD (to July 2008) and Christopher Jones, EdD • Dean of Graduate Studies, Fred Travis, PhD • Director of Assessment, Sue Brown (to July 2008) and Raul Calderon, PhD • Dean of Admissions, Ron Barnett • Dean of Students, Susan Runkle, M.A. • Chief Operating Officer, Thomas Brooks Purpose of the Self-Study The self-study process was designed to bolster the ongoing tasks of program-level and institutional evaluation. It has given us an opportunity to reflect on our mission and purposes and to assess our performance relative to those purposes. The American financial crisis of late 2008 occurred during the self-study process. Anticipating that this would slow the revenue into our graduate co-op programs, President Morris tasked Thomas Brooks to perform a special audit of all departments to look for ways to reduce costs. That audit was incorporated into the self-study activities. Audience The Self-Study Report has been developed with the participation of the trustees, president, deans, senior administrators, department heads, faculty members, and the student government leaders. The final draft of the Self-Study Report has been made available to the trustees, president, deans, senior administrators, academic department chairs, faculty, and student leaders. Copies of
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THE FOUNDING GOALS OF MAHARISHI UNI
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Self Study - Maharishi University of Management

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