4 Report of the Academic Review Committee (4-25-95) University of Wisconsn-Stevens Point Purpose The Academic Review Committee was asked by the Vice Chancellor of Academic Affairs to review all academic programs and to make suggestions for reductions. Though in the report that follows we use the term recommendation for the sake of convenience, we understand that these are not formal recommendations. In addition to these suggestions regarding individual programs, the committee decided to offer advice on two other matters that are related to academics, but not program specific. These two items appear at the end of the report. Process The committee began its work with each member reading the five-page self-study presented by each academic unit.. In addition to the self-studies, we had a set of data on all programs provided by the, Institutional Researcher. A few weeks into our work we also asked academic units to provide us with information on submajors in their areas- -what they were and the number of students in each. Wherever possible, we also studied recent internal program reviews. Finally, numerous program heads were contacted for additional information the committee deemed relevant. We decided to adopt one of the procedures suggested in the Guidelines for the University-wide Review of Programs/Units (Updated Draft, 1/25/95) whereby each committee member would rate each program on the five criteria: centrality, quality, workload, cost effectiveness, and comparative advantage (approach #1, Criteria Matrix) After the Chair tabulated the ratings, we met to discuss the results and decide which programs deserved further scrutiny. Fifteen programs were identified for further discussion. After extensive review of these fifteen programs, parts of ten programs were identified for phasing out or some level of reduction. The material that follows contains three categories of programs: (1) Programs that received an initial screening and didn't seem to committee members to be candidates for phasing out or reduction; we recommend that these programs be maintained at the current level; (2) Programs that we studied a second time but didn't think should be phased out or reduced; we recommend that these programs be maintained at the current level; (3) Programs that we studied a second time and for which we are making suggestions for phasing out or reduction. (If any part of a program is recommended for phasing out or reduction, it appears in this category, even if most of the program is to be maintained.) A note on terminology: We settled on three operative terms to express our suggestions on programs--maintain, phase out, and reduce. The first two are self-explanatory. When we recommend to reduce a program, we leave it up to the Vice Chancellor and the particular unit to decide where the reduction should take place. (1) Programs that after an initial screening did not seem candidates for phasing out or reduction. Maintain at the current level: Biology Art and Design Chemistry Communication English Music History Theatre and Dance Psychology Natural Resources Sociology Paper Science Communicative Disorders Health Promotion/Wellness (2) Programs that we looked at a second time, but think should be maintained at the current level: Geography/Geology Recommendation: Maintain Geography/Geology at the current level. Rationale: The committee considered moving Geography/Geology to the College of Natural Resources. This consideration was given because there is a good deal of curricular cooperation between the Geography/Geology Dept. and CNR, particularly in Geology and the groundwater option of the water resources major in CNR. However, the committee decided against this because the strong liberal arts component of much of this program fits most appropriately in the College of Letters and Science. Political Science Recommendation: Maintain Political Science major and minor at current level. Maintain Public Administration and Policy Analysis major and minor at current level. Rationale: After taking a closer look at Political Science, the committee decided to recommend no change. The committee examined a 1985 outside consultant's report and the 1992 Program Review, and decided that a perceived weakness in the area of placement was offset by strong teaching. Education Recommendation: Maintain the various programs in Education at the current level. Rationale: The committee thought that the Education programs have been improved over the last few years with the addition of several new faculty. Furthermore, the School is downsizing by putting enrollment caps on its programs. And, as a result of a System lateral review, programs will be targeted at 140 credits. The committee recognizes the centrality of Education to the select mission of the campus. Medical Technology Recommendation: Maintain Medical Technology major and Pre- Nursing major Combine with Chemistry Department Rationale: A recent System lateral review of Allied Health Professions recommended the continuance of the program. As a result of that same review, Eau Claire and Superior will be phasing out their programs. Thus, there would seem to be a strong case for maintaining a program in this part of the state. Students from the Med Tech program do very well on the national certification exam, with all but one passing in the last ten years. There is also almost 100% placement in field. While cost per credit is high for the college and the campus ($120./SCH), it is relatively low for health programs in the system. The committee recommends combining with the Chemistry Department so there can be more interaction with the biochemists, and to save administrative and possibly lab costs. Arts Management Recommendation: Maintain the Arts Management major at the current level Rationale: The program has a comparative advantage since it offers the only bachelor's in Arts Management in the system. Costs associated with the program are relatively low because there is only one course specific to the program (Arts Management Practicum and Seminar), and the administration of the program is out of the Fine Arts Dean's office. Recent proposed changes to the program will make it more broadly based (including secondary arts area) and provide a more focused internship--a crucial component of the program. The committee believes, however, that consideration should be given to reducing the number of credits in this major. (3) Programs for which we are suggesting some reduction or phasing out: Anthropology Recommendation: Phase out the Anthropology major. Reexamine minor in light of the remaining faculty. Administratively house the department in Sociology Rationale: While there is some indication that teaching has improved over the last few years, there are apparently still serious concerns about the courses in this area (especially Anthro 101). Furthermore, collegiality remains a concern. In light of the current budget problems, the committee cannot justify continuing a program that still has serious deficiencies. Since we are aware that two faculty are retiring from this area at the end of this year, we suggest that the minor in Anthropology be reexamined to see if the remaining two faculty can offer a viable program. If not, then perhaps the minor should be eliminated also, with only the retention of a core of courses for GDR credit. Anthropology should be returned to the Sociology Department, where such programs are customarily housed. Business and Economics Recommendation: Maintain Economics at the current level. Maintain Managerial Accounting at the current level. Reduce funding for Business program. Rationale: The committee is aware that significant changes have been made in the Business program over the last six or seven years. These changes have reduced the size of the program and provided it with a mission somewhat more consistent with its location in the College of Letters and Science. However, Business is not central to the mission of UWSP. Furthermore, the department continues to have difficulties attracting excellent and fully credentialed faculty. Though it is difficult to further reduce a program that is attractive to students, we believe the quality of the program is not of the highest caliber, and that in these times of downsizing we should direct our resources toward our highest quality programs. Foreign Languages Recommendation: Maintain Spanish and German at the current level. Phase out French major; maintain minor. Phase out Russian minor. Rationale: Of the three major languages in the Foreign Language array, French attracts the fewest majors. Student majors in this area are the lowest (23 in Fall '93 vs. 39 German and 72 Spanish), and the French faculty positions have experienced the most turnover. The committee believes that the lower division sequences, Fr. 101-2 and 211-12, should be retained, as well as the minor. Some exploration might be done of receiving further French courses via distance learning. Russian may give us a certain comparative advantage, but not many students are taking advantage of it (13 minors in Fall '93). Mathematics and Computer Science Recommendation: Maintain Mathematics at the current level Reduce funding for CIS program Rationale: The committee finds some similarity between the CIS and the Business situations. Both are areas of student demand, yet both have difficulty attracting (and paying) high quality, fully-credentialed faculty. An increasing number of CIS courses are being taught by faculty with mathematics backgrounds. Some committee members questioned whether, given the skills of current freshmen, we need CIS 101-2, at least as these courses are currently taught. The committee didn't feel comfortable suggesting exactly where the reduction should come from, and is thus recommending consultation with the department. Philosophy Recommendation: Maintain Philosophy major and minor. Phase out Religious Studies minor. Rationale: The committee felt that while Philosophy is a major component of the liberal arts, it is not essential to maintain as extensive a Religious Studies program as now exists. The department has mainly a service function with relatively few majors and minors. Some campuses in the System have given up the Philosophy major, but the committee advises against this because of our historically strong program. Some committee members were reluctant to suggest any changes since the savings would be relatively small. However, a majority thought the Philosophy Department should focus its attention on the Philosophy courses, and give less emphasis to Religious Studies beyond service courses. The recommendation is thus to reduce the Religious Studies component by phasing out the minor, which currently has 17 students in it. Physics/Astronomy Recommendation: Maintain at the current level the Physics major and minor Phase out the Microelectronics minor (jointly administered with CIS) Rationale: Physics poses a problem because it has very few majors (21 in '94) and is very expensive ($116. per credit). However, the quality of the program seems to be high, and it contributes to many other programs on campus. Ninety-six percent of its SCH is in service courses. Relatively little would be saved by eliminating the major. The committee suggests that costs could be reduced by offering some lower enrolled upper- level courses less frequently. Furthermore, the Planetarium, which is a wonderful community resource, should look to reduce its administrative costs, seek funding help from the UWSP Foundation, and consider charging higher entrance fees. Microelectronics, a particularly expensive minor, has been steadily declining (from 26 students in '89 to 5 in '94) and should be phased out. Physical Education Recommendation: Reduce the Physical Education major target to approximately 50 students (currently at 100) Rationale: The committee felt that Health Promotion/Wellness is a strong program and should be the focus of the department. Various committee members were aware of problems with Physical Education classes, such as too much unsupervised credit- generating activity, a waiver policy that appears to generate credit, and a scheduling pattern more for the convenience of faculty than students. Placement of Physical Education teachers is soft at the current time, and while this could change, a smaller number of majors could adequately handle the need. The committee discussed the problem of coaches needing to fill out their schedules with PE courses, but didn't think this was a compelling argument against reduction. Some committee members thought that ways of satisfying GDR PE credits through such things as courses at the YMCA should be pursued as possible cost- saving measures. The recent reduction by one credit of the GDR requirement, the planned reduction in the number of credits required in the major, this committee's proposed reduction in the number of majors (if adopted), and a change in the treatment of credits from non-supervised activity and waivers (if adopted), should result in a decrease in the number of staff needed. Human Development and Nutritional Sciences Recommendation: Phase out the Food Systems Management major and minor. Phase out the Home Economics minor. Maintain at current levels the other majors (Dietetics, Early Childhood Education, Family and Consumer Education), minors Child and family Studies, Early Childhood Education, Nutrition), and graduate programs (master's in Human and Community Resources; master's in Nutritional Sciences). Rationale: The committee thought the relatively small department (6 full-time faculty; 3 part-time academic staff) was overextended. While it is true that there are certain overlapping courses in the different programs, it still seemed they were spreading themselves thin. A graduate program review in 1993, while generally positive, suggested that the faculty did not have enough time to assist students with individual research. This is a concern, and program capping should be considered. The committee decided to recommend phasing out the Food Systems Management major and minor and the Home Economics minor. The Home Economics minor is moribund, with only two students currently. The Food Systems Management program has been steadily declining from a high of 38 students in 1987 to the current 11. While there is overlap among the programs in this School, there are 8 exclusively Food Systems Management courses required for the major and only 3 Food Systems Management courses required of the Dietetics major. Thus there would appear to be savings. One concern of the committee was that the CPS cafeteria continue its operation even if Food Systems Management is eliminated. Dietetics students benefit from its lab function, and it is a social gathering place for non-traditional and other students and faculty. It was hoped the cafeteria could continue to be self- sustaining, or perhaps be privatized. The committee was concerned that the two faculty members who teach almost all of the graduate courses in Nutritional Sciences are retiring at the end of this year. These positions need to be replaced by new graduate faculty in order for this graduate degree to remain viable. Military Science Recommendation: Maintain program but eliminate secretarial costs. Rationale: Military Science costs the university very little. All instructor salaries are paid by the government. The program currently provides 18 scholarships to students. A recent program review agreed with the army evaluation that program quality is high. The costs to the university are a program assistant position and supplies and services (total GPR: $29,000). The committee recommends that services and supplies be maintained, but that GPR funds no longer pay the secretarial costs. We further recommend that secretarial costs in any other areas where there are contractual federal programs be examined and possibly eliminated. Fashion and Interior Design Recommendation: Reduce funding for the program. Rationale: Recent program reviews have been extremely positive on the programs and faculty. However, SCH has dropped 35% over the last five years, while the FTETF has remained about the same. As a result, costs have increased significantly ($119./credit for majors in 1992). Majors declined from a high of 136 in Fashion Merchandising in 1986 to the current 71 in the revised program of Retail Studies. The reason for the decline seems to have been the restructuring and re-titling of the programs in this area. The School may be a victim of its desire to remain innovative and current. The committee feels that the changes have not had enough time to be accepted by the students, and that the program may, as the School believes, turn around before too long. Thus we recommend that the programs be allowed to continue, if possible, but that some reduction be made because of the decline in SCH. Beyond the suggestions above on specific academic programs, the Academic Review committee offers two further recommendations: Recommendation: Phase out the position of Graduate Dean. Rationale: We received a copy of the self-study prepared by the Graduate Dean for the Administrative Services Review Committee, and all members of the Academic Review Committee read this self- study and thought it appropriate that we discuss this position and make a recommendation. Most members felt that during these difficult budgetary times we could maintain our graduate programs without the centralized graduate office. Under this plan, more control of the programs would exist at the departmental level. Beyond that, graduate coordinators would report through their chairs to the respective college dean and then on to the Vice Chancellor for Academic Affairs. We envision the continuation of the Graduate Council with much the same function it currently has. The other major functions of the Graduate Dean's office-- extramural funding activity and faculty development--might all, or in part, be handled by a part-time director. Our suggestion is that .50 of the current 1.33 unclassified assigned to that office be retained for one or both of these functions. There was considerable sentiment that grants activity is largely a departmental initiative anyway, but that faculty development (in part liaison with UPDC) and maybe even a resuscitation of the Center for Teaching Improvement would benefit from a part-time director. Recommendation: Reduce chairpersons' compensation from the current two-ninths to one-ninth. Rationale: Chairs at UWSP receive the most generous compensation in the System. The committee thought that in these difficult times reduction in this compensation could produce considerable savings. Committee members expressed the idea that if this change is made, it will be important to make clear what the expectations will be for chairs in the summer. For example, if a particular unit has a lot of administrative work to be done in the summer, that chair might not teach. The committee also looked at load relief reports for all the colleges, but came to no definite conclusions other than that this should be looked at further with an eye to achieving more uniformity across the campus.