Reporter Volume 25, No.25 April 21, 1994

By Ann whitcher
Reporter Editor

President Greiner has welcomed the report from the accreditation team
from the Commission on Higher Education of the Middle States
Association of Colleges and Schools, which completed its review
earlier this year.
	At the same time, Greiner, in a letter to Stephen M. McClain,
chair of the Commission on Higher Education, Middle States
Association, said UB is best suited to planning that is an "ongoing,
dynamic process, one that is predicated upon continual, sensitive
consultation with all campus constituencies." This, he said, is
preferable to the "end-state master planning" apparently favored by
the Middle States team.
	Greiner noted that it most prudent for UB "to plan for
stability and even modest expansion in terms of state appropriation,
and for considerable though gradual growth in self-generated
resources." This, he indicated, makes for a more farsighted approach
than simply seeking to manage budget reductions. 
	"In sum, we believe that managing difficulty and planning for
success is the best approach within the current political economy of
New York State," Greiner said. 
	The 17-member Middle States team, chaired by Thomas Ehrlich,
president of Indiana University, drew on a detailed self-study
document prepared by a 15-member UB committee chaired by Kenneth Levy,
senior vice provost. Dennis Malone, Distinguished Service Professor of
Electrical and Computer Engineering, served as executive officer for
this effort.
	The UB group noted that by prior agreement with Middle States,
quality of campus life and the graduate education/research enterprise
were foci of the report, with the professional schools left out of the
analysis because of the separate accreditation reviews by external
organizations in their respective fields. 
	The self-study team cited the importance of recognizing and
rewarding excellence in undergraduate teaching and establishing a
proper balance among faculty endeavors in all areas of the
university's mission. It also cited as a priority "the fuller and more
comprehensive development of all UB's people, including students as
well as faculty and staff."
	The self-study also calls for ongoing budget decentralization,
especially to the decanal level, aggressive efforts to add
substantially to the university's endowment and other non-state
sponsorship, better education and communication on criteria for
admission to certain majors, and development of Millard Fillmore
College.
	The university, the self-study committee said, "must devote
additional attention to the essential enterprise of undergraduate
education which is crucial to the institution. These needs must be
addressed in addition toQnot instead ofQthose associated with the
graduate programs. Maintaining appropriate balance between these
priorities and appropriate focus on graduate education will require
that the Graduate School have a precise role and clear, unambiguous
function."
	The self-study noted the improved general campus environment
with the expansion of the Student Union, the Fine Arts center nearing
completion, and Phase I of the Natural Sciences and Mathematics
Complex set to open this summer.
	For its part, the Middle States team noted that 1982 and 1992
Middle States self-studies were both written "during a period of
serious state economic downturns with resultant public under-funding
of UB. In each instance, the overall economy appeared to be
progressing toward recovery with promise of better times; however, the
institution had not been able to attain sufficient financial support
to return its base to the earlier level, much less able to pursue new
initiatives in its quest for excellence and preeminence."
	The Middle States team said President Greiner and his
administrative team "are pressing hard to realize their priorities and
the Team believes they will continue to strengthen the institution."
It commended UB "for its courage as a public university proclaiming
research as its central mission in view of political risks in the
contemporary environment of fiscal constraints, enrollment debates and
public skepticism."
	In terms of planning, the Middle States review recommended a
more visible central planning process. "The Team further recommends
the development of a written document articulating UB's planned
strategic investments and initiatives representing an integration of
academic program planning, enrollment management, and budget
priorities. Wide circulation and discussion of the plan is imperative
if the UB community is to support the choices necessary to reach its
goals in an era of scarce resources."
	The Middle States team said the current plan for the North
Campus is "well-conceived, linked to academic priorities, and is being
well executed." 
	It recommended that UB move "as rapidly as possible from an
environment dominated by paper transactions to one where information
is captured, validated and transmitted electronically." It noted the
"significant progress" toward creation of a high speed campus-wide
data network and gave advice on how to improve faculty and student
access to computers. It commended collaborative efforts between the
Libraries and CIT and the Libraries' leadership in collaborating with
other research libraries to mitigate cost increases in books and
journals acquisition, but worried that the Libraries staffing "is
perilously low." 
	The team noted the emphasis in the president's cabinet on
research, public service and urban affairs, and university advancement
and development. "The president's cabinet structure appears reasonable
and the individual officers competent, enthusiastic, as well as
team-oriented," the team wrote. "There is genuine commitment and
support for UB" among members of the UB Council. 
	The team commended the university for its commitment to
private fund-raising and urged the SUNY Trustees to consider tuition
differentials and also enabling UB to retain all tuition income
locally. 
	It noted the "grave concern" on campus over retention and
graduation rates, core curriculum, reorganization and development of
Millard Fillmore College. "The Team believes UB has taken a positive
step by assigning MFC with the new Vice President for Public Service
and Urban Affairs. However, it seems logical that an institution
aspiring to be the flagship university would seriously address the
problems of MFC and expand linkages with nearby educational
institutions, including two-year and four-year SUNY campuses to serve
adults and needs of the community," the team wrote.
	Quality of student life has "improved dramatically" since
1982. Remaining problems center, the team said, " on "congested campus
parking, the need for modernization of campus housing on the South
Campus, class availability and changes in departmental prerequisites
without notice. 
	The team commended the university for "aggressively studying
its Graduate School with a view for reorganization and possibly even
re-engineering" and said UB faculty need to made more aware of and
involved "in design and implementation of a meaningful outcomes
assessment program."
	Describing the "spectacular growth" in sponsored research
since the 1982, the team wrote that it "was also impressed by the
range of collaborative relationship between UB and industry. It is
certain research will continue to be a hallmark of UB."