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Past Timeline

Priority 1: Past Timeline

February-March 2021

  • First-level data is collected to determine “health” of each program - Gold Standard Measures
    • Headcount percentage growth in majors
    • Headcount in majors
    • Student credit hour generation
    • Percentage of first-time students
    • Retention rate
    • Degrees earned
    • Degrees conferred
  • Academic Advisory Committee/Deans review and provide feedback on measures and process

April 2021

  • 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:
    • Student interests
    • Employer needs
    • Competitive academic landscape
  • 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)

May 2021

  • 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

June 2021

Provost presents at the June 25 Board of Governors meeting:

  • Academic Transformation Program Review process and timeline update
  • Regular five-year BOG Program Review recommendations
    • Overview of all programs discontinued through past processes
  • Gap analysis and programs identified to grow or create
  • Academic mergers and restructuring recommendations
  • Instructional efficiencies
  • Results of advising audit
  • Faculty rewards and recognition update and implementation timeline
  • Student success initiatives and implementation timeline
  • Non-terminal master’s and PhD program review process update

July-August 2021

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

Fall 2021-Spring 2022 

  • Programs of concern
    • 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.

  • Programs of opportunity 
    • 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.

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