Academic ExcellenceAcademic Programs and Offerings 

Strategic Goal: Balancing distinctive and comprehensive programs, Ferris will offer innovative educational experiences that blend theory and practice, allowing graduates to flourish in our dynamic, global society.

Initiative 1

Encourage, facilitate, and support innovative degree initiatives in emerging fields.

Action Steps

  • APO 1.1:  Facilitate timely exploration and examination of new program ideas, offerings, and delivery mechanisms through a university-wide think-tank that includes student perspectives.
  • APO 1.2:  Draft and employ a strategic plan for the future of online education, informed by a review of best practices as well as the effectiveness of the current administrative structure and budget model.

Signs of Our Success -

  • A think-tank group is holding regular meetings by Spring 2020 and is working to develop suggestions for new programs and offerings.
  • A strategic plan for online education, crafted with input from across the University community, has been adopted by Spring 2020.

Progress and Updates -

  • A strategic plan for online education is currently being drafted led by Amy Greene, Executive Director for Online Learning. 

Initiative 2

Honor our commitment to lifelong learning.

Action Steps

  • APO 2.1: Develop new programs and offerings for professional growth and retraining of adult learners and other new audiences, and enhance recruitment, access, and campus-support for these populations.
  • APO 2.2: Tailor offerings to serve Ferris alumni in their commitment to life-long learning and career enhancement.
  • APO 2.3: Create a coordinated social media strategy to promote lifelong learning programs and offerings to audiences not currently reached.

Signs of our Success -

  • The number of previously underserved students enrolled has increased.
  • The number of programs engaging alumni via continuing education or lifelong learning opportunities increases within three years.
 Progress and Updates -

Initiative 3

Spur a culture of data-driven decision making across the University.

Action Steps 
  • APO 3.1:  Adopt a standardized set of practices, definitions, and key indicators to be used for decision-making processes within Academic Affairs and ensure that decision-makers have free and timely access to relevant University data sets.
  • APO 3.2:  Working with the Academic Senate, delineate responsibilities of Academic Program Review (APR) and University Curriculum Committee (UCC) chairs and members.

Signs of our Success -  

  • The first data-into-action award recipient is named by Spring 2020.
  • Clear and transparent guidelines for APR and UCC chairs have been accepted by the Senate and are in operation by Fall 2020.
  • By academic year 2020-2021, a transparent wide-ranging data repository exists for academic program review, curricular improvements, process recommendations, and follow-through.
  • A ‘common data set’, managed and supplied by Academic Affairs or other University data center, is fully developed and automatically supplied to programs as they begin self-studies for Academic Program Review.
 Progress and Updates -  
  • The first data-into-action award recipient is named by Spring 2020.

Initiative 4

Assess and review processes for academic programs and offerings to increase effectiveness.  

 Action Steps 
  • APO 4.1:  Create a ‘program improvement center’ that can support programs’ efforts to improve and promote themselves.
  • APO 4.2:  Work with UCC and other relevant curriculum committees to ensure that students entering a program with existing credits can complete the program in appropriate time and without excess credits.

 Signs of our Success - 

  • Academic department and program personnel are trained on web and social media analytics practices and can track user engagement and guide program marketing.
  • At least three programs deemed in need of help by the Academic Program Review Committee are provided with marketing in 2020-21.
  • A metric for measuring unmet demand in majors and programs has been created and is in use to help guide resource allocation by 2021.
 Progress and Updates - 

Initiative 5

Foster a rich, student-centered University educational experience. 

Action Steps 
  • APO 5.1:  Utilize institutional structures, budget models, facilities, technologies, and events to encourage high-impact educational practices and facilitate meaningful cross-collaboration (such as team teaching, joint programming, interdisciplinary curriculum, professional development, and co-curricular learning).
  • APO 5.2:  Conduct a review of the university course scheduling matrix and types of course offerings to ensure that we are meeting the needs of existing and target student populations.

Signs of our Success - 

  • A metric for measuring the use of high-impact practices across campus has been developed and is in use across campus by 2020.
  • After academic year 2020-2021, awards are offered at the department, college, and university level to reward and encourage the expansion of high-impact practices.
  • A metric to measure student satisfaction with course offerings (time, place, and modality) has been developed by 2020 and is used to adjust course offerings where necessary.
 Progress and Updates - 

Highlights and Achievements



Share Your Voice

***Last Updated 3/17/2020***