“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

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

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 email 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:NEED: ADDRESSING LEARNING/ DEVELOPMENT:

Teaching and Learning New instructor workshop,ongoing programs

Technology Group, targeted (JIT) and online training

Employee Orientation Campus-wide and department-specific programs

Diversity Workshops, speakers, dialogues,

Safety Safety training and risk management

Leadership Programs for employees at all levels

Improvement Areas AQIP 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 StaffWell-Being And Satisfaction

LeadTo

Morale

Surveys Changes

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