Strategic Plan Update Spring 2018
Strategic Plan Initiatives Initiative I Provide students with transformative, collaborative, flexible and career-relevant learning experiences. Initiative II Deliver innovative programs that enhance the vitality of the region Initiative III Be a diverse community that attracts, supports and recognizes high-achieving students and employees. Initiative IV Maintain an infrastructure to promote accountability, sustainability and continuous improvement
Strategic Initiative I Provide students with transformative, collaborative, flexible and career-relevant learning experiences.
Goal One: Ensure that all students are engaged in experiential learning Action Step One: UW-Superior students will be involved in three High Impact Practices (HIPs) The following HIPs have now been fully integrated into the curriculum and assessments of all departments and programs: Undergraduate Research and Creative Activity (URSCA) Academic Service Learning (AS-L) Senior Experiences and Capstones/First Year Seminars Writing Across the Curriculum (WAC) Global Awareness and Education
Goal One (Continued): Action Step Two: Academic Affairs, Student Affairs and Enrollment Management will actively collaborate on identified high priority initiatives that enhance student success and career preparation We continue to implement and assess specific priority recommendations of both the 2016 Student Success Task Force and 2017 Guided Pathways Taskforce.
Goal One (Continued): Action Step Three: Provide opportunities for departments and programs to coordinate and synergize event scheduling and publicize campus efforts through a campus-wide calendar We have developed a Campus Calendar Committee and have hired an individual to oversee the new campus events and 25Live scheduling software.
Goal Two: Invest in the development of delivery modes that reflect the continuum of learning access options Action Step One: Create and maintain an integrated and sustainable distance learning model that incorporates online course offerings into on-campus departmental academic program planning We are in the process of fully-integrating all modes of learning into the Dean of Academic Affairs, providing academic departments an active and engaged roll in academic planning, programming and scheduling.
Goal Two (Continued): Action Step Two: 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) We have developed a flexible year-round academic schedule that includes: Expanded summer college offerings J-Terms added Accelerated 7- and 8-week terms (EDL and SBE)
Goal Three: Build strong transition programs from undergraduate study to careers and graduate/professional school Action Step One: Establish advisory groups for academic programs to strengthen student preparation for careers or graduate/professional study 12 academic programs have now developed community advisory councils The Mathematics and Computer Science Department recently applied for and received UW System grant funding to develop and utilize a regional community advisory board focused on providing input on computer science curricular development and enhancing applied learning opportunities.
Goal Three (Continued): Action Step Two: Academic programs develop pathways for juniors and seniors to transition into the workforce and/or graduate/professional school Academic departments continue to develop curriculum pathways and utilize HIPs in teaching and learning to prepare students for successful transitions into the workforce and/or graduate studies Senior Experiences and Capstones Undergraduate Research and Creative Activity (URSCA) Academic Service Learning (AS-L) Writing Across the Curriculum (WAC) Global Awareness and Education
Strategic Initiative II Deliver innovative programs that enhance the vitality of the region.
Goal One: Become the premier institution for community engagement Action Step One: Establish a Center for Community Engaged Learning Accomplished in Spring 2017
Goal One (Continued): Action Step Two: Create strong mutually beneficial partnerships Ongoing in Spring 2018 MOUs and affiliation agreements established with 77 educational institutions in spring of 2018 (up from 15 in 2013-14) Twelve community listening sessions scheduled in spring of 2018 Several institutional representatives on community councils and boards Several institutional representatives attended the Superior Days in Madison in 2017 and 2018
Goal One (Continued): Action Step Three: Pursue and acquire the Carnegie Community Engagement Classification Ongoing in Spring of 2018 Why? Because of the institution s commitment to a continuous improvement and reflective process that requires examining the University s partnership practices The Center for Community Engaged Learning is gathering information and working with others to adjust practices as needed with the goal of submitting an application in spring of 2019
Goal Two: Develop and maintain programs that meet regional needs Action Step One: Incorporate key performance indicators into the planning process Ongoing in Spring of 2018 Created a UW-Superior dashboard with KPIs of value at the institution Considering the inclusion of the new UW System s performance metrics into the planning process
Goal Two (Continued): Action Step Two: Conduct regular assessments to identify regional needs for academic programs Ongoing in Spring of 2018 Conducted two listening sessions with school district administrators in summer 2017 Institutional representatives are on key committees (i.e., NorthWERD, Visions Northwest and Indianhead Pathways Initiative) to identify programs based on regional demands and needs
Goal Two (Continued): Action Step Three: Leverage partnerships with other educational institutions to expand marketable degree programs Ongoing in Spring of 2018 Five collaborative degree programs with other UW institutions currently exist that serve regional needs One more collaborative degree program in Information Technology Management is in the initial stages of development
Goal Three: Support and promote signature programs that meet regional needs Action Step One: Promote programs in high demand Ongoing in Spring 2018 Made a contractual arrangement with Academic Partnerships to market and provide support to four graduate degree programs in Educational Leadership Other marketing efforts have promoted other signature programs such as Transportation and Logistics and Music A current effort is underway to market our online teacher education graduate program in special education to PK-12 educators working under an emergency license
Goal Four: Support regional needs through research, scholarship and creative activity Student Research Creative Activity
Goal Four (Continued): Action Step One: Provide support for grant making related to place-based research Ongoing in Spring of 2018 More FTE of 102 budget was allocated to LSRI Two faculty were sent to The Council for Undergraduate Research (CUR) dialogues to learn of grant opportunities in 2017 Seven workshops were hosted on grant writing in Spring of 2018
Goal Four (Continued): Action Step Two: Champion faculty and student research and creative activities through heightened visibility Ongoing in Spring of 2018 A survey was created and launched in spring of 2018 to capture faculty and staff expertise for promotional purposes Research conducted by Jenean O Brien and Lorena Rios Mendoza was widely promoted through numerous venues A news release was submitted about students who won a statewide competition in supply chain management in spring of 2018
Goal Four (Continued): Action Step Three: Increase financial support for undergraduate research, scholarship and creative activity Ongoing in Spring of 2018 Institutional support was given to fund URSCA after the UW System Growth Agenda Grant expired in spring of 2017 Thirteen undergraduate students were funded to present their research at NCUR and Posters in the Rotunda in spring of 2017 and 2018 The UW-Superior Foundation launched a Superior Visions campaign that will fund student internships, research and community service learning projects in years to come
Strategic Initiative III Be a diverse community that attracts, supports and recognizes high-achieving students and employees.
Goal One: Recruit a diverse student body that will demonstrate a high likelihood for success and persistence Action Steps 1-5: Increase enrollment (as of Fall 2017) Increase enrollment of (comparison with Fall 2016) New first-time domestic students (-33) New transfer students (+2) New international students (-12) Distance learning credit hours (+943 credits) Total graduate students (+100) Total underrepresented minority students (+16) See all details on the Strategic Plan Dashboard: https://www.uwsuper.edu/strategic-plan/dashboard/index.cfm
Goal One (Continued): Action Steps 1-5: Increase enrollment Ongoing in Spring of 2018 Piloted Instant Decisions Days at 3 local high schools (Superior, Denfeld, and Northwestern) Purchased mass texting software to expand communication with prospective students throughout the enrollment funnel Hosted high school guidance counselor breakfast for areas school counselors Hosted Wisconsin Education Fair bringing 650+ area high school students to campus Piloted a customized Prospective Student Athlete Preview Event
Goal One (Continued): Action Steps 1-5: Increase enrollment Ongoing in Spring of 2018 Refocus on the Twin Cities recruitment region (marketing and recruitment) Expanding Student Ambassador program to improve prospective student visits Entire communication plan refresh (electronic and print) Development of transfer student scholarships and expansion of transfer student marketing focus
Goal One (Continued): Action Step 6: Renew and expand programmatic articulation agreements New articulation agreements with Anoka Ramsey (Community Health and Writing) and the Wisconsin Technical College System (Community Health) Nicolet Community College (Business) Transfer Guides with Hibbing Community College (Social Work), Mesabi Community College (Social Work), North Central Technical College (Social Work, Sustainable Management, Early Childhood, Accounting and Business Management)
Goal One (Continued): Action Step 7: Provide professional development opportunities for all faculty and staff Leadership Institute (Fall 2017) Equity, Diversity and Inclusion Opening Day training Onboarding program for employees
Goal Two: Improve student retention and create clear pathways to timely graduation Action Step 1: Implement a new advising model Comprehensive review of advising model will be complete by Summer 2018 Positive increase in freshman advising student satisfaction based on Spring 2017 National Survey of Student Engagement data
Goal Two (Continued): Action Steps 2-7 as of Fall 2017 Increase retention and graduation rates of: New freshman students (Goal met) Significant increase in 4-year graduation rate to 27% (increase of 9%) New transfer students (Goal met) 4-year graduation rate at 44% (highest rate in last 10 years) See all details on the Strategic Plan Dashboard: https://www.uwsuper.edu/strategic-plan/dashboard/index.cfm
Goal Three: Reward employee excellence and promote institutional values Action Step 4: Design and implement cost-of-living and performance-based compensation plans that are marketsensitive and address salary compression Pay plan at UW System level Title and Total Compensation Study at UW System level Action Step 6: Improve employee satisfaction within a campus culture of inclusion, respect and engagement Respectful campus statement Equity, Diversity and Inclusion plan underway
Strategic Initiative IV Maintain an infrastructure to promote accountability, sustainability and continuous improvement.
Goal One: Establish and monitor assessment structures and processes in all academic and nonacademic programs Action Step One: Develop Undergraduate academic program assessment integrating general education (university studies) learning outcomes and outcomes for HIPs Accomplished Fall 2014-Spring 2016
Goal One (Continued): Action Step Two: Develop a regular review process for all academic and non-academic programs (to include graduate programs) Accomplished Fall 2014- Spring 2017 Academic Program Review Committee process is revised to inform planning and budgeting decisions. Annual reports tie into budget, program proposals, planning and resource allocation University studies program review template and review process is developed Graduate program review template and review process is developed
Goal Two: Ensure that the budget and planning process of the University is transparent and grounded in the Strategic Plan Action Step One: Create the Strategic Planning Core Team (SPCT) to replace Continuous Improvement and Planning Team (CIPT) and Executive Budget Group with a planning, budget and assessment process that is streamlined, nimble and transparent Accomplished Fall 2014
Goal Two (Continued): Action Step Two: Design a budget development process and two-year planning cycle that links program and unit performance and assessment to institutional budgeting and planning Accomplished Fall 2014; first cycle 2015 Refine planning, budgeting and assessment processes Continuous review process and revise as needed
Goal Two (Continued): Action Step Three: Create and update the Academic Plan for the Board of Regents Education Committee every five years and ensure its alignment with the Strategic Plan Accomplished 2016 Summer group will be convened for future plan Action Step Four: Develop and maintain a dashboard for the reporting of unit and institutional progress relative to the stated goals and metrics of the Strategic Plan Accomplished Fall 2015 https://www.uwsuper.edu/strategic-plan/dashboard/index.cfm
Goal Three: Ensure resources and facilities are appropriate to support the University as an institution committed to excellence Action Step One: Ensure the Campus Master Plan supports the Strategic Plan Accomplished Fall 2014 Continuous monitoring Action Step Two: Develop and implement a strong creative financial model to align fiscal and human resources (this ties closely with goal two) Suspended Fall 2015 due to state budget reductions
Goal Three (Continued): Action Step Three: Maximize the use of physical infrastructure and services during under-utilized periods for revenue growth In process Scheduling software purchased Summer 2017 Hired Campus and Event Coordinator Fall 2017 Draft facility use policy
Goal Three (Continued): Action Step Four: With the UW-Superior Foundation, develop a fundraising program to support key elements of the Strategic Plan Foundation Superior Visions Campaign July 2016: People, Programs, Progress