UW-La Crosse Strategic Plan
Sustaining Excellence
The UWL Strategic plan is comprised of four pillars which focus on students, community and employees. Our original planning process took place from 2016 to 2020, and the directions we identified continue today. Learn more about our latest activities in each of the four pillars.
Increasing community engagement
UWL embraces community engagement as a key component to our teaching, scholarly, & service mission.
Increasing community engagement
Goals
- Initiate strategies that create and promote increased opportunities for students’ community engagement that are academically grounded.
- Measure, assess and create accountability structure for community engagement across UWL.
- Market mutually beneficial relationships between UWL and private/public organizations in the greater La Crosse community, state, region, and globally; in particular, focus on the importance of public/community engagement in advancing UWL’s mission centered on the value of a Liberal Arts education.
- Integrate community engagement into UWL policies and procedures.
- Secure funding to support continued community engagement.
Metrics:
Increase participation in internships/clinical/field experiences by UWL Students to 62% of graduating seniors by fall 2023.
57% of UWL Seniors reported participation in internships/clinical/field experiences on the 2020 NSSE survey. 62% of UWL Seniors reported participation in internships/clinical/field experiences on the 2017 NSSE survey. The goal of UWL community Engagement is to return student participation to pre-COVID-19 pandemic numbers.
Expand number of partnerships reported on the UW System Partnership Collection.
- 2015-16, 3215
- 2016-17, 3243
- 2017-18, 3389
- 2018-19, 2682
- 2019-20, 3333
- -
Data from the UW System Partnerships report is forthcoming. Note, due to decisions to better align this report with NC-SARA reporting, a new collection process is being devised.
Increase number of projects in progress or completed through the UWL Community Idea Exchange (formerly known as the Project Opportunities Board).
Thirteen projects were listed in FY 2022. One has been assigned, with 12 projects open for selection.
Increase number of student hours reported for volunteering in the community annually.
Prior to the pandemic, 18,952 hours were reported for the 2018-19 academic year. 9,475 hours were reported for the 2019-20 academic year. Only 5,043 hours were reported in the University Centers 2020-21 annual report. The COVID-19 Pandemic continues to impact the ability of students to participate in volunteer activities.
Total hours of community service as reported by University Centers and Athletics Department Annual Reports.
Actions Completed 2021-2022
In April 2021, Community Engagement Coordinator Lisa Klein successfully earned a micro-credential in Community Partnerships through Campus Compact’s Community Engagement Professional Credentialing Program.
In July 2021, the UWL Community Idea Exchange (formerly known as the Project Opportunities Board) was updated with a new name, new projects, and systematic approach to maintaining and updating the database.
From August 2021 - February 2022, the Community Engagement Coordinator helped organize the university’s response efforts to help support the needs of the Afghan people living at Fort McCoy. You can find complete details on the university’s efforts on the UWL support for Afghan guests webpage.
In September 2021, the Community Engaged Learning (CEL) program was announced to the College of Science and Health, the College of Art, Social Sciences and Humanities, and the College of Business Administration. In the first five months of the program, 19 course sections received the CEL designation.
In January 2022, the Community Engagement Council in collaboration with the Center for Teaching and Learning hosted a Community Engaged Learning (CEL) program workshop with an overview of the program, including a review of the CEL proposal.
In March 2022, three new Community Engaged Fellowships were introduced to campus. The $12,000 fellowships are awarded to students who are chosen for one-year experiences with two local non-profit organizations. The fellowships are intended to provide community-engaged experiential learning opportunities for students.
Achieving excellence through equity & diversity
UWL is committed to being an equitable & welcoming community to maintain our status as a high quality & competitive university.
Achieving excellence through equity & diversity
Goals
- Achieve demographic equity in access and retention for students, staff, faculty, and administrators. Equity liaison initiative
- Provide fully inclusive educational experiences for all students.
- Ensure that all employees are engaged in creating a dynamic and welcoming campus community.
- Make UWL's Equity & Diversity efforts highly visible and coordinated across campus.
Metrics:
Reduce gaps in first-to-second year retention between not-first-generation and first-generation students. The current retention rate of not-first-generation students is 86%. The most recent retention rates of first-generation students:
- 2015, 85%
- 2016, 78%
- 2017, 83%
- 2018, 77%
- 2019, 82%
- 2020, 80%
- 86%
Reduce gaps in first-to-second year retention between not Pell eligible students and Pell eligible students. The current retention rate of not Pell eligible students is 85%. The most recent retention rates of Pell eligible students:
- 2015, 84%
- 2016, 80%
- 2017, 84%
- 2018, 77%
- 2019, 83%
- 2020, 79%
- 85%
Reduce gaps in first-to-second year retention between students of color (SOC) and those who are not. The current retention rate of non-SOC students is 85%. The most recent retention rates of students of color:
- 2015, 79%
- 2016, 78%
- 2017, 77%
- 2018, 82%
- 2019, 83%
- 2020, 80%
- 85%
Increase UWL’s compositional diversity of faculty and academic staff. Monitor to ensure it meets or exceeds the median value of the UW Comprehensives (9.4% in 2020, excluding UWL) overall as well as across employment categories.
- 2015, 10.8%
- 2016, 9.7%
- 2017, 9.5%
- 2018, 10.1%
- 2019, 11.8%
- 2020, 11.6%
- 9.4%
UWL has an overrepresentation of persons of color among our “unskilled” staff (per 2017 Affirmative Action report). The intent of this metric is to review compositional diversity not just overall, but across various job categories, similar to how we monitor achievement gaps of students.
Increase UWL’s compositional diversity of the student body, both undergraduate and graduate. Monitor to ensure it meets or exceeds the median value of the UW Comprehensives (12.5% in 2020, excluding UWL).
- 2015, 8.7%
- 2016, 9.3%
- 2017, 9%
- 2018, 9.5%
- 2019, 10.2%
- 2020, 10.2%
- 12.5%
Actions Completed 2021-2022
Barbara Stewart, Vice Chancellor of Diversity & Inclusion, received the 2022 UW System Board of Regents Diversity Award from UW System Board of Regents. The honor is given to a change agent who has significantly promoted equity in educational outcomes for historically underrepresented student populations.
In June of 2021, the Research & Resource Center for Campus Climate announced a name change to The Center for Transformative Justice. The new name better captures its mission of supporting students and advancing social justice. The change was spurred by the events of the prior year, when social justice dominated the national news cycle and many institutions, including universities, reassessed and renewed their commitment to driving change.
Social Justice Week, a free event bridging gaps within the campus community through dialogues, experiential activities and initiatives that promote equity, justice, and inclusion was held in April of 2022 after its absence in 2020 and 2021 due to the COVID-19 pandemic. The theme this year was Spaces, Places, and People: The Urgency of Intersectional Environmentalism, Unified Communities, and Mutual Networks.
In February 2022, New Directions for Institutional Research published Building capacities on campus for equity-focused data: The equity liaison program at University of Wisconsin-La Crosse by Graciela Engen and Natalie Solverson. The article outlines how the Equity Liaison Initiative at UWL engages individuals from offices on campus with equity-focused data to affect change in their individual departments.
Results of the spring 2021 student Campus Climate Survey were shared with the campus. The survey tool that was used was the Diverse Learning Environments (DLE) survey from the Higher Education Research Institute (HERI) at the University of California, Los Angeles (UCLA). This tool was used by all UW campuses and the survey was coordinated by UW System.
Investing in our people
UWL recognizes that our status as a high quality and competitive university depends on our faculty and staff.
Investing in our people
Goals
- Prioritize employee compensation.
- Promote an environment of employee inclusion, ownership and engagement.
- Create clear and consistent assessment and accountability policies for all employees.
Metrics:
Work toward achieving 92% of external market parity compensation across all employee classifications.
The University did not complete the FY21 CUPA salary review due to the Title and Total Compensation Project, a complete redesign of its current title and compensation structures. You may view the most recent (FY20) CUPA salary review here.
Faculty
- 2016, 89%
- 2017, 89%
- 2018, 87%
- 2019, 88%
- 2020, 88%
- 92%
Instructional Academic Staff
- 2016, 97%
- 2017, 97%
- 2018, 94%
- 2019, 93%
- 2020, 97%
- 92%
Non-instructional Academic Staff
- 2016, 100%
- 2017, 99%
- 2018, 95%
- 2019, 95%
- 2020, 95%
- 92%
This is an aspirational goal for UWL. External market parity is CUPA for Faculty, IAS, and matched NIAS positions. Other sources, such as UW System match are used when CUPA data is unavailable. There are no CUPA comparison groups for non-academic titles. In November 2022, the University of Wisconsin implemented the Title and Total Compensation Project to modernize UW's title, pay, and benefits programs. Also as part of our commitment to Sustaining Excellence and the focus on Investing in Our People, UWL has distributed lump sum payments to eligible staff over the last several years. View Lump Sum Payment Allocations to University Staff.
Monitor expenditure of Educational Assistance benefit funds each year across employee classifications.
Educational Assistance Benefit paid out to UWL employees
The annual budget for Educational Assistance is $85,000 (the program began in January 2018). Unspent funds carry over into the next year.
2020-21: $92,855
2019-20: $92,130
2018-19: $86,408
2017-18: $15,081
Sustain high levels of employee engagement as reported on Employee Engagement Survey. View the current levels of engagement report.
94%
Positive engagement
Spring 2018
The Employee Engagement Survey has been delayed due to the University's response to COVID-19.
There is no new time frame for when the next survey will be deployed.
Actions Completed 2021-2022
The University implemented a 1% one-time COVID-19 merit pay award for employees in Fiscal Year 2022 to recognize the exemplary efforts and extra work of faculty and staff in supporting the University and its students during the COVID-19 pandemic crisis. The cost of the merit award was $667,883.
The Title and Total Compensation process concluded in November 2022, providing affected employees with new titles. The next phase of the process will explore recommending a new policy for employee career progression to promote a more substantial employee retention effort for all UW System institutions.
In preparing UWL for the post pandemic work environment, the university has developed a more robust Work From Home policy which focuses on enhancing recruitment and retention efforts as well as providing some employees whose positions are suitable for working from home, more flexibility to work remotely. In addition, the university is continuing to evaluate more flexible work options for all employees.
Advancing transformational education
High-impact teaching & learning opportunities that are proven to aid student success across diverse backgrounds.
Advancing transformational education
Goals
- Increase the opportunities for students to engage in high-impact practices by graduation.
- Monitor persistence and retention rates with the goal of improvement.
- Expand international/global learning opportunities for all students.
- Enhance graduate education.
- Increase opportunities for cross-disciplinary teaching and learning.
- Evaluate and revise the General Education program.
Metrics:
Increase retention of first-year students to 90%.
- 2014, 85%
- 2015, 86%
- 2016, 83%
- 2017, 86%
- 2018, 84%
- 2019, 86%
- 2020, 84%
- 90%
Increase retention of transfer students to 80%.
- 2014, 81%
- 2015, 77%
- 2016, 76%
- 2017, 77%
- 2018, 80%
- 2019, 82%
- 80%
Expand participation in first-year seminar to 100% of new first-year students and selected transfer students.
Beginning 2020-21, FYS 100 was required for ALL new first-year students and selected transfer students.
- 2014, 18%
- 2015, 12%
- 2016, 17%
- 2017, 23%
- 2018, 31%
- 2019, 27%
- 100%
Increase the number of UWL students graduating with an education abroad experience to 23%.
- 2014, 23%
- 2017, 19%
- 2020, 19%
- 23%
This data point comes from the NSSE. The next administration of the NSSE will be spring 2023.
Increase graduate enrollment to 1,000 students.
- 2015, 758
- 2016, 818
- 2017, 818
- 2018, 867
- 2019, 963
- 2020, 979
- 2021, 935
- 1000
Actions Completed 2021-2022
Navigate has on-boarded additional campus partners including the Office of Multicultural Student Services, International Education & Engagement, Residence Life, Athletics, and the Murphy Learning Center. This has allowed us to expand our network of support to students. Additionally, students can now view all alerts entered by their instructors and have access to view appointment summary reports for advising appointments within the Navigate app.
The General Education Working Group continues to work towards GE revision. The working group put forward a proposal for the creation of a General Education Coordinator position, which was approved by the Provost along with Faculty Senate. A faculty appointment is anticipated by May 1, 2022. The working group is also reviewing solicited feedback from programs and department chairs on proposed categories and distribution of courses.
The General Education Assessment Committee (GEAC) is piloting the Critical Thinking VALUE rubric in two cohorts of courses (Spring 2022, Fall 2022). The process is housed in Canvas and has lead to creation of training space and improvements to review assessment plans. Ideas are being gathered for larger scale implementation Fall 2023.
Despite a global pandemic, UWL continues to work towards a comprehensive internationalization plan. Among other things, International Education & Engagement (IEE) in collaboration with the Provost Office and CATL are preparing for a globally focused UWL Conference on Teaching and Learning for summer 2022 to assist faculty with identifying ideas and resources for adding global perspectives into course curriculum. Small grants continue to be provided to faculty to develop collaborative online international learning projects for courses taught during the 2022-23 academic year.
UWL developed a new strategic plan for graduate education in December 2021. It has three pillars: 1) Recruit and support a diverse pool of exceptional individuals as graduate students at UWL; 2) Invest in our people by supporting the faculty and staff involved in graduate education; 3) Promote the success and strategic growth of graduate education. In spring 2022 Graduate Council will identify priority action steps within each pillar and move forward on them.
About
Mission
The University of Wisconsin-La Crosse provides a challenging, dynamic, and diverse learning environment in which the entire university community is fully engaged in supporting student success. Grounded in the liberal arts, UWL fosters curiosity and life-long learning through collaboration, innovation, and the discovery and dissemination of new knowledge. Acknowledging and respecting the contributions of all, UWL is a regional academic and cultural center that
prepares students to take their place in a constantly changing world community. The university offers undergraduate programs and degrees in the arts and humanities, health and sciences, education, and business administration. The university offers graduate programs related to areas of emphasis and strength within the institution, including business administration, education, health, the sciences, and the social sciences.
Vision
The University of Wisconsin-La Crosse aims to foster within each student the curiosity, creativity, and tenacity necessary to solve the regional, national, and international challenges of the 21st century. The university's official motto mens corpusque ("mind and body") will continue to guide our direction as a student-centered university committed to a quality education for the whole person. As such, it will continue to provide opportunities both inside and outside the classroom for the development of sound mental, emotional, and ethical skills, as well as general well-being. Our students, faculty, and staff will experience the world through constantly evolving technologies and cultures. Thus, the skills of effective communication, critical thought, leadership, and an appreciation for diversity must be the hallmarks of a UWL education.
Values
Fassett Cotton, our institution's first leader, serving from 1909-1924, conceived the original University of Wisconsin-La Crosse educational philosophy of the total development of the individual. Later, history professor and Dean of the College of Arts, Letters, and Sciences, William M. Laux (1922-1967), suggested the symbols of our official university seal along with the accompanying Latin phrase, mens corpusque ("mind and body"), to exemplify our collective commitment to a high quality education for the whole person.
The University of Wisconsin-La Crosse values:
- The mens corpusque educational philosophy that recognizes each student as a whole person and aspires to enhance both mind and body through the noble search for knowledge, truth, and meaning central to a wide range of high quality learning experiences and scholarly pursuits.
- Diversity, equity, and the inclusion and engagement of all people in a safe campus climate that embraces and respects the innumerable different perspectives found within an increasingly integrated and culturally diverse global community.
- A high quality of life and work balance, incorporating best practices for shared governance and the acquisition and efficient management of resources, equitable compensation, general wellness, and social, environmental, and economic sustainability.
- Civic engagement and a renewed commitment to the Wisconsin Idea, in which our socially responsible campus serves as a resource for our increasingly intertwined local, state, and global communities, collaborating and sharing resources and expertise to improve the human condition.