Community Catalyst, Economic & Knowledge Power Source

1. Community Catalyst, Economic & Knowledge Power Source

2. Presentation to UW System Board of Regents Richard Wells, Chancellor Lane Earns, Provost February 7, 2013

9. Rubric: Creative thinking Closing a “higher-order, cognitive/soft skills gap”

11. Rubric: Teamwork, problem solving Closing a “higher-order, Cognitive/soft skills gap”

17. Our successes

18. 10 Successful Strategic Outcomes • Drove larger enrollments, increased # students of color and adult students, degrees conferred and retention rates. • Secured more grants, more private dollars than ever before, including completion of comprehensive capital campaign supporting academic programs and student scholarships. • Added new online, accelerated and collaborative degree programs, baccalaureate degree completion programs and three new, workforce-responsive engineering technology majors. • Raised level of academic preparedness of our 1st yearstudents, continue to increase number, diversity of high-impact degree programs. • Added tenure-track positions, expanded support programs.

19. 10 Successful Strategic Outcomes • Enhanced facilities: $316 million in construction projects from 2000 through 2015 completed or in development, fueled by: • $160 million in state investment. • $111 million in program revenue (from residence hall fee to business service fee revenues). • More than $45 million in donor, University-private sector partnership investment. • Earned national recognition for our commitment to “green” principles.

20. 10 Successful Strategic Outcomes • Recognized as a national model for developing, exemplary campus-wide liberal education programs; redesigning a groundbreaking, high-impact, high-quality general education experience. • Established emerging, national reputation for the way we engage, partner with individuals, organizations to better serve our region. • Supported faculty, students in amazing achievements. (See pages 2 through 7 of Annual Report for specific results).

21. Big challenges remain, big changesrequired…

22. Strategies “Macro” Vs. “Micro”

23. Macro Challenges • Improving student success, closing achievement gaps. • Affordability of college. • Competitive compensation, support for, development of faculty, staff.

24. Challenge: Improving student success, closing achievement gaps

25. Challenge: Improving student success, closing achievement gaps

26. Challenge: Improving student success, closing achievement gaps

27. Challenges: Achievement gaps

28. Challenges: Achievement gaps *Expected Family Contribution (EFC) determines the range of Pell award amounts. The application is called the Free Application for Federal Student Aid (FAFSA).

29. Challenges: Achievement gaps

30. Challenges: Achievement gaps

31. Challenge: Improving student success, closing achievement gaps – Pell summary • From 2007 cohort to 2011 cohort, more students applied for Pell grants (+28.8 percent). • Average award amount increased (+34.6 percent) while total awards granted increased dramatically (+63.3 percent). • The number of Pell students who had “zero” ability for family to contribute toward the cost of their educations skyrocketed (+104 percent).

32. Challenges: Achievement gaps

33. Challenges: Achievement gaps

34. Challenge: Improving student success, closing achievement gaps summary • Degrees awarded have increased significantly, outpacing large enrollment increases (see Table 1). • Total 6-year graduation/still-enrolled rates for first-year, full-time and transfer students have increased wherein the transfer student rate of improvement more than doubled compared to the first-time, full-time student improvement rate (+4.8 percent vs. +10.5 percent) (see Tables 2 and 3). • The fall 2007 cohort retention rate compared to the fall 2011 cohort rate slightly declined with no change for white students; however, there was a very large rate of decline for students of color (see Table 4).

35. Challenge: Improving student success, closing achievement gaps summary (cont). • The fall 2007 cohort white student retention rate was slightly lower (-1.9 percent) than students of color while the fall 2011 cohort rate for students of color was much higher (-17.8 percent) (see Table 4). • The percentage of non-Pell-eligible students decreased significantly from the fall 2007 cohort to the fall 2011 cohort. However, the non-Pell-eligible rate of decrease for students of color was much higher (see Table 5). • Comparing the 2007 cohort to the 2011 cohort, Pell-eligible white students increased and then their rates of retention decreased. Pell-eligible students of color also increased; however, their rate of retention decreased more than four times the white Pell students’ rate(see Table 5). • Both non-Pell white students and students of color retention rates improved (see Table 6).

36. Macro Strategy: Improving student success, closing achievement gaps University Studies Program: Transforming general education

38. What makes this general education program distinctive such that educational quality and success for all students improves and achievement gaps close?

39. USP Distinctiveness • Curriculum-based on campus Essential Learning Outcomes • Signature Questions threaded throughout the program • Common intellectual experiences tailored for first-year students • Learning communities • Peer mentors • Community engagement projects • Alumni mentors • Electronic learning portfolios • Specific alternatives for transfer students from other institutions • On-going professional development for the teaching community • Integrated assessment of student learning

40. Macro Challenges • Improving student success, closing achievement gaps. • Affordability of college. • Competitive compensation, support for, development of faculty, staff.

41. Challenges: Affordability

42. Macro Strategy: Affordability of college Developing a ‘Stakeholders Scorecard’

44. Macro Challenges • Improving student success, closing achievement gaps. • Affordability of college. • Competitive compensation, support for, development of faculty, staff.

45. Journal Sentinel, PolitiFact Wisconsin, Dec. 26

46. Gannett Wisconsin Media, Jan. 4

47. Macro Strategy: Increase compensation funding priority and decentralize pay plan authority • Increase external stakeholder funding for compensation, professional development support. • Increase internal stakeholder reallocation funding priority for compensation, professional development support. • Decentralize pay plan authority, accountability to Board of Regents, UW institutions.