Oh No!
Not
Academic
Program
Review!
Why Bother?
• MSCHE Accreditation
• 32 External Accreditation Bodies
• Federal Compliance
BUT……………….
….the most important reasons are
program quality and strategic
alignments
What is Program Alignment
& Review [PAR]?
PAR is intended to be a formal,
developmental, constructive, cyclical
and critical self-study process
resulting in superior academic
programming at Drexel.
What Does PAR help us to do?
PAR helps us to determine:
• Quality of the program
• Currency of the program
• Relevance to the university
mission and to society
• Fiscal viability
• Research productivity where
relevant
• A blueprint for future
improvements
• Efficiencies and economies
DREXEL PAR 7 YEAR CYCLE – PARTIAL LISTING
7 YEAR DREXEL PAR CYCLE
COMPLETED CYCLES
PILOT
ACADEMIC YEAR
2012-2013 PILOT
ACADEMIC YEAR
2013-2014
ACADEMIC YEAR
2014-2015
ACADEMIC YEAR
2015-2016
ACADEMIC YEAR
2016-2017
ACADEMIC YEAR
2017-2018
ACADEMIC YEAR
2018-2019
ACADEMIC YEAR
2019-2020
CHEMICAL ENGINEERING
[COE]
BS IN HEALTH SCIENCES
[CNHP]
CHEMISTRY [CoAS]
BIOLOGY [CoAS]
BEES & GEOSCIENCE [CoAS]
GRAPHIC DESIGN [CoMAD]
CULINARY ARTS & SCIENCES
[MERGED] [Center]
DRPH, COMMUNITY HEALTH
& PREVENTION [SPH]
ENGINEERING
MANAGEMENT [CoE]
HISTORY AND POLITICAL
SCIENCE [CoAS]
SOFTWARE ENGINEERING
(BSSE)(MSSE) [CCI]
PSYCHOLOGY [CoAS]
PROJECT MANAGEMENT
[COE]
FOOD SCIENCE [Center]
MS and PhD BIOMEDICAL
ENGINEERING [BIOMED]
MATERIALS SCIENCE [CoE]
CREATIVE ARTS IN THERAPY
(ALL PROGRAMS) [CNHP]
SPORT MANAGEMENT
[Center]
HOSPITALITY MGMT [Center]
BS IN NUTRITION & FOODS
[CNHP]
PROPERTY MANAGEMENT
[COE]
MS and PhD BIOMEDICAL
SCIENCE [BIOMED]
BUSINESS &
ENGINEERING [LeBow]
FINANCE MS [LeBow]
DOCTOR OF NURSING
PRACTICE (DRNP – TO BE
CHANGED TO DNP) [CNHP]
ENGLISH & PHILOSOPHY
[COAS]
ECONOMICS [LeBow]
CIVIL ENGINEERING [CoE]
DESIGN &
MERCHANDISING
[CoMAD]
ARCHITECTURAL CAEE [CoE]
THEATER [CoMAD]
ENVIRONMENTAL CAEE [CoE]
ART & ART HISTORY
[CoMAD]
BUSINESS ADMIN* (10
CONCENTRATIONS) [Lebow]
FILM & VIDEO [CoMAD]
ARTS ADMINISTRATION
[CoMAD]
MECHANICAL
ENGINEERING [COE]
PHYSICS [COAS]
SCREENWRITING [CoMAD]
BIOMEDICAL
ENGINEERING* BS and
accelerated BS/MS (5
CONCENTRATIONS)
[BIOMED]
ANTHROPOLOGY [CoAS]
CULTURE & COMM
DANCE [CoMAD]
DOCTOR OF PHYSICAL
THERAPY; PHD IN
REHABILITATION SCIENCE
[CNHP]
ACCOUNTING MS [LeBow]
MS IN HUMAN NUTRITION
[CNHP]
GENERAL STUDIES [Goodwin]
PHOTOGRAPHY [CoMAD]
HEALTHCARE MBA [LeBow]
MASTER OF SCIENCE IN
NURSING, Nurse Anesthesia
[CNHP]
ENGINEERING TECHNOLOGY
[COE]
CHEMICAL ENGINEERING
[CoE]
BS IN HEALTH SERVICES
ADMINISTRATION [CNHP]
RADIOLOGIC TECHNOLOGY
[CNHP]
BUSINESS ANALYTICS MS,
MBA[LeBow]
CONSTRUCTION MGMT
[COE]
MECHANICAL ENGINEERING
[CoE]
LEADERSHIP MBA [LeBow]
EDUCATION [SoE]
DEPARTMENT OF HEALTH
MGMT & POLICY [SPH]
SPECIAL EDUCATION [SoE]
DEPARTMENT OF
ENVIRONMENTAL &
OCCUPATIONAL HEALTH
[SPH]
PROFESSIONAL STUDIES
[Goodwin]
TEACHING LEARNING &
CURRICULUM [SoE]
MD/MPH [SPH]
LEARNING TECHNOLOGIES
[SoE]
CLINICAL NURSE LEADER IN
ADULT HEALTH [CNHP], IN
PEDIATRIC HEALTH AND IN
WOMEN'S HEALTH
MASTER OF FAMILY
THERAPY; PHD, COUPLE AND
FAMILY THERAPY [CNHP]
LEADERSHIP IN HEALTH
SYSTEMS MANAGEMENT;
INNOVATION AND
INTRA/ENTREPRENEURSHIP;
NURSE EDUCATION AND
FACULTY ROLE; CLINICAL
TRIALS RESEARCH[CNHP]
MASTER OF HEALTH
SCIENCES & POSTPROFESSIONAL (MHS) PHYSICIAN ASSISTANT
[CNHP]
NURSE PRACTITIONER MSN
(ALL TRACKS) [CNHP]
BS IN BEHAVIORAL HEALTH
COUNSELING [CNHP]
BACHELOR OF SCIENCE IN
ENTREPRENEURSHIP/INNOV
NURSING (BSN) ACE AND COATION MBA [LeBow]
OP [CNHP]
COMMUNICATION [CoAS]
ANIMATION & VISUAL
EFFECTS [CoMAD]
PHD PROGRAM IN
ECONOMICS [LeBow]
CRIMINAL JUSTICE [CoAS]
ARCHITECTURE [CoMAD]
PHD PROGRAM IN BUSINESS
[LE BOW]
SOCIOLOGY [CoAS]
GAME ART & PRODUCTION
[CoMAD]
FOREIGN LANGUAGE
[CoAS]
IAS [CoAS]
FASHION DESIGN [CoMAD]
EDUCATION LEADERSHIP
DEVELOPMENT & LEARNING
TECHNOLOGIES [SoE]
JD/MPH [SPH]
EDUC ADMINISTRATION
[SoE]
EXECUTIVE MPH PROGRAM
[SPH]
MUSIC [CoMAD]
HIGHER EDUCATION [SoE]
COMMUNICATIONS AND
APPLIED TECHNOLOGY
[Goodwin]
PRODUCT DESIGN [CoMAD]
EDUCATIONAL LEADERSHIP &
MGMT [SOE]
COMPUTING AND SECURITY
TECHNOLOGY [CCI]
INFORMATION SYSTEMS
TELEVISION [CoMAD]
(BSIS) [CCI]
INFORMATION TECHNOLOGY
TELEVISION MGMT [CoMAD]
(BSIT) [CCI]
INTERACTIVE DIGITAL MEDIA WEB DEVELOPMENT
INTERIOR DESIGN [CoMAD]
[CoMAD]
CREATIVITY AND
INNOVATION [SOE]
ENTERTAINMENT & ARTS
MGMT [CoMAD]
MUSIC INDUSTRY [CoMAD]
MATH LEARNING AND
TEACHING [SoE]
DEPARTMENT OF
EPIDEMIOLOGY &
BIOSTATISTICS [SPH]
GLOBAL & INTERNATIONAL
EDUCATION [SoE]
HUMAN RESOURCE
DEVELOPMENT [SoE]
MARKETING MBA [LeBow]
PHYSICS [CoAS]
ELC [CoAS]
DIGITAL MEDIA [CoMAD]
ENGLISH & PHILOSOPHY
[CoAS]
MATH [CoAS]
ELECTRICAL ENGINEERING
[CoE]
BUSINESS & ENGINEERING
[LeBow]
COMPUTER ENGINEERING
[CoE]
COMPUTER SCIENCE [CCI]
INFORMATION STUDIES
(PhD) [CCI]
HEALTH INFORMATICS [CCI]
Why PAR? VIDEO PLACEHOLDER
What are the goals of PAR?
REGULARLY REVIEW WHAT WE ARE TEACHING
AND RESEARCHING……… AND WHY
ENSURE THE HIGHEST LEVEL OF ACADEMIC
PROGRAMMING, FACULTY SCHOLARSHIP, AND
RESEARCH PRODUCTIVITY
ENSURE THAT ACADEMIC UNITS ARE OPTIMALLY
ALIGNED TO PRODUCE THE GREATEST TEACHING
AND RESEARCH IMPACT IN AN ENVIRONMENT OF
FINANCIAL RESPONSIBILITY AND SUSTAINABILITY
PAR IS DATA DRIVEN
STUDENT
RESEARCH
SPONSORED
RESEARCH
AREAS OF
CHALLENGE
AND
WEAKNESS
RETENTION
AREAS OF
STRENGTH AND
ACCOMPLISHMENT
ENROLLMENT
GRADUATION
CURRICULA
RIGOR
FINANCIAL
DATA
ANALYSIS
PAR Standing Committee
• Standing Committee chaired by the
Provost
• Includes deans, faculty, faculty senate
members, staff from key offices
• Meets quarterly
• Reviews reports and makes
recommendations to the Provost
• Final decisions are made by the
Provost
PAR and Program Alignment
Illustration
• Computing Task Force
– Creation of a new College – the
“College of Computing and
Informatics”
i School + COE + Goodwin
»Computer Science
»Software Engineering
»Cybersecurity
PAR Process for Academic Units
• Self-study process using guidelines that
include an external review site visit
• Four Term Process - Academic Year
• Summer/Fall/Winter Term
self-study
report
• Spring Term
external review/site
visit/preliminary oral exit summary
• Final Product
• Action Plan for implementing the
recommendations of both reviews and the
PAR Standing Committee
• The Action Plan is monitored by the Provost
and the Deans to ensure successful and
meaningful implementation of the
recommendations
External Review
EXTERNAL REVIEWERS ARE INVOLVED IN EACH
PROGRAM/DEPARTMENT UNDERGOING PAR
• Reviewers are educators of exceptional scholarship and
expertise
• External Review Team is composed of 2 to 3 reviewers of
outstanding reputation who are cognizant of the practical
requirements of their discipline
• Reviewers are chosen from aspirational and benchmark
programs
• External Reviewers receive the self-study reports in advance
of their site visit
• They are expected to issue an oral report to the Provost
before leaving, and forward a written report within two to
three weeks of the visit
Program Self-Study
Committees Provide
• Faculty CV [Faculty Portfolio Project]
• Student placement and graduate school
acceptance data
• Assessment plans and results
• Experiential assignments (SCDC can assist)
• Special distinctions, awards, recognitions
of program, faculty, and students
• Evidence of program quality, success and
support for continuation, expansion or
realignment of program
Central Administration
Provides
• Illustrative Examples
– List of Required Courses
– List of Elective Courses
– List of Core Major Requirements
– External Funding Awards and Applications
– Year-to-Date Expenses [over time]
– Senior Exit Survey Results
– Graduation Rates
Roles in PAR Process
PROVOST
FACULTY
AND DEPT
HEADS
PAR
DEANS
STANDING
COMMITTEE
1 . F am iliariz e th e
stu d e n ts w ith 21 st
ce n tu ry
in stru m e n tatio n 2.
Id e n tify u n re liab le
in stru m e n tatio n an d
so th e stu d e n ts
d o n 't w aste
lab o rato ry tim e w h ile
e q u ip m e n t is
re p aire d
3.
D e v e lo p a sch e d u le
fo r e q u ip m e n t
re p lace m e n t an d
re n e w al to in su re
o p tim al lab
fu n ctio n in g
1 . S tu d e n ts w ill
d o in th e
lab o rato ry w h at
th e y m ay se e o n
C o -o p 2. W aste d
lab o rato ry tim e
w ill b e re d u ce d
3. P ro ce d u re fo r
re p lace m e n t an d
re n e w al o f lab
e q u ip m e n t w ill
be
o p e ratio n aliz e d
L ab stu d e n ts
w ill b e
su rv e ye d at
th e e n d o f
te rm .
Q u e stio n s
an d fo rm at
w ill b e
cu sto m iz e d
1 -Au g -1 3 P lan n in g
1 -Jan -1 4 O n g o in g F in an cial
R e so u rce s
to b e
d e sig n ate d
e ith e r as an
in cre ase in
th e
o p e ratio n al
b u d g e t, o r
as a
re allo catio n
o f e xistin g
fu n d s w ith in
th e cu rre n t
budget
cycle
L ab
T e ch n ician s
an d facu lty
w ill h av e to
b e train e d in
new
e q u ip m e n t
o p e ratio n s
1 . T h e p rim ary
stre n g th an d
o p p o rtu n ity is th e
ab ility to in cre ase
stu d e n t satisfactio n
in th e lab
e xp e rie n ce
2.
T h e m ajo r w e akn e ss
is a fin an cial o n e fu n d in g
3.
G iv e n th e re ce n t
in cre ase in th e
n u m b e r o f m ajo rs
ap p lyin g to th e
p ro g ram , lab
im p ro v e m e n t is
e sse n tial d e sp ite
th e p o te n tial fo r
d im in ish e d
re so u rce s.
C h air o f
D e p artm e n tal
Acad e m ic
S u p p o rt
C o m m itte e
(p re se n tly E .C .
K u m b u r);
L ab o rato ry
S u p e rv iso r;
an d F acu lty
L e ad e rs
R e sp o n sib le
fo r L ab o rato ry
C lass
1 . R e le ase tim e
w ith w h ich to
in v e n to ry
cu rre n t
e q u ip m e n t fo r
e fficacy as w e ll
as to
in v e stig ate
e q u ip m e n t
re p lace m e n t 2.
F in an cial
re so u rce s
W e h av e
p u rch ase d
$70,000 o f state
o f th e art
e q u ip m e n t w ith
e n d o f ye ar
m o n e y p ro v id e d
b y th e
U n iv e rsity; w e
h av e d e v e lo p e d
a w ish list o f
$1 30K to fo rm
th e b asis o f fu n d
raisin g
ACTUAL OUTCOMES & FINDINGS
COST OF IMPLEMENTATION
RESOURCES REQUIRED
INDIVIDUAL(S) RESPONSIBLE
STRENGTHS, WEAKNESSES AND
OPPORTUNITIES
IMPLICATIONS FOR PROFESSIONAL
DEVELOPMENT
INTERNAL & EXTERNAL CHALLENGES
TARGET DATE FOR COMPLETION
PROGRESS REVIEW DATE
CURRENT STATUS
PROJECTED START DATE
DATA COLLECTION
INTENDED OUTCOMES
GOALS & OBJECTIVES
ISSUES ACCEPTED AS ACTIONABLE FROM THE
SELF-STUDY AND EXTERNAL REVIEW REPORTS
U p d ate th e
lab
e q u ip m e n t
av ailab le
to M E M
U G 's
Sample Findings from the
Pilot Year - Physics
PAR CHALLENGES
• Aging faculty
• Hire research active faculty at a
rate of 2 per year
• Redefine research focus
• Improvement of physical
infrastructure
• Funding
Physics
OBSERVATIONS
• Opportunity to reflect on the various
components of the department
• Members of the self-study were
representative of each departmental
sub-discipline
• Department Heads should be part of
the committee to provide in depth
knowledge of the program
• Discussions of individual and global
findings took much time
Sample Findings from the
Pilot Year - Physics
PAR BENEFITS
“The PAR process provided our
department with an opportunity to
evaluate the research and teaching
missions and identify areas of
improvement. It provided a natural
framework to organize an external
review which was long overdue.”
Michele Valliere, Chair
Sample Findings from the
Pilot Year - Business &
Engineering
PAR CHALLENGES
• Interdisciplinary program with engineering
• Process seems designed for degrees that align
closely with departments
• LeBow degrees and departments do not
necessarily align
• Absent alignment, data on finances, staffing and
facilities is more difficult to obtain
• How to define Business & Engineering faculty?
Business & Engineering
PAR BENEFITS
• Discussions with engineering generated
ideas for improving curriculum
• The process and growth in the program
have highlighted the need for a more
formalized management structure for the
program
• Process enabled us to learn about the
history of the program
• Data analysis has provided a good
opportunity for benchmarking of the
program
Business & Engineering
PAR OBSERVATIONS
• Data support from central administration
was crucial to the self-study
• The value of the external team report is
inestimable
• The ability to reflect on the program has
been a welcome one. It made us take a
look at ourselves in an objective way
PAR STRENGTHS
• Totally transparent
• Accelerates internal
Improvements
• Fosters dialogue and
communication
• Promotes curricula re-design
• Informs interdisciplinary
approach to academic
programming
• Informs budgeting process at
the program level
PAR CHALLENGES
• Facilitate funding and growth
• Overcoming a history of under
resourcing
• Create shared governance
[Tenure, Teaching and
Contingent Faculties]
• Manage expectations
• Manage action plan
implementation
• Resource limitations for hiring
PAR OPPORTUNITIES
• Examine curricula currency and
design
• Improve management at the
department/program level
• Facilitate communication
protocols
• Encourage interdisciplinary
approaches to academic
programming
• Examine program alignments
Is There Life After PAR?
• Action Plans are implemented &
monitored by the Provost and the
deans
• The Provost’s Office provides
guidance on plan implementation
and assessment of effectiveness
• Student success factors are
monitored to determine success of
implementation
Is There Life After PAR?
• Programs will undergo formal
program review every seven years
• Efficiencies & economies are
identified
• Balance the desire for greater
resources against resource allocation
realities
• Action Plans are integrated into
larger university planning initiatives
such as budgeting, hiring and
strategic planning
WEBSITE
PUBLIC WEBSITE
http://www.drexel.edu/provost/par/
WE HAVE ALSO DEVELOPED AN
INTERNAL SHAREPOINT SITE TO SERVE
AS A REPOSITORY FOR DATA AND
INDIVIDUAL WORK FOLDERS
https://provost.moss.drexel.edu/par/selfstudy
/SitePages/Home.aspx
Questions on PAR