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book) and committee members had the opportunity to ask any questions they had about the
source and use of the criteria. The purpose of this portion of the exercise was to ensure that
members actively participated in a discussion of the criteria so they could begin to internalize
the idea of using criterion-based processes for measuring programs. And, for this process to
form the building blocks for reaching consensus on the criteria.

The taskforce was divided into two teams representing academic and administrative processes.
Each team went through a process of reviewing the criteria. Each team was asked to:

• Clarify what each criterion means (the I5O Team provided explanations as needed)
• Determine if any items could be added, combined or deleted

Each team reported out feedback from their discussion. After several iterations and very active
considerations and discussions, the members reached consensus on the following criteria:

The Criteria include:

Essentiality and importance to SUBR:
A brief overview including historical background and SUBR mission and
strategic goals
External Demand for program/unit:
Demand for program/unit from stakeholders (externally)
Internal Demand for the program/unit:
Importance of this program/unit to other academic programs and support
functions
Quality of program/unit inputs and processes:
Summary of quality and role of faculty and professional staff in the
program/unit
Quality of program/unit outputs/outcomes:
Allows the program/unit to highlight its success in achieving its goals
Size, Scope and productivity program/unit:
Addresses relative size of program/unit in terms of its outputs of teaching,
research/creative activity and service, transactional throughput, cycle time
Revenue generated by program/unit:
Focuses on revenues that are attributable to the program’s/unit’s efforts,
including external funding and gifts/support from external stakeholders
Cost and other related expenses to program/unit:
Focuses on the expenses incurred by the program/unit and how they relate to
program/unit quality, as well as its actions to manage costs and create
efficiencies
Impact, justification, and overall essentiality or value of the program/unit:
Focuses on alignment with SUBR’s strategic vision and mission, as well as
effectiveness in supporting that mission and strategic vision
Opportunity analysis of program/unit:
Gives programs the opportunity to share its vision for how it could align
effectively with the SUBR mission and what resources or opportunities would
allow that to happen

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