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Priorities

Priority 1

Identify current and new academic programs with growth potential

To attract new students to the University and further differentiate the institution, WVU must identify opportunities to grow existing programs and create new ones that will meet the demands of our students and the marketplace.

In order to see where those opportunities are, we must assess the overall “health” of our undergraduate, online and professional master’s programs and academic services.

Beginning with the Morgantown campus, we will review and analyze both internal and external quantitative data – such as enrollment numbers and trends, student success markers, program contribution to the R1 mission, and job opportunities for our graduates. We will also consider qualitative factors, such as the uniqueness of the program or its particular value to the University’s land-grant mission.

We will also utilize student interest data along with external benchmarking and industry data to help identify gaps in our academic portfolio that represent opportunities to launch new academic majors and programs to meet student and industry demands.

Programs that intentionally address issues of diversity and inclusion in their curriculum will receive special consideration, as well as those that enroll and retain higher numbers of under-represented students, minoritized students, first-generation students, and students who are financially disadvantaged.

This approach will enable us to make informed decisions regarding which programs the University should continue to offer and where to reinvest resources to support areas of growth and opportunity.

Priority 2

Identify opportunities for new academic structures

In order to leverage the University’s resources and realign them to strengthen areas poised for growth, we will conduct a thorough review of programmatic and course offerings across WVU’s campuses beginning with the Morgantown campus.

In addition to identifying program or course redundancies, we will investigate potential programmatic or administrative organizational mergers with the goal of reducing administrative costs and generating collaborations and innovation, while creating new opportunities for growth and differentiation.

We will utilize a complete audit of all academic offerings at WVU, coupled with additional internal data, such as student success markers, enrollment trends and graduation rates, as well as external benchmarking data focused on recent mergers, consolidations and configurations at peer institutions.

This approach will enable us to make informed decisions on how to best capitalize on University resources and expertise and reinvest resources to support areas of growth and opportunity.

Priority 3

Identify instructional efficiencies

To be a more financially responsible University, while still continuing to meet the needs of the students and communities we serve, WVU must develop policies and practices that both support students’ success and degree progress and make best use of our instructional capacity.

By reviewing internal data, such as class fill rates, number of sections offered over time, section maximum capacities, classroom utilization, and instructional capacity, we will develop and recommend new policies and practices that improve our course planning across the academic enterprise.

This approach will enable us to make informed decisions on how to best capitalize on University resources and expertise and reinvest resources to support areas of growth and opportunity.