ACADEMIC PROGRAM
REVIEW
VISION 2020
The New Gold Standard of
University Performance
Board of Trustees:
Academic Affairs and Student Success Committee
Mike Sherman
Chand Midha
March 11, 2013
Pathways to Success will Achieve Vision,
Mission, and Aspirational Goals
The University of Akron Vision
…to set a new standard for public research universities in
adding economic value and enriching lives.
The University of Akron Mission
…to ensure student success and leverage our region’s unique
assets in the creation of knowledge and application of research
that benefits humankind.
Academic Implementation
Academic Program Review
Internal reallocation of resources
Data informed
Achieving Distinction
Strategic allocation of resources
Transinstitutional interdisciplinary collaborations
Pathways to Success
 The Akron Experience:
Academic & Inclusive
Excellence
 Global Relevance
 Interdisciplinary Clusters of
Entrepreneurial Innovation
 Connectivity for Economic
Vitality
 Community and Campus
Enhancement &
Engagement
 Diversified Revenue to
Support Growth
2
Ensuring Academic Excellence
Informed by Academic Program Review Outcomes
Invvest
Converge,
Disinvest
Sunset
Maintain
Invest
Move $ to Maintain and Invest
3
Achieving Academic Distinction
(Interdisciplinary Clusters of Entrepreneurial Innovation)
Regional Solutions
–urban life
-education
Liberal
Education
Talent Development
-human condition
-entrepreneurship
Partners: UPA, ABIA,
Industry
Partners: UPA, APS, SEI
Human
Condition
Health
Science &
Technology
Innovation
-community
health/accountable care
-simulation/clinical
research
Partners: ABIA
Innovation
Technologies
-advanced materials &
devices
-advanced energy
Partners: ABIA, Industry
Connectivity for Economic
Vitality
4
The Program Review Process …
 Is data driven based on:
 Student related benchmarks
 SCH’s
 Headcounts
 Degrees
 Faculty related benchmarks
 Sections taught
 SCH’s generated
 Research Expenditures
 Input from all academic units
 Meetings with department
chairs/school directors
 Goal – provide actionable
recommendations to Provost to help
guide decision-making.
5
Sample Datasheet
Sample Datasheet
2007-08
2008-09
2009-10
2010-11
2011-12
337
404
438
491
483
13.7%
13.7%
12.0%
12.8%
11.7%
42
36
26
40
41
70
60
69
72
79
% UA headcount earning degrees
12.5%
8.9%
5.9%
8.1%
8.5%
% Ohio headcount earning degrees (excl UA)
21.9%
15.9%
17.0%
15.5%
17.3%
33
43
49
67
53
4.1%
6.3%
6.0%
7.0%
5.8%
11
10
9
6
22
12
21
18
26
27
% UA headcount earning degrees
33.3%
23.3%
18.4%
9.0%
41.5%
% Ohio headcount earning degrees (excl UA)
35.3%
50.5%
37.8%
40.5%
51.8%
11
12
5
18
21
2.6%
2.5%
0.8%
2.8%
3.1%
UA - Doctoral Degrees
3
4
2
0
1
Min expected degs based on state proportion
2
1
1
2
2
% UA headcount earning degrees
27.3%
33.3%
40.0%
0.0%
4.8%
% Ohio headcount earning degrees (excl UA)
16.5%
10.6%
11.8%
11.7%
11.9%
UA - UG Headcount (All Majors)
PERCENT OF OHIO UG MAJORS
Undergrad Majors UA - Bachelor's Degrees
and Degrees
Min expected degs based on state proportion
UA - Master's Headcount
PERCENT OF OHIO MASTER'S MAJORS
Master's Majors UA - Master's Degrees
and Degrees
Min expected degs based on state proportion
UA - Doctorate Headcount
PERCENT OF OHIO DOCTORAL MAJORS
Doctoral Majors
and Degrees
Sample Datasheet
$50,235
$75,289
$5,000
$56,390
$32,350
$69,230
$12,345
$5,000
$58,340
$26,786
$100,456
$67,000
$128,744
$80,439
$10,000
Program Review Timeline (2008-Present)
Possible Outcomes
• Invest (replace/increase faculty; grow programs)
– High demand for the program(s); high degree completion
rate
– Research is increasing
– Partnerships and collaborations
• Maintain (may involve internal realignment)
– Service unit for the campus
– Steady enrollment and degree production
• Disinvest (sunset programs/unit/no replacement faculty)
– Declining enrollment in courses/majors
– Decreased demand for program(s)
– Low research productivity