Guidelines for Administrative Review Administrative Program Review Steering Committee Criteria The five criteria are a crucial part of the program review. All programs will be evaluated against each criteria. Each criteria will serve to provide an overall description of the program's history, present focus, and future needs. (Program unit managers should refer to the Instruction form for completing this section.) 1. Importance to Drake: What is the purpose of the program? Why does it exist? How has this purpose changed in recent years? How do you expect this purpose to change in the near future? What are the most important goals of the program? List the key functions of the program. 2. External/Internal Demand: Who are the key users of the program? How do you measure the user demand for the program? How has the user demand for the program changed in recent years? How is the user demand for the program likely to change in the near future? Why? List other departments on campus with which your program has the most continual interaction and explain briefly the nature of those interactions. List other departments on campus that are providing a service/function similar to the one provided by your program. 3. Quality: What benchmarks do you use to measure your program's quality? How does your program compare to those benchmarks? How is the quality of the program measured and by whom? -for the individual employees for the program as a whole What were the accomplishments of the program in the past 2 years? 4. Cost Effectiveness: What benchmarks do you use to measure your program's cost effectiveness? How does your program compare with those benchmarks? List the attempts made by the program within the past 2 or 3 years to cut costs and/or operate more efficiently. Attach an organizational chart with every employee of the program identified by title and name. Provide a 3 to 4 bulleted list of the functions carried out by each employee on the chart. A template will be designed for the following data input for 3 years FY98 (1997-98), FY99 (1998-99) and projected FY00 (1999-2000). Revenues and Other Resources Generated: If the program generates revenues, such as student fees, outside contracts, grants, gifts, ticket sales, or other miscellaneous income, list each source and the $ amount received from each during the fiscal year. If grant funds or restricted dollars are partially supporting the program's operations, identify both the revenues and the costs associated with the grant or restricted funds and provide details regarding the grant or pledge term and the possibility of renewal upon termination. Inputs and Expenses: Salary dollars devoted to the program: List all employees of the program (both full-time, part-time and temporary; include any vacant but budgeted positions) and their salary--if employee time is split between several programs allocate salary according to % of time used by each program. What is the cost of contracted labor, e.g., temporary help, independent contractors, etc.? How many student employee hours are used by the program each year? What is the cost to the program? How many graduate assistant hours are used by the program each year? What is the cost? Benefit costs are to be assigned at 25% for all full-time employees and 15% for all part-time employees. Non-personnel operating budget: Supplies; Travel; Capital; Printing; Entertainment; Postage; Memberships; Other (if significant, detail) Anticipated Equipment Purchases: List any equipment purchases (in excess of $1,500) that will be necessary in the next 2 to 3 years for the program. 5. Opportunity Analysis: What functions within the program could be: automated? performed elsewhere in the University? performed by an outside contractor? consolidated? eliminated? What additional revenue generation is possible by the program? What additional cost savings opportunities can you recommend for your program? What are your peers at other institutions doing that Drake is not, but should? What would it take to make the program exemplary? If you could start fresh and totally restructure the program (or your department), how would you do it? Note: A one page summary memo by the vice-president or designated manager may be submitted with the above-requested data. <-Guidelines for Administrative Review Committee