USM Board of Regents Approves Report and Implementation Plan to Strengthen Coppin State University
Princess Anne, Md. (June
21, 2013) -- The University System of Maryland (USM) Board of Regents today
approved the report of the Special Review Committee on Coppin State University
and the Committee's implementation plan to improve Coppin State's near- and
The board's approval came during a vote at its meeting at
University of Maryland Eastern Shore, the final meeting of the board before the
2013 fiscal year ends on June 30.
its four months of work, the Committee assessed demographic and societal trends
impacting Coppin, reviewed external and internal audits, and reviewed relevant
data and best practices. The Committee met five times, engaged a wide range of
Coppin's internal and external constituencies, and solicited additional input
from key stakeholders. Also, the Committee held three public hearings.
implementation plan makes many major recommendations centered on three major
goals: 1) increase student retention and graduation rates; 2) strengthen
academic programs and faculty; and 3) improve administrative operations and
plan includes more than 50 activities that address all three goals with proactive, attainable and immediate actions to
impact Coppin's efforts to grow enrollment, improve administration and finance
operations and restructure the academic enterprise.
The 14-member Committee was chaired by Freeman Hrabowski,
president of the University of Maryland, Baltimore County and former vice
president for academic affairs at CSU. It also included elected officials, USM
regents, representatives from the business, state elementary/secondary and
national higher education communities, Coppin State Interim President Mortimer
Neufville and CSU faculty, staff, students, alumni, Board of Visitors and
foundation board members.
work and commitment demonstrated by this special review committee has been
extraordinary," said USM Chancellor William E. "Brit" Kirwan. "Under the
leadership of Freeman Hrabowski, and with the diligent stewardship of Interim
President Neufville during this transitional time, the committee has developed
a strategy that will reestablish Coppin as a vital provider of higher
education focused on student success and to position the university as one of
the nation's foremost Historically Black Institutions."
The implementation plan entails
a total of 50 activities, each aligned under one of the three goals. Each
activity has a time frame for completion, team leaders and specific
is a proud institution with an accomplished history, and it is critical to the
future of Baltimore," Hrabowski said. "As the university evolves, it will be
important to identify existing problems and work systematically to address
them. I am especially appreciative of the care and diligence that each
member of the review committee brought to this collaborative process."
A Continuous Plan Status Review
will occur with detailed progress reports every six months, beginning in
The report and the
implementation plan can be accessed at http://www.usmd.edu/regents/agendas/fb062113p.php,
am pleased the Chancellor and USM's Board of Regents voted to accept Coppin
State University's Implementation Plan," Neufville said. "This plan was
developed with input from a cross section of Coppin's campus including all four
areas of our shared governance leaders to develop the actual implementation
plan to aggressively address the recommendations outlined in the Review
Committee's report. The next step is to mobilize the same spirit of cooperation
and collaboration along with USM's support to execute the actions needed to
move Coppin State forward."
the committee's many findings in the report approved today were the following:
Transfer and older non-traditional students graduate at considerably higher
levels than first-time, full-time freshmen.
Student support services are not well-integrated or adequately focused on
maximizing student success.
Among the student body, there is dissatisfaction with the level of services
provided by the financial aid, bursar, registrar, and admissions offices, and
some faculty members.
- While the university's enrollment declined
3 percent in the past decade, CSU added 20 new academic degree programs,
increased the faculty by 49 percent, and increased the number of administrators
by 92 percent.
While Coppin has an impressive technology infrastructure, the campus does not
take full advantage of this infrastructure, especially in the administrative
and academic areas.
With 700,000 net square feet of academic space, the university is
under-enrolled by approximately 2,000 students.
Private fundraising is inadequate.
Student-athletes have much higher academic success than the general student
The Committee's work included an assessment of demographic
and societal trends impacting Coppin. Committee members also reviewed external
and internal audits, relevant data and best practices. In addition to the three
public hearings, the Committee received written comment, engaged a wide range
of Coppin's internal and external constituencies, and solicited additional
input from key stakeholders. Committee Chairman Hrabowski provided an overview
of the findings and preliminary recommendations to the campus constituency on
May 9, 2013 and then presented the final report to the Board of Regents on May
part of its acceptance of the report, the board requested that Chancellor
Kirwan and CSU Interim President Neufville, in consultation with the Coppin
community, develop an implementation plan for the report's recommendations.
Accordingly, Kirwan and Neufville appointed a team comprising USM Office and
CSU staff to provide oversight, guidance, and feedback on the implementation.
On May 29, 2013, a CSU implementation planning retreat was
held to develop the comprehensive implementation plan. The team consisted of
(31) key CSU and USM staff representatives. A draft report was prepared and
shared with all participants for additional input.
The implementation plan is organized around the report's three
major goals, with specific actions and activities for each. These have been
assigned completion time frames as follows: Immediate-beginning now through
August 31, 2013; Short-Term-June 1, 2013 through December 31, 2013; Mid-Term-June
1, 2013 through June 30, 2014; and Long-Term -over the next five years.
The following are more detailed items surrounding the
three broad objectives of the Coppin State University implementation plan.
Goal #1: Improve Student Retention and Graduation
and Increase Enrollment. A
major component of this goal is to focus on the admission of first-time, full-time traditional students on those who have a
reasonable chance of success and significantly increase enrollment of transfer
and adult students. The university will seek to ensure that CSU student support
services (including admissions; counseling and advising; financial aid; bursar
and student accounts; residential life; registration operations; and student
life) facilitate student graduation.
Goal #2: Strengthen Academic Programs and Faculty. A foundation of this goal is to restructure CSU's academic programs to focus on those of highest
priority for CSU based on student enrollment, market demand, and career
opportunities for graduates and academic ranking.
Goal #3A: Improve Administrative Operations. A foundation of this goal is torestructure CSU administrative organization, offices, and
operations to enhance effectiveness and efficiency, ensure accountability and
internal controls, support critical operational functions and improve critical
business processes and student support services.
Goal #3B: Improve
Shared Governance. The attainment of this goal will be driven by a
practice of improving shared governance by using proven best
practices employed at other USM institutions and CSU's national peers.
"We will maintain this approach throughout the
implementation process, with the Coppin community working in partnership with
the USM Office and other USM institutions to take advantage of the system-wide
resources and expertise," Kirwan said.
Contact: Mike Lurie