Proposed Reorganization of Academic Affairs at the

Transcript:Proposed Reorganization of Academic Affairs at the:
Proposed Reorganization of Academic Affairs at the University of Wyoming Presentation to the Board of Trustees March 23, 2017 Kate C. Miller Provost and Vice President for Academic Affairs Outline Action Request: Approve changes to 13 University regulations so the reorganization can go into effect. Rationale for Reorganization Address enrollment challenges Engage the 21st century higher education environment Improve incentive structure Realize efficiencies Organization/Budget Impact Implementation Timeline Summary of Proposed Revisions Features of the Reorganization Move Enrollment Management Functions from Student Affairs to Academic Affairs Admissions, Financial Aid, Registrar Advising and Career Services, Student Educational Opportunity Redistribute Outreach School Functions Move UW-Casper and Regional Centers Provost’s direct report Establish Office of Global Engagement Establish Distance Education Support Group (TBD – May) Move IT support, Marketing and Communications, Business and Enrollment Management Functions, WPM to other units to achieves efficiencies and improve effectiveness (TBD - May) Enrollment Management Environment Declining state support means UW needs to find opportunities to grow net tuition revenue by growing new student enrollment and improving retention rates. The intense competition for students among institutions of higher education in the region requires a more strategic and targeted recruitment approach. Requires alignment of college level recruiting and support resources with undergraduate enrollment growth expectations. Shifting demographics and academic preparedness among incoming UW students will require that available support services are resourced and aligned with changing student needs. Expected Outcomes Enrollment Management: Directly tie student recruitment, retention, learning and success to the work of faculty and academic administration to significantly increase enrollment, retention and graduation rates. Principles The University needs to significantly improve recruitment and retention to grow net tuition revenue The University has an obligation to significantly improve students’ chances of progressing through their course work and completing their degree Shifting demographics and academic preparedness requires that we resource and realign support services in new ways to meet changing student needs. Solution Follow nationally recognized best practices and get every one on the same team Similar to the “Mayo Clinic model” of patient care (student support) Examples – Aligned Enrollment Management Recruitment: Our best recruiting tool is the strength of our academic programs coupled with close and immediate access to world class researchers and teachers. Registrar and Student data – joint planning leads to better course schedules and sequences, clearer paths to graduation and better use of resources and faculty time. Greater success for first generation students -