Mission Statement. Vision Statement

Transcription

1 The University of Wisconsin-Superior Strategic Plan represents the best efforts of this community to articulate a clear set of goals and initiatives that through the careful stewardship of resources will guide us toward a future that is commensurate with our distinguished history and our exceptional promise. The student experience at the University of Wisconsin-Superior is personal and transformational. It provides the necessary and dynamic balance between the career of today and the life of tomorrow. This experience is one in which learning and teaching are paramount in achieving excellence. The University of Wisconsin-Superior is an engaged university where scholarly efforts and thriving partnerships enhance the community and the vitality of the region. Mission Statement The University of Wisconsin-Superior fosters intellectual growth and career preparation within a liberal arts tradition that emphasizes individual attention, embodies respect for diverse cultures and multiple voices, and engages the community and region. (updated and approved by UW-System Board of Regents 2/5/2015) Vision Statement The University of Wisconsin-Superior will be known as an institution that transforms learners, engages the community, and enhances the vitality of its region. (updated 2/10/2014) Values Statement At the University of Wisconsin-Superior, we are committed to academic excellence, with an emphasis on student-focused learning, intellectual and personal development, continuous improvement, inclusivity, community partnerships, and global awareness. (updated 4/2/2014) Strategic Plan Guiding Principles For over a year, the University of Wisconsin-Superior community has been engaged in a rigorous, collaborative, and creative exercise to develop a Strategic Plan that honors the institution s heritage, embraces its liberal arts tradition, and builds from areas of strength, promise, and opportunity. The resulting Strategic Plan will serve as the fundamental, public, guiding charter with respect to future resource allocations and all aspects of institutional development. The development of this Strategic Plan has been guided by four principles: Page1 1. The University will be student focused. All major decisions will be guided by what will best serve our students and their education. 2. The University will strive for recognized excellence in selected fields. We will identify and invest in areas and fields where we can achieve recognition for outstanding quality.

2 3. The University will be efficient and effective in the use of its resources. Wherever possible, we will demonstrate best practices in the management and support of our human, curricular, financial, and physical infrastructure resources. The University will be recognized as the partner of choice for the region it serves. Our goal will be to establish partnerships that support our Mission as well as enhance the overall quality of life of the region we serve. Strategic Initiatives Strategic Initiative I: The University will provide students with transformative, collaborative, flexible and career-relevant learning experiences. The University will deliver a curriculum that unites learning and practical application. This Superior Plan incorporates our longstanding commitment to educating the whole student through experiential learning and to do so in the context of our geographical location and affinity with the Northland. Beginning with their very first semester at the University, students will not only study content and gain critical thinking, writing, and problemsolving skills, they will also engage in a variety of experiential learning exercises that focus on outcomes, thus being shaped by the best of both a liberal and a practical education. Goal 1: Ensure that all students are engaged in experiential learning UW-Superior students will be involved in two experiential learning activities through their comprehensive major or their non-comprehensive major and minor programs UW-Superior students will be involved in three High Impact Practices (HIPs) that include experiential learning opportunities through their comprehensive major or their noncomprehensive major and minor programs Commented [ME1]: SPCT 2/20/17 - Harry and Dean to rework this section. Consolidate goal 1 and 2. Commented [ME2]: SPCT 2/20/17 - PRIORITY. Emily and Nick to come up with strategy. DY/HA 3/21/17 delete Commented [ME3]: PRIORITY. Emily and Nick to come up with strategy. DY/HA 3/21/17 add verbiage that include experiential learning opportunities. Page2 Goal 2: Ensure that a student s curricular and co-curricular experiences are intentionally linked and facilitated UW-Superior will examine co-curricular activities to Academic Affairs, Student Affairs, and Enrollment Management will actively collaborate on identified high priority initiatives that enhance the academic and co-curricular experience to aid in student success and career preparation Provide opportunities for departments and programs to coordinate and synergize event scheduling and publicize campus efforts through a campus-wide calendar Goal 23: Invest in the development of delivery modes that reflect the continuum of learning access options Create and maintain an integrated sustainable Distance Learning model that incorporates online course offerings into on-campus departmental academic program planning Increase flexibility of program delivery to accelerate time to degree completion and decrease cost (e.g., incorporate more evening and summer programs, year-round schedule, short modules, cohort models, accelerated degrees, satellite locations, and competency-based and certificate options) Commented [ME4]: SPCT 2/20/17 - Harry and Dean to rework this section. Consolidate goal 1 and 2. DY/HA 3/21/17 delete goal Commented [ME5]: DY/HA 3/21/17 make changes; new number ? Commented [ME6]: SPCT 2/20/17 - Green DY/HA 3/21/17 no changes; new number 1.1.4? Commented [ME7]: DY/HA 3/21/17 - We suggest adding an action step that directly addresses an array of co-curricular activities that enhance student success and retention (i.e. athletics, clubs and activities, residential living communities, diversity initiatives, student involvement programs). Formatted: Font: Bold Formatted: Font: Bold Commented [ME8]: SPCT 2/20/17 - Green Commented [ME9]: SPCT 2/20/17 - Done at graduate level. SPCT 3/27/17 - SGA survey completed spring Benchmark can include time to degree. Provost taking action on this. Consider summer 2017 task force.

3 Develop and implement a comprehensive Campus Technology Plan that will support the Strategic Plan, program growth, and innovative delivery models Commented [ME10]: SPCT 3/27/17 - We will still move forward even though this is removed. Goal 34: Build strong transition programs from undergraduate study to careers and graduate/professional school Establish advisory groups for academic programs (including alumni and regional community members) to strengthen student preparation for careers or graduate/professional study Academic programs create pathways to transition into the workforce Academic programs develop pathways for juniors and seniors to transition into the workforce and/or graduate/professional school Strategic Initiative II: The University will deliver innovative programs that enhance the vitality of the region. Recognizing its distinctive location and role within the Northland, the University seeks to serve the needs of the region through strategic partnerships that leverage its expertise. Goal 1: Become the region s premier institution for community engagement Establish a Center for Community Engaged Learning (CCEL) to coordinate campus efforts Create strong, mutually beneficial partnerships with businesses, nonprofits, community groups, municipalities, tribal entities, veterans groups, other governmental entities, and educational institutions Pursue and acquire the Carnegie Community Engagement classification Goal 2: Develop and maintain a portfolio of programs that meet current and projected regional and national employment needs Incorporate key performance indicators (KPI) into the annual integrated planning and budgeting process Conduct regular assessments to identify regional needs for existing and new undergraduate and graduate/professional programs Leverage collaborations and partnerships with other educational institutions to expand our marketable offerings of high-demand degree programs Goal 3: Support and promote signature programs, particularly those that meet regional needs Promote programs that are in high demand, unique, meet regional needs, and are mission centric through the integrated planning/budgeting and performance-based funding processes Goal 4: Support regional needs through research, scholarship, and creative activity Commented [ME11]: SPCT 2/20/17 - Jackie and Jenice to revise success standard. SPCT 3/27/17 - Jackie and Jenice to revise the success standard. See 2/20/17 minutes. We need to look at the makeup of advisory groups, foundation/alumni relations, professional connections, advanced degree preparation, how does this work to benefit them as well as their students. Consider adjusting metrics to be X% by certain date. Can we tie to the FWD2020 plan? Commented [ME12]: SPCT 2/20/17 - Dean merging with DY 3/21/17 delete action step Commented [ME13]: SPCT 2/20/17 - Dean merging with DY 3/21/17 add verbiage the workforce and/or SPCT 3/27/17 - Workforce was added to this one. Should advising model include a question about what plans are after graduation? Is a goal set for each student? Add it to the student record. Is there a checklist for advisors? If not create one. This should be discussed with Cortney Alexander. Commented [ME14]: SPCT 2/20/17 - Green Commented [ME15]: SPCT 3/27/17 - Jenice is concerned that if it s removed does it send a message that it isn t important. Jenice to combine and Commented [ME16]: SPCT 3/27/17 - Keep and still on board with this one. Commented [ME17]: SPCT 2/20/17 PRIORITY SPCT 3/27/17 - Priority. Through the accountability dashboard the KPI s are laid out. Institutions may have more than that. No need to recreate this. State of WI is using this to evaluate our success. It is impossible for every employee and area to be tied to an outcome, especially at a high level. The dashboard provides a picture of how we are operating; HLC looks at this as well. Will KPI s drive where we put our money? I.E. graduation rates. When additional funding is requested, they tie to the strategic plan. If they tie to the KPI, they may not actually have a tie. Requests for funding should remain tied to the strategic plan, and some may include tie to KPI s when stating their case. Commented [ME18]: SPCT 5/23/17 High priority Commented [ME19]: SPCT 3/27/17 Keep as is Commented [ME20]: SPCT 2/20/17 Green SPCT 3/27/17 Keep Page3

4 Institutionalize support and incentives for grant making related to place-based research Champion faculty and student research and other forms of scholarship and creative activities through heightened visibility across the campus, community, region, and state Increase financial support for undergraduate research, scholarship, and creative activity Strategic Initiative III: The University will be a diverse community that attracts, supports, and recognizes high-achieving students and employees. As the regional comprehensive university in service of the Northland, UW-Superior seeks to attract and retain a learning community committed to excellence and personal fulfillment. Goal 1: Recruit a diverse student body that will demonstrate a high likelihood for success and persistence Commented [ME21]: SPCT 3/27/17 - Keep. Institutional support for URSCA. Possible faculty support/incentives to engage in undergraduate research and or write their own grants. Support for research isn t currently there. The word institutionalized should make it consistent and reliable and permanently. Jackie would like to have a conversation with Nick and others about seed money during the summer. Reoccurring grants are more favorable. Consider reassign time with our research institutes. Current faculty bylaws focus on teaching then research and service. Research is typically undervalued. Legislature and students appreciate individualized attention and time in the classroom. Commented [ME22]: SPCT 3/27/17 - Green. Marketing is doing this. Commented [ME23]: SPCT 3/27/17 Keep Commented [ME24]: SPCT 5/24/17: Consider adding within this initiative or one of the goals: recruit and retain diverse employees. Page Increase enrollment of on-campus domestic first-time freshman with a focus on key high schools Maintain a strategic enrollment that will result in a sustainable diverse undergraduate and graduate student population Increase enrollment of new domestic transfer students with a focus on key transfer institutions Increase enrollment of international students through increased recruiting efforts Increase enrollment in Distance Learning student credit hours Increase enrollment of graduate students Renew and expand programmatic articulation agreements with regional and international colleges and universities to encourage seamless transfer to UW-Superior Provide professional development opportunities for all faculty and staff Goal 2: Improve student retention and create clear pathways to timely graduation Implement a new advising model focused on retention management that includes an individualized student advising plan in all academic majors and minors, regular advisor training and evaluation for program effectiveness Increase 1 st to 2 nd Year retention of New Freshman Increase 4-Year Graduation Rate of New Freshmen Increase 6-Year Graduation of New Freshmen Increase 1 st to 2 nd Year retention of New Transfers Goal 3: Reward employee excellence and promote institutional values Continue monitoringreduce committee and task force workload by 2/3 in order to provide more equitable workload balance Move to a 21 credit faculty teaching load for two semesters by streamlining and focusing curriculum to provide time for meeting strategic initiatives, particularly community engaged learning (reassign 3 credits) Clarify personnel standards and processes to achieve workload balance and equity that aligns with the Strategic Plan (advising, workload equity, recognition for effective campus service, and meaningful engagement in the campus initiatives such as HIPs, MEI, and Retention) Commented [ME25]: SPCT 3/27/17 - Should be in the enrollment. Remove through action steps. Add as new Maintain a strategic enrollment that will result in a sustainable diverse undergraduate and graduate student population. Send to Brenda letting her know that these were in the strategic plan, but now we ve removed. Establish our enrollment target. SPCT should work to review the goal. Summer project. This should be reviewed and adjusted annually as appropriate. Consider new metric to establish this target and goal. Part of the plan has to include what we are no longer going to do and what we are going to do more effectively. Commented [ME26]: SPCT 3/27/17 - Suzanne Griffith has recently updated the master list of articulations. Improvements to be made here. WITC articulations? Where should we target and what do we need to do to get these done? Commented [ME27]: SPCT 3/27/17: move to 3.3. Commented [ME28]: SPCT 5/23/17 Done. Ongoing assessment. Commented [ME29]: SPCT 5/23/17 move to enrollment Commented [ME30]: SPCT 5/23/17 move to enrollment Commented [ME31]: SPCT 5/23/17 move to enrollment Commented [ME32]: SPCT 5/23/17 move to enrollment Commented [ME33]: SPCT 5/23/17 updated wording Commented [ME34]: SPCT 5/23/17 - Remove; UW System requires 24. Commented [ME35]: SPCT 5/23/17 Remove; unmeasurable.

5 Design and implement cost-of-living and performance-based compensation plans that are market-sensitive and address salary compression Design and implement internal advancement and workplace flexibility opportunities for academic and university staff Improve employee satisfaction within a campus culture of inclusion, respect, and engagement Provide professional development opportunities for all faculty and staff Commented [ME36]: SPCT 5/23/17 New Director of Strategic Communications to focus on this. Commented [ME37]: SPCT 5/23/17 Ongoing. What can you do to advance once you are at the top of your titling? Commented [ME38]: SPCT 5/23/17 Priority Strategic Initiative IV: The University will establish and maintain an infrastructure to promote accountability, sustainability, and continuous improvement. As a public university, UW-Superior is highly accountable to many constituencies and must, therefore, have programs, policies, and systems that establish standards and benchmarks, mechanisms for accountability, and processes for continuous improvement in all areas, especially student learning. Goal 1: Establish and monitor assessment structures and processes in all academic and nonacademic programs Develop an undergraduate academic program assessment process that is robust and includes a streamlined set of institutional student learning outcomes that integrates general education learning outcomes and outcomes for HIPS as recommended by the 2013 HLC site visit team and develop an assessment process for graduate programs Develop a regular review process for all academic and non-academic programs (to include graduate programs) Commented [ME39]: SPCT 5/23/17 Ongoing. More work and focus needed on graduate programs. Commented [ME40]: SPCT 5/23/17 Keep. Feedback on programs from students and staff. Goal 2: Ensure that the budget and planning process of the University is transparent and grounded in the Strategic Plan Create the new Strategic Planning Core Team (SPCT) to replace the Continuous Improvement and Planning Team (CIPT) and Executive Budget Group with a planning, budgeting and assessment process that is streamlined, inclusive, nimble, and transparent (this group will serve as the Executive Budget Group) RefineDesign a budget development process and two-year planning cycle that links program and unit performance and assessment to institutional budgeting and planning ReviseCreate and update the Academic Plan for the Board of Regents Education committee every 5 years and ensure its alignment with the Strategic Plan Refine and maintain Develop and maintain a dashboard for the reporting of unit and institutional progress relative to the stated goals and metrics of the Strategic Plan Commented [ME41]: SPCT 5/23/17 Done Commented [ME42]: SPCT 5/23/17 updated wording Commented [ME43]: SPCT 5/23/17 updated wording Commented [ME44]: SPCT 5/23/17 updated wording Goal 3: Ensure resources and facilities are appropriate to support the University as an institution committed to excellence Page Ensure that the Campus Master Plan supports the Strategic Plan Develop and implement a strong, creative financial model to align fiscal and human resources (this ties closely with Goal 2) Maximize the use of physical infrastructure and services during under-utilized periods for revenue growth With the UW-Superior Foundation, develop a fundraising program to support key elements of the Strategic Plan Commented [ME45]: SPCT 5/23/17 - Ongoing Commented [ME46]: SPCT 5/23/17 Delayed due to funding (completion of this goal is dependent upon legislature and increased enrollments) Commented [ME47]: SPCT 5/23/17 In process Commented [ME48]: SPCT 5/23/17 - Done

6 Conduct regular assessments to identify regional needs for existing and new undergraduate and graduate/professional programs (previously ) Commented [ME49]: SPCT 5/23/17 Move back to , not appropriate to have as SPCT 2/20/17 - PRIORITY IS HIGH Page6