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Right-Sizing Academic Affairs

Right-Sizing Academic Affairs. The New Normal at Appalachian State University. Board of Trustees Retreat March 22, 2012. The New Normal. B leak state budget environment Imperative to assume more responsibility for our financial resources

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Right-Sizing Academic Affairs

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  1. Right-Sizing Academic Affairs The New Normal at Appalachian State University Board of Trustees Retreat March 22, 2012

  2. The New Normal • Bleak state budget environment • Imperative to assume more responsibility for our financial resources • Need to graduate more students with little change in financial resources and without a decrease in quality. • It will require: • streamlining of business processes • consolidation of services and programs • elimination of programs with low productivity and quality • transformative change University Advancement

  3. Academic Affairs: Into the Future • Begin program prioritization • Move to process of right-sizing the staff • Focus on retention & graduation rate • Renewed focus on transfer and out-of-state students • Determine the role of alternative program delivery methods: online, hybrid and off-campus programs • Reallocate to meet strategic priorities • Determine what research will mean at Appalachian State and develop the support infrastructure • Develop the new Strategic Plan with an emphasis on planning & budgeting links • Strategic Planning Priority Areas: Globalization, Sustainability, Interdisciplinary Education, Applied Research, Diversity, Retention University Advancement

  4. Program Prioritization • The purpose of this process will be to identify programs: • poised to move forward toward national excellence and determine what resources might facilitate such a move; • with capacity to increase research funding or scholarly productivity • with capacity to increase the service mission; • poised to add additional degrees (including possible doctoral degrees); and, • with insufficient enrollments or productivity and evaluate based on broader metrics than the low productivity process proposed by the General Administration. Decisions can be made based on a campus process that encompasses the values of the campus community. University Advancement

  5. Program Prioritization • The Senate Campus Planning Committee will submit no more than 3 models to be used in the process of program prioritization. • The charge to the Campus Planning Committee is to identify and recommend metrics and framework to implement the program review process. • This process will become part of the on-going assessment activities in Academic Affairs. University Advancement

  6. Program Prioritization: Sample Criteria • External demand for the program • Quality of outcomes • Size, scope, and productivity of the program • Impact, justification, and overall essentiality of the program • Costs and other expenses associated with the program • Internal demand for the program • Revenue and other resources generated by the program • History, development, and expectations of the program • Quality of program inputs and processes • Opportunity analysis of the program Source: Robert C. Dickeson, “Prioritizing Academic Programs and Services: Reallocating Resources to Achieve Strategic Balance.” John Wiley & Son, Inc. (2010) University Advancement

  7. Right-Sizing Staff • State-supported staff positions are created using operating from revenue from fees, tuition or appropriations. • Non-statesupported staff positions require the revenue sources of fees, auxiliary revenue, grants, foundation earnings or gifts. • The “New Normal” will require Appalachian to: • Evaluate staffing levels across the university • Determine skill set for given roles • Implications for training and best-fit analysis • Reallocate positions to areas of need • Streamline and consolidate units and services University Advancement

  8. Right-Sizing Staff: Process • The Office of Institutional Research, Assessment & Planning is creating a summary of staffing levels for academic programs based on the following information: • Number of SPA and EPA Staff per: • Faculty FTE • Student FTE (Majors and Non-Majors) • Student Credit Hours Generated • Graduates • These ratios will be compared across units and compared to national benchmarks if those data are available. • The same analysis will be completed for Academic Affairs Support Units. University Advancement

  9. Right-Sizing Staff: Examples • Advising: The National Academic Advising Association recommends a ratio of 1 full time advisor for every 285 students. • ASU Ratio: 1:410 • Recruitment: Range of recruiter to entering freshmen student ratio for ASU & some of its sister schools* is 1:104 to 1:425 • ASU Ratio: 1:425 • SPA Faculty Ratios at ASU: • College A: 1:4.9 • College B: 1:6.3 • College C: 1:6.8 • College D: 1:11 • * ECU, Western, Greensboro, Charlotte & Wilmington University Advancement

  10. Retention • Attrition Rates by Year for 2007 Cohort: • 1st to 2nd Year: 12.6% • 2nd to 3rd Year: 9.1% • 3rd to 4th Year: 3.5% • Total 25.2% University Advancement

  11. Transfer & Out of State Students Fall 2011 • Transfer Students • 904 admitted • 23% of our admits • 54% are part-time students • 59% come from Community colleges • Retention rates for these students lag behind those ASU natives • Out of State Students • 9.5% are out of state • Top 4 states: FL, GA, SC, VA • 5th largest group: International University Advancement

  12. Academic Affairs Initiatives: Timeline University Advancement

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