• Print

Academic Planning & Alignment

DOWNLOADS AND RESOURCES
     Academic Review
Download Academic Review Process Workflow (PDF, 767 kB)

Additional Resoures

All academic programs, defined as student learning activities that generate academic credits and non-credit activities within select academic centers and institutes (see Program List), will be reviewed and prioritized according to nine criteria:

  1. History, Adaptation and Relevance to the Institutional Mission and Vision
  2. External Demand for the Program
  3. Internal Demand for the Program
  4. Quality of Program Inputs and Processes
  5. Quality of Program Outcomes
  6. Size, Scope and Productivity of the Program
  7. Revenue, Costs, Other Direct Expenses and Net Surplus Generated
  8. Costs and Other Associated Expenses
  9. Opportunity Analysis of the Department/Unit

The criteria were informed by Robert C. Dickeson's Prioritizing Academic Programs and Services (John Wiley and Sons, 2010). The Strategic Planning Committee (SPC) customized and vetted the criteria for Pacific.

The faculty (and staff where appropriate) associated with each academic program will prepare a program report that includes data and/or narrative for each criterion; Institutional Research will provide relevant data to each program as outlined in each criterion. Unit-based rating teams composed of faculty elected or appointed by the unit's dean will use the reports to score their school/college programs according to the criteria presented in the rubric. The reports and scores will then be sent to a Comprehensive Academic Review Team (CART), which will review the criterion scoring for consistency between ratings teams. CART will send reports and scores it deems inconsistent back to the rating team for review. (CART will not make recommendations on actions for academic programs.) Once CART has concluded its work, the reports and scores will be shared with the University community.

Using the reports and scores, each dean will prioritize programs and initiate a discussion with faculty, staff and students that will result in a strategic plan for that school/college. (All plans will ultimately need Provost approval.) Each plan will chart a future for the school/college, aligned with Pacific 2020, that articulates the unit's strategic vision, what new programs and activities it will propose to support the vision, and how current programs and activities fit. Options for current academic programs and school-based administrative units will be:

  • Enhance/Collaborate
  • Maintain
  • Reduce
  • Consolidate/Reorganize
  • Eliminate

The plans will be sent to the Provost; her recommendations for current academic programs will be discussed with a Leadership Review Team of Cabinet and deans. After seeking University feedback, the President will make a final decision on the future of current academic programs, based on the deans' plans, the Provost's and Leadership Review Team's recommendations, and University input.  Any actions regarding academic programs that require Academic Council review and input per the Handbook will only be final once the appropriate process is completed during the 2014-2015 academic year.

Note that administrative units within the schools and The College will use the administrative criteria for review, and their reports will be reviewed by the "PAC+" (see definition here) after the Provost's review. However, the school-based administrative reviews will follow the academic planning & alignment timeline.

Academic Administrative Reviews Timeline

See Comprehensive Timeline. This timeline applies to:

  • academic programs (see Program List)
  • administrative units within the schools and The College (with the exception of 3-city units in the law and dental schools)