Tools for Transformation
Deans, Directors and Department Chairs
Dear Colleagues:
During this academic year, deans, chairs, faculty leaders, and Regents at the University of Washington all have wrestled with the questions of what we can do to serve students more effectively, break new ground in research, and be responsive to our many constituents in an environment of constrained state resources.
There is a great deal that we can do. Some colleges, departments, and programs have led the way with fundamental programmatic transitions, substantial commitments to experiential learning, interdisciplinary initiatives, new partnerships across our three campuses, and collaborations with community colleges and K-12 schools. Others have instituted inclusive strategic planning processes, identified shared goals, and established unit-based accountability measures.
These instances of programmatic change must go from isolated examples to a way of life at the UW. To achieve this end, we are establishing the Tools for Transformation. These resource and management tools are intended to enable departments and programs to respond to new challenges and to remove impediments to change, in order to achieve institutional and unit goals. Among our University- wide goals are those expressed in the October 7, 1997, President's address to the campus community: to strengthen and integrate more fully our basic missions of teaching and research; to renew our core academic disciplines; to become a true three-campus university; and to partner with community colleges, public schools, industry and civic organizations.
Only through the efforts of faculty and staff in departments and programs can these and other goals be achieved. For this reason, the Tools for Transformation are specifically targeted at the department and program level. Because of the diversity of mission, structure, and ambition across units, these tools are meant to represent an array of opportunities and to recognize that "one size does not fit all." The attached document outlines the specific tools available to academic units.
Some departments and programs may be more ready than others to make use of these funds. A unit that is ready will have unit-based planning processes in place, a set of shared goals with clearly defined expected outcomes, and assessment mechanisms for gauging success. Recognizing that units will be in different stages of strategic planning, we have allowed for flexibility in the timing of requests.
Unlike most funding opportunities these will not, with very few exceptions, have deadlines for application. Requests for funds will be entertained on an on-going basis at least until July, 1999.
To fund the Tools for Transformation, we are making $5 million available from the fund balance. These are one-time, temporary monies. It is important to note that the Tools for Transformation augment, rather than replace, existing initiatives such as the University Initiatives Fund or awards for excellence (which are also listed as Tools for Transformation in the accompanying document). Additionally, we know that many units are already deeply engaged in unit-based planning and transformation; this announcement is not meant to diminish the importance of these on-going efforts.
We understand that the level of strategic planning required of units may well exceed usual practices and leadership expertise. Therefore, we will soon announce a series of workshops designed to aid chairs and others in establishing academic and strategic planning processes.
Although resource tools are exceedingly important incentives for change, management tools are no less imperative. Many of these tools will require collaboration across all levels of the University to identify and implement best practices. For these, we will call upon you and your colleagues to participate in discussions and committees, and ask for your feedback on suggested new policies and procedures. Others are appropriate for departments and colleges. We urge you to consider the management tools enumerated in the attached document with the same close attention you give to the resource tools.
The enclosure provides an overview of the goals, purposes, assumptions, and themes of the Tools for Transformation, as well as the principles guiding the allocation of funds. Additionally, there are brief descriptions of each of the resource and management tools, and selected illustrative examples. General comments may be sent to either of us, while questions about the specifics and procedures should be directed to Debra Friedman, Associate Provost for Academic Planning.
Sincerely yours,
| Richard L. McCormick | Lee L. Huntsman | ||
| President | Provost |
Enclosure
| cc: | Board of Regents |
| President's Cabinet |
