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Office of the

Chancellor

Current Strategic Plan

The specific strategic priorities were developed in review of the Select Mission of the University as a way to live the mission through specific projects important to the University. The priorities were adopted as an initiative of the Chancellor and Cabinet. The priorities were shared with the University. To facilitate ideas to accomplish the strategic priorities, Chancellor Alexander created a grant program for any faculty or staff member to submit projects that would further each initiative.

The Division of Academic Affairs recently launched a set of Strategic Priorities that aligns to the mission and vision of the University.


Improve Student Success and Retention

This priority will be led by Provost Kate Burns, Vice Chancellor Corey King, and Executive Director Janet Bonkowski. Student success and retention is the responsibility of every faculty and staff member at UW-Green Bay. Over the next 18 months that we will break down the silos of student success between Academic Affairs and Student Affairs. We will align our efforts to support the whole student from their experience in the classroom to co-curricular activities, from our residential students to commuters, online students to those starting college at various stages of life, and to eliminate retention gaps between different constituencies. We must develop a modern advising system that honors faculty workload and still ensures guidance to students from faculty. The new system must wrap career guidance and academic advising from a professional advisor into a cohesive experience that is given to all students and not just those who seek it out on their own. Finally, we will create a unified and transparent method of offering scholarships and financial aid that follows best practices for the meaningful support of students, honors donor intent, and helps recruit and retain all students that attend UW-Green Bay.
 

Inclusivity

This priority will be led by Vice Chancellor Corey King, Assistant Vice Chancellor Gail Sims-Aubert, Melissa Nash, and Dr. Stacie Christian. We will provide access and proper support for all of our students. Inclusivity should not be something that we work at, but rather something that becomes inherently part of everything we do to support our faculty, staff, and students at UW-Green Bay. The steps we have taken this year that include University-Wide training on issues of inclusivity are the first steps in our journey. To achieve our access mission, inclusivity must be central to our ethos.
 

Digital Transformation

This priority will be led by Vice Chancellor Sheryl Van Gruensven, Paula Ganyard, and Susan Grant Robinson. We are taking another step to advance our campus into a modern university that aligns with technologies of today and the expectations of the students we teach. That step is to embrace a culture of digital transformation. “Digital Transformation” refers to the evolution of an organization’s foundational business practices through the use of technology and data. Now, more than ever, we need to rethink, reimagine, and reinvent how we operate as a university. We must evaluate how, when, and where we are providing services to our students and to each other. Most importantly, we need to use data for informed decision-making in a highly competitive higher education landscape. Over the next several months, Paula and Susan will lead to discover opportunities that improve processes and the student experience, invest in new technologies, or maximize use of current systems to create a culture of continual improvement in the way we work. Such transformation will ultimately save time and create efficiencies so that faculty and staff are able to focus on mission critical work to improve the student experience. It is important to note that this priority will not result in the loss of jobs, but rather the ability to focus on higher-level and mission-aligned tasks, create work/life balance for faculty and staff, and help navigate the challenging budget realities for modern regional comprehensives. We will have an exhaustive list of opportunities, process changes, and technologies be presented to Cabinet by February. This information will allow Cabinet to prioritize and align resources that will accelerate our University’s digital transformation, and position us for future success.
 

Enhanced Community Connections and University Philanthropy

This priority will be led by Vice Chancellor Tony Werner and Ben Joniaux. We must tell the story of UW-Green Bay to the community that we serve and that supports us. This includes increasing the number of connections we have to our alumni, area businesses, community organizations, and the general public. We need to better articulate and demonstrate our value and the potential we have to better serve our community. This work will lead to greater philanthropic support that aligns with our mission.
 

Increase our Presence in Sustainability and Environmental Work

This priority will be led by Susan Grant Robinson, Dr. John Arendt, and Dr. David Voelker. We need to go back to our roots as the initial Eco U. This includes reaching a gold standard from the Association for the Advancement of Sustainability in Higher Education and increasing the amount of environmental research we do that can help our region. We should have pristine natural spaces and with UW-Green Bay hosting a new National Estuarine Research Reserve site, we have an opportunity to make a profound impact on the environment of our region.
 

Create a Sustainable Path Forward for Green Bay Athletics and the Weidner Center.

This priority will be led by Athletic Director Charles Guthrie, Executive Director Kelli Strickland and Chancellor Alexander. We are one of only three universities in the UW System with a Division I athletics program. We have one of the best facilities for the performing arts in our region and beyond with the Weidner Center. We need to capitalize on these resources to better engage our community, our students, and raise the profile of UW-Green Bay.
 

Previous strategic plan

To see our previous strategic plan that this update is based, please view the Strategic Plan Guide.