Howard University Presidential Commission On Academic Renewal (PCAR .


Howard UniversityPresidential Commission onAcademic Renewal (PCAR)PCARDefining theHowardUniversity ofthe Future

PCAR Leadership TeamAlvin Thornton, Ph.D. Chair, PCARKimberly Jones, Ph.D. Chair, Undergraduate Work GroupJules Harrell, Ph.D. Chair, Graduate Work GroupOkianer Christian Dark, Esq. Chair, Graduate Professional Programs Outside the Health SciencesDuane Smoot, MD Chair, Graduate Professional Programs Health Sciences2

President Ribeau’s Vision for the Future of Howard UniversityContinues to OfferTeaching &Programs ofExemplary QualityContinues to Rankas a NationalLeader in ScholarlyProductivityIs SustainableFinancially andEnvironmentallyEmploys BestPractices inAdministrativeOperations andServiceHas anInternationalFootprint inAcademic &Research Activity(Faculty &Students)HowardUniversityIs a Leader inFormation ofNational Policies ofRelevance toAfrican AmericansHas a PreferredEducation, Physicaland CulturalEnvironmentContinues to be aLeader inImproving theQuality of Life forUnderservedCommunities3

Objectives of the Academic Renewal Initiative1. Identify, Develop and Support Academic Programs of Excellence and Distinction2 Align Resource Allocation with Academic Priorities3. Enhance Operational Performance4. Enhance the Howard University Brand4

Path to Achieving Presidential Vision: The PCAR ProcessPCAR, Using Results of itsAnalysis and Input Receivedfrom University Community,Prepares a Report of itsRecommendationsPresident Articulatesa Vision and FormsCommission onAcademic Renewalto MakeRecommendationson the University’sAcademic ProgramsPCAR Engages UniversityCommunity by Sharing FinalReport Recommendationsvia Public Town HallMeetings, Faculty Retreats,Alumni Meetings, StudentGovernment Meetings andthe InternetPCAR FinalizesRecommendations andProvides Final Report tothe PresidentPresidential Commissionon Academic Renewal(PCAR) Formulates andImplements Plan andProcess for Analyzing andEvaluating Each ExistingProgram Offering atHoward UniversityInvolving Faculty,Students, Staff, andAlumni5

General Support Required for Academic RenewalFaculty RenewalInfrastructure Support6

Elements Required for Faculty RenewalEncourage andRespectEffectiveParticipation inSharedGovernanceIncentivizeGoodDepartmentaland UniversityCitizenshipIncentivize,Identify &RemoveBarriers toProductivityInstitutionalizeBest Practices &InformalInteractionswith StudentsRewardProductive andEngaged FacultyFacultyRenewalReenergize aCulture ofExcellence inFaculty,Students andAdministrationProvide tyEvaluations andLink to Merit7

Elements Required for Staff and Infrastructure (PeopleSoft,Banner, etc.)Adequate FiscalResourcesModernizedAcademicFacilities &Residence HallsUtilize BestPractices inAdministrationto nt &EffectiveSponsoredProgramsAdministrationEnhanced andNewTechnologyModernizedTeaching &ResearchLaboratories,Studios &ClassroomsEnhancedCompetitivelyCompensatedand TrainedAdministrativeStaff Support8

Summary of PCAR RecommendationsThe Undergraduate Work Group evaluated 53 undergraduateacademic programs and approved recommendations calling for: (1)a new Center for Academic Excellence; (2) a revised undergraduatemodel, including a common first year experience for allundergraduate students; (3) faculty-led curriculum reform; (4)increased interdisciplinarity; (5) improved University systemsperformance; and (6) faculty renewal. It recommended a numberof program mergers, consolidations and transformations affectingthe following existing or potential programs: Master ofTheological Studies; African Studies; Architecture; Art and FashionMerchandising; Interior Design; Philosophy; Classical Civilization;Hospitality Management; World Languages (Latin, Greek, German,Spanish, French, and Russian); and Sports Management. Inaddition, the Work Group recommended the creation of anInternational Comparative and Area Studies Program.9

Summary of PCAR RecommendationsThe Graduate Programs Work Group recommendedacademic program mergers, consolidations andtransformations affecting 13 graduate programs, theelimination of 3 graduate degree programs and asignificant reduction in the number of doctoral levelconcentrations. The Graduate Work Group alsorecommended that the university modify theadministrative structure governing the delivery ofgraduate education to realign the functions of theGraduate School and individual schools and collegeswhere graduate programs are housed. The GraduatePrograms Work Group evaluated the university’s 35graduate programs.10

Summary of PCAR RecommendationsThe Professional Programs (outside the HealthSciences) Work Group evaluated the university's 28graduate professional programs outside the HealthSciences and recommended mergers, consolidationsand transformations affecting 3 programs; 4 programeliminations; 1 program addition; and 21 other generalprogram change recommendations. The Grouprecommended increased collaboration acrossprofessional programs in the form of joint degrees,research, and other special initiatives; and a programperformance accountability framework to which allprofessional programs should be held accountable.11

Summary of PCAR RecommendationsUsing the PCAR evaluative criteria, the Health Sciences Work Groupevaluated 13 programs in the Colleges of Dentistry, Medicine, andPharmacy, Nursing and Allied Health Sciences. It recommendedadditional interdisciplinary programming and collaboration acrossprograms; reorganization of the Health Sciences colleges andschools; development of centers and committees to facilitateresearch and student development; and additional physical facilitiesto support academic programs. The Work Group recommended thatthe College of Pharmacy, Nursing and Allied Health Sciences beseparated into three separate colleges, and the Division of AlliedHealth Sciences renamed the College of Health Professions. TheGroup did not recommend the elimination of any of the 13 HealthSciences academic programs, but recommended the merger orconsolidation of selected programs. In collaboration with theProfessional Programs (outside the Health Sciences) Work Group,the Health Sciences Work Group recommended a programperformance accountability framework to which all Health Sciencesprofessional programs should be held accountable12

Howard UniversityPresidential Commission onAcademic Renewal (PCAR)Academic Modelsfor theDelivery ofUndergraduate,Graduate &GraduateProfessionalPrograms

Framework for Developing Recommended Academic ModelsMust Effectively Serve an Academically Diverse Student PopulationMust Support and Sustain Academic ExcellenceMust Identify and Replicate Existing Best Practices University-wideMust Institutionalize, Enhance and Support Current and Future Faculty CollaborationMust be Anchored in Faculty and Student Collaborations in Teaching, Learning, Service and Research in anEnvironment Characterized by Interdisciplinary Linkages, International Awareness, and Intellectual and Serviceoriented LeadershipMust Be Anchored in Criteria that can be Regularly Evaluated and Assessed14

Academic Models PCAR Work Group Recommendations15

Undergraduate Work Group MembershipKimberly Jones, Ph.D. College of Engineering, Architecture &Computer Sciences, Work Group Chair Greg Carr, Ph.D., College of Arts & Sciences Angela Cole, Ph.D., College of Arts & Sciences Constance Ellison, Ph.D., Graduate School (School of Education) Rochelle Ford, Ph.D., John H. Johnson, School of Communications Joseph Fortunak, Ph.D., College of Pharmacy, Nursing & Allied Health Sciences Brandon Harris, President, Howard University Student Association Daryl Harris, Ph.D., College of Arts & Sciences Wilfred Johnson, Ph.D., School of Education Alma Kemp, Howard University Staff Support Organization Valerie Lawson, Ph.D., School of Education Norman Sandridge, Ph.D., College of Arts & Sciences Joseph Selmon, College of Arts & Sciences Jeanne Toungara, Ph.D., College of Arts & Sciences John Trimble, Ph.D., College of Engineering, Architecture & Computer Sciences16

Howard University Undergraduate Educational EnvironmentLearning Outcomes andCompetencies are Cumulative& CollectiveFaculty areRenewed andAble to AccessInternal ,Activism andInternationalExperiencesInterdisciplinary LearningOpportunities Exist17

Academic Model for Delivering Undergraduate Education18

Educational Foundation for Delivering Undergraduate EducationCenter forAcademicExcellenceCommon1st YearExperienceLearningOutcomes– 1st YearExperience19

Center for Academic Excellence*Entering Student Assessment:English, Math EntranceProficiencyGeneral Education CoursePlacementCoordination of University-wideEfforts for All Students:University Honors ProgramsCoordination of Summer BridgeAcademic Offerings for EnteringStudentsAcademic AdvisingCareer CounselingSummer SchoolSpecial Student ServicesHowardUniversityUndergraduateStudents20

Common 1st Year ExperienceCommon Experiences:Increased Interaction with FacultyOutside ClassroomResearch Brown Bag LunchesLearning CohortsCareer CounselingFirst Year Freshman Seminar (HU-101):Introduces Basic Research & Study SkillsIntroduces Full-Range of AcademicProgram OfferingsBegins 4-Year Portfolio(Formative & Summative)Offers a Common Text Experience(across all Schools/Colleges)The Freshman Seminar isCollaborative/Interdisciplinary1st YearStudents21

Learning Outcomes – 1st Year ExperienceDeterminationof SpecificLearningOutcomesDeterminationof entAdvances to 2ndYearAssessment bythe Center forAcademic forExcellence22

Undergraduate Education - Profile of a Howard University GraduateHas a Proficiencyin World/GlobalLanguagesHas Computationand AnalyticalSkillsHas a GlobalConsciousnessHas anAppreciation forActivism andServiceIs aTheHowardUniversityGraduateCritical ThinkerCommunicatesWell Orally and inWritingHas a Knowledgeof LeadershipSkillsIsHas aCulturallyKnowledgeable &SensitiveKnowledgeIsofEntrepreneurshipEthically Aware23

PCAR Work Group Recommendations24

Graduate Work GroupJules Harrell, Ph.D. College of Arts & Sciences, Work Group Chair Kirk Adair, President, Graduate Student Council Charles Betsey, Ph.D., Graduate School Florence Bonner, Ph.D., Research & Compliance Kimberley Freeman, Ph.D., School of Education Gregory Jenkins, Ph.D., College of Arts & Sciences James Mitchell, Ph.D., College of Engineering, Architecture, & Computer Sciences Joan Payne, Ph.D., John H. Johnson School of Communications Rosemary Pearson, Howard University Staff Support Organization Lewis, Siegel, Ph.D., Duke University John Slaughter, Ph.D., University of Maryland College Park Sonya Smith, Ph.D., College of Engineering, Architecture, & Computer Sciences Peter Sola, Ph.D., School of Education William Southerland, Ph.D., College of Medicine Charles Verharen, Ph.D., College of Arts & Sciences25

Howard University Graduate Programs Academic EnvironmentEnrollmentManagementAdmissions andFinancial ServicesSupportGraduate ProgramsGraduate SchoolStandards,PerformanceTracking, ProgramSupport(Individual ��s OfficeRecruitment ,InterdisciplinarySupport, GrantsPolicies, uitment , GrantsAdministration,PerformanceTracking26

Graduate Programs – Functional OverviewParent School/CollegeGrantsAdministrationVice Provost forGraduate Studies &Dean of the GraduateSchoolGraduate Handbookand StandardsProgram ReviewsTracking FacultyProductivityStudent ServicesStudentRecruitmentSpecial FundedProgramsProvostResources forRecruitment andResearchIndirect CostPolicies27

Enabling Graduate EducationParentCollege/SchoolVice Provost forGraduate Studies& Dean of theGraduate SchoolProvost Responsible for Recruitment, Admissions, Mentoring, Retention of GraduateStudents Writes grants, facilitates faculty productivity in funded grants and othersponsored research Tracks Performance ,in concert with the Graduate School, of faculty scholarlyproductivity in graduate programs Reviews, approves and coordinates interdisciplinary programs Develops and Maintains Graduate Programs Handbook Oversees certificate programs, candidacy, dissertation/thesis guidelines andfinal acceptance Recruitment in concert with Parent College/School and the Chief OperatingOfficer Allocation of Teaching Assistants Responsible for International Programs, Scholarships and Fellowships Responsible for Student Advocacy and Quality of Graduate Student Life Enhance performance tracking, professional development, research ethics and complianceand research activities for faculty and students Provide increased resources to recruit students at discipline-specific conferences andconventions In concert with the Graduate School and the Parent College/School, provide guidelines andcriteria for faculty providing graduate instruction, chair dissertation committees and serveas external reviewers on dissertations Review indirect cost policies and allow programs to benefit from faculty productivity28

Graduate School Governance Structure29

PCAR Work Group Recommendations30

Graduate Professional Programs Outside the Health Sciences Work GroupOkianer Christian Dark, Esq., School of Law, WorkGroup Chair Sandra Crewe, Ph.D., School of Social Work James Craigen, School of Social Work Bette Davis, Howard University Staff Support Organization Kortright Davis, Ph.D., School of Divinity Norman Jenkins, Alumni, Capstone Development Corporation Marie Johns, Chair, Academic Excellence Committee, Board ofTrustees Warner Lawson, Esq., School of Law Samuel Paschall, School of Business William Roberts, Howard University Student Association31

Initiatives to Improve the Educational Quality of Howard University GraduateProfessional ProgramsIncreasedAdministrativeFlexibility &AutonomyTargetedInvestment inFaculty,Students Staff,Facilities andTechnologyHighlyCompetitive& NationallyRecognizedProgramsAggressiveRecruitment &Support of yOpportunitiesand Supports32

A Profile of Howard University’s Graduate Professional ProgramsFully tResearch &Artistic nalLicensing &CertificationCommunityEngagementRegular ProgramEvaluation andOutcomesAssessments andFeedback33

PCAR Work Group Recommendations34

Graduate Professional Programs Health Sciences Work GroupDuane Smoot, MD, College of Medicine, Work Group Chair Monika Daftary, Pharm.D, College of Pharmacy, Nursing & Allied Health Sciences Mary Hill, D.S.N., College of Pharmacy, Nursing & Allied Health Sciences Allan Johnson, Ph.D., College of Pharmacy, Nursing & Allied Health Sciences Krishna Kumar, Ph.D., College of Pharmacy, Nursing & Allied Health Sciences Roberta McLeod, Howard University Staff Support Organization Robin Newton, MD, Office of the Senior Vice President for Health Sciences Langston Smith, DMD, College of Dentistry Veronica Clarke Tasker, Ph.D., College of Pharmacy, Nursing & Allied HealthSciences Alvin Thomas, MD, College of Medicine Eric Walters, Ph.D., Chair, Faculty Senate (College of Medicine)35

Health Sciences Functional ModelPre-HealthProfessionalsCenterCollege ofDentistryClinical EducationCoordination CenterCollege ofPharmacy(Rotations, ClinicalSkills/Simulation Labs,Contracts/Resources)Health SciencesResearch Committee& Univ. CoordinationCollege ofMedicine(OSP, IRB,Compliance)Health SciencesBasic ScienceEducationCommitteeCollege of HealthProfessionsCollege ofNursing36

Recommendation: Reorganization of Health Sciences CollegesHealth SciencesCenter for ClinicalEducationCollege of DentistryCollege of MedicinePre-HealthProfessionals CenterCollege of PharmacyCollege of NursingCollege of HealthProfessions37

Recommendation: Reorganization of Health SciencesAdministrative Support StructureHealth SciencesCenter for Clinical EducationRotations, Patient OrientedClinical Training, Clinical SkillsLaboratory, SimulationLaboratoryResearch CoordinationOffice of Sponsored Programs,Institutional Review Board,andComplianceBasic Science EducationCommitteePre Health ProfessionalsCenter38

Howard UniversityPresidential Commission onAcademic Renewal uate, GraduateProfessional Programs –Outside the HealthSciences & GraduateProfessional Programs –Health Sciences

PCAR Criteria for Evaluating Academic ProgramsTie to Mission& EnrollmentResearchAcademicCentrality &Necessity40

PCAR Work Group Recommendations41

Undergraduate Program RecommendationsActionAcademic solidationsand TransformationsCOAS/African StudiesFaculty members in theAfrican Studies UG majordevelop a plan tostrengthen program orwork with faculty in otherarea studies programs tocreate linkages inproposed ICA program.African studies UGprogram has low studentenrollment and does notbenefit from potentiallinkages with similarAfrican-related content inother departments inCOAS.ProgramMergers/Consolidationsand lty should develop astrategic plan for either 1)remaining in CEACS with amore computational focus or2) moving to Division of FineArts with more focus ondesign.CommentsArchitecture could havestrong linkages to eitherCEACS or Art, depending onthe focus of the faculty.42

Undergraduate Program RecommendationsActionAcademic ers/Consolidationsand TransformationsCOAS/ArtArt History has a strongtradition and legacy atHoward University;however the program hassuffered recently andshould be revitalized.Department should writea strategic plan withspecific needs and goalsto achieve excellencewithin the next 5 years.ProgramMergers/Consolidationsand TransformationsCOAS/Art/FashionMerchandisingThe BA in Art Historyshould be reinforced withstrategic hires andtargeted recruitment inthe field of Art History inorder to strengthen theprogram and make it aneven moreinterdisciplinary programemphasizing theinterconnectedness withhistory, modern worldcultures and thehumanities.Faculty in this departmentshould consider closerlinkages with theMarketing program in theSchool of Business.Students in this programtake many courses inMarketing (and viceversa).If the Art departmentfaculty wishes toemphasize fashion design,the concentration shouldremain under the BFAprogram in Art. Faculty inthis department mustwrite a justification foreither decision and submitto the administration.43

Undergraduate Program RecommendationsActionAcademic lidationsand TransformationsCOAS/Art/Interior DesignThe faculty members ofthis program shouldengage in conversationswith members of thefaculty in the School ofArchitecture to determinewhether consolidation,cross-listing courses, orother methods could beimplemented to allowthese programs to bemore closely engaged.The design related aspectsof this program appear tobe closely related toarchitectural design.ProgramMergers/Consolidationsand TransformationsCOAS/PhilosophyThis department shouldconsider methods tostrengthen enrollment,academic quality andfaculty productivity.This department suffersfrom low enrollment andfew options forsustainability with statusquo.CommentsThe Work Grouprecommendsconsolidation of thisprogram with ClassicalCivilization and adding aReligious Studiescomponent, however thefaculty members inPhilosophy areencouraged to provide analternate plan forstrengthening thisprogram within the nextfive years and submit tothe administration.44

Undergraduate Program RecommendationsActionAcademic gers/Consolidationsand TransformationsCOAS/Classical CivilizationThis department shouldconsider methods tostrengthen enrollment,academic quality andfaculty productivity.This department suffersfrom low enrollment andfew options forsustainability with statusquo.The Work Grouprecommendsconsolidation of thisprogram with Philosophy;however the facultymembers in ClassicalCivilization areencouraged to provide analternate plan forstrengthening thisprogram within the nextfive years and submit tothe administration. Latinand Greek taught tosupport the Classicsofferings should be crosslisted with WorldLanguages.ProgramMergers/Consolidationsand te the programwith the Managementprogram in the School ofBusiness.The quality of theprogram and future ofgraduates were ofconcern.45

Undergraduate Program RecommendationsActionAcademic gers/Consolidationsand TransformationsCOAS/World Languagesand Cultures/Latin, Greek,German, Spanish, French,RussianPrograms should beconsolidated within theDepartment of WorldLanguages and Cultures.Many of the languageprograms suffer from lowenrollment, and lowoptions for sustainability.Language courses fromthese programs shouldcontinue to be taught,however programs shouldbe consolidated. A newmajor with a broaderbased approach (beyondlanguage specializations infour areas) with a uniquecurriculum in WorldLanguages and Culturesshould be developed bythe faculty. Spanish andFrench could continue asmajor programs shouldDWLC decide to do so.ProgramMergers/Consolidationsand TransformationsCOAS/HHPLS/SportManagementFaculty should considerconsolidating the LeisureStudies/SportManagement programwith the Managementprogram in the School ofBusinessThe program focus seemscloser to a managementspecialization.The faculties in eachdepartment (HHPLS andMarketing) shouldexamine the feasibility ofthis recommendation.46

Undergraduate Program RecommendationsActionAcademic ProgramsProgram AdditionProgram AdditionCOAS/International,Comparative and AreasStudies ProgramRecommendationsRationaleExtend Africana Studies toprovide programs at theMA and PhDThe existing AfroAmerican Studies programshould be restructuredwithin this new programwith dedicated facultylines to support thetheoretical andmethodological thrust ofthe field. As anInterdepartmentalProgram, it will includeguaranteed jointappointments in criticalrelevant disciplines.Create anInterdepartmentalProgram in international,comparative and areastudiesThis program would drawfaculty from acrosscampus by offering anincentive of guaranteedjoint appointments inrelevant other disciplines.For instance faculty fromthe Modern ForeignLanguages and Culturedepartment may have ajoint appointment inanother department.Comments47

PCAR Work Group Recommendations48

Graduate Program RecommendationsActionAcademic ProgramsRecommendationRationaleCommentsProgram Mergers,Consolidations &TransformationsMass Communicationsand Culture andCommunicationsMerge these programsinto one doctoral grantingunit.The programs arecurrently strong andviable. However, mergingthem will enhance bothconcentrationssignificantly.The recommendationsupports faculty-initiatedefforts currentlyunderway within theSchool of Communcations.Program Mergers,Consolidations &TransformationsNutritional SciencesReorganize the programso that interdisciplinarydoctoral training with aconcentration in nutritionis offered within theproposed program in theHealth Sciences.Currently, laboratoryspace is lacking and thereare too few activeresearchers to offercutting-edge doctoraleducation.This is an essential area ofstudy in the healthsciences. Promisedlaboratory space has notbeen provided and theunit should be permittedto fill faculty lines that willsoon be vacated byretirements.Program Mergers,Consolidations &TransformationsAnatomy, Biochemistry,Physiology andBiophysics, HumanGenetics, Pharmacology,Micro Biology *Reorganize theseprograms into a singledegree program inBiomedical Sciences.The required investmentin laboratory upgradesand increasing of facultycapacity in the basicsciences should be acoordinated enterprisewithin the existing units.The faculty will determinethe areas of concentrationthat will exist within thisnew degree program.This reorganizationrequires a commitment tothe upgrading oflaboratory facilities.49

Graduate Program RecommendationsActionAcademic ProgramsRecommendationRationaleCommentsProgram EliminationsModern Languages andLiteratureDiscontinue offering ofMasters of Arts degrees inthis area.Low enrollment and a smallcritical mass of researchand mentoring faculty havereduced the effectivenessof the program.Program EliminationsHuman Development andPsycho-educationalStudiesDiscontinue terminalMaster’s of Arts DegreesThe relatively small numberof faculty in this area isspread across a wide gamutof programs. Thisrecommendation will allowthem to focus efforts ondoctoral training.Scholarly work onlanguages would be anasset in many researchprograms at the Universityincluding African Studiesand planned research inAfricana studies andcryptology. Scholars in thisdepartment areencouraged to seekcollaborations with otherunits.The closing of thesemasters programs hasbeen coordinated withPCAR recommendationsfrom other committeesthat urge the reduction ofthe number of degrees itnow offers.Program EliminationsHealth HumanPerformance and LeisureStudies (HHPL)Discontinue the Masters ofScience program within theexisting unit in the Schoolsof Business and Medicine.Graduate training andresearch efforts in HHPLshould be organized underexisting and planned units.Important research andsophisticated laboratoriesexist in this unit.Investigators are nowcollaborating in researchacross campus, andattempts to merge effortswith existing doctoral50programs are underway.

Graduate Program RecommendationsActionProgram AdditionsGeneral ProgramRecommendationsAcademic ProgramsAfricana StudiesRecommendationSupport the additionof a doctoral degree inAfricana StudiesPruning ofconcentrations withinprogramsThe graduatecommittee urges thatprograms reduce thenumber ofconcentrations thatare offered withintheir units inaccordance withenrollment trends andacademic bestpractices.RationaleThis interdisciplinarydegree would takeadvantage of HowardUniversity’s uniquecapacity for doctoralstudies of continentaland Diaspora Africanpopulations.Concentrations withindoctoral programstend to proliferateand then persistthrough inertia. Theirstatus should bereviewed periodically.CommentsThis supports arecommendationfrom theUndergraduateCommittee of PCAR.It is essential thatfaculty reduce thedemands on resourcesstemming from toomany concentrationsand constantly ensurethat divisions withingraduate programsfacilitate training atthe highest levels.51

Graduate Program RecommendationsActionGeneral ProgramRecommendationsAcademic ProgramsGraduate and otheradministrative supportofficesRecommendationA series of recommendationsrequest that greaterautonomy be granted to thegraduate programs as theydevelop and execute doctoraleducation. They will leadother units in providingsupport services to theincreasingly interdisciplinaryprograms.Annual program productivityperformance tracking ofprograms in the GraduateSchool should be increasinglydriven by external data andbenchmarks, e.g., AcademicAnalytics. Additionally, theGraduate School shouldengage in periodic programreview of graduate programsto ensure continuity andconsistency of graduateeducation. This will includethe use of both internal andexternal benchmarks.RationaleThe health, political, andeconomic crises people ofAfrican descent face inmany parts of the worldwill be solved by researchconducted within aninterdisciplinaryframework. Programs willrequire greater autonomyto set research agendasand establishcollaborations.CommentsThe recommendations callfor a creative, heuristicclustering of graduateprograms whereadministrative unitssupport the researchefforts of faculty withinand across disciplines.52

PCAR Work Group Recommendations53

Graduate Professional Programs Outside the Health Sciences RecommendationsActionAcademic ProgramsRecommendationRationaleCommentsProgram Mergers/Consolidation/TransformationMaster of Arts in ReligiousStudies (MARS)School of DivinityTransform the MARSdegree to a MTS (Masterof Theological Studies)effective Fall 2012The MTS degree is morecontemporary and abetter fit with proposedDoctorate model andundergraduate degree inReligious Studies (seeundergraduate programsWork Group report).Students indicated thatthe MARS program is notsufficiently challengingand focus of the programis not well defined.The MTS program enablesstudents to exploredeeply and broadly thelanguages, literatures,thought, institutions,practices, normativeclaims, and structures of avariety of religioustraditions. It also enablesthem to think critically,with sophistication andself-awareness, about thescholarly study of demic life/mts.html54

Graduate Professional Programs Outside the Health Sciences RecommendationsActionAcademic ProgramsRecommendationRationaleCommentsProgram Mergers/Consolidation/TransformationDoctor of Ministry/Schoolof DivinityTransform Doctor ofMinistry(DMIN) degree to a Religious Studies withthe following possibleareas of emphasis: (a)African AmericanReligious Studies; (b)Ethics and Public Policy;(c) Biblical and (d) IslamicStudies). The DMIN willbe phased out in Fall2012.The African AmericanPresidents/Deans Councilof the Association ofTheological Schoolsunanimously supports theposition that HowardUniversity is the bestplace for a PhD programin religion and theology.This organ

Undergraduate Education - Profile of a Howard University Graduate. The Howard University Graduate. Has a Proficiency in World/Global Languages. Has a Global Consciousness Has an Appreciation for Activism and Service Has a Knowledge of Leadership Skills Has a Knowledge of Entrepreneurship Is Ethically Aware Is Culturally Knowledgeable & Sensitive