An accreditation self-study was conducted by the University of Houston Central Campus. In the process of establishing the academic priorities for departments two dimensions were assessed: the current quality of the academic programs and the centrality of each program to the stated mission of the college under which it was housed. Based upon a two-dimensional matrix of current quality and centrality, departments were recommended to merge with a more central department, to have their programs transferred to another campus within the system, or to be terminated. This initial matrix, that had a 4 x 4 design, was reduced to 3 x 3 matrix when the inadequate and non-central components were eliminated. The "current quality" dimension of the matrix was also replaced with an "aspired-to quality" (for the next five-year period). A cost-resource matrix for determing needs of each department was also designed. Departments were categorized according to principal level of instruction provided, principal consumers of the instructional service, and the overriding format of instruction within the department. Undergraduate departments should generally be capable of operating at lower resource levels than graduate departments, all other things being equal. A service department could be expected to have larger classes and lower operating expenditures than discipline-based departments. Each department can be assigned a cost index on the basis of the multipliers assigned to its designators. This model provides a consistent approach to resource allocations within the framework of academic goals and priorities. (SW)