Under a new funding model for UW-Colleges set to go in effect July 1, 40 percent of the UWMC operating budget will be provided by central administration with the remaining 60 percent derived from tuition and other revenue generating programs. “The goal of [Integrated Enrollment Management] is to increase the sustainability of our campus system by providing local incentives for growth and excellence in meeting local campus community needs,” said Interim Campus Dean Keith Montgomery in an internal email. A revenue target is based on the enrollment of the campus and if exceeded, UWMC may use the additional revenue to reinvest in new programs. If local revenues fall short of the target, the campus will need to draw on contingency funds, transfer funds from other budgets, or make cuts to university services. Under the current funding model, new courses or programs must be approved by central administration before they can be offered but the new model will allow UWMC to offer programs in a more entrepreneurial manner, such as running courses on a cost-recovery basis. UWMC will receive $65,000 in non-recurring seed money to invest in programs that result in local revenue generation. To better understand how the new funding model will promote a “changing culture at UWMC,” Montgomery has organized teams‒students, business office, and faculty and academic staff‒who will meet in small groups to discuss a common set of questions which ask how Integrated Enrollment Management will impact the university. Montgomery is confident that UWMC is prepared to make the transition. “There are a lot of [recommended changes] that we are already doing and have already thought about,” said Montgomery. For example, former Campus Dean James Veninga worked to incorporate UW-Extension Continuing Education into UWMC functions, a step that some campuses have not yet taken.
Textbook Cost Control
An ad-hoc committee, convened to investigate textbook purchasing options, found an in-house textbook rental system to be too costly to implement without significantly increasing student segregated fees. The committee found no clear evidence that alternative options of purchasing textbooks at the institutional level would result in savings for students. Unanimously approved by Collegium, the committee’s proposal consisted of promoting online purchasing methods. The report recommended posting textbook information, including ISBN numbers, via the PRISM course management system at least one month in advance of the semester start date. A webpage containing information regarding online purchasing and rental options will be made available to students. UWMC Student Government Association will prepare a presentation for the annual freshman orientation sessions which highlight alternative textbook options. The UWMC Bookstore will continue to operate as a non-profit cooperative and provide textbooks for students who wish to make purchases on campus.
UW-Colleges Institutional Priorities
Issues surrounding compensation for instructional academic staff (IAS) were not included in a list of institutional priorities to be adopted by Chancellor Ray Cross (see below). If passed by the UW-Colleges Senate on April 29, these priorities are guidelines that UW-Colleges central administration will use as they allocate budgets and resources for the year. Senior Lecturer of Music Jeff Erickson believed that not including IAS compensation in the chancellor’s institutional priorities could be a costly mistake. “I believe the UW-Colleges will begin to see more of a brain drain with IAS as well as faculty,” said Erickson. “Some may leave for other academic opportunities, but where that is not a possibility for IAS, some may just leave higher education altogether. Those most inclined to leave will probably be skewed to the most talented and skilled, since they may have the best opportunities outside of the institution.”
In October, central administration presented the Senate with the results of a study which concluded that IAS in the UW-Colleges are compensated comparably and in some cases better than IAS at other UW-System institutions. “There are some inequities within the UW-Colleges across disciplines and there’s also a detection of bias in the report provided by [central administration] which claims IAS are compensated equally,” said Associate Professor of Biological Sciences and Faculty Senator Paul Whitaker. IAS are paid at most 80 percent of their base salary. Depending on the number of credit hours taught, IAS salaries may be further reduced according to a complex formula. Additionally, IAS salaries are not equal across disciplines. The definition of a full-time teaching load is determined by the number of contact hours divided by different denominators, depending on department. For example, in disciplines that teach primarily three-credit courses, 12 contact hours is considered a full load for IAS. However, science courses with a laboratory component or studio art courses may raise the number of contact hours for a full teaching load to 15 or 18.
UW-Barron County Collegium has passed four resolutions relating to IAS compensation over the past several months. First, a resolution was passed in favor of revising an internal policy intended to make the definition of a full-time teaching load equitable for IAS across all departments. Second, a resolution requested revisions to policy and practices so that compensation for instruction of an online lab course is no different than compensation for instruction of the same course that is taught in a face-to-face format. Third, a resolution proposed revisions to an academic staff policy to ensure that rehired IAS are treated with no less consideration than newly hired IAS when determining rank. Forth, a resolution suggested revisions to the report prepared by Vice Chancellor for Administrative and Financial Services Steve Wildeck on IAS compensation so as to ensure the methods are clear and the findings are objective. A final resolution was passed requesting that these issues be included as an additional item in the list of institutional priorities presented to Chancellor Cross.
Collegium Elections
Annual elections for faculty committee representatives were held at April’s Collegium. Elected members will serve in their respective roles for the 2011-2012 academic year. Associate Professor of Biological Sciences Paul Whitaker was unanimously elected to a second term on the UW-Colleges Senate where he serves on the budget committee. Associate Professor of English Holly Hassel was elected by unanimous vote to steering committee chair. Associate Professor of Mathematics Paul Martin, Associate Professor of History Connie Sexauer, Associate Professor of History Brett Barker, and Assistant Professor of Physics Aaron Steffen were nominated and unanimously elected to serve as faculty representatives on the steering committee. Associate Lecturer of Chemistry Scott Sargent was unanimously elected as an instructional academic staff representative on the steering committee. Professor of Art Tom Flemming, Associate Professor of Communication & Theatre Arts Barry Liss, and Associate Professor of Mathematics Paul Martin were unanimously elected to serve on the appeals and grievances committee.
Constitutional Changes
An amendment was proposed to the Collegium constitution to extend voting rights to faculty and instructional academic staff who have fractional appointments between UWMC and other functional units with UW-Colleges. An additional amendment was discussed that would allow for Collegium membership in special cases. Both amendments were tabled because a quorum was not present.
UW-Colleges Chancellor’s 2011-2012 Institutional Priorities
1. Implement a self-study process for Higher Learning Commission reaccreditation
During the 2011-2012 academic year, the UW-Colleges will be engaged in a comprehensive
self-study process that will culminate with a reaccreditation site visit from the Higher Learning
Commission which will take place in November 2012. Accreditation by the Higher Learning
Commission provides assurance to the public, in particular to prospective students, that the
UW-Colleges has been found to meet the agency’s clearly stated criteria and that there are
reasonable grounds for believing that it will continue to meet them into the future.
2. Implement a plan to address faculty salary compression
The UW-Colleges’ salary compression issue has become a critical concern of the institution
because it is obstructing the hiring of tenure-track faculty and has created low morale among
incumbent faculty.
3. Devise strategies to increase faculty compensation
UW-Colleges faculty salary rates continue to trail those within the System in every rank. Recruitment of new faculty is becoming increasingly difficult and morale problems persist. The
UW Colleges needs to study ways to increase faculty compensation despite declining resources.
4. Move all campuses into the Integrated Enrollment Management Transition model
The Integrated Enrollment Management Pilot was conceived as a way to provide flexibility, and stimulate revenue and enrollment growth amid declining general program enrollments. The pilot was launched in January 2008 on three campuses. In July 2010, three campuses were added to the model. The remaining seven campuses will be moved to the model in 2011-12.
5. Implement the Bachelor of Applied Arts and Sciences degree
During the 2011-2012 academic year, academc departments will be engaged in creating
curriculum for the B.A.A.S. degree. The UW-Colleges Senate will be engaged in creating policies that will govern the new degree. Faculty, staff, and administrators on the campuses will be engaged in discussions with faculty, staff, and administrators on the respective UW partner campuses to shape the degree.
6. Implement strategies to increase the conferring of the UW Colleges Associate of Arts and
Science degree to meet the goals of the UW System’s Growth Agenda
During the 2011-2012 academic year, the Office of Academic Affairs will be working with
academic departments, campuses, and the UW-Colleges Senate to implement strategies that
will advance the UW-Colleges towards meeting the goals of the UW-System’s Growth Agenda.
These strategies could include establishing Associate of Arts and Science degree targets on the campuses, improving success in Algebra and Composition, improving advising, incorporating high impact practices into the curriculum, and implementing an academic early alert system.
7. Intentionally integrate UW Colleges Inclusive Excellence efforts into all aspects of the institution
The central premise of Inclusive Excellence holds that UW-System institutions need to
intentionally integrate their diversity efforts into the core aspects of their institutions—such as their academic priorities, leadership, quality improvement initiatives, decision-making, day-to-day operations, and organizational cultures—in order to maximize their success. During the 2011-2012 academic year, the UW-Colleges, led by the Senate Inclusive Excellence Committee, will work to focus the institution’s efforts on Inclusive Excellence activities.