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Where Have We Been?

Where Have We Been? . Where Are We Going?. Where Have We Been?. 1858 é cole normale Model School. Where Have We Been?. From the beginning we offered a rigorous curriculum and a model that reflected the most advanced thinking of its time. Our forebears were…. Where Have We Been?.

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Where Have We Been?

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  1. Where Have We Been? Where Are We Going?

  2. Where Have We Been? 1858 école normale Model School

  3. Where Have We Been? From the beginning we offered a rigorous curriculum and a model that reflected the most advanced thinking of its time.

  4. Our forebears were… Where Have We Been? • as innovative as we seek to be. • as connected to the community in spirit and purpose as we are. • as eager to explore the world.

  5. Our forebears were… Where Have We Been? • as advanced in their thinking in the context of their times. • as committed to providing a model for a contemporary education and exemplifying what it means to be well-educated.

  6. Where Have We Been? • as committed to the highest standards of their profession. • as dedicated to their students. Our forebears were…

  7. Where Have We Been? Our forebears were… • as shaped by the history, physical setting and culture of this classic river town and Southeast Minnesota. • As challenged as we are by rapidly changing social and economic trends and expectations.

  8. we are a community of learners improving our world by: Where Are We Today? Engaging our students in meaningful experiences that prepare them to be creative, open-minded and responsible. Fostering an environment that welcomes and values the talents of every member of our community. Opening up the world of discovery and inquiry for all who seek to learn and to use what they learn to make the world a better place.

  9. we are a community of learners improving our world by: Where Are We Today? • Playing a role in economic and community development and the fostering of entrepreneurship and innovation. • Modeling the characteristics of a 21st century institution. • Learning differently • Working together differently • Making a meaningful difference

  10. We are already a good institution. Why do we need to change? • Minnesota is becoming more diverse and more urban. • MnSCU institutions are no longer state-supported. • The economy is changing. • Demands for accountability are growing. • The unit of economic development is increasingly regional. • The 21st century workplace is changing dramatically. • MN employers will be increasingly global, open and collaborative.

  11. What does all of this mean for us? Where Are We Going? • What kinds of learning are needed to navigate successfully in a complex and interconnected world? • What kinds of learning will prepare our graduates for an economy in which innovation is a constant? • How should we prepare citizens who are personally responsible and who can think globallyand act accordingly? Creating a 21st Century education.

  12. A 21st Century Education …will require a 21st century educational environment…..and that means we create solutions and models together that employ the skills, knowledge, and characteristics needed to be successful in the 21st century.

  13. What is a 21st Century Educational Institution? • Adapt to new environments. • Integrate knowledge from many sources. • Continue learning at all stages of its development. • Can thrive in a complex world in which many factors that shape institutional prospects are beyond its control. It can…

  14. What is a 21st Century Educational Institution? • Cooperate across institutional and disciplinary lines and share risks and rewards. • Unlearn habits and ways of doing things that are no longer effective and learn new ones. • Change its structure and its core capabilities to support new ways of learning and working together. It can…

  15. Different Perceptions of ChangeA Problem or a Core Asset? PROBLEM • Change is someone else’s agenda, not mine. • This new stuff isn’t appropriate for a teaching institution. • Anything new has to be added onto what I do already and I already do more than anyone should be expected to do. ASSET • Change is a fact of contemporary life. • If we are not reflecting the realities of today’s workplace, how can we prepare our students for tomorrow? • We don’t have to work harder or work more. We can work smarter by rethinking what we do.

  16. How close are we to becoming a 21st century institution? • Mission and Goals • Organizational Structure • Infrastructure • Curricular Goals and Designs • Scholarly Agenda and how do we know?

  17. How close are we to becoming a 21st century institution? • Budget model and funding priorities • Faculty, staff and student involvement • Community involvement and engagement and how do we know?

  18. How close are we to becoming a 21st century institution? • Campus publications • Approaches to accountability and assessment: Making a Meaningful Difference. • External recognition and how do we know?

  19. Mission Winona State University is a community of learners improving our world.

  20. Goals: University Work Plan Goal One: Provide high-quality undergraduate and graduate programs that respond to economic, environmental and social challenges and serve as a durable foundation for the acquisition of the knowledge, skills, habits and capabilities of a well-educated person. Goal Two: Provide opportunities and experiences that instill global competences and learning opportunities that will make a difference in improving our world.

  21. Goals: University Work Plan Goal Three: Develop the infrastructure that supports a culture of change and innovation and that demonstrates new ways of working together to provide an environment that supports and sustains scholarly excellence and outstanding student experiences. Goal Four: Create a learning environment that promotes active learning, interdisciplinary collaboration and new ways to work together.

  22. Organizational Structure Reorganization Goals • Enhance alignment, focus, communication • Increase capacity • Guide collaboration internally and externally • Support scholarship, engagement and innovation • Support dynamic planning and accountability

  23. Infrastructure to support core capacities for the 21st century • Center for Engaged Research, Teaching and Scholarship (engaged learning and scholarship) • Wellness and Fitness (health promotion) • Strengthening of HR Office and separate leadership for Affirmative Action. • Integrated Academic Services (student success)

  24. Infrastructure to support core capacities for the 21st century • Integration of Research, Assessment and Planning within Academic Affairs ( the scholarship of change and innovation) • International Office (global competencies) • Faculty Resource Center (support for faculty development, technical assistance, and career planning) • Alignment of support for community engagement, travel studies, and research

  25. Infrastructure to support core capacities for the 21st century • Leadership Academy (support for collaborative work on critical ways of working together) • New All-University Committee Structure (to focus our attention on key issues that will shape WSU in the future and discover together new pathways of communication)

  26. Curricular Goals and DesignsProjects Supported by L21 Child Advocacy Studies Now a minor Innovative Work Study Program Approximately 180 students since inception over 3 years ago. Common Book Over 3000 students involved in 21/2years Common Book 2007-2008

  27. Curricular Goals and DesignsProjects Supported by L21 Supplemental Instruction (Peer tutoring program) Over 8400 hours of academic assistance provided last year compared to 660 hours 3 years ago. On average, students who attended the tutoring earned grades 6% to 19% higher than non-attendees. Travel Studies 14 different trips with 300 students participating last year. Three years ago there were 6 trips with 134 students. New Sports Management Graduate Certificate Totally online curriculum. 14 students in the first year.

  28. Scholarly AgendaProjects Supported by L21 One example of impact of a research project: • Cranberry Research • Interdisciplinary (Biology +HERS) • Impacted approximately 900 hundred students • Provided data for 12 capstone experiences • Research collaboration with Rutgers University • 1 external grant submitted (NIH) • 2 internal grants awarded • 3 student-faculty presentations • 1 paper in preparation • 1 paper submitted for publication ( just accepted last week ! ) Innovation Research Projects funded over 2 years - 17

  29. Scholarly AgendaProjects Supported by Innovation Funds Example of collaborations that are starting to form

  30. Budget Model and Funding Priorities Fundraising Priorities • Wellness Complex • National Child Protection Training Center • Scholarship Support • TBD: Investments in Academic Excellence

  31. Budget Model and Funding Priorities Development of a Strategic Planning and Budgeting Model • New assessment strategies • Development of an innovation fund • Linkage of funding priorities to University Work Plan and MnSCU Strategic Goals

  32. Faculty, staff and student involvement • Approximately 60% of the full time faculty have been involved in some type of innovation initiative through L21 or IPESL. • 20 projects completed through the Special Initiative Award (SIA) Program for ASF members. • Each year, several thousand students are directly impacted by a change that occurred in the curriculum or in student services and support because of challenge grants, L21 grants, SIA awards or IPESL programs.

  33. Community Involvement and Engagement: Examples • Maxwell Child Care Center at Madison School and other District 361 projects • Recreational sports facilities in Winona • Arts and cultural programming • Expansion of OCED into economic and community development activities • Partnerships in Rochester with family-serving organizations, health providers, Chamber of Commerce, etc. • Center of Excellence in Health Science Education and Practice

  34. Campus PublicationsCommunication & Marketing • Stories in CURRENTS • Marketing initiatives such as TV and radio ads • Development of WSU Today • Redesign of WSU website • Emphasis on communication in new All-University Committee model • Development programs for faculty and administrators • Increase in alumni networking

  35. Accountability and Assessment: Making a Meaningful Difference Framework: National Benchmarks System Strategic Goals Higher Learning Commission Program Review Program Outcomes Student Learning Outcomes Resources: Open Notebook Assessment / IR resources Scorecard / Dashboard Chairs Tool Research

  36. External Recognition Guide to Service-Learning Colleges and Universities Top tier ratings in U.S. News and World Report Accreditations Presidents Climate Commitment A Best Midwestern College by The Princeton Review National Championship Faculty/Student Scholarship Project Kaleidoscope Carnegie Engagement Classification

  37. What does a 21st Century Educational Institution look like?

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