Strategic Plan Metrics
Strategic Initiatives:
I. The University will provide students with transformative, collaborative, flexible and career-relevant learning experiences.
II. The University will deliver innovative programs that enhance the vitality of the region.
III. The University will be a diverse community that attracts, supports, and recognizes high-achieving students and employees.
IV. The University will establish and maintain an infrastructure to promote accountability, sustainability, and continuous improvement.
Abbreviations:
ADAA / Associate Dean of Academic Affairs / DOF / Dean of Faculty and Graduate Studies / PBC / Planning Budgetary CouncilAPRC / Academic Program Review Council / DOS / Dean of Students / PPP / Program Prioritization Process
AVCAA / Associate Vice Chancellor for Academic Affairs / GRO / Grants and Research Office / SPCT / Strategic Planning Core Team
AVCEM / Assistant Vice Chancellor for Enrollment Management / HIPS / High Impact Practices / TBD / To be determined
CAEO / Center for Adult Education and Outreach / HLC / Higher Learning Commission / TLRC / Transportation and Logistics Research Center
CBO / Chief Business Officer / HR / Human Resources / UAAC / Undergraduate Academic Affairs Council
CCEL / Center for Community Engaged Learning / IAS / Instructional Academic Staff / UR / University Relations
CETL / Center for Excellence in Teaching and Learning / LSNERR / Lake Superior National Estuarine Research Reserve / URMS / Under Represented Minority Students
CIO / Chief Information Officer / LSRI / Lake Superior Research Institute / URSCA / Undergraduate Research, Scholarship and Creative Activity
CVNT / Center for Veterans and Non-Traditional / MEI / Making Excellence Inclusive / VCCL / Vice Chancellor for Campus Life
DEPTS / Academic Departments / NAU / Non-Academic Units / VCF / Vice Chancellor of Finance
DL / Distance Learning / OIE / Office of Institutional Effectiveness / VCUA / Vice Chancellor for University Advancement
Strategic Initiative I: The University will provide students with transformative, collaborative, flexible and career-relevant learning experiences.
The University will deliver a curriculum that unites learning and practical application. This “Superior Plan” incorporates our longstanding commitment to educating the whole student through experiential learning and to do so in the context of our geographical location and affinity with the Northland. Beginning with their very first semester at the University, students will not only study content and gain critical thinking, writing, and problem-solving skills, they will also engage in a variety of experiential learning exercises that focus on outcomes, thus being shaped by the best of both a liberal and a practical education.
Goal 1: Ensure that all students are engaged in experiential learning
Action Step / Data Source / Evidence / Frequency / Success Standard / Progress / Resource Implications / Implementation Oversight / ParticipantsFY 15
(July 1, 2014-June 30, 2015) / FY 16
(July 1, 2015-June 30, 2016) / FY 17
(July 1, 2016-June 30, 2017)
1. UW-Superior students will be involved in two experiential learning activities through their comprehensive major or their non-comprehensive major and minor programs / Annual DEPTS Reports / Annual / Experiential learning requirements will be integrated into all academic programs, with comprehensive majors including two experiential learning requirements in their curriculum and non-comprehensive majors and minor programs each including one experiential learning requirement in their curriculum
Must meet institutional quality standards to be implemented by May 2017 / CETL Advisory Committee, with input from stakeholders, reviews best practices, establishes quality standards and defines experiential learning by December 2014
CETL sponsors an opening week session on experiential learning in January 2015
Establish process to ensure inclusion of interdisciplinary majors (IDM) by May 2015 / 100% of academic major programs will name two experiential learning requirements and dedicate a place in their curriculum for them by May 2016 / 100% of academic major programs will have implemented two experiential learning requirements that meet University quality standards along with an evaluation plan by May 2017
[To be included in September 2017 annual department report] / Faculty and Staff time
Travel / DOF / UAAC
Faculty Senate
DEPTS
CCEL
Community partners
CETL Advisory Committee
AS-L
2. UW-Superior students will be involved in three High Impact Practices (HIPs) through their comprehensive major or their non-comprehensive major and minor programs / Annual DEPTS Reports / Annual / HIPs will be integrated into all academic programs with comprehensive majors including three HIPs in their required curriculum and non-comprehensive majors including two HIPs and minor programs including one HIP in their curriculum by May 2016 / Complete inventory of HIPs by program by September 2014
HIPs Coordinators review best practices and establish University standards by December 2014
100% of academic major programs will name three HIP requirements and dedicate a place in their curriculum for them by May 2015 / 100% of academic major programs will have at least three HIPs that meet University quality standards included in their curriculum along with an evaluation plan by May 2016 / 100% of academic major programs will include an evaluation of their HIPs activities in their department’s annual report by September 2016 / Faculty and Staff time / ADAA / UAAC
Faculty Senate
DEPTS
HIPs Coordinators
AS-L
Goal 2: Ensure that a student’s curricular and co-curricular experiences are intentionally linked and facilitated
Action Step / Data Source / Evidence / Frequency / Success Standard / Progress / Resource Implications / Implementation Oversight / ParticipantsFY 15
(July 1, 2014-June 30, 2015) / FY 16
(July 1, 2015-June 30, 2016) / FY 17
(July 1, 2016-June 30, 2017)
1. UW-Superior students will be involved in two co-curricular activities through their comprehensive major or their non-comprehensive major and minor programs / Annual DEPTS Reports / Annual / Co-curricular activities will be identified and promoted for all academic programs, with comprehensive majors identifying two co-curricular activities and non-comprehensive majors and minor programs each identifying one co-curricular activity annually to be piloted during the 2016-17 academic year / Develop a taskforce to explore connecting co-curricular learning with academic programs and develop a plan for implementation by May 2015
Academic programs inventory existing links with co-curricular activities by May 2015 / 100% of academic major programs will have recognized two co-curricular activities to support and promote on an annual basis by May 2016 / 100% of academic major programs will have piloted their linkage to two co-curricular experiences during the 2016-17 academic year / Faculty and Staff time / DOF / Faculty Governance
DEPTS
Campus Life
Student Orgs
2. Provide opportunities for departments and programs to coordinate and synergize event scheduling and publicize campus efforts through a campus-wide calendar / Implementation of a campus-wide calendar with a structure for continuous updates
Program reports at annual Planning Forum regarding attendance and participation at campus events / Annual
Daily, as events are scheduled / Dedicated oversight function in UR to establish and maintain communication with campus programs and continue daily upkeep of calendar by June 2015
Improved campus-wide events calendar with dedicated oversight and staffing that engages the campus community in promoting its events by August 2015
Increase numbers in attendance at campus events by August 2016 / UR implements an online calendar model as part of website redesign by January 2015
Hold the first annual April Calendar Planning Forum (DEPTS Chairs, Campus Life, Athletics and so forth) in April 2015
Campus-wide calendar planning process is evaluated annually and continually updated
Dedicated oversight function in UR to establish and maintain communication with campus programs and continue daily upkeep of calendar by June 2015 / Hold the second annual April Calendar Planning Forum (DEPTS Chairs, Campus Life, Athletics, and so forth) in April 2016
Campus-wide calendar planning process is evaluated annually and continually updated / Hold the third annual April Calendar Planning Forum (DEPTS Chairs, Campus Life, Athletics and so forth) in April 2017
Campus-wide calendar planning process is evaluated annually and continually updated / Administrative time
Software Expense (subscription/
development) / Chancellor / UR
DEPTS
Campus Life
Athletics
Centers
Student Orgs
Tech Services
Admissions
CAEO
Web Team
Goal 3: Invest in the development of delivery modes that reflect the continuum of learning access options
Action Step / Data Source / Evidence / Frequency / Success Standard / Progress / Resource Implications / Implementation Oversight / ParticipantsFY 15
(July 1, 2014-June 30, 2015) / FY 16
(July 1, 2015-June 30, 2016) / FY 17
(July 1, 2016-June 30, 2017)
1. Create and maintain an integrated sustainable Distance Learning model that incorporates online course offerings into on-campus departmental academic program planning / Annual DEPTS Reports
Faculty Load Reports / Annual
Bi-Annual / Integrated DL Model developed by May 2016 that incorporates online course offerings into on-campus departmental academic program planning
No more than 20% of online courses being taught as overload by Fall 2017 / DL Director hired by May 2015
DL Interim Director, DEPTS Chairs and DOF create a 2-year transition plan by May 2015 to greatly reduce overload teaching of online courses / Implement Transition plan to reduce overload of online courses by March 2016
DL Model developed by May 2016 / Implement DL plan (with staffing indicating no more than 20% of online courses being taught as overload by Fall 2017 / Chair time
Departmental budgets
DL budget / Provost / AVCAA / DOF
DEPTS Chairs
DL
CAEO
Registrar
2. Increase flexibility of program delivery to accelerate time to degree completion and decrease cost (e.g., incorporate more evening and summer programs, year-round schedule, short modules, cohort models, accelerated degrees, satellite locations, and competency-based and certificate options) / Annual DEPTS Reports / Annual / Identify at least 10 academic programs that can be offered using alternative delivery modes not currently in use; and develop these delivery modes by June 2017
Determine whether or not changes are needed to the academic calendar to implement alternative delivery models by April 2015 / DOF and DEPTS Chairs establish baseline information on departmental alternative delivery modes already in use by October 2014
DOF and DEPTS Chairs develop an incentive structure contingent upon increased enrollments by December 2014
January 2015 – Seminar during Enhancement Day for departments to understand and explore possibility of flexibility of program delivery
Programs will have proposed what alternative delivery models they would like to employ by May 2015 / Feasibility study done of each proposed plan by DEPTS Chairs and SPCT with decisions for implementation by December 2015
Necessary governance approval by March 2016
Marketing plan to promote new programs begins by May 2016 / All departments with successful proposals will begin implementing those proposals during the 2016-17 academic year / Budget to support staffing
Faculty and Staff time
Departmental budget
Capacity development / DOF / DEPTS Chairs
DL
Governance
Tech Services
UR
CAEO
SPCT
Action Step / Data Source / Evidence / Frequency / Success Standard / Progress / Resource Implications / Implementation Oversight / Participants
FY 15
(July 1, 2014-June 30, 2015) / FY 16
(July 1, 2015-June 30, 2016) / FY 17
(July 1, 2016-June 30, 2017)
3. Develop and implement a comprehensive Campus Technology Plan that will support the Strategic Plan, program growth, and innovative delivery models / Campus technology plan / Annual / Campus Technology Plan created and put in place be May 2015
Phases I and II completed by May 2016 and May 2017, respectively / CIO hired by August 2014
Draft Technology plan by February 2015
Identify funding to support the Technology plan by May 2015
Campus Technology Plan finalized with implementation beginning by May 2015 / Phase I of Campus Technology Plan completed by May 2016 / Phase II of Campus Technology Plan completed by May 2017 / Faculty and Staff time
Technology Budget
Computer replacement plan cost
Segregated fee’s
Tuition model
Compensation / CIO / Tech Services
DEPTS
NAUs
Provost
VCF
CETL
Goal 4: Build strong transition programs from undergraduate study to careers and graduate/professional school
Action Step / Data Source / Evidence / Frequency / Success Standard / Progress / Resource Implications / Implementation Oversight / ParticipantsFY 15
(July 1, 2014-June 30, 2015) / FY 16
(July 1, 2015-June 30, 2016) / FY 17
(July 1, 2016-June 30, 2017)
1. Establish advisory groups for academic programs (including alumni and regional community members) to strengthen student preparation for careers or graduate/professional study / Annual DEPTS Reports / Annual / 100% of academic programs have an official advisory group in place and functioning (or have received an exception from the DOF) by December 2016 / January 2016 – Enhancement Day session discussing the importance of the role of advisory groups and how to develop them / 100% of academic programs have developed an advisory group, schedule of meetings, and goals by December 2016 (or have received an exception from the DOF)
First meeting of advisory groups in Spring 2017 / Organizational staffing
Faculty and Staff time / DOF / DEPTS
Career Services
CCEL
OIE
Alumni
Community Members
VCUA
2. Academic programs develop ties with Career Services and create pathways for juniors and seniors to transition into the workforce / Annual DEPTS Reports
Agreement with Career Services
Graduates follow-up data and reporting / Annual / 100% of academic programs commit to an approach to create pathways for junior and senior students connect with Career Services by December 2016 / 100% of academic programs develop an approach and commitment to help their students connect with Career Services by May 2016 / 100% of DEPTS have created pathways for their junior and senior students to connect with Career Services by December 2016 / Faculty and Staff time
Career Services time / DOF / DEPTS
Career Services
OIE
Alumni
VCUA
3. Academic programs develop pathways for juniors and seniors to transition into graduate/professional school / Annual DEPTS Reports
Grad School Fair
Graduates follow-up data and reporting / Annual / 100% of academic programs develop list of milestones for juniors and seniors preparing for graduate/professional school by May 2016
Graduate Council organizes an annual graduate/professional school fair by Fall 2016 / 100% of academic programs develop a list of milestones for their senior students that are preparing for graduate/professional school by May 2016
Graduate Council develops a plan for an annual graduate/professional school fair by May 2016 / Graduate/Professional School Fair to promote graduate/professional study (for UW-Superior graduate programs and outside graduate programs) is held during the Fall 2016 semester / Faculty and Staff time
Graduate Council time
Budget for grad school fair / DOF
Graduate Council / DEPTS
UR
OIE
Strategic Initiative II: The University will deliver innovative programs that enhance the vitality of the region.