University Resource Alignment: Goals and Process

Charge University Resource Alignment With a new Strategic Plan and institutional goals in place, we must now develop a process whereby we can align our resources with the vision, mission, values, and strategic objectives of the University. . . . We need to meet these challenges [of reduced resources] as a united community of good stewards, through a strong process that is data-driven, inclusive and transparent. With a new Strategic Plan and institutional goals in place, we must now develop a process whereby we can align our resources with the vision, mission, values, and strategic objectives of the University. Especially in times of contracting funding, we are faced with the difficult challenge of having to use reduced resources to achieve our goals. We need to meet these challenges as a united community of good stewards, through a strong process that is data-driven, inclusive and transparent. Among the many data sources available, we will surely take advantage of the data gathered for our campus by the Educational Advisory Board in its Student Success Collaborative program and its Academic Performance Solutions initiative. I am hereby convening a team of faculty, staff and students to address these challenges through a process that will integrate and align program planning, budget planning, technology and facilities planning within the Strategic Plan to ensure an optimal balance of resources for present and future needs. This effort will be led by the Institutional Program Management (IPM) Steering Committee (members listed above), formed as a subset of the Strategic Plan Steering Committee. As in our strategic planning effort, the activity will be highly inclusive of constituents across the University and will proceed with a high degree of transparency. The IPM Steering Committee will design an initial draft process, work with the campus community to develop and vet the process into a plan, then guide and support the planning teams as they execute the plan with full participation from all constituencies. As this process will incorporate academic program planning at an institutional level, the importance of sustaining academic quality is foremost. To that end, we will call on a high percentage of faculty to participate in and lead the planning teams.

Build teams to execute this process. Goals from the Charge University Resource Alignment Design criteria Build teams to execute this process. Guide, monitor and communicate throughout the process. Make final resource recommendations Evaluate the process and make recommendations for ongoing evaluation Design criteria and a continual process by which immediate and ongoing resource decisions will be made, thoroughly vetting the criteria and process with the campus community. 2. Build teams, led by faculty but with broad representation from all constituents, to execute this process. 3. Guide, monitor and communicate throughout the process to assure progress, transparency and inclusivity. 4. Make final resource recommendations based on the results of the process. 5. Evaluate the process and make recommendations for ongoing institutional program management

Steering Committee Members University Resource Alignment Karl Loewenstein - Steering Committee Chair Academic Staff: Courtney Bauder Stephen Bentivenga University Staff: Susan Jaeke Chad Cotti Student Affairs: Jaime Page-Stadler Donald Hones Christine Roth Administration: Jenny Borgman Judith Westphal Merlaine Angwall Athletics: Pat Juckem Facilitator: Anne Milkovich Governance representatives chosen by the appropriate senate. Admin appointees chosen by Provost?

First Meeting: February 9, 2017 Meeting bi-weekly Where are we? University Resource Alignment First Meeting: February 9, 2017 Meeting bi-weekly Studying other institutions, building time-line Notes are available on our website: http://strategicplan.uwosh.edu/plan/university-resource-alignment/

Timeline Phase 1 Discover University Resource Alignment Phase 1 Discover Learn from other institutions, read available research, share with campus, identify data Spring 2017 Phase 2 Design Through iterative discussion with campus community, define academic and administrative programs, select assessment criteria, identify teams, plan workflow, develop tools, compile data Spring– Summer 2017 Phase 3 Assess Working in teams with broad campus involvement, collect information, evaluate according to predetermined criteria, summarize results Summer–Fall 2017 Phase 4 Assign Categorize programs according to assessment results Fall–Winter 2017 Phase 5 Comment Post results and categorizations for campus final comment period Spring 2018 Phase 6 Compile Incorporate comments, refine categorizations, submit to Chancellor New budget model decisions hopefully can be informed by the criteria in January 2018, but our process will not be complete by then.

Goal: develop draft criteria for fall review Summer Working Groups University Resource Alignment Academic (7-9 members, mostly faculty) Administrative (7-9 members, mostly from admin. units) Goal: develop draft criteria for fall review Criteria, sub-criteria, weighting 2-5 meetings over summer Framework/supporting info. partially provided by steering committee Volunteers needed! Contact us soon.

Not necessarily an academic department or administrative unit. What is a Program? University Resource Alignment URAC will work this summer to define program, to be part of fall discussion. Not necessarily an academic department or administrative unit.

Present draft documents to campus Fall 2017: Campus Input University Resource Alignment Present draft documents to campus Meet with as many people/units as possible Arrange public meeting(s) with other campuses that have been through similar processes Listen to feedback; revise, revise, revise Ask governance groups to support proposed criteria after consensus reached

Our Hopes University Resource Alignment To create the opportunity for an informed conversation about strengths and weaknesses on campus To reach agreement about criteria and data being used in those conversations Data can inform decisions, but not supersede our values as a campus. To fairly evaluate all programs on campus To inform decisions about where to invest, where to sustain, and where to reduce, including existing units and new programs.

University Resource Alignment The End.