Purpose & Mission

 

The Faculty Senate, subject to review and approval in accordance with UW Regulations, establishes policies governing the teaching, research, creative activity, and service aspects of the University’s academic mission.

Principles of Shared Governance

Shared governance is a critical element in the administration of higher education institutions, including the University of Wyoming (UW). In general, shared governance involves collaboration between faculty, administration, staff, and sometimes students, in decision-making processes to ensure that multiple perspectives are considered in the governance of the university. The benefits of shared governance include:

• Collaborative Decision-Making: Shared governance at the University of Wyoming, as in many institutions, is designed to create a partnership between various constituencies, particularly the faculty and administration. Faculty input is sought in areas related to academic programs, research policies, and other areas directly impacting teaching and scholarship (Minor, 2004). The faculty senate at UW plays an important role in making recommendations on curriculum design, academic standards, and faculty appointments.

• Faculty Empowerment: Faculty participation in governance at UW strengthens academic freedom and ensures that faculty expertise is utilized in shaping the academic and research agenda of the institution (Kezar, 2004). This empowers faculty to take an active role in shaping policies related to academic affairs.

• Checks and Balances: Shared governance serves as a mechanism to check the power of administrative decisions by ensuring faculty oversight, particularly in areas of academic importance. This helps prevent top-down decision-making that may not fully account for the educational mission of the university (Birnbaum, 2004).

• Adapting to Change: In times of financial challenges or external pressures, shared governance can help institutions like UW navigate changes through a transparent, inclusive process. Faculty, staff, and administration collaboratively develop strategies that balance financial sustainability with academic integrity (Tierney, 2006). This process can mitigate potential conflicts and promote collective responsibility in managing university resources.

• Challenges: While shared governance offers many benefits, it also faces challenges, such as balancing the need for efficiency in decision-making with the requirement for broad consultation. At UW, as elsewhere, effective shared governance depends on clear communication, mutual respect, and the willingness of different stakeholders to engage in meaningful dialogue (Kezar & Eckel, 2004).

Tami B. Benham-Deal, in a white paper, rather persuasively concludes: "We are thus obligated to bring rigor and commitment to Shared Governance at the University of Wyoming, from all parties. We must maintain Shared Governance principles and practices in all times, positioning ourselves for the future under the challenges that the twenty-first century inevitably brings."

Senator Duties and Responsibilities

Guide for New Senators

Duties and Responsibilities

Roberts Rules of Order (Summarized)

 

Governing Regulations

UW Regulation 2-301, states that: "Subject to the powers of the Trustees and President of the University, and relevant laws (state and federal), the responsibilities of the Faculty Senate shall include -

• To establish and review curriculum

• To establish general requirements for conferring degrees and certificates

• To establish standards for admission, retention, dismissal, and education of students

• Participation in formulating and implementing policies governing standards and procedures for faculty appointments, promotion and tenure, post tenure review, dismissal, academic freedom, sabbatical leave, employment benefits, and conduct and discipline

• Participation in planning and decisions regarding physical and human resources, space allocation, and budgetary priorities of the University

• Participation on any Financial Exigency Advisory Committee

• To provide input on the selection of a new President and a Provost of the  University

• To propose amendments or additions to, provide recommendations on, and be substantially involved in establishing UW Regulations and Standard Administrative Policies and Procedures that have an impact on the academic mission, including but not limited to curriculum, degrees and certificates, and admission, retention, dismissal and education of students

• To provide a means for which any matter pertaining to the academic mission may be brought to the Faculty Senate or the University Faculty for discussion and appropriate action and

• To establish and maintain the Faculty Senate Bylaws"

UW Regulation 2-300 states that: "The president and professors of the university shall be styled “the faculty”, and may enforce rules and regulations adopted by the trustees for the government of students, reward and censure students as they may deserve, and generally exercise such discipline, in harmony with the regulations, as is necessary for the good order of the institution. The faculty may present to the trustees for degrees and honors such students as are entitled thereto, and in testimony thereof, when ordered by the board, suitable diplomas, certificates or other testimonials under the seal of the university, and the signatures of the faculty. When, in course of time, distinct colleges or departments of the university are duly organized and in active operation, the immediate government of such departments shall, in like manner, be entrusted to their respective faculties."

Bylaws & Committees

Faculty Senate Bylaws - Last Updated: 09/12/2022

Faculty Senate Committees through 05/06/2024

 

Sources

• Birnbaum, R. (2004). The end of shared governance: Looking ahead or looking back. New Directions for Higher Education, 2004(127), 5-22.

• Kezar, A. (2004). What is more important to effective governance: Relationships, trust, and leadership, or structures and formal processes? New Directions for Higher Education, 2004(127), 35-46.

• Minor, J. T. (2004). Decision-making in historically black colleges and universities: Defining shared governance. Journal of Higher Education, 75(3), 348-368.

• Tierney, W. G. (2006). Trust and the public good: Examining the cultural conditions of academic work. New York: Peter Lang.