1. Right-Sizing Academic Affairs The New Normal at Appalachian State University Board of Trustees Retreat March 22, 2012

2. The New Normal Bleak state budget environment Imperative to assume more responsibility for our financial resources Need to graduate more students with little change in financial resources and without a decrease in quality. It will require: streamlining of business processes consolidation of services and programs elimination of programs with low productivity and quality transformative change University Advancement

3. Academic Affairs: Into the Future Begin program prioritization Move to process of right-sizing the staff Focus on retention & graduation rate Renewed focus on transfer and out-of-state students Determine the role of alternative program delivery methods: online, hybrid and off-campus programs Reallocate to meet strategic priorities Determine what research will mean at Appalachian State and develop the support infrastructure Develop the new Strategic Plan with an emphasis on planning & budgeting links › Strategic Planning Priority Areas: Globalization, Sustainability, Interdisciplinary Education, Applied Research, Diversity, Retention University Advancement

4. The purpose of this process will be to identify programs: poised to move forward toward national excellence and determine what resources might facilitate such a move; with capacity to increase research funding or scholarly productivity with capacity to increase the service mission; poised to add additional degrees (including possible doctoral degrees); and, with insufficient enrollments or productivity and evaluate based on broader metrics than the low productivity process proposed by the General Administration. Decisions can be made based on a campus process that encompasses the values of the campus community. University Advancement Program Prioritization

5. The Senate Campus Planning Committee will submit no more than 3 models to be used in the process of program prioritization. The charge to the Campus Planning Committee is to identify and recommend metrics and framework to implement the program review process. This process will become part of the on-going assessment activities in Academic Affairs. University Advancement Program Prioritization

6. Program Prioritization: Sample Criteria 1. External demand for the program 2. Quality of outcomes 3. Size, scope, and productivity of the program 4. Impact, justification, and overall essentiality of the program 5. Costs and other expenses associated with the program 6. Internal demand for the program 7. Revenue and other resources generated by the program 8. History, development, and expectations of the program 9. Quality of program inputs and processes 10. Opportunity analysis of the program University Advancement Source: Robert C. Dickeson, “Prioritizing Academic Programs and Services: Reallocating Resources to Achieve Strategic Balance.” John Wiley & Son, Inc. (2010)

7. Right-Sizing Staff State-supported staff positions are created using operating from revenue from fees, tuition or appropriations. Non-state supported staff positions require the revenue sources of fees, auxiliary revenue, grants, foundation earnings or gifts. The “New Normal” will require Appalachian to: Evaluate staffing levels across the university Determine skill set for given roles › Implications for training and best-fit analysis Reallocate positions to areas of need Streamline and consolidate units and services University Advancement

8. Right-Sizing Staff: Process The Office of Institutional Research, Assessment & Planning is creating a summary of staffing levels for academic programs based on the following information: Number of SPA and EPA Staff per: Faculty FTE Student FTE (Majors and Non-Majors) Student Credit Hours Generated Graduates These ratios will be compared across units and compared to national benchmarks if those data are available. The same analysis will be completed for Academic Affairs Support Units. University Advancement

9. Advising: The National Academic Advising Association recommends a ratio of 1 full time advisor for every 285 students.  ASU Ratio: 1:410 Recruitment: Range of recruiter to entering freshmen student ratio for ASU & some of its sister schools* is 1:104 to 1:425  ASU Ratio: 1:425 SPA Faculty Ratios at ASU:  College A: 1:4.9  College B: 1:6.3  College C: 1:6.8  College D:1:11 * ECU, Western, Greensboro, Charlotte & Wilmington University Advancement Right-Sizing Staff: Examples

10. Retention Attrition Rates by Year for 2007 Cohort: 1 st to 2 nd Year:12.6% 2 nd to 3 rd Year: 9.1% 3 rd to 4 th Year: 3.5% Total25.2% University Advancement

11. Transfer & Out of State Students Fall 2011 Transfer Students 904 admitted 23% of our admits 54% are part-time students 59% come from Community colleges Retention rates for these students lag behind those ASU natives Out of State Students 9.5% are out of state Top 4 states: FL, GA, SC, VA 5 th largest group: International University Advancement

12. Academic Affairs Initiatives: Timeline InitiativeFirst StepStart Date Program Prioritization Review of Senate Proposals Summer 2012 Right-Sizing Staff Data Collection & Review Ongoing Alternate Program Delivery Review of Existing Programs Establish Departmental Incentives Fall 2012 Transfer & Out-of State Students Data Collection & Review Continued Development of transfer agreements Summer 2012 Retention Workgroup to determine best practices and develop training for academic advisors Summer 2012 Research Discussion Departmental & College Discussions Spring 2012 Strategic Planning Establish Strategic Planning Council Roll out planning process to campus Spring/Summer 2012 University Advancement