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FOCUS FOR THE FUTURE: UNIVERSITY OF IDAHO PROGRAM REVIEW AND PRIORITIZATION SEPTEMBER 16, 2013
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Robert C. Dickeson, Prioritizing Academic Programs and Services: Reallocating Resources to Achieve Strategic Balance (2010) Regents acceptance June 20, 2013
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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
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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
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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
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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
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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
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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
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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
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Synergies Interdisciplinarity Cooperative interactions across administrative and/or academic units
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