Academic Affairs Program Prioritization

Provost's Report

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May 15, 2008

On April 15, 2008, the Provost received a set of recommendations from the Academic Affairs Program Prioritization (A2P2) Phase II Task Force. These recommendations were based on careful consideration of individual program reviews, recommendations from deans and academic area administrators, program data from Institutional Research, input from the Faculty Senate, comments received on the A2P2 website, discussions at the A2P2 Forum held April 3, 2008, and continued interaction with the deans after the A2P2 Forum. Many of the recommendations agreed with those made by the deans and area administrators, others differed.

The following decisions are based on Task Force recommendations, further input from deans, area administrators, and Faculty Senate leaders, and the long-term best interest of Washington State University.


I. General Institutional Decisions

  1. Conduct a university-wide course audit with the goal of reducing the number of undergraduate and graduate courses offered across the university. Reductions will vary across programs, but should total approximately 20% university-wide.
  2. Conduct a university-wide degree audit with the goal of reducing the number of majors, minors, options, and degrees.
  3. In consultation with the faculty, place a moratorium on new courses and degree offerings until the course and degree audits have been completed.
  4. Identify and implement governance and budget strategies for better integrating and differentiating the delivery of degree programs across campuses.
  5. Implement a faculty hiring strategy where the primary criterion is to build critical mass in priority areas of research/scholarship and teaching, rather than filling existing specific teaching assignments.
  6. Develop and implement strategies for re-directing faculty into and re-training them for priority areas.

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II. Cross-College/Cross-Area Decisions


Applied Social Sciences

  1. Create a Division of Social and Behavioral Sciences in the College of Liberal Arts.
  2. Infuse social sciences into Health Sciences, Environment and Sustainability, Water, and other interdisciplinary initiatives.
  3. Consider moving the Department of Human Development into the new Division of Social and Behavioral Sciences or to the College of Education.

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Environment and Sustainability

  1. Conduct an internal review to determine how to build a focused area of environment and sustainability using resources currently invested in the School of Earth and Environmental Science, the Department of Natural Resource Sciences, and the Department of Community and Rural Sociology. Options include
    • Consolidating SEES, NRS, and CRS into a new unit.
    • Using resources from these units to strengthen existing environment and sustainability programs university-wide.

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General Education

  1. Elevate general education as an institutional budget priority.
  2. Review the philosophy and restructure the overall content of general education.
  3. Expect tenure-line faculty "ownership" of and engagement in general education.
  4. Develop, with the assistance of an external consultant, a funding model and administrative structure for general education that clearly defines the roles of the Office of Undergraduate Education, the Colleges of Liberal Arts and Sciences, and other colleges contributing to the general education curriculum.

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Health Sciences

  1. Develop Health Sciences, including first-year Medical Education, Pharmacy, Nursing, and related health professions as a university-wide division headquartered at WSU Spokane with programs /services in Pullman, Tri-Cities, and Vancouver.
  2. Consolidate the Department of Speech and Hearing Science in Spokane as part of the Division of Health Sciences, refocusing the program to attract research funding.
  3. Consider moving a joint department of Kinesiology (Athletic Training, Movement Studies, Health and Fitness, and PE Activity) and Sports Management from the College of Education to the Division of Health Sciences.
  4. Strengthen the social, cultural, and behavioral aspects of human health through close linkages with the College of Liberal Arts and WSU Extension within the Division of Health Sciences.

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Interdisciplinary Design Institute

  1. Assign IDI the role of
    • Stimulating interdisciplinary research, graduate education, and outreach in the design disciplines (Architecture, Landscape Architecture, Interior Design, and possibly, other design-related disciplines, e.g., Apparel Merchandising, Design, and Textiles, Fine Arts, and Digital Technology and Culture).
    • Assisting undergraduate/professional programs in the design disciplines in providing students urban design experiences and interdisciplinary learning opportunities.
  2. Reconfigure the budget model and administrative structure of IDI to assure unified faculty expectations and collaborative program planning and management. The chancellor and the deans of CAHNRS, Engineering and Architecture, and other involved colleges will lead this effort.

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Statistics

  1. Conduct an external review to facilitate the development of a program vision and a recommended structure that best serves the teaching, research, and service needs of WSU.

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Water

  1. Make "water" a major focus of Environment and Sustainability efforts. (Water will continue to be a major issue for the economic development and well-being of Washington.)
  2. Consolidate and focus existing and new water programs to address critical issues facing Washington.
  3. Utilize the current review of the Water Research Center in the Office of Research as a preliminary step in developing a university-wide plan for water research, teaching, and outreach.

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III. College Decisions

Program recommendations submitted by Colleges on March 15, 2008 are summarized in Appendix A.

Each college will audit its courses, options, minors, majors, and degrees as per Section I, 1 and 2.
By June 15, 2008 each college will submit to the Provost:

  1. Course and degree audit initial results and preliminary recommendations.
  2. Draft plan and timeline for implementing the program-specific decisions in this document.

Decisions from the course and degree audits and a final program-specific implementation plan and timeline are due in the Provost's Office September 26, 2008.

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Agricultural, Human, and Natural Resource Sciences

  1. Phase out the undergraduate major in forestry and retain forestry programs only in support of areas of emphases within natural resources (e.g., wildlife science, water resources management).
  2. Consolidate statistics across the university (see Statistics in Section II).
  3. Phase out Community and Rural Sociology from CAHNRS. Combine essential elements in new unit with Natural Resource Sciences and School of Earth and Environmental Sciences or move to Sociology.
  4. Determine the future role of Landscape Architecture and Interior Design in the Interdisciplinary Design Institute.
  5. Consolidate elements of Horticulture and Landscape Architecture, Crop and Soil Sciences, Plant Pathology, and Entomology to form appropriate interdisciplinary undergraduate/graduate program(s) in "plant science".
  6. Consider consolidating Landscape Architecture, Interior Design, and other appropriate units to form a "school of design".
  7. Reduce the number of course offerings and low enrollment degrees.
  8. Consider moving the Department of Human Development into the new Division of Social and Behavioral Sciences in the College of Liberal Arts or to the College of Education.
  9. Invest strategically in a specific, chosen area of Biological Systems Engineering (rather than just adding resources to the unit).

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Business

  1. Study leading colleges of business to identify elements of their success applicable to the College.
  2. Consider consolidating units within the college.
  3. Consider phasing out minors and "lower" enrollment majors.
  4. Clarify the College's research foci.
  5. Better utilize regional campuses in the teaching program to sustain university-wide accreditation and achieve more efficient resource utilization.
  6. View the Master of Business Administration as a statewide enterprise; use Pullman and regional campus resources to deliver the MBA as a "state-wide" program.
  7. Reduce course offerings through course elimination, outsourcing, and fewer offerings per year. This will require a critical examination of degree requirements, minors, and course offerings as well as consultation with programs and majors that rely on CB for required courses. Reinvest resources to build undergraduate capacity and focused research consistent with the College's research foci.
  8. Collaborate with the College of Pharmacy to add a health policy component or option to the Executive Master of Business Administration in Spokane.

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Education

  1. Clarify the College's research foci.
  2. Reduce the number of degrees and degree options.
  3. Combine PhD in Cultural Studies with PhD in American Studies from the College of Liberal Arts.
  4. Consolidate Kinesiology (Athletic Training, Movement Studies, Health and Fitness, and P.E. Activity) and Sports Management and consider moving to the Division of Health Sciences.
  5. Integrate School/Community Collaboration Center with the Center for Distance and Professional Education (CDPE) and Extension.
  6. Consolidate Counseling Psychology with Clinical Psychology in the College of Liberal Arts.
  7. Phase out the school psychology certificate program in Spokane.
  8. Consider moving the Department of Human Development from the College of Agricultural, Human, and Natural Resource Sciences into the new Division of Social and Behavioral Sciences in the College of Liberal Arts or to the College of Education.

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Engineering and Architecture

  1. Clarify the College's strategic vision and priorities.
  2. Redirect Computer Engineering resources in Pullman to research and graduate education priorities within the School of Electrical Engineering and Computer Science.
  3. Develop strategies for re-directing faculty into and re-training them for priority areas.
  4. Invest strategically in a specific, chosen area of Biological Systems Engineering (rather than just adding resources to the unit).
  5. Collaborate with regional campuses to coordinate research and teaching program planning and delivery, including faculty hiring.
  6. Investigate unnecessary duplication of course offerings with regional campuses.
  7. Determine the future role of Architecture in the Interdisciplinary Design Institute.
  8. Grow and invest in Bio-engineering graduate education and research. Continue undergraduate degree only if chosen as a top priority that is consistent with the College's Strategic Vision.

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Liberal Arts

  1. Combine American Studies, Comparative Ethnic Studies, and Women's Studies into a single unit.
  2. Focus research and graduate programs by distributing the College's numerous units into one of the following new divisions:
    • Social and Behavioral Sciences
    • Arts, Culture, and Humanities
    • Interdisciplinary Programs and Area Studies
  3. Implement a faculty hiring strategy where the primary criterion is to build a critical mass in research/scholarship and teaching themes rather than filling existing specific teaching assignments.
  4. Combine PhD in American Studies with PhD in Cultural Studies from the College of Education.
  5. Combine Clinical Psychology and Counseling Psychology program from the College of Education.
  6. Grow Foreign Language and Culture, including Asian Program, as part of the College's Strategic Plan.
  7. Explore strengthening the link between Foreign Language and Culture and International Programs.
  8. Move theater department into the new Division of Arts, Culture, and Humanities.
  9. Consider moving Art Museum into the new Division of Arts, Culture, and Humanities.
  10. Develop specific linkages between the new Division of Arts, Culture, and Humanities and VPLAC (Visual Performing and Literary Arts Committee), and Beasley Coliseum.
  11. Consolidate Speech and Hearing Science in Spokane and move to the Division of Health Sciences.
  12. Form a Department of Digital Technology and Culture headquartered in Vancouver.
  13. Consider moving the Department of Human Development from the College of Agricultural, Human, and Natural Resource Sciences into the new Division of Social and Behavioral Sciences in the College of Liberal Arts or to the College of Education.
  14. Reduce the number of programs identified for growth and investment.

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Nursing

  1. Transition the Master of Nursing (MN) into a clinical doctorate program (Doctor of Nursing Practice, DNP) without increasing the number of graduate level clinical courses offered in Nursing.
  2. To the extent possible, offer Nursing's Ph D-related science courses from the Spokane campus and the DNP-related science courses from the Vancouver campus. Offer Ph D and DNP university-wide.
  3. Clarify the College's research foci.
  4. Develop and implement an inter-campus, course-charge model.

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Pharmacy

  1. Consolidate Pharm D in Spokane (as suitable facilities become available).
  2. Consolidate Dietetics, Exercise Metabolism, and Nutrition in Spokane.
  3. Refocus the Cancer Center to chronic illness and rename it.
  4. Eliminate the toxicology program.
  5. Maintain the Master of Health Policy and Administration. Do not add a doctoral program.
  6. Collaborate with the College of Business to add a health policy component or option to the Executive Master of Business Administration in Spokane.

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Sciences

  1. Consolidate statistics across the university (see Statistics in Section II).
  2. Consider reducing Geology and focusing it on GER courses, basic science teaching, and environment-related research.
  3. Maintain present university funding for core laboratories operated by the Centers for Integrated Biotechnology and Reproductive Biology. Examine the success of CIB and CRB in achieving their stated goal of facilitating multi-investigator grants. Determine the future role and funding of CIB and CRB.
  4. Continue to increase the quality of instruction and student retention in lower-division science courses.
  5. Reduce the number of course offerings.
  6. Reduce the number of programs identified for growth and investment.

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Veterinary Medicine

  1. Develop the global animal health initiative. 
  2. Establish an adequate and sustainable budget for Veterinary Teaching Hospital operations.

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IV. Area Decisions

Program recommendations submitted by Academic Affairs Areas on March 15, 2008 are summarized in Appendix B.

By June 15, 2008, each area will submit to the Provost a draft plan and timeline for implementing the program-specific decisions that follow.

Your final program-specific implementation plan and timeline are due in the Provost's Office September 26, 2008.

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Center for Distance and Professional Education

  1. Conduct an extensive review and develop a new funding and operational model for DDP and the Global Campus.
  2. Maintain Professional Education as a self-sustaining program.
  3. Investigate potential duplicative services offered by CDPE, Student Affairs, and Academic Affairs, e.g., advising, registration, and course development.

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Extension

  1. Maintain the three 4-H programs at current levels. (Dean recommended growth in STEM programs)
  2. Consolidate existing water programs and coordinate with water-related research.
  3. Insure that Extension Energy Program operates within the university structure and is integrated with WSU's energy-related research and outreach programs.
  4. Consider relocating the Center for Civic Engagement from Student Affairs, Equity, and Diversity to Extension.
  5. Determine the future of the Learning Centers. Consider moving them under the Regional Campuses or the Student Advising and Learning Center.
  6. Advance University-wide Extension by rewarding faculty for the "scholarship of engagement" (use Carnegie Foundation guidelines to quicken progress).

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Graduate School/Office of Research

  1. Maintain the Individual Interdisciplinary Doctoral Program.
  2. Realize efficiencies of merging Graduate School and Office of Research.
  3. Review centers, institutes, and laboratories using the Evaluation Framework for University Centers, Institutes, and Laboratories developed by Academic Affairs Program Prioritization Task Force I (http://www.academic-prioritization.wsu.edu/phase_I.html, Guidelines to Areas for Self-Reviews, number 2).
  4. Review funding plan for the Center for Integrated Technology, Center for Reproductive Biology, and other centers, institutes, and laboratories receiving state funds.

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International Programs

  1. Continue to clarify the University's vision for International Programs.
  2. Maintain Research and International Development.
  3. Advance Education Abroad through provider programs tailored to WSU students.
  4. Explore increased linkage between Asian Studies, Global Studies, and Foreign Languages and Culture.
  5. Maintain Global Studies' funding and development of interdisciplinary curriculum using existing courses.
  6. Focus on strategic partnerships, program-specific linkages, and international collaborations that advance institutional goals.

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Libraries

  1. Close the Pullman "branch" libraries (excepting Owen).
  2. Examine the future of reference including the reduction of librarian desk service.
  3. Extend library hours only if undergraduate education and the student experience are advanced.
  4. Identify a mechanism for building journal subscription rate inflation into the budget.
  5. Investigate alternative methods of addressing escalating journal subscription rates including on-demand purchase, "user-fee models", and open access.
  6. Develop relationships and structures to facilitate collaboration between the Libraries, IT, and student computing services.

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Office of Undergraduate Education

  1. Change name to the Office of Undergraduate Excellence (OUE) and refocus the mission on those elements of undergraduate AAU-likeness that require central coordination and support.
  2. Consider, with Student Affairs, Equity, and Diversity, consolidating the Student Advising and Learning Center, New Student Programs, Freshman Seminar, Tutoring, Career Services, and other appropriate academic success focused programs into a Student Success Office.
  3. Reduce the number of general education course offerings.
  4. Undertake a complete "overhaul" of general education.
  5. Rename and refocus the Center for Teaching, Learning, and Technology to support undergraduate assessment activities such as compiling program assessment data, developing web-based assessments, assessing core learning goals, and supporting undergraduate academic program reviews. A university-wide plan for technology transitions is needed.
  6. Make the Teaching Academy an "honorary group" and redirect resources to a higher priority use.
  7. Phase out Common Reading.

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Appendix A

Summary of the Results of Academic Affairs Program Prioritization
Submitted by Colleges on March 15, 2008

Note:
The following recommendations have not been formally accepted. Decisions will, in many cases, depend on the results of the course and degree audits (see Section I, 1 and 2). Some program recommendations may be accepted, others may be moved to a different Alternative Future in the Framework (e.g., Growth and Investment, Maintenance, Reorganization, Consolidation, or Reduction, or Phase Out).

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Agricultural, Human, and Natural Resource Sciences

Phase Out
Reorganization, Consolidation or Reduction
Maintenance
Growth and Investment

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Business

Maintenance
Growth and Investment

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Education

Phase Out
Reorganization, Consolidation or Reduction
Maintenance
Growth and Investment

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Engineering and Architecture

Reorganization, Consolidation, or Reduction
Maintenance
Growth and Investment

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Liberal Arts

Phase Out
Reorganization, Consolidation, or Reduction
Maintenance
Growth and Investment

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Nursing

Reorganization, Consolidation, or Reduction
Maintenance
Growth and Investment

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Pharmacy

Phase Out
Reorganization, Consolidation, or Reduction
Maintenance
Growth and Investment

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Sciences

Reorganization, Consolidation, or Reduction
Maintenance
Growth and Investment

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Veterinary Medicine

Maintenance
Growth and Investment

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Appendix B

Summary of the Results of Academic Affairs Program Prioritization
Submitted by Areas on March 15, 2008

Note:
The following recommendations have not been formally accepted. Upon further review, some program recommendations may be accepted, others may be moved to a different Alternative Future in the Framework (e.g., Growth and Investment, Maintenance, Reorganization, Consolidation, or Reduction, or Phase Out).

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Center for Distance and Professional Education

Maintenance
Growth and Investment

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WSU Extension

Phase Out
Reorganization, Consolidation, or Reduction
Maintenance
Growth and Investment

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International Programs

Maintenance
Growth and Investment

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Libraries

Growth and Investment

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Office of Undergraduate Education

Reorganization, Consolidation, or Reduction
Maintenance
Growth and Investment

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WSU Spokane

Reorganization, Consolidation, or Reduction
Maintenance
Growth and Investment

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