October 15, 2015 Faculty Senate Executive Committee summary of remarks and conversations related to a proposed reorganization of Academic Affairs. Background At the October 1, 2015 meeting of the Faculty Senate, Senators were informed of, and then discussed, a reorganization plan introduced by Interim Provost Betsy Morgan, which was to be implemented on October 5. The Senate approved a motion requesting a two­week delay in the implementation of this reorganization, in order to allow time for broader consideration and consultation to take place. Overview Reflections and opinions were collected from administrators, faculty, and staff through direct conversation, small group discussions, and an open, web­based survey that was used by individuals who self­identified as faculty, administrative personnel, and classified staff. Individual remarks reported to us have been kept anonymous, purposely, in order to allow for greater freedom of expression, through lessened fear of disagreement with faculty peers or administrative superiors. The Senate Executive Committee has summarized major themes below. Faculty/IAS Input​
(survey, in­person comments, open house) ● Though some individuals expressed support for the reorganization plan, most respondents felt that the current plan does not, in its entirety, represent a long­term solution ○ Specific concerns for Continuing Education being placed with SoE ■ Looking undervalued to external agencies ■ Needing to work across school/college boundaries in regular operations ○ Concern that the reorganization interrupts/disrupts a strategic planning process now underway for Graduate Studies ○ Specific concerns with Graduate Studies (GS) having been placed in SoE are now replaced with concerns about GS reporting to Interim Associate Vice Chancellor (iAVC) Grunwald long­term ■ Overburdens iAVC Grunwald during a time when GS needs special attention during their strategic planning process ■ Council of Graduate Schools consultants recommend at least a full­time director for GS and this places a part­time director under the oversight of an over­burdened iAVC ■ Although this location for GS may work in the immediate short term, through strategic planning and studying of GS, a more permanent solution needs to arise ○ Specific support for the placement of the Murphy Learning Center under the direction of the Director of the Library; this is a part of the reorganization that reflects the general sensibility of a mature discussion ○
●
Concerns about whether the tuition shortfall may be the beginning of a period where enrollments fluctuate and we really need an enrollment manager ○ Where either general support ​
or ​
general rejection of support for the reorganization plan is indicated, the view is often supported by reference to personnel issues; on either side of this divide opinions are stated in strong terms Concerns continue to be expressed that a search process was not used to identify a Dean for SoE and that faculty were not involved/consulted in the development of the reorganization plan Interviews with administrators ​
(in person and by telephone) ● Interviews with administrators show a divide in opinion, with some in support of aspects of the planned reorganization, and others expressing concerns that are similar to those raised by faculty/IAS ○ Concerns with reporting lines, funding lines and contractual authority ■ This is of particular concern for Continuing Education, which is a partnership organization between UW­Extension and UWL. UW­Extension administrators have indicated uneasiness with the proposed arrangement to the Provost. ○ Concerns about the long­term placement of Graduate Studies within the university structure ■ Graduate programs are generally sponsored by a Department that is within an existing College, placing Grad Studies in SoE or within any one College would mix reporting lines and oversight responsibilities, possibly including financial control of operations ­ too many unknowns at present. ○ Administrators suggest that in terms of fairness in workload for the four academic deans, it may be more sensible to place Continuing Education and Graduate Studies into SoE. There is no other consensus reason for this particular placement with the Academic Affairs structure. ● Reorganization impact in short term differs from long term impact. Significant change may be neutral or positive in short term, yet produce loss of contact and visibility in long term, as identity of a unit changes when the institutional memory of both administration and faculty fades. This appears to be of significant importance to administrators who are skeptical about several significant shifts in reporting lines embodied in the reorganization plan.