Where Have We Been?

Where Are We Going?

1858 école normale Model School

Where Have We Been?

Where Have We Been?

From the beginning we offered a rigorous curriculum and a model that reflected the most advanced thinking of its time.

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.

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.

Our forebears were…

Where Have We Been?

as committed to the highest standards of their profession.

as dedicated to their students.

Our forebears were…

Where Have We Been?

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.

Our forebears were…Where Have We Been?

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.

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

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.

We are already a good institution. Why do we need to change?

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 globally and act accordingly?

What does all of this mean for us?Where Are We Going?

Creating 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.

A 21st Century Education

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.

What is a 21st Century Educational Institution?

It can…

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.

What is a 21st Century Educational Institution?

It can…

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.

Mission and GoalsOrganizational StructureInfrastructureCurricular Goals and DesignsScholarly Agenda

How close are we to becoming a 21st century institution?

and how do we know?

Budget model and funding priorities

Faculty, staff and student involvement

Community involvement and engagement

How close are we to becoming a 21st century institution?

and how do we know?

Campus publicationsApproaches to

accountability and assessment: Making a Meaningful Difference.

External recognition

How close are we to becoming a 21st century institution?

and how do we know?

Winona State University is a

community of learnersimproving our world.

Mission

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.

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.

Goals: University Work Plan

Enhance alignment, focus, communication Increase capacity Guide collaboration internally and externally Support scholarship, engagement and

innovation Support dynamic planning and accountability

Organizational StructureReorganization Goals

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)

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

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)

Infrastructure to support core capacities for the 21st century

Child Advocacy StudiesNow a minor

Innovative Work Study ProgramApproximately 180 students since inception over 3 years ago.

Common BookOver 3000 students involvedin 2 1/2 years

Curricular Goals and DesignsProjects Supported by L21

Common Book

2007-2008

Supplemental Instruction (Peer tutoring program)Over 8400 hours of academic assistance provided last yearcompared to 660 hours 3 years ago. On average, students who attended the tutoring earned grades 6% to 19% higher than non-attendees.

Travel Studies14 different trips with 300 students participating last year.Three years ago there were 6 trips with 134 students.

New Sports Management Graduate CertificateTotally online curriculum. 14 students in the first year.

Curricular Goals and DesignsProjects Supported by L21

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 ! )

Scholarly AgendaProjects Supported by L21

One example of impact of a research project:

Innovation Research Projects funded

over 2 years - 17

Scholarly AgendaProjects Supported by Innovation Funds

Example of collaborations that are starting to form

Sustainability

Local Food Shed StudyGarvin Heights

Prairie Restoration

Floating Classroom

Green Campus

River Studies

Climate Commitment

Flood Impact StudiesUniversity

CoordinatorCLASP Series

Solar Swimming Pool Study

Mayflies and Water Quality

Antibiotics in the

Environment

Sustain Winona

Eagle Bluff Center

Fundraising Priorities

1. Wellness Complex2. National Child Protection Training Center3. Scholarship Support4. TBD: Investments in Academic Excellence

Budget Model and Funding Priorities

Development of a Strategic Planning and Budgeting Model

1. New assessment strategies2. Development of an innovation fund3. Linkage of funding priorities to University

Work Plan and MnSCU Strategic Goals

Budget Model and Funding Priorities

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.

Faculty, staff and student involvement

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

Community Involvement and Engagement: Examples

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

Campus PublicationsCommunication & Marketing

Accountability and Assessment: Making a Meaningful Difference

Framework:National Benchmarks

System Strategic GoalsHigher Learning Commission

Program ReviewProgram Outcomes

Student Learning Outcomes Resources:Open Notebook

Assessment / IR resourcesScorecard / Dashboard

Chairs ToolResearch

External Recognition

Presidents Climate

Commitment

Carnegie Engagement Classification

ProjectKaleidoscop

e

Top tier ratings in U.S. News and

World Report

A Best Midwestern College by

The Princeton Review

Accreditations

NationalChampionship

Guide to Service-Learning

Colleges and Universities

Faculty/StudentScholarship

What does a 21st Century Educational Institution look like?