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Northeastern Wisconsin's Growth Agenda

University of Wisconsin-Green Bay Chancellor Bruce Shepard presented"Northeastern Wisconsin's Growth Agenda"
to the UW System Board of Regents Business, Finance, and Audit Committee on Thursday, April 6.<br>
The board held its April 2006 meetings on the UW-Green Bay campus.
 

Introduction

Northeastern Wisconsin's Growth Agenda

What the Growth Agenda Means for UWGB

What is driving the Agenda?

The Growth Agenda...Why Now?

UW-Green Bay Today

It's About Our Region's Future

A Region in Economic Transition

Northeastern Wisconsin: A Rising Economic Star for Wisconsin

Region in Demographic Transition

Diversity Plan 2008
Phuture Phoenix


Looking Even Deeper: Who succeeds at UWGB?

UWGB...A University in Demand

Connecting Learning to Life..."A Unique Education"

What is Happening at UWGB?

How will UWGB Grow?

Partnerships:
Public Higher Education,
Private Higher Education,
K-12, Private Sector


Why Talk Growth Now?


Office of the Chancellor
David A. Cofrin Library, Suite 810
University of Wisconsin-Green Bay
2420 Nicolet Drive
Green Bay, WI 54311-7001
Phone: 920-465-2207
Comments to:
Chancellor Web Manager
Revised 11/10/2010
E-mail: wardd@uwgb.edu

 

Northeastern Wisconsin's Growth Agenda, UW System Board of Regents, Business, Finance, and Audit Committee, April 6, 2006.
      It is Northeastern Wisconsin’s Growth Agenda.

And, I must forewarn you: just as we have been challenged by our community, you will be challenged by what we are presenting.

And, the challenge runs more deeply than the fiscal, political, and social barriers you will immediately perceive. We, as did La Crosse last month, are challenging the very core notion of what philosophy should drive the governance and leadership of a state higher education system in the modern age.

What we want to do, what other campuses want to do are made difficult by the political and fiscal realities; they are made impossible if we continue with a governance philosophy oriented toward issues of uniformity and homogeneity, perhaps necessary at the time of merger. Today, 35 years later, though, there are new challenges, and the old approach is an impediment. Any large enterprise, if it is to succeed, must effectively institutionalize the capacity to differentially adapt and relentlessly change.

One thing, though, is more relevant than ever: Mission.


 
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