Past Timeline | Office of the Provost | West Virginia University

Priority 1: Past Timeline

First-level data is collected to determine “health” of each program - Gold Standard Measures

Academic Advisory Committee/Deans review and provide feedback on measures and process

First-level data is reviewed internally by Provost’s Office
Gap analysis is underway to identify programs (both new and existing) that address market opportunities. Data collected to reflect:

First list of programs for future action and further review is created (create, grow, sunset, reduce)
Second-level data gathering begins - Deeper Dive Measures

Cost analysis
Labor force needs
Retention by group category (e.g., first-generation student, under-represented minority students)
Accreditation implications
Faculty productivity
Growth capacity
Contribution to land-grant mission (program level)

Dean/chair/leader is notified of any programs identified for future action and further review (create, grow, sunset, reduce)

Dean/chair/leader begins to develop a Program Review Report for any program identified for reduction or sunsetting – deadline is September 1
Discussions underway with dean/chair/leader to address gap analysis results and gain a better understanding of enrollment and revenue potential

Academic Advisory Committee and Deans Group review and provide feedback on gap analysis

Provost presents at the June 25 Board of Governors meeting:

Work continues on Program Review Reports and gap analysis discussions and implementation planning

September 1: Program Review Reports are due to Provost’s Office.
September 27: Provost’s Office completes review of Program Review Reports and notifies deans of the preliminary recommendation to the Board of Governors.
October 4: Deadline for units to initiate appeals process.
October 11-12: If appeals have been initiated, appeal hearings will be held during this time frame.
October 14: Deadline for the Appeals Committee to notify deans of its decision(s).
October 29: Provost presents recommendations to the Board of Governors.
Board of Governors votes on list of program recommendations for action.

Assess plans to realize growth with respect to viability, needed investment, and prioritization for programs of opportunity in the current portfolio.
Identify opportunities to create academic programming for non-traditional students, such as graduate certificates, badges, continuing education, etc., among programs of opportunity in the current portfolio.

Form task force to capture inventory of programs and assess current status; discuss infrastructure needs to support units; assess new and growth opportunities and conduct benchmarking of other schools’ use of third-party vendors and evaluate as a (temporary) means for increased delivery of non-traditional programming.

Host Academic Innovation Summit to identify new potential programs building on current strengths.
Work with colleges to review new program opportunities with respect to viability, needed investment, and prioritization.

Ongoing program review for bachelor’s programs and terminal and non-professional master’s degree programs

Launch the annual program review process.
Conduct training for APS in September.
Run reporting process through November.
Additional programs of concern will be reviewed by the Provost Office team in January.

Graduate program portfolio review

Conduct Program Portfolio Review process for all non-terminal master’s and PhD programs.
Assess distribution of graduate assistant funding/tuition waivers to ensure alignment with University’s R1 mission and focus on research productivity and areas of excellence.
Revise the guidelines and policy for how graduate student waivers are used across different kinds of graduate programs.

Conduct review of online program offerings to identify growth opportunities.
Assess organizational structure to improve reach and engagement with current and new audiences.