UW Planning Retrospective: 1999-2008
Myron Allen
Academic Affairs
The Context: in 1998
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UW’s budgets had been flat or slow-growing for a
decade, with cuts in at least 2 years.
Enrollments were declining.
The statewide political discourse treated UW as an
expense, not an investment.
For nearly 2 decades, the closest thing to a planning
document was a 1992 Academic Reallocation
Committee report.
There was little central guidance on the institution’s
major scholarly directions and weak connections to
key issues in the state and region.
Research and graduate education had little visibility
(in contrast to some earlier eras).
What planning has done for UW
Identified areas of distinction:
• Critical areas of science & technology
• Cultural assets, arts, & humanities
• Environment & natural resources
• History & culture of the Rocky Mountain west
• Life sciences
• Professions critical to the state & region
Provided a tool for strengthening these areas:
Central Position Management
Highlights of specific advances
Critical areas of science & technology:
• School of Energy Resources
• Partnership with NCAR
• Revitalized EORI
Cultural assets, arts, humanities:
• MFA in Creative Writing
• Eminent writer-in-residence
• Art Museum outreach
• Planning for new Fine Arts facilities
ENR:
• new undergrad & grad degrees, joint JD-MS
• increased Haub School funding
• Cline & Spicer chairs
History & culture of Rocky Mountain west:
• PhD in Anthropology
• Increase in AIST-related faculty
• Transfer agreements with NOLS, Teton Science School
Life Sciences:
• Interdisciplinary PhD programs
• Revised undergraduate core
• Core facilities (WyGISC, Microscopy, NAEF, Stable
Isotopes, …)
Professions critical to state & region:
Education:
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STEM-related hiring
Concurrent majors in secondary ed.
Health care:
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Accelerated BSN (2nd bachelors)
Online RN-BSN completion
Increased FMRC funding
WIND degree program
Engineering:
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Reinstatement of BS in Petroleum Engineering
New focus on energy & computation
Stable funding for Engineering Summer Program
Business:
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Executive MBA program
Focus on natural resources, entrepreneurship,
sustainability
Diversity-related initiatives
• Diversity funding pool in AA
• PACMWA
• Permanent visiting position in AAST
• Associate VP for Diversity
• Stable funding for
• Shepard Symposium
• MLK Days of Dialog
• Social Justice Center
• Rainbow Resource Center
• Routine salary equity checks & salary
equity analysis
Internationalization
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Cheney center & scholarships
Legal staff support for employees
International partnerships (Russia,
China, Guatemala, Australia, …)
New attitudes!
Academic Success
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LeaRN
Stable funding for Writing Center, Oral
Communications Lab, Math Lab
Increased funding for Honors Program
Synergy
Support for UW’s mission
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Increased Library funding
Remarkable endowment growth
Funding records in sponsored research
Institutional practices
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Improved practices in faculty hiring T&P
Use of course management software
Systems for awarding financial aid
Implementation of Banner software
Statewide outreach & service
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Increased discipline-level articulation
Statewide agreements on general education
Stronger administrative relationships
Online UW (1999)
P-16 Council
EORI
Wyoming Technology Business Center
Economic development initiatives (RPC,
SBDC, etc.)
Enrollment and workforce trends
Systematic enrollment management has led to a
recovery in UW enrollment and increased access
for site-bound students…
16000
TOTAL UW ENROLLMENT
14000
12000
10000
…and
increased
pressure on
support
budgets
8000
6000
Und
ENR
Law
CHS
CEAS
CoEd
CoB
A&S
Ag
4000
2000
0
88 89 90 91 92 93 94 95 96 97 98 99 0 1 2 3 4 5 6 7
Legislative support, SER, and the Endowment for
Excellence have restored UW’s faculty strength
800
Full Time Instructional Faculty by College
700
600
500
15
64
63
54
400
15
70
13
67
63
62
48
13
71
12
70
76
73
12
71
13
12
16
81
82
81
78
76
76
81
60
60
43
43
49
40
52
51
39
41
44
40
16
86
81
60
43
45
48
40
295
283
284
275
284
288
299
296
302
317
78
82
82
83
84
84
82
81
86
87
45
300
200
100
0
1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08
Law
HS
Eng
Ed
Bus
A&S
Ag
UW’s faculty salaries have become more competitive,
but the “finish line” is moving, too.
UW Faculty Salaries as a Percent of the
NASULGC Average
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
2007-08
2006-07
2005-06
2004-05
2003-04
2002-03
2001-02
2000-01
1999-00
1998-99
1997-98
1996-97
1995-96
1994-95
1993-94
1992-93
1991-92
1990-91
1989-90
0%
Major new facilities since 1999
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Health Sciences complex
Early Care Center
Library expansion
Anthropology building
Indoor Practice Facility
Hotel-Conference Center
WTBC
Classroom Building renovation
IT building*
Honors House*
College of Business Expansion*
College of Law Expansion*
Cheney International Center*
*construction under way
The big picture:
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Planning has given UW’s faculty and staff a
greater sense of our distinctiveness, our deep
connections to the state, our major directions,
and the pathways to a better future.
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Planning and follow-through have helped
strengthen UW’s credibility with state leaders.
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Planning has given UW’s leaders, from
department heads to deans, a set of
principles upon which to make difficult
decisions about curriculum, people, and
resources.
Questions?
UW’s President calls for a university-wide academic
plan.
Spring 1999: Academic Affairs writes AP1 (1999-2004)
major institutional themes
168 action items
Spring 1998:
Other divisions release 1st Support Services Plan
(2000), Capital Facilities Plan (2001)
Spring 2004:
Spring 2005:
Spring 2006:
Academic Affairs writes AP2 (2004-2009)
6 areas of distinction
141 action items
2nd Support Services Plan, updated Capital Facilities
Plan
First discussions of UP3 with BoT