Academic Programs Prioritization and Recovery Planning Committee: Charge
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- Findings – common problems
- Findings – common interests and opportunities
- Phase One Recommendations Timing poor timing in terms of communication poor timing in the disclosure of master-plan initiative
- Phase Two Recommendation Concerns FTE Driven Culture
- Environmental Scan (External Scan)
- What’s Next Steering Committee
Appendix I Academic Programs Prioritization and Recovery Planning Committee: Charge The Charge for the Committee:
Charge for the Prioritization Recovery Plan University Committee The Prioritization Recovery Plan University Committee is to be an ongoing (trustee) committee of the University for the purpose of developing a process for reviewing and making recommendations to the University President and the Academic Senate in regard to the use of resources by all academic and nonacademic programs within Academic Affairs. The PRPC does not make final decisions. The PRPC is an advisory group that can recommend:
1. Centrality to Mission / Validation
2. Quality/Outcomes
3. Efficiency
4. Opportunity Analysis of the Program
Tools:
Findings The process revealed some very rich information about affinities and commonalities among programs that are hard to see without an “aerial view.” Several programs may serve as model programs in content and approach. There are systematic problems that are common across the /campus. Findings – common problems Enrollment Management: A major cause of inefficiency and declining quality Rapidly growing programs Declining quality of students Increasing remediation Ineffective advising Increasing numbers of electronic applications with decreasing enrollment rates Need for focused student recruitment efforts to support small programs Faculty: Vital resource for continuous improvement Need to provide expanded development funding Need to replace retiring faculty Difficulty recruiting faculty Student to faculty ratios (driven by space availability) Major to faculty ratio (very large and very small) Redundancies: Opportunities for better use of resources Redundant curriculum Lack of communication across of Departments and Colleges Inadequate understanding of work and related interests of colleagues in other disciplines Lack of administrative incentive to reduce redundancies Space: Major obstacle in resource allocation Difficult to quantifyand manage Need for technology (somewhat mitigated over the past two years) Scheduling (exclusive use of space, shared space, lack of large lecture space) Faculty offices Location/proximity Graduate Programs: Need to define the role of graduate studies Very small class sizes Low application and enrollment rates Need for recruiting Sub 3.0 GPA students admitted Faculty Research and Creative Activities: Rich in diversity but inconsistent in productivity Lack of financial support Lack of equipment or a major need to update outdated equipment Findings – common interests and opportunities Environmental concerns/application Recognized quality and uniqueness of the environmental programs in the CSU Projected growth in the state population (double the built space in the next 20 years) Global warming Generational interest in sustainability Shared recruiting opportunity High potential for external development funding Regional location Ranking environmental studies and application a priority Integrating the environmental focus throughout the curriculum Opportunity to capitalize on intercampus associations Education/K-12 Teacher and Administrator preparation Need to prioritize to align with the mission Opportunity to recruit potential K-12 teachers from all disciplines Further the environmental mission though the preparation of K-12 teachers Opportunity to differentiate Cal Poly Pomona’s education program from other California State Universities Life Sciences: Biology/Food/Nutrition/Health/Pre-Med/Pre-Vet/Biomedical Opportunity for shared resources (Recruiting) High opportunity for external development funding Potential strong relationship with the environmental mission Information Technology/ Computers Computer design engineering and applications Common use of technology as a communication tool Desire to use technology as a synthesis tool Desire to use technology as an application tool Interest in entertainment / marketing / communications applications Opportunity for shared resources (Recruiting) Graphics/Marketing/Communications/Rendering Common use of technology as a communication tool Desire to use technology as a synthesis tool Desire to use technology as an application tool Interest in entertainment / marketing / communications applications Opportunity for shared resources(Recruiting) Liberal Arts Polytechnic Integration of communication skills, Humanities and social sciences with science and technology Increasing demand from employers for well rounded graduates Changing accreditation criteria Outcomes assessment results Phase One Recommendations Timing poor timing in terms of communication poor timing in the disclosure of master-plan initiative Message lack of effective message describing the process lack of alternative structures for discussion lack of clear method for constructive dialogue and responses Alternate Configurations Issues that the Committee used in formulating organizational alternatives: •Affinities (Educational, Research &Development) •Opportunity for strong programs to provide leadership in advancing affinities •Provide opportunity for small or weak programs to play a role in the future •Recognition of noteworthy Programs of Distinction or Priority •Existing geographic location of programs and the need for expansion •What is the short and long-term consequences of “status-quos” as an alternative? 
Phase Two Recommendation Concerns FTE Driven Culture:
Enrollment Management:
Space:
Data: Three sources:
Environmental Scan (External Scan):
What’s Next Steering Committee: •Executive Committee of Academic Senate •President’s Cabinet
• Review recommendations from both committees • Evaluate results of campus side focus group discussions • Merge recommendations and environmental scan into a campus-wide proposal • Submit to the President for final decisions
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