Approved by the Academic Affairs Planning Committee, February 24, 2006
The
Academic Affairs Planning Committee was formed in Spring 2004 to invigorate
and integrate planning across the six budget divisions that report to the
Provost (Information Services, Liberal Arts and Sciences, Outreach and Adult
Access, Professional and Graduate Programs, Student Affairs, and the Provost’s
Office). The 15-member committee includes faculty, academic staff, administrators,
and a student from these divisions.
The Committee’s charge was to develop and use an integrated planning
process to: 1) guide decision-making, 2) allocate resources, and 3) act
in a coordinated fashion. Unlike past planning efforts at UWGB, this Committee
determined early on that we would not focus on Madison,
legislative funding, or one grand idea. Instead, we determined to focus
on things that we can control ourselves, and to directly confront the challenges
we face, to control key issues, and to create innovative solutions that
will allow us to progress and thrive.
The Committee recently approved a “vision statement” for the
future:
“UWGB’s community of faculty, staff, and students will be
resourceful and responsive in anticipating and meeting the educational needs
of our diverse region in an ever-changing world. We will connect learning
to life by offering innovative, high-quality programs and services to promote
the lifelong learning, critical thinking, and practical problem-solving
needed for a healthy and sustainable community, environment, and economy.”
The Committee also approved a set of strategic goals for Academic Affairs
to pursue in 2006-09. These goals are:
For each of these four goals, the Committee has identified strategies for
accomplishing those goals and specific actions to be taken within the next
1-3 years. The Committee also identified specific metrics (performance indicators)
which we will use to monitor our progress toward our goals. Based on those
results, we will make informed decisions about which actions to continue,
modify, or drop in the future.
Campus
Climate and Culture
GOAL I. To promote and invest in a culture of learning, professional development,
and continuous quality improvement across all units.
Strategy I.A. Align professional development opportunities with strategic
goals and priorities, critical emerging needs, and faculty/staff interests.
Actions:
I.A.1. Identify and prioritize faculty and staff professional development
activities needed to support strategic goals and priorities.
Performance Indicator:
• A needs assessment which identifies strategic
goals and priorities for
faculty and staff professional development.
I.A.2. Offer faculty/staff professional development opportunities aligned
with identified professional development needs.
Performance Indicators:
• Number of aligned faculty/staff professional
development opportunities
made available.
• Number of students, faculty, and staff participants.
• Participant evaluation of professional development
opportunities.
Strategy I.B. Encourage and support continuing quality improvement efforts.
Actions:
I.B.1. Each division leader will identify one business process to be streamlined
by process analysis and redesign.
Performance Indicators:
• One process has been identified, redesigned,
and piloted in each division.
• User evaluation of redesigned process.
• User evaluation of improvements and streamlining
of routine practices
and procedures, including estimate of time saved
(campus-wide or
program-specific).
Strategy I.C. All units engage their members in a process of self-study
and feedback to guide improvement efforts.
Actions:
I.C.1. Periodically survey students, faculty, and staff and use results
to inform improvement efforts. Actions may include:
• Reports tailored to meet the needs of different units and
programs.
• Units and programs identifying targets (results that would
constitute success).
• Gap analysis (identify gaps between results and targets).
• Development of improvement priorities and plans.
• Alignment of resources with improvement priorities and plans.
• Improvements plans are piloted and evaluated.
Performance Indicators:
• Improvements in assessments/survey results
over time (3-year increments).
• Reductions in gaps between actual results and
targets.
• Resulting realignment of resources to support
improvement priorities.
Academic
Programs and Services
GOAL
II. To offer academic programs and services of high quality and integrity
that are flexible and responsive to the needs of the region.
Strategy II.A. Initiate, discontinue, or modify academic programs and services
in response to the changing demographics and needs of the region.
Actions:
II.A.1. Complete a needs assessment to identify the post-secondary educational
needs of Northeast Wisconsin.
Performance Indicator:
• Existence and dissemination of report on post-secondary
educational needs
of Northeast Wisconsin.
II.A.2. Implement the NEW ERA Bachelor of Applied Studies (BAS) degree.
Performance Indicators:
• Implementation of BAS degree (yes/no).
• Number of students enrolled.
II.A.3. Implement new curriculum options that are flexible and responsive
to the needs of the region. These may include:
• First Nations major (Fall 2006)
• ESL Institute (Summer 2006)
• Hmong Institute (Fall 2006)
• Part-time MSW program (06-07)
• Nursing masters degree (06-07)
• Education masters degree track with linkage to the PDC (06-08)
• International Business emphasis within Business Administration
program (06-08)
• Spanish Immersion Summer Camps for young people. (2006-2008)
• Increase class offerings in summer, evenings, and by internet.
Performance Indicators:
• Implementation of each new curriculum option
(yes/no).
• Number of students enrolled.
Strategy II.B. Pursue active and productive partnerships that help
us meet the changing needs of our community, region, and professions.
Actions:
II.B.1. Strengthen partnerships with other educational institutions that
support our strategic priorities.
Performance Indicators:
• Number of transfer students (from or to partner
institutions) recruited
and/or graduated.
II.B.2. Link our faculty, staff, and programs to Northeast Wisconsin’s
economic development and leadership development efforts.
Performance Indicators:
• Number of faculty/staff participating in such
programs.
• Number of start-ups served by SBDC.
• Number of events and participants in Outreach’s
economic and
leadership development programs.
Strategy II.C. Use assessment and survey information to guide improvements
in academic programs and services.
Actions:
II.C.1. Institutional Research and Assessment Services will provide units
with NSSE results for their students and services.
Performance Indicators:
• Program/unit-specific NSSE reports are produced
and disseminated
to those programs/units.
II.C.2. Complete an analysis of majority and minority students’ access
and educational experiences at UWGB, and use the results to reduce gaps
between minority and majority students’ educational experiences.
Performance Indicators:
• Identify inequities between the educational
experiences of minority
and majority students.
• Elimination of inequities over five years.
II.C.3. Encourage curriculum redesign in UWGB’s highest-demand courses
to support active, engaged learning and optimal use of faculty, instructional,
and information resources (2006-08).
• Pilot (Fall 2006) and evaluate (2007) a General Education
Freshman Seminar.
• Pilot 1-2 redesigned large lecture courses to emphasize active
learning
pedagogy (Fall 2007).
Performance Indicators:
• Enrollments in freshman seminars.
• Net cost-effectiveness of freshman curriculum.
• Evaluation of freshman seminars: student retention
and GPA during
the pilot semester and subsequent semesters;
student evaluations of
freshman seminars; faculty evaluations of freshman
seminars.
• Number of lecture courses redesigned; number
of students enrolled;
net cost-effectiveness of freshman curriculum.
• Evaluation of redesigned lecture courses: student
retention and GPA
during the pilot semester and subsequent semesters;
student evaluations
of redesigned courses; faculty evaluations of
redesigned courses.
II.C.4. Provide professional development funding to facilitate using assessment
data, equity analysis, and active learning pedagogy (2006-07).
Performance Indicators:
• Number of professional development activities
pertaining to using
these tools to improve academic programs and
services.
• Number of participants in these activities.
• Participant evaluations of these activities.
II.C.5. Implement the institution’s comprehensive assessment plan.
Performance Indicators:
• [to be determined]
Students
GOAL III. To prepare students to function as responsible citizens in an
ever-changing world.
Strategy III.A. Increase the number of students, faculty, and staff who
are members of minority groups or citizens of other countries.
Actions:
III.A.1. Develop and implement diversity-positive recruitment strategies
to hire diverse candidates for faculty and staff positions.
Performance Indicators:
• Number of minority faculty and staff hired
and retained.
III.A.2. Actively recruit NEW students of color, transfer students of color,
and international students. Activities may include:
• Expanding pre-college programs for M/D students.
• Offering some courses on the CMN Green Bay campus.
• Increased articulation with the Wisconsin Technical College
System
(including campuses with higher minority populations).
• Targeted recruitment of local Latino, Hmong, and Indian students.
• Diversity and Justice across Communities Initiative
• Active recruitment of international students.
• Recruitment of international high school exchange students.
Performance Indicators:
• Number of minority students enrolled and graduated.
• Number of NEW minority students enrolled and
graduated.
• Number of international students enrolled.
Strategy III.B. Provide students, faculty, and staff with greater
access to multicultural and international educational experiences.
Actions:
III.B.1. Promote opportunities for faculty/staff professional development
with respect to multicultural and international educational experiences.
Enable/encourage attendance at on-campus workshops.
Performance Indicators:
• Number of sessions/workshops offered.
• Number of students, faculty, and staff participants.
• Participant evaluation of sessions/workshops.
• NSSE data on students’ reports of multicultural
and international
education experiences.
• Enrollments in foreign language and ethnic
studies coursework.
III.B.2. Increase participation by both majority and minority students in
travel courses, the National Student Exchange program, international exchanges,
and foreign language study.
Performance Indicators:
• Number of students participating in travel
courses and/or international
exchanges.
• Number of students participating in the National
Student Exchange program.
• Foreign language course enrollments.
• Equity of minority student participation in
each of the above.
Strategy III.C. Offer residents of Northeast Wisconsin activities
and educational opportunities that help them function more effectively in
a multicultural community and a global economy.
Actions:
III.C.1. Offer outreach, enrichment, and intervention activities for the
NEW public. These may include:
• Spanish and Hmong language and culture classes for business
and
health care workers
• Spanish Immersion Summer Camps
• International film and cultural events
• Friends of international education association.
Performance Indicators:
• Outreach annual report, including activities
offered and attendance figures.
Resources
GOAL IV. To acquire resources sufficient to sustain and carry
out our mission.
Strategy IV.A. Garner external support for new initiatives and high-priority
quality improvements and enhancements.
Actions:
IV.A.1. Determine and increase support for academic affairs priorities for
pursuing external support. (External support includes philanthropic support,
grants and contracts, and program revenues that can be invested to support
academic affairs initiatives and quality improvements.)
Performance Indicators:
• Increased external support for Academic Affairs
priorities.
• Documented quality improvements/enhancements
made possible
by external support.
• Number of grant proposals submitted.
Strategy IV.B. Generate state and tuition revenues sufficient to
sustain our core instructional activities.
Actions:
IV.B.1. Provide to the Office of Planning and Budget data on GPR needs to
support the Chancellor's growth agenda.
Performance Indicator:
• Submission to OPB of reports on GPR needs to
support growth agenda.
IV.B.2. Develop an enrollment management plan (undergraduate, graduate,
summer, and off-campus) designed to maximize tuition revenue and support
the campus growth agenda.
Performance Indicator:
• Amount of tuition revenue surplus (revenue
minus target).
Strategy IV.C. Continually align and realign resources and activities
to assure quality and to meet campus priorities, critical needs, student
demand, and state support.
Actions:
IV.C.1. Complete a comprehensive review/prioritization of academic programs
to guide resource allocation and realignment.
Performance Indicators:
• Existence and distribution of report recommending
prioritization of
academic programs.
• Resource realignment reflecting prioritization
of academic programs.
IV.C.2. Complete a comprehensive review/prioritization of non-academic programs
to guide resource allocation and realignment.
Performance Indicators:
• Existence and distribution of report recommending
prioritization of
non-academic programs and services.
• Resource realignment reflecting prioritization
of non-academic programs
and services
