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Paul McGhee Division Organizational Realignment

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Presentation on theme: "Paul McGhee Division Organizational Realignment"— Presentation transcript:

1 Paul McGhee Division Organizational Realignment
2009

2 Review of Work October 2007-present
Need for Change Process & Strategy Progress Made

3 We Examined McGhee’s Strengths and Challenges
NYU brand NYC location Core fulltime faculty Diversity of students 9. Identity & Marketing Lack of visibility within SCPS & NYU Missing opportunity to be more external facing and engaged in wider community of partnerships & sponsors 2. Mission & Purpose Lack of focus and clarity Tension between being transformative and practical and between being a money-maker and providing a public service Vision & Strategy 3. Student Profiles Demographic and professional diversity of students is a strength and a challenge Students fall at two ends of the achievement spectrum 8. Services & Support Fragmented services don’t provide coherent and quality customer experience Services are not consistently convenient for adult students 4. Recruiting & Admissions Lowered standards have not attracted and screened for students who succeed Lack of partnerships and relationships with community colleges, business sponsors, and MA Programs 7. Faculty No clear profile for hiring Lack of process for ensuring consistent quality of teaching and classroom experience No forum for recognizing achievements 6. Program Structure Lacking focus, coherence, flexibility, and affordability Need more linkages to other BA and MA programs Need more opportunities to create global awareness 5. Core & General Curriculum Lack of agreement about relationship between liberal arts and professional studies Many want a more innovative and interdisciplinary core

4 We Questioned our Vision, Strategy, and Planning
Who do we want to be? Strategy How will we get there? Plan What will we do differently? What is our core mission and purpose? What are our fundamental values and beliefs? What do we offer that is most distinctive and valuable? What student profiles will we serve and not serve? What programs and services will we offer and not offer? What type of people will we hire? Which potential alliances and partnerships are most desirable? What is the content and feel of our marketing campaigns? What will we change about the recruiting and admissions process? What will we change about the program curriculum and structure? What will we change about the classroom experience? What will we change about our support services? What will we change about our marketing? 4

5 We Developed a New Mission Statement…
The Paul McGhee Division of NYU-SCPS offers unique undergraduate programs for degree-seeking adults, preparing motivated students for success in an increasingly connected and globally interdependent world. Using an interdisciplinary approach that combines liberal arts and professional curricula, our full- and part-time faculty members create a rich learning environment that engages the diverse talents and experience of all students. Within the NYU context of an internationally renowned large urban university, McGhee provides the dynamic student-centered focus of a small college committed to the academic, personal, and professional achievement of its students. 5

6 …and a New Vision Statement
We will embody the NYU brand while becoming internally and externally respected for our distinctive identity and the transformative educational experience we provide. We will attract a diverse, motivated, and talented student body through recruitment and admissions practices that take the whole person into account. We will have an innovative interdisciplinary core curriculum that establishes the foundation of a shared McGhee experience and identity. We will offer a coherent framework of majors and concentrations that consistently deliver high value to students, McGhee, NYU, and society as a whole by building academic and professional knowledge and skills of the highest standards. We will focus on accelerating degree completion for our students by providing a range of course delivery options and formats, and creating linkages to NYU graduate programs. Our faculty will be recognized internally and externally for their accomplishments and for delivering a consistently excellent learning experience based on measurable outcomes. We will establish a network of partnerships with institutions in the New York metropolitan area to enhance student and faculty recruitment, financial sponsorship of students, curriculum development, classroom experience, community events, and career advising and development. We will provide funding options for students who are self-directed, committed, and intellectually curious but lack the resources to attend the program. We will offer an integrated set of services that support retention and success from each student’s entry to the attainment of his or her goal. 6

7 First Steps Taken Six committees worked during spring 2008 on the strategies and implementation steps that came out of the planning process: Academic Affairs Curriculum Student Affairs Strategic Planning Leadership Admissions Admissions Criteria were strengthened. Placement testing was separated from admissions process. Litchfield Partners completed a market segmentation and tracking study for McGhee which provides important demographic and psychographic information on our students and potential students. A new marketing campaign was launched in January 2009 in response to the Litchfield data.

8 Strategies for Strengthening our Curriculum
Realign general curriculum to be clear, robust and non-duplicative. It should provide for better utilization of McGhee resources and increased clarity for students. Determine a coherent and attractive framework of majors and concentrations that will attract and retain students and can be offered at a high quality while being cost-effective. Match the internal logic of organization with the students’ perception. From the February 2008 McGhee Strategy 8

9 While Keeping in Mind… “We should be more interdisciplinary and innovative.” “Interdisciplinarity” should occur in course design and delivery.” “Specialization should remain at the faculty level.” “Don’t lose unique strengths and appeal of the liberal arts and professional studies focuses.” “There should be a stronger connection between the liberal arts and professional studies departments.” “The curriculum should be more modern and all-encompassing, especially in the eyes of our students.” “We should take advantage of our location.” From the Fall 2007 strategy assessment

10 We Created 6 Academic Departments with Rotating Chair Appointments
Business Studies Accounting and Finance Economics Real Estate (Marketing, Business Law, Ethics) Leadership & Management Studies Healthcare Management Leadership Organizational Behavior Public Administration Digital Communications & Media Media Studies Digital Communications Telecommunications Science, Math, and Technology Diagnostic Medical Sonography Information Systems Management Math Science Humanities Art History Creative & Expository Writing Literature & Critical Thinking Social Sciences Anthropology Politics History Psychology International Studies Sociology

11 Departmental Fulltime Faculty
Business Studies Accounting and Finance Stephen Valenti (Department Chair) Economics (Vacancy) Hak Mui Real Estate Michael Hammerslag Digital Communications & Media Digital Communications Mechtildt Schmidt (Department Chair) Media Studies Chyng Sun Telecommunications Anthony Pennings Humanities Art History Jeanne Fox-Friedman (Department Chair) Creative & Expository Writing Ruth Danon April Krassner Literature & Critical Thinking Kathleen Hulley Leadership & Management Studies Healthcare Management Carmelita Blake Leadership (Vacancy) Stephanie Meth Organizational Behavior Lynne Davidson Public Administration Mark Gaige (Department Chair) Science, Math, and Technology Diagnostic Medical Sonography Kerry Weinberg (Tuchinsky--adhoc) Information Systems Management Stuart Fink (Department Chair) Math Donatella Delfino Science Godfrey Roberts Social Sciences Anthropology, International Studies, Sociology Brian Mooney History Clif Hubby Psychology Harriet Oster Politics Veena Thadani (Department Chair)

12 Departmental Adjunct Faculty
Business Studies Accounting/Finance 3 Business Law Economics 10 Ethics Marketing 2 Real Estate 7 TOTAL 27 Digital Communications & Media Digital Communications 8 Media Studies 6 Telecommunications 5 TOTAL 19 Humanities Art History 8 Creative & Expository writing 24 Literature & Critical Thinking 8 TOTAL 40 Leadership & Management Studies Healthcare Management 9 Leadership 13 Organizational Behavior 11 Public Administration TOTAL 35 Social Sciences Anthropology 7 History International Studies & Politics 6 Psychology 7 Sociology 5 TOTAL 31 Science, Math & Technology Diagnostic Medical Sonography 13 Information Systems Management 7 Math 10 Science 3 Technology Management 4 TOTAL 37

13 Organizational Realignment
Faculty Affairs Curricular Affairs Student Affairs Divisional Administration

14 We Created a New Management Structure
Divisional Dean Divisional Administrator Director of Faculty Affairs Director of Curriculum Director of Acad. Advising & Student Services Infrastructure and support Office operations Midtown managemt. Alumni liaison Website & hard-copy communications Teaching standards Faculty coaching and mentoring Coordinator duties Department cluster management Personnel issues & legal/union matters Peer observations & RTP process Internships PRR (MiddleStates) Curricular innovation Core curriculum Interdisciplinary themes Alternative delivery formats Senior projects Periodic curriculum review Course evaluation Applied liberal arts coordination Student services innovation & assessment Community building Partnerships with community colleges and businesses Divisional Budget Acad. Advising & Retention Facilities and Space Corporate Outreach Communication & Publications Science, Math, and Technology Humanities Prior Learning Assessment Alumni Liaison Digital Communications & Media Social Sciences Tutoring Leadership & Management Studies Career Counseling Business Studies

15 DIVISIONAL ADMINISTRATION
McGhee Organization Chart McGhee Divisional Dean Susan Kinsey FACULTY AFFAIRS STUDENT AFFAIRS CURRICULAR AFFAIRS DIVISIONAL ADMINISTRATION Director of Faculty Affairs Bill Coury Director of Curriculum Bassam Abed Director of Acad. Advising & Student Services (Vacant) Divisional Administrator Dianne Ickenroth Assistant Director Colin Carryl Associate Director Assistant Director for Advising & Retention Teresa Gargiulo Assistant Director for Experiential Learning & Support Services Eileen Capone Faculty Affairs Coordinator Eve Bennia Academic Administrator Michael Waring Aide for Faculty Support Avis Roberts Aide for Gen. Administration Tanya Welsh Aide for Contracts & Payroll Barbara Francis Aide for Program Support Felicia Mussa Aide for Sp. Prog / Events Yvonne Alexander Aide for Advising Maureen McGillicuddy Aide for Student Services Ben Benson FT & PT Advisors Aide for Operations Charles Bradshaw Front Desk Receptionist Joe Branch Aide for Midtown Carol Monda Aide to Div. Dean Marlene Nichols Aide “Floater” Becky Banks Tutors & Portfolio Readers Internship Coordinator Bill Burns

16 Internship in Business
Information Flow Chart for Students and Alumni McGhee Division (212) Academic Advising (212) Tutoring Internship (212) McGhee Counselor (212) Hotline Seminar in Experiential Learning (212) (212) Internship in Business (212) Alumni Relations

17 Blackboard Site for Faculty
Information Flow Chart for Faculty McGhee Division Faculty Affairs (212) Student Affairs (212) e-McGhee Blackboard Site for Faculty Announcements & Events Faculty Guide & Forms Academic Calendar Resources Acad. Advising & Student Services To access e-McGhee, log in to NYUHome at https://home.nyu.edu/. Click on the Academics tab, and then select the Other tab under Blackboard Courses. Click on e-McGhee Faculty Site. Faculty Coordinator Course Schedule Academic Issues


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