Tufts re-accredited by the NEASC

After a detailed self-study and peer evaluation, Tufts received its re-accreditation from the New England Association of Schools and Colleges (NEASC).

The purpose of accreditation is twofold, according Charles Cook, Director of NEASC's Commission on Higher Education. First, it serves to "give public insurance of institutional quality," and second, as a "self-reflective exercise" it is a guide for future improvement.

According to Cook, Tufts received "as positive a reaction as possible".

There was no real risk of not being accredited, according to President Larry Bacow. "Institutions of [Tufts'] quality are always re-accredited," he said.

NEASC's strategy for accrediting colleges is based on a set of 11 standards, including Mission, Faculty, Physical Facilities, Student Services, Public Disclosure, and Financial Resources.

The Commission's final report noted both the strengths and weaknesses of the University. The strengths include "Substantial expansion of libraries and endowment, goals for need-blind admissions, expansion of library systems, high levels of integrity and transparency."

However, the report also revealed some concerns in terms of housing, advising and maintenance. The report said Tufts housing is "inadequate," and that the "faculty advising and relationship infrastructure is not completely in tune with new collaborative progressive mission." The report also noted a "backlog of maintenance costs."

The institution seeking accreditation or re-accreditation must first prepare a paper addressing each of the standards, and must repeat the process every ten years. Tufts delayed its re-accreditation process for a year because President Bacow had just taken office in 2002 when the process was originally due.

"[It] highlights the astonishing transformation of Tufts from a good New England college to a great university," Gittleman said. "It's a great documented history of where we've come from. The kids are only here four years; they just get snapshots of change. In the last 20 years, Tufts has seen nothing short of a miracle."

The study is an instrument of self-diagnosis rather than of comparison to other institutions, said University Professor Sol Gittleman, who served as provost during two previous rounds of re-accreditation, in 1982 and 1992, and co-chaired the 2003 process.

In preparing its report, Tufts drew together 11 committees to represent each of these standards. The committees were composed of 250-300 faculty, staff, and administrators from all areas of the University.

Once the self-study had been completed, a committee made up of 12-15 representatives from other colleges and universities visited Tufts to perform its own assessment of the standards. James Wright, the president of Dartmouth College, led Tufts' assessment team.

Dawn Terkla, the committee's other co-chair and Executive Director of Institutional Research, highlighted specific areas of Tufts' improvement over the past 10 years, including upgrading of physical facilities, a rise in academic standards and retention rates, and the addition of an undergraduate advising dean.

Gittleman emphasized the role of transparency in the self-study. "You have to address all the issues that are out there," he said.

Bacow said that overall the committee agreed with the study's self assessment and made only minor suggestions.

According to Terkla, areas cited by the evaluating team as foci for further expansion included a master plan for space planning and a restructuring of faculty governance.

In the past, Terkla said, "Tufts' reputation has lagged behind its greatness. [But now] people are beginning to recognize Tufts for what we really are."

The Task Force on the Undergraduate Experience helped the course of the self-study. According to Bacow, "we use[d] the task force as a way of responding" to the requirements of re-accredidation.

Bacow created the Task Force as a way to study the University, and the self-study for re-accredidation, though not directly related, did draw on some of the same information.