Oh No! Not Academic Program Review!

Transcription

1 Oh No! Not Academic Program Review!

2 Why Bother? MSCHE Accreditation 32 External Accreditation Bodies Federal Compliance BUT..the most important reasons are program quality and strategic alignments

3 What is Program Alignment & Review [PAR]? PAR is intended to be a formal, developmental, constructive, cyclical and critical self-study process resulting in superior academic programming at Drexel.

4 What Does PAR help us to do? PAR helps us to determine: Quality of the program Currency of the program Relevance to the university mission and to society Fiscal viability Research productivity where relevant A blueprint for future improvements Efficiencies and economies

5 DREXEL PAR 7 YEAR CYCLE PARTIAL LISTING COMPLETED CYCLES 7 YEAR DREXEL PAR CYCLE PILOT ACADEMIC YEAR ACADEMIC YEAR ACADEMIC YEAR ACADEMIC YEAR ACADEMIC YEAR ACADEMIC YEAR ACADEMIC YEAR ACADEMIC YEAR PILOT CHEMICAL ENGINEERING [COE] MECHANICAL ENGINEERING [COE] PHYSICS [COAS] BUSINESS & ENGINEERING [LeBow] ENGLISH & PHILOSOPHY [COAS] BS IN HEALTH SCIENCES [CNHP] ENGINEERING MANAGEMENT [CoE] MATERIALS SCIENCE [CoE] DESIGN & MERCHANDISING [CoMAD] CHEMISTRY [CoAS] BIOLOGY [CoAS] BEES & GEOSCIENCE [CoAS] GRAPHIC DESIGN [CoMAD] HISTORY AND POLITICAL SCIENCE [CoAS] CREATIVE ARTS IN THERAPY (ALL PROGRAMS) [CNHP] ARCHITECTURAL CAEE [CoE] SOFTWARE ENGINEERING (BSSE)(MSSE) [CCI] SPORT MANAGEMENT [Center] BS IN HEALTH SERVICES ADMINISTRATION [CNHP] PSYCHOLOGY [CoAS] HOSPITALITY MGMT [Center] FINANCE MS [LeBow] DOCTOR OF NURSING PRACTICE (DRNP TO BE CHANGED TO DNP) [CNHP] DOCTOR OF PHYSICAL THERAPY; PHD IN ACCOUNTING MS [LeBow] REHABILITATION SCIENCE ECONOMICS [LeBow] CIVIL ENGINEERING [CoE] [CNHP] HEALTHCARE MBA [LeBow] RADIOLOGIC TECHNOLOGY [CNHP] PROJECT MANAGEMENT [COE] BS IN NUTRITION & FOODS [CNHP] MS IN HUMAN NUTRITION [CNHP] MASTER OF SCIENCE IN NURSING, Nurse Anesthesia [CNHP] BUSINESS ANALYTICS MS, MBA[LeBow] CULINARY ARTS & SCIENCES [MERGED] [Center] FOOD SCIENCE [Center] PROPERTY MANAGEMENT [COE] GENERAL STUDIES [Goodwin] ENGINEERING TECHNOLOGY [COE] CONSTRUCTION MGMT [COE] DRPH, COMMUNITY HEALTH & PREVENTION [SPH] MS and PhD BIOMEDICAL ENGINEERING [BIOMED] MS and PhD BIOMEDICAL SCIENCE [BIOMED] PHOTOGRAPHY [CoMAD] CHEMICAL ENGINEERING [CoE] MECHANICAL ENGINEERING [CoE] CULTURE & COMM THEATER [CoMAD] ENVIRONMENTAL CAEE [CoE] LEADERSHIP MBA [LeBow] EDUCATION [SoE] MASTER OF FAMILY CLINICAL NURSE LEADER IN THERAPY; PHD, COUPLE AND ART & ART HISTORY BUSINESS ADMIN* (10 ADULT HEALTH [CNHP], IN DEPARTMENT OF HEALTH FAMILY THERAPY [CNHP] SPECIAL EDUCATION [SoE] [CoMAD] CONCENTRATIONS) [Lebow] PEDIATRIC HEALTH AND IN MGMT & POLICY [SPH] WOMEN'S HEALTH FILM & VIDEO [CoMAD] SCREENWRITING [CoMAD] BIOMEDICAL ENGINEERING* BS and accelerated BS/MS (5 CONCENTRATIONS) [BIOMED] ANTHROPOLOGY [CoAS] COMMUNICATION [CoAS] CRIMINAL JUSTICE [CoAS] SOCIOLOGY [CoAS] FOREIGN LANGUAGE [CoAS] IAS [CoAS] ARTS ADMINISTRATION [CoMAD] DANCE [CoMAD] LEADERSHIP IN HEALTH SYSTEMS MANAGEMENT; INNOVATION AND INTRA/ENTREPRENEURSHIP; NURSE EDUCATION AND FACULTY ROLE; CLINICAL TRIALS RESEARCH[CNHP] NURSE PRACTITIONER MSN (ALL TRACKS) [CNHP] ENTREPRENEURSHIP/INNOV ATION MBA [LeBow] ANIMATION & VISUAL EFFECTS [CoMAD] ARCHITECTURE [CoMAD] GAME ART & PRODUCTION [CoMAD] FASHION DESIGN [CoMAD] INTERACTIVE DIGITAL MEDIA - WEB DEVELOPMENT [CoMAD] MASTER OF HEALTH SCIENCES & POST- PROFESSIONAL (MHS) - PHYSICIAN ASSISTANT [CNHP] BS IN BEHAVIORAL HEALTH COUNSELING [CNHP] BACHELOR OF SCIENCE IN NURSING (BSN) ACE AND CO- OP [CNHP] PHD PROGRAM IN ECONOMICS [LeBow] PROFESSIONAL STUDIES [Goodwin] MD/MPH [SPH] JD/MPH [SPH] EXECUTIVE MPH PROGRAM [SPH] COMMUNICATIONS AND APPLIED TECHNOLOGY [Goodwin] PHD PROGRAM IN BUSINESS [LE BOW] COMPUTING AND SECURITY TECHNOLOGY [CCI] TELEVISION [CoMAD] INFORMATION SYSTEMS (BSIS) [CCI] TELEVISION MGMT [CoMAD] INFORMATION TECHNOLOGY (BSIT) [CCI] INTERIOR DESIGN [CoMAD] TEACHING LEARNING & CURRICULUM [SoE] LEARNING TECHNOLOGIES [SoE] EDUC ADMINISTRATION [SoE] MUSIC [CoMAD] PRODUCT DESIGN [CoMAD] ENTERTAINMENT & ARTS MGMT [CoMAD] MUSIC INDUSTRY [CoMAD] MATH LEARNING AND TEACHING [SoE] DEPARTMENT OF EPIDEMIOLOGY & BIOSTATISTICS [SPH] DEPARTMENT OF ENVIRONMENTAL & OCCUPATIONAL HEALTH [SPH] CREATIVITY AND INNOVATION [SOE] EDUCATION LEADERSHIP DEVELOPMENT & LEARNING TECHNOLOGIES [SoE] HIGHER EDUCATION [SoE] EDUCATIONAL LEADERSHIP & MGMT [SOE] GLOBAL & INTERNATIONAL EDUCATION [SoE] HUMAN RESOURCE DEVELOPMENT [SoE] MARKETING MBA [LeBow] PHYSICS [CoAS] ELC [CoAS] DIGITAL MEDIA [CoMAD] ENGLISH & PHILOSOPHY [CoAS] MATH [CoAS] ELECTRICAL ENGINEERING [CoE] COMPUTER ENGINEERING [CoE] COMPUTER SCIENCE [CCI] BUSINESS & ENGINEERING [LeBow] INFORMATION STUDIES (PhD) [CCI] HEALTH INFORMATICS [CCI]

6 Why PAR? VIDEO PLACEHOLDER

7 What are the goals of PAR? REGULARLY REVIEW WHAT WE ARE TEACHING AND RESEARCHING AND WHY ENSURE THE HIGHEST LEVEL OF ACADEMIC PROGRAMMING, FACULTY SCHOLARSHIP, AND RESEARCH PRODUCTIVITY ENSURE THAT ACADEMIC UNITS ARE OPTIMALLY ALIGNED TO PRODUCE THE GREATEST TEACHING AND RESEARCH IMPACT IN AN ENVIRONMENT OF FINANCIAL RESPONSIBILITY AND SUSTAINABILITY

8 PAR IS DATA DRIVEN STUDENT RESEARCH SPONSORED RESEARCH AREAS OF CHALLENGE AND WEAKNESS AREAS OF STRENGTH AND ACCOMPLISHMENT ENROLLMENT RETENTION CURRICULA RIGOR GRADUATION FINANCIAL DATA ANALYSIS

9 PAR Standing Committee Standing Committee chaired by the Provost Includes deans, faculty, faculty senate members, staff from key offices Meets quarterly Reviews reports and makes recommendations to the Provost Final decisions are made by the Provost

10 PAR and Program Alignment Illustration Computing Task Force Creation of a new College the College of Computing and Informatics i School + COE + Goodwin»Computer Science»Software Engineering»Cybersecurity

11 PAR Process for Academic Units Self-study process using guidelines that include an external review site visit Four Term Process - Academic Year Summer/Fall/Winter Term report self-study Spring Term external review/site visit/preliminary oral exit summary Final Product Action Plan for implementing the recommendations of both reviews and the PAR Standing Committee The Action Plan is monitored by the Provost and the Deans to ensure successful and meaningful implementation of the recommendations

12 External Review EXTERNAL REVIEWERS ARE INVOLVED IN EACH PROGRAM/DEPARTMENT UNDERGOING PAR Reviewers are educators of exceptional scholarship and expertise External Review Team is composed of 2 to 3 reviewers of outstanding reputation who are cognizant of the practical requirements of their discipline Reviewers are chosen from aspirational and benchmark programs External Reviewers receive the self-study reports in advance of their site visit They are expected to issue an oral report to the Provost before leaving, and forward a written report within two to three weeks of the visit

13 Program Self-Study Committees Provide Faculty CV [Faculty Portfolio Project] Student placement and graduate school acceptance data Assessment plans and results Experiential assignments (SCDC can assist) Special distinctions, awards, recognitions of program, faculty, and students Evidence of program quality, success and support for continuation, expansion or realignment of program

14 Central Administration Provides Illustrative Examples List of Required Courses List of Elective Courses List of Core Major Requirements External Funding Awards and Applications Year-to-Date Expenses [over time] Senior Exit Survey Results Graduation Rates

15 Roles in PAR Process PROVOST FACULTY AND DEPT HEADS PAR STANDING COMMITTEE DEANS

16 ISSUES ACCEPTED AS ACTIONABLE FROM THE SELF-STUDY AND EXTERNAL REVIEW REPORTS GOALS & OBJECTIVES INTENDED OUTCOMES DATA COLLECTION PROJECTED START DATE CURRENT STATUS PROGRESS REVIEW DATE TARGET DATE FOR COMPLETION INTERNAL & EXTERNAL CHALLENGES IMPLICATIONS FOR PROFESSIONAL DEVELOPMENT STRENGTHS, WEAKNESSES AND OPPORTUNITIES INDIVIDUAL(S) RESPONSIBLE RESOURCES REQUIRED COST OF IMPLEMENTATION ACTUAL OUTCOMES & FINDINGS U p d ate th e lab equipment av ailab le to MEM U G 's 1. F am iliariz e th e stu d e n ts w ith 21 st century instrumentation 2. Id e n tify u n re liab le instrumentation and so th e stu d e n ts d o n 't w aste lab o rato ry tim e w h ile e q u ip m e n t is re p a ire d 3. Develop a schedule for equipment replacement and renewal to insure o p tim al lab functioning 1. S tu d e n ts w ill do in the laboratory what they may see on Co-op 2. Wasted la b o ra to ry tim e w ill b e re d u ce d 3. P ro c e d u re fo r replacement and re n e w al o f lab e q u ip m e n t w ill be o p e ratio n aliz e d Lab students w ill b e surveyed at the end of te rm. Q uestions and format w ill b e cu sto m iz e d 1 -A u g -1 3 Planning 1 -Ja n -1 4 O ngoing F in an cial R esources to b e designated L ab Technicians and faculty w ill h av e to either as an be trained in in cre ase in th e o p e ratio n al new equipment operations budget, or as a re allo catio n o f e xistin g funds within the current budget cycle 1. T h e p rim a ry strength and o p p o rtu n ity is th e ab ility to in cre ase stu d e n t satisfactio n in the lab experience 2. The major weakness is a fin an cial o n e - funding 3. G iven the recent increase in the number of majors applying to the p ro g ra m, la b im p ro v e m e n t is essential despite th e p o te n tial fo r d im in ish e d re s o u rc e s. C h a ir o f D e p artm e n tal Academic Support C o m m itte e (p re se n tly E.C. K umbur); L a b o ra to ry S u p e rv is o r; and Faculty Leaders R e sp o n sib le fo r L a b o ra to ry C lass 1. Release time with which to inventory c u rre n t equipment for e fficacy as w e ll as to in v e stig ate equipment replacement 2. F in an cial re s o u rc e s We have purchased $70,000 o f state o f th e art equipment with end of year money provided by the U n iv e rsity; w e have developed a w ish list o f $1 30K to fo rm the basis of fund raisin g

17 Sample Findings from the Pilot Year - Physics PAR CHALLENGES Aging faculty Hire research active faculty at a rate of 2 per year Redefine research focus Improvement of physical infrastructure Funding

18 OBSERVATIONS Physics Opportunity to reflect on the various components of the department Members of the self-study were representative of each departmental sub-discipline Department Heads should be part of the committee to provide in depth knowledge of the program Discussions of individual and global findings took much time

19 Sample Findings from the Pilot Year - Physics PAR BENEFITS The PAR process provided our department with an opportunity to evaluate the research and teaching missions and identify areas of improvement. It provided a natural framework to organize an external review which was long overdue. Michele Valliere, Chair

20 Sample Findings from the Pilot Year - Business & Engineering PAR CHALLENGES Interdisciplinary program with engineering Process seems designed for degrees that align closely with departments LeBow degrees and departments do not necessarily align Absent alignment, data on finances, staffing and facilities is more difficult to obtain How to define Business & Engineering faculty?

21 Business & Engineering PAR BENEFITS Discussions with engineering generated ideas for improving curriculum The process and growth in the program have highlighted the need for a more formalized management structure for the program Process enabled us to learn about the history of the program Data analysis has provided a good opportunity for benchmarking of the program

22 Business & Engineering PAR OBSERVATIONS Data support from central administration was crucial to the self-study The value of the external team report is inestimable The ability to reflect on the program has been a welcome one. It made us take a look at ourselves in an objective way

23 PAR STRENGTHS Totally transparent Accelerates internal Improvements Fosters dialogue and communication Promotes curricula re-design Informs interdisciplinary approach to academic programming Informs budgeting process at the program level

24 PAR CHALLENGES Facilitate funding and growth Overcoming a history of under resourcing Create shared governance [Tenure, Teaching and Contingent Faculties] Manage expectations Manage action plan implementation Resource limitations for hiring

25 PAR OPPORTUNITIES Examine curricula currency and design Improve management at the department/program level Facilitate communication protocols Encourage interdisciplinary approaches to academic programming Examine program alignments

26 Is There Life After PAR? Action Plans are implemented & monitored by the Provost and the deans The Provost s Office provides guidance on plan implementation and assessment of effectiveness Student success factors are monitored to determine success of implementation

27 Is There Life After PAR? Programs will undergo formal program review every seven years Efficiencies & economies are identified Balance the desire for greater resources against resource allocation realities Action Plans are integrated into larger university planning initiatives such as budgeting, hiring and strategic planning

28 WEBSITE PUBLIC WEBSITE WE HAVE ALSO DEVELOPED AN INTERNAL SHAREPOINT SITE TO SERVE AS A REPOSITORY FOR DATA AND INDIVIDUAL WORK FOLDERS /SitePages/Home.aspx

29 Questions on PAR