External Review Team:

Roles and Responsibilities

A Very Brief Training!

Program Review at UK

Governed by AR 1:4 Three Major Components:

Self Study External Review Implementation Plan

Program Review Process Flowchart & Timeline

Date J uly-

October October October October -

March March-May March-May April-J une By J une 30 By J une 30

Unit Type

Self

Study submitted

to

External Review Team

appointed and

charged by

External Review Team’s Report submitted to

Report reviewed for factual content and

clarification by

Implementation Plan

developed by

Full Report*

on disk or CD-ROM to

Implementation

Plan Only to

Academic Department/School

Dean

Dean

Dean

Department Chair & Dean

Department Chair & Dean (with input from unit members)

VP Institutional Research, Planning, & Effectiveness

Provost

College

Provost

Provost

Provost

Dean & Provost

Dean & Provost (with input from unit members)

VP Institutional Research, Planning, & Effectiveness

Provost

Admin/ Academic Support Unit

Admin. agent to which this unit head reports

Admin. agent to which this unit head reports

Administrative agent to which this unit head reports

Unit Head and administrative agent to which unit head reports

Unit Head & administrative agent to which unit head reports (with input from unit members)

VP Institutional Research, Planning, & Effectiveness

Provost, EVP, or VP (as appropriate)

Centers & Institutes (degree granting)

Dean of Graduate School

Dean of Graduate School

Dean of Graduate School

Center Director & Dean of Graduate School

Center Director & Dean of Graduate School (with input from unit members)

VP Institutional Research, Planning, & Effectiveness

Provost

Centers & Institutes (non-degree granting)

Unit

Members

Conduct

Self

Study

And

Complete

Report

Admin. agent to which this unit head reports

Admin. agent to which this unit head reports

External

Review

Team

Conducts

Review

And

Writes

Report Administrative agent to which this unit head reports

Center Director & administrative agent to which this director reports

Center Director & administrative agent to which this director reports (with input from unit members)

VP Institutional Research, Planning, & Effectiveness

Provost or EVP for Research (as appropriate)

* Full report includes: (1) Self-Study, (2) External Review Team Report, and (3) Implementation Plan.

This figure is described as Appendix C in AR II-I.0.6

Process Flowchart & Timeline

Purpose of External Review

Provides an external perspective regarding the quality & effectiveness of the unit’s programs, services, resources, processes, and operations

Assures an objective, unbiased assessment

[Revised AR 1:4, Part 3, Section I, p. 14]

Tasks of the External Team

1. Examine the self-study report or accreditation reports

2. Engage in additional information-seeking, as needed

3. Confirm the validity of conclusions given in the self-study (if appropriate)

4. Identify additional strengths and recommendations for quality enhancements

5. Prepare a final report with recommendations

[Revised AR 1:4, Part 3, Section I D 2, p. 17]

Self-Study Elements (1 of 3)

Program documents: Strategic plan, organizational chart and previous annual reports

Resources: Summary information about budget, facilities, equipment and human resources (numbers & demographics on staff and faculty)

Evaluation of quality and productivity

Analysis of strengths and recommendations for quality enhancements[Revised AR 1:4, Part 3, Section I D 1, p. 16-17]

Self-Study Elements (2 of 3)

Evaluation of quality and productivity: evidence of… adherence to university policies

adherence to academic policies (grading, probation, & termination)

quality of the collegial environment (equity & diversity)

quality & productivity in instruction, research, public service, and/or operations

[Revised AR 1:4, Part 3, Section I D 1, p. 16-17]

Self-Study Elements (3 of 3)

…evidence of quality and productivity in instruction, research, public service, and/or operations, including, as appropriate, the quality of:

faculty and staff orientation & advising programs for

undergraduate, graduate, and professional students

student learning outcomes customer/client satisfaction business & operating procedures

[Revised AR 1:4, Part 3, Section I D 1, p. 16-17]

The External Team Report

Describes team process and findings Identifies opportunities for quality

enhancements in terms of programs & services

Identifies possible strategies to achieve enhancements

Notes resources needed to follow-through on strategies

Recommends timeline for addressing issues Is delivered to administrative agent to whom

unit reports

Uses of External Team Report

Unit head and appropriate administrative agent discuss findings

Faculty, staff and students receive access to report

Unit head and unit members negotiate & approve an implementation plan to address recommendations & revise strategic plan

Unit’s budget plans and decisions reflect implementation plan

Program Review Implementation Plan

College/Unit: Research/Kentucky Water Resources Research Institute

Date: October 2004

Recommendation Source I/E/H*

Accept/ Reject**

Unit Response (resulting goal or objective)

Actions (including needed resources)

Time Line

1. The Institute should have a permanent Director.

I & E

A

A half-time faculty appointment has historically proven productive for providing leadership of the unit and the position should be filled on that basis.

The Board of Trustees approved the appointment of Lindell E. Ormsbee as Director of KWRRI at their J une 2004 meeting (regular 6-year term).

7/1/2004

2. The roles, expectations, and relationships between the KWRRI and the Tracy Farmer Center for the Environment should be more clearly defined in order to facilitate cooperation and future growth of both units.

I & E

A

The water resources mission of the Institute should not be subsumed by the TFCE. KWRRI resources (space and personnel) should not be permanently appropriated to support the extended mission of the TFCE. Clearly define relationship.

Director will continue working closely with the Executive Vice President for Research, the Acting Director of TFCE, and the Dean of the College of Agriculture to insure a good transition of administrative support for the TFCE.

1/1/05

3. The Institute should develop faculty associates within appropriate departments from universities across the state to help leverage the impact of KWRRI and increase the water-related research capacity of the Commonwealth.

I & E

A

Identify formal faculty associates to help broaden and expand the activities of the Institute and enhance cooperation with other academic institutions in the state without increasing the permanent professional staff of the unit.

Networking opportunities with water resources faculty are provided by several current research projects. A method to formally identify faculty cooperators as associates will be established.

9/1/05

4. Relationships with the Association of State Dam Safety Officials and the Ohio River Basin Commission should be nurtured.

I

A

These units are loosely associated with the Institute, but few of their efforts have been integrated with the activities of KWRRI. Evaluate opportunities for cooperation.

Investigate mutual interests, goals, and objectives through discussions with these units to evaluate opportunities for greater synergy.

3/1/05

5. The Institute should develop a stronger liaison with the College of Agriculture Cooperative Extension Service to expand outreach opportunities.

E

A

Current participation on Extension’s Environmental and Natural Resource Issues Task Force (Associate Director currently serving) provides an existing connection to facilitate expanded cooperation.

Director will seek input from Extension of areas of opportunity for expanded outreach. Director is working closely with Extension faculty as part of the UK NIEH Superfund project re-submittal. If this grant is approved, by necessity, the KWRRI will be much more involved with Extension.

4/1/05

6. The Annual Water Resources Symposium should be expanded to 2 days to accommodate invited speakers germane to water issues paramount to Kentucky.

E

R

The symposium has been successful in its current one-day format. Invited speakers on targeted issues could be better accommodated via co-sponsoring other meetings (such as the statewide Watershed Roundtable).

Institute personnel will continue service on the planning committee for future Watershed Roundtables and other similar meetings to insure that speakers are invited to address appropriate critical issues. A

3/1/05

This required form is described as Appendix A in AR II-I.0.6.

Program Review Implementation Plan

College/Unit: Arts and Sciences/Anthropology Date: 26 April 2004

Recommendation

Source I/E/H*

Accept/ Reject**

Unit Response (resulting goal or objective)

Actions (including needed resources)

Time Line

Streamline the UG curriculum to make it more flexible. .

E Accept To reduce time of graduation rates for majors; increase the number of undergraduate majors

Complete revisions to UG curriculum and submit paperwork for final

changes

2004-2005

Reduce the number of admitted graduate students by one-third.

E Accept Will implement this to increase research productivity of faculty; reduce time spent on graduate degree production

Reduce number of graduate students admitted and more evenly distribute

faculty advising;

2004-2007

Establish a formal mentoring program for new teaching assistants with own courses.

E Accept Will expand existent mentoring system; to improve training of grad students instructors

Designate faculty member as a TA Coordinator; Mandate new TAs attend available courses on teacher training

2004-2005

Establish more formal linkages with faculty in other units on campus will facilitate graduate training in anthropology.

E Reject department feels it already has many formal linkage with other units and review team failed to appreciate this.

None

Reduce the number of Masters degrees awarded; increase the number of fast-track PhD degrees. Prioritize PhD students for TA and RA lines.

E/I Accept This is already being implemented; will improve quality and research productivity of graduate students

Two TA lines per year for new PhD students; accept few MA students; give priority funding to PhD students

2004-2007

Review the department’s long-standing reputation in applied anthropology.

E Part Accept This already has been done recently by department; applied program is nationally recognized and focus of grad program.

Will do this as part of strategic planning and bi-annual retreats

2004-2007

Address the physical infrastructure of the Export St facility (likely to move in two years).

E/I Accept Already being done and required because current lease expires end of 2005

Draft a plan for addressing space issues of archaeology units

2004-2005

Reorganize the administrative structure of museum, KAS, OSA, PAR in relation to department.

E Reject Part Accept

Administrative structure has been reorganized several times and current system after major restructuring in 1990s

The units of department will devise a plan to more closely integrate them

with the department

2004-2006

Prepare a full evaluation of the service branch in relation to the department, including outside consultation.

E Accept Should be done only after new archaeologist is hired to replace departing senior faculty member

Museum, PAR, and KAS should prepare background report/self-study

if external evaluation occurs

2004-2006

Recruit new faculty I/E/H Accept Agreement that size of faculty is too small; after current hire is completed require position in arch and/or cult anthro

Develop justification for new faculty line and relate to department and UK

strategic goals.

2004-2006

This required form is described as Appendix A in AR II-I.0.6.

External Review Team:Roles and Responsibilities

A Very Brief Training!