Knowledge powers Wisconsin s future:

Knowledge powers Wisconsin s future: UW-parkside Annual accountability report, 2012-13

Status At-A-Glance Core Strategy 1: Prepare Students UW-Parkside s Graduate Survey Report achieved a 54% response rate and reported that 92% of our graduates with Master s degrees were employed full-time, and 72% of our graduates with Bachelor s degrees were employed full time. Core Strategy 2: Stronger Workforce Two new collaborative adult degree completion programs are active now: 1) Health Information Management and Technology (HIMT) and 2) a Master s of Sustainable Management. UW-Parkside is also partnering with UW- Waukesha in the soon to be implemented Bachelors of Arts and Applied Sciences (BAAS). Core Strategy 3: Stronger Businesses The Ralph Jaeschke Solutions for Economic Growth Center (SEG Center) in the College of Business, Economics, and Computing matches businesses and organizations throughout southeastern Wisconsin with students and faculty to solve real-world problems. During the 2011-12 academic year, the SEG Center provided opportunities for 333 students to participate in 84 projects. Core Strategy 4: Stronger Communities The Theatre Arts Department s current production of Dancing at Lughnasa has been selected to be showcased in four performances at the Kennedy Center American College Theatre (KCACTF) Region III Festival. Core Strategy 5: Resources The Strength & Conditioning Center remodel project was completed in 2012. This $1.5 million project, funded by a student referendum, remodeled 7,500 square feet in the Sports and Activity Center to create a new 4,200 square foot center which includes a new mezzanine area with modern exercise equipment, a dance/martial arts studio and a sports medicine treatment facility. Core Strategy 6: Operational Excellence The Office of Institutional Effectiveness (OIE) led the new campus Integrated Planning Process which links campus resource investment to the university s Strategic and Academic Plan priorities. Core Strategy 7: Collaborations UW-Parkside, along with Marquette University, Milwaukee School of Engineering, UW-Milwaukee, and UW-Whitewater was awarded the prestigious University Center (UC) Program grant. 2

Core Strategy 1 Prepare Students Ensure that students are prepared with the integrative learning skills, multicultural competencies, and practical knowledge needed to succeed in and contribute to a rapidly changing, increasingly global society. UW-Parkside prepares students for a global society through a variety of experiences, both as part of the curriculum and outside of the classroom. Among these experiences are the high impact practices in the table below. Student participation in these activities has been shown to contribute to gains in critical thinking, one of the fundamental outcomes of learning, as well as to gains in practical skills and in personal and social development. UW-Parkside National Master s High Impact Practices: First-Year Students Learning communities 9% 19%* 16% Service learning 24% 37%* 38%* High Impact Practices: Seniors Research with faculty 23% 19% 16%* Service learning 47% 46% 50% Internship 37% 48%* 47%* Senior experience 29% 30% 29% Critical Thinking: Seniors Thinking critically 88% 86% 86% Application of theories 84% 81% 81% Analyzing ideas 86% 86% 86% *Significant differences from the UW-Parkside percentage at the 0.05 level. Note: All participating national and master s-level public colleges and universities. Source: 2011 National Survey of Student Engagement. Study abroad and exchange programs help students gain a basic understanding of, respect for, and appreciation of cultural differences. Of UW-Parkside graduates in 2011-12, 2.5% studied abroad, a slight decrease from 2.7% in 2010-11 and an increase from 0.7% five years previously. As the demand for professionals in the health-related sector expands, UW-Parkside pre-health majors have an 89% acceptance rate, on average, into professional or graduate programs since 2001. Minority students acceptance rates are also strong. Pre-Health Graduates Accepted into Health Professional or Graduate Program Application Year 2007 2008 2009 2010 2011 2012 # Applied 33 33 35 42 46 50 % Accepted* 100% 91% 86% 90% 87% 84% % Accepted - URM 1 15% 21% 17% 25% 21% 17% *Students are counted only for the first year they applied; however, some students apply more than once and may be accepted in a later year. 1 Underrepresented minority (URM) students include all who indicate African American, American Indian, Hispanic/Latino(a), or Southeast Asian alone or in combination with other races/ethnicities. The recently launched, online, collaborative Bachelors of Science in Sustainable Management program has granted degrees to 12 students as of fall 2012. A new, online Master of Science program in Sustainable Management has been launched. In fall semester 2011, the Parkside sales team finished 6th of 21 teams at the Indiana University team selling competition, tying UW-Madison and ahead of host Indiana University. 3

Core Strategy 2 Stronger Workforce Increase the number of Wisconsin graduates and expand educational opportunities through improving access and increasing retention and graduation rates. Providing access for new students and increasing their rates of success are key to producing more degree holders. The More Graduates initiative includes specific enrollment plans for UW-Parkside. UW-Parkside Total Headcount Enrollment Fall Semester 2007 2011 2012 Students Enrolled # % # % # % African American 525 10% 500 10% 454 10% American Indian 34 1% 10 <1% 12 <1% Southeast Asian 31 1% 23 <1% 24 1% Other Asian American 122 2% 91 2% 94 2% Hawaiian/Pacific Is.* 6 <1% 6 <1% Hispanic/Latino(a) 364 7% 475 10% 487 10% Two or More Races* 133 3% 156 3% White 3,805 76% 3,517 72% 3,408 71% Unknown 65 1% 44 1% 37 1% International 64 1% 88 2% 91 2% URM 1 954 19% 1,114 23% 1,103 23% Transfer Students 366 347 380 Total Headcount 5,010 4,887 4,769 More Graduates Plan 5,360 5,411 1 Underrepresented minority (URM) students include all who indicate African American, American Indian, Hispanic/Latino(a), or Southeast Asian alone or in combination with other races/ethnicities. *New race/ethnicity categories were implemented in 2008. Success and progress rates in the chart below show the percent of students who graduate with a bachelor s degree, or are still enrolled, within four and six years of entering UW-Parkside. Success and Progress Rate for UW-Parkside, Fall 2006 cohort 4 Years Later 6 Years Later 4 Years Later 6 Years Later First Time Full-Time Students Full-Time Transfer Students 86% 81% 89% 86% Graduated from UW-Parkside Graduated at Another Institution Still Enrolled at UW-Parkside Still Enrolled at Another Institution There were 728 degrees conferred by UW-Parkside in 2011-12, an increase of 17% over five years earlier. Of the 728 degrees conferred in 2011-12, 691 were bachelor s degrees, exceeding the More Graduates for Wisconsin plan by 126, or 22.3%. To improve access and expand educational opportunities at both the graduate and undergraduate level, UW-Parkside continues to increase distance-education offerings. The number of online courses offered in 2011-12 was nearly three times that was offered in 2006-07, and the number of students enrolled increased more than 5 fold. Distance Education 2006-07 2010-11 2011-12 Course Offerings 40 121 111 Enrollments 162 1,001 899 UW-Parkside hosted its second bi-lingual open house for Latino students and families. Eighty three (83) individuals participated. UW-Parkside signed two new articulation agreements to expand educational opportunities for citizens of Wisconsin. UW-Parkside has a new agreement that creates a streamlined path for our students to obtain a Master s degree in Athletic Training and a Bachelors degree in Applies Arts and Sciences ( BAAS) with UW-Waukesha. UW-Parkside signed four new international cooperative agreements: two with BISTU (Beijing Information Science and Technology University), and two with BTBU (Beijing Technology and Business University). These agreements were in business and computer science related disciplines. UW-Parkside has successfully launched DARS web, a web based degree audit reporting system for students. This has enhanced our students ability to track their degree requirements and progress towards completing their degree. Source: Voluntary System of Accountability, College Portrait (www.collegeportraits.org) 4

Core Strategy 2 Stronger Workforce Closing the Equity Gap Reduce the Equity Gap by half by 2015 among underrepresented minorities, lower income students, and for all races/ethnicities. Retention and Graduation Rates Each UW institution has the goal of raising retention and graduation rates for all students, and closing the Equity Gap among underrepresented minorities (URM) and lower income students. Improving the success rate of all student groups is important to the plans of the More Graduates initiative. UW-Parkside New Freshmen Entering Full Time 2nd Year Retention Rate at Institution Where Started 2001 Fall Cohort 2011 Fall Cohort # % # % African American 87 66% 74 57% American Indian 5 * 1 * Southeast Asian 9 67% 5 * Other Asian American 8 75% 8 75% Hawaiian/Pacific Is. 1 Hispanic/Latino(a) 59 66% 81 62% Two or More Races 1 30 53% White 678 63% 458 64% Unknown 1 * International 8 * 21 38% URM 2 160 65% 186 59% Pell Recipients 194 68% 310 63% Total New Freshmen 854 63% 679 62% More Graduates Plan 66% 1 New race/ethnicity categories were implemented in 2008. 2 Underrepresented minority (URM) students include all who indicate African American, American Indian, Hispanic/Latino(a), or Southeast Asian alone or in combination with other races/ethnicities. *Five or fewer students were retained or graduated. Accomplishing the More Graduates initiative means increasing graduation rates for students of all races/ethnicities. UW-Parkside New Freshmen Entering Full Time 6 Year Graduation Rate at Institution Where Started 2001 Fall Cohort 2006 Fall Cohort # % # % African American 87 21% 123 14% American Indian 5 * 6 * Southeast Asian 9 * 10 * Other Asian American 8 * 17 * Hispanic/Latino(a) 59 32% 59 27% White 678 34% 587 33% Unknown 4 * International 8 * 8 * URM 1 160 24% 198 20% Pell Recipients 194 31% 248 21% Total New Freshmen 854 32% 814 30% More Graduates Plan 33% 1 Underrepresented minority (URM) students include all who indicate African American, American Status of the Equity Gap The UW System has the goal of reducing the Equity Gap by half compared to the baseline cohorts (1998 to 2000 combined) among underrepresented minorities (URM) and lower income students, and for all races/ethnicities by 2015. Closing the Equity Gap in Retention Rates at UW-Parkside Baseline Fall 2011 Baseline Fall 2011 Closing the Equity Gap in Graduation Rates at UW-Parkside Baseline Fall 2006 Baseline Fall 2006 10% 5% 20% 30% 40% 50% 60% 70% 80% URM Non-URM Pell Non-Pell 10% 15% 20% 25% 30% 35% URM Non-URM Pell Non-Pell Gap: 4% 2015 Goal: 2% Gap: 6% Status: In Progress Gap: 0% 2015 Goal: 0% Gap: 0% Status: In Progress Gap: 10% 2015 Goal: 5% Gap: 14% Status: In Progress Gap: 3% 2015 Goal: 1% Gap: 12% Status: In Progress Indian, Hispanic/Latino(a), or Southeast Asian alone or in combination with other races/ethnicities. *Five or fewer students were retained or graduated. 5

Core Strategy 3 Stronger Businesses Increase the creation of well-paying jobs by expanding the university research enterprise while linking academic programs to entrepreneurship and business development. Part of UW-Parkside s mission is to create new knowledge and prepare students to use that knowledge in the workforce. Research leads to the development of new industries and creates well-paying jobs in Wisconsin. Federal and privately funded research expenditures at UW-Parkside were $251,000 in fiscal year 2012 (FY12), a decrease from $288,000in FY11. Degrees in high-need and leading-edge fields meet the demand for professionals in business, science, technology, mathematics, and health. In fall 2012, UW-Parkside had 1,828 declared majors in business, science, technology, mathematics, and health, an increase of 30.8% over fall 2007. UW-Parkside s graduates contribute to Wisconsin s economy through higher levels of discretionary spending and by paying higher taxes. The difference in earnings between college and high school graduates is $21,000 on average. Overall, 73% of UW- Parkside graduates remained in the state, with 55% living in the southeast region. 86% of Wisconsin residents who graduated from UW-Parkside remained in the state. Declared majors in applied health sciences (AHS) grew from 32 in 2007 to 168 in fall 2012, which is 143% above our original 5-year projection. AHS degrees were conferred to three graduates in calendar year 2008, nine in 2009, 14 in 2010, 18 in 2011, and 20 in 2012 (fall graduates not included). UW-Parkside has enhanced students career development opportunities with a 1 credit, career development course (launch is scheduled for spring semester, 2013). Two new non-credit continuing education certificates were developed at UW-Parkside in 2012: A NonProfit Leadership Certificate and the Career Development Facilitator (CDF) Credential. The Nonprofit Leadership Certificate is a ten module series designed to give individuals the knowledge, tools, resources, and a peer network they need to lead nonprofit organizations. The CDF is a new, noncredit hybrid course approved by the National Career Development Association. Certified Resume Writer and Editor Credential (CRWE) is a new, non-credit online course for workforce professionals who have already obtained their Career Development Facilitator (CDF) credential and want to increase their skills through completing additional certifications. The CRWE is a rigorous program which prepares individuals to effectively assist job seekers to improve the quality of their resumes and thereby increase their marketability. Ranger Trak. UW-Parkside s jobs database for employers and UW-Parkside students helps link students and employers. The number of openings posted on the database has risen from previous year s 4,314 to 4,390, a 2% rise, with the total number of postings going up from 1,706 to 1,978, an increase of 16%. UW-Parkside is participating in the Greater Milwaukee Committee s Talent Dividend Initiative to increase postsecondary degree attainment in Southeastern Wisconsin. 6

Core Strategy 4 Stronger Communities In partnership with communities, address Wisconsin s greatest challenges and priorities through intensified engagement, research, and learning. UW-Parkside has a positive impact on communities both by cultivating civic participation in students and through a variety of engagement efforts developed in partnership with school systems, nonprofits, and small businesses. Encouraging students civic participation yields immediate benefits to communities while students are enrolled and builds a foundation for lifelong civic involvement of graduates. Participation by Seniors, 2011 Community service or volunteer work Community-based course project or service-learning project Voting in local, state, or national elections UW- Parkside National Master s 50% 59%* 56% 47% 46% 50% 39% 33%* 34% * Significant differences from the UW-Parkside percentage at the 0.05 level. Note: All participating national and master s-level public colleges and universities. Source: 2011 National Survey of Student Engagement. Community outreach and engagement includes offering noncredit courses for professional development and personal enrichment. In FY12, the total of non-credit continuing education course enrollments for UW-Parkside was 2,780. In fall 2012, the Division of the Social Sciences and Professional Studies (DSSPS) launched The Election Experience a cocurricular program of integrative activities designed to foster student engagement as citizens of their community, nation, and world. The Campus Election Engagement Project included brown bags, presidential/vice presidential debates, educational displays, speak outs, voter registration, and a student mini conference on civic engagement. Over 1,500 Parkside students participated in these events. More than 2,100 members of the campus and regional community participated in either the Grand Opening of the Rita Tallent Picken Regional Center for Arts and Humanities (Jan. 28, 2012) or the Community and Alumni Celebration of the Rita (April 28, 2012). A total of 324 individual arts and humanities public performances, cultural events, exhibits, and special events were presented in the Rita Tallent Picken Regional Center for Arts and Humanities during the 2012 academic year. The Shower us with your Creativity community arts umbrella project brought 110 decorated umbrellas to the Rita for a public arts display that featured the artistic talents of regional professional artists as well as children in area schools and Boys and Girls Clubs. The Music Department presented 56 individual public recitals and concerts in the new Bedford Concert Hall. These include UW-Parkside Symphony and Community Orchestra performing the Professor James Crowley s original new composition The Piezoelectric Effect. The three UW-Parkside art galleries hosted 14 unique exhibitions featuring local and national artists, including a two week display of the national AIDS Memorial Quilt and related educational events focused on the history of the AIDS epidemic and the diseases continuing impact and implications locally and globally. Nine hundred eighty two (982) students and 32 professors in 44 courses completed community-based learning activities or projects for 60 distinct nonprofit organizations or government agencies. 7

Core Strategy 5 Resources Balance, diversify, and grow the university s financial resources and facilities while developing its human talent. The resources of people, money, and facilities are what enable UW-Parkside to fulfill its mission to students and the people of Wisconsin. Diversity of faculty and staff is an indicator of UW-Parkside s efforts to develop its human resources. Faculty and staff diversity provides richer exchanges of ideas in the classroom, broader lines of inquiry in research, and a more welcoming climate for students from underrepresented groups. In fall 2012, 19.1% of UW-Parkside faculty and staff were of color, or 110 out of 577 total faculty and staff. UW-PArkside Faculty and Staff of Color by Employment Category, Fall 2012 26.4% UW-Parkside initiated the Digital Communications Project to build a new Web site and infrastructure that reflect the impact of its mission on learners and the community. The campus has recently completed a $700,000 Exterior Envelope Maintenance and Repair project to correct deficiencies in the exterior components of multiple campus buildings including weather stripping, sealants, brick tuck-pointing, window and door repairs and replacements, curtain wall repairs, concrete stair repairs, precast concrete repairs and installation of roof safety anchors. The campus is mid-way through the design phase of a $2.9 million utility tunnel repair project. In the summer of 2013, the project will repair the underground poured concrete utility structure; primary and signal vault roofs; utility tunnel vent assemblies; and utility piping, anchors, supports and insulation to resolve groundwater infiltration issues and correct the damage already incurred. 13.3% 19.8% 13.9% 18.6% 19.1% The campus is currently selecting a consultant to develop a predesign scope and budget for a project to renovate and upgrade the fire protection systems in Greenquist and Wyllie Halls. Thirteen hundred (1,300) square feet of space in a prominent Wyllie Hall location was remodeled to house the Student Success Center which is part of the student success initiative - Graduate Parkside. Faculty IAS Non-IAS Admin. Classified Total African American American Indian Asian American Hispanic/Latino(a) Two or More Races IAS=Instructional Academic Staff Total does not include Graduate Assistants UW-Parkside relies on revenue from a variety of sources to fulfill its mission. Revenue from all sources increased from $59 million in FY07 to $67 million in FY12. Revenue from gifts, grants, and contracts increased from 11% of total revenue in FY07 to 17% in FY12. The Center of Community Partnerships has restructured to create an Operations Department to improve support for student registration, data management, program delivery and evaluation of all adult and continuing education and community engagement programs. The university s academic reorganization project, creating four colleges, has successfully established three of the four colleges to better support innovation, student success, and the efficient use of resources. The fourth and final college will be inaugurated in fall semester, 2013. UW-Parkside has developed a green cleaning program. As part of this program, an audit was conducted to identify locations appropriate for sustainable cleaning, floor scrubbers were purchased that use no water or chemicals, and solution centers were installed that measure exact amounts of chemicals used for cleaning needs. 8

Core Strategy 6 Operational Excellence Advance operational excellence by becoming more flexible, responsive, and cost efficient. UW-Parkside makes efficient use of its human, financial, and physical resources in a variety of ways. By encouraging progress toward degree completion, UW- Parkside helps ensure efficient use of students personal and financial resources and provides space for new students. Credits taken prior to graduation, an indicator of educational resources used by students, are currently at the same level as in 1993-94, when the goal to reduce credits to the bachelor s degree was adopted. Average Credits Taken by UW-Parkside Bachelor s Degree Recipients 150-145 - 140-135 - 130-144 140 138 Keeping administrative spending low allows UW-Parkside to concentrate resources on instruction and other student-related activities. Administrative spending at UW-Parkside was 54% of the national average in FY10, the most recent year of available national data. This means UW-Parkside spent $5.7 million less on institutional support than it would have by spending at the national average. Reducing energy usage is a goal for UW-Parkside. Weatheradjusted energy usage in FY11 was 4.4% below the amount in the baseline year of FY05. 140 93/94 02/03 04/05 06/07 08/09 10/11 11/12 140 144 144 UW-Parkside has entered an agreement with Honeywell, Inc. to conduct a campus wide investment grade audit and energy assessment report in the fall of 2011. This report will generate a performance-based contract to conduct energy saving/ renewable energy project(s) on campus in 2012. In the tenure-track faculty job satisfaction survey (i.e., COACHE) administered in Spring 2012, the faculty rating of divisional leadership at the university was at the top 30% among the peer institutions, and within the population of participating institutions. In a survey of graduating students in spring semester 2012, which had a 28% response rate, students were asked to rate their perceived level of achievement on 18 learning outcomes. For all 18 items, the students perceived level of achievement after they completed their academic program was significant. On the survey of graduating students conducted in spring semester 2012, 94% of respondents indicated they perceived their ability to write effectively had significantly improved as a result of completing their academic studies. To improve access to institutional data across campus, the Office of Institutional Effectiveness is leading the development of web-based Interactive Reports and Dashboards. In the first phase of the project, dashboards for a set of Key Performance Indicators (KPI) were implemented. UW-Parkside has successfully launched a web-based degree auditing system (DARS web) that is accessible to students. This system has enabled students to better track degree requirements and monitor their progress toward completing their degree. The Office of Institutional Effectiveness led three process improvements that increased the effectiveness and efficiency of these processes: budget, graduation clearance, and recruitment. 9

Core Strategy 7 Collaborations Further leverage UW System s strengths and impact through collaborations among the campuses and with other Wisconsin partners. UW-Parkside s collaborations and partnerships with other UW institutions, other education sectors, businesses, community organizations, and governmental agencies allow it to have greater impact than by acting alone. UW-Parkside increases student access through collaborative degree programs offered at multiple locations, integrate courses from different institutions, or both. UW-Parkside is a partner in five of these formal arrangements, listed below. Collaborative Degree Program Partner Institutions BS in Nursing MIL Master of Business Administration (MBA Consortium) EAU, LAC, OSH BS in Sustainable Management RVF, STO, SUP, EXT* BS in Health Information Management and Technology GBY, LAC**, STP, EXT* MS in Sustainable Management GBY, OSH, STO, SUP, EXT* EXT* - UW-Extension provides administrative, financial, and other support to a number of UW System Collaborative Degree Programs. **LAC - UW-La Crosse offers courses as a partner in the HIMT collaboration UW-Parkside has a variety of other partnerships in academic and non-academic areas, including advisory boards with more than 100 community volunteers for athletics, business and technology, theatre arts, marketing communications, and the Center for Community Partnerships. UW-Parkside has 13 articulation agreements with two-year colleges, four-year colleges and universities, and professional and graduate programs in Wisconsin, northern Illinois, and Minnesota. The main purpose of these agreements is to facilitate bachelor s degree completion and the progression to graduate or professional school. A total of 422 existing businesses and nascent entrepreneurs in Kenosha and Racine counties received counseling and/ or business training delivered by the UW-Parkside College of Business, Economics, and Computing, Small Business Development Center (SBDC). These services resulted in a dramatic return on investment (ROI) based on State of Wisconsin funding support (see the table provided, below). Small Business Development Center Fiscal Year 08-09 09-10 10-11 11-12 Business Starts 11 16 17 5 Capital Infusion $1.7M $7.3M $8.2M $3.7M In spring 2012, the Center for Community Partnerships partnered with the Racine Kenosha Community Action Agency and the City of Racine to develop a proposal to start an AmeriCorps VISTA program to build capacity in community collaboration around economic development and workforce development needs. During 2011, 149 students at both Gateway Technical College and UW-Parkside participated in community based learning projects that provided nutrition education and greater access to fresh, locally grown food for low income populations. This project was collaboration of Gateway, Parkside, UW-Extension Cooperative Extension, Racine Urban Garden Network, and Racine Kenosha Community Action Agency resulting in initiation of new community gardens, development of fitness and nutrition curricula, and provision of nutrition education sessions. UW-Parkside hosted the 2012 Kenosha American Cancer Society s Relay For life the first Saturday in August. An estimated 5,000 people attended this event on campus. The event raised over $300,000 dollars for cancer research and prevention. Relay For Life in Kenosha for the second year in a row was the #1 fundraising event in Wisconsin and #1 in the region. 10

UW-PARKSIDE The University of Wisconsin-Parkside is a dynamic learning community grounded in the hallmarks of academic excellence, student success, diversity and inclusiveness, and community engagement. Rigorous academics marked by high-quality teaching, research, and creative activity prepare students to become responsible and engaged local and global citizens. Working collaboratively with a variety of organizations in southeastern Wisconsin and throughout the Milwaukee-Chicago corridor adds value to the learning experience. The campus culture reflects high standards of collegiality and service to others. Inclusiveness and diversity permeate all aspects of the university. This report illustrates UW-Parkside s contributions to the UW System s vision for Wisconsin. Progress is reported within the seven core strategies of the UW System s Strategic Framework. Each core strategy includes one or more indicators of progress that are common among UW institutions, supplemented with additional information reflecting activities and outcomes of particular relevance to UW-Parkside. For similar information on the UW System as a whole, as well as links to additional resources and technical notes, see the systemwide Knowledge Powers Wisconsin s Future report: http://www.wisconsin.edu/opar/accountability/ 11

uw-parkside UW-PARKSIDE Accountability Reports can be found at http://www.uwsa.edu/opar/accountability/