UW Planning Retrospective: 1999-2008

Myron AllenAcademic Affairs

The Context: in 1998

• 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:• STEM-related hiring• Concurrent majors in secondary ed.

Health care:• Accelerated BSN (2nd bachelors)• Online RN-BSN completion• Increased FMRC funding• WIND degree program

Engineering:• Reinstatement of BS in Petroleum Engineering• New focus on energy & computation• Stable funding for Engineering Summer Program

Business:• 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• Cheney center & scholarships• Legal staff support for employees• International partnerships (Russia,

China, Guatemala, Australia, …)• New attitudes!

Academic Success• LeaRN• Stable funding for Writing Center, Oral

Communications Lab, Math Lab• Increased funding for Honors Program• Synergy

Support for UW’s mission• Increased Library funding• Remarkable endowment growth• Funding records in sponsored research

Institutional practices• Improved practices in faculty hiring T&P• Use of course management software• Systems for awarding financial aid• Implementation of Banner software

Statewide outreach & service• 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

88 89 90 91 92 93 94 95 96 97 98 99 0 1 2 3 4 5 6 70

2000

4000

6000

8000

10000

12000

14000

16000

Und ENR Law CHS

CEAS CoEd CoB A&S

Ag

TOTAL UW ENROLLMENT

Systematic enrollment management has led to a recovery in UW enrollment and increased access for site-bound students…

…and increased pressure on support budgets

1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-080

100

200

300

400

500

600

700

800

78 82 82 83 84 84 82 81 86 87

295 283 284 275 284 288 299 296 302 317

43 45 40 43 40 39 41 44 40 4554 48 48 43 49 52 51 60 60 6063 63 62 76 73 78 76 76 81 8164 70 67 71 70 71 81 82 81

8615 15 13 13 12 12 13 12 16

16

Full Time Instructional Faculty by College

LawHSEngEdBusA&SAg

Legislative support, SER, and the Endowment for Excellence have restored UW’s faculty strength

1989

-90

1991

-92

1993

-94

1995

-96

1997

-98

1999

-00

2001

-02

2003

-04

2005

-06

2007

-080%

10%20%30%40%50%60%70%80%90%

100%

UW Faculty Salaries as a Percent of the NASULGC Average

UW’s faculty salaries have become more competitive, but the “finish line” is moving, too.

Major new facilities since 1999

• 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:

• 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.

• Planning and follow-through have helped strengthen UW’s credibility with state leaders.

• 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?

Spring 1998: UW’s President calls for a university-wide academic plan.

Spring 1999: Academic Affairs writes AP1 (1999-2004)major institutional themes168 action items

Other divisions release 1st Support Services Plan (2000), Capital Facilities Plan (2001)

Spring 2004: Academic Affairs writes AP2 (2004-2009)6 areas of distinction141 action items

Spring 2005: 2nd Support Services Plan, updated Capital Facilities Plan

Spring 2006: First discussions of UP3 with BoT