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Priority 2

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.

These efforts are focused initially on WVU’s Downtown and Evansdale campuses and will extend to regional campuses in the future. WVU Health Sciences is leading its own transformation process, although HSC faculty and leadership will participate in helping to identify shared areas of growth and opportunity.

Priority 2 Process & Timeline


  • Provost’s Office conducts audit of all academic offerings to identify program or course redundancies and areas for growth and differentiation
  • Audit will be supplemented with internal and external data, such as:
    • Student success markers
    • Enrollment trends
    • Graduation rates
    • Benchmarking data focused on recent mergers, consolidations and configurations at peer institutions
  • Provost’s Office will review data and develop initial recommendations on mergers and restructuring opportunities


  • Academic Advisory Committee and Deans Group review and provide feedback on preliminary restructuring process and potential growth opportunities


  • Deans are notified of any potential impact to their units related to mergers or restructuring
  • Deans communicate potential changes with constituents in their units
  • Units begin creating taskforces to address proposed mergers or restructuring opportunities. Taskforces will include faculty, staff, students and other relevant constituents, as needed. Work of the taskforce will be reported back to the Provost’s Office periodically.


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


  • Begin implementation plan for short-term mergers or restructuring efforts

Fall 2021 and Beyond

  • Continue discussions with academic units regarding implementation plans for any longer-term mergers or restructuring efforts