Program Feasibility and Prioritization

New programs may arise from emerging fields and evolving disciplines or from new ways of integrating fields and disciplines. New programs can bring new opportunities to students and widen the prospective student pool. New programs can help meet workforce and social needs. New programs can help the College make greater use of existing educational resources and keep it current in the educational marketplace.

While there is much potential reward in adding a new educational program to a College's portfolio, there is also significant risk.

When is it time to launch a new program? Melissa Morriss-Olson, the Provost at Bay Path University, asks this question frequently.

I consider myself an academic entrepreneur. Throughout my career in higher education, I have been focused on looking outward and asking key questions such as “How can we do this differently?”; “What do we do really well that might be leveraged in new and unique ways?”; and “What market opportunities exist that we are uniquely equipped to meet?”

Bay Path University has a set of criteria Links to an external site. for new program ideas. These criteria could be applied as well to program review, prioritization or renewal:

    1. Relationship to institutional mission
    2. Rationale and market niche
    3. Student and occupational demand
    4. Program description and structure
    5. Resource requirements
    6. Revenue potential and projection

These guiding questions can help determine the feasibility and rationale for a new (or continuing) program and minimize risk:

1. Does this program relate to the mission and extend or leverage the mission in new ways?

    • What is the historical context for this type of program?
    • How does this new program reflect and/or further leverage current missional elements?
    • How does this new program relate to and/or further leverage existing curricular offerings?
    • How might this new program fit with and/or impact the culture of our institution?

2. Why should we do this? What is the rationale for this program? What is the market niche?

    • Why should we do this?
    • What is most compelling about this possibility?
    • Why does this program deserve to exist on our campus?
    • What market niche will it fill and for whom?
    • What evidence can we find of a need and/or a gap in the market for this program?
    • Who else offers something like this?

A program competitor analysis could include the following information:

COLLEGE OR UNIVERSITY NAME College A
Program name or degree title
Program emphases & distinctiveness
(what is unique about this offering?)
Tuition & fees
Total credits required
Mode of delivery
Geographic market
Current enrollment

 

3. Whom does this program serve? What is the occupational outlook for jobs and careers that are related to the program?

    • Who do you envision as your typical student? What demographics do they represent? What level of educational preparation will they need to be successful in this program?
    • Why might someone be motivated to enroll in this program? What career, educational or personal goals might he or she have that this program will help meet?
    • What is the occupational/job outlook and demand for careers that are related to this educational program?

4. What is the description and structure of the learning experience in this program?

    • What is the educational philosophy that underpins this program?
    • What are the program outcomes?
    • What is the curriculum and how does it connect to the outcomes?
    • How will the curriculum be structured and delivered?
    • What makes the program distinctive?
    • What is the intended geographic market for this program?
    • Are there external accreditation or licensure requirements and if so, what are they?
    • Are there existing faculty who have expertise in this area?
    • Where might this program fit in the current academic structure?

5. What resources are necessary to ensure the quality and sustainability of this program?

    • How will the program be staffed?  How many faculty or staff will be required?  What are the qualifications and what minimum level of compensation will be required?  How easy will it be to hire for this program?  Are there existing faculty or staff who can support this program?
    • What physical space will this program require?  How much and what type of space is needed?  When, where and how will the curriculum be delivered and what does this mean for physical space needs?
    • What equipment and technology is needed?
    • What library and other learning resources are required and how will they be delivered?
    • What will it cost to successfully market and recruit for the program?
    • Are there resources already in place that could be tapped in support of this program?
    • What demands will this program place on the institutional infrastructure that will result in additional costs to be assigned to this program?

6. What is the potential revenue flow for this program?

    • What is the appropriate price point for this program?
    • How many credits will be required?
    • How will the curriculum flow, and how much revenue is projected to be generated each session or year?
    • Will the tuition need to be offset by scholarships or discounting of any kind?
    • Are there additional expenses needing to be offset?
    • What is the anticipated annual net contribution?

 

Resources for Program Development

Robert C. Dickeson, Prioritizing Academic Programs and Services: Reallocating Resources to Achieve Strategic Balance, Jossey-Bass, San Francisco, 2010

Higher Education Marketing, 8 Essential Marketing Steps to Launching A New College Program, September 20, 2015.

Melissa Morriss-Olson, Is it Time to Launch that New Academic Program? The Art and Science of Answering that Question, Academic Impressions, June 14, 2016. 

Melissa Morriss-Olson, Feasibility Checklist: The Science of Bringing New Academic Programs to Life, Academic Impressions, July 18, 2016.

Melissa Morriss-Olson, Financial Modeling for New Academic Programs, Academic Impressions, September 21, 2016.

Melissa Morriss-Olson, Operationalizing and Sustaining New Academic Programs, Academic Impressions, June 19, 2017.

Rochester Institute of Technology, Academic Portfolio Blueprint: Task Force Report, February 14, 2013.

Tracy Schoolcraft and Christina M. Sax, Overcoming Barriers to New Program Development, EvoLLLution, November 18, 2016.

St Bonaventure University, Academic Programs: Guidelines for Development and Approval of New Academic Programs, May 25, 2012.

Amy Wartham, Identifying and Overcoming the Biggest Challenges to Getting New Offerings to Market, EvoLLLution, June 14, 2017.