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Right-Sizing Academic Affairs
The New Normal at Appalachian State University
Board of Trustees Retreat
March 22, 2012
The New Normal
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Bleak state budget environment
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Imperative to assume more responsibility for our
financial resources
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Need to graduate more students with little change in
financial resources and without a decrease in
quality.
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It will require:
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•
•
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streamlining of business processes
consolidation of services and programs
elimination of programs with low productivity and quality
transformative change
University Advancement
Academic Affairs:
Into the Future
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Begin program prioritization
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Move to process of right-sizing the staff
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Focus on retention & graduation rate
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Renewed focus on transfer and out-of-state students
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Determine the role of alternative program delivery methods:
online, hybrid and off-campus programs
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Reallocate to meet strategic priorities
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Determine what research will mean at Appalachian State and
develop the support infrastructure
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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
Program Prioritization
The purpose of this process will be to identify programs:
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poised to move forward toward national excellence and
determine what resources might facilitate such a move;
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with capacity to increase research funding or scholarly
productivity
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with capacity to increase the service mission;
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poised to add additional degrees (including possible doctoral
degrees); and,
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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
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
Program Prioritization:
Sample Criteria
External demand for the program
2. Quality of outcomes
3. Size, scope, and productivity of the program
4. Impact, justification, and overall essentiality of the
program
5. Costs and other expenses associated with the program
6. Internal demand for the program
7. Revenue and other resources generated by the program
8. History, development, and expectations of the program
9. Quality of program inputs and processes
10. Opportunity analysis of the program
1.
Source: Robert C. Dickeson, “Prioritizing Academic Programs and
Services: Reallocating Resources to Achieve Strategic Balance.” John
Wiley & Son, Inc. (2010)
University Advancement
Right-Sizing Staff
State-supported staff positions are created using operating from
revenue from fees, tuition or appropriations.
Non-state supported staff positions require the revenue sources of fees,
auxiliary revenue, grants, foundation earnings or gifts.
The “New Normal” will require Appalachian to:
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Evaluate staffing levels across the university
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Determine skill set for given roles
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Implications for training and best-fit analysis
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Reallocate positions to areas of need
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Streamline and consolidate units and services
University Advancement
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:
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Faculty FTE
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Student FTE (Majors and Non-Majors)
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Student Credit Hours Generated
Graduates
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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
Right-Sizing Staff:
Examples
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Advising: The National Academic Advising Association recommends
a ratio of 1 full time advisor for every 285 students.

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Recruitment: Range of recruiter to entering freshmen student ratio
for ASU & some of its sister schools* is 1:104 to 1:425
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ASU Ratio: 1:410
ASU Ratio: 1:425
SPA Faculty Ratios at ASU:
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College
College
College
College
A:
B:
C:
D:
1:4.9
1:6.3
1:6.8
1:11
* ECU, Western, Greensboro, Charlotte & Wilmington
University Advancement
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
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
Academic Affairs Initiatives:
Timeline
Initiative
First Step
Start Date
Program Prioritization
Review of Senate Proposals
Summer 2012
Right-Sizing Staff
Data Collection & Review
Ongoing
Alternate Program Delivery
Review of Existing Programs
Establish Departmental Incentives
Fall 2012
Transfer & Out-of State
Students
Data Collection & Review
Continued Development of transfer
agreements
Summer 2012
Retention
Workgroup to determine best practices
and develop training for academic
advisors
Summer 2012
Research Discussion
Departmental & College Discussions
Spring 2012
Strategic Planning
Establish Strategic Planning Council
Roll out planning process to campus
Spring/Summer
2012
University Advancement