Baruch College
The City University of New York
Institutional Self Study
January 2000
Institutional Profile viii
Executive Summary xvi
Introduction 1
I. Overview of the College 3
A. Mission 3
1. Baruch College 3
2. The City University of New York 5
B. History 6
C. Governance 7
1. The City University of New York 7
2. Baruch College 8
D. Organization 10
1. Office of the President 11
2. Office of the Provost & Senior Vice President for Academic Affairs 11
3. Office of the Vice President for Finance and Administration 12
4. Office of the Vice President for Student Development and Dean of Students 12
5. Office of the Vice President for College Advancement 13
6. Office of the Treasurer and Special Assistant to the President/Assistant Vice
President 14
7. Offices of the Academic Deans 14
a) Zicklin School of Business 14
b) Mildred and George Weissman School of Arts and Sciences 15
c) School of Public Affairs 15
E. Academic Programs and Curricula 15
1. College Overview 15
a) Faculty Data 15
b) Student data 16
(1) Enrollment 16
(2) Demographics 17
(3) Outcomes 17
2. Zicklin School of Business 18
a) Undergraduate Programs 19
b) Graduate Programs 19
(1) MBA Program 19
(2) Master of Science and Doctoral Programs 20
3. The Mildred and George Weissman School of Arts and Sciences 21
a) Undergraduate Programs 21
b) Graduate Programs 22
4. School of Public Affairs 22
a) Undergraduate Programs 22
b) Graduate Programs 23
F. Student Services 23
1. Advisement 23
2. Student Life 24
3. Health Service 25
4. Child Care 26
5. Freshman Seminar 27
6. The Dean of Students 28
7. Counseling 28
8. Career Development 29
9. SEEK Program 30
10. Disabled Students 32
11. International Students 33
G. Resources 34
1. Financial Resources 34
a) Tax-levy Budget 34
b) Sponsored Research 39
c) Endowment Funds and Gifts 40
d) Auxiliary Enterprises 41
2. Facilities 41
3. Technology 42
H. Functions 43
1. Admissions 43
2. Financial Aid 44
3. Registration 45
4. Catalogs, Publications and Promotional Materials 46
5. Public Safety 47
6. Human Resources 48
I. Cultural Activities 49
J. Assessment Programs 50
K. Objectives 51
II. Selected Topic: Fulfilling A Focused Mission in the Context of a Multidimensional
System 53
A. Introduction: Defining a Focused Mission 53
B. Planning 1991-1999: Refining and Focusing the Mission 55
C. Statistical Evidence of Baruch’s Focused Mission on Campus and in CUNY 58
D. Fulfilling the Focused Mission through Academic Programs 59
1. The Zicklin School of Business 60
a) Increase in Quality of Graduate Students and Greater Emphasis on Graduate
Programs 60
b) Improvements in Academic Programs: The Full-Time MBA Program Assessment 61
c) The New Full-Time MBA Program 64
d) Executive Education in the Zicklin School of Business 65
2. The School of Public Affairs 66
3. The Weissman School of Arts and Sciences 71
E. Fulfilling the Mission through Centers and Institutes 74
1. Weissman Center for International Business 75
2. Center for Logistics and Transportation 75
3. The Steven L. Newman Real Estate Institute 76
4. The Center for the Study of Business and Government 76
5. The National Center for the Study of Collective Bargaining in Higher Education
and the Professions 77
6. The Coexistence Center and the Ackerman Chair 78
F. Fulfilling the Mission through Special Projects 79
1. The Lawrence N. Field Center for Entrepreneurship and Small Business 79
2. The Baruch Survey Unit 80
3. Special Projects in the School of Public Affairs 81
4. Subotnick Financial Services Center 82
G. The Challenge of Remaining Competitive with our Focused Mission 82
1. Salary, Workload and Compensation 83
2. Other Resource Issues 87
H. Recommendations 89
III. Selected Topic: Responsiveness 92
A. Outreach Programs 93
1. Baruch Preparatory Program 93
2. Baruch College Campus High School 94
3. Immersion 96
4. Academy of Finance 97
5. Virtual Enterprise 98
B. Admissions 99
1. Background 99
2. Admissions Criteria: Freshmen 100
3. Admissions Criteria: Transfers 102
C. Advisement 103
1. The Center for Advisement and Orientation 104
2. The Student Academic Consulting Center 107
D. The Bernard L. Schwartz Communication Institute 109
E. Technology 111
1. Background 111
2. Creation of BCTC 112
3. Distributed Support 113
4. Planning 114
5. Computing hardware and facilities 116
6. New Technology, New Services 118
a) For All Users 118
b) For Faculty 119
c) For Students 120
7. Future Challenges 122
F. The William and Anita Newman Library 123
G. The Undergraduate Career Development Center 127
H. Recommendations 129
IV. Selected Topic: Teaching-Learning Environment 132
A. Academic Programs 132
1. Degree Programs 133
a) Program Evaluation 134
b) Program Review 134
c) Program/Department Review: Criteria 135
d) Program/Department Review: Methods 135
2. The Core Curriculum 136
3. Honors Program 138
4. Non-Degree Programs – Continuing Studies 138
B. Faculty 140
1. Affirmative Action 140
2. Number of Faculty 144
3. Faculty Personnel Procedures 147
a) Internal Review 147
b) External Review 149
c) Dean’s Guidance 150
4. Faculty Development 151
a) Zicklin School of Business 151
b) Weissman School of Arts and Sciences 153
c) School of Public Affairs 154
d) Baruch College Programs 155
e) CUNY-Wide Programs 157
C. Delivery of Instruction 157
1. Availability of Courses 157
2. Block Programming 160
3. The Multicultural Environment 161
4. Ethics and Academic Integrity 163
5. Information Competency 164
D. Assessment Programs 165
1. Assessment at the College Level 165
2. Recent Assessment Projects 166
3. Assessment at the School and Department Levels 170
E. Facilities 171
F. Recommendations 176
1. Academic Programs 176
2. Faculty 177
3. Delivery of Instruction 177
4. Assessment 178
5. Facilities 178
V. Conclusion 179
A. Sustaining a Focused Mission 179
B. Responsiveness 180
C. Teaching-Learning Environment 181
Appendices
A-1: Resource Documents
A-2: Membership of the Steering Committee
A-3: Presidential Commission Report
A-4: Map of Baruch College Campus
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Institutional Profile
ANNUAL INSTITUTIONAL PROFILE1998-1999 /
Date Due: February 5, 1999
Update as of January 4, 2000
A: GENERAL INFORMATION
INSTITUTION NAME & ADDRESS / INST
CODE / INSTITUIONAL
ID NO.
CUNY – Bernard M. Baruch College / NY017.1X / 0275
17 Lexington Avenue / Telephone / (212) 802-2000
New York, NY 10010 / Fax
CHIEF EXECUTIVE OFFICER (Name & Title) / CHIEF ACADEMIC OFFICER (Name & Title)
Sidney I. Lirtzman, Interim President / Robert A. Picken, Acting Provost and Senior Vice President for Academic Affairs
CEO PHONE / (212) 802-2800 / CAO PHONE / (212) 802-2820
CEO FAX / (212) 802-2808 / CAO FAX / (212) 802-2824
CEO EMAIL / / CAO EMAIL /
Multi-Unit System or District
NAME OF SYSTEM/DISTRICT / CUNY
CHIEF EXECUTIVE OFFICER (NAME/TITLE) / Matthew Goldstein
Chancellor
CENTRAL ADMINISTRATION ADDRESS / 535 East 80th Street
New York, NY 10021
PERSON COMPLETING FORM / Dr. Susan Morgulas
Director, Program Assessment and Institutional Research
DATE COMPLETED / January 4, 2000
PERSON COMPLETING PHONE NUMBER / (212) 802-2848
PERSON COMPLETING EMAIL /
CEO SIGNATURE
B. INSTITUTIONAL INFORMATION
TYPE OF INSTITUTION / Comprehensive / DEGREES OFFERED / Bachelor’s
Master’s
CONTROL / X Public / AFFILIATION
(Optional) / Local/State
CALENDAR / Semester / INITIAL ACCREDITATION / 1968
REACCREDITATION / 1996
REACCREDITATION VIA / P
ACCREDITATION LIAISON OFFICER (Name/Title) / Sidney I. Lirtzman
Interim President / CHE STAFF
LIAISON / MFW
ALO TELEPHONE / (212) 802-2800
INSTITUTION’S WEB URL / www.baruch.cuny.edu
C. ENROLLMENT (Headcount as of Fall 1998)
UNDERGRADUATE / GRADUATE / GEOGRAPHIC ORIGINS (Residence of Entering Students at Admissions)
FULL-TIME / 8,090 / 925 / IN STATE / 1,135
OUT OF STATE / 312
PART-TIME / 4,296 / 1,670 / INTERNATIONAL / 277
UNKNOWN / 0
TOTALS / 12,386 / 2,595 / TOTAL / 1,724
FULL-TIME EQUIVALENT ENROLLMENT
Undergraduate / Graduate / Total
1998-88 / 9,362 / 1,882 / 11,244
1997-98 / 9,206 / 1,787 / 10,993
1996-97 / 9,181 / 1,703 / 10,884
1995-96 / 9,893 / 1,610 / 11,503
D. GRADUATION RATES
AWARDS GRANTED / TOTAL / TIME TO COMPLETION
Associate’s / 0 / (Baccalaureate Cohort: Full-time, first-time students who entered in fall 1991) What percent of students graduate with a BA degree in:
Bachelor’s / 1,883 / 4 years / 5 years / 6 years / 7 years / Total
Master’s / 763 / 6.4% / 23.9% / 15.9% / 4.9% / 51.1%
1st Professional / 0 / (Associate of Arts Cohort: Full-time, first-time students who entered in fall 1991) What percent of students graduate with an associates degree in:
Doctoral / 0 / 4 years. / 5 years. / 6 years / 7 years / Total
Diploma/Certificate / 0
Total / 2,646
E. TUITION AND FEES
Method for Charging Full-Time Students
Undergraduate / X Term
Graduate / X Term
Associate / BA / Master’s / 1st Prof / Doctorate / Cert/Dip
In-District / 1,600 / 2,175
In-State Tuition / 1,600
Out of State / 3,400 / 3,800
Required Fees / 75 / 26.35
Students earn 50% or more by distance learning? / Not applicable at this time.
Tuition is not computed by program
F. PERSONNEL
FULL-TIME / PART-TIME
Tenured Faculty / 325 / -
Non-Tenured Faculty / 57 / -
Adjunct/Visiting Prof / (visiting) 11 / (adjunct) 450-500
Instructors/Research / 5 / -
Total Instructional / 398 / 450-500
G. BRANCH CAMPUS
Not Applicable
G. OTHER INSTRUCTIONAL LOCATIONS
Not Applicable
I. STUDY ABROAD PROGRAMS OFFERED FOR CREDIT
The College’s study abroad programs are under review and subject to restructuring at this time
J. DISTANCE LEARNING
1. Baruch offers course for credit through distance learning.
2. The only modality used to deliver this instruction is through online computer instruction, via Internet.
K. OTHER KEY CONTACTS
GOVERNING BOARD CHAIR (Name/Title/Address) / Herman Badillo, Chairman
Board of Trustees
The City University of New York
535 East 80th Street
New York, NY 10021
Telephone / (212) 794-5376 / Fax / (212) 794-5678 / Email
DIRECTOR OF THE LIBRARY (Name/Title/Address) / Arthur Downing, Chief Librarian
Baruch College, CUNY
17 Lexington Avenue
Box H-0520
New York, NY 10010
Telephone / (212) 802-2390 / Fax / (212) 802-2393 / Email /
DIRECTOR OF DISTANCE LEARNING PROGRAMS (Name/Title/Address) / NA
Telephone / Fax / Email
DIRECTOR OF INSTUTIONAL RESEARCH FUNCTIONS (Name/Title/Address) / Dr. Susan Morgulas
Director, Program Assessment and Institutional Research
Baruch College, CUNY
17 Lexington Avenue
Box D-0606
New York, NY 10010
Telephone / (212) 802-2848 / Fax / (212) 802-2879 / Email /
DIRECTOR OF OUTCOMES ASSESSMENT (Name/Title/Address) / See above
Telephone / Fax / Email
L. INSTITUTIONAL DESCRIPTION
CUNY – Bernard M. Baruch College
Public (local/state) comprehensive college, a senior college of The City University of New York, comprised of the Zicklin School of Business, the Mildred and George Weissman School of Arts and Sciences, and the School of Public Affairs. Offers baccalaureate and master’s degrees and houses CUNY’s doctoral programs in business and Industrial/Organizational Psychology. All students receive a liberal arts and sciences foundation; most students graduate from Zicklin School of Business which offers the BBA, MBA, MS and Ph.D.
The Weissman School of Arts and Sciences offers the BA degree, the BA and MSED in Education with New York State certification, the MA in Business Journalism, and its Department of Psychology houses the MS and Ph.D. in Industrial/Organizational Psychology. A new master’s degree program in Corporate Communication has received NY State approval and will start in fall 2000.
The School of Public Affairs offers the MPA, the MSILR, and MSED in Educational Administration and in Higher Education Administration; an Advanced Certificate in Educational Administration and the BS in Public Affairs and in Real Estate and Metropolitan Development. Offers a joint MBA in Health Care Administration in conjunction with Mt. Sinai School of Medicine. Offers Executive MBA and Executive MS in Finance through the Zicklin School of Business and the Executive MPA through the School of Public Affairs. Offers extensive continuing studies programs. Professional accreditation in business (B,M,AACSB), Health Care Administration (M,ACEHSA), and Public Administration (M,NASPAA).
M. FINANCIAL INFORMATION
Financial data reported for 12 months fiscal year beginning 7/97 and ending 6/98.
Expenses / (In thousands $)
Instruction (Public: line 1) / $48,527
Research (Public: line 2) / 145
Public Service (Public: line 3) / 4,519
Academic Support (Public: line 4) / 3,785
Includes Library Expenditures of | $
Student Services (Public: line 6) / 6,079
Institutional Support (Public: line 7) / 14,848
Scholarships and Fellowships (Public: line 9) / 23,591
Operation and Maintenance of Plant (Public: line 8) / 25,503
TOTAL EDUCATIONAL AND GENERAL EXPENSES / $127,041
Person Completing Form
NAME/TITLE / TELEPHONE
FAX
N. REQUIRED ATTACHMENTS
SIGNIFICANT INSTITUTIONAL CHANGES DURING THE PAST ACADEMIC YEAR
Increasing admissions requirements and removing all remedial course work from Baruch College. Establishment of the Baruch Preparatory Program in conjunction with feeder high schools. First enrollment of students in BS in Public Affairs and BS in Real Estate and Metropolitan Management. Second phase of full-time MBA Program build on the Nash Honors MBA. Endowment and establishment of the Lawrence N. Field Center for Entrepreneurship and Small Business. Establishment of a centralized Academic Advisement Center. Appointment of an honors director and establishment of a comprehensive honors program. Appointment of the Director of Assessment and second phase of departmentally-centered programmatic assessment process. Reorganization of budget and administrative changes: Acting Provost, Acting Vice President for Administration, Interim President, and a search for a new President.
SIGNIFICANT INSTITUTIONAL CHANGES DURING THE CURRENT (NEXT) ACADEMIC YEAR
Enhanced recruitment of transfer students. First enrollment of students in MA Program in Business Journalism and MA Program in Corporate Communications. Third phase of full-time MBA Program. Appointment of Faculty Development Director and establishment of Faculty Development Center and Resource Fund. Upgrade graduate student services. Adjust scheduling procedures and registration practices to better match course availability with student demand. Formulate strategic plan for technological development. Improve administrative systems. Continue emphasis on developmental and revenue generating programs to improve permanent sources of funding. Major administrative changes: appointment of a new President and new Dean of the School of Public Affairs.
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