Collaborating with Faculty, Staff & Students to Transform the University of Washington

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1 Collaborating with Faculty, Staff & Students to Transform the University of Washington Paul Jenny, Vice Provost, Office of Planning and Budgeting Ruth Johnston, Associate Vice President /Special Assistant to the Provost

2 Agenda Introduction Value of Collaboration Examples: President s Advisory Council for Students Activity Based Budgeting Environmental Stewardship & Sustainability School of Nursing; Interdisciplinary Arts & Sciences Lessons Learning Discussion 2

3 About the University of Washington Founded in November ,579 Students (undergraduate, graduate, professional), Fall ,300 Faculty; 29,800 Staff 5.9 billion FY 13 operating budget $12,383 FY 13 undergraduate tuition $1.5 billion Research Awards (largest federally funded public research institution in America) Campuses in Seattle, Tacoma and Bothell 16 schools & colleges UW Medicine (School of Medicine, UW Medical Center, Harborview Medical Center, Northwest Hospital, Valley Hospital, and UW Physicians Neighborhood Clinics) $2B Endowment 3

4 We Must Change: Unprecedented Decline in State Funding State and Tuition Funding per FTE (in 2013 Dollars) $25,000 $20,000 $15,000 $10,000 $17,000 (FUNDING PER FTE) $16,600 (FUNDING PER FTE) In the last three years, the UW has lost 50% of its state funding Total per student funding has been cut to 1990 levels $5,000 $0 Tuition Revenue per FTE State Funding per FTE Total Funding per Student FTE Tuition surpassed state support in FY09 4

5 UW Sustainable Academic Business Plan Outlines UW strategic goals and related activities that will keep UW strong and wellpositioned for the 21st century Launched in 2010 under the umbrella project of Two Years to Two Decades (2y2d), based on the vision of more than 3,500 student, faculty, and staff 5

6 Value of University-wide Collaboration Collaborative efforts that involve people across various units usually result in a broadening of governance on campus to include new groups. (Astin, Astin, & Associates, 2001; Kuh, 2006; Kuh et al., 2005) from The Collaborative Imperative, Kezar and Lester,

7 Why Collaborate? Better Outcome Learn new things Hear different perspectives Demonstrates shared governance 7

8 Keys to Healthy Collaboration Ask for help Engage a wide range of folks (not just regulars) Be proactive Communicate, communicate, communicate Don t take things personally It s a journey, not an event things take longer than you d like Be authentic Be flexible Follow through with your commitments Make it easy for faculty (and students) to participate 8

9 A Note About Faculty Faculty: Love learning, research, discovery, etc. Are driven by need for grants/research Enjoy academic freedom Are used to critique Gain success from their colleagues in their distinct discipline Can be frustrated by: Bureaucratic rules Not being able to use research dollars as they wish Pressure to get promoted, get tenure, etc. Teaching workload Service (committees) expectations 9

10 A Note About Staff Staff: Want to understand the goals of the organization and how they fit Want to support the organization Are attuned to compliance requirements Are often generalists Know how to and get things done Are structured in their work and work expectations Understand need for process improvement and standardization Can be frustrated by: People not following or caring about the rules Last minute requests Too much work Directness or perceived lack of respect Lack of recognition for good work Unrealistic expectations Not being valued as a partner Adapted in part from Susan Christy, Ph.D. 10

11 A Note About Students Students: Are fresh, eager, idealistic Are inexperienced Are smart Want some direction Can be Frustrated by: Being kept out of planning Bureaucracy Being told no Time it takes Are thoughtful Have great ideas 11

12 Faculty, Staff Engagement: Activity Based Budgeting Then current approach to budgeting focused solely on incremental revenues Budget decisions were perceived to be made in a Black Box Little alignment between revenues and the activities that generated the funds Rapid decantation of state funds and reliance on undergraduate tuition enforced the need to change

13 Faculty, Staff Engagement: Activity Based Budgeting Provost formed an exploratory committee of faculty, staff and senior administrators in FY09 followed by an implementation committee later that fall Committee formed five separate sub committees - total engagement exceeded over 125 individual campus members ABB rule set established and used for a soft launch in FY10 and FY11 with full deployment in FY12 Budgets now based on total tuition, ICR and supplement funding New steering committee formed in 2013 to manage unintended consequences

14 Faculty, Staff Engagement: Activity Based Budgeting Successful launch brought some key positive changes Elimination of bottle neck courses Recognition that instructional output tied directly to a school s or college s budget Transparent and easier to understand budget Limits on funding of administrative functions And challenges Brought awareness of current behind the scenes budgeting policies Some questionable desire to create new courses Schools with significant supplements feel under threat And next steps Space allocation and utilization Assignment of central costs and remaining revenues to schools and colleges Students endorse this approach. They get it!

15 Student Engagement: Provost Advisory Committee for Students (PACS) As state budget continued to erode, Provost formed student group to provide student voice on budget matters in 2012 Representatives included undergraduate and graduate students and student leadership from all three campuses Similar make up to Faculty Senate Committee on Planning and Budgeting (also has student representatives) Provost and Vice Provost for Planning and Budgeting are invited guests but not part of the committee Meets weekly during the academic year from 3p-5p on Friday

16 Student Engagement: Provost Advisory Committee for Students (PACS) Group reviewed budget submissions from academic and administrative units and provided recommendations to Provost and Vice Provost Following discussions provide recommendation on key budget decisions, but primarily focused on tuition and potential increases Invited to join budget discussions with Regents and provide their thoughts and recommendations at formal committee meetings Confirmed that ABB was in the best interest of the students

17 Environmental Stewardship & Sustainability The UW Environmental Stewardship & Sustainability office promotes environmental sustainability by engaging and connecting members of the UW community ENGAGE PROMOTE CONNECT INFORM Sustainability: It s in our nature. 17

18 Responsibilities Administrative support Environmental Stewardship Committee (ESC), Campus Sustainability Fund (CSF) Communications Website, Facebook, Twitter, e-newsletter Connections Staff, Faculty, Students, Administrative Units, Schools/Colleges, Groups, Committees Events Sustainability Summit, Earth Day, others Programs Paper Conservation, Green Office Certification Projects PC Power Management, Climate Action Plan, Sustainability Snapshots Reporting Sierra Club, Princeton Review, STARS, Sustainable Endowments Institute, Sustainability Dashboard Sustainability: It s in our nature

19 Environmental Stewardship Committee Chartered August 2004 by then-president Mark A. Emmert Culmination of a campus effort begun with a grass roots movement of staff, faculty and students Reports to President, Provost, and Senior Vice President Composed of Faculty, Staff, Students from all three campuses, and led by Dean Sandra Archibald Responsibilities: Guide the implementation of the University s Climate Action Plan Inform UW community on progress towards the areas of expectation noted in the 2004 UW Environmental Policy Statement Identify long-term sustainability goals and standards Develops sustainability policies Develop benchmark measures of efficiency and cost-effectiveness Sustainability: It s in our nature

20 Climate Action Plan Team Structure Sustainability: It s in our nature

21 Collaborative Programs and Projects Paper Conservation Program Green Office Certification Green Lab Certification Green Teams Campus Sustainability Fund Sustainability in the Curriculum CAP Policy Development Sustainability: It s in our nature

22 (REP1) (O1) School of Nursing (SoN), Seattle Campus Strategy Map, Mission Advance nursing science and practice through generating knowledge and preparing future leaders to address local, national and global societal needs Vision Pioneer improvements in health and health care through innovative nursing science, education and practice Values Collaboration*, Social Responsibility, Integrity*, Respect*, Accountability, Diversity*, Excellence* Integration of Operations, Finance, Curriculum and Decision Making Strengthen research infrastructure and support to advance research excellence (REP1) Evaluate and base academic programs on availability of resources (01) Develop a sustainable, transparent and effective financial model (F1) Strategically invest in SoN to advance vision (02) Securing our Financial Future (F) Develop and implement an advancement plan to increase gifts and improve donor relations (F2) Advancing Research, Education and Practice (REP) Create innovative learning experiences and an environment that inspires and engages diverse students, faculty and staff (REP2) Strategically enhance diverse funding (F3) Align and support faculty and staff workload (03) Strategically manage school wide resources (F4) Develop and sustain strategic relationships and collaborative partnerships (REP3) Achieving Operational Excellence (O) Develop a faculty and staff to foster innovation and creativity (S1) Maximize efficiency, accuracy and transparency in teaching, operations and research (04) Build SoN leadership & management capacity (S2) Establish effective decision making and implementati on processes (S3) Improve recruitment, retention, and advancement of outstanding faculty, staff and students (REP4) Creating a Sustainable Organization (S) Align organizational structure and governance to position us for the future (S4) Develop operational infrastructure to support our vision (05) Cultivate a supportive climate that embraces trust, collaboration, creativity and productivity (S5) Values: Timely-Efficient-Flexible-Transparent-Responsive *UW Value Red writing= 2012 priority 22

23 Understanding Shared Governance Draft work still underway 23

24 UW Tacoma Interdisciplinary Arts & Sciences 24

25 Documenting Processes & Standardizing 25

26 IAS Structure - Model 2 (standing committees) (adopted 5/31/13) 6-8 departments, led by Chairs (selected by faculty), reports to Director POD POD POD POD POD MAIS Steering Committee Dept. responsibilities: initiate development of proposed schedule, when and who teaches; identifies hiring requests and other (non faculty) resource needs; determines curriculum; assesses student learning; conducts faculty (full/part-time) searches, makes recommendations on hires; chair conducts annual reviews (all); establishes promotion committees for those in department going up for promotion; mentor new faculty; arrange for lecturer evaluations. Executive Team: Composed of Director, Chairs, Senior Admin Staff. Identifies common and/or shared curricular and hiring priorities; collaborates on and coordinates scheduling of curriculum; other coordinating/collaborative roles as identified by faculty council and director. Faculty Council Committee elected by voting faculty; and Chair elected by committee Determines IAS wide curriculum and coordinates, Identifies areas for curricular development including review of POD proposals; review major requirements; review course proposals and submits to Director; review course schedules for approval by Director Curriculum Committee Faculty Council Advise and consult on IAS budget Participates in strategic planning with leadership Makes recommendations to faculty on IAS-wide admission and grad requirements Enrollment growth and planning for it Make recommendations on issues identified by Director or Faculty Makes recommendations to all IAS faculty on issues of academic policy Make recommendations to all IAS faculty on bylaw changes Personnel Committee Committee elected by voting faculty; and Chair elected by committee Review and approve part time hires for Director approval Manage merit process Make recommendations to FC on teaching loads, work load and other faculty-related issues All Faculty: vote on hiring decisions, except part time; vote on by-laws changes; vote on promotion decisions, including tenure; vote on IASwide changes to academic policy; attend quarterly Faculty Meetings as identified by Faculty Council or Leadership 26

27 Our Lessons Being Learned Practice intentional inclusiveness, inviting the right people as well as others with interest Use the energy and intelligence of students, staff and faculty to help lead the adoption of the strategies and become spokespeople to their own constituencies; Proactively seek out collaborators and feedback on our efforts; Face the inevitable criticism with eagerness and willingness to tweak decisions or processes accordingly Encourage senior leadership to find better and more synergistic solutions through teamwork. Faculty, staff and students are working together and enjoying it Observable growth in many faculty and staff Takes a long time set that expectation up front; many still won t get how long it takes and become impatient/complain about resources that are used for such activities Requires internal and external resources Shared leadership offers great opportunity and can be challenging too 27

28 Discussion What collaborative projects or programs are you engaged with? What are your keys to success? 28

29 Contact Information Paul E. Jenny Vice Provost, Office of Planning & Budgeting Ruth A. Johnston, Ph.D. Associate Vice President, (Environmental Stewardship & Sustainability; Business Diversity Program; F2 Administration) Special Assistant to the Provost (Consultant, School of Nursing, UW Tacoma and others)

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