Spring Semester Opening Day - UW-Superior...• Categories and metrics • Process • Where we think we can make progress • Equity, Diversity & Inclusion Plan and framework

SPRING SEMESTEROPENING DAY

January 17, 2018

Welcome Back!

• Pillars of the strategic plan• Student experience updates • Advising updates• Student affairs updates• Thriving partnership updates • Achieving excellence• Resource management• Campaign updates • Going forward • Summary and Q+A

TODAY’S EVENT

• Student Experience• Thriving Partnerships• Achieving Excellence• Resource Management

STRATEGIC PLAN PILLARS

2017 National Survey of Student Engagement (NSSE) Results

Compared to other UW institutions, our first year studentsbelieved they were more likely to:

• Connect their learning to societal problems or issues• Work with other students on course projects or assignments• Spend more than 10 hours a week on assigned reading• Have discussions with people of another race or ethnicity• Have quality interactions with other administrative staff and

offices

STUDENT EXPERIENCE UPDATES


Compared to other UW institutions, our first year studentsbelieved they were more likely to:

• Engage in reflective and integrative learning activities• Have interactions with faculty• Experience effective teaching practices• Experience a supportive environment



Compared to other UW institutions, our seniors believed they were more likely to:

• Have completed a culminating senior experience (HIP)• Have had courses that included a community-based project or

service-learning (HIP)• Experienced diverse perspectives in course discussions or

assignments• Have had discussions with people of another race or ethnicity• Had courses that challenged them to do their best work



Our seniors believed their experience at UW-Superior “very much” or “quite as bit” helped them to gain skills in the following key areas:

• Thinking critically and analytically (82%)• Writing clearly and effectively (73%)• Speaking clearly and effectively (71%)• Working effectively with others (70%)• Understanding people of other backgrounds (69%)



Compared to other UW institutions, our seniors believed they were more likely to:

• Engage in higher-order learning• Engage in reflective and integrative learning• Use learning strategies• Interact with faculty• Experience effective teaching practices


Survey of 2016 Graduates

UW-Superior graduates believed their undergraduate experience:• Prepared them for the next step in their career path (74%)• Enhanced their verbal communication skills (89%)• Enhanced their written communication skills (91%)• Prepared them to be individually and socially responsible (89%)• Prepared them to be a creative thinker (89%)• Prepared them to be a critical thinker (94%)


Student Success and Retention• Supplemental instruction (SI) courses continue

to expand this spring to include:• Biology 100 (3 sections)• Math 115 (all sections)• Computer Science 201 (1 section)

We are still working with faculty to add SI to their spring courses.


Student Success and Retention• Math FastTrack

• Served 23 students• Summer MOOC followed by intensive on-campus

week prior to start of fall semester

• Of those 23 students:• 17 advanced beyond developmental math• 4 went from Math 090 to 095• 2 remained in the same placement


Student Success and Retention• Of those 23 students:

• 20 enrolled in Math at UW-Superior fall semester• 55% passed with a “C” or better

• We will continue to build on this pilot to increase Math FastTrack student success

• Possible SI partnering or additional tutoring support


Student Success and Retention• January Term

• 10 courses offered/3.5 week format• 8 courses online/2 courses face-to-face• Just under 50% of the seats filled with the

majority of those being in the online courses

J-term will be evaluated during spring semester


Educational Success Center sign-ins during fall semester

In-person tutoring appointments


6,6841,471

Student Success and Retention

Student Success and Retention• Professional Advising

• Over 1,500 advising appointments in fall semester• Nearly 1/3 (472) students completed satisfaction

survey• Currently analyzing data to assess impact


Student Success and Retention• NSSE Data (First-Year Students) Advising

• Top three areas of improvement (compared to 2014 respondents)

• Listened closely to your concerns and questions• Helped you understand academic rules and policies• Discussed your career interests and post-graduation

plans


ATHLETICS

#WEARESUPERIOR

OUR STUDENT-ATHLETES

Student-Athlete Cumulative Grade Point Average:

3.022

Over 115 Scholar Athletes!

Thank you faculty, instructors, and staff for

supporting student-athletes!

Student-Athlete's Academic Department

Art Business and EconomicsCommunicating Arts Educational LeadershipHealth and Human Performance Human Behavior, Justice and DiversityMathematics and Computer Science MusicNatural Sciences Social InquiryWorld Languages, Literature, and Culture Undeclared

PerformanceRecruitment

Program

Dept. Culture

Individual

Academics

Structure

External

Assessment

Transformative Process

ATHLETICS ASSESSMENT PLAN

Phase 1

Annual Surveys

1. Student-Athlete Advisory Committee2. Individual Sport Programs

Focuses:1. Assessment of Student-Athlete Experience2. Overall assessment of department support3. Specific program evaluation

Data Evaluation:1. Internal – Athletics Department2. Administration – Chancellor’s Staff3. NCAA Compliance

Phase 2

Annual Surveys

1. Student-Athlete Advisory Committee2. Individual Sport Programs

Exit Interviews

All student-athletes graduating or who have exhausted their athletic eligibility

Focuses:1. Assessment of Student-Athlete Experience2. Integration of Campus learning goals

ATHLETICS ASSESSMENT PLAN

How important is ___________ to you?1 (not at all important) to 10 (very important)

1. Academic Success – 9.632. Leadership and Career Development – 9.173. Athletic Success – 8.974. Strength Training – 8.275. Community Service and Volunteerism – 8.03

Level of Support1 (needs improvement) to 5 (excellent)

The Athletic Department supports me being a student-athlete. Average Score: 4.10

My fellow teammates support me being a student-athlete.Average Score: 4.10

FULL METAL ‘JACKETS

Not your average Pep Band!

Collaborative effort lead by our Music Department to blend co-curricular and curricular opportunities for students.

Check them out:January 27th – Men’s Hockey 7PMFebruary 3rd – Men’s and Women’s Basketball 3/5PM

• Assessment• Inclusive excellence• Student success• Well being

STUDENT AFFAIRS UPDATES

• Center for Community Engaged Learning• Career Services • Academic Partnerships

THRIVING PARTNERSHIP UPDATES

• Center for Community Engaged Learning

• Established a Center, hired a director and formed advisory committee

• Discovering and responding to community priorities

• 14 community listening sessions scheduled• Enhancing visibility leading to new partnerships• Collaborating to further distinguish UW-Superior

as a hub for education, research and entertainment


Student engagements with Career Services in fall semester(35% increase from 2016)

Internships secured in fall semester


1,151

50

Career Services

• Transition from Grad Leaders to Handshake for ‘Jacket Jobs portal

• Nearly 1,200 employers approved to post jobs on the site

• 600+ positions posted


Career Services

• Head of the Lakes Job and Internship Fair• Hosted by UW-Superior• March 1• More than 35 employers already signed up• NEW feature this year—exclusive Senior Session

that has already drawn 25 employers


Career Services

• Graduate Education Online (Academic Partnerships - AP)

• More than 150 students• Adding Educational Specialist – Director of

Administration/Superintendent (Ed.S.) to AP suite • Start enrolling students in March

• First three graduates this fall


• Tuition program• Volunteer program• 2+2 pay plan update• Diversity and inclusion

ACHIEVING EXCELLENCE UPDATES

• Campus Event Planner• Commencement• Campus 125th celebration• Future BOR meeting• Community partners reservations • Developing of training materials

RESOURCE MANAGEMENT

• Scheduling software • Input resources, room photos, equipment• Two successful cycles of PS course integration• Creates database of campus facility usage

• Telephone system

RESOURCE MANAGEMENT

• Facility improvements• Erlanson-Old Main bridge• NERR interpretive center and exhibition

installation• Carpet and lounge furniture

• Integrated planning and budgeting process• Made changes to the base funding structure• $2.5M one-time funding requests—created a plan

to address about $1M of those requests• Developed a permanent funding plan for

computer replacements

RESOURCE MANAGEMENT

• Trainings • WISDM• Travel• Data Management & Storage• Grant Writing• Telephone• Live25• Microsoft Sharepoint; Leveraging MS OneDrive• Active Shooter• Safety Training (AED, CPR, VEST)

RESOURCE MANAGEMENT

CAMPAIGN

CAMPAIGN

CAMPAIGN

Results to date: $6.4 million

CAMPAIGN

Going Forward

PERFORMANCE METRICS

• Categories and metrics • Process• Where we think we can make progress • Equity, Diversity & Inclusion Plan and framework• Transfer opportunities • Graduate opportunities

PERFORMANCE METRICS

• Student Access• Wisconsin new freshmen• Pell-eligible students• Under-represented students enrolled• Transfer students enrolled as undergraduates

• Success• Undergraduates who have achieved 30 credit hours• Undergraduates who have achieved 60 credit hours• Undergraduate degrees awarded• Post-baccalaureate degrees awarded

PERFORMANCE METRICS

• Workforce• Graduates in STEM disciplines• Graduates in health-related disciplines• Pell-eligible students graduated• Research expenditures

• Efficiency• Core expense ratio• Average number of credit hours required for an undergraduate degree• Average student debt on baccalaureate graduation• Degrees awarded per 100 FTE

PERFORMANCE METRICS

The Process• Three years of data - two prior and current year• Can't completely accurately determine how much improvement to

expect• Gather data in September 2018• Run the model and distribute funding in October of 2018

• Strategic plan finalized • Communication • Assessment and implementation • Recruitment and retention of faculty, staff and

students • Education and engagement

EQUITY, DIVERSITY & INCLUSION

Recruitment and retention of students • Improve recruitment and retention of

underrepresented minorities and underserved student populations parallel to changing demographics and needs of UW-Superior

• Improve access to UW-Superior for underrepresented minorities and underserved populations

• Develop and improve programs and policies that affect retention and persistence of underrepresented minorities and underserved populations


Recruitment and retention of faculty and staff • Improve recruitment and retention of

underrepresented minorities and underserved faculty and staff parallel to changing demographics and needs of UW-Superior

• Increase employee hiring from underrepresented populations

• Increase employee retention of underrepresented populations


Equity, Diversity & Inclusion Framework


Student Success Initiatives

Cultural Education

Cultural Engagement

Transferring StudentsAccess and Success – Opportunities to

“Move the Needle”

Undergraduates transferred in with at least 30 student credit hours (SCH)

Opportunities and recommendations: 1. Revise transfer policy to accept all accredited associate of arts

degrees2. Provide professional development to department chairs and

faculty on best practices in accepting military training and credits3. Develop course equivalency sheets for all majors and university

studies requirements4. Develop an appeal process for students who are denied course or

general education category substitutions

PERFORMANCE METRIC: ACCESS FOR TRANSFERRING STUDENTS

Undergraduates transferred in with at least 12 student credit hours (SCH)

Opportunities and recommendations: 1. Provide “success coaching” for all transferring students2. Continue to use the alert system to identify new transfer students

who are not attending class, turning in assignments, etc.3. Develop a benchmarking system to review and track the number

of credits transferred out from year to year

PERFORMANCE METRIC: SUCCESS FOR TRANSFERRING STUDENTS

What’s next?

Establish a summer task force to specifically follow through on recommendations and make changes to address the needs of transferring students.

PERFORMANCE METRIC: ACCESS FOR TRANSFERRING STUDENTS

Graduate ProgramsStudent Success and Expanding

Contributions to the Workforce –Opportunities

Number of degrees awarded to graduate students

Opportunities and recommendations: 1. Continue to grow enrollments through online programming2. Market program plans and schedules for efficient degree

completion3. Continue to identify and develop graduate degree programs and

certificates to serve regional needs

PERFORMANCE METRIC: SUCCESS FOR GRADUATE STUDENTS

Number of graduate degrees awarded in high demand areas

Opportunities and recommendations: 1. Continue to hold listening sessions with regional industries and

local education partners 2. Conduct market-based research to determine workforce needs3. Continue expand high demand programs (such as education and

data science) or develop new high demand graduate programs (such as school psychology, healthcare, computer science or IT)

4. Allocate personnel and resources to make graduate programs viable now and sustainable for the future


What’s next?

Work with faculty and governance groups to develop a forward-looking academic plan to meet current and future needs.


Academic Efficiency and Effectiveness

Improving Graduation RatesIncreasing Number of Students Earning a

Degree “On Time”Increasing Degrees Awarded per FTE

What’s next?

Work with governance groups, faculty and staff to develop recommendations to address academic efficiency and success.

PERFORMANCE METRIC: ACADEMIC EFFICIENCY AND EFFECTIVENESS

Thank you!

Documents

Spring Semester Opening Day - UW-Superior...• Categories and metrics • Process • Where we think we can make progress • Equity, Diversity & Inclusion Plan and framework