{"id":1143,"date":"2026-01-21T12:19:39","date_gmt":"2026-01-21T12:19:39","guid":{"rendered":"https:\/\/www.wcsu.edu\/western-rising\/?page_id=1143"},"modified":"2026-03-15T11:26:30","modified_gmt":"2026-03-15T11:26:30","slug":"s26restructure","status":"publish","type":"page","link":"https:\/\/www.wcsu.edu\/western-rising\/s26restructure\/","title":{"rendered":"Spring 2026 (Re)Structure Update"},"content":{"rendered":"\t\t
\n\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t
\n\n \n
\n
January 21, 2026<\/strong><\/div>\n

Reorganization Framework<\/h1>\n

\n This framework explains how our reorganization supports student achievement, strengthens shared leadership, and simplifies how work gets done\u2014\n while advancing our financial stability and long-term sustainability. This is presented as a framework for our general future direction. Some details are subject to change and further discussion with those closest to the work.<\/strong>\n <\/p>\n\n

\n
\n Why this work:<\/strong> By flattening layers, clarifying responsibilities, and reducing duplication, we bring leadership closer to day-to-day work\n and improve coordination\u2014while delivering more than $1.7M<\/strong> in institutional savings and protecting what matters most for students.\n <\/div>\n <\/div>\n\n
\n
Jump to a section:<\/div>\n
\n Framework & Principles<\/a>\n Wolves First Decision Code<\/a>\n Five Strategic Lanes<\/a>\n Operations<\/a>\n Student Thriving<\/a>\n Academic Affairs<\/a>\n People & Culture<\/a>\n MarCom & Advancement<\/a>\n Continuity<\/a>\n FAQs<\/a>\n <\/div>\n <\/div>\n <\/div>\n\n \n
\n

Framework & Principles<\/h2>\n

\n Guided by Welcome, Weave, Widen<\/strong>, this reorganization reinforces our commitment to our mission, our students, and our broader community.\n By simplifying our structure and strengthening shared leadership, we position decisions and daily work to more directly support student success and the full university.\n <\/p>\n\n

\n
\n WELCOME<\/strong> \u2014 Clarity and support in our work\n
    \n
  • Clear roles and decision pathways reduce handoffs and improve efficiency.<\/li>\n
  • More transparency and communication means fewer surprises during transitions.<\/li>\n
  • Leadership closer to the work enables faster support and solutions.<\/li>\n <\/ul>\n <\/div>\n\n
    \n WEAVE<\/strong> \u2014 Collaborating across boundaries\n
      \n
    • Break down silos and solve problems across units more often.<\/li>\n
    • Link planning to daily practice (staffing, scheduling, priorities).<\/li>\n
    • Use a university-first lens\u2014what moves the whole institution forward.<\/li>\n <\/ul>\n <\/div>\n\n
      \n WIDEN<\/strong> \u2014 Expanding leadership and ownership\n
        \n
      • More people empowered to shape solutions\u2014not just receive decisions.<\/li>\n
      • Clearer connection between each person\u2019s work and university progress.<\/li>\n
      • A flatter structure supports wiser resource use and stability.<\/li>\n <\/ul>\n <\/div>\n\n
        \n Cultural Anchor<\/strong>\n
        \n Wolves First<\/span> \u2014 we weave our strengths so the whole university rises.\n <\/div>\n
        \n University-first<\/span>\n Clarity<\/span>\n Coordination<\/span>\n Shared leadership<\/span>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n
        \n\n \n
        \n

        \u201cWolves First\u201d Decision Code<\/h2>\n
        \n
          \n
        • If it\u2019s good for my unit but bad for the university, it\u2019s a no.<\/strong><\/li>\n
        • If it\u2019s neutral for my unit but good for the university, it\u2019s a yes.<\/strong><\/li>\n
        • If it\u2019s hard for my unit but necessary for the university, we find the way together.<\/strong><\/li>\n <\/ul>\n <\/div>\n <\/div>\n\n
          \n\n \n
          \n

          Five Strategic Lanes<\/h2>\n

          \n The reorganization clarifies leadership lanes so work is coordinated, responsibilities are clear, and decisions support student success and institutional sustainability.\n <\/p>\n

          \n
          Operations<\/strong>
          Facilities, auxiliaries, finance\/budget functions, bursar\/cashier, IT infrastructure & cybersecurity, and event\/media production\u2014coordinated as one system.<\/div>\n
          Student Thriving<\/strong>
          Student experience, enrollment, persistence\u2014kept central with streamlined leadership and tighter coordination across the student lifecycle.<\/div>\n
          Academic Affairs<\/strong>
          Academic supports aligned so students experience help earlier and more seamlessly\u2014connected to pathways and classroom experience.<\/div>\n
          People & Culture<\/strong>
          Clearer employee pathways; stronger coordination across HR, DEIB, Title IX\/ADA-related employee supports; healthier day-to-day climate during change.<\/div>\n
          Marketing\/Communications & Advancement<\/strong>
          Stronger alignment of message, reputation, relationships, enrollment, and philanthropy\u2014clarifying strategy vs. production.<\/div>\n <\/div>\n <\/div>\n\n
          \n\n \n
          \n

          Lane Detail: Operations<\/h2>\n

          \n Operations is being structured so the work that keeps the university running functions as one coordinated system under the\n Vice President for Operations (VPO)<\/strong> as a direct report to the President\u2014supporting fewer handoffs, clearer roles, faster solutions, and stronger stability.\n <\/p>\n\n

          What\u2019s changing under the VPO<\/h3>\n
            \n
          • Auxiliary Services<\/li>\n
          • Facilities & Operations<\/li>\n
          • Administrative services, financial planning, budgets, and fiscal affairs organized under a CFO<\/strong><\/li>\n
          • Bursar\/Cashier\u2019s Office<\/li>\n
          • IT & Innovation split into two focused leaders:<\/strong>\n
              \n
            • Technology, Infrastructure & Cybersecurity<\/strong> \u2014 networks, systems, cybersecurity, enterprise reliability<\/li>\n
            • Digital Innovation, Media Services & Events<\/strong> \u2014 media production, event production, conference & event management<\/li>\n <\/ul>\n <\/li>\n <\/ul>\n\n
              \n Operations FAQs<\/summary>\n
              \n
                \n
              • Is this just cost-cutting?<\/strong> It supports savings, but it\u2019s also about better coordination and stronger service.<\/li>\n
              • Who owns housing?<\/strong> Operations owns housing operations; Student Affairs owns the residence-life student experience\u2014coordinated so students experience one system.<\/li>\n
              • Does this reduce the importance of IT?<\/strong> No\u2014this clarifies it. Infrastructure\/cybersecurity is a focused lane dedicated to reliability and protection.<\/li>\n
              • Why move events\/conference services with production?<\/strong> Successful events require planning, staging, run-of-show, and technical delivery\u2014core production strengths.<\/li>\n <\/ul>\n <\/div>\n <\/details>\n <\/div>\n\n
                \n\n \n
                \n

                Lane Detail: Student Thriving<\/h2>\n

                \n A Student Thriving lane keeps the student experience, enrollment, and persistence central to university decisions. In a streamlined model,\n recruitment and retention leadership is consolidated to reduce management layers and strengthen coordination across the student lifecycle.\n <\/p>\n\n

                Leadership roles and scope<\/h3>\n
                  \n
                • Associate Vice President & Dean of Student Affairs<\/strong> \u2014 keeps the daily student experience coordinated and responsive.<\/li>\n
                • Associate Vice President for Enrollment and Executive Associate to the President<\/strong> \u2014 integrates recruitment and retention; removes barriers that impact persistence.<\/li>\n <\/ul>\n\n
                  \n Why this design:<\/strong> Enrollment and retention are central to mission and sustainability. Consolidation reduces handoffs, strengthens coordination,\n and keeps daily recruitment and persistence work connected to presidential and academic priorities.\n <\/div>\n <\/div>\n\n
                  \n\n \n
                  \n

                  Lane Detail: Academic Affairs (Provost Lane)<\/h2>\n

                  \n Academic supports are being aligned so students experience help in a clearer, more connected way\u2014especially early in their time at WestConn.\n Advising, first-year experience, tutoring\/mentoring coordination, writing support, career services, honors, and access supports are strongest when linked to pathways and the classroom experience.\n <\/p>\n\n

                  Provost\u2019s Office structure (high level)<\/h3>\n
                    \n
                  • Associate Provost for Institutional Effectiveness & Analytics<\/strong> and Academic Innovation & Research<\/strong><\/li>\n
                  • Associate Provost for Academic Student Support Services<\/strong><\/li>\n
                  • Deans remain direct reports:\n
                      \n
                    • Macricostas School of Arts & Sciences<\/li>\n
                    • Ancell School of Business<\/li>\n
                    • School of Professional Studies<\/li>\n
                    • School of Visual & Performing Arts<\/li>\n <\/ul>\n <\/li>\n
                    • Other direct reports remain: Library Services, Carol Hawkes Center for Excellence in Learning & Teaching, University Registrar<\/li>\n \n <\/li>\n <\/ul>\n <\/li>\n
                    • The School of Graduate, International, and Career Studies<\/strong> will transition to Graduate Studies, overseen by an Associate Provost. Career will remain in Academic Affairs and International Servies will move to Enrollment Management.<\/li>\n \n \n
                    • Next phase:<\/strong> academic synergies and alignment guided by deans and faculty<\/li>\n <\/ul>\n\n
                      \n Academic Affairs FAQs<\/summary>\n
                      \n
                        \n
                      • Will students notice a big change?<\/strong> Not in a disruptive way\u2014the goal is that support feels more connected and easier to navigate.<\/li>\n
                      • Who supports graduate programs?<\/strong> The redistribuition of the Graduate, International, and Career Services School is only an administratiev and cost-savings effort. The university's committment to graduate is key to our future growth and will need greater coordination and investment. Graduate Studies will continue under Academic Affairs, reporting to an Associate Provost. Academic leadership\/curriculum\/advising: Provost\/Deans\/Graduate Program Coordinators\u2014working closely together. Recruitment\/outreach: AVP Recruitment\/Admissions\/Outreach.<\/li>\n <\/ul>\n <\/div>\n <\/details>\n <\/div>\n\n
                        \n\n \n
                        \n

                        Lane Detail: People & Culture<\/h2>\n

                        \n Culture doesn\u2019t happen by accident\u2014it\u2019s shaped by how we hire, support, develop, communicate, and resolve issues with consistency and care.\n A People & Culture division creates clearer employee pathways, improves coordination, and supports a healthier day-to-day climate during change.\n <\/p>\n\n

                        What\u2019s changing<\/h3>\n
                          \n
                        • Create a People & Culture division with HR and DEIB leadership in closer coordination.<\/li>\n
                        • Employee accommodation support and coordination moves into People & Culture (ADA coordination for employees).<\/li>\n <\/ul>\n\n

                          Why this design<\/h3>\n
                            \n
                          • Clearer pathways: employees know where to go and what to expect.<\/li>\n
                          • Better coordination across related responsibilities reduces confusion and improves follow-through.<\/li>\n
                          • Consistency and fairness in accommodation coordination.<\/li>\n
                          • Healthier climate during change: structure matters\u2014but how we treat people matters more.<\/li>\n <\/ul>\n\n
                            \n People & Culture FAQs<\/summary>\n
                            \n
                              \n
                            • Why create People & Culture now?<\/strong> Because change asks a lot of people. This improves clarity, coordination, and support.<\/li>\n
                            • Is this adding bureaucracy?<\/strong> No\u2014this reduces the runaround by clarifying lanes and coordination.<\/li>\n
                            • Who handles accommodations?<\/strong> Students: AccessAbility Services in Student Affairs. Employees: People & Culture (ADA coordination for employees).<\/li>\n <\/ul>\n <\/div>\n <\/details>\n <\/div>\n\n
                              \n\n \n
                              \n

                              Lane Detail: Marketing\/Communications & Advancement<\/h2>\n

                              \n We are strengthening two connected efforts: how we tell our story and how we build relationships that move the university forward.\n A university can\u2019t grow enrollment, deepen partnerships, or inspire philanthropy without consistent communication and intentional relationship-building.\n <\/p>\n\n

                              What\u2019s changing<\/h3>\n
                                \n
                              • Strategic Marketing, Communications & Public Relations<\/strong> becomes a direct report to the President.<\/li>\n
                              • Separate production from strategy:<\/strong> production; event production; conference & event management sits under Operations with a production-focused leader; strategy sits with MarCom.<\/li>\n
                              • Advancement\/Foundation alignment closer to the President:<\/strong> eliminate VP of Institutional Advancement; Executive Director for Institutional Advancement & WCSU Foundation becomes a direct report to the President.<\/li>\n <\/ul>\n\n

                                Why this matters<\/h3>\n
                                  \n
                                • Enrollment and philanthropy depend on trust\u2014people support what they understand and believe in.<\/li>\n
                                • One clear voice improves recruitment, community relations, PR, and government engagement.<\/li>\n
                                • Coordinated relationship-building helps donors, alumni, partners, and community stakeholders experience WCSU as aligned and responsive.<\/li>\n <\/ul>\n\n
                                  \n MarCom & Advancement FAQs<\/summary>\n
                                  \n
                                    \n
                                  • Is this \u201cjust marketing\u201d?<\/strong> No\u2014it\u2019s about clarity and trust in communication and relationship-building.<\/li>\n
                                  • Why separate production from strategy?<\/strong> Different skills. Production is technical delivery; strategy is message, audience, and reputation.<\/li>\n
                                  • Why remove the VP of Advancement?<\/strong> To tighten alignment to institutional priorities and strengthen presidential connection to key relationships.<\/li>\n
                                  • Does MarCom control everything?<\/strong> No\u2014MarCom coordinates the university\u2019s message and external relations for consistency; units remain essential partners and subject-matter leaders.<\/li>\n <\/ul>\n <\/div>\n <\/details>\n <\/div>\n\n
                                    \n\n \n
                                    \n

                                    Continuity: Public Safety and Athletics<\/h2>\n
                                      \n
                                    • Chief of Police<\/strong> remains a direct report to the President (including emergency management and campus safety coordination).<\/li>\n
                                    • Athletics Director<\/strong> remains a direct report to the President.<\/li>\n <\/ul>\n <\/div>\n\n
                                      \n\n \n
                                      \n

                                      Quick FAQs (General)<\/h2>\n\n
                                      \n What is the main goal of the reorganization?<\/summary>\n
                                      \n To simplify how work gets done, bring leadership closer to day-to-day needs, strengthen shared leadership, and support student success\u2014while improving sustainability and reducing duplication.\n <\/div>\n <\/details>\n\n
                                      \n How does this connect to Welcome, Weave, Widen?<\/summary>\n
                                      \n Welcome<\/strong> (clarity, fewer handoffs), Weave<\/strong> (coordination, Wolves First decisions), and Widen<\/strong> (expanded leadership and ownership) are the operating principles for the structure.\n <\/div>\n <\/details>\n\n
                                      \n How does this connect to financial sustainability?<\/summary>\n
                                      \n The design reduces duplication and clarifies lanes to improve efficiency and service, while delivering more than $1.7M<\/strong> in institutional savings and protecting core student-facing priorities.\n <\/div>\n <\/details>\n <\/div>\n\n
                                      \n Note: This page is a consolidated internal framework for clarity and shared understanding. As implementation continues, operational details may be refined to improve coordination and service.\n <\/div>\n\n<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

                                      January 21, 2026 Reorganization Framework This framework explains how our reorganization supports student achievement, strengthens shared leadership, and simplifies how work gets done\u2014 while advancing our financial stability and long-term sustainability. This is presented as a framework for our general …<\/p>\n","protected":false},"author":429,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"university-homepage.php","meta":{"footnotes":""},"class_list":["post-1143","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/www.wcsu.edu\/western-rising\/wp-json\/wp\/v2\/pages\/1143","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.wcsu.edu\/western-rising\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.wcsu.edu\/western-rising\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.wcsu.edu\/western-rising\/wp-json\/wp\/v2\/users\/429"}],"replies":[{"embeddable":true,"href":"https:\/\/www.wcsu.edu\/western-rising\/wp-json\/wp\/v2\/comments?post=1143"}],"version-history":[{"count":0,"href":"https:\/\/www.wcsu.edu\/western-rising\/wp-json\/wp\/v2\/pages\/1143\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.wcsu.edu\/western-rising\/wp-json\/wp\/v2\/media?parent=1143"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}