“Good governance obtains when those who are near are made happy and those who are far off are attracted." — Confucius

Weber State University Policies and Procedures Manual (documents.weber.edu/ppm/) Utah Code Ð Title 53B Ð State System of Higher Education Ð Chapter 01 Ð Governance, Powers, Rights & Responsibilities (www.le.state.ut.us/~code/TITLE53B/53B01.htm) State Board of Regents Policy (www.utahsbr.edu/policy/r220check.htm, www.utahsbr.edu/policy/r223.htm)

Standard Six — and our Board of Trustees, as well as other university administrators. Governance and

Administration Board of Regents (6.B.)

I. Purpose/Description In accordance with the Utah Higher Education Act of 1969, we are governed by a Board of Regents consisting of 18 members Ð Governing Systems (6.A, 6.B, 6.C, 15 Utah resident citizens appointed by the 6.D, 6.E) governor, one student member nominated by the student body presidentÕs council and The Utah System of Higher Education selected by the governor, and two non-voting includes the State Board of Regents and 10 members from the State Board of Education. public colleges and universities (one applied This board closely follows Utah Code Section technology college, three community colleges, 53B-1-104 four comprehensive primarily undergraduate (www.le.state.ut.us/~code/TITLE53B/htm/53B institutions, and two research universities). As 01006.htm), which provides guidance to the provided in our Governing Documents and board regarding membership, student appoint- shown in the organization chart, Weber State ments, officers, committees, bylaws, meetings, University, a primarily undergraduate univer- vacancies, and compensation. The sity, is governed by the State Board of Regents Commissioner of Higher Education serves as

Standard Six — Governance and Administration 303 Standard 6: Figure I. Board of Board of WSU Organization Chart for Governance Regents Trustees

President* F. Ann Millner

Assistant to the Assistant to Director Director University President for President’s the President Internal Audit AA/EEO Counsel Council Diversity

Professional Staff VP for Chief VP for Advisory Interim VP for Interim Administrative Information University Committee Student Provost* Services* Officer Relations* Affairs* Jeff Livingston Norm Don E. Victoria Toni Weight Tarbox Gardner Gorrell

Classified Staff Advisory Committee ¾ ¾ Academic School & Academic Support Colleges (Applied ¾ Services Science & Technology, Financial ¾ Arts & Humanities, Services Executive Bookstore Business & Economics, ¾ ¾ Committee Education, Health Budget & ¾ Campus Recreation ¾ Faculty Senate Professions, Science, Institutional Administrative ¾ Alumni Career Services Social & Behavioral Research Computing Sciences) Relations ¾ ¾ ¾ Housing Services ¾ ¾ Facilities Systems & ¾ Continuing Education Alumni/ Management Network Judicial Affairs WSUSA ¾ Development ¾ Management Development Legislative Enrollment Services Services ¾ Human Resources ¾ Council (Academic Advisement, ¾ Psychological & Quality Technology Registrar, Admissions, University Counseling Support Services Bachelor of Integrated Communications ¾ ¾ ¾ Services for Studies, Financial Aid, ¾ Intercollegiate Telecommuni- International, Assistant First Year Experience) University Attorney Athletics cations Multicultural, Veteran, ¾ Development and Women Students ¾ ¾ General Sponsored Projects ¾ ¾ Douglas C. ¾ Printing/Mail Web Administrative Shepherd Student Services Development Richards Honors Programs Support Union ¾ ¾ ¾ ¾ Library Public Safety Student Activities ¾ ¾ ¾ Student Government Teaching & Learning Purchasing ¾ Forum ¾ Student Health Center ¾ & Health Education WSU Davis

*New Individuals Since 1994 Administrative Standing Committees

304 Standard Six — Governance and Administration the chief executive officer of the board, and the Dan James, Ogden, UT (2005) board elects a member to serve as chair. The Jewel Lee Kenley, Layton, UT (2007) appointment of a new chair every two years Barney Chapman, Pleasant View, UT provides opportunities for the board to review (2007) its performance and make necessary revisions. Catherine Ortega, Roy, UT (2005) Kathy Peterson, Ogden UT (2007) Board members (see Figure I on page 2) act as a committee of the whole and through two sub- Our chair of the Board of Trustees is the exec- committees: Academic, Applied Technology and utive officer and serves for two years. The Student Success; Finance, Facilities and beginning of a new chairÕs term is an opportu- Accountability. Board membersÕ duties, respon- nity for the board to evaluate its performance sibilities, ethical conduct requirements, organi- and make revisions as needed. Our Board of zational structure, and operating procedures Trustees advises the president and has the are defined in Utah Code Section 53B-1-103 powers and limitations outlined in the Weber (www.le.state.ut.us/~code/TITLE53B/htm/53B0 State University Policies and Procedures 1005.htm). This section of Utah law also Manual, PPM 1-02 and 1-03, and the State defines specific responsibilities of the Board of Board of Regents Policy (see Governing Regents, including these: Documents earlier). Our trustees have the fol- lowing statutory responsibilities: ¥ Institutional Presidents: Appoints presi- dents, evaluates performance of presidents, ¥ Facilitate communication between the determines whether to retain a president institution and the community (in consultation with institutionÕs Board of ¥ Assist with fund-raising and development Trustees). projects ¥ Strengthen alumni and community identifi- ¥ System Planning: Directs planning cation with the institution involving institutional missions and roles, ¥ Select recipients of honorary degrees and budget needs, new programs, program identify the commencement speakers reviews, distance and outreach education, statewide articulation of courses and pro- Our trustees have the delegated authority to grams. implement the approved institutional mission and approve the following actions, pending ¥ Budget and Financial Issues: Submits submission of annual summary reports to the system and institution budgets to the gov- Board of Regents: ernor and legislature, approves tuition and fee schedules, advocates higher education ¥ Institutional operating policies needs with legislature. ¥ Recommendations to design and construct facilities, and buy and sell property within parameters set by the regents Board of Trustees (6.B.) ¥ Research and training grants ¥ Institutional audits, academic program Our Board of Trustees 2003-04 has 10 voting reviews, and accreditation reports members Ð eight appointed by the governor, ¥ Academic program changes including new the president of the WSU Alumni Association, certificates, minors, and emphases within and the president of WSUSA (our student gov- existing programs; program deleted and ernment). The membership of the Board of program name changes Trustees and end of term is as follows: ¥ Financial reports, including lease agree- ments, budget transfers, salary budgets, Kyle Poll, WSUSA (2004) auxiliary and service enterprises, develop- Jane Brewer, Ogden, UT (chair) (2005) ment fund, and investments Mac Christensen, Bountiful, UT (2007) Tom Davidson, Ogden, UT (2007) Our Board of Trustees works as a committee of Chris Malan, North Salt Lake, UT the whole, as well as with these subcommit- (2004) tees:

Standard Six — Governance and Administration305 ¥ Audit Committee Ñ reviews and approves Leadership and Management (6.C.) all internal audits and internal control processes Our president, hired by the State Board of Regents in October of 2002, has a full-time ¥ Business Committee Ñ reviews capital appointment at WSU and is regularly evaluat- project proposals, bids, as well as financial, ed by the regents to determine and facilitate internal audit, and athletic reports her effectiveness (www.utahsbr.edu/policy/r208.htm, ¥ Personnel and Academic Policy Committee www.utahsbr.edu/policy/r209.htm). On an Ñ reviews personnel changes (appoint- annual basis, our president provides the ments, retirements, leaves), academic poli- regents with her institutional goals; her per- cies, and academic program changes and formance is formally evaluated after the first reports three years of her tenure and at least once every five years thereafter. This formal ¥ Community Relations Committee Ñ advis- appraisal involves confidential interviews con- es on external relations strategies, reviews ducted by the regents with a wide variety of gift reports and WSU Foundation reports competent individuals who are knowledgeable about our presidentÕs work, including all vice ¥ Honorary Degree and Commencement presidents, deans, and Board of Trustees mem- Speaker Committee Ñ reviews and recom- bers as well as with a representative sample of mends honorary degree recipients and com- regents, academic and administrative depart- mencement speakers ment heads, faculty, students, and community and alumni leaders who are interested in and knowledgeable about the institution.

Standard 6: Table I. Utah Board of Regents 2003-04 Membership.

NameTerm Ends* Address Jerry C. Atkin 2005 St. George, UT Linnea S. Barney, State Board of Education No set term Orem, UT Daryl C. Barrett 2007 Salt Lake City, UT Bonnie Jean Beesley 2009 Salt Lake City, UT Kim R. Burningham, State Board of Education No set term Bountiful, UT William Edwards 2004 Salt Lake City, UT David J. Grant 2007 Cedar City, UT James S. Jardine 2005 Salt Lake City, UT Michael R. Jensen 2005 Price, UT Charles E. Johnson 2003 Salt Lake City, UT David J. Jordan 2003 Salt Lake City, UT Nolan E. Karras (Chair) 2007 Roy, UT David L. Maher 2009 Salt Lake City, UT George Mantes (Vice Chair) 2005 Salt Lake City, UT Jed H. Pitcher 2003 Salt Lake City, UT Sara V. Sinclair 2007 Logan, UT Marlon O. Snow 2007 West Valley City, UT Maria Sweeten 2005 Salt Lake City, UT Richard E. Kendell, Commissioner of Higher Education Ex officio Salt Lake City, UT

*June 30 of year indicated

306 Standard Six — Governance and Administration Our organizational structure of five divisions groups. PresidentÕs Council meets weekly or (Academic Affairs, Administrative Services, bi-monthly (at a minimum) for timely decision Information Technology, Student Affairs, making. University Relations) is typical of that found in other comprehensive undergraduate univer- PresidentÕs Council periodically reviews salary sities. Our Davis campus does not have a gov- and organizational data from our peer institu- ernance structure separate from that of the tions or other appropriate comparative groups university; the director of the Davis campus to help ensure that we are appropriately reports to the provost. The Continuing staffed. Funding comparisons yield positive Education centers and WSU online report to and negative findings. A positive finding is the the Dean of Continuing Education who, in comparison of 41 Carnegie Masters I institu- turn, reports to the provost. tions that indicates we provide a more compre- hensive benefit package to our employees. Our President Millner appoints vice presidents institution picks up the 95% of the cost of our with the assistance of a screening committee health and 100% of retirement benefits, and and subject to approval by our Board of those benefits comprise 28% of our gross pay- Trustees (documents.weber.edu/ppm/1- roll versus an average of 21% for other 05B.htm). Our hiring processes ensure that Masters I institutions. Our retirement benefits position qualifications are identified, including alone average $16,000/person for WSU versus the necessary educational and work experience $10,000/person for other Masters I institu- and ethical conduct to effectively fulfill the tions. Our employees believe our benefit pack- role. Job descriptions are posted on our human age is a strong advantage of working at WSU. resources web site (departments.weber.edu/hr/). All hiring deci- An area where we face significant challenges sions are governed by our Affirmative is in salaries for our administrators (profes- Action/Equal Employment Opportunity policy sional/exempt and classified/nonexempt staff and reviewed by our AA/EEO Office. salaries are described in Standard 1; faculty salaries are discussed in Standard 4). Salaries Our provost and vice presidents are evaluated for administrators (vice presidents, deans, and by the president at the end of their four-year directors) are approximately 5% below median term of service for reappointment or formative and 8% below the 60th percentile of CUPA purposes (documents.weber.edu/ppm/1- market data. Increasing all of our employeesÕ 05C.htm, documents.weber.edu/ppm/3-62.htm). salaries to make those salaries more competi- Input for these evaluations is solicited from a tive is a priority; however, statewide budget variety of sources, including: cuts in FY02, FY03 and FY04 have made it difficult to make progress on this priority. ¥ Vice presidents Since 1994, average annual administrator ¥ Deans turnover has been approximately 6%; on aver- ¥ Faculty senate executive committee age, our administrators have been in their cur- ¥ Board of Trustees rent positions approximately 7.5 years. ¥ Board of Regents ¥ Faculty and staff ¥ Community members Other Governing Entities (6.D., ¥ Peers 6.E.)

(See Table II on pages 6 and 7 for resumes.) Within WSU, we have multiple councils, boards, and committees to represent important These vice presidents, along with the Assistant on- and off-campus constituents and assure to the President for Diversity, serve on the that these constituents effectively participate PresidentÕs Council, an advisory body to the in campus governance. For example, our pro- president. The council provides two-way com- fessional and classified staff members have munication among all five divisions, as well as advisory committees which meet monthly to with other internal consultative or constituent provide input to President Millner

Standard Six — Governance and Administration307 Standard 6: Table II. Administrator Resumes.

F. Ann Millner, President Jeff Livingston, Interim Provost

Appointed: October 2002 Appointed: July 2004

Education: Education: ¥ BS 1974 Education, University of Tennessee ¥ BS 1968 Business Administration, Brigham Young ¥ MT 1976 Medical Technology, Vanderbilt University University ¥ MS 1981 Allied Health Education and ¥ MBA 1969 Business Administration, University of Utah Management, Southwest Texas State ¥ PhD 1974 Business Administration Quantitative University Systems, Arizona State University ¥ EdD 1986 Educational Administration, Brigham Young University Professional Experience: ¥ 2004 – Interim Provost, Weber State University Professional Experience: ¥ 2001-04 – Professor of Business Administration, Weber ¥ 2002 - President, Weber State University State University ¥ 1993-2002 - Vice President of University Relations, ¥ 1999-01 – Dean of Continuing Education, Weber State Weber State University University ¥ 1985-1993 – Associate Dean, Continuing Education; ¥ 1996-99 – Chief Executive Officer, Western Governors Assistant Vice President, Community Partnerships, University Weber State University ¥ 1993-96 – Associate Commissioner of Higher ¥ 1982- 1985– Director, Outreach Education, Weber Education (Academic Affairs), Utah System of Higher State University Education ¥ 1981-1982 – Associate Director, Continuing Education, ¥ 1985-93 – Associate Vice President for Academic Gwynedd Mercy College Affairs, Weber State University ¥ 1980-1981 – Lecturer, Health Professions, Southwest ¥ 1982-85 – Department Chair of Management, Weber Texas State University State University ¥ 1978-1980 – Instructional Developer, Medical ¥ 1980-82 – Associate Professor/Professor, Weber State Technology, Thomas Jefferson University University ¥ 1976-1978 – Education Coordinator, Medical ¥ 1971-80 – Associate Professor of Management, Technology, Vanderbilt University University of Montana Antoinette (Toni) Weight Interim Vice President for Student Affairs Don Gardner, Chief Information Officer

Appointed: March 13, 2004 Appointed: July 1994 Education: ¥ BA English, Utah State University, Logan, Utah Education: ¥ ¥ MA Student Personnel, Austin College, Austin, Texas BA 1968 Music Education, Utah State University ¥ EdD 1974 Higher Education Administration, Professional Experience: Indiana University ¥ 2004 – Interim Vice President of Student Affairs, Weber State University, Ogden, UT Professional Experience: ¥ 2002 – Associate Vice President of Student Affairs, ¥ 1994 – Chief Information Officer, Weber State Weber State University, Ogden, UT University ¥ 1997 – Dean of Resource Management, Weber State ¥ 1993-1994 – Associate Vice President for Information University, Ogden, UT Management and Instructional Technology, Winthrop ¥ 1989 – Dean of Student Development, Weber State University University, Ogden, UT ¥ 1990-1993 – Associate Professor and Executive ¥ 1981 – Associate Dean of Student Affairs, Weber State Director for Information Management, Winthrop University, Ogden, UT University ¥ 1970 – Chief Advisor to Student Affairs; Coordinator of ¥ 1988-1990 – Associate Vice President, Information Student Affairs and Student personnel Services; Instructor Resource Management, Florida Atlantic University in Education, Austin College, Austin, TX

308 Standard Six — Governance and Administration Standard 6: Table II. Administrator Resumes.

Don Gardner, Chief Information Officer ¥ 1985-1986 - Graduate Administrative Assistant, The (continued from page 6) Ohio State University ¥ 1978-1985 - English teacher, Pace Middle School, FL ¥ 1977-1978 - Assistant Editor, Santa Rosa Free Press, FL ¥ 1984-1988 – Assistant Vice President for Finance, ¥ 1975-1977 - Assistant Editor, Ceramics Monthly Institutional Support Services, U of Wyoming Magazine, OH ¥ 1980-1984 – Director of Institutional Research, and Part-time Professor of Business Administration, Portland State University Norm Tarbox, ¥ 1977-1980 – Assistant Director, Institutional Studies and Vice President for Administrative Services Planning, and Part-time Associate Professor of Education, Arizona State University ¥ 1974-1977 – Coordinator of Information Systems, Appointed: May 2002 Arizona State University ¥ 1973-1974 – Director, Office of Information and Education: Evaluation Services, Indiana University School of ¥ BA 1987 Communications, Brigham Young Education University ¥ MBA 1989 Brigham Young University ¥ EdD 2000 Educational Leadership & Policy, Vicki Gorrell, Vice President for University Relations University of Utah

Professional Experience: Appointed: April 2003 ¥ 2002- Vice President for Administrative Services, Weber State University Education: ¥ 2000-2002 – Associate Commissioner for Finance and ¥ BA 1975 English, Allegheny College, PA Facilities, Utah System of Higher Education (USHE) ¥ MA 1986 Journalism, The Ohio State University ¥ 1997-2000 – Assistant Commissioner for Finance and Facilities, USHE Professional Experience: ¥ 1996-1997 – Assistant Commissioner for Student ¥ 2003 - Vice President, University Relations, Weber State Financial Aid, USHE University ¥ 1996 – Interim Deputy Director, Utah Department of ¥ 2002-2003 - Acting Vice President, University Relations, Workforce Services Weber State University ¥ 1993-1996 – Analyst, Governor’s Budget and Planning ¥ 1997-2002 - Associate Vice President, Alumni & Office, State of Utah Development, Weber State University ¥ 1992-1993 – Manager of Research and ¥ 1993-1997 - Director of Development, Randolph- Administration, Utah Higher Education Assistant Macon Woman’s College, VA Authority ¥ 1990-1993 - Director of Regional Programs, Office of ¥ 1991-1992 – Business Affairs Officer, USHE Development, The Ohio State University ¥ 1989-1991 – Budget Analyst, USHE ¥ 1987-1990 - Associate to the Vice President, University Communications & Development, The Ohio State University ¥ 1987 - Publications Specialist, Ohio Credit Union League

Standard Six — Governance and Administration309 (Professional Staff Advisory Committee Ð The presiding officer for the Faculty Senate is PSAC, and Classified Staff Advisory the chair; this person is elected by voting Committee - CSAC). Likewise, the Alumni members of the Senate each year. The chair of Association and WSU Foundation have boards the Faculty Senate is also an ex-officio mem- of directors who serve in advisory capacities to ber of many governance boards, including our president. DeansÕ Council and the Alumni Board.

The Faculty Senate is empowered, after study Division Councils and discussion, to advise President Millner on educational policy and other university affairs Within each division, there are management (documents.weber.edu/ppm/1-13.htm). councils that are advisory to the respective Specifically, our Faculty Senate formulates vice president. These councils are chaired by policy concerning the following: their vice president and typically include sen- ior administrators within those divisions ¥ Standards for admission and retention of (deans, directors). The councils meet on a reg- students ular basis, at least once or twice a month, to ¥ Requirements for all degrees, certificates, discuss issues of importance to the division, to titles solicit input from important constituents with- ¥ Curriculum in and across divisions, and to ensure that ¥ Appointment, promotion, tenure, and dis- decision-making is timely. missal of faculty ¥ Standards for student activities and gener- Administrators below the level of vice presi- al student conduct dents are evaluated regularly for formative ¥ Academic freedom for faculty concerning purposes and for reappointment recommenda- grievances which may arise tions. The evaluation of academic deans is ¥ Bylaws governing all nominations and elec- guided by policy and requires that input be tions provided for in the Faculty Senate solicited from a variety of constituents, includ- constitution ing vice presidents, deans, faculty, staff, and ¥ Other procedures and processes as require community members. detailed clarification (documents.weber.edu/ppm/1-17.htm). Our Faculty Senate is authorized to recom- mend policy on the following matters: Faculty Involvement ¥ Expenditure of funds allocated for instruc- Our faculty have a long and successful history tion, research, and travel of involvement with WSU governance primari- ¥ Faculty salaries, annuities, insurance pro- ly through our Faculty Senate (Standard 4 grams, and leaves of absence includes additional information on faculty ¥ Selection and retention of academic admin- involvement in institutional governance). The istrators Faculty Senate consists of 39 elected members ¥ Teaching load of faculty personnel of the general faculty who serve three-year terms and a maximum of two consecutive Much of the work of our Faculty Senate occurs terms. Any professor, associate professor, assis- within the following standing committees: tant professor, instructor, or instructor special- ist of the general faculty may be elected a ¥ Academic Resources and Computing Ð member of the Faculty Senate. One-year terms distribute funds for acquisition and use of are held by each of four voting, student mem- computers and academic resource material bers of the senate who are appointed by the Executive Cabinet of the WSU Student ¥ Admissions, Standards and Student Association. Finally, non-voting Senate mem- Affairs Ð recommend policies on admis- bership includes the president, provost, and 11 sion, retention, and graduation standards other administrators.

310 Standard Six — Governance and Administration ¥ Promotion, Academic Freedom & ¥ Research, Scholarship & Professional Tenure Ð recommend policies on promotion Growth Ð distribute funds to support fac- and tenure, due process, merit ulty research, scholarship, and develop- ment ¥ Constitutional Review, Apportionment & Organization Ð update the Faculty ¥ Salary, Benefits, Budget & Fiscal Senate Constitution and Bylaws and appor- Planning Ð make recommendations on fac- tion membership ulty salary and benefits

¥ Curriculum & General Education Ð ¥ Teaching, Learning & Assessment Ð review and approve academic courses and carry out activities of the Teaching and programs Learning Forum

¥ Executive Committee of Faculty In addition to Faculty Senate committees, Senate Ð establish agendas, committees, there are administrative standing committees and charges which provide opportunities for our faculty and staff to participate in institutional gover- ¥ Faculty Board of Review Ð hear nance (see Table IV on page 9 which identifies academic due process cases related to how each administrative committee is advisory tenure, promotion, salary, and other work to one of our university administrators). conditions

¥ Honorary Degree Ð select honorary Student Involvement degree recipients and commencement speakers (in conjunction with the Board of Student involvement with institutional gover- Trustees) nance occurs through multiple channels. Many students, including the three executive officers

Standard 6: Table III. Advisory Committees. 2003-04.

President Academic Administrative Information Student University Affairs Services Technology Affairs Relations

Affirmative Action Admissions, Athletic Board Administrative Campus Event Honorary Degree Credits & Technology Master Calendar & Commencement Classified Staff Graduation Parking Speaker Animal Care & Environmental Task Diversity Use Risk Control Force

Personnel Relations Course Fee Review University Space Staff Development Enrollment Planning Professional Staff Management Student Board of Appeals IRB for Human Subjects

Scholarship

University Assessment

University Council for Teacher Education

Standard Six — Governance and Administration311 (president, academic vice president, and execu- needs in developing materials that support tive vice president) and 19 senators within the student recruitment activities and that help Weber State University Student Association market the colleges' priorities in ways that are (WSUSA) serve on the Board of Trustees, both integrated and consistent with the uni- DeansÕ Council, Faculty Senate, Alumni Board, versity's mission. In 2002-03, University as well as on Faculty Senate and Communications consulted with and developed Administrative Standing Committees. The materials for the Dumke College of Health WSUSA Legislative Council, made up of the Professions, the College of Applied Science & three executive officers, serves in an advisory Technology, the College of Arts & Humanities, capacity to President Millner. Our students and the College of Social & Behavioral make recommendations to PresidentÕs Council Sciences. on the allocation of student fees through the Student Fee Recommendation Committee. Vista, the universityÕs bi-annual magazine, Committee members include the three execu- reaches more than 75,000 alumni and friends tive officers and two senators of WSUSA, and reflects WSUÕs teaching and learning mis- along with five at-large students and represen- sion. Issues in fall 2002 and spring 2003 tatives from the administration, faculty, and included articles about WSUÕs new president staff. In FY03, this committee made recom- and her philosophy on putting education first, mendations on the allocation of approximately service learning, university programs, alumni, $6 million in student fees. and student activities. For the first time, we included our annual donor listing in Vista in spring 2003, both to increase recognition for Institutional Advancement these individuals who have such an impact on Activities (6.C.4.) student learning and to save resources. (A sec- ond publication, Legacy, which was mailed to Alumni Relations, Alumni/Development approximately 5,000 donors and volunteers, Services, University Communications, and was discontinued. Its content is now included University Development comprise the Division in Vista.) of University Relations. University Development is organized by a constituency- Alumni Relations focused in 2002-03 on creat- based fund-raising model, with a development ing closer connections between WSU Alumni officer assigned to work with each of the aca- Association board members and the campus, demic colleges, the Stewart Library, the and increasing the number of alumni volun- Student Affairs division, and the athletics teers involved in campus life. The ÒTake a department. By working directly with the Wildcat to LunchÓ program matched more administrators, faculty, and staff in each of than 160 alumni mentors with students (up these areas, fund raisers are knowledgeable from 80 in 2001-02); Classes without Quizzes, about and can articulate institutional and pro- featuring our faculty and alumni as expert gram priorities. Additionally, the annual giving speakers, drew more than 250 alumni and program each year focuses on institutional or community members to campus in sessions college priorities as determined by our presi- ranging from 30 to 50 people; and we dent and Vice President for University increased our emphasis on building future Relations. alumni loyalty through the Student Alumni Council. Fund-raising priorities for the 1998-03 capital campaign, "Changing Minds Together," were As part of our external relations activities, the developed in collaboration with the university university president invites alumni and administration and college deans. We also friends to serve on the National Advisory placed strong emphasis on encouraging alumni Council to provide the following: guidance on to give to help build a base of support to posi- strategic issues; an independent sounding tion the university for the future. board; feedback from the community; expert- ise, as needed, on projects or programs; assis- University Communications has liaisons to tance in identifying opportunities for the uni- each of the academic colleges to better serve versity in key communities; and advocacy for 312 Standard Six — Governance and Administration the university in the communities where mem- ly by the affirmative action standing commit- bers live and work. tee (most recently in spring of 2003).

Other volunteer groups that support the uni- This policy helps us develop selection and pro- versity's mission and goals include the WSU motion standards based on nondiscriminatory Alumni Association, the Capital Campaign criteria. Our hiring process is standardized Executive Committee, and the WSU and each hiring decision is reviewed critically Foundation. There are numerous college and and independently by our Affirmative Action/ department advisory committees as well that Equal Employment Opportunity Office prior to provide guidance and opportunities for input being approved. from alumni and friends. In addition to a policy on affirmative action and nondiscrimination, we have two important Institutional Research (6.C.7.) campus initiatives that focus on inclusivity: the WSU Diversity Center and the WSU Our Institutional Research (IR) Office reports Diversity Administrative Standing Committee. to the Vice President for Administrative The Diversity Center, located in our student Services and is responsible for a broad array of union building, has as its mission to affirm the educational, administrative, and support func- culture, heritage, and faiths of all students tions within the university. This office and staff; to develop a neutral ground (on cam- embraces data collection and analytical strate- pus) for all students and staff to learn about gies in support of decision-making. Specifically, diversity through a series of informative, edu- our IR office produces institutional profile cational, entertaining programs that all can data, IPEDS and state reports, college guide enjoy; to enhance and promote student and publications, and administers campus surveys staff participation in various Diversity Center of our students, alumni, and employees that activities and committees; to promote human help us assess our mission-related outcomes similarities and differences through Diversity (see Standards 1 and 2 for more information Center programming; and to create an atmos- on the role of our IR office in outcomes assess- phere of inclusion through an anti-hate cam- ment). The results of these reports and sur- paign. veys are posted on the IR office web page (departments.weber.edu/ir/) and are shared The diversity administrative standing commit- regularly with a variety of groups, including tee, chaired by the Assistant to the President PresidentÕs Council, academic deans, the for Diversity, is focused on creating a diversity- Teaching and Learning Forum, and student committed educational community which rec- support offices. ognizes that human diversity should be under- stood in its broadest sense to include everyone on the basis of the infinite ways in which Affirmative Action and humans vary and which contribute to each Nondiscrimination (6.1) individualÕs uniqueness. Members of the Diversity Committee also serve on one of five (documents.weber.edu/ppm/3-05.htm) diversity action teams housed within each of the five divisions: Academic Affairs, Our policy on affirmative action and nondis- Administrative Services, Information crimination, shown below, is reviewed regular-

Weber State University Policy on Affirmative Action and Nondiscrimination

Weber State University is an equal opportunity employer. It is the policy of the university to make recruitment, employment and other employment-related decisions without regard to race, religion, color, gender, sexual ori- entation, national origin, veteran or other protected status. The affirmative action commitment of the University also requires an effort to identify and correct under-utilization of protected groups including women, minorities, veterans, and persons with disabilities.

Standard Six — Governance and Administration313 Technology, Student Affairs, and University II. Significant Changes Since Relations. Faculty and staff from all divisions serve on the diversity standing committee and 1994 five diversity action teams.

The diversity action teams work on issues of Utah Board of Regents recruitment, retention, campus and communi- ty relations, teaching and learning, and out- ¥ In 1999, the Board of Regents instituted a comes assessment for WSU. Specifically, the system of approving new degree programs. diversity committee and five diversity action It instituted a system of matrices and ini- teams have as goals to: tial notification to alert board members well in advance of proposals for approval ¥ Promote campus unity by emphasizing and allow them an opportunity to evaluate shared experiences and principles, respect new degree programs in detail before com- for human qualities that differentiate all ing to the board for a vote. individuals, and achievement of institution- al goals. ¥ In 2001, the Board of Regents created a tenth Utah State Higher Education ¥ Enhance the development of leadership (USHE) member. The nine applied technol- capabilities within the student, faculty, and ogy centers throughout Utah became, col- staff populations. lectively, the Utah College of Applied

¥ Facilitate development of curricula that merge varied perspectives. "Educated men are as much superior to ¥ Support recruitment of uneducated men as the living are to the students, faculty, and dead." staff reflective of Aristotle AmericaÕs broad spec- ¾ trum of perspectives, cultures, heritages, and backgrounds. Technology (UCAT). Before 2001, the Board ¥ Promote values and ideas of all perspec- of Education governed these centers and tives, cultures, heritages, and backgrounds provided legislative funding through public within the campus community. education channels. Changing these cen- ters, by statute, to different campuses of ¥ Promote the development of support pro- one college required changes in the way grams for faculty, staff, and students who UCAT was governed. UCAT now reports to are products of all perspectives, cultures, the Board of Regents rather than to the heritages, and backgrounds. Board of Education. Unlike the other nine USHE institutions, UCATÕs funding comes ¥ Encourage networking of interest groups directly from the legislature rather than for the benefit of all. through the Board of Regents.

We are in compliance with the NWCCU ¥ In 2003, the Board of Regents implemented Policy 6.1 on Affirmative Action and a moratorium on new academic programs Nondiscrimination. to address state funding constraints and to design and implement more stringent approval requirements for new programs. Collective Bargaining (6.2)

We are not a collective bargaining institution.

314 Standard Six — Governance and Administration WSU Board of Trustees campuses, as well as the centers, into a single, multi-campus university ¥ In 1998, the Board of Regents clarified the delegated responsibilities and authority of the Board of Trustees with a revision of the IV. Next Steps/ Action Items State Board of Regents Policy (R220).

¥ In 2003, the Utah Board of Regents revised ¥ Develop approach to communicating more policy R565 on audit committees to require effectively with legislators about Weber institutions to create a separate Board of State University Trustee Audit Review Committee. ¥ Increase involvement of individual mem- bers of the Board of Regents with Weber WSU Administration State University

¥ In 1994, we created a fifth division by hir- ¥ Conduct public opinion research with both ing a vice president-level position, that of internal and external constituents to deter- chief information officer, and assigning the mine attitudes, perceptions, and awareness areas of Academic and Administrative of Weber State as a multi-campus universi- Computing to this division. This change in ty; develop and implement strategies to our governance reflects the growing impor- address findings tance of our information technology infra- structure.

¥ In 2003, we opened a new campus in Davis County. This facility, managed by a director who reports to the provost, provides us with a larger presence in Davis County than we have had in the past. There is sig- nificant potential for growth on this cam- pus.

III. Strengths and Challenges

Strengths include:

¥ High levels of involvement for a variety of individuals at the state and local level through governance by both a Board of Trustees and Board of Regents

¥ Good relationship and extensive interaction between administration and Faculty Senate, WSUSA, PSAC, and CSAC

Challenges include:

¥ Statewide lack of agreement on planning processes for higher education

¥ Integrate our Ogden, Davis, and virtual

Standard Six — Governance and Administration315