10 August 2005

 

The University of Wisconsin-La Crosse

Building Our Academic Community of Learning and Inquiry

Strategic Plan Status Review

Submitted To Chancellor Hastad

 

William T. Clow, Chair

Joint Planning & Budget Committee

 

The University of Wisconsin-La Crosse approved its strategic plan, Building Our Academic Community of Learning and Inquiry in 2004.  This process became a uniting force across a diverse campus and helped to create a more common experience throughout our campus.   With little fanfare the strategic plan began to be implemented through fits and starts. Much of the accountability was taken stricken from the plan through the committee process, therefore decreasing campus-wide participation or buy-in.  Recently, areas of the campus are beginning to embrace the current strategic plan in a more public display, as witnessed by the agenda for the Provost’s Retreat, where each section of the day was driven by elements of the plan.  That effort and understanding needs to be communicated beyond administrative offices and the Joint Planning & Budget Committee.

 

A great number of the initiatives laid out in Building Our Academic Community of Learning and Inquiry are in actuality being considered, implemented or are already in place across our university. Two major stumbling blocks remain for campus buy-in of this plan:  Communication and a sense of priorities.  While many of these implementations are exemplary, there must be a coordinated communications effort to ensure the universality of effort, idea and acceptance.  This lack of (or perceived lack of) communication is a perception that must be treated as serious and sincere.  A successful Strategic Plan and University must have transparency.  Free exchange of ideas and arguments for the good of the institution are necessary for survival in a state where higher education’s budgetary crisis can dictate educational direction.  The budget will always force our hand as a state university but clear and effective communication across our campus will afford us the opportunities necessary for continued survival and growth. 

 

We created a set of guiding principles outlined in the strategic plan.  We felt our university should:

 

  • Delivers a high quality, well-rounded education in an intellectually stimulating environment.
  • Builds upon a global educational environment that fosters the exploration of issues from multiple perspectives and nurtures a community of invested, life-long learners.
  • Recognizes people as its greatest asset.
  • Embraces diversity and creativity in people, ideas and opportunities.
  • Supports success for all students in all aspects of their development.
  • Creates a multidisciplinary, culturally relevant curriculum that is accessible and responsive to a diverse community of learners.
  • Maintains a high quality, accessible education.
  • Exceeds national standards for physical facilities and technology access.
  • Provides a broad array of student support services that most efficiently and effectively meet student needs and interests.
  • Supports a climate of recognition and appreciation for faculty, staff, and student accomplishments.
  • Recognizes that the quality of personal lives can enhance performance and contributions at the University.
  • Develops and maintains a community-friendly campus and a campus-friendly community.
  • Develops a planning process to effectively allocate and utilize existing resources as well as to bring new resources to the university, reacting to an ever-changing environment.

These principles need cohesion, commitment and priority.  As the plan states, “The Joint Planning & Budget Committee will work in conjunction with other University governance groups to ensure that the exploration and implementation of the visions and goals set forth here actually become reality.JP&B must have a higher degree of involvement in the examination and implementation of the Strategic Plan from across the university and work with all representative groups in creating a plan of priority for UW-L.  Through greater communication and creation of campus-wide priorities we can truly create an institution worthy of the label “exceptional.”

Building Our Academic Community of Learning and Inquiry recognizes seven key areas of focus for our campus and lays them out with visions and goals for each area.  The plan states that to reach our full potential, energy, time and resources needed to be concentrated in these areas.

These key areas of focus are:

 

Academics

Student Development

Diversity

Community

Globalization

Quality of Life

Resources

 

The following is a current assessment and status report for each of these key areas.

 


 

Academics

Vision

Academic programs at UW-L deliver high-quality, well-rounded education in intellectually stimulating environments that foster and produce: critical thinkers, lifelong learners, skilled and collaborative practitioners, and global citizens who use knowledge and technology with wisdom and ethics. The academic programs are multidisciplinary, culturally relevant, and flexible in their design in order to be accessible and responsive to a diverse community of learners.

Goals

• Deliver a broad-based rigorous General Education program.

• Create a culture where there are high expectations for students and faculty in the areas of academics, scholarship and creative activity, and service.

• Promote undergraduate and graduate academic programs that deliver a complete, well-rounded education.

• Create a culture of teaching, scholarship and creative activity, and service conducive to excellence and quality.

 

 

Accountability

Timeline

Actions Taken

 

 

Creation of Full-time faculty positions through Enrollment Initiative

Provost, CFO

2004-2005

Significant revision to the Promotion Process

Joint Promotion Committee,

College Deans

2004-2005

Evaluation of departmental assessment plans

 SAH College Committee

CLS College Committee

2004-2005

Revised and clarified letters for review and retention

 College Chairs & Deans

Ongoing 

Mini grants offered by College of EESHR and CLS to enhance programs and improve teaching & scholarship

 Dean EESHR/Dean CLS

 2004-2005

Course revisions & new course development promoting international business in Western Wisconsin

Dean CBA, US Department of Education 

Through 2007

Director of Summer School appointed

 Provost

Spring 2005 

“Recognition of Excellence” program for students and faculty

CLS Dean

Ongoing

CLS Summer School Task Force

CLS Dean

2004-2005

 

 

 

Improved Document Delivery

Murphy Library ILLiad/Odessy

Ongoing

 

 

 

 

 

 

Actions In Progress

 

 

Review of Current General Education Program 

GEC, Director of General Education, Faculty Senate 

Ongoing

     Learning Outcomes Study 

The University Community

Ongoing

     Gen Ed Course Review

The University Community

Ongoing

Program Review Study

(including non-academic programs)

 

Ad Hoc Program Array Review Committee, Faculty Senate 

Ongoing

CLS Core Curriculum Review

CLS Curriculum Committee

Ongoing

ITS Campus 5-Year Technology Vision

CIO, Provost, Financial Services

Spring 2005

 

 

 

Creation/Revision of faculty development for training faculty in technology of teaching and learning

CIO-ITS/Educational Technologies, Provost Office

Ongoing

Review of General Education

SAH College Committee 

Ongoing

Council on Undergraduate Research

Continuing Ed, SAH

2004-2005 

Expansion of ME-PD Program

Continuing Ed 

2004-2005 

Planning Phase for New Academic Building

Campus Planner, CIO 

Ongoing 

Grants for Online Course Development

Dean, CLS

Ongoing

Development of Professional Communication Degree Completion

Dean, CLS

Ongoing

Development of M.A. in Archaeology

Dean, CLS

Ongoing

Development of Online SDA Degree Program

Dean, CLS

Ongoing

Revision of University Honors Program

Dean, CLS

Ongoing

Actions Needed

 

 

Completion of General Education Study

Director of General Education, GEC, Faculty Senate, Campus Community

 

Summer School Study 

Director of Summer School, Faculty Senate, Deans 

 

Increased opportunities for Faculty Development 

College Deans, Provost 

 

Work to restore classroom size to manageable levels

Provost, CFO, Deans, Chairs

 

Revision of CST 110

CST Faculty, CLS Dean

 

Provide Structure and Support for Freshman Writing Program

Dean, CLS

 

 

 

 

Student Development

Vision

As a student-centered campus, UW-L will enhance student development by providing services and programs that address the needs of all students. By supporting the personal, physical, spiritual, emotional, intellectual, vocational/professional, social, cultural, and global development of students, UW-L will nurture a community of active citizens and involved life-long learners.

Goals

 

• Expand and enhance advising and mentoring programs.

• Enrich learning opportunities both in and out of the classroom.

• Promote inclusive student involvement, leadership, service, and activism across the university and community.

• Foster programs and services that continue to optimize student health and quality of life issues.

 

 

Accountability

Timeline

Actions Taken

 

 

Creation of Academic Advising Center (AAC)

Director AAC, Provost

 

Fall 2004

 

LA X Mentoring Program

Counseling & Testing Center 

Fall 2005 

Enhanced mentoring programs

   (undergraduate research)

College Deans & Chairs

2004-2005

ULEAD Program

SDAS & SAC

Fall 2005

FYE Residence Hall Experience

Office of Residential Life

Fall 2004

Expanded Alternative Break Program

Office of Multicultural Student Services, SAC

Fall 2005

SYE (Sophomore Year Experience) Residence Hall Program

Office of Residential Life

Fall 2005

Examination of Student Dean

SAC

2004-2005

Expanded Service/Volunteer programs through Involvement Center

SDAS, SAC, Involvement Center

Ongoing

Community service by Allied Health students

Department of Health Professions 

Ongoing

Creation of Web Based Parking Sales

Director, Protective Services

Summer 2005 

Expanded the number of meetings with Chancellor and Dean of SDAS to discuss issues.

Chancellor, Dean of SDAS

2004-2005

Refinement of SAH 105

To help enhance student health

SAH

Ongoing

Research grants and travel support offered to graduate and undergraduate students by the College of EESHR & CLS

Dean EESHR & CLS

2004-2005

CBA 1st year mentoring program for minority business students

CBA Faculty & Staff

Ongoing

Faculty/Staff forum on Hmong cultural issues and the classroom

CBA

Spring 2005

Funding for CBA student study abroad

CBA

2004-2005

Financial Support for Model UN and Mock Trial

Dean, CLS

2004-2005

Advising Support for Academically At-Risk Students

Dean, CLS

2004-2005

Actions In Progress

 

 

First Year Experience

General Education Committee

 Ongoing

Integration of Student Health Services and Counseling Services?

 Office of Student Life

 Fall 2005

Expansion of Student Internship in Technology/Marketing

 CIO-ITS

 Ongoing

New Student Residence Hall

Campus Planner, CIO 

Summer 2006 

 

 

 

 

 

 

Actions Needed

 

 

Expand Senior Capstone Opportunities

GEC, Departments 

 

Institute “One-Stop Shopping” for student services 

SDAS, SAC, OSL, CFO 

 

Increase access for students with disabilities

Disability Resource Services, SDAS, SAC 

 

Increased Funding for CLS Students Study Abroad

Dean, CLS

 

 

 

 

  

 

 

Diversity

Vision

 

UW-L is committed to ensuring an intellectually challenging and welcoming learning environment for all members of the campus community. Students, administrators, faculty, staff and community members learn and work in a physically and psychologically safe environment where they are valued for their similarities and their differences. Differences have been recognized as valued resources for the academic, cultural, and personal development that has occurred in our country and our world; therefore, they are viewed as essential to an intellectually stimulating environment. An atmosphere that fosters the exploration of issues from multiple perspectives will be commonplace for academic exploration and growth. Because diversity is an integral part of UW-L, students graduate with a commitment to being culturally knowledgeable world citizens. This diversity vision is designed to supplement and not to duplicate or replace Plan 2008.

 

Goals

 

• Build a campus culture that fosters recruitment and retention of a diverse administration, faculty, staff and students.

• Infuse diversity throughout the curriculum.

• Develop a structure for faculty and staff that includes and values diversity.

• Centralize and coordinate diversity resources and programs to optimize impact and efficiency.

• Foster the mutual expansion of diversity through reciprocal relationships between the campus and the community.

 

 

Accountability

Timeline

Actions Taken

 

 

Diversity Organization Coalition (Student groups)

OMSS, OSL, SAC

2004-2005

Expansion of ASI program from summer to year-long

OMSS

Ongoing

 

 

 

Improved and increased efforts in recruitment of students

Deans & Chairs SAH 

Ongoing

Recruitment of a diverse staff

Deans & Chairs SAH 

Ongoing

Student Diversity Initiative

Registrar

Ongoing 

Record number of International students enrolled

Office of International education

 

Development of Diversity Workshop for Search & Screen Committees

Dean, CLS

2004-2005

Actions In Progress

 

 

Plan 2008 Phase II 

Assistant to the Chancellor for Affirmative Action & Diversity

Fall 2005 

Increased documentation of diverse cultures in campus promotional and educational multi-media materials

CIO-ITS/Educational Technologies

Ongoing

Diversity Mentoring Program for Faculty

CLS

Ongoing

Support of Diversity Fellowship for Faculty

CLS

Ongoing

Support of Diversity Workshops, Lectures, Performances

CLS

Ongoing

 

 

 

 

Actions Needed

 

 

Implementation of Plan 2008 Phase II

Chancellor, Provost, AAD, Deans, Faculty, Staff and Students

 

Expansion of Diversity in Faculty, Staff and Administration

University community 

 

Continue to centralize and coordinate diversity resources and programs

AAD, OMSS, SAC, Student Services

 

 

 

 

Community

Vision

 

We envision a community-friendly campus and a campus-friendly community that are interconnected; these communities collaborate to share resources and expertise; achieve mutual goals by building relationships with stakeholders; and embrace diversity and creativity in people, ideas, and opportunities.

Goals

 

• Develop, nurture and sustain an inclusive community where all voices are heard and valued.

• Explore work/life issues that strengthen the broader campus community.

(such as partner benefits, child care, elderly care, health and wellness education.)

• Provide regular community building and recognition events on campus.

• Develop and maintain positive university and community relations.

 

 

Accountability

Timeline

Actions Taken

 

 

Chancellor’s Community Council

Chancellor

Ongoing

Off Campus Neighborhood Celebrations

Director, Protective Services 

Ongoing

Mentoring linkages between UW-L Business faculty and local High Schools

CBA Faculty 

Ongoing

Creation of outreach office for Wisconsin World Trade Center

Small Business Development Center

2004-2005

Seminars & Training for Small Businesses on International Business

CBA

2004-2005

Creation of student links to Future Business Leaders and Junior Achievement

CBA

Ongoing

UW-L/Landlord Conversations

Business Services, Student Life, Local Landlords 

Ongoing 

Off Campus Parking Relief

Director, Protective Services 

Fall 2005 

Community listening sessions

Dean, SAH

2004-2005

Work-Life Advocate Position 

Provost 

2004-2005

Revised Autism Spectrum Disorders certificate

Continuing Ed, Chileda

2004-2005

Biology 105 For Advanced HS Students

Continuing Ed, Biology, La Crosse Public Schools

2004

Fundraising for Community Projects

Dean, CLS

Ongoing

Support of History Day

Dean, CLS, Murphy Library

Ongoing

Actions In Progress

 

 

Campus multi-media production, technology support, and distance education resources for the community

CIO-ITS/Educational Technologies

Ongoing

May 2005

Increased emphasis in promoting campus vision to the community through multi-media projects.

CIO-ITS/Educational Technologies

 Ongoing

Increased emphasis in showcasing Campus Comprehensive Campaign

Assistant Chancellor For Advancement, CIO-Educational Technologies, UW-L Foundation

Ongoing

Creation of Regional Economic Reports

State Bank of La Crosse, La Crosse, Tribune, Chancellor

Ongoing 

Creation of Mayor’s Alcohol Task Force.

Chancellor, Tri Campus Advisory Group, SDAS

Ongoing

President of La Crosse Medical Health Science Consortium

Chancellor 

2005 

An inaugural issue - College of EESHR newsletter was produced and distributed to all EESHR alumni, students, parents and community

Dean EESHR 

 2004-2005

Cooperative efforts with community on Grand Excursion

Murphy Library, Com Studies

Summer 2004

Women In Leadership Forum

Dean Student & Academic Services, Cont Ed

2004-2005

Library Digitization Project

Murphy Library, La Crosse Public Library

Ongoing

Community Picnic

SDAS

Ongoing

           

Bretheren National Youth Conference

Continuing Ed

2004

Jazz on the Mississippi Elderhostel

Continuing Ed

2004

Learning in Retirement Classes

Continuing Ed

2004

MVAC Partnership with Onalaska for New Visitor’s Center

CLS, MVAC

Ongoing

MVAC Partnership with Local Schools

CLS, MVAC

Ongoing

CLS Town Hall Meetings

Dean, CLS

Ongoing

Cultural Programming

CLS

Ongoing

Oral History Project

CLS

Ongoing

Self-Sufficiency Program

CLS

Ongoing

Actions Needed

 

 

Increased Community Support

The entire university 

 

Continued improvement of university public relations

 

 

Expansion of Childcare services for faculty, staff and students

 

 

Increase/Improve channels for campus communications

Chancellor, Provost

 

 

 

 

 

 
 

Globalization

Vision

 

UW-L desires to increase international participation for all students, faculty and staff in order to help them develop as global citizens. We will continue and expand our commitment to excellence in international programs.

 

Goals

 

1. Enrich international experiences.

2. Develop on-going campus programs to promote cultural competence.

3. Promote greater globalization of curriculum.

4. Develop opportunities for global interaction.

 

 

Accountability

Timeline

Actions Taken

 

 

Undergraduate Research Initiative

Student Association, Provost

Ongoing

Increased initiatives in Study Abroad

International Education, Colleges

Ongoing

Increased stipends for international business training and travel abroad

Dean CBA 

Ongoing 

Development of non-credit international experiences 

SDAS, SAC, ORL

2004-2005 

Dean working with several universities in Germany, France, Netherlands; developing faculty exchange opportunities and teaching opportunities

Dean SAH & CLS 

Ongoing 

Dean working with Lancaster University (UK) to develop an exchange involving undergraduate research students

Dean SAH & CLS

 Ongoing

ACE International Initiative report

Provost, Director of International Education

 2005

24 Faculty/Staff members funded through international development fund

Office of International Education

2004-2005

 

 

 

SDA Education with Chinese Delegation

Dean, CLS

Summer 2005

Amity Scholars Program

Dean, CLS

Ongoing

Support of Hmong & Chinese Instruction

Dean, CLS

Ongoing

Development and Support of INS Courses

Dean, CLS

Ongoing

Participation in Cooperative Language Program

Dean, CLS

Ongoing

Actions In Progress

 

 

Task Force on International Education 

Provost

Ongoing 

Creation of multi-media productions, web promotions, marketing projects to explain the importance of global connections and experiences.

CIO-ITS/Educational Technologies

 Ongoing

Increased use of distance education technologies to connect with international communities

CIO-ITS/Educational Technologies

Ongoing 

Expansion of LIFE program through academic initiative

Student Association

Ongoing

Development of Hmong Online Program

Dean, CLS

 

Development of Faculty-Led Study Abroad Programs

Dean, CLS

 

 

 

 

 

 

 

Actions Needed

 

 

Investigation of an International Center on Campus

 

 

Increase opportunities for international teaching and scholarship 

 

 

Explore Grant Programs for Faculty and Student Scholarships

 

 

 

 

 

 

 

 

  

 

 

Quality of Life

Vision

 

We envision the university as a great place to live, learn, work, and play. UW-L is committed to providing an environment that is healthy, secure, and intellectually and culturally stimulating. The freedom to explore and express new ideas without repercussions is particularly crucial to our quality of life. UW-L is committed to nurturing an atmosphere of tolerance, fairness, and trust. The obligations and responsibilities of work and personal life are recognized as changeable over time and circumstances. Accommodating demands of work and personal life are important to overall life satisfaction. Strong efforts will be made to arrive at workable balances. Healthy lifestyles are promoted and supported by our programs and facilities. Programs to nourish the mind, body, and soul are valued and advanced. Accessible physical facilities and grounds will be clean, well maintained, comfortable, and indicate a sense of pride.

 

Goals

 

• Promote and support arts and humanities events and programs.

• Enhance programs for advising and counseling.

• Promote programs dealing with substance abuse and overall health and wellness.

• Create an environment that fosters balance between professional and personal life and supports healthy lifestyles.

• Integrate more art and people friendly areas into the landscape and physical surroundings.

• Enhance orientation and support programs for new staff, faculty, and students.

 

 

Accountability

Timeline

Actions Taken

 

 

Employee Assistance Program 

Human Resources, Area Supervisors, Chairs 

Spring 2004 

Campus Climate Survey

Provost

2004 

Hiring Campus Climate Coordinator

Assistant to the Chancellor for Affirmative Action & Diversity

May 2005

The College of EESHR and CLS covered leave expenses not covered by the SLOAN grant for faculty & staff.

Dean EESHR/CLS

2004-2005 

Academic Initiatives-Advising. Includes funding AAC and grants to colleges for advising improvement

Student Association

2004-2005

New Chair & Faculty Orientation

Dean, CLS

 

 

 

 

Actions In Progress

 

 

“The Power of Professionalism” conference

Program Assistant Professional Development Committee

Summer 2005

Training of Academic Advisors

Dean, CLS

Ongoing

Enhancement of CLS Advising Websites

Dean, CLS

 

 

 

 

 

 

 

Actions Needed

 

 

 Focus on Work/Life balance

(especially in light of budget

constraints over the past few years) 

 

 

Increased support for arts and humanities programs on campus

 

 

 

 

 

 

 

 

Resources

Vision

 

UW-L strives to build upon its resources. University resources (people, time, facilities, and monies) will be directed to the highest priorities in pursuit of the greatest quality and value and in accordance with the overall strategic plan. We will continue to explore new and innovative methods to better utilize existing resources and we will aggressively seek new funding sources.

 

1.  Develop methods to ensure that allocations are linked to the strategic plan and Enrollment anagement-21 and are regularly assessed.

 

2.  Explore alternative methods, mixes, and combinations to use existing resources.

 

3.  Garner/obtain resources for increased funding.

 

 

Accountability

Timeline

Actions Taken

 

 

Cancellation/Completion of

EM-21 

Chancellor, Provost, Vice-Chancellor for Administration & Finance

Fall 2004

 

 Noel Levitz Review

Provost

Spring 2005

Campus Master Plan

Campus Planner

Spring 2005

Telecounseling Initiative

Admissions

Spring 2005

Implementation of E-Grading

Records & Registration

Spring 2005

 Additional emphasis on grant writing for newly hired SAH faculty members writing grant proposals

Dean SAH

 Ongoing

Linking allocation of SAH resources to SAH Strategic Directions document

Dean SAH

 Ongoing

Center for Geographic Information Systems Data Base Purchase

CBA

2004-2005

Implementation of SEDONA a web-based information management system

CBA Faculty

2004-2005 

Detailed study of the exterior athletic and student recreation areas

Campus Planner

2004-2005

Open Budgetary Process

Dean, CLS

Ongoing

Linked Special Events to Donor Cultivation

Dean, CLS

Ongoing

Actions In Progress

 

 

Creation of New Enrollment Plan 

Registrar 

Ongoing

Creation of Comprehensive Campaign

Assistant Chancellor For Advancement, Foundation 

Ongoing

Increased emphasis of grants for the acquisition of technology, to promote faculty development.

CIO-ITS/Educational Technologies, Departments

Ongoing 

Providing additional support in areas such as Admissions, Records and Registration for web services

CIO-ITS

Ongoing 

Better use All Agency State Funds for small building projects on campus 

Campus Planner 

Ongoing

 

 

 

 

 

 

 

 

 

Actions Needed

 

 

Greater development efforts in student scholarship arena (especially for incoming students)

Assistant Chancellor for University Advancement, Foundation, Colleges, Departments 

 

Greater involvement in recruiting

Deans, Colleges, departments, Faculty 

 

Comprehensive Recruitment Plan

Registrar, Admissions, Campus Community

 

College Alumni Group

Dean, CLS

 

 

  

 

Suggested Planning Strategies From

Building our Academic Community of Learning & Inquiry

Below are the goals developed for each of the areas of focus: Academics, Student Development, Diversity, Community, Globalization, Quality of Life and Resources. Included with each goal are the strategies that emerged from the Future Search Conference and through the subsequent planning sessions. While there is not universal agreement on these strategies, there was general agreement that they should be shared with the campus groups responsible for achieving the goals. Those groups should consider, accept, modify or reject them.

Academics

Deliver a broad-based, rigorous General Education program.

·        Promote general education as a four-year endeavor for all students.

·        Ensure quality teaching in all courses.

·        Ensure that all General Education courses provide significant, rigorous learning experiences for students.

·        Explore the development of a cross-disciplinary General Education capstone course.

·        Expand the First Year Experience.

Create a culture where there are high expectations for students and faculty in the areas of academics, scholarship and creative activity, and service.

·        Academically challenge students at a level that exceeds their current performance level.

·        Create an atmosphere saturated with opportunities for the faculty mentoring of students in scholarly and creative endeavors.

Promote undergraduate and graduate academic programs that deliver a complete, well-rounded education.

·        Integrate innovations that promote a range of cognitive processes such as critical thinking, problem solving, and inquiry based learning.

·        Increase educational opportunities that emphasize teamwork, the communication of complex issues and the development of lifelong learning skills.

·        Examine the array of graduate programs and strengthen select key areas.

·        Increase opportunities for testing out of introductory level courses.

Create a culture of teaching, scholarship and creative activity, and service conducive to excellence and quality.

·        Explore reducing the average teaching load to 9 hours [or three courses] across campus.

·        Explore the institution of a regularly scheduled Campus Scholarship Presentation Forum.

·        Ensure that class sizes are conducive to fostering excellence in teaching and learning.

·        Increase opportunities for testing out of introductory level courses.

Student Development

Expand and enhance student advising and mentoring programs.

·        Explore a centralized developmental advising center.

·        Expand peer advising and mentoring.

·        Encourage faculty/staff/student involvement in advising and mentoring.

Enrich learning opportunities both in and out of the classroom.

·        Expand service learning opportunities.

·        Develop living/learning center.

·        Expand senior capstone opportunities.

·        Promote access for students with disabilities.

 Promote inclusive student involvement, leadership, service and activism across the university and community.

·        Investigate the creation of Student Dean Positions.

·        Increase university access to student input.

Foster programs and services that continue to optimize student health and quality of life issues.

·        Promote a physical facilities plan for “one-stop shopping” for student services.

·        Enhance collaboration/communication of student services across campus.


Diversity

Build a campus culture that fosters recruitment and retention of a diverse administration, faculty, staff and students.

·        Identify best practices for enhancing diversity and communicate to appropriate campus entities.

·        Continue to improve the physical environment for its inclusiveness as a universally designed space that welcomes all.

·        Ensure universal design for accessibility as a norm across the University in the physical plant, programs, and curricular materials.

·        Explore the creation of cultural proficiency programs and encourage faculty, staff, student and administrative participation. Evaluate service learning as an opportunity to enhance the diversity experience for students at UW-L.

·        Increase diversity throughout the curriculum.

Develop a reward structure for faculty and staff that includes and values diversity.

·        Value diversity efforts in teaching, scholarship and service, on campus and in the community, in the consideration of retention, tenure, merit and promotion.      

·        Examine equity issues, such as domestic partner benefits, and pay equity.

Centralize and coordinate diversity resources and programs to optimize impact and efficiency.

·        Build a central, accessible calendar in order to better coordinate events and efforts related to diversity.

·        Consolidate financial resources supporting diversity to better coordinate the use of these funds.

·        Centralize web resources on diversity and inform the campus as to where they are.

·        Coordinate brochures so that there appears to be a common theme for different diversity services, programs and student organizations.

·        Identify ways to physically consolidate existing programs into a single space/area through reorganization, renovation and remodeling.

·        Centralize reporting of diversity organizations to one office.

 

  

Foster the mutual expansion of diversity through reciprocal relationships between the campus and the community.

·        Continue to examine outreach efforts including Academic Success Institute and working with high schools.

 Community

Develop, nurture and sustain an inclusive community where all voices are heard and valued.

·        Include faculty, academic staff, classified staff and students on all joint committees as appropriate.

·        Include faculty, academic staff, classified staff and students on Search and Screen committees as appropriate.

·        Explore the creation of an Open Forum with the Chancellor that allows all voices to be heard.

·        Explore the creation of a University Senate that represents all stakeholders.

·        Explore the creation of more leadership opportunities through Administrative Internships, Student Dean Positions, and Student Advisory Committees within colleges/units.

·        Develop a campus gathering place where all can collaborate to share resources and expertise.

·        Continue to use fair employment practices.

Explore work/life issues that strengthen the broader campus community.

·        Establish a permanent Work/Life committee.

·        Expand programs such as childcare and health and wellness education.

·        Foster the development of work/life balance.

·        Explore partner benefits, elder care and other programs necessary for a successful learning community.

Provide regular community building and recognition events on campus.

·        Explore expansion of Academic Staff and Classified Staff awards and recognition. Expand development of College and University awards to recognize teaching, research, and service.

·        Establish a weekly common hour on campus.

·        Mentor new members of our community.

·        Re-evaluate the types of activities that are used in retention & promotion decisions.

Develop and maintain positive university and community relations.

·        Collaborate with the greater La Crosse area community to develop partnerships that share resources and expertise.

·        Explore development of a university involvement center as a clearinghouse for community service. Improve university public relations.

 

 

Globalization

 

Enrich international experiences.

·        Increase the percentage of students studying abroad and increase international internships.

·        Increase the number of international students on campus.

·        Increase opportunities for international teaching and research and creative activity.

·        Increase international scholars and staff on campus.

Develop on-going campus programs to promote cultural competence and promote international awareness.

·        Create opportunities for faculty, staff and students to share their direct international experience.

Promote greater globalization of curriculum.

·        Develop a process to ensure high quality academic standards for faculty-led summer and short-term programs.

·        Ensure that all courses have an international component.

·        Develop opportunities for greater global interaction.

·        Develop an integrated approach to embracing an international perspective.

·        Integrate international students into campus advising and support structures.

·        Develop partnership opportunities with a network of international institutions and universities.

·        Investigate the creation of an international center.

   

 

Quality of Life

 

Promote and support arts and humanities events and programs.

Support and enhance programs for advising and counseling.

Promote educational programs dealing with substance abuse and overall health and wellness.

·        Increase the visibility of alcohol and drug abuse issues and initiatives.

Create an environment that fosters balance between professional and personal life.

·        Develop a work-life balance plan and support processes to accommodate the balance of work and personal life obligations and responsibilities.

·        Create a Work/Life Advisory Committee to advise campus leaders and the Office of Human Resources on work/life issues.

·        Support the goals of the Program Assistant Training Group and work with unions representing classified staff to facilitate work/life balances.

Integrate more art and people friendly areas into the landscape and physical surroundings.

Promote and maintain active facilities and programs directed at healthy lifestyles.

Enhance orientation and support programs for new staff, faculty, and students.

 

Resources

 

Develop methods to ensure that allocations are linked to the strategic plan and EM-21 and are regularly assessed.

Explore alternative methods, mixes and combinations to better utilize existing resources.

Garner/obtain resources for increased funding