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This template will be subject to future modifications and will be available online (through
Compliance Assist). It is intended to be used for academic program review (including liberal education review) purposes.
Departments and programs need only respond to highlighted, italicized portions of this document.
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Blue non-italicized items will be provided by Office of Institutional Research .
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Green non-italicized items will be provided by the Graduate School .
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Purple, non-italicized items will be supplied by the Registrar .
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Orange, non-italicized items will be provided by CELTUA .
The items supplied by other offices will be uploaded by December 1 of each academic year. You are encouraged to create responses that offer a compelling portrayal of your department or program while being as concise as possible.
You should respond to this template ONLY when your department or program undergoes academic program review.
Whenever possible, use PDF-version files for uploading.
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The self-study document provides an opportunity for a Department/Program to reflect on its mission, goals, and strategic plan.
"Program" is defined as a stand-alone disciplinary unit, equivalent to a Department and hereafter is referred to only as
"Department." Including internal and external advisors in the review process provides a valuable opportunity for a Department to receive feedback. Therefore, in discussing future plans in the self-study document, Departments should focus on what they consider to be the most significant issues for which they are seeking feedback. Departments should consult with their Dean and the Provost’s office to jointly identify these issues and what data beyond those in the self-study, should be included.
The template PROVIDED BY APR should be used to complete the self-study document, which must not exceed 11 pages, including the Executive Summary. An additional nine pages can be added for those Departments with both undergraduate and graduate degree offerings (i.e., 20 pages total if reviewing both undergraduate and graduate degree programs; 12 point font and one-inch margins required). Consider the Chair of the Academic Program Review Committee a partner throughout the process.
INTERNAL ENVIRONMENT
Outline the current strengths and weaknesses of the Department across the following criteria and metrics , in the following order. To complete the assessment, use various sources including judgments of external reviewers in previous reviews, reflection on previous reviews and goals, findings of accreditation teams, and rankings of the Department by national educational associations or scholarly and professional societies. In addition:
• Provide data for the last five years (or for the period since last program review).
• For each metric that calls for quantifiable data, provide the a) total number, b) median, c) minimum, and d) maximum - for each year and for the five-year span.

• For Departments with multiple degrees or both undergraduate and graduate degrees, each criterion should be addressed separately for each degree program where possible. Data (e.g., faculty productivity) that overlap between undergraduate and graduate activities or across degree programs should only be listed once and cross-referenced appropriately between sections.
• If there are no data to report for a criterion, the department should respond “no data” with a brief explanation (one- or twosentences).
• If a criterion is not relevant, the Department should respond “not applicable” with a brief explanation (one- or twosentences).
• All metrics considered essential to the Department, but not included here, should be reported under ‘other.’
A 500-word abstract of the full report that highlights elements of each part of the Self-Study, including Activities and Performance since the Last Review, the Strategic Plan, and Key Issues.
Provide a brief history of the Department since the last review to explain how the Department arrived at its present configuration with respect to undergraduate and graduate education, research, faculty, outreach, etc. Include a short description of the
Department's operating/governance procedures and illustrate any changes or revisions that have been implemented during the period of review. Describe updates, changes, opportunities, or challenges with facilities, equipment, or collections during the period of review.
1. List all full-time faculty in the Department by name, year of hire, faculty rank (lecturer, clinical faculty, assistant professor, etc.), and graduate level status. BELOW provide a two-page (maximum) biographical sketch for each full-time faculty member.
2. Summarize the Department’s promotion and tenure expectations and workload policy with regard to teaching, research/ scholarship/creative activities, and service.
3. Describe programs or procedures used to monitor and mentor the progress of full-time faculty as they become eligible for promotion or tenure.
4. SEE INTEGRATED TEMPLATE FOR: Quantify the percentage of credit hours taught by faculty type (graduate assistants, parttime, full-time non-tenure, full-time tenure track).
5. review.
Discuss opportunities and challenges related to the current status of the faculty (hires, retires, etc.) since the last period of
6. Other
APR FACULTY GRAD STATUS (PROVIDED BY GRAD SCHOOL) o list of faculty graduate level status . o o
o SEE INTEGRATED TEMPLATE for scholarly/creative activity by faculty rank (or other groupings).
SEE INTEGRATED TEMPLATE for honors and awards received by faculty for each year.
Other issues related to scholarly and creative activity

APR TEACHING AND ADVISING
• See INTEGRATED TEMPLATE for a description of each degree program.
• See BELOW for course enrollments.
• See INTEGRATED TEMPLATE for contributions of the Department to the Division and to the University (i.e., cross-divisional and the Miami Plan).
• See INTEGRATED TEMPLATE for evidence of quality teaching and advising for both undergraduate and graduate students.
Describe the process for gathering and using such evidence (e.g., course evaluations, exit interviews).
• Other issues related to teaching/advising.
List undergraduate and graduate courses (number and title only) and quantify enrollment.
2.
3.
Describe the Department's contribution to professional service activities across multiple levels within and outside of the university.
1. Departmental
Divisional
University-wide
4. External: community, region, state, nation, international
1. See INTEGRATED TEMPLATE: Describe and, if possible, quantify student scholarly or creative activities.
2. See INTEGRATED TEMPLATE: Quantify the number of students participating in practica, internships, productions, or other professional experiences.
3. See INTEGRATED TEMPLATE: Describe and, if possible, quantify the number of students engaged in university service and the number engaged in community service.
4. See INTEGRATED TEMPLATE: List the honors and/or awards received by students each year.
5. See INTEGRATED TEMPLATE: For each year, report the percent of students graduating (i.e., completing all degree requirements) within the normative timeframe for each degree.
6.
7.
See INTEGRATED TEMPLATE: For each year, describe job placement and placement-in-advanced-study programs.
Describe teacher-training and mentoring programs provided to graduate teaching assistants.
8.
9.
Quantify the average time to degree for each degree program.
Other
See INTEGRATED TEMPLATE for: This criterion enumerates the resources/experiences available to Miami undergraduates as a result of interconnections between graduate and undergraduate students. Data should be aggregated at the Department level.

2.
3.
Describe the impact of the graduate program on undergraduate:
1. Instruction.
4.
Scholarly/creative activity.
Student life and/or co-curricular activities.
Other
1. Describe the demonstrated impact of scholarly/creative activity by faculty and students that significantly advances discovery and understanding in the public domain while promoting teaching, training, and learning in the discipline(s) of the Department.
2. Provide evidence of broadening the participation of underrepresented groups (e.g., gender, race, ethnicity, disability, geographic, etc.), particularly relative to the discipline(s) or field(s) of the Department.
3. Provide evidence of activities that build capacity for scholarly/creative activity, teaching, or service that benefit the university or the community such as facilities or instrumentation; local, regional, national or international networks; campus life; and community outreach or partnerships.
4. Other
1. Describe the undergraduate and graduate degree programs' standing in relation to comparable programs.
2. See BELOW for: Quantify the total number of students who are full-time and, where appropriate, part-time for each year.
3. Describe the extent to which external funding (e.g., grants, contracts, scholarships, gifts) supports the infrastructure and/or operation of both the undergraduate and graduate degree programs.
4. See BELOW: For the graduate degree program(s), quantify the number of student applications; number admitted; number enrolled (i.e., acceptance rate) per year.
5. See INTEGRATED TEMPLATE: Quantify the number of graduate assistantships with (a) MU funding, (b) external funding, and the number of students who are self-funded for each year.
6. Where appropriate, describe revenue-generating activities.
7. Other
For the graduate degree program(s), quantify the number of student applications; number admitted; number enrolled (i.e., acceptance rate) per year
Quantify the total number of students who are full-time and, where appropriate, part-time for each year.
Outline the potential opportunities and challenges facing the Department that are influenced by activities and issues outside of the university. Provide a brief explanation if any element below is not applicable.
• Describe the availability of faculty and student talent relative to job market and national enrollment trends.

• Describe the availability of external resources and funding (including grants, contracts, and gifts).
• Describe external developments in society and the economy that can affect the progress or success of the Department.
• Describe the regulatory, legal, or political environment that can affect the progress or success of the Department.
The purpose of strategic planning is to help define the Department's priorities over the next five-plus years. A strategic plan should be directional and guide, but not limit, future opportunities. It should enable the Department to align its strategic objectives with divisional and university goals and priorities, as well as with financial and human resource opportunities and constraints. Finally, it should provide a mechanism to continually review programmatic progress to ensure excellence in teaching, scholarly/creative activities, service, and outreach.
List a set of overall goals for the Department. These goals should be longer-term in nature, and should have a horizon of about five years. While we recommend four to five separate goals as ideal, limit the list to no more than seven. For each goal, indicate the Divisional Goal(s) and the University Strategic Priority(ies) it supports. Arrange these in a table according to APR guidelines.
List a set of overall goals for the Department. These goals should be longer-term in nature, and should have a horizon of about five years. While we recommend four to five separate goals as ideal, limit the list to no more than seven. For each goal, indicate the current Divisional and University Goal(s) it supports.
Departmental Goal Divisional Goal University Goal
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5

For each Departmental goal, address each of the following sections.
1. Indicators of Success. What indicators are currently being tracked? What quantitative or qualitative indicators will be used to track performance towards this goal?
2. Strategies and Tactics for Achievement. What strategies and tactics, in order of priority, has the Department chosen to pursue in order to achieve this goal? Why have these particular strategies and tactics been chosen?
3. Financial Implications. Will new resources be needed to accomplish this goal? If so, identify any resource reallocation opportunities that may exist within the Department. Prioritize a list of additional resources required to achieve the Department’s goals and also prioritize a list of resource reallocation opportunities.
4. Points of Integration (where applicable). Does achievement of this goal rely on other units outside the Department? If so, what support might be required from these other units?
List three to five key issues chosen based upon a comparative evaluation of the Activities and Performance since the Last Review
(Section II) and the Strategic Plan (Section III) that need to be addressed by the Department in order to achieve the goals of the
Strategic Plan. For each, indicate the unit goal affected and the feedback requested. Organize these in a table according to APR guidelines.
These Key Issues will provide a focal point for the review team to provide feedback on strategies and approaches for achieving these goals.
The list of Key Issues must be developed in cooperation with the Dean of the academic division and the Office of the Provost prior to the submission of the Self-Study, and may include Divisional or University Key Issues as defined by the Dean or Provost.
Key Issue Unit Goal(s) Impacted by Key Issue Feedback Requested
Faculty in the Department (2 pp. maximum for each person).
The following sections should be included. Do not exceed 2 pages.
1. Name, title, affiliation

2. Professional Preparation (chronological order)
Institution, Major, Degree, Year
3. Peer-reviewed Research, Scholarly, or Creative Activities
(list up to 10 peer-reviewed publications, presentations, or performances since the last period of review; enumerate total of each type of activity since last period of review)
4. Teaching and Instructional Activities
(list formal courses taught, instructional contributions, and educational developments since the last period of review)
5. Externally funded activities
(list up to 10 externally funded research, scholarly, or creative activities since the last period of review; enumerate total of each type of activity since last period of review)
6. Advising and advisees
(list the number of undergraduate and graduate advisees, and advising activities since the last period of review)
7. Service to the profession
Department, Division, University, External (list of representative activities within each category since the last period of review)