Oh No! Not Academic Program Review!

Oh No!

Not

Academic

Program

Why Bother?

•

MSCHE Accreditation

•

32 External Accreditation Bodies

•

Federal Compliance

BUT……….

….the most important reasons are

program quality and strategic

alignments

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.

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

DREXEL PAR 7 YEAR CYCLE – PARTIAL LISTING

PILOT

ACADEMIC YEAR ACADEMIC YEAR ACADEMIC YEAR ACADEMIC YEAR ACADEMIC YEAR ACADEMIC YEAR ACADEMIC YEAR ACADEMIC YEAR 2012-2013 PILOT 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020

CHEMICAL ENGINEERING [COE]

BS IN HEALTH SCIENCES

[CNHP] CHEMISTRY [CoAS] BIOLOGY [CoAS] BEES & GEOSCIENCE [CoAS] GRAPHIC DESIGN [CoMAD]

CULINARY ARTS & SCIENCES [MERGED] [Center] DRPH, COMMUNITY HEALTH & PREVENTION [SPH] MECHANICAL ENGINEERING [COE] ENGINEERING MANAGEMENT [CoE]

HISTORY AND POLITICAL SCIENCE [CoAS]

SOFTWARE ENGINEERING

(BSSE)(MSSE) [CCI] PSYCHOLOGY [CoAS]

PROJECT MANAGEMENT

[COE] FOOD SCIENCE [Center]

MS and PhD BIOMEDICAL ENGINEERING [BIOMED] PHYSICS [COAS] MATERIALS SCIENCE [CoE]

CREATIVE ARTS IN THERAPY (ALL PROGRAMS) [CNHP]

SPORT MANAGEMENT

[Center] HOSPITALITY MGMT [Center]

BS IN NUTRITION & FOODS [CNHP] PROPERTY MANAGEMENT [COE] MS and PhD BIOMEDICAL SCIENCE [BIOMED] BUSINESS & ENGINEERING [LeBow]

FINANCE MS [LeBow] PRACTICE (DRNP – TO BE DOCTOR OF NURSING CHANGED TO DNP) [CNHP]

ACCOUNTING MS [LeBow] MS IN HUMAN NUTRITION

[CNHP] GENERAL STUDIES [Goodwin] PHOTOGRAPHY [CoMAD] ENGLISH & PHILOSOPHY

[COAS]

ECONOMICS [LeBow] CIVIL ENGINEERING [CoE] HEALTHCARE MBA [LeBow]

MASTER OF SCIENCE IN NURSING, Nurse Anesthesia

[CNHP] ENGINEERING TECHNOLOGY [COE] CHEMICAL ENGINEERING [CoE] DESIGN & MERCHANDISING [CoMAD]

ARCHITECTURAL CAEE [CoE] _{ADMINISTRATION [CNHP]}BS IN HEALTH SERVICES RADIOLOGIC TECHNOLOGY _[CNHP] BUSINESS ANALYTICS MS, _MBA[LeBow] CONSTRUCTION MGMT _[COE] MECHANICAL ENGINEERING _[CoE] THEATER [CoMAD] ENVIRONMENTAL CAEE [CoE] LEADERSHIP MBA [LeBow] EDUCATION [SoE]

ART & ART HISTORY [CoMAD]

BUSINESS ADMIN* (10 CONCENTRATIONS) [Lebow]

DEPARTMENT OF HEALTH

MGMT & POLICY [SPH] SPECIAL EDUCATION [SoE]

FILM & VIDEO [CoMAD] ARTS ADMINISTRATION _[CoMAD] PROFESSIONAL STUDIES _[Goodwin] TEACHING LEARNING & _{CURRICULUM [SoE] INNOVATION [SOE]}CREATIVITY AND

SCREENWRITING [CoMAD] DANCE [CoMAD]

LEADERSHIP IN HEALTH SYSTEMS MANAGEMENT;

INNOVATION AND INTRA/ENTREPRENEURSHIP;

NURSE EDUCATION AND FACULTY ROLE; CLINICAL TRIALS RESEARCH[CNHP] MD/MPH [SPH] LEARNING TECHNOLOGIES [SoE] BIOMEDICAL ENGINEERING* BS and accelerated BS/MS (5 CONCENTRATIONS) [BIOMED] NURSE PRACTITIONER MSN (ALL TRACKS) [CNHP] BS IN BEHAVIORAL HEALTH COUNSELING [CNHP] JD/MPH [SPH] EDUC ADMINISTRATION [SoE] ANTHROPOLOGY [CoAS] ENTREPRENEURSHIP/INNOV_{ATION MBA [LeBow]}

BACHELOR OF SCIENCE IN NURSING (BSN) ACE AND

CO-OP [CNHP]

EXECUTIVE MPH PROGRAM

[SPH] MUSIC [CoMAD] HIGHER EDUCATION [SoE] COMMUNICATION [CoAS] ANIMATION & VISUAL

EFFECTS [CoMAD] PHD PROGRAM IN ECONOMICS [LeBow] COMMUNICATIONS AND APPLIED TECHNOLOGY [Goodwin]

PRODUCT DESIGN [CoMAD] EDUCATIONAL LEADERSHIP & MGMT [SOE] CRIMINAL JUSTICE [CoAS] ARCHITECTURE [CoMAD] PHD PROGRAM IN BUSINESS

[LE BOW]

COMPUTING AND SECURITY TECHNOLOGY [CCI]

ENTERTAINMENT & ARTS MGMT [CoMAD]

GLOBAL & INTERNATIONAL EDUCATION [SoE] SOCIOLOGY [CoAS] GAME ART & PRODUCTION

[CoMAD] TELEVISION [CoMAD]

INFORMATION SYSTEMS

(BSIS) [CCI] MUSIC INDUSTRY [CoMAD]

HUMAN RESOURCE DEVELOPMENT [SoE] FOREIGN LANGUAGE

[CoAS] FASHION DESIGN [CoMAD] TELEVISION MGMT [CoMAD]

INFORMATION TECHNOLOGY (BSIT) [CCI]

MATH LEARNING AND

TEACHING [SoE] MARKETING MBA [LeBow] IAS [CoAS]

INTERACTIVE DIGITAL MEDIA - WEB DEVELOPMENT

[CoMAD]

INTERIOR DESIGN [CoMAD]

DEPARTMENT OF EPIDEMIOLOGY & BIOSTATISTICS [SPH]

PHYSICS [CoAS] ELC [CoAS] DIGITAL MEDIA [CoMAD] ENGLISH & PHILOSOPHY

[CoAS] MATH [CoAS] ELECTRICAL ENGINEERING _[CoE] BUSINESS & ENGINEERING _[LeBow]

COMPUTER ENGINEERING [CoE]

INFORMATION STUDIES (PhD) [CCI] COMPUTER SCIENCE [CCI] HEALTH INFORMATICS [CCI] COMPLETED CYCLES

MASTER OF HEALTH SCIENCES & POST-PROFESSIONAL (MHS) -

PHYSICIAN ASSISTANT

[CNHP] _{EDUCATION LEADERSHIP} DEVELOPMENT & LEARNING

TECHNOLOGIES [SoE] DEPARTMENT OF ENVIRONMENTAL & OCCUPATIONAL HEALTH

[SPH] CLINICAL NURSE LEADER IN

ADULT HEALTH [CNHP], IN PEDIATRIC HEALTH AND IN

WOMEN'S HEALTH

MASTER OF FAMILY THERAPY; PHD, COUPLE AND

FAMILY THERAPY [CNHP] DOCTOR OF PHYSICAL

THERAPY; PHD IN REHABILITATION SCIENCE

[CNHP]

7 YEAR DREXEL PAR CYCLE

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

ANALYSIS

GRADUATION

ENROLLMENT

RETENTION

STUDENT

RESEARCH

SPONSORED

RESEARCH

AREAS OF

CHALLENGE

AND

WEAKNESS

AREAS OF

STRENGTH AND

ACCOMPLISHMENT

CURRICULA

RIGOR

PAR IS DATA DRIVEN

FINANCIAL

DATA

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

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

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 self-study

report

•

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

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

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

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

Roles in PAR Process

PAR

PROVOST

STANDING

COMMITTEE

DEANS

FACULTY

AND DEPT

HEADS

G

O

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S

&

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U pdate the

lab

equipment

av ailable

to M E M

U G 's

1 . F amiliarize the

students with 21 st

century

instrumentation 2.

Identify unreliable

instrumentation and

so the students

don't waste

laboratory time while

equipment is

repaired 3.

D ev elop a schedule

for equipment

replacement and

renewal to insure

optimal lab

functioning

1 . S tudents will

do in the

laboratory what

they may see on

C o-op 2. W asted

laboratory time

will be reduced

3. P rocedure for

replacement and

renewal of lab

equipment will

be

operationalized

L ab students

will be

surv eyed at

the end of

term.

Q uestions

and format

will be

customized

1 -Aug-1 3 P lanning

1 -Jan-1 4 O ngoing F inancial

R esources

to be

designated

either as an

increase in

the

operational

budget, or

as a

reallocation

of existing

funds within

the current

budget

cycle

L ab

T echnicians

and faculty

will hav e to

be trained in

new

equipment

operations

1 . T he primary

strength and

opportunity is the

ability to increase

student satisfaction

in the lab

experience 2.

T he major weakness

is a financial one -

funding 3.

G iv en the recent

increase in the

number of majors

applying to the

program, lab

improv ement is

essential despite

the potential for

diminished

resources.

C hair of

D epartmental

Academic

S upport

C ommittee

(presently E .C .

K umbur);

L aboratory

S uperv isor;

and F aculty

L eaders

R esponsible

for L aboratory

C lass

1 . R elease time

with which to

inv entory

current

equipment for

efficacy as well

as to

inv estigate

equipment

replacement 2.

F inancial

resources

W e hav e

purchased

$70,000 of state

of the art

equipment with

end of year

money prov ided

by the

U niv ersity; we

hav e dev eloped

a wish list of

$1 30K to form

the basis of fund

raising

U pdate the

lab

equipment

av ailable

to M E M

U G 's

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

Physics

OBSERVATIONS

•

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

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.”

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

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

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

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

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

PAR OPPORTUNITIES

•

Examine curricula currency and

design

•

Improve management at the

department/program level

•

Facilitate communication

protocols

•

Encourage interdisciplinary

approaches to academic

programming

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

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

WEBSITE

PUBLIC WEBSITE

http://www.drexel.edu/provost/par/

WE HAVE ALSO DEVELOPED AN

INTERNAL SHAREPOINT SITE TO SERVE

AS A REPOSITORY FOR DATA AND

INDIVIDUAL WORK FOLDERS

https://provost.moss.drexel.edu/par/selfstudy

/SitePages/Home.aspx