2. The State Council of Higher Education for Virginia
(SCHEV) is the Commonwealth of Virginia’s
coordinating body for higher education.
The State Council of Higher Education for Virginia
(SCHEV) mission
3. The governing body for the state of Wisconsin is the
Board of Regents - University of Wisconsin System
(UW System).
The mission of the University of Wisconsin (UW)
System
4. Collecting and disseminating information about
performance
Prescribing the framework for budgeting
Allocating responsibilities for monitoring program
quality and redundancy
Providing arrangements for encouraging school-to-college
transitions and student transfer
5. Collecting and disseminating information about
performance
Prescribing the framework for budgeting
Allocating responsibilities for monitoring program
quality and redundancy
Providing arrangements for encouraging school-to-college
transitions and student transfer
6. Collecting and disseminating information about
performance
Prescribing the framework for budgeting
Allocating responsibilities for monitoring program
quality and redundancy
Providing arrangements for encouraging school-to-college
transitions and student transfer
7. Collecting and disseminating information about
performance
Prescribing the framework for budgeting
Allocating responsibilities for monitoring program
quality and redundancy
Providing arrangements for encouraging school-to-college
transitions and student transfer
8. Positive: District Level Governance
Negatives:
1. Not having a single source for governance
2. Not utilizing shared governance
9. Positives:
1. Having a single source for governance
2. Utilizing shared governance
Negative: Placing the responsibility of governance at
the state level
10. State Council of Education for Virginia (SCHEV)
University of Wisconsin (UW) System
11. Which state appears to have the stronger HIED
governance structure
Virginia gives its districts autonomy of governance
Wisconsin has the stronger governance structure
12. Board of Regents (2013). History and organization of the University of Wisconsin system.
Retrieved from http://www.wisconsin.edu/about/history.htm
Board of Regents (2012, March 26). University of Wisconsin system mission statement.
Retrieved from http://www.wisconsin.edu/about/mission.htm
Nelson, K. (2012, November 19). SCHEV budget recommendations encourage innovation
and performance at Virginia’s colleges and universities. Retrieved from
http://www.schev.edu/schev/newsReleases/nr-nov2012/nr111912.asp
Richardson, R. C. Jr., Bracco, K. R., Callan, P. M. and Finney, J. E. (1998, November).
Balancing institutional and market influences. Retrieved from
http://eric.ed.gov/?id=ED426641
SCHEV (2013). 2014-16 Systemwide budget recommendations on operations, financial
assistance and capital outlay for Virginia public higher education institutions.
SCHEV (2014). About SCHEV. Retrieved from http://www.schev.edu/about_schev.asp
SCHEV (2014, May). Degree attainment and student success in the commonwealth.
Retrieved from http://www.schev.edu/Reportstats/TJ21GraduationRates.pdf?from=
SCHEV (2007, October 3). Guidelines for assessment of student learning. Retrieved from
http://www.schev.edu/Reportstats/2007AssessmentGuidelines.pdf?from=
SCHEV. (2012, November 19). Revised Performance Measures Resolution. Retrieved from
http://www.schev.edu/council/presentations/PerfMeasResolution1112.pdf
SCHEV (2014). Roles and responsibilities. Retrieved from
http://www.schev.edu/SCHEV/RoleResponsibilities.asp?
13. SCHEV. (2014, July 16). Strategic Plan Development Project. Retrieved from
http://www.schev.edu/schev/AgendaBooks/2014July/VirginiaDataMemoDraft_July16V5.pdf
SCHEV (n.d.). Strategic Plan Goals, 2007-2013. Retrieved from
http://www.schev.edu/schev/StrategicPlanGoals.pdf
SCHEV. (n.d.). VLDS (Virginia Longitudinal Data System). Retrieved from
http://research.schev.edu/apps/info/Articles.The-Virginia-Longitudinal-Data-System.ashx
Singer, R., Saulnier, C.F., and Goldberg, F. (2003, June). Quality in the UW System.
Retrieved from http://www.uwsa.edu/opar/presentations/jun03_quality.pdf
UW. (2010, April). Academic Planning and Program Review. Retrieved from
http://www.uwsa.edu/acss/acis/ACIS-1.revApr10.pdf
UW. (1973, June). Accounting and Budget Control (G7). Retrieved from
http://www.uwsa.edu/fadmin/gapp/gapp7.htm
UW. (1998, July 13). College Credit in High Schools (G36). Retrieved from
http://www.uwsa.edu/fadmin/gapp/gapp36.htm
UW. (2013). Capital Planning & Budget. Retrieved from http://www.uwsa.edu/capbud/
UW. (2014). Budget Planning and Development home page (2014). Retrieved from
http://www.uwsa.edu/budplan/annualOpBudget.htm
UW. (2013) Office of Budget and Planning. Retrieved from http://www.uwsa.edu/budplan/
14. UW. (2014, June). 2014-15 Operating Budget and Rate Schedules. Retrieved from
http://www.uwsa.edu/budplan/opBudget/opBudgetArchive/2014-
15%20Annual%20Budget.pdf
UW. (2003, April 11). Principles for Academic Program Consolidation and Elimination.
Retrieved from http://www.uwsa.edu/acss/planning/Exec%20Summ%20-
%20Program%20Elimination.pdf
UW Academic Affairs. (2013). Student Transfer from the Wisconsin Technical College
System (WTCS) to the UW System. Retrieved from http://www.uwsa.edu/acss/transfer/
UW Board of Regents. (2011, February 10). Precollege Programs at UW-La Crosse.
Retrieved from http://www.wisconsin.edu/news/2011/02-2011/LAC_Precollege_Program.pdf
UW Office of Academic Affairs. (2011, June 9). UW System University of Wisconsin System
Undergraduate Transfer Policy. Retrieved from
http://www.wisconsin.edu/acss/acis/ACIS_6.0_revJune11.pdf
UW System (2008, June). Shared Governance Guidelines and Process UW System Faculty
and Academic Staff Representatives. Retrieved from
http://www.uwsa.edu/acss/asreps/Shared%20Governance%20Guidelines%20June%202008
.pdf
UW System News. (2013, October 9). UW System releases annual accountability reports.
Retrieved from http://www.wisconsin.edu/news/2013/r131009.htm
Wisconsin Senate. (1974, July 8). Apr. ’74 Spec. Sess. Senate Bill 2, Chapter 335 (Laws of
1973), Chapter 36 (University of Wisconsin System). Retrieved from
http://docs.legis.wisconsin.gov/1973/related/acts/335
Editor's Notes
EDAD 910 State-Level Governance Presentation:
Comparing the State-Level Governance of Virginia and Wisconsin
By Joseph (Joe) Record
The State Council of Higher Education for Virginia (SCHEV) is the Commonwealth of Virginia’s coordinating body for higher education and was “established by the Virginia Governor and General Assembly in 1956” (SCHEV, 2014).
The SCHEV mission is "to advocate and promote the development and operation of an educationally and economically sound, vigorous, progressive, and coordinated system of higher education in the Commonwealth of Virginia and to lead state-level strategic planning and policy development and implementation based on research and analysis …. The Council shall also seek to facilitate collaboration among institutions of higher education that will enhance quality and create operational efficiencies and shall work with institutions of higher education and their boards on board development” (SCHEV, 2014).
The governing body for the state of Wisconsin is the Board of Regents - University of Wisconsin System (UW System). “The University of Wisconsin System was created on October 11, 1971, by Chapter 100, Laws of 1971, which combined the two public university systems of the state under a single board of regents” (Board of Regents, 2013).
The mission of the University of Wisconsin (UW) System is “to develop human resources, to discover and disseminate knowledge, to extend knowledge and its application beyond the boundaries of its campuses, and to serve and stimulate society by developing in students heightened intellectual, cultural, and humane sensitivities, scientific, professional and technological expertise, and a sense of purpose. Inherent in this broad mission are methods of instruction, research, extended training, and public service designed to educate people and improve the human condition. Basic to every purpose of the UW System is the search for truth” (Board of Regents, 2012).
The SCHEV exercises governance in a number of ways. Specifically:
In collecting and disseminating information about performance…SCHEV will
“Develop a uniform, comprehensive data information system designed to gather all information necessary to the performance of the Council's duties. The system shall include information on admissions, enrollments, self-identified students with documented disabilities, personnel, programs, financing, space inventory, facilities and such other areas as the Council deems appropriate.” (SCHEV, 2014, 9). “
In prescribing the framework for budgeting…SCHEV will
“Develop… and establish uniform standards and systems of accounting, record keeping and statistical reporting for the public institutions of higher education” (SCHEV, 2014, 9).
“Provide periodic updates of base adequacy funding guidelines” (SCHEV, 2014, 19).
In allocating responsibilities for monitoring program quality and redundancy…SCHEV will
“Review the proposed closure of any academic program in a high demand or critical shortage area… when needed” (SCHEV, 2014, 8).
“Develop a uniform certificate of general studies program” (SCHEV, 2014, 20).
In providing arrangements for encouraging… school-to-college transitions and student transfer…SCHEV will
“Require the development and submission of articulation, transfer, and dual enrollment and admissions agreements between two- and four-year public institutions of higher education in Virginia” (SCHEV, 2014, 18).
The UW System exercises governance in a number of ways. Specifically:
In collecting and disseminating information about performance, UW will…
“Measures, evaluates, and reports the UW System’s progress toward strategic goals and operational objectives, demonstrating accountability and leadership” (Board of Regents, 2012).
In prescribing the framework for budgeting, UW will…
“Acquires and manages the human, physical, and financial resources needed to advance public higher education in Wisconsin” (Board of Regents, 2012).
Allocating responsibilities for monitoring program quality and redundancy, UW will…
“Under the direction of the UW System President, the UW System Administration helps to develop, and then implements, monitors, and evaluates policies enacted by the Board of Regents, aligning university programs with the current and future needs of the state and the nation” (Board of Regents, 2012).
Providing arrangements for encouraging school-to-college transitions and student transfer, UW will…
Facilitate “effective partnerships with other public and private educational institutions and systems, university governance groups, businesses, students, and others, to create shared solutions to emerging challenges” (Board of Regents, 2012).
The SCHEV collects and disseminats information about performance through a number of policies and reports to include:
“Degree Attainment and Student Success in the Commonwealth” (SCHEV, 2014).
Revised Performance Measures Resolution (SCHEV, 2012).
In prescribing the framework for budgeting, SCHEV published the
“2014-16 Systemwide Budget Recommendations on Operations, Financial Assistance and Capital Outlay for Virginia Public Higher Education Institutions” (SCHEV, 2013).
SCHEV Budget Recommendations Encourage Innovation and Performance at Virginia’s Colleges and Universities (Nelson, 2012).
In allocating responsibilities for monitoring program quality and redundancy, SCHEV published the
Guidelines for Assessment of Student Learning (SCHEV, 2007);
Strategic Plan Goals, 2007-2013 (SCHEV, n.d.). (2014 Strategic Plan is still in draft); and
Strategic Plan Development Project (SCHEV, 2014).
In providing arrangements for encouraging school-to-college transitions and student transfer, SCHEV stated, “The Virginia Longitudinal Data System (VLDS) is a powerful new collection of tools allowing access to data held by multiple agencies in order to study the behaviors and transitions of students through the public school systems through college and into the workforce” (SCHEV, n.d.).
The UW System collects and disseminates information about performance through a number of means to include an annual report outlining critical success factors of the university system. The latest version is from 2013 and is divided into two distinct categories which are “systemwide accountability” and “legislated accountability” covering such areas as access, enrollment, transfers, retention, graduation, degrees, efficiency, and collaboration.
The University of Wisconsin System has a planning and budgeting website as well as guidance & reporting the budgeting process within the system to include the Office of Budget and Planning (2013) website, An “Annual Operating Budget” link, Capital Planning & Budget page (UW, 2013), and Accounting and Budget Control (G7) web page (UW, 1973).
In allocating responsibilities for monitoring program quality and redundancy UW published the Quality in the UW System (Singer, Saulnier, and Goldberg, 2003), the Academic Planning and Program Review (UW, 2010), and the Principles for Academic Program Consolidation and Elimination (UW, 2003).
With regard to providing arrangements for encouraging school-to-college transitions and student transfer UW has a policy called “College Credit in High Schools (G36)” (1998) and an example of UW’s commitment to this program is found in the “Precollege Programs at UW-La Crosse” (2011) initiative.
The organizational structure of Virginia’s higher educational systems is one “that recognizes distinct domains of authority and efficiently preserves for each what is proper to it” (SCHEV, 2008, p.1).
Positive: By placing the responsibility of governance at the district level, Virginia allows for regional guidance that is specific to the demographics and needs of those localities while incorporating the broad guidance that the state legislature provides.
Negative: 1. By not providing governance form a single source for the entire state with a shared governance concept, Virginia lacks the consistency across all institutions with input from chancellors, faculty, staff, and students from the perspective of agreed upon guidance, management, and reporting of all aspects of the higher educational system across the state.
The organizational structure of the UW System on the other hand is governed by Chapter 36 of the State Code which stated “The principal office and one university of the system shall be located at or near the seat of state government” (Wisconsin Senate, Sec.36.03, p1093). This is achieved via the Board of Regents and UW system President.
Positive:
By providing governance form a single source for the entire state, Wisconsin has consistency across all institutions and regions thus providing standardized guidance, management, and reporting of all aspects of the higher educational system.
In addition “the respective responsibilities of the Board of Regents, the UW System President, Chancellors, Faculty, Academic Staff, and Students arise from the longstanding Wisconsin tradition of shared governance” (UW System, 2008).
Negative: By placing the responsibility of governance at the state level, though they practice a certain level of shared governance, Wisconsin loses some ability for regional guidance that could be developed in order to support specific demographic and commercial needs within those localities for the reason that they are incorporating the specific guidance that the state governing body provides.
SCHEV:
The State Council of Education for Virginia (SCHEV) has the requirement to, as part of its “Roles and Responsibilities” to “provide advisory services to private, accredited and nonprofit institutions of higher education, whose primary purpose is to provide collegiate or graduate education and not to provide religious training or theological education, on academic, administrative, financial and space utilization matters” (SCHEV, 2014, No.14).
UW System:
The University of Wisconsin (UW) System continues to work with the Wisconsin Association of Independent Colleges and Universities (WAICU) in order to support the transfer of students from private colleges from the Wisconsin Technical College System (WTCS) into the UW system. In fact, the UW System has a transfer policy (UW, 2011) as stated earlier which outlines the requirements for transfer of credits for any student within or outside of the Wisconsin system.
I would have to say that although I like the autonomy that the state of Virginia gives its districts with regard of governance.
I feel that Wisconsin has a stronger overall governance structure. This is because Wisconsin not only has governance coming form a single entity using the shared governance concept, the state also has a better system of conveying that governance, as well as results, to its faculty, staff, students, and the general public. They University of Wisconsin (UW) System website is easy to navigate and provides all the information that these entities need. The Council of Higher Education for Virginia (SCHEV) website does contain most of the information I was looking for, but it was harder to find and some was not contained on that site, thus causing those with questions to search elsewhere.
The next three slides represent my references for this presentation without narration.
