“Engaging the Workforce: Faculty and Staff Involvement in Quality Improvement” Julie A. Furst-Bowe Provost and Vice Chancellor University of Wisconsin-Stout

UW-Stout Profile  Founded in 1891 by James Huff Stout in Menomonie, Wisconsin  Polytechnic institution offering unique programs in the UW System  9,000 students and 1,200 employees  Distinctive array of programs leading to professional careers –40 undergraduate programs –20 graduate programs –95%+ graduate placement rate  Laptop campus  First university to receive MBNQA

Traditional University Organization  Academic and Student Affairs Division –Four Academic Colleges –Academic and Student Support Units –Research and Technology Transfer Organizational Profile

Administrative and Student Life Services –Human Resources –Business and Financial Services –Health and Safety –Housing, Dining, Facilities Advancement –Communications and Marketing –Alumni Relations –Stout Foundation

Faculty and Staff Profile  1,239 Employees –290 Faculty –310 Academic Staff –41 Limited Appointments –400 Classified Staff represented by 5 unions –134 Project/Limited Term –64 Graduate Assistants

Involvement in Leadership Systems  Governance structure provides faculty, staff and students with a voice in UW-Stout policy and decision-making, and multi-directional communication –Faculty Senate –Senate of Academic Staff –Student Senate –Five state unions representing classified staff  Chancellor’s Advisory Council established to provide horizontal integration of organization and structure

–Flatten the leadership structure; include administrators, faculty, staff, students –Provide a forum to achieve UW-Stout's mission and goals –Enable campus-wide involvement in strategy development –Aid in assessment of results –Enhance organizational performance through team building –Maintain communication among all units of the university –21 members; meets bi-weekly Chancellor’s Advisory Council

 Ethics Statement “The vision of the University of Wisconsin-Stout is to educate students to be lifelong learners and responsible citizens and, thus, is committed to a high degree of ethical standards by embracing the principles of honesty, accountability, respect and trust. Establishing and maintaining an ethical culture is essential to the health, humanity, vitality, and mission of this institution; and, to that end, it is the expectation of the university that members of the university community will exemplify these principles.”

Chancellor’s Advisory Council Meeting Guidelines  Attend meetings, and be punctual.  Be prepared for meetings, read and review all materials beforehand.  Share ideas and participate in all phases of work.  As peers, communicate with openness, integrity and respect.  Listen and be open to new information and ideas.  Work towards collaboration, have a “big picture” focus.  Maintain a spirit of cooperation and focus on priorities and solutions.  Make decisions based upon facts.  Stay on topic, reach decisions by consensus.  Move forward when decisions are made.  Provide two-way communication with constituents.

Chancellor's Advisory Council: Teambuilding  Agendas directed to: –Collaborative relationship building and team reformation –Professional development (leadership styles, diversity training) –Discussion of emerging issues –Visits to high performing organizations –Invite outside leaders to campus Manufacturing Education Health Care

Leadership Development Opportunities for all employees EDGE Program Executive EDGE – Department Chairs Russell Leadership Program Summer programs – Women Administrative Internship – Minorities Quality Training Certificate UW System leadership programs

Promoting Public Responsibility And Community Service  Senior leaders serve as role models actively serving in community organizations and volunteer activities  Faculty, staff and students engaged in service learning  Partnerships with community, government and business organizations

Communication  Annual listening sessions –fall and spring  Daily update  Web site  Newsletters  Personal letters/invitations  “About Stout” – Video Program  “Leadership by Walking Around”

A traditional hierarchy, complemented by established committees, taskforces, teams and work groups: - Chancellor's Advisory Council and other advisory councils - Strategic Planning Group - Standing Committees Curriculum, Personnel Policies, Academic Program Review, Support Unit Review, Campus Physical Development, Inclusive Excellence, Optimal Health - Peer Groups web masters, business managers, PeopleSoft users, customer service ambassadors - AQIP Improvement Teams (Quality Improvement) - Special Taskforces Organization of Work

Employee Learning and Development Approach is defined by strategic goals at three levels Unit Campus Individual

Education, Training And Development Key Organizational Needs NEED:ADDRESSING LEARNING/ DEVELOPMENT: Teaching and LearningNew instructor workshop,ongoing programs TechnologyGroup, targeted (JIT) and online training Employee OrientationCampus-wide and department-specific programs DiversityWorkshops, speakers, dialogues, SafetySafety training and risk management LeadershipPrograms for employees at all levels Improvement AreasAQIP teams and action projects, quality certificate

Learning and Development: Individual Needs  Tied to campus-wide needs  Tied to individual or discipline needs – learning and motivation  Funded professional development Endowed Chairs Endowed Professorships Sabbaticals Conferences Specialized training Tuition reimbursement

Employee Recognition and Rewards  Annual Teaching Awards  Annual Research Awards  Named Professorships  Annual Service Awards  “Employee of the Month”  “Years of Service” Reception  Annual Team Recognitions  Retirement Receptions  UW System Awards

Feedback Systems Measuring Employee Engagement and Satisfaction  Surveys and Climate Assessments  Benchmarking  Grievances  Exit interviews  Absenteeism monitoring  Turnover  Informal listening posts – mentors, etc.

Full survey every three years One-minute survey on alternate years Faculty And Staff Well-Being And Satisfaction Lead To Morale SurveysChanges Communication Improved Services Professional Development Opportunities

UW System: Challenging Environment  No pay increases for administrators, faculty or academic staff  Furloughs for all employees – 3.5 percent annual pay reduction for two years; increased reporting  Reductions in employee benefit package  UW Comprehensive faculty salaries are at the bottom of national comparison group  UW-Stout budget reductions have resulted in increased workloads and class sizes in some areas  UW System mandated change to PeopleSoft  Increased tension over additional workload, campus resource priorities, employees not feeling valued

Summary of Best Practices  Chancellor’s Advisory Council  Structured teambuilding  Leadership development at all levels  Employee involvement with local community and businesses  Employee participation in all aspects of the university  Learning and development aligned with organizational and individual needs  Multiple recognition methods for all employee groups  Multiple employee feedback systems; act on results

Focused on its special mission Employs extensive performance review processes Identifies best practices in processes

Questions and Discussion