Accreditation

The mission of Central Washington University is to prepare students for enlightened, responsible, and productive lives; to produce research, scholarship, and creative expression in the public interest; and to serve as a resource to the region and the state through effective stewardship of university resources.

NWCCU Reaffirmation of Accreditation - Operations

  • Organizational Chart

A Northwest Commission on Colleges and Universities (NWCCU) peer review committee is coming to Ellensburg October 22-24, 2018 to evaluate the extent of CWU’s mission fulfillment across five core themes based on the NWCCU Eligibility Requirements and Standards for Accreditation. The participation of Operations staff members is vital to this process.

Evaluators will likely be particularly interested in your perspectives on CWU’s mission, core themes, challenges and adaptability, sustainability (both financially and in terms of the quality and competitiveness of academic offerings and student services), and interactions between/among staff, students, faculty, and administrators. Below you will find a series of questions we expect the NWCCU evaluators to ask about Operations and your specific unit within the division.

  1. What are the primary, most important, changes you have implemented to improve your unit?
    • What data or information did you use to determine these specific changes were necessary?
    • What data or information did you (or will you) use to evaluate the impact and effectiveness of these changes?
    • To date, how effective have these changes been? What is working well – and what is not?
    • How did these changes support the CWU mission and core themes?
    • How did these changes support the Operations mission?
  2. What are some examples of the division’s and your unit’s strategic planning and implementation?
  3. What is the primary mission of the institution? Who are the students CWU serves?
  4. How does the division and your unit support the institution’s mission? How do your strategic goals and initiatives promote the institution’s mission?
  5. What are the institution’s core themes?
  6. How does the division and your unit support the institution’s core themes? How do your strategic goals and initiatives promote the institution’s core themes?
  7. To what extent is the institution fulfilling its mission and core themes?
    • Where and in what ways is the institution meeting or exceeding the expectations it set for itself?
    • Where and in what ways is the institution falling short?
    • How is the institution addressing those shortcomings?
  8. To what extent are the division and your unit fulfilling the CWU mission and core themes?
    • Where and in what ways is your division/unit exceeding the expectations you have set?
    • Where and in what ways is your division/unit falling short?
    • What are you doing to address those shortcomings?
  9. Since the last NWCCU site visit, in what ways have the institution, the division, and your unit had to adapt to changing circumstances – in terms of both external and internal factors?
    • How well have the institution and your division/unit adapted to change?
    • Thinking about the future, how well-equipped are the institution and your division/unit to adapt to change?
  10. What are the primary challenges the institution, the division, and your unit have had to overcome since the last NWCCU site visit (Fall 2009) or since the NWCCU Mid-Cycle Evaluation visit (Fall 2014)?
    • What are the primary challenges the institution and your division/unit currently face?
    • What challenges are on the horizon?
    • How do you see the institution and your division/unit addressing and overcoming those challenges?
  11. The evaluators are very likely to ask Operations staff members about Core Theme Five: Resource Development and Stewardship Objectives 5.4 – and the related outcomes and indicators shown below
    • Objective 5.4: Provide the facility and technology infrastructure and services appropriate to meet the university objectives, while maximizing sustainability and stewardship.
      • Outcome 5.4.1: Operate, preserve, and increase the functionality of state physical assets, buildings, and technology infrastructure.
        • Indicator 5.4.1.1: Facility Expense to Budget Annual Financial Report.
        • Indicator 5.4.1.2: Implementation of enhanced space request process.
        • Indicator 5.4.1.3: Updated 10-Year Capital Plan.
        • Indicator 5.4.1.4: IT Expense to Budget Annual Financial Report.
      • Outcome 5.4.2: Provide facilities, campus buildings, and grounds that are welcoming, safe, and secure.
        • Indicator 5.4.2.1: Capital Budget Report (Minor Works: Health/Life-Safety).
        • Indicator 5.4.2.2: Semi-Annual Technology Resource Report (including Security Indicators, EMS Test Assessment, System Availability/Downtime).
        • Indicator 5.4.2.3: Annual Clery Report.
        • Indicator 5.4.2.4: Environmental Health and Safety Report.
        • Indicator 5.4.2.5: Establishment of a work plan for staffing levels for grounds.
        • Indicator 5.4.2.6: Determination of the appropriate number of positions needed and take action to hire Environmental Health and Safety staff.
        • Indicator 5.4.2.7: Development of a baseline assessment of safety risks on campus.
        • Indicator 5.4.2.8: Improvement of campus climate by continuing and/or expanding efforts to connect campus security and the student population.
        • Indicator 5.4.2.9: Improvement of emergency planning by continuing and/or expanding efforts to: 1) train all relevant staff; 2) develop policies to assess safety risks associated with events; and 3) review and, if necessary, revise contingency agreements with area first-responders.
      • Outcome 5.4.3: Provide the technology infrastructure, systems, and campus services necessary for all units to achieve their objectives and the objectives of the university.
        • Indicator 5.4.3.1: Bi-annual Technology Needs Assessment Survey.
        • Indicator 5.4.3.2: Customer and Training Services (CaTS) Quarterly Quality Feedback Report.
        • Indicator 5.4.3.3: Reorganization of Information Services Department.
        • Indicator 5.4.3.4: Completion of CAPS+ infrastructure including: 1) an online degree planning system for students; 2) a database of student choices and degree changes; and 3) a course load forecasting model.
        • Indicator 5.4.3.5: Development of a baseline assessment of classroom technologies.
        • Indicator 5.4.3.6: Development of a plan to establish a data center in the Samuelson building.
        • Indicator 5.4.3.7: Provision of data to the Education Advisory Board to create and update the Academic Performance Solutions online platform.
        • Indicator 5.4.3.8: Introduction of the University to the learning potential of virtual and augmented reality.
        • Indicator 5.4.3.9: Support of Northwest Commission on Colleges and Universities (NWCCU) reaffirmation of accreditation efforts, specialized accreditation, and program review.
        • Indicator 5.4.3.10: Improvement and extension of the availability of dashboards to various constituent groups and to the public.
        • Indicator 5.4.3.11: Design, implementation, operation, and maintenance of a robust data warehouse.
    • The evaluators will also likely ask questions about Standard Two: Resources and Capacity that fall under Operations. Specifically, they will ask whether CWU has the following and when these items were last reviewed/updated.
Policies/procedures that explain provisions for ensuring the safety and security of students including the reporting of crime statistics
Procedures for assessing adequacy of physical facilities
Policies/procedures for the use, storage, and disposal of hazardous waste
Physical and technological master plan
Equipment replacement policies/procedures
Instructional technology training and use policies/procedures
Technology planning processes
Technology update and replacement plan