PROGRAM PRIORITIZATION

The Need for Reform Internal and external pressures

• Increase revenues• Decrease expenses• Improve quality• Strengthen reputation

Rapidly changing higher education landscape• Decreased state funding• Competing forces (online, non-profits, MOOCs,…)

UMD challenge• Lack of sustainable suite of programs for current recurring budget• Program numbers and credit requirements increasing each year

We must align with our mission and vision in a way that we have a sustainable future with quality programs.

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Dickeson Model

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Outlines the process that has been effective for many institutions facing these challenges.

Focus on academic programs, but the model has also been used for all range of other programs.

Leadership Chancellor

• Working with Vice Chancellors and Deans to determine final outcomes

VC Units• Academic Programs and Services: EVCAA, Deans, Directors• Student Life Programs and Services: VCSL and Directors• Finance and Operations Programs and Services: VCFO and Directors• Athletics, Alumni, External Relations and Programs housed in the

Chancellor’s office: Chancellor and Directors

Academic Programs• Deans, Department Heads, Faculty• Data provided by EVCAA (Institutional Research) for applicable

categories

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Ground Rules 1. All programs are included2. Union contracts will be followed for positions affected3. All positions may be considered in potential changes4. All students currently in programs will be

accommodated (program switch, program wind-down plan, etc.)

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Phase 1: Collection & Evaluation

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Develop Criteria, Categories, and Weights

Programs, PPC, COD

Develop Rubrics

PPC, COD

Compile Data

Programs, EVCAA

Scoring

PPC, COD COD, Cabinet

DecemberSeptemberAugustJulyJune NovemberOctober

RecommendationsPPC: Program Prioritization CommitteeCOD: Council of Deans (Deans, AVCs, EVCAA)

2013

End

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Phase 2: Implementation

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Programs, COD

Budget Planning

Programs, COD

HR Planning

Programs, COD, HR

AprilMarchFebruaryJanuary May

2014

Transition Plans Developedfor each Program

Transition

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Suggested Criteria 1. History, development and expectations of the program2. External demand for the program3. Internal demand for the program4. Quality of program inputs and processes5. Quality of program outcomes6. Size, scope and productivity of the program7. Revenue and other resources generated by the

program8. Costs and other expenses associated with the program9. Impact, justification and overall essentiality of the

program10. Opportunity analysis of the program

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Rating Systems Qualitative basis

• Score based on rubric (1-5, 0-100%)• Meets/exceeds/doesn’t meet or red/yellow/green• Other?

Quantitative• Numbers from database• Can convert to 0-100%, 1-5, etc

Decision Matrix

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Weights

1. History, development and expectations of the program x%

2. External demand for the program x%

3. Internal demand for the program x%

4. Quality of program inputs and processes x%

5. Quality of program outcomes x%

6. Size, scope and productivity of the program x%

7. Revenue and other resources generated by the program x%

8. Costs and other expenses associated with the program x%

9. Impact, justification and overall essentiality of the program x%

10. Opportunity analysis of the program x%

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Immediate Next Steps Announcement to Campus

List of programs Send draft list by June 11, 2013• EVCAA to compile for COD

Establish Program Prioritization Committee

Agree on Criteria

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