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:

 

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