Program Review
Planning and Review Committee 2008-9
I.
Program Reviewed: BS in Graphic Communications Management
Program Director: Dr. Ted M. Bensen
PRC Consultant: Dr. Kimberly Zagorski
Purpose of the Review: To assess the quality of the B.S. in Graphic Communications
Management program as part of the seven-year cycle required of all degree programs at
UW-Stout.
Committee Findings: The committee recommends that this program continue to
function as one of UW-Stout’s degree programs for the ongoing seven-year cycle, and
that recommendations made by the committee be implemented.
II.
Abstract: The Bachelor’s of Science degree in Graphic Communications Management
(GCM) has been offered at UW-Stout since Fall 1996. Prior to this date, the program
existed as a concentration within the Industrial Technology program. A four-year degree
program, students must successfully complete 124 credits to graduate. All majors must
complete required coursework in the areas of management and graphic communications
technology, but are also able to specialize in a more specific portion of the overall
printing and graphic design process. Through its use of hands-on laboratory and real-life
co-op experiences, the program prepares its majors for careers as managers or supervisors
in the graphics communications industry. In facilitating this outcome, the program has
developed a close relationship with its industry partners, and has earned a strong national
reputation as a quality program. This is reflected in a near 100% placement of CGM
graduates. Maintenance of program strength, however rests upon increasing program
enrollment and developing a set of facilities adequate for running the program’s state-of –
the art industrial equipment.
III. Process Followed for Current Review:
The PRC consultant met with the program director during the process to review the
procedures and offer assistance. Data regarding several aspects of the program were
collected from students, key instructors within and outside the department, and program
advisory committee members through surveys. A total of 13 students responded to a
PRC graduate-specific survey that was administered to 64 individuals. Of 16 Program
Advisory Committee members who were surveyed, 12 individuals responded. The data
were analyzed and returned to the program director and PRC members. The Program
Director presented a summary of his report to the committee. After PRC approval of this
report, it will be submitted to the Program Director and College Dean for responses.
Pending report and response approval by PRC, both report and responses will then be
forwarded to the Faculty Senate.
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IV. Previous Review
The first PRC review of this program occurred in the 2000-01 academic year. At that
time, the program was recommended for continuation and review under the University’s
seven-year cycle.
Recommendation for Program Director: “Review course content to determine if the
overlap noted by students is necessary to prepare students for their careers, or if it needs
to be addressed by the program director and the chair of your department to see if the
overlap should be eliminated. Some discussion of the amount of courses offered in the
management, rather than technical, aspects of GCM would also be appropriate.”
Consultant’s Summation: Since the initial review, the program has undergone
substantial curricular revisions in both 2004 and 2006 to address concerns of
course relevance and overlap. Both the Program Director and Department are
involved in ongoing monitoring of courses to maintain consistency within the
program and to meet the needs of industry.
Recommendation for Program Director: “Though the program has received significant
contributions in equipment from industry, it may be possible that in some courses the
equipment is not as up-to-date as in other courses. The director might target available
resources or find new funding or contributions to update equipment in all courses
offered.”
Consultant’s Summation: Although equipment and facilities remain a concern, the
Program Director has been successful in obtaining new equipment to support
current class and industry requirements.
Recommendation for the Dean: “Increase the program director allocation above 0.25 to
allow him/her to expand efforts in the recruiting of additional students for the major, and
allow the program director to seek sources of additional equipment and outside resources.
This is a solid, successful program, and if it is to remain vital will require an appropriate
level of commitment to the director.”
Consultant’s Summation: The release time remains at 0.25, but this does not
appear to be an issue at this time.
Recommendation for the Dean: “Whenever possible, space and facilities issues should
be brought forth to the Provost and the Chancellor, in order that this program can
maintain its solid reputation.”
Consultant’s Summation: Space and facility issues remain as a serious problem.
With the Communications Technology building slated for demolition on the
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Campus Master plan, major renovation prospects look slim. However, to retain
the quality and reputation of the program, these issues need to be addressed.
Recommendation for the Dean: “Recruiting and keeping successful faculty in this
program will require a realistic level of commitment in terms of salaries, to prevent the
best faculty from leaving into industry.”
Consultant’s Summation: The Program Director indicates faculty size is sufficient
to program needs. However references in key instructor, advisory board and
student surveys indicate this issue may become problematic in the future.
V. Current Program Review
Program Strengths
1. An active, knowledgeable program director. (student surveys, key instructor surveys,
advisory committee)
2. Committed and knowledgeable faculty. (program director report, key instructor surveys,
student surveys, advisory committee)
3. Involved advisory committee. (program director report, key instructor surveys, advisory
committee)
4. Near perfect job placement of graduates. (program director report, key instructor surveys,
student surveys, advisory committee)
5. Use of UW System funds and industry links to improve lab facilities. (program director
report, key instructor surveys, advisory committee)
6. Strong support from industry for both program and professional development. (program
director report, key instructor surveys, advisory committee )
Program Opportunities for Improvement
1. Facilities: Continue to maintain current levels of up-to date equipment and work to
obtain most needed facility renovations. (program director report, key instructor surveys,
student surveys, advisory committee)
2. Curriculum: Assess the viability of program course array to reflect the changing nature of
the Graphic Communications industry. (key instructor surveys, advisory committee)
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3. Program Enrollment and Marketing: Increase the visibility of the program to prospective
students as a means to increase program size. (program director report, key instructor
surveys, advisory committee)
4. Faculty: Review faculty strengths in relation to future program requirements to develop
timetable for professional development opportunities. (student surveys, key instructor
surveys, advisory committee)
Recommendations
Recommendations for the Program Director
1. Identify the most pressing of facilities requirements. Work with Department Chair and Dean
to locate funding sources to accommodate the needed renovations.
2. Work with faculty and advisory board to detect emerging trends in industry and incorporate
trends in program course array.
3. Work with Admissions Office and University Outreach to create connections with high
schools and utilize connections with industry and Stout program directors to increase the
visibility of the GCM major.
Recommendations for the Department Chair
1. Assist Program Director in locating funding sources to accommodate needed facility
renovations.
2. Work with Program Director in developing curriculum and developing or hiring needed
faculty to deliver new courses as needed.
Recommendations for the Dean
1. Work with the Program Director and Department Chair to locate funding sources to
accommodate the most pressing facility renovations.
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