| Overall Rating | Silver |
|---|---|
| Overall Score | 54.61 |
| Liaison | Daniela Beall |
| Submission Date | March 3, 2022 |
University of Wisconsin-Green Bay
PA-3: Inclusive and Participatory Governance
| Status | Score | Responsible Party |
|---|---|---|
|
1.38 / 3.00 |
Susan
Grant-Robinson Cabinet Liaison-Inter Affairs Chancellor's Office |
"---"
indicates that no data was submitted for this field
Part 1. Shared governance bodies
| Yes or No | |
| Students | Yes |
| Academic staff | Yes |
| Non-academic staff | Yes |
A brief description of the institution’s formal participatory or shared governance bodies:
https://www.uwgb.edu/onboarding/your-first-month/governance-groups/
Governance Groups
All staff share in the governance of the University by code and by tradition. The Office of the Secretary of the Faculty and Staff provides support for governance by coordinating and facilitating faculty and staff governance consistent with all applicable campus and System policies, codes, and regulations and seeing that the rules and regulations passed by faculty and staff are available, monitored, and interpreted consistently.
Academic Staff Governance
Academic Staff share a professional commitment to higher education and to the realization of the goals and mission of the University of Wisconsin-Green Bay. As specialists in their respective fields, staff members strive to create and maintain an environment in which the academic, administrative, and community outreach activities of the University can occur with maximum effectiveness. In recognition of this commitment and in order to promote the professional development of the Academic Staff and to encourage the active participation of members in the activities of the University, we hereby subscribe to the following governance structure: www.uwgb.edu/sofas/rules/Academic-Staff Governance-Bylaws-2017.pdf
Faculty Senate Governance
The Faculty of the University of Wisconsin-Green Bay participates in the governance of the University by code and by tradition. Chapter 36.09 (4) of the State of Wisconsin Statutes authorizes the faculty’s role in governance such that “The faculty of each institution, subject to the responsibilities and powers of the board, the president, and the chancellor of such institution, shall have the primary responsibility for advising the chancellor regarding academic and educational activities and faculty personnel matters. The faculty of each institution shall have the right to determine their own faculty organizational structure and to select representatives to participate in institutional governance.” While the code authorizes faculty participation, tradition transforms the legal "shall have primary responsibility" into the practice of exercising its shared governance responsibilities. The Office of the Secretary of the Faculty and Staff supports faculty governance by seeing that the rules and regulations passed by the Faculty are available, monitored, and interpreted consistently.
University Staff Governance
University Staff members of the University of Wisconsin-Green Bay share a professional commitment to excellence through their support of students, academic staff, faculty, administration, and the community as they perform their duties in their respective areas of expertise. It is our mission to promote the professional development and individual career support of University Staff through education, training, mentoring, networking, and communication. We strive to maintain a cohesive partnership with colleagues from all campus employee groups in support of the University’s mission.
Student Government Association is a representative body for students.
https://www.uwgb.edu/student-government/
Governance Groups
All staff share in the governance of the University by code and by tradition. The Office of the Secretary of the Faculty and Staff provides support for governance by coordinating and facilitating faculty and staff governance consistent with all applicable campus and System policies, codes, and regulations and seeing that the rules and regulations passed by faculty and staff are available, monitored, and interpreted consistently.
Academic Staff Governance
Academic Staff share a professional commitment to higher education and to the realization of the goals and mission of the University of Wisconsin-Green Bay. As specialists in their respective fields, staff members strive to create and maintain an environment in which the academic, administrative, and community outreach activities of the University can occur with maximum effectiveness. In recognition of this commitment and in order to promote the professional development of the Academic Staff and to encourage the active participation of members in the activities of the University, we hereby subscribe to the following governance structure: www.uwgb.edu/sofas/rules/Academic-Staff Governance-Bylaws-2017.pdf
Faculty Senate Governance
The Faculty of the University of Wisconsin-Green Bay participates in the governance of the University by code and by tradition. Chapter 36.09 (4) of the State of Wisconsin Statutes authorizes the faculty’s role in governance such that “The faculty of each institution, subject to the responsibilities and powers of the board, the president, and the chancellor of such institution, shall have the primary responsibility for advising the chancellor regarding academic and educational activities and faculty personnel matters. The faculty of each institution shall have the right to determine their own faculty organizational structure and to select representatives to participate in institutional governance.” While the code authorizes faculty participation, tradition transforms the legal "shall have primary responsibility" into the practice of exercising its shared governance responsibilities. The Office of the Secretary of the Faculty and Staff supports faculty governance by seeing that the rules and regulations passed by the Faculty are available, monitored, and interpreted consistently.
University Staff Governance
University Staff members of the University of Wisconsin-Green Bay share a professional commitment to excellence through their support of students, academic staff, faculty, administration, and the community as they perform their duties in their respective areas of expertise. It is our mission to promote the professional development and individual career support of University Staff through education, training, mentoring, networking, and communication. We strive to maintain a cohesive partnership with colleagues from all campus employee groups in support of the University’s mission.
Student Government Association is a representative body for students.
https://www.uwgb.edu/student-government/
Part 2. Campus stakeholder representation in governance
18
Number of students representing their peers as official members of the institution’s highest governing body:
2
Number of academic staff representing their peers as official members of the institution’s highest governing body:
0
Number of non-academic staff representing their peers as official members of the institution’s highest governing body:
0
Part 3. Gender equity in governance
6
Percentage of official members of the highest governing body that are women:
33.33
Website URL where information about the institution’s highest governing body may be found:
Part 4. Community engagement bodies
No
A brief description of the campus-community council or equivalent body that gives external stakeholders a regular voice in institutional decisions that affect them:
The Chancellor's Council of Trustees exists to advance the mission and service of the University by providing guidance and advice to the institution and is comprised of members of the community. They meet 3 times a year. Their mission is to:
1) Collaborate with and advise the Chancellor in the strategy, planning and operations of UWGB in support of its goal to become the recognized comprehensive campus in Wisconsin for providing the best-value academic experience for its students and for being a value-added partner for economic growth initiatives in the region.
2) Actively support the work of advancing the mission of the University through special projects including but not limited to philanthropy, advocacy, networking for the purpose of creating opportunities for students and faculty and active support of high impact academic and non-academic programs (e.g., Phoenix Athletics; the arts and music).
3) Use their special networks and connections to give wise counsel to the Chancellor regarding public policy discussions affecting the university, emerging opportunities for the university and areas of potential reputational gain or risk.
4) Actively and effectively communicate institutional objectives, position and goals to all stakeholders and the community at large.
More specifically, one committee has been focused on plans to launch a Phoenix Innovation Park to extend the city into the university. This idea emerged through dialogue between community members on the council and campus leadership. The purpose of the park is to bring together students, faculty, community members, and researchers with focuses on advanced manufacturing, water science, and events management.
https://www.uwgb.edu/chancellor/council-of-trustees/
Several colleges within the university have advisory boards comprised of their specific stakeholders as well.
For instance, the Cofrin School of Business Advisory Board's mission is "to provide a venue for the Cofrin School of Business to engage people of influence, affluence and potential in the mission of the organization, to receive guidance on important strategic initiatives, curricular design and programmatic offerings and to provide a platform for networking and partnership building." The Cofrin School of Business Advisory Board consists of no more than 15 external members (non-UW-Green Bay students or employees) comprised of executive leaders, alumni, and at- large partners, plus two current students (internal members). Department Chairs and the Associate Dean are invited to and expected to attend all meetings. The Dean of the Cofrin School of Business leads the meetings. Invited guests can be called to provide expert guidance and insight on select topics. This group meets 3 times per year.
https://www.uwgb.edu/csb/about/advisory-board/
1) Collaborate with and advise the Chancellor in the strategy, planning and operations of UWGB in support of its goal to become the recognized comprehensive campus in Wisconsin for providing the best-value academic experience for its students and for being a value-added partner for economic growth initiatives in the region.
2) Actively support the work of advancing the mission of the University through special projects including but not limited to philanthropy, advocacy, networking for the purpose of creating opportunities for students and faculty and active support of high impact academic and non-academic programs (e.g., Phoenix Athletics; the arts and music).
3) Use their special networks and connections to give wise counsel to the Chancellor regarding public policy discussions affecting the university, emerging opportunities for the university and areas of potential reputational gain or risk.
4) Actively and effectively communicate institutional objectives, position and goals to all stakeholders and the community at large.
More specifically, one committee has been focused on plans to launch a Phoenix Innovation Park to extend the city into the university. This idea emerged through dialogue between community members on the council and campus leadership. The purpose of the park is to bring together students, faculty, community members, and researchers with focuses on advanced manufacturing, water science, and events management.
https://www.uwgb.edu/chancellor/council-of-trustees/
Several colleges within the university have advisory boards comprised of their specific stakeholders as well.
For instance, the Cofrin School of Business Advisory Board's mission is "to provide a venue for the Cofrin School of Business to engage people of influence, affluence and potential in the mission of the organization, to receive guidance on important strategic initiatives, curricular design and programmatic offerings and to provide a platform for networking and partnership building." The Cofrin School of Business Advisory Board consists of no more than 15 external members (non-UW-Green Bay students or employees) comprised of executive leaders, alumni, and at- large partners, plus two current students (internal members). Department Chairs and the Associate Dean are invited to and expected to attend all meetings. The Dean of the Cofrin School of Business leads the meetings. Invited guests can be called to provide expert guidance and insight on select topics. This group meets 3 times per year.
https://www.uwgb.edu/csb/about/advisory-board/
Optional Fields
---
Website URL where information about the institution’s governance structure is available:
Additional documentation to support the submission:
---
Data source(s) and notes about the submission:
---
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.