Strategic Plan

2017-18 institutional priorities Work plan

The institutional priorities work plan was fine tuned thanks to university engagement sessions held through the 2016-17 academic year. The Higher Learning Commission had concerns about the university’s ability to implement and continuously improve the previous plan.

There is a desire to shore up foundational initiatives upon which stakeholders will build future strategic priorities. This is work that will serve campus well in the future.

There are six areas of priority that were generated through the work plan.

Improving Student Learning

Champion – Dr. D. Joanne Wilson
• New general education director
• New academic assessment director

1. Director of General Education – Internal Search
The General Education Committee has reviewed the position description, and the position description/search was announced in the last week of August. Assistant Provost Dr. Patrick Hagen will lead this search. The position will begin in January 2018 and the director will serve on the general education committee. The committee will continue to have regular meetings to discuss how the general education curriculum will reflect the character and culture of the institution and contribute to students’ success.

2. Director of Academic Assessment – External Search
This will be a 12-month position. He or she will work with the academic deans and the faculty and staff to create an institution-wide academic assessment framework for UW-Platteville. This person will serve as a resource to academic programs with writing student learning outcomes and assessment plans. This person will work closely with the campus HLC liaison and the Institutional Accreditation committee.  The director will actively support specialized program accreditation efforts. Hagen will also lead this search.

Data-Informed Decision Making

Champion – Dr. D. Joanne Wilson
•Review academic program array
•Create data governance structure

1. Review academic program array – Identify opportunities to build a program array that leverages the talents of campus faculty and staff.  A plan will be created for the campus to discuss student needs, to focus on market demand, and the talent of faculty and staff.  This is an opportunity for the campus to plan what the program array should be 5 and 10 years from now. 

For example of forward thinking, Dr. Wayne Weber, Dean of the College of BILSA is leading the planning of a summit on healthcare – thinking about the opportunities students may have in the healthcare field in the region in the future.

2. Create data governance structure – Through regular updates on campus, the campus will hear about the Data Stewardship committee. The work of this committee is very important moving forward. Established last year, this committee has created a document of definitions of terms and will now continue to their work regarding the use of data on campus. Decisions must be made utilizing correct and consistent data.

Budgeting and Planning

Champion – Todd Carothers
• Integrated Planning
• Responsibility and accountability
• Reliable, trusted and timely data
• Allocated resources
• Incentivize performance and effective management
• Simple and transparent

-Institute enrollment and staff plans that give a longer term view and allows to be proactive.

-Identify metrics that inform the proper budget allocation.

-Add budget detail that improves the ability to manage the budget.

-Implement a facilities prioritization process to better align facility resources with campus-wide priorities.

-Ensure funding for both deferred maintenance and strategic planning is identified.

-Create service level agreements that define expectations from non-academic areas.

The key to this year will be to share the tools, support areas in utilizing the tools, and reflect on what worked and needs to be improved by the end of the year.

Student success: Retention

Champion – Angela Udelhofen
•Student success plan
•Future of advising project

Students Success Plan – COMPASS
1. Academic affairs will collaborate with the Student Success team to inform and involve faculty and staff in the implementation of the EAB-Student Success Collaborative platform, which will now be called COMPASS.

a.  Several faculty and staff have already been integral to getting this system up and running for campus.
b. The platform has many features that will provide advisors with more timely and more easily accessible information about their advisees. Its communication tools will also help ease some of the strain around registration – especially for those with a large number of advisees.
c. The first pilot group of academic advisors will be gaining access to the system this fall. There is a need for interested faculty to sign up for the COMPASS pilot project – contact Karen McLeer if interested.
d. A website with ongoing updates and resources will be launching in the coming weeks.

Future of Advising Project
1. Last year, a project team was created to consider the Future of Advising on campus. The team of faculty and staff, led by Karen McLeer and Victoria Livingston, used surveys, focus groups, and interviews to gather data from students, faculty, staff and administrators, on the topic of advising. The first phase of this project has been completed and the report is available on the university website.  The easiest way to find the report is search for “future of advising.”

2. The first phase of the project was designed to learn more about the advising experiences of students, faculty and staff.  The second phase of the project – which is coming up – is designed to give the campus an opportunity to provide input on how the findings and recommendations are actualized.

3. While individual programs and departments have developed processes to address localized challenges with advising (last year the College of EMS hired three academic advisors dedicated to freshmen and transfer students and the initial reports on retention are positive) – hope is that a comprehensive campus-wide initiative can be created.

4. The project team hosted the first engagement session on Aug. 24 to provide their initial findings to the campus. The attendance was more than hoped for, and is an indicator of just how important advising is to members of the community. If someone did not make the 24th, there will be other engagement sessions scheduled. Individuals are also invited to provide feedback via an online form on the project website.  The project team will be soliciting feedback through the end of the fall semester.

5. The personal hands-on approach that this campus is known for comes primarily from the strong faculty-student relationships that exist on our campus. This project is critical for students as a positive advising experience sets them up for success.

Student Success: Recruitment

Champion – Angela Udelhofen
• Plans for New Freshmen, Transfer Students, International Students
• Regional Recruiters

In the area of student recruitment, the university is focused on new freshmen, transfer students and international students. To enhance ongoing recruitment efforts, staff has been restructured and regional recruiters have been added to improve presence in key areas. Regional recruiters will also provide support to transfer recruitment, which will increase presence in community colleges and technical schools.

New freshmen
• Regionals recruiters will be the frontline of recruitment, providing regular and consistent face-to-face communications with prospective students and their high school counselors. They will be located in the Stevens Point area, Quad Cities area, and the Racine area (which will cover southeastern Wisconsin and the greater Chicago-land area).

• Strong focus will be given to URM recruitment with an increased focus on Latino/Latina recruitment as that population continues to grow in the tri-state area. One of the new on-campus admission advisors is fluent in Spanish and will be a wonderful resource to connect with the families as well as translating pieces. This effort includes increased collaboration with OMSA and its pre-college programming and peer mentors.

• In addition, the recruitment team will be moving back to its location on the ground floor of Ullsvik Hall as of Jan. 1, 2018 to provide better service to visitors.

Transfer Students
• Focus for all transfer initiatives is to answer the three main questions that transfers have: 1.) How will my credits transfer? 2.) How long will it take me to complete my degree? 3.) How much will it cost me?

• The restructuring of recruitment staff, as described above, will allow for an increased number of team members recruiting transfer students at community colleges and tech schools as well as on-campus individual meetings. To support these increased contacts, the transfer coordinator will be collaborating with colleges on current and future articulation agreements and pathway development to increase the ease of transferring from key institutions.

• The institution will also undertake several other initiatives to improve transfer recruitment, including expanding the prospect pool by building awareness, re-implementing transfer scholarships, and initiating a “pre-advising/registration” appointment to assure students are completing the necessary steps needed before completing their registration.

International Students
• With the uncertainty of the political climate, the goal is to maintain the campus’ international numbers which are on track for this year.

• Efforts will be focused on improving marketing the university’s remission/waiver program which should help make the campus more attractive through the recruitment stages.

Campus Climate

Champion – Angela Miller
• New Department for Campus Climate
• Campus-wide Climate Assessment
• Sexual Assault Prevention

In order to live up to the university’s mission of empowering students, it is imperative that everyone fosters a climate of respect and inclusivity on campus that allows every student to reach their potential. 

The Campus Climate Workgroup will be focusing on three areas this year: Launching the new department of campus climate this fall; administering a campus-wide survey on climate this spring; and continuing work towards sexual assault prevention.

Under the Division of Diversity and Inclusion, the new department of campus climate will offer a sustainable way to coordinate opportunities for dialogue, programming, and skill-building across campus. The entire campus has a piece in making this new department a success, as it will be looking to faculty and staff for ideas and feedback and engagement on programming, trainings and dialogues offered.

In spring 2018, the campus climate workgroup will administer a campus-wide assessment on climate. It is crucial for the campus to engage in this survey, as its results will guide future resources in this area.

The Dean of Students Office in collaboration with the Patricia A. Doyle Center for Gender and Sexuality offer a host of resources for sexual assault prevention and support. New this year, a sexual violence victim advocate will be housed in the Doyle Center, available to offer support to students in a confidential, timely manner.


Basic Values

To realize its vision, the University of Wisconsin-Platteville embraces and is guided by the following values:

  • excellence in undergraduate education and graduate programs;
  • liberal education as a basis for lifelong learning, growth, and professional development;
  • the pursuit of knowledge and its practical application, and applied research
  • ethical behavior
  • students as the primary focus of university activities
  • respect for individual differences and support for the development of all students, faculty, and staff
  • people as the source of strength, reputation, and vitality
  • learning and development which occur inside and outside the classroom; and
  • service to the community, the state of Wisconsin, and society

Mission

The University of Wisconsin-Platteville provides associate, baccalaureate, and master’s degree programs in a broad spectrum of disciplines including: science, technology, engineering, and mathematics; criminal justice; education; business; agriculture; and the liberal arts.  We promote excellence by using a personal, hands-on approach to empower each student to become broader in perspective, intellectually more astute, ethically more responsible, and to contribute wisely as an accomplished professional and knowledgeable citizen in a diverse global community.

Vision

UW-Platteville will be recognized as the leading student-focused university for its success in achieving excellence, creating opportunities, and empowering each individual. 

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