uw colleges and uw-extension restructuring...uw colleges and uw-extension restructuring project...

UW Colleges and UW-Extension RestructuringProject Steering Committee Meeting 1

November 10, 20179:00am – 1:45pm

AgendaAgenda Topic Time Discussion Lead

Welcome 9:00 – 9:15 President Cross

Agenda Overview 9:15 – 9:20 Adam Fennel

Meeting Purpose 9:20 – 9:40 Rob Cramer

Project Overview 9:40 – 10:25 Rob Cramer

Chancellor Sandeen Remarks 10:25 – 10:30 Chancellor Sandeen

BREAK 10:30 – 10:45

Project Communications & Management 10:45 – 11:10 Jessica Tormey / Stephanie

Marquis / Adam Fennel

BREAK 11:10 – 11:30

Group Discussion / Working Lunch 11:30 – 1:30 Adam Fennel

Next Steps 1:30 – 1:45 Rob Cramer

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Restructuring Objectives

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• Maintain and expand access to higher education at the two-year campuses

• Identify and reduce barriers to transferring credits within the UW System

• Maintain affordability and continue current tuition levels at the two-year campuses post-integration

• Further standardize, consolidate and regionalize administrative operations and services

• Leverage resources and shared talent at our institutions

Charging the Committee

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Steering Committee is to:

• Identify and sort questions and issues for consideration across UW System or at institutional level

• Make recommendations to the project sponsor

• Communicate regional and institutional issues up to the steering committee and communicate decisions, directions and actions out from the steering committee







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BREAK 11:10 – 11:30



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Meeting Purpose

We are here today to:

• Formally charge the steering committee

• Provide clarity regarding the project structure, activities, and norms

• Engage committee around preliminary topics

• Discuss next steps

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Planning Assumptions

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• Continuing to ensure student success remains key focus

• Affordability and Accountability will continue to be emphasized

• GPR and Tuition pressures will persist

• Compensation is a priority

• Effective standardization and use of technology requires scale

• Demographic trends will impact enrollments and hiring

Restructuring Project Guiding Principles• Significant attention will be given to engaging students and decisions that enhance the student experience.

• Significant attention will be given to engaging faculty and staff on issues that affect their experiences.

• There will be frequent and consistent communication and significant stakeholder engagement throughout the project.

• We will seek to solve problems once and employ common solutions; single, systemwide solutions are preferred over multiple, region-specific solutions.

• Where possible we will use data to inform decision making and to measure outcomes.

• The project will be informed by and aligned with the 2020 Forward and CORE project.

• Scale created by new “regions” creates opportunities for:

o improving access, growing enrollment, and improving; and

o standardizing administrative processes to reduce risk and shift costs from administration to teaching, research, and outreach.

• Success should be measurable and measured.

9Does the committee have any additions or edits to these principles?

Agenda

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Agenda Topic Time Discussion Lead






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Project OverviewThe restructuring project will be a multi-year effort engaging the entire University system to realize the vision approved by the Board of Regents.

Anticipated Milestones- Board Approval- Draft Plan to HLC- Approval from HLC- Operational Reporting Structure Transition- 12 Months - 18 Months

11/10/2017 7/1/2019

1/1/2018 4/1/2018 7/1/2018 10/1/2018 1/1/2019 4/1/2019

Anticipated Stages- Board Approval- Project Scoping and Infrastructure- Implementation Planning

- Detail for the critical path for July 1, 2018- Framework for later milestones

- Implementation - Stabilization

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Proposed Project StructureProject Sponsor: President Cross

Steering CommitteeChair: VP Cramer

Chancellors Advisory

UWEC / UW-Barron

County

UWSP / UW-Marathon

County / UW-

Marshfield/Wood County

UWGB / UW-Marinette / UW-Manitowoc/ UW-Sheboygan

UWO / UW-Fox Valley /

UW-Fond du Lac

UWM / UW-

Washington County /

UW-Waukesha

UWW / UW-Rock County

UW-Madison / UW-Extension Cooperative

and Conference Centers

UWPlatt / UW-Richland /

UW-Baraboo/Sauk

County

UWSA / UW-Extension

Div. of Business, Broadcast,

CEOEL, Colleges Online

Restructuring Teams*

Shared Governance Faculty Reps

Academic Staff RepsUniversity Staff Reps

Student Reps

Functional Teams (including: academic affairs, student services, finance, human resources, information technology)

* Regional restructuring teams should include Shared Governance representation from affected institutions* This does not depict project management and communications functions 12

Project Structure – Oversight and Sponsorship The project is sponsored by President Cross, overseen by a Steering Committee with input from Shared Governance representatives and the Chancellors Advisory Group.

Project Sponsor: President Cross

Steering CommitteeChair: VP Cramer

Chancellors Advisory

Shared Governance Faculty Reps

Academic Staff RepsUniversity Staff Reps

Student Reps

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The Steering Committee serves several functions that are critical to the successful execution of the project and to the full realization of the potential of the restructuring. • Identify and sort issues for resolution among project teams• Discuss cross-region and systemwide issues and opportunities• Communicate between Regions and Project• Review the work and outcomes of Regional and Functional teams• Make or support recommendations to the Project Sponsor

o Represent dissenting perspectives, where they exist• Resolve issues and escalate where appropriate

Steering Committee Roles

At the Steering Committee Back on Campus / Region Project Team

• Steering Committee members are asked to have a “local” hat and “system” hat and to be able to represent both perspectives

• If you have a perspective, share it• Meetings will be facilitated to keep

to an agenda• Significant work will be done

between meetings

• Lead regional teams, coordinating activity in accordance with local cultures and project timelines

• Represent perspectives of the Steering Committee and project on campuses and within regions

• Regularly engage with project management to communicate progress against assigned responsibilities

• Where possible, content will be provided 48 hours prior to a meeting with an expectation that it will be reviewed prior to the meeting

• Be responsive to ad-hoc requests• Engage with regional and functional

team leads to ensure timelines are realistic, we employ common planning assumptions, and issues are quickly escalated (as appropriate) for resolution

As individuals that comprise the committee, we each have roles on the committee and within home institutions.

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Project Structure – Regional Teams

UWEC / UW-Barron

County

UWSP / UW-Marathon

County / UW-

Marshfield/Wood County

UWGB / UW-Marinette / UW-Manitowoc/ UW-Sheboygan

UWO / UW-Fox Valley /

UW-Fond du Lac

UWM / UW-

Washington County /

UW-Waukesha

UWW / UW-Rock County

UW-Madison / UW-Extension Cooperative

and Conference Centers

UWPlatt / UW-Richland /

UW-Baraboo/Sauk

County

UWSA / UW-Extension

Div. of Business, Broadcast,

CEOEL, Colleges Online

Regional Teams are vital to the success of the restructuring and will:• translate current four-year and research institution and UW Colleges processes, norms, cultures, into a new context• coordinate with and report to steering committee at key milestones / deliverables• represent the project on campus• have a chair who will serve as the primary point of contact for the region and who will:

o Manage region’s implementation project plan in conjunction with the project teamo Oversee the effort of all regional resources o Track local issues and surface them to Project Management as appropriateo Provide local context and process expertise to functional teams as appropriate

The Chancellors of each four-year or research institution that is restructuring with a UW College(s) or a component of UW Extension will appoint a Chair and Team.

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Project Structure – Functional Teams

Functional Teams (examples)

The Steering Committee will charter functional teams to consider elements of the restructuring that have a systemwide impact.

Functional Teams will:• conduct implementation planning for functions that have a systemwide impact • identify common and consistent solutions that cross regions• review Regional team recommendations

• Accreditation / HLC• Finance• Student services

• Information Technology• Auxiliaries• Facilities

• Administrative services• Enrollment management• Human resources

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Analyze Issues and Craft

Recommendations

Review Recommendations

and Provide Perspective

Review and Approve Recommendations

Decision to Accept Recommendation or

Analyze Issues and Craft

Recommendations

Intersection

Regional Team(s)

Functional Team(s)

Steering Committee

Functional Team(s)

Regional Team(s)

Project Executive Sponsor

We will be working over the next few weeks to carefully delineate the scopes of each type of group and to incorporate into the timeline a plan for appropriate cross-pollination.

Illustrative Flow of Work, Review, and Decision Making

Steering Committee

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Project CharterThe topics we have introduced today and feedback will be incorporated into a draft project charter.

Elements of the Charter

• Scope and Objectives• Principles• Timeline• Milestones• Structures• Roles & Responsibilities

• Steering Committee• Regional Teams• Functional Teams

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Proposed Meeting Norms

Effective Steering committee meetings and productive dialogue will require each of us to:• prepare for meetings by understanding the agenda and reading distributed material;

• be empowered to represent our respective campus and regions and to speak on their behalf;

• try to leave the day-to-day demands of our campus roles and focus on the meeting;

• respond to requests and follow-up items and communicate clearly and often;

• engage with the work of the committee;

• collegially engage with the challenging topics ahead; and

• Attend in person, if not feasible, then by phone.

• Engage shared governance representatives

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At the outset of the Steering Committee, it is important that we establish a set of expectations that reflect the way in which we will work together.

Does the committee have any additions or edits to these norms?

Agenda

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BREAK (10:30-10:45)

Agenda

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Project Communication Goals

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• Timely and responsive to needs

• Communication channels will go both wayso Questions and concerns from stakeholder groups,

functional teams and institutionso Provide materials responsive to needso Materials anticipate requests

• Involvement and direct input from counterparts at institutions

Project Communication Goals

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• Proactive and reactive o Provide consistent communication materials to assist

functional teams, institutions and stakeholders

• Utilize multiple tools and channelso Emailso Websiteo Handouts and other materialso Onsite at campuses

Project Communication Reminder

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• Draftso A “draft” stamp does not make a document a drafto Distribution is a key factor

• Open records

Project Management

Project Management Roles- Build and maintain project plan and timeline

- Draft Regional and Functional team charters

- Partner with leads of Regional and Functional teams to integrate plans of distributed teams with the project plan

- Communicate critical-path activities and constraints

- Build and conduct executive reporting

- Staff the Steering Committee in preparing content, facilitating meetings, and tracking action items

The project will be executed at multiple locations and levels across the UW but overall management will be coordinated through a centralized project management function.

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INITIATIVE DESCRIPTION LEAD PROGRESSPLANNED

END DATE

CURRENT

STATUS

PREVIOUS

STATUSTREND NARRATIVE

I041-Empl Usability

Identify potential redesign to improve usability, including:

handling for employees costed across multiple Tub-Orgs, data

entry facilitation via SmartView, etc.

Paula LaGambina 2 9/24/2009 YELLOW YELLOW nMajority of work instructions have been drafted, but they are

awaiting Leads Review. This initiave slated to end with the release

of HUBS 9.9 to PROD.

I068-MON 9.9 Monthly Artifact Development and Deployment Paula LaGambina 3 9/25/2009 GREEN YELLOW hOn schedule for PROD release on 9/24 and 9/25. This is a large,

complex artifact release including all Empl Usability webforms,

reports, and business rules.

I044-Sponsored Data Transformation

Collapse sponsored detail into budget-only funds to streamline

dimensions. This could be used at SPH, FAS, HMS, SEAS, or

other schools.

Ken Chen 2 9/30/2009 YELLOW YELLOW hDevelopment is approximately 90% complete. End to end testing will

begin 9/22 using available budget-only values collected by 9/21.

Non Actuals Backup

Must be completed to enable Wave 2 tubs to enter data in

webforms. The current process clears data in Wave 2 apps

during the nightly refresh.

Sharon Waliszewski 3 10/2/2009 GREEN GREEN nNon Actuals Backup to be tested by Sharon and Karen during HUBS

1.0.6 release cycle. [Code was completed several weeks ago but

testing required during the release].

PLNG0030 Data Transformation

Significant number of Act-Sub members exist in PLNG0030

causing a slow down in performance or failure of certain

webforms to render.

Mark Solimini 0 10/10/2009 YELLOW n/a NEW

Focus on a massive set of Act-Subs not used for budgeting but

meeting other criteria (enabled, active, with actuals). Hope to use

Data Transformation framework.

I077-FAS Development

Identify recommendations for the FAS employee budgeting cube,

complete with benefits and considerations. This will also include

the consolidation of EE data in the CINA cube.

Jason Kitayama 1 10/14/2009 YELLOW ORANGE hTech team working on the build of EE cube for faculty/non-faculty for

FAS. Outcome communicated to FAS with no functional push-back.

Testing scheduled for INT in early Oct.

I083-Training Logistics

Identify all of the resources needed in order to roll out end user

training for Phase 2 of the HUBS project and propose a strategy

for Phase 2 end user training.

William Ganzenmuller 3 10/15/2009 YELLOW YELLOW nLIMs are currently signing up for train-the-trainer sessions on the

iSite and confirming that the training calendar meets the Tubs'

needs.

I079-Oracle FR ClassContract with Oracle to develop an instructor-led Financial

Reporting Studio course customized with Harvard’s data. Charley Sumner 3 10/15/2009 GREEN GREEN n

The Oracle FR class will not be formally offered in the Fall, but

instead we will be offering Smartview classes. 1 on 1 tutoring

sessions will be offered to selected Tubs for FRS.

I048b-V11 PlanningInitiative to plan for the version 11 upgrade. Include staffing and

estimated LOE.Jason Shaffner 0 11/1/2009 n/a n/a Not Started

Waiting to solidify May outage window and begin to work backwards

on project plan.

I055-AutoUserDefinedFactFileUpload

Provide user interface for uploading user-defined files of data

(EE costing distributions, FTE, annual salary, CINA targets) to

replace resource-intensive, manual process.

Mike Thomas 2 11/9/2009 YELLOW YELLOW nDevelopment is nearing completion; Sanjith is preparing a test script

that will be executed by Adam and Paula.

I034a-CCID Validation Automated

Provide an automated process to validate intersections. Create a

User interface for users to initiate the validation process and

retrieve the results.

Sharon Waliszewski 2 11/9/2009 GREEN GREEN hDevelopment complete – Technical testing in progress. Karen is

writing a test script that will be executed by Lori.

I069-HUBS 1.0.6 Artifact Development Monthly Artifact Development and Deployment Paula LaGambina 0 11/9/2009 ORANGE ORANGE h

HUBS 1.0.6 includes 1 tub specific business rule, 16 points of

webforms, and 24 points of financial reports. Points are used to

measure the scope of work required for a change request. Artifact

Code freeze is scheduled for 10/8.

Sample Project Plan

Sample Executive Dashboard

Project Planning Activities

Primary activities

- Build a project plan framework

- Build project management reports

- Build project management and communication tools

- Develop project charter

- Meet one on one with each Regional Team lead

- Build charter documents for each Regional and Functional team

- Launch critical-path teams

We will be actively engaged over the next 6 weeks to build a capability to manage this project.

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BREAK (11:10-11:30)

Agenda

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BREAK 11:10 – 11:30



Group Discussion

Discussion Topics:

• HLC

• Critical Path and Priority Activities

• Strategic Opportunities

• Data Needs

We would like to engage the Committee in dialogue about several topics that are important to our work between now and the December Steering Committee meeting.

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HLC Update

• Ongoing discussions with HLC regarding structure

• Accreditation considerations including UW Colleges Online and UW Flexible Options

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Preliminary Categories

Note: the phrase “Critical Path” denotes the sequence of activities and actions that define the minimum time needed to complete a milestone.

We have begun to develop, synthesize, and categorize the questions we have received thus far.

Discussion Questions – Critical PathWhile it is clear that work related to the HLC process will be a priority, there are additional activities that will comprise the critical path for the project.

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Discussion Questions:

• Are there additional categories not represented here?

• Are there particular questions you believe we should be integrating into our planning efforts?

Overall

Academic Affairs

Human Resources

HLC Finance

NCAA Facilities / Capital

Legal Procurement

Information Tech. Communications

Student Affairs

Enrollment Mgt.

Discussion Questions – Opportunities

- What conversations have occurred on campuses regarding the strategic opportunities created by the restructuring?

- How might the changes create opportunities for enrollment growth (beyond addition)?

The restructuring creates an opportunity for new conversations regarding institutional strategy, scope, and opportunities and challenges created by the new structures.

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Illustrative Data Request

To the extent possible, we are seeking to develop a consistent data package for each of the regions and will be working with UW Colleges and Extension to determine availability.

Discussion – Data Requests

Student Data (5 years)• Detailed application data• Enrollment by program

trends

Financial Data (3 years)• Expenses by type • Revenues by type• Asset list and Balance

Sheet

HR (9/30/2017 snapshot)• Employee detail• List of services provided

regional, divisional, or institutional functions

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Data Request Process- Take this list back to your Regional Teams- Provide any additional feedback by 11/22- We will synthesize changes and work with UWCEX to assess availability with the goal of having data available before

the next steering committee meeting-

What additional data do you believe important to your regional planning efforts?

Agenda

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Summary

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December Steering Committee Meeting Agenda

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Agenda Elements

- Discuss more detailed project timeline including critical path items

- Update on HLC Process

- Update from Finance Committee

- Discuss data availability

- Review revised data request

- Review Functional Team Charters

- Review Regional Team Charters and updates

Although the agenda will be developed over the course of the next 5 weeks, we anticipate several key topics will be covered at our next meeting.

Next Steps

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Project Management Communication Functional Teams Steering Committee Regional Teams

• Build a project plan framework

• Develop critical path• Build management

reports• Build project

management tools• Finalize project

charter• Meet one on one

with each Regional Team lead

• Build charter documents

• Form communication team

• Build communication plan

• Begin to execute against communication plan

• Identify leads• Review and

contribute to charters• Formulate teams• Initiate HLC and

Finance Teams

• Submit any changes to Guiding Principles

• Submit any changes to meeting norms

• Review data requests • Be responsive to

needs as then arise

• Build Regional Team• Review and

contribute to draft charter

• Meet with Project Management team

• Review elements of standard data request and provide updates

• Begin to discuss unique regional opportunities

In order to do the work required to move the project forward and to be prepared to support the Steering Committee meeting in December.

UW Colleges and UW-Extension Restructuring Steering Committee

Inaugural Steering Committee Meeting – November 10, 2017

Overview The Steering Committee is chaired by UW System Vice President for Administration Rob Cramer, and the Project Sponsor is President Ray Cross.

President Cross identified key objectives of the restructuring initiative and charged the Steering Committee to sort and identify issues, provide recommendations, and assist in communicating project updates with their institutions and in their regions. He emphasized that restructuring would be a multi-year planning and implementation process and the Committee should identify new opportunities as the project progresses.

The Committee reviewed the proposed planning assumptions, guiding principles, and project structure, as well as identified roles, activities, and communication goals and norms. The Steering Committee initiated discussion on critical path issues and came to a few preliminary decisions as noted below.

Major Areas of Discussion 1. Steering Committee members asked if UW Colleges curriculum planning efforts should continue. Further

discussion was had regarding course scheduling and faculty assignments. A: President Cross confirmed that UW Colleges’ curricular planning should continue for next fall. The restructuring efforts should not interfere with planning at this point in time. Additionally, President Cross stated that class scheduling and faculty assignments for the 2018-19 academic year should continue to be handled by UW Colleges with collaboration with the receiving four-year or research institution.

2. Shared governance representatives raised the question of how their input would be incorporated and

whether President Cross would rethink the Steering Committee group structure. A: President Cross committed to rethinking the group structure if the format does not work and encouraged representatives to continue to raise important issues.

3. Steering Committee representatives asked about how to proceed with current employee recruitment efforts at both the four-year and research institutions and the UW Colleges. A: The Steering Committee concluded that all recruitment efforts should be handled on an individual basis through a collaborative process within the regional clusters.

4. County Cooperative Extension contracts are in the process of being signed. A: Institutions should continue with current contractual obligations. However any new contracts post- December 31

st should be negotiated through a collaborative process with UW-Madison.

5. The Steering Committee members asked how athletics at the two-year institutions would proceed. A: President Cross assured the Steering Committee that athletics programs at the two-year campuses would be protected in the restructure. A functional team would be setup to examine what needs to be done to fulfil this objective within NCAA guidelines.

Other Highlights The Committee provided feedback to the Planning Assumptions to explicitly state that the primary focus will

be on student access and support. Other key focus areas include regional opportunities, and flexibility. Additionally, the point was raised that the System needs new metrics to account for success with the restructure to capture the results of increased regional collaboration, such as the success of transfer students.

The Committee identified a need to be able to differentiate which issues could be managed locally or regionally and which issues needed to be managed by System. This identification process would be evolving.

Questions were also raised about how to manage increases in license fees for various systems due to increased students or FTEs. This will be an issue that will need to be addressed by the Committee in the future.

Next Steps

Vice President Cramer asked Steering Committee members to email Stefan Fletcher at [email protected] as local issues are being resolved.

Certain functional teams need to be established and begin immediately. Vice President Cramer will send more information the week of November 13, 2017.

Dates for future Steering Committee meetings will be sent to committee members the week of November 13, 2017.

A “flyover” overview of UW Colleges and UW-Extension will be scheduled via teleconference/ videoconference for Steering Committee members before the next meeting.

An update on conversations with the Higher Learning Commission (HLC) will be provided to the Steering Committee.

The Project Management team will meet face-to-face with regional teams over the next few weeks.

Project Sponsor Decisions

The Project Sponsor confirmed and clarified the following six decisions from the Steering Committee meeting held on November 10, 2017:

1. Curriculum: Curricular planning at the two-year institutions should continue to proceed for the 2018-19

academic year. Curricular planning should be done in coordination with the Provost or designee at the receiving four-year or research institution.

2. Class Scheduling/Faculty Assignments: Class scheduling and faculty assignments for the 2018-19 academic year should continue to be handled by UW Colleges. Spring 2019 class schedules and assignments should be planned collaboratively with the receiving institution’s Provost or designee.

3. Steering Committee composition: The current Steering Committee structure will remain in place, and shared governance representatives are encouraged to continue to participate and raise important issues.

4. UW Colleges employee recruitment: Before UW Colleges seeks to fill open faculty positions, coordination and consultation should occur with the Provost (or designee) of the receiving four-year or research institution.

5. County Cooperative Extension contracts: UW-Extension should continue to fulfill contractual obligations

with counties. Any new contract beyond December 31st should be negotiated through a collaborative process involving UW-Madison.

mailto:[email protected]

5. Athletics: Athletics programs at two-year institutions will be maintained during the restructure of UW Colleges within NCAA guidelines.

Additional Decisions The Steering Committee Chair has also made the following decision:

1. The Steering Committee Chair will setup three functional teams immediately: a. Athletics: to focus on athletics programs at the branch campuses post July 1, 2017. b. Student Recruitment: to focus on recruitment planning and coordination in and between the new

regional clusters. This team will be led by Chris Navia, Interim Associate Vice President, Student Success.

c. Accreditation: focusing on HLC and Department of Education processes. This team will be led by Carleen Vande Zande, Interim Associate Vice President, Academic Programs and Educational Innovation.

A functional team lead for athletics will be assigned shortly. A further functional team examining Student Information Systems (SIS) will be established in December. Additional functional teams will be setup on a rolling basis, as needed, by the Steering Committee Chair.

uw colleges and uw-extension restructuring...uw colleges and uw-extension restructuring project...

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