2014-Goal 11

      2014 Strategic Plan

      2014 Strategic Plan

      2013-2014 Champions

      A Special tribute to WARHAWKS for an amazing season of play in 2013-2014 year: (1) winning a record six National Championships, (2) achieving unprecedented trifecta in the NCAA sports history, and, (3) achieving best finish ever, second place in the 2013-14 NCAA Director's cup (highest in UWW history).

      GOAL 11

      Overview

      Goal XI: Develop a fair and reasonable structure for workload and compensation for faculty, staff, and students.
      a.  Measure:  Define "fair and reasonable" workload and compensation Y/N

      1. For student workers
      2. For staff
      3. For faculty

      b.  Measure:  Determine campus status related to benchmark/standard (to be identified) Y/N

      c.  Measure:  Identify campus/unit targets

      1. Course loads, advisee loads, case loads
      2. SCH/FTE
      3. Salary and Compression

      Leaders: Mark McPhail (coordinator)

      Team members:  Ron Buchholz and Faye Schouten (Student Employment Advisory Committee); Denise Ehlen, George Clokey, and Curt Weber (Academic Staff Assembly); Denise Ehren and Amy Sexton (non-exempt classified staff); Susan Messer (Faculty Senate Executive Committee). 

      Other interested parties who attended some of the committee's meetings:  Aimee Arnold, Judi Trampf, Hephzibah Kumpaty, Elena Pokot, Brandi Neimeier, Connie Putland, Michael Sacco, and David Munro.

      Frequency of the meetings:  The committee met eight times between September of 2013 and March of 2014 (4-28-13;  4-22-13;  9-30-13;  11-4-13;  12-16-13;  1-26-14;  2-17-14;  3-17-14);  Additionally, each constituency group representing the main committee held additional meetings within its units to address the charge.   

      Executive Summary

      The SPBC Workload and Compensation team brought together members from  different constituency groups to determine how a fair and reasonable structure for workload and compensation could be developed and implemented at UW-Whitewater.  The groups represented included Academic Staff Assembly (Instructional & Non Instructional); Exempt Classified Staff; Faculty Senate Executive Committee; Non-Exempt Classified Staff; and the Student Employment Advisory Committee.  The group developed a set of definitions, key measures and objectives (outlined under measures and accomplishment section) to guide its work on "workload and compensation".   The committee also registered several other issues and concerns during its deliberations, that framed the broader conversations as well as the individual reports, and provided the foundation for future work related to Workload and Compensation.  Summarized here, they are: 

      1. Differentiating Compensation and Workload Issues:  The committee recognized that it could have little impact on compensation issues, since these were largely determined by legislative and budgetary functions beyond the university's direct control.  Consequently, much of the discussion focused on issues of workload and work environment quality, although the committee did recommend that more information regarding how budgets are determined and the constraints faced by the university in terms of compensation should be discussed more fully at various levels (e.g. Department Chair training,), and that more emphasis should be placed on communicating the efforts that the university has made in the past several years to addresses issues of compensation (i.e. compression & market adjustments, Discretionary Merit Adjustments, lump sum adjustments, etc.).  The committee also suggested that the university consider establishing as a strategic goal achieving and sustaining an out of state student population at the limit established by the legislature, as the funds secured through out of state tuition are one of the few revenue sources that can allow the university to address compensation issues.

      2. Realignment of Strategic Planning Efforts:  The committee recommended that the university shift its strategic planning efforts away from the two year cycle presently utilized toward a more systematic five year planning cycle that focuses on establishing specific and measurable goals, reviewing the extent to which they have been achieved, and initiating action plans in the event that goals were not met in terms of expected outcomes.  A five-year planning cycle allow for a process which emphasizes reporting as a function of accountability instead of as an end in and of itself.  A five year cycle that incorporated accountability based reporting would also help the university to prioritize and focus its strategic planning efforts by illustrating clearly when goals had been achieved, and providing specific directions in the event that they were not completed.  This would effectively "close the loop" on the reporting function, and thus make the process more productive and meaningful for those directly and indirectly involved in it.

      3. Data Access and Integration:  The committee recommends that the university make data management and accessibility a strategic priority due to the numerous reporting demands placed on the institution and its various units.   All of the constituencies represented on the committee agreed that the university should provide whatever resources are required to established information management systems that result in increased ease of use through technological means, as well as clearer and more carefully defined policies and procedures. Furthermore, reducing redundancies when possible, and providing information that is consistent, transparent, and accurate, would play a significant role in decreasing workload stress, improving work environment quality, and reducing the effects of what several members of the committee described as "mission creep," the ever-increasing number of projects and reports that are demanded by both external and internal reporting requirements.

      In addition to these broader recommendations, each of the constituency groups of the committee also presented an individual report that represented the specific issues, concerns, and recommendations presented by its area.  The following reports were submitted by the Academic Staff Assembly, the Classified Staff Advisory Council, the Faculty Senate Executive Committee Subcommittee, and the Student Employment Committee

      Measures and Accomplishments

      a.  Measure:  Define "fair and reasonable" workload and compensation: YES

      1. For student workers
      2. For staff
      3. For faculty

      Definition:  A fair and reasonable structure for workload and compensation reflects a consistent, transparent, accurate, and equitable system of policies and procedures governing employment responsibilities and rewards that is appropriate to position, classification, and university goals, mission, and values and is consistent with best practices at peer and aspirational institutions.

      b.  Measure:  Determine campus status related to benchmark/standard (to be identified) Y/N
      1. Consistency & Accuracy
        UW-Whitewater policies and procedures governing workload and compensation should be consistent with external entities (e.g. statutory, UW System, other comprehensive Universities), as well as internally consistent across administrative and academic units.

        Objective #1:  Evaluation and Alignment - The University should conduct a review and evaluation of existing policies related to workload and compensation, and where inconsistencies exist initiate the appropriate governance processes to revise and update such policies.

        Objective #2:  Clarification and Coherence - The review of existing policies should distinguish between policies as formal rules and procedures as commonly accepted practices to insure that they are coherent and clearly related, and to rectify inconsistencies between policies and procedures.

      2. Transparency
        UW-Whitewater policies and procedures governing workload and compensation should be easily accessible and available to all faculty, staff, and students.

        Objective #1:  Inventory & Consolidate - The University should conduct an inventory of all existing documentation related to workload and compensation and establish a centralized authority for the maintenance and dissemination of such documentation.

        Objective #2:  Accessibility & Availability - The University should assess and refine existing methods and mechanisms for obtaining information related to workload and compensation to insure that it can be easily accessed, and establish processes for improving accessibility and availability where these are inadequate or lacking.

      3. Equity
        UW-Whitewater policies and procedures governing workload and compensation should be applied equitably across divisions and units, and measures of assessment and accountability should be implemented to insure equitable personnel and budgetary decisions by supervisors and managers.

        Objective #1:  Minimizing Arbitrariness - The University should establish and enforce a consistent set of policies and practices for the merit and salary adjustments that is consistent across divisions and minimizes subjective or arbitrary decision-making.

        Objective #2:  Ensuring Fairness - The University should provide budgetary and personnel training for all individuals in supervisory positions to insure that financial and managerial decisions are consistent, transparent, and fair.

      c.  Measure:  Identify Campus/Unit Targets
      1. Course loads, advisee loads, case loadsspecific targets have not been identified
      2. SCH/FTE:    an excerpt from Faculty constituency report.

        Faculty workload includes teaching, scholarship and service responsibilities and expectations.  While SCH/FTE calculations may be useful in regard to some aspects of faculty work, that ratio alone misses many components of faculty workload.  "Teaching" itself is not a unitary factor.  However, the hours devoted to teaching go beyond those classroom hours. In some instances, outside-of-classroom teaching involves new work assignments that provide support for University mandated initiatives related to providing support for student learning activities: Undergraduate Research Mentorship; increased engagement in Leadership and Community Outreach activities; creation and/or revision of curriculum; and First Year programming activities.

        An Illustrative List of Faculty Activities in Addition to SCH/FTE:

        Teaching Activities

        • Write study guides, instructor's manuals
        • Present programs in continuing education, executive development, or certification
        • Give faculty workshops (e.g., Learn Center)
        • Write instructional software
        • Develop online and digital instructional resources for courses
        • Develop new programs, new courses
        • Teach off campus - e.g. Madison and Waukesha
        • Maintain safe instructional and learning environments
        • Maintain and upgrade discipline specific equipment
        • Support community engagement in instructional and educational activities
        • Develop and conduct international travel study courses (overload)
        • Oversee and replenish inventories of equipment and supplies utilized in classes by students
        • Develop Lab Mod proposals for enhancement of instructional spaces
        • Create and/or revise program curriculum
        • Develop and implement assessment plans for all degree programs
        • Participate in re-training and other educational activities (e.g. technology delivery systems, D2L, new software)

        Scholarship Activities
        • Publish books, monographs, or chapters in books
        • Publish refereed journal articles
        • Publish professional journal articles
        • Write grants
        • Present papers at conferences
        • Member of a discussant panel at conferences
        • Editor of a professional publication
        • Editorial board member of a refereed or professional publication
        • Professional consulting 
        • Attendance at professional meetings (not presenting or discussing)
        • Reviewer of articles for publication in refereed journals

        Department, College, University, and Professional Service
        • Faculty advisor to student organizations
        • Officer, leader or active committee member in a professional organization (discipline related)
        • Member of University, College and Department committees
        • Officer of a community organization or an active member of a public advisory committee (based on expertise and unpaid)
        • Student Advising - academic and career
        • Help prepare students for professional exams
        • Supervision of students in a project for an outside organization
        • Supervision of students in a project inside the university e.g., ISBM senior projects, McNair Scholars, undergraduate research
        • Supervision of independent studies
        • Mentor to faculty
        • Evaluate junior faculty and academic staff for retention/promotion/tenure
        • Serve on Search and Screen Committees to hire new faculty
        • Develop and lead targeted student recruitment activities
        • Maintain and provide content for department websites
        • Serve as Judge for student and community based competitions
        • Write recommendations (e.g. job and graduate school) and give verbal recommendations (e.g. when contacted by companies)
        • Participate in University Initiatives: e.g. LEAP, Undergraduate Research, Leadership Initiatives, PIE program with area high schools, Community Engagement projects
        • College Initiatives: e.g., integration of the core, assessment, accreditation, integration of technology, distance education
        • Attend meetings - University, College, and Department
        • Provide service to the community (public readings and lectures, literacy instruction, language translation work, presentations to the media, etc.
      3. Salary and Compression:
        • The university shall effectively communicate efforts made in the past several years to addresses issues of compensation (i.e. Compression & Market adjustments, Discretionary Merit Adjustments, lump sum adjustments, etc.).
        • Establish a strategic goal-achieving and sustaining an out of state student population at the limit established by the legislature, and use the surplus funds secured through out of state tuition as one of the few revenue streams to address compensation issues.
        • Identify long-term plans to address pay plan inequities and deficiencies across all employment designations.
        • Improve public perception of compensation issue;  seek strategies to share the impact on A) the recruitment of highly qualified and diverse faculty and B) the retention of experienced and proven faculty, and the impact of A and B on the quality of student instruction and the vibrancy of the institution.
        • The awarding of discretionary merit compensation (DMC) at Whitewater shows inequities between divisions, classes, and departments for the awards given as in comparison to other UW System schools.  Requirements to receive a DMC and the documentation needed to apply for one are not available on the UW-Whitewater website.  (review full report from classified staff council for a detailed analysis of DMC awards at UW-Whitewater and other UW system schools).
        • Include specific information regarding campus policies which define salary adjustments based on compression, retention, and merit.  Policies included should address these questions:
              • What are the campus policies regarding compensation?
              • Where does authority for this policy reside within campus structure?
              • How are decisions being made on compression and retention salaries? And, when does the money become available for these adjustments?
              • Knowing that the definition of FTE varies among departments and constituencies, who is responsible for this definition?
              • How do current compensation issues play out in relationship to current hiring practices? i.e., how these policies impact and shape guidelines for hiring.

      Looking Forward: Future themes/goals/action plans:

      Academic Staff Assembly: 

      • The group completed an inventory of University of Wisconsin / System policies and procedures governing performance review, titling, retitling, and promotion of academic staff, and those of other UW System institution and reviewed UW-Whitewater's current policies and procedures for weaknesses and gaps.
      • The Subcommittee completed a preliminary analysis of UW-Whitewater's Titling policies and procedures as compared to best practices at other UW System institutions.  The committee recommends adopting La Crosse policy as an effective addition to Whitewater policies, by both enhancing the retitling process and addressing deficiencies in the annual review process. The Workload and Compensation Subcommittee will continue review of academic staff titling, retitling, evaluation, and promotion processes and best practices.

      Classified Staff Council: 

      • Create a central location for all policies and procedures applicable to classified staff and make department-specific policies and procedures available to all.
      • Define clearly the definition of policy versus procedure.
      • Update the Classified Staff Employee Handbook to include all policies affecting classified staff and to reflect additional work-related policies by department.
      • The awarding of discretionary merit compensation at Whitewater shows inequities between divisions, classes, and departments for the awards given as in comparison to other UW System schools. Requirements to receive a DMC and the documentation needed to apply for one are not available on the UW-Whitewater website.  (review the full report for complete analysis).
      • Request the Office of Human Resources & Diversity implement mandatory supervisor training that is comprehensive with updated information disseminated to supervisors and employees in a timely manner.

      Faculty Senate

      • Develop a dedicated repository to include an inventory of data related to compensation that includes reports on comparative analysis of salaries within the UW-System and among peer institutions and within disciplines.  This information should be available to employees of the university.
      • The committee identified a list of institutional best practices on faculty compensation:  Read the full report, Faculty Senate.
      • Follow-through on the list of recommendations presented in the SPBC #11 Workload and Compensation Workgroup final reports; include a prioritized list of proposed and/or completed responses and actions.

      Supporting material and links:

      1. Academic Staff Assembly Report  
      2. Classified Council Report
      3. Faculty Senate Report
      4. Student Government Report
      5. Faculty Activities:  COBE Handbook

      2014 Strategic Plan

      2013-2014 Champions

      A Special tribute to WARHAWKS for an amazing season of play in 2013-2014 year: (1) winning a record six National Championships, (2) achieving unprecedented trifecta in the NCAA sports history, and, (3) achieving best finish ever, second place in the 2013-14 NCAA Director's cup (highest in UWW history).

      Location

      Office of Academic Affairs
      420 Hyer Hall
      800 West Main Street
      Whitewater, WI 53190
      Phone:  262-472-1672
      Fax:  262-472-1670

      54.161.191.154
      http://www.uww.edu/