Pilot Program Review – Foreign Language – 2002-2003
Executive Summary
In the College of Arts and Humanities, The Foreign Language Department was selected by Dean
Liahna Armstrong to participate in the initial program review process under development
through the provost’s office. As an initial, pilot effort, much was learned by all of the
participants about the process itself, the timeline, contents of the self-study, selection of external
reviewers, organization of campus visits, and efforts to ensure that all of the work and effort put
forth by all of the various people produces meaningful results.
As a part of the process, the department composed a self-study document following the academic
program review guidelines. In this specific instance, the department did not completely respond
to all items in the self-study document. For example, the last section of the self-study document
was to include suggestions about the program review process, but no comments were included.
Other sections had minimal information.
Dr. Daniel Morris, professor and chair, Foreign Language Department, Southern Oregon
University served as the external reviewer reading the self-study document and meeting with
faculty and administrations during his campus visit.
Based upon the departmental self-study document, Dr. Morris’ report, and the dean’s review, this
report summarizes the commendations and recommendations. It is expected that this report will
provide a framework and guidance for the department to continue their endeavors in meeting
their mission and goals with the university.
Commendations:
The faculty are highly qualified, professional staff with a majority having doctoral degrees. Their
teaching evaluations are also exemplary, both in terms of the Student Evaluation of Instruction
and from anecdotal reports by students. For the most part, it appears that there is a supportive
and collegial atmosphere within the department. It is clear that all faculty are deeply committed
and passionate about their language and the importance of language study in an academic
institution.
The departmental commitment to the move and expansion of Foreign Languages Day to
“International Education and World Languages Day” is commended. Not only does this activity
enhance the role and visibility of the department within the university, it also contributes to a
broadening influence of the department to the larger community. The time and effort expended
by the chair and faculty in this endeavor is very much appreciated.
The use of study abroad to give majors direct experiences with the language and culture of the
selected country contributes to students’ knowledge. While the external reviewer noted the
weaknesses with this particular approach, nevertheless, it still provides for an enriching
experience for the major students.
The department’s contributions to area studies programs are essential for these programs.
Building upon these strengths, the department also has some work to complete. In the words of
Dr. Morris, the “department needs to develop a plan to guide the evolution of the department in
the future.” All academic institutions are finding themselves facing issues and challenges that,
how they are addressed, will impact the nature and quality of programs. The Foreign Language
Department is no different. It is also true, as pointed out by Dr. Morris, that this discussion and
planning needs to include all members of the department and reflect what can be reasonably
expected and accomplished within the social and political context of diminishing resources.
Recommendations:
The major recommendation for the department is to craft a strategic plan that will help guide the
department and administration through the variety of issues facing the department. These issues
include the type of support and the nature of the languages being offered through the department;
level of staffing for each of the selected languages; and enhancing the role of the department in
teacher education. As Dr. Morris states, “The department needs to develop a plan that will be
proactive rather than reactive to circumstances or external influence.”
The department should review its curricula in terms of currency and based upon what they teach
students, craft an assessment plan that provides data about what their graduates know and can
perform. As Dr. Morris noted, there is very little evidence in the self-study document or the
university catalog to demonstrate how the language curricula emphasizes proficiency-based
instruction, applied application of language and contemporary culture. In addition, neither is
there evidence in the self-study document about what graduates of the program are expected to
demonstrate or their successes after they leave the university. Having data about both will help to
strengthen the department’s evidence about quality programs. As a part of this curricular
analysis, the faculty will want to consider how to better use technology in foreign language
instruction.
The department will want to continue to work on faculty morale and cohesiveness, so that
tensions between and among faculty are not detrimental to the overall atmosphere within the
department.
Continue working on augmenting the connections with teacher education and consider various
ways in which the department can reach out to the public schools in order to attract students to
study of languages.
The various documents produced in the review suggests that there has been angst about the
appropriate directions for the department to move, the languages that should be taught, and the
effectiveness of communication both within and beyond the department. While some of these
issues persist, there is evidence that progress has been made in addressing them.
Recommendations for Dean and Provost’s Office:
 Provide guidance and assistance as the department works through its strategic planning
process.
 Continue to strengthen the communications between and among the chair, faculty and
administrators.
 Continue to support World Languages Day.
Overall, the Foreign Language Department is at a stage where time and energy spent on
considering their role and mission within the broader context of the university will pay dividends
in the future.