Think Tank #7 Collaborations

Kelly Cotter

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• Langue: Français

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Think Tank #7: Collaborations

Report

In advancing the Growth Agenda for Wisconsin, we’ve made considerable headway in

convincing people that our state faces major challenges, and that a renewed emphasis on higher education

is vital to our future. To further this public conversation, we have worked with the Board of Regents,

chancellors, faculty and staff, students, external stakeholders, and others on a strategic thinking initiative

called

Advantage Wisconsin

.

We have identified seven core strategies the UW System should pursue to deepen our positive

impact on the state: Prepare Students, More Graduates, High-Paying Jobs, Stronger Communities,

Resources, Operational Excellence, and Collaborations. These seven strategies form an umbrella under

which we can work together to enhance the success of each institution.

A series of cross-institution Think Tanks, along with campus groups, have been developing key

ideas for how we move ahead with the seven core strategies. Each Think Tank involved external

constituents to provide an outside perspective.

On behalf of the UW System, I would like to thank the dedicated members of Think

Tank #7: Collaborations, for their contribution of ideas and the development of this report. Faculty, staff,

business, and community leaders gathered together for brainstorming sessions to develop multiple ideas

and concepts regarding advancing collaborations across campuses, departments, and other Wisconsin

partners to further leverage our strengths and increase our impact on Wisconsin.

This paper represents the views and ideas of the Think Tank members; these are not

findings of fact, but initial thoughts and suggestions.

In addition, feedback from multiple University,

community and business entities has been helping, and will continue to help, shape an enriched System-

level strategic framework to

Advantage Wisconsin

.

Your input and participation is encouraged. Please consider helping us with this important effort

by providing your ideas and perspectives. Use our feedback form at: http://advantage.wisconsin.edu

Thank you for your interest and involvement. I look forward to leading

Advantage Wisconsin

in a

way that helps every resident feel a personal stake in the success of the UW System, and that places our

University system at the top of the list in public universities positively transforming their states.

Best regards,

Kevin P. Reilly, President

University of Wisconsin System

1

Advantage Wisconsin

Think Tank #7: Collaboration

Final Report

Think Tank Charge:

How can the UW System further leverage its strengths and impact through

increased collaborations among its campuses and with other Wisconsin partners?

Think Tank Membership:

•

Doug Johnson, Associate Vice Chancellor of Academic Affairs (UW-River Falls), Chair

•

Rick Shultz, Dean, College of Engineering (UW-Platteville)

•

David Schejbal, Dean, Continuing Education (UW-Extension)

•

Joe Heim, Professor, Faculty Representative (UW-La Crosse)

•

Joan Prince, Vice Chancellor, Center for Collaborations (UW-Milwaukee)

•

Jan Thornton, Associate Provost for Outreach and Adult Access (UW-Green Bay)

•

Lisa Seale, Associate Provost (UW-Colleges)

•

Vincent Lyles, M&I Community Development Corporation

•

Carol Lombardi, former mayor, City of Waukesha

•

Terri Potter, former president of Meriter Hospital

•

Doug Jensen, Vice President for Learning at Northcentral Technical College

•

Larry Rubin, UWS Academic & Student Services

•

Jan Sheppard, UWS Academic & Student Services

I.

OUR VISION

The University of Wisconsin System will form a collaborative network across the state engaging

UW institutions, state and local agencies, and the private sector to create dynamic learning

opportunities for students; attract and retain talented students, faculty, and staff; convert

research

results to applications and products; create a work force second to none; strengthen the economic

base of regions and the state; and enhance the quality of life across Wisconsin’s diverse regions

and communities.

II. KEY PRINCIPLES

A

.

Collaboration is more than cooperation.

Collaboration occurs when two or more institutions, entities, and/or agencies work

together to develop, offer and/or share a joint activity or program in order to achieve a

shared goal or solve a shared problem.

Collaboration differs from cooperation when:

ƒ

The joint product achieves benefits beyond the benefits to each collaborator;

ƒ

Each collaborator changes components of how its organization’s work gets done

in order to advance the shared purpose;

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ƒ

The collaboration creates connections that may not otherwise occur and

encourages thinking about a larger system.

For the UW System, collaboration is enhanced when:

ƒ

There are resources (e.g., financial and time) and incentives;

ƒ

Policies and funding encourage collaboration;

ƒ

High level leadership at the institutional and System levels sets goals that value or

require collaborative action;

ƒ

Faculty and staff receive the training necessary to support the collaborative

efforts; and

ƒ

Successful small-scale collaborations are looked at for their potential to be

expanded statewide (e.g., the UW-Platteville College of Engineering

collaboration with business and UW Colleges to offer Engineering courses where

they are most needed).

B

.

The reason for building collaborations among our own institutions and outside of

the UW System is grounded in the Wisconsin Idea.

UW System has the responsibility

to enhance the quality of life in the state and in the world by bringing our knowledge and

ability to find solutions to societal problems beyond the borders of the university itself.

C. As a UW System of post-secondary education, the whole is greater than the sum of

the parts.

The strength and unity of the UW System adds value to the individual

campuses, while not subsuming their individual identities, cultures and missions.

The

success of a system with interdependent parts depends upon how well the parts are

aligned, as well as the excellence of the individual parts.

D.

Government appreciation and support of higher education is vital to the State of

Wisconsin’s economy and quality of life.

This message appears to be most effective

with legislators and the governor when it comes from the private sector, especially from

the Business community.

E.

Cultural and structural changes will likely be needed for UW institutions to be

successful in building innovative collaborations.

F.

Sharing and communicating collaborative models among all interested parties

allows for the expansion of ideas and creation of new possibilities.

G.

The challenges listed as part of each of the following

Recommended Areas for

Enhanced or Expanded Collaboration

, must be addressed if the suggested

collaborations are to be possible and/or successful.

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III.

RECOMMENDED AREAS FOR ENHANCED OR EXPANDED

COLLABORATION:

Our report identifies five key areas of collaboration, their rationale and

challenges we can expect in moving forward.

A.

Capitalize on the emergence and strengthening of Regional Economic Develop

Entities (REDEs), e.g., New North, Milwaukee 7, in Wisconsin

Why this area of collaboration matters:

Regional economies differ across Wisconsin, owing to each region’s unique combination

of culture, assets and existing economic base. The UW System, through its geographic

based locations, needs to function as a partner with local businesses, non-profit

organizations and government to develop tomorrow's economy through

commercialization of research, educating tomorrow's workforce and continuous

education and training of our workforce.

Key mechanisms through which these

partnerships will occur include the REDEs.

UW representatives need to be active

participants and leaders in these REDEs in a 21st century application of the Wisconsin

Idea.

In addition, the REDEs become key channels for the UW System, joined by

business and community leaders representing the REDE to more effectively communicate

with political leaders.

1.

The University of Wisconsin should have significant involvement and investment in

REDEs, using some of the following methods:

a.

UW System should assist campuses to foster education collaborations within

regions where they do not already exist among PK-12, Wisconsin Technical

College System and University of Wisconsin institutions.

b.

UW System campuses should host Regional Economic Summits on behalf of

their respective REDEs.

c.

President Kevin Reilly should join the Governor’s Economic Council

(consisting of heads of REDEs and secretaries of Wisconsin Departments of

Commerce, Workforce Development and Administration).

d.

Chancellors (and other key people, e.g., deans of research) should become

active members of their respective regional REDEs.

e.

UW institutions should make REDEs important vehicles for conversations with

regional legislative representatives.

2.

Dramatically increase internal and external communication about the UW System as

an engine for increased economic vitality and quality of life, using some of the

following methods:

a.

Create and use a scorecard to both communicate and signal need for change.

b.

Hold conversations with faculty about the argument that a strong economy is a

strong UW System.

c.

Create a communications strategy involving legislators, business, parents,

residents, students, alumni, and other core constituents.

d.

The top leaders of the public institutions of higher education (e.g., NEW ERA:

Northeast Wisconsin Educational Resource Alliance) get together in their region

to bring about political support, to become major players in economic

development, and to encourage collaborations among their institutions.

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3.

Channel regional ideas (about the core sectors REDEs wish to develop and economic

opportunities that they identify) back to UW System campuses in order to encourage

faculty to engage in translational (applied) research, using incentives to increase

faculty participation and a new UWSA position to coordinate UW System economic

development efforts.

a.

Incentives

i.

Work with faculty to consider clarifying promotion and tenure

requirements to reflect the national trend toward increased and sustained

value for collaborative and applied (translational) research.

For example,

this could include an extended time period for tenure.

ii.

Grants.

iii.

Where new money flows.

iv.

Targeted sabbatical program for University of Wisconsin faculty involved

in some aspect of Wisconsin economic development during their

sabbatical.

b.

Create a system-wide coordinator of UW System campuses’ economic

development so that the UW System can speak as one system, not just as a

campus (campuses) or institution in one region.

4.

Challenges

a.

REDE organizations do not yet cover all counties in the state.

b.

Collaborations among PK-12, WTCS and UW campuses may require

incentives.

c.

Culture change will be required within the UW System and campuses

B.

Build on internal and external programmatic collaborations in order to create a

virtual campus that serves students where they reside and work, rather than solely

where University of Wisconsin campuses or offices are located.

Why this area of collaboration matters

:

University of Wisconsin campuses and institutions can offer the state tremendous

resources and capabilities with enormous potential.

Using these assets in collaborative

efforts, rather than only at individual campuses or institutions, greatly enhances the

ability of the UW System to impact educational, social, and economic challenges.

Coupling this big-picture UW System approach with strong external partners in the

private and public arenas creates an alliance that is capable of leveraging expertise,

resources, and knowledge to create a better life for every state resident.

1.

Create a group of trained and talented faculty affiliates, tapping into an existing

practical knowledge base and expanding applied learning across the state, to be

drawn, for example, from:

a.

University of Wisconsin alumni.

b.

Business and NGO leaders.

c.

Community leaders.

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2.

Increase use of resources in the UW System to deliver classes and degrees across the

State of Wisconsin, especially for high demand majors (e.g., Nursing) and programs

that adult learners value, by, for example:

a.

Leveraging UW Colleges campuses and online program to deliver more General

Education courses for any UW System institution.

b.

Addressing the specific needs of the large numbers of Applied Associate degree

holders in the state and establish collaborations that can allow them to build on

their prior education through UW System academic programs.

c.

Developing a process by which existing and future on-line programs can best

utilize the UW brand and resources for marketing, student services, and

coordinated delivery.

.

3.

Develop mechanisms and structures to enhance the transportability of credits and

degrees among UW institutions and post secondary institutions in general.

4.

Create a system that allows students who have completed General Education

requirements at one UW institution to receive credit for completing them at any other

University of Wisconsin institution.

5.

Develop a FERPA-compliant means to share student record information among UW

System institutions to greatly facilitate programmatic collaboration and credit

transfers among UW institutions

6.

Develop a statewide virtual campus of online courses from across the UW System to

support all students’ preparation for college and assist students to lessen time to

degree within the University of Wisconsin System.

7.

Develop staff/faculty exchange programs between UW System institutions and

historically minority universities.

A program such as this would address the system

wide priority to diversify our campuses and would offer UW staff/faculty

extraordinary professional development opportunities while enriching our institutions

through the presence and contributions of talented faculty and staff from institutions

that have historically served the Hispanic and African-American communities.

8.

Challenges:

a.

Gaining faculty support for use of external faculty affiliates.

b.

Establishing mechanisms for administratively distinct institutions to share data

from admissions, student information systems or payroll, systems and to

coordinate the many distinct processes from course identification numbers to

academic calendars, to grading, to contracts and pay scales.

c.

Maintaining compliance with federal privacy legislation when sharing protected

confidential student data among institutions

d.

Establishing a common understanding of the general education core

requirements at each campus so that faculty can be comfortable that students

transferring from other UW institutions have received comparable educational

grounding to what is provided at their own UW institution.

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C. Create a system-wide strategic approach to increase opportunities for UW

students

to study internationally and to attract larger numbers of international students to

the UW System

Why this area of collaboration matters

:

Few factors will influence the lives of UW System graduates more than the emergence of

the global economy.

Many students entering UW campuses, especially the significant

proportion who come from small towns and rural areas, are ill-prepared to meet the

challenges presented by these changes.

Providing opportunities for these students to gain

international experience is one of the most important contributions that the UW can make

to their development as global citizens and professionals.

These experiences can come

both through learning experiences abroad and through on-campus interaction with

international students.

To date, attempts to achieve these goals have been carried out by

individual campuses, without system-wide collaboration.

Creating a system-wide

strategic approach can leverage the existing efforts to provide enhanced opportunities for

increased international experiences.

1.

Develop a UW System Office of International Education to facilitate collaborations

across campuses and to build strategic relationships with universities throughout the

world.

2.

Identify and bring together faculty with existing relationships or interest in different

countries to leverage contacts. The UW Madison for example is part of a consortium

of Universities across the world.

3.

Work with faculty to identify a system-wide strategy for UW System institutions to

strengthen their international component in teaching, distributed learning, attracting

new students and faculty, and creating degree-credit partnerships with international

Universities.

4.

Develop a coordinated recruiting plan in strategic markets in order to attract

international students to UW campuses.

5.

Create more partnerships with international universities to facilitate exchanges and

enhance international learning opportunities for UW System students and faculty.

6.

Challenges

a.

In creating a system-wide focus, it is essential that we recognize the importance

of the personal relationships that are the basis of the existing campus successes.

b.

Creating a truly collaborative approach to international education, especially

expanding opportunities for international students to attend UW institutions,

will require a major culture change from inter-campus competition to

collaboration.

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D.

Increase collaboration with PK-12 and DPI

to provide PK-12 students more access

to and better preparation for college.

Why this area of collaboration matters

:

Increasing the number of Wisconsin high school graduates who attend the UW System

and other state post secondary institutions is one important key to increasing the number

of college graduates in Wisconsin.

Such an increase can be achieved through enhanced

outreach efforts and better academic preparation.

PK-12 students and their parents must

be educated about the opportunities and benefits of attending college and be convinced

that attending college is possible. Further, providing opportunities and encouragement for

students to take a rigorous high school curriculum will decrease need for remediation,

and may increase retention and decrease their time to degree.

1.

Increase access through new outreach efforts

a.

Support and enhance the Wisconsin Covenant by developing a program for UW

System students, faculty and staff to serve as mentors to Wisconsin Covenant

students.

b.

Develop incentives for collaborations among UW, PK-12 and communities to

create on and off-campus applied learning experiences for prospective college

students in grade school, middle school and high school.

2.

Enhance college retention and graduation through better preparation

a.

Develop a process for secondary and postsecondary faculty to come together by

discipline and align college prep high school courses with college introductory

courses.

b.

Expand Advanced Placement course opportunities by training more high school

faculty to teach these courses, and make the courses available to students who

are currently unable to access them.

c.

Develop UW on-line remedial courses in math and science that prospective high

school and returning adult students can use, if necessary, prior to enrollment in

college.

3.

Challenges

a.

There is concern that raising the bar too high for college bound secondary

school students may negatively impact the opportunities for students not

planning to attend college.

Some also feel that this may result in increased drop

out rates and lower high school graduation rates.

b.

Implementing some of these recommendations would be challenging given the

number of K-12 schools in the state, and culture of local and district autonomy

on public education matters.

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E. Create a long-term collaborative relationship with legislators and other elements of

state government so we understand their issues and needs and they understand the

value of the UW System to the state.

Why this area of collaboration matters

:

This area of collaboration is of paramount importance because of the relationship of the

UW System campuses and the state, the Wisconsin Idea and the significant role of the

state executive and legislative branches in University finances and regulations. For the

future of the UW System, its campuses and the state’s economy, a long term strategic

approach to this collaborative relationship is essential.

Increased awareness of the

importance of all segments of public education to the future of Wisconsin is essential.

Support and funding for tomorrow’s Wisconsin workers and leaders is necessary for

institutions of higher education in order to enhance the economic strength of our state.

1 Ask campuses that have not yet done so, to establish a Joint committee on Legislative

Relations-which may include representatives from the faculty, academic staff,

students, administrators, and the university relations staff, to jointly plan and

coordinate with legislators that may be interested in particular issues.

This could

include establishing a set of yearly objectives that could be shared with legislative

leaders.

2. Establish mechanisms for Chancellors, provosts and Chief Financial Officers to be

more actively engaged with legislators.

3. Partner with business, the media, and others outside of higher education, to build an

understanding of the role of post secondary education in the health of the state.

This

strategy proved effective in the most recent budget cycle.

This effort should also

include those with an interest in higher education, such at the PK-12 system, parents

and alumni.

4. Work to increase the awareness among the legislative and government sector that UW

System and the business community are aligned in their mutual interests in generating

more high paying jobs and developing a work force second to none.

5. As suggested in section III.A.1.e, UW institutions should use their regional economic

entity, e.g., New North, as a vehicle to facilitate conversations with regional

legislative representatives.

6. Challenges:

a.

An increasingly partisan political environment in the state.

b.

A competitive environment for state resources (interest groups, programs and

needs that compete with the UW System for resources).

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