Goals and strategic initiatives
UW-Eau Claire strives to become increasingly interactive in many ways - with our students, our region, our state - because we believe that interactivity is a critical part of the mission of a successful public university. UW-Eau Claire should be viewed as an investment vehicle, a public agency carrying out regional agendas for statewide development. We do that best when we serve our students, our region and our state well.
The goals, initiatives and actions outlined in this 2005-07 update of the Five-Year Strategic Plan are designed to move UW-Eau Claire toward being a stronger public university. The actions emphasize the educational and personal development of our students and the pursuit of an aggressive public service role in the region and state. To succeed in meeting these goals, we must secure additional resources from the state, manage tuition increases effectively and raise increasingly larger amounts of private dollars.
The chancellor and the Planning Committee offer this plan as a means of charting the course for UW-Eau Claire during this coming biennium and beyond.
Goal 1: Sustain and enhance the quality of our teaching, learning and personal-development environment.
What and how we teach our students, the experiences we recommend to them and provide for them, and the way we help them connect learning with living are critically important and must undergo continual change. These changes must make the difference in our students' level of readiness for a successful, productive and satisfying future. The initiatives described below provide the opportunity to recruit excellent faculty and staff; support their growth in teaching, research, scholarship, and creative activity; and, to nurture a healthy educational environment that is focused on the quality and quantity of student learning and personal development that occurs in and outside the classroom.
STRATEGIC INITIATIVE 1.1
Recruit and retain excellent faculty and staff and further diversify these populations.
. Identify issues that impact the recruitment and retention of diverse faculty and staff, and ways to promote the educational value of diversity
. Enhance the positive interpersonal environment that respects diversity, promotes collegial support, builds trust and develops a feeling of unity and common purpose
. Promote the excellent benefits of university employment to prospective candidates, including the fringe-benefits package, accredited Children's Center, low housing costs and other quality-of-life benefits
. Increase the salaries of new and continuing faculty and staff to better match those of peer institutions and/or discipline-related professions
. Provide startup funding and assist with moving expenses for new hires
. Establish additional endowed faculty positions through private fund raising
. Assist with partner employment both off and on campus
. Promote and facilitate international experiences for faculty
. Encourage emeriti faculty and staff to remain engaged with the university by exploring creative ways to utilize their expertise
STRATEGIC INITIATIVE 1.2
Promote and support faculty and staff growth in teaching and learning excellence in undergraduate and graduate programs.
. Maintain as a priority excellent instruction in and out of the classroom
. Provide resources for maintaining and enhancing teaching and learning excellence
. Recognize and reward excellence in teaching and learning
. Engage faculty in ongoing professional development in:
. traditional and innovative pedagogy
. process of instructional design
. assessment (methods) of student learning
. scholarship of teaching and learning
. teaching-learning technologies
. Support interdisciplinary collaboration
. Strengthen and foster the links between teaching and scholarship
. Strengthen and foster the links between classroom-based evaluation of student learning and institutional assessment
. Support faculty and instructional academic staff in the development and integration of technology into the curriculum
STRATEGIC INITIATIVE 1.3
Strengthen and foster excellence in faculty and staff research, scholarship, and creative activity.
. Maintain and enhance internal support for research and scholarship development through appropriate start-up funding, research and scholarly activity project funding, and travel related to research and the dissemination of scholarly work
. Foster an environment conducive to research, scholarship, and creative activity with internal and external grant funds by:
. building discipline appropriate research infrastructure
. supporting extramural sponsored program proposals with university cost share
. providing flexible teaching loads for faculty and staff with major federal research grants
. maintaining opportunities for professional growth through workshop support and sabbatical leaves
. Maintain and enhance faculty/student research collaboration as a mark and center of excellence
. Enhance opportunities and support for mentoring graduate students in research, scholarship, and creative activity
. Encourage faculty and staff participation in professional scholarly organizations at regional, national and international levels
. Recognize and reward excellence in research, scholarship, and creative activity including the scholarship of teaching and learning
STRATEGIC INITIATIVE 1.4
Recruit highly qualified students, further diversify the student body and increase retention and graduation rates.
. Maintain or increase the quality of the freshman class as measured by average ACT composite score and high school class rank
. Increase the number of students of color admitted, enrolled and retained by continuing to develop targeted market and retention strategies
. Admit transfer students that bring quality and diversity to the university while matching enrollments to better align with available resources, academic program array and program capacity
. Maintain a balanced mix of countries in the enrollment of international students
. Recruit and retain academically gifted students through the Honors
Program and the increased use of attractive scholarships such as National Merit, Blugold Scholars and Wisconsin Academic Excellence Scholarship
. Recruit and retain a diversified student body through the use of flexible and substantial student scholarship dollars
. Increase the level of faculty, staff and alumni participation in the recruitment process
. Ensure a professional, accurate, coordinated presentation of all promotional materials
. Continue to recast the Web home page to ensure a modern, consistent professional look with easy access to pertinent information
. Provide all students the opportunity to interact with culturally, linguistically and geographically diverse peers
. Meet enrollment goals at the undergraduate and graduate levels
. Promote the crucial role that new student orientation, the First-Year Experience courses, and other first-year experiences play in retention while incorporating "best practices" in these activities
. Develop a strategy to increase sophomore to junior retention rates
STRATEGIC INITIATIVE 1.5
Engage students in experiential learning and enrichment activities.
. Emphasize, enhance and financially support additional faculty/student collaborative research opportunities
. Work with regional employers and non-profit organizations to increase the number of internship, service-learning and other experiential opportunities
. Promote internships to all students
. Inform students of part-time employment related to their program
. Increase the number of student tutoring/mentoring opportunities
. Expand opportunities and promote increased participation in study abroad, National Student Exchange programs and off-campus field experiences
. Encourage faculty to incorporate service-learning activities in courses
. Prepare students for acceptance into graduate programs and promote such opportunities
. Enhance and encourage student leadership by:
. promoting involvement in student organizations
. developing and expanding existing leadership programs
. adding new leadership course offerings
. increasing active student participation in advisory committees
. recognizing outstanding leaders and leadership activities
. providing meaningful employment opportunities on campus
STRATEGIC INITIATIVE 1.6
Optimize support services for student success.
. Strengthen the quality of advising and encourage students to plan their undergraduate years carefully, considering among other things the number of credits taken and time to degree
. Provide up-to-date database systems for all offices, continually transitioning to web-based systems
. Provide necessary services to students with special needs, including students with disabilities, multicultural students, students with children, international students and nontraditional students
. Make certain that support services meet the needs of newly developed courses and programs, including those offered through alternative delivery methods
. Support efforts to promote healthy choices for students and decrease high risk behaviors
. Provide easily accessible and affordable recreational, social and cultural programming and encourage student participation in these activities
. Provide a quality living environment for students choosing to live on campus, including a variety of dining options
. Support efforts to establish learning communities within the residence halls, including course-based learning communities and interest-based wings
. Provide quality services for students who encounter physical, personal, financial or academic problems
. Enhance the connection between academic and career advising; encourage students to engage in the career development process early and acquire experiences that will lead to successful employment
. Enhance support for university library services, providing students access to as broad a range of information as possible
. Provide students with access to the latest computing, networking and other technologies
STRATEGIC INITIATIVE 1.7
Support and enhance priority programs, develop and promote new academic program options and optimize curricular and program offerings consistent with University mission and goals.
. Emphasize the value of the General Education program and the interdisciplinary experiences within it
. Develop and promote new programs, new areas of emphasis within existing programs and additional certificate programs
. Develop courses using alternative delivery methods to meet student learning styles and needs
. Review academic program requirements and course offerings to help students achieve their educational goals in a timely manner
. Recognize and promote programs as Centers of Excellence
. Maintain or enhance support for excellent graduate programs which are based on undergraduate program strengths and meet identifiable regional and state needs
. Determine appropriate array and number of graduate programs
. Centralize the overall coordination of graduate education and improve communication among programs and colleges
. Work to maintain and lower, where appropriate, the student-to-faculty ratio
. Increase enrollments in winterim, spring and summer session to maximize efficient use of resources
. Annually review a three-year cycle of course offerings to enhance timely degree completions
STRATEGIC INITIATIVE 1.8
Implement assessment of student academic achievement as related to the goals of the baccalaureate degree.
. Use assessment data to determine program strengths, to identify areas to be strengthened and to ensure continuous improvement
. Use assessment data to provide direction and guidance for appropriate changes in the curriculum, in General Education and in related student experiences to enhance student learning
. Apply assessment data to long-range planning and decision-making
. Use assessment data to increase the accountability of departments and units providing services to graduate students and supporting graduate programs
STRATEGIC INITIATIVE 1.9
Evaluate departments, programs and units through the department/program/support service unit review process.
. Gather and use data from department, program and unit reviews to determine areas of program strengths and weaknesses; develop an action plan based on quantifiable information to refocus and prioritize programs and set priorities for funding
. Refine the process used to evaluate the merit of a program to help determine the programs that should be strengthened, maintained, reduced or eliminated
. Explore creative ways to utilize the expertise of tenured faculty whose positions are affected by changes in programs
. Review interdepartmental and college collaboration and opportunities and determine the potential for resource reallocation to support these collaborations
STRATEGIC INITIATIVE 1.10
Evaluate the master plan to guide campus facility improvements.
. Examine classroom space to guide modernization and technology improvements
. Continue an overall campus assessment of space to optimize office and storage space for faculty and staff
. Integrate the classroom remodeling and technology upgrade plan into facility planning
. Analyze the priority classroom system to maximize the efficient use of classroom space
. Continue technology acquisitions that support the delivery of the curriculum
. Improve and enhance the available technology resources to support instruction and research at any time and any place throughout the university
. Integrate distance education plans into facilities planning while assessing the quality and cost-effectiveness of distance education programs
. Create more faculty, staff and student interaction space
. Reallocate resources to create a fund for furniture replacement in classrooms, offices and public spaces in GPR buildings
. Enhance the functionality, interior physical appearance and maintenance of building facilities
. Integrate safety and ADA requirements in facilities planning and renovation
. Foster and promote practices that provide for a safe, secure and environmentally friendly campus and workplace
One of the university's most significant challenges is developing an educated work force that also has an acute awareness of civic responsibility in adequate numbers to continue to drive business and economic development while enriching the quality of life in our regional communities. In order to meet that challenge, the university must expand its efforts to serve the wide-ranging unmet educational needs of part-time, non-traditional students and to serve businesses by carrying out regional agendas for statewide development.
STRATEGIC INITIATIVE 2.1
Develop a stronger regional presence by expanding our reach, influence, collaborations and connections with agencies, organizations and city governments.
. Enhance existing partnerships and develop new cooperative relationships with cultural, educational, health, scientific, civic and business organizations at the local, regional and state levels
. Establish policies and procedures for promoting the effective formation, operation and evaluation of cooperative relationships
. Develop close working relationships with businesses, agencies and organizations to serve their research and development needs
. Increase student research on community projects and services
. Develop additional service experiences and internships that offer students an opportunity to apply their education while helping to meet the needs of the community
STRATEGIC INITIATIVE 2.2
Increase the role of UW-Eau Claire as a primary educational, research, development, continuing education and cultural center for the Chippewa Valley.
. Connect faculty and staff expertise with community needs
. Provide incentives for faculty and staff to engage in research, development and continuing education activities on behalf of local organizations
. Increase faculty participation in consulting opportunities in the region
. Seek to encourage the inclusion of local organizations as partners in faculty/student collaborative research
. Seek to involve local chambers of commerce, the Industrial Development Commission, economic development divisions of Chippewa Valley communities and local health organizations as constituent partners
. Provide and enhance programs and events that meet and enhance the social, educational and cultural needs of the regional community
STRATEGIC INITIATIVE 2.3
Provide educational opportunities for non-traditional undergraduate and graduate students.
. Offer courses at times convenient to part-time students, including targeted weekends, evenings, summer session and online courses, matching offerings to better align with available resources
. Eliminate barriers which deter non-traditional student enrollment
. Extend education opportunities to generate additional FTE as specified under the enrollment plan and the Chippewa Valley Initiative
. Develop and promote new areas of emphasis to serve non-traditional students and the needs of the community
The combination of increased costs and limited state support will have serious consequences for the university's ability to serve its students and service region. The initiatives described below provide the opportunity to enhance the university's image and increase the quality and amount of public and regional service activity in order to broaden and increase the resource base in terms of state, federal and private funding as well as tuition resources.
STRATEGIC INITIATIVE 3.1
Raise the profile and enhance the image of the university.
. Evaluate, revise and implement the marketing plan for university programs and activities
. Publicize individual and university accomplishments supporting the marks of excellence
. Publicize student research on community projects and services
. Publicize the research experiences of faculty, staff and students involving local organizations
. Reach a broader audience at a reduced cost through the electronic dissemination of publications
. Encourage faculty, staff and student participation and involvement throughout the region
. Recognize faculty, staff and students for outstanding achievements and service
. Recognize alumni and friends for outstanding achievements and service
. Encourage departments' and units' involvement in campuswide events such as commencement and homecoming
. Encourage departments and units to plan and participate in alumni events
. Solicit input and ideas from departmental and unit advisory groups
. Collaborate with alumni in outreach and departmental projects, including participation in seminars and guest lectures
. Continue to revise and update the Experts Directory publication to promote faculty and staff expertise to regional organizations
STRATEGIC INITIATIVE 3.2
Work with legislators, UW System, alumni, students, parents and community leaders to secure the best possible state budget and pay plan.
. Meet regularly with legislators to make the case for budget initiatives
. Actively participate in UW System initiatives, such as the Economic Summit, in support of an improved budget
. Support pay plan increases that maintain competitive salaries
. Work for reasonable tuition increases tied to comparable increases in financial aid
. Work with the Citizen Advisory Council, the UW-Eau Claire Foundation Board and other friends of the university to help them understand the university's resource needs
. Seek support for additional scholarships and need-based student financial aid
. Demonstrate wise and efficient use of the state's resources
STRATEGIC INITIATIVE 3.3
Work with students to develop an understanding of the important role tuition resources, including differential tuition, play in the quality of their educational experience.
. Discuss tuition increases, financial aid support and other issues with student leaders and the student body
. Review with students the planned and actual distribution of differential tuition in accordance with established guidelines
STRATEGIC INITIATIVE 3.4
Continue the comprehensive fund-raising campaign.
. Seek increased funding from private sources to support the university's goals and initiatives
. Refine department and unit needs as they relate to the overall campaign
. Utilize departmental and unit alumni newsletters in fund raising
. Increase the number of departmental and unit advisory groups and include alumni and community members
STRATEGIC INITIATIVE 3.5
Seek additional funding through extramural grant applications.
. Identify all public and private support that is available for scholarly and institutional needs