FOCUS FOR THE FUTURE: UNIVERSITY OF IDAHO PROGRAM REVIEW AND PRIORITIZATION SEPTEMBER 16, 2013
Robert C. Dickeson, Prioritizing Academic Programs and Services: Reallocating Resources to Achieve Strategic Balance (2010) Regents acceptance June 20, 2013
Centrality Central to Mission and future –National, land-grant, comprehensive research university –University of Idaho Strategic Plan –Idaho stakeholders –Program is essential for University of Idaho success
External Demand Current and future demand for graduates Current and future demand for research/creative activity Current and future demand for outreach/engagement Current and future demand for services
Internal Demand Curricular collaborations Scholarly collaborations Funded research collaborations Need and attractiveness of program to internal people and programs Role in compliance Contribution to University community well-being Program enhances student recruitment and/or retention
Quality Contributes to national and international reputation of the university National and International recognition of faculty contributions Faculty achievement UI data in comparison to regional and/or national data
Size and Productivity Critical mass of faculty and/or staff Academic program (per FTE) produces significant –Graduates –Student Credit hours –Scholarly/creative activity products –Outreach and Engagement Measurements of customer service
Cost Effectiveness Program seeks to measure all relevant costs and/or income –Program expenditures are comparable to similar programs at other national research universities –Funds invested produce desired services
Impact Program’s work produces significant changes in practices and/or conditions of key stakeholder audiences Program is responsive to the vision and strategic plan of the University of Idaho Non-academic program serves UI constituents and facilitates work of students, faculty and staff
Synergies Interdisciplinarity Cooperative interactions across administrative and/or academic units