Page 5 - Alcorn - The University Magazine: Fall, 2013

A Great University
Alcorn’s 18th President, M. Christopher Brown II, has a clear vision for the University he leads. “Our goal is to be known not only as a great HBCU, but as a great University,” he says with Alcorn pride.
To get there, he has a plan — and the backing of Alcorn’s proactive administration, faculty, and sta . Together, they have set out to strive for uncompromising excellence in four distinct areas: Academics, Athletics, Agriculture, and Accessibility of Alcorn resources to the greater com- munity. Here’s how it’s working.
Excellence in Academics
More Students
Alcorn is attracting more students than ever before. In 2012, the University had the great honor of celebrating the gradu- ation of its largest and most diverse student population to date, with more than 800 degree applications received. at same year, Alcorn recognized 203 President’s Scholars and 670 Dean’s Scholars in the spring Honors Convocation.
New Flexible Program
As more and more students enroll in Alcorn, the University continues to update and expand its o erings to help them thrive in our competitive global economy.
Recently Alcorn added the Master of Science in Applied Sci- ence and Technology Program, where students can earn a technical master’s level degree and bachelor’s degree in a con- densed ve-year period. Weekend, evening, and online courses add to the program’s exibility.
Business School Achieves Higher Accreditation
In addition, the Accreditation Council for Business Schools and Programs awarded its prestigious candidacy certi cate to the Alcorn School of Business, a distinction shared by only 400 business programs worldwide.
Evaluation of Deans with Faculty Input
Historically at Alcorn, faculty have had limited input in the deans’ review and continuance. Last year, President Brown changed that. He put together a faculty and sta senate to weigh in on the issue, tapping Dickson Idusuyi as faculty sen- ate president and Donna Hayden as sta senate president.
is commitment to transparency and cooperation has resulted in cost-e ective and nurturing solutions that elevate academic quality, such as the decision to evaluate all deans regularly. Deans were asked to compete for their positions with a pool of applicants. After careful consideration, the Dean of Gradu- ate Studies position was eliminated so that graduate students’ needs could be handled through their respective departments.
Purple & Gold
3 I Fall 2013