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 Does this program respond to a unique societal need?
 Does this program help the institution differentiate itself from other colleges
and universities?

10 Opportunity Analysis of Program/Unit

 Are there external environmental factors that can create opportunities for this
program?
 Are there opportunities for the program to continue, but in a different format?
 Are there technological innovations that will make this program more
marketable?
 Are there possible cooperative or collaborative relationships with other
programs/other colleges and universities?
 Are there duplications in the program that can be avoided?
 Is there a potential for reengineering (redesigning) the way the curriculum is
delivered?
 How does this program reconcile to the new funding model?
 What, if any, investment in the program will increase the marketability of the
programs?
 How does the program reconcile to the strategic plan?

Once this process was complete, we had the basis for a survey that could be administered to all
program chairs and would be used to measure programs. In summary, the process for
developing the program survey had the following characteristics:

• Collaboratively refined criteria and rubrics based on validated measures.
• A collegial process of active participation of a representative group of key stakeholders
from the academic and administrative communities.
• Embedded consensus on the critical tool to be used for measuring academic and
administrative programs.

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