FALL SEMESTER OPENING DAY August 29, 2017
Welcome!
TODAY S EVENT Biennial Budget and UW System Updates HLC Updates The Student Success Puzzle How the Pieces Fit Together Conversation: Diversity Matters!
Biennial Budget and UW System
UW System 2017-2019 Budget Request
UW System 2017-2019 Budget Request May not get a budget until September The Omnibus by the legislature mandates Performance metrics for each campus to be determined by the Board of Regents and approved by Feb. 2018; tied $26 M to campus performance; Student progress and completion Student access Contributions to the workforce Enhance operational efficiency $5 M innovation fund already to be allocated by UW System to engineering and nursing Compensation proposed for 2 nd year of the biennium 2% in Sept 2018 and then 2% again in 2019
Other UW System Initiatives Standardize categories of student fees (Jeff Kahler is on the task force) schedule is to present to the Board of Regents by Nov. 9 must submit to Joint Finance Committee of legislature before any increases can be allocated CORE Commitment to Operational Reform and Excellence Lease consolidation, cloud computing strategy, travel, standard HR processes Front end travel management, centralized COBRA and HIB visa processing Title and Total Compensation Study The Study is on schedule and within budget. We are now in Phase 2, which is a significant amount of work that lays the foundation for our job framework for all positions at the UW August 2018 is the last phase. UW System 2020 FWD priorities Strengthen 360 degrees advising, increase high impact practices, implement CORE agenda, Title and Total Compensation study, next budget request, offerings by education programs, improve transfer processes
HLC Accreditation
HLC ACCREDITATION VISIT RESULTS First time in 15 years that we are not on monitoring!!!! Next visit not until 2022-2023!
HLC ACCREDITATION WHERE ARE WE GOING FROM HERE? Proactive planning for annual updates to our documents and process tracking so that we are ready Focus on assessment and continuous improvement close the loop by documenting processes and changes based on assessment and evaluation Coordination ensure coordination in our decision making Continue to address climate Assign the breadcrumbs so that they are taken care of
ENROLLMENT LANDSCAPE
ENROLLMENT LANDSCAPE -7.6% Projected changes in high school graduates in the Midwest, from 2009-10 to 2022-23. Source: U.S. Department of Education, National Center for Education Statistics, Common Core of Data [CCD], *State Nonfiscal Survey of Public Elementary/ Secondary Education, 2006-08 and 2010-11; and State Public High School Graduates Model, 1980-81 through 2009-10.
ENROLLMENT LANDSCAPE Projected percentage changes in high school graduates, by state: School years 2009-10 to 2022-23 Illinois -2.0% Indiana -3.9% Iowa -3.4% Kansas +1.6% Michigan -17.7% Minnesota +1.5% Source: U.S. Department of Education, National Center for Education Statistics, Common Core of Data [CCD], *State Nonfiscal Survey of Public Elementary/ Secondary Education, 2006-08 and 2010-11; and State Public High School Graduates Model, 1980-81 through 2009-10.
ENROLLMENT LANDSCAPE Projected percentage changes in high school graduates, by state: School years 2009-10 to 2022-23 Missouri -6.7% Nebraska +10.2% North Dakota +5.7% Ohio -19.3% South Dakota +8.8% Wisconsin -8.6% Source: U.S. Department of Education, National Center for Education Statistics, Common Core of Data [CCD], *State Nonfiscal Survey of Public Elementary/ Secondary Education, 2006-08 and 2010-11; and State Public High School Graduates Model, 1980-81 through 2009-10.
ENROLLMENT MOVING FORWARD What we CAN do Work Together everyone on campus plays a role in enrollment management Communicate be open to conversations around modifications to our current practices that will create a friendlier enrollment environment for ALL students (on-campus, transfer, online, graduate) Execute our ability to make decisions and then move on them can work to our advantage we must make decisions
ENROLLMENT MANAGEMENT PLAN Goal is to stabilize enrollment 2018 enrollment plan will be available via secure login at: uwsuper.edu/enrollmentmanagement
ENROLLMENT MANAGEMENT PLAN Five Goals 1. Stabilize new freshman enrollment (domestic, international, online) 10 key tactics
ENROLLMENT MANAGEMENT PLAN Five Goals 2. Increase and stabilize transfer enrollment (domestic, international, online) 6 key tactics
ENROLLMENT MANAGEMENT PLAN Five Goals 3. Increase new student online enrollment (traditional and graduate) 6 key tactics
ENROLLMENT MANAGEMENT PLAN Five Goals 4. Continue focus on student retention 10 key tactics
ENROLLMENT MANAGEMENT PLAN Five Goals 5. Maximize the use of technology in student recruitment 2 key tactics
EXPECTATIONS FOR DECISION MAKING How will this affect students? How will this affect campus climate? How will this affect our accreditation? How will this align with our strategic plan and mission? How does this affect our external relationships?
The Student Success Puzzle
GUIDED PATHWAYS SUMMER TASKFORCE Jackie Weissenburger (co-chair) Brenda Harms (co-chair) Dean Yohnk Emily Zobel Monica Roth Day Terri Kronzer Janie Campbell Christina Kline Monte Stewart Greg Moore Shevaun Stocker Mei Cao Jamie White-Farnham Tim Cleary Eric Edwards Scott Smith Nicole Stodola (support)
WHAT DOES THE RESEARCH SAY? Students often lose their way with course and program selection when they are provided with too many options. Students need clear pathways and efficient progression to degree attainment or they will not finish. fail
WHAT DOES OUR DATA SAY? Many successful students take excessive credits before completing their degrees. Too many students leave UW-Superior before earning their degrees. We have more university studies course options than students need. We have more minors than students want or need.
WHAT DOES OUR DATA SAY? Our current transfer policies/practices often provide barriers to student success. Our scheduling practices often provide barriers to student success. Our 2-year rotation of courses and 4-year plans do not provide clear pathways to success.
FIVE GOALS TO ACHIEVE STUDENT SUCCESS As identified by the Summer Taskforce 1. Review average credits to degree by major to determine needed changes.
FIVE GOALS TO ACHIEVE STUDENT SUCCESS As identified by the Summer Taskforce 2. Review list of university studies and elective courses to identify ways to streamline curricular offerings.
FIVE GOALS TO ACHIEVE STUDENT SUCCESS As identified by the Summer Taskforce 3. Review all minors and concentrations to determine which should be converted to online or eliminated from the program array.
FIVE GOALS TO ACHIEVE STUDENT SUCCESS As identified by the Summer Taskforce 4. Determine and set a 2-year schedule of course offerings for all majors and minors.
FIVE GOALS TO ACHIEVE STUDENT SUCCESS As identified by the Summer Taskforce 5. Review transfer policies/practices to recommend needed changes.
GOOD NEWS! The Provost s Taskforce on Guided Pathways for Student Success identified 27 actionable items that can be implemented during the 2017-18 fiscal year. Stay tuned for the report!
UW-SUPERIOR ATHLETICS Men s Sports Baseball Basketball Cross Country Golf Ice Hockey Soccer Tennis Track and Field Indoor Track and Field Outdoor 19 Varsity Athletics Programs Women s Sports Basketball Cross Country Golf Ice Hockey Soccer Softball Tennis Track and Field Indoor Track and Field Outdoor Volleyball 325 + Student-Athletes
MISSION AND PHILOSOPHY The Department of Athletics supports the mission of UW-Superior, providing student-athletes with a holistic collegiate experience that fosters personal growth through academics, athletics, community involvement and leadership development in a competitive environment promoting cultural diversity, gender equity and inclusivity among student-athletes, coaches, and staff. Discover. Develop. Dedicate.
WHAT IS YELLOWJACKET ATHLETICS? EARN IT Invest and Embrace. #WeAreSuperior
OUR STUDENT ATHLETES 325+ Student-Athletes Commitment to Academics: Higher GPA Higher retention Higher graduation rate Scholar-Athletes: 79 UMAC Scholar Athletes (3.5-4.0 GPA) 37 WIAC Scholar Athletes (3.0-4.0 GPA) than overall student body
OUR STUDENT ATHLETES Cross Country Programs Men s Team GPA: 3.619 Top Five National Academic Team Women s All-Academic Team Award
COMPLIANCE AND ELIGIBILITY Compliance and Athletic Eligibility all starts with: Academic Priority. NCAA Legislation: To be eligible to represent an institution in intercollegiate athletics competition, a student-athlete shall be enrolled in at least a minimum full-time program of studies, be in good academic standing and maintain satisfactory progress toward [a] degree. - NCAA Bylaw 14.01.2 Academic Status Good Academic Standing and Satisfactory progress: To remain eligible, first-term student-athletes (freshmen) must pass a minimum of nine credits. To be eligible for Minimum the 2nd season, full-time student-athletes program of must studies have = completed 12+ credits 24 credits enrolled with a 2.00 cumulative GPA. Incompletes do not count in completed credits. The grade must be posted. To be eligible for the 3rd season, student-athletes must have completed 48 credits and have a 2.00 GPA. To be eligible for the 4th season, student-athletes must have completed 72 credits and have a 2.00 GPA.
ATHLETICS SCHEDULE
Transformative Process Recruitment 1. Types of Students 2. Verifying Quality 3. Resources and Services 1. Visits 2. Marketing Program 1. Coaching Staff 2. Experience 1. Culture 3. Player Development 4. Strategic Scheduling Academics 1. Policies/Procedures 2. Collaboration 3. Communication 4. Retention 5. Scheduling Dept. Culture 1. Mission and Vision 2. Core Values 3. Norms Structure 1. Operations 2. Infrastructure 1. Facilities 3. Finances Individual 1. Leadership 2. Well-Being 3. Strength Training 4. Post Grad Prep External 1. Outreach 2. Marketing 3. Fundraising 4. Alumni Performance 1. Roster Goals 2. Positive Student-Athlete Experience 3. Contending for Conference Championships Assessment
STUDENT SUCCESS Food Shelf First Year Experience Well Being
PARTNERSHIPS 1. Educators 2. Businesses 3. City and County 4. Legislators 5. Alumni 6. Other campuses
CLIMATE Orientation, training and support Recognition Compensation Well being Equity, Diversity and Inclusion Plan Bias Response Protocol and Anti-Bullying Policy
YOU RE INVITED DIVERSITY MATTERS! YU Great Room 12-3pm Identify the importance of diversity and inclusion in higher education. Recognize why equity, diversity and inclusion is important at UW- Superior. Understand how the University is moving forward in equity, diversity and inclusion.
YOU RE INVITED DIVERSITY MATTERS! YU Great Room 12-3pm Document action steps for implementing diversity and inclusion concepts in your work. Connect with others who are committed to strategy implementation on campus and/or in an area of interest.
KEYNOTE SPEAKER: SHAKEER ABDULLAH Assistant Vice President for Equity and Inclusion, University of Minnesota Ph.D. in the Administration of Higher Education, Auburn University
KEYNOTE SPEAKER: SHAKEER ABDULLAH Previous Roles Directors of Student Affairs and Multicultural Affairs, Capital University Law School Program Coordinator of New Diversity Initiatives, The Ohio State University Admission Counselor, Wittenberg University
KEYNOTE SPEAKER: SHAKEER ABDULLAH Publications Book: Baptism by Fire: An Investigation of the Experiences and Multicultural Competence of Diversity Staff in Higher Education (2012) Chapters: The Implications of Muslim Beliefs, Practices, and Traditions on University Teaching and Learning (2011) All-American: 45 American men on being Muslim (2012)
OTHER UPCOMING EVENTS Faculty/Staff Welcome Back Social August 30, 12-1pm Great Room A Diversity Within Us September 2, 1:30pm Swenson Lawn Student Campus Community Brunch September 4, 9-11am Multicultural Center
2017-2018
Lunch 11 - Noon Yellowjacket Union Followed by Diversity Matters!