Creating Our Future UW-Eau Claire Strategic Plan 2016-2020
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Creating Our Future UW-Eau Claire Strategic Plan 2016-2020
Plan Summary
Our Vision Our Foundational Goal
We are noted for rigorous, integrated, globally infused 1. Continue our commitment to excellence in our
undergraduate liberal education and distinctive select second century
graduate programs. We are leaders in preparing students for 1.1 Invest in our faculty and staff.
lifelong contributions to society through career, service and 1.2 Foster innovation.
personal achievement.
A Blugold degree is more than a certificate of graduation Our Aspirational Goals
or an acknowledgment of courses taken. It designates 2. Ensure that all students will thrive
individuals who are ready for active citizenship and lifelong 2.1 All students will connect and succeed.
inquiry, the transformative hallmarks of our university 2.2 All students will live what they study.
mission. It prepares graduates ready to take their place in
3. Live our commitment to equity, diversity and inclusion
the world and make lasting contributions to the workplace
3.1 Improve the campus climate.
and to society. It reflects an institutionwide commitment to 3.2 Eliminate the opportunity gap.
ensuring that all our students have opportunities to develop 3.3 Increase campus diversity.
and nurture the passions and interests that will shape and
enrich their futures. 4. Foster a resilient university
4.1 Create a financial plan.
To realize our vision by 2020, we will focus our time, energy, 4.2 Expand philanthropic and income opportunities.
creativity and resources on the goals and actions outlined in 4.3 Increase enrollment.
the following plan. 4.4 Preserve, enhance and expand Wisconsin’s most
beautiful campus.
UW-Eau Claire Strategic Plan 2016-2020 | Summary 1A Proud History, a Strong Future the world. And as a true community of learners, we nurture
active learning by students and faculty alike, enabling every
OUR MISSION
Blugold to help change the world for the better.
Foster in one another creativity, critical insight, empathy and
intellectual courage, the hallmarks of a transformative liberal Now, as we celebrate a century of distinctive excellence,
education and the foundation for active citizenship and
lifelong inquiry. we pause to ask: What paths will lead to an even stronger
future? What maps will guide our decisions at a time when
OUR VALUES
• Diversity and Inclusiveness higher education is changing, our traditional resources are
• Leadership shrinking and demands on universities have never been
• Innovation and Continuous Improvement greater?
• Stewardship and Sustainability
What is the Future We Seek?
For 100 years, the students, faculty and staff of the
Imagine it is 2020. You walk across the campus to what
University of Wisconsin-Eau Claire have chosen a distinctive
some still call the “new” Davies Center. What is different and
path toward excellence in all we do.
what is the same?
We were founded by a visionary community whose
A Place for Engaged Education
members believed that education was the greatest force for
personal growth, community vitality and future prosperity. The signs that mark the paths through campus proclaim
We therefore anchor all our academic programs in vibrant our strengths: high-impact learning experiences inside
liberal education courses and experiences that set us apart and outside the classroom that transform student lives
and define our commitment to excellence. We pioneered and the world beyond our campus. By 2020 more than
and are leaders in international study, student-faculty 95 percent of our students engage in at least two high-
collaborative research and experiential learning that expand impact experiences during their time at UW-Eau Claire —
the boundaries of our classrooms and the university out into and we are closing in on our 100 percent goal. In addition
to growing numbers of students and faculty engaged in
UW-Eau Claire Strategic Plan 2016-2020 | Introduction 2collaborative research and global immersion experiences, Amid shifting public support for higher education in
students are participating in internships, high-impact Wisconsin and across the nation, we in the UW-Eau
campus employment and civic engagement projects that Claire community take charge of our future: We will
expand skills and challenge students to test themselves by grow and thrive through increased enrollment of even
tackling real-world problems. UW-Eau Claire is the place for more academically prepared students as we continue to
engaged education. strengthen our commitment to academic excellence.
All Students Thrive A Campus-wide Commitment to Student Success
In 2020 students thrive regardless of their race, ethnicity, By 2020 campuswide support for strong student
gender identity or expression, sexual orientation, ability, recruitment and retention has enabled UW-Eau Claire
mental health status, nationality, religion or economic to invest in our faculty and staff and to start regaining
background. UW-Eau Claire students, faculty and staff our competitive ability to retain and attract faculty who
are united in a shared commitment to educational equity are leaders in their academic fields and their classrooms.
and to social justice. We all engage daily in the hard work New investments have supported programs that cross
of creating a vibrant, supportive, anti-racist campus. disciplines, connect students with real-world challenges
This work is central to everything we do and is reflected and prepare students to meet the needs of Wisconsin
in the growing numbers of diverse students who find a and the region. Faculty and staff are actively engaged in
welcoming, supportive home at UW-Eau Claire, and in strengthening, renewing and advancing UW-Eau Claire. A
the globally competitive education that prepares all our nationally recognized University Honors Program attracts
students for their future. and develops high-potential, highly motivated and high-
achieving students from across the upper Midwest. Campus
Creating Our Future
partnerships linking Student Affairs and Academic Affairs
Visit our classrooms in 2020 and you will find what has
create a campus with no boundaries to learning that
always set UW-Eau Claire apart: faculty and instructional
inspires students and the community.
staff who are engaged, student-focused and innovative.
UW-Eau Claire Strategic Plan 2016-2020 | Introduction 3Beyond our classrooms, the new service hubs created in refreshed. A new residence hall next door is complete, and,
2016 are thriving. The Advising, Retention and Career Center on lower campus, we are preparing to break ground on a
is the backbone of a campuswide commitment to student new, state-of-the-art natural sciences building. Garfield
success. Four-year plans help students engage in high- Avenue now invites us to interact with the Chippewa
impact practices while meeting their personal graduation River. And UW-Eau Claire reaches into the community.
timelines and goals. Blugold Central helps students navigate The new Confluence Arts Center downtown serves the
the financial and logistical requirements of college so entire region by showcasing student and national talent.
they can focus more time on academics and high-impact Haymarket Landing is now one of our most popular
practices. The Administrative Services and Knowledge student residences. And construction has started on the
Center frees up faculty and staff to focus on mission new Sonnentag Event and Recreation Complex, a regional
priorities with its exemplary service, knock-your-socks-off attraction and home for university and community sports
responsiveness and a commitment to cutting and shredding and recreation. Attendance at Blugold athletics events
red tape. has never been higher and we continue to bring home
national championships.
A Transformed Campus
Our beautiful campus continues to grow and change.
Up the hill, a comprehensive renovation has given the
Towers residence halls new life and Governors Hall is being
UW-Eau Claire Strategic Plan 2016-2020 | Introduction 4Defining the Path to 2020 2015-16: this University Strategic Plan, the Academic
Master Plan and the Equity, Diversity and Inclusivity Plan.
This picture of UW-Eau Claire in 2020 is the dynamic
Together they guide us as we create the future worthy of
outcome of work started in 2014 by the Enrollment
our second century.
Management Task Force, which challenged the university
to increase the academic profile of incoming students,
Our Planning Process
revitalize the university, and invest in faculty and staff
through controlled enrollment growth. During a year of budget challenges and significant change,
the University Planning Committee took the lead in January
That enrollment challenge was defined in four university 2016 to engage the campus community in assessing
Guidepost Goals that help quantify our vision of student the progress made during our previous Centennial Plan
and university success: (2008-16) and in looking forward to the next planning cycle.
• 100 percent of students participate in high- More than 375 faculty and staff convened at a January
impact practices. breakfast forum to discuss our institutional strengths and to
• 90 percent of first-year students are retained to their begin to shape a vision for the next four years.
sophomore year. At the same time, the EDI Implementation Team was
• 50 percent of all students graduate within four years. continuing its efforts to create an action-focused two-year
• 20 percent enrollment of students of color and elimination plan and the Academic Master Plan Committee launched
of the opportunity gap. its work to create an academic master plan. The University
Planning Committee worked with both groups to ensure
Our enrollment management plan and our guidepost
alignment and to share ideas. During 2016 all three
goals also inform our Facilities Master Plan, which aims to
groups held conversations with students, faculty, staff,
create and sustain a campus connected to the community,
administrators and community members to add substance
and supportive of active learning. These plans formed the
and detail to the ideas from the January breakfast and
foundation for the three strategic plans developed during
UW-Eau Claire Strategic Plan 2016-2020 | Defining the Path to 2020 5to build on the framework of our guidepost goals, the Our Strategic Plans: A Single Vision
Enrollment Management Plan and the work of the Rapid This strategic plan represents the collaborative work
Action Task Forces. of hundreds of students, faculty, staff and community
This plan represents the contributions of the campuswide members to define the pathways into our second century.
January visioning discussion together with ideas, feedback We have been guided by our strong commitment to serving
and reflection from focus groups, campus surveys and our students, the state of Wisconsin and all its people, the
small-group discussions conducted with the University region and the world.
Senate; the University Staff Council; the Student Senate; This plan is shaped by the challenges of the past decade
the Chancellor’s Cabinet; Student Affairs directors; and the need for innovation and creativity as we move to
academic deans, chairs and directors; the Council on fulfill our vision. It is inspired by our certainty that we have
Internationalization and Global Engagement; and Eau Claire the power to create our future, together.
community members. Hundreds of students contributed
ideas, including more than 150 who took part through
comment boards and small-group meetings.
OUR VISION
We are noted for rigorous, integrated, globally infused
undergraduate liberal education and distinctive select
graduate programs. We are leaders in preparing students for
lifelong contributions to society through career, service and
personal achievement.
OUR FOUNDATIONAL GOAL OUR ASPIRATIONAL GOALS
1. Continue our commitment 2. Ensure that all students will
to excellence in our second thrive.
century. 3. Live our commitment to
equity, diversity and inclusion.
4. Foster a resilient university.
UW-Eau Claire Strategic Plan 2016-2020 | Defining the Path to 2020 6Our vision is expressed through three new strategic plans, Affairs, although collaborations across all divisions are also
each anchored in the enrollment goals articulated by described. The Academic Master Plan provides detail and
the Enrollment Management Task Force. Taken together, strategic direction for accomplishing the academic and
the following plans will guide institutional decisions enrollment goals included in this university strategic plan
through 2020. and other goals unique to Academic Affairs.
The University Strategic Plan provides a defined pathway The Equity, Diversity, and Inclusivity (EDI) Plan is central to
forward for the entire university. It lays out a clear vision, both the University Strategic Plan and the Academic Master
identifies a limited number of strategic goals, and offers Plan and its goals are therefore restated and affirmed in
a range of strategies to support these goals. As a plan, it both. The EDI plan reflects our unwavering commitment
outlines pathways to a successful future and invites colleges, to educational equity and our desire and responsibility
departments and units to contribute actively and creatively. to serve an increasingly diverse region. It is designed
to move faculty and staff across campus to undertake
The Academic Master Plan sets the priorities for the
specific, sustained actions to eliminate the opportunity gap,
academic mission and work of the university. In this regard
transform our campus climate, and thereby also support our
it touches most directly the faculty and staff of Academic
20 percent guidepost goal.
UW-Eau Claire Strategic Plan 2016-2020 | Defining the Path to 2020 7Our Foundational Goal
1. Continue Our Commitment to Excellence make in the education we provide when they choose
in Our Second Century UW-Eau Claire. By fulfilling our promise to our students, we
The foundation of excellence that has distinguished the will be able to support a strong Blugold education and the
first 100 years of our institution will continue to define us people who make it possible.
in our second century. That tradition of excellence lives
This strategic plan outlines actions we can take to support
in our committed faculty and staff, leaders in their areas
those who create and support our great Blugold education:
and disciplines, who dedicate themselves to providing
the faculty and staff of UW-Eau Claire.
a rigorous, equitable, student-centered education that
prepares our graduates to contribute to Wisconsin and the To continue our commitment to excellence in our second
world. Our ability to excel in our second century depends on century, we will:
retaining, supporting, recruiting and unleashing the talent
1.1 Invest in Our Faculty and Staff
of UW-Eau Claire faculty and staff.
Retaining and attracting exceptional faculty and staff
We know that we must accomplish this in a time of
requires competitive compensation and competitive
declining public support, increasing demands on faculty
workloads, as well as a compelling and rewarding mission
and staff, and changing student and societal needs. Today
and vision. Based on the controlled enrollment growth
only about 20 percent of our general fund revenue comes
outlined in the 2014 Enrollment Management Task Force
from state support. We will continue to advocate strongly
report, increased undergraduate student enrollment will
for increased public support for higher education, but we
support an institutional compensation plan and enhanced
recognize that we also have the power to deploy and direct
investment in strategic priorities. This will be supplemented
the almost 80 percent of our general revenue that comes
by additional earned revenue and philanthropic giving that
from tuition and fees — the investment that our students
will directly support faculty and staff.
UW-Eau Claire Strategic Plan 2016-2020 | Continue Our Commitment to Excellence in Our Second Century 8Action Strategies for Chancellor, Division and • Involve staff in developing ways to improve effectiveness
College Leaders and efficiency, providing professional development for
• Work with university enrollment leaders to engage efforts in process improvement and creating a network to
faculty and staff in supporting the goals of the Enrollment share ideas and support improvement efforts across the
Management Plan. This includes increasing undergraduate university.
enrollment to 10,600 student FTE by 2020 and retaining 89 • Partner with the UW-Eau Claire Foundation to expand
percent of first-year students to their sophomore year. philanthropic resources that directly support faculty and
• Based on achievement of enrollment and retention goals staff positions, including, but not limited to, the creation of
by 2020, create a sustainable institutional compensation endowed chairs and professorships.
fund to address faculty and staff pay equity and
Measures of Success
compression, and to provide for merit increases.
• Implementation of a sustainable compensation plan for
• Provide resources to ensure students have courses
faculty and staff.
available to keep them moving through their programs
• Gains in financial support for faculty and staff, including
and to ensure timely graduation.
creation of two endowed chairs and five endowed
• Support flexible faculty workload plans to retain and
professorships.
attract faculty and to support academic excellence.
• Provide professional development to faculty and 1.2 Foster Innovation
instructional staff in using a variety of teaching
The coming century will require new approaches to
methods to meet the needs of traditional, transfer and
learning and programs that will support the needs of our
nontraditional students.
changing world. To continue our centurylong leadership
• Implement the programmatic goals of the Academic as an innovative institution, we must encourage and
Master Plan to meet the changing needs of society and to support faculty and staff who are eager to try new
maximize efficiency and effectiveness in serving students. ideas, pilot improvements, and challenge and change
established structures.
UW-Eau Claire Strategic Plan 2016-2020 | Continue Our Commitment to Excellence in Our Second Century 9Action Strategies for Chancellor, Division and • By 2020 pilot a process that supports development of
College Leaders new ideas generated by faculty and staff. This may include
• Based on achievement of enrollment and retention goals, encouraging cross-divisional partnerships, creating an
by 2020 create a sustainable innovation fund to seed “innovation lab” or establishing a virtual collaboration
development of new ideas and improvement efforts to network. Efforts will focus on changes to program array
advance our strategic plan and university mission. and revenue-generating co-curricular programs.
• Expand recruitment of high-ability students by enhancing • Provide time and professional development to faculty and
the University Honors Program and creating additional staff for innovative efforts that align with the strategic plan
opportunities for high-ability students. and Academic Master Plan.
• As outlined in the Academic Master Plan, support
Measures of Success
existing and identify new undergraduate and graduate
• Creation of an innovation fund with resources to support
programs that address changing regional and state needs
faculty and staff.
and opportunities.
• Increased number of partnerships and programs created
• Partner with civic and business leaders to identify
to meet regional needs.
opportunities for creative partnerships that benefit the
• Realize $500,000 in new resources through innovation
region and the state.
by 2020.
UW-Eau Claire Strategic Plan 2016-2020 | Continue Our Commitment to Excellence in Our Second Century 10Our Aspirational Goals
This plan makes a commitment to continue the excellence 2.1 All Students Will Connect and Succeed
of our first century by investing in the faculty and staff At UW-Eau Claire, all students will find a community focused
who make it possible and in continued innovation on supporting their learning and their success. Students
and improvement. will have many opportunities to connect with individuals
who support and encourage them in preparing for their
This foundational goal is supported by three aspirational
unique futures.
goals that have always been a part of UW-Eau Claire’s
devotion to excellence. This plan calls on faculty and staff Universitywide Collaborative Action Strategies
to continue that commitment by expanding our efforts and University leaders, faculty and staff collaborate across
implementing them with greater speed. colleges, departments and units to accomplish the following
action strategies:
2. Ensure That All Students Will Thrive • By 2018 implement a “30 credits in the first year”
Students thrive when they are able to form personal initiative involving faculty and staff in supporting student
relationships with trusted individuals on campus; when they engagement and retention.
test themselves through participation in learning activities • By 2020 provide all entering students (freshmen and
that help them explore their interests, talents and passions; transfer students) with the opportunity for a first-year
and when they are able to connect with the support experience as part of the LE Core that will actively engage
services they need. We promise that every student admitted them inside and outside of the classroom and lay the
to UW-Eau Claire can become a full member of the Blugold foundation for participation in high-impact practices.
community and will find here a welcoming place to learn, • Facilitate collaborative decision-making among faculty
explore, grow, make friends, and test themselves and new advisers, academic advisers and student life leaders.
ideas — in short, to thrive.
UW-Eau Claire Strategic Plan 2016-2020 | Ensure That All Students Will Thrive 11• Engage all staff members, including those in • By 2020 develop, support and assess campuswide use of
administrative and service units, in providing students four-year graduation plans to provide each student with
with meaningful connections to support academic a clear and understandable pathway to the completion of
success, especially for students with exceptional needs. their degree, regardless of future plans for career, graduate
• Through faculty and departments, connect UW-Eau Claire school or professional training. Faculty will collaborate
alumni with current students to enhance their academic with the Advising, Retention and Career Center to assist
experience, encourage their engagement on campus and in identifying students who may be at risk and to support
in the community, and enrich their experiential learning. student retention and success.
• Partner with the UW-Eau Claire Foundation and with • By 2020 expand and support articulation agreements
Financial Aid to expand scholarship and financial aid and programs that support academic success for
strategies that encourage students to stay at UW-Eau transfer students.
Claire and to graduate in a timely way. Action Strategies for Student Affairs
Action Strategies for Academic Affairs • Strengthen wellness, mental health and suicide prevention
• By 2018 expand and refine use of predictive analytics to programming and support to enable faculty and staff to
identify opportunities to serve all students well, including help students thrive inside and outside of the classroom.
implementing an early-warning system and early • By 2018 assess and increase the variety of co-curricular
exploration of skills, strengths and interests. programs to better provide engagement and support to
• By 2020 provide individualized academic advising high-need students.
for all students through the Advising, Retention and • Collaborate with the Advising Center to assist in
Career Center. identifying students who may be at risk and to support
student retention and success.
UW-Eau Claire Strategic Plan 2016-2020 | Ensure That All Students Will Thrive 12Measures of Success collaborative research experiences, civic engagement and
• We will implement systems for early-warning and service-learning, immersion, internships and meaningful
early exploration of skills, strengths and interests for student employment — all high-impact practices that
all students. include intentional reflection to help students connect their
• All programs will have up-to-date four-year graduation experiences to their goals and to their responsibilities as
plans to assist students in setting their completion goals. active citizens of the world.
By 2020
Universitywide Collaborative Action Strategies
• 100 percent of freshmen will participate in a first-
Faculty and staff collaborate across divisions, colleges,
year experience.
departments and units to accomplish the following
• 80 percent of freshmen will complete at least 30-credits
action strategies:
their first year.
• 89 percent of students will be retained to their sophomore • All students will complete at least two high-impact
year (on track to reach 90 percent by 2024). experiences, with faculty and staff assisting students
• 36 percent of students will graduate within four years. in assessing and demonstrating the value of their
• We will increase by 10 percent the amount of student experiences to their degree, to their future goals and
scholarship dollars available. to society.
• By 2020 pilot innovative engagement strategies that
2.2 All Students Will Live What They Study involve students at all levels in community-based projects,
Students come to UW-Eau Claire for learning that is connecting classroom learning with work on real-
rigorous, challenging, engaging and immersive. We aspire world challenges.
to surround each of our students with opportunities to • By 2020 create and implement a high-impact, on-campus
live what they study inside and outside of the classroom student employment program that includes intentional
and across the community. Students do so through learning, reflection, professional development, and career
UW-Eau Claire Strategic Plan 2016-2020 | Ensure That All Students Will Thrive 13planning and preparation, with support provided to • By 2020 ensure all undergraduate programs are
campus employers to implement and mentor the high- distinguished by intentional experiential learning.
impact program. • By 2020 implement four-year study plans for each student
• Communicate effectively the value and impact of the that integrate at least two high-impact experiences in all
Blugold experience through The Power of AND and other department and undergraduate programs.
communication efforts. • Continue to strengthen the university’s commitment
• Fund scholarship opportunities to support high-impact to leadership in study abroad through a rich variety
experiences through the UW-Eau Claire Foundation and of programs and on-campus programming, and by
other sources. implementing cost-neutral global opportunities
• Engage alumni to expand opportunities for high- for students.
impact experiences, including internships and
Action Strategies for Student Affairs
community engagement.
Student Affairs staff contribute to this goal through
• Create a dashboard and mechanisms for accurately
leadership of the following action strategies:
measuring and tracking student participation in
high-impact experiences. • Partner with the Advising and Career Center to provide
training and professional development to all student
Action Strategies for Academic Affairs employees on workplace skills and career success.
Guided by the Academic Master Plan, faculty and staff • Partner with Career Services and Academic Affairs in
contribute to this goal through leadership of the following development of student resumes and co-curricular
action strategies: transcripts through BluSync.
UW-Eau Claire Strategic Plan 2016-2020 | Ensure That All Students Will Thrive 14Measures of Success 3. Live Our Commitment to Equity, Diversity
• All programs have four-year plans that integrate high- and Inclusion
impact experiences. As a public institution, our charge is to serve the common
• We have launched a program to deliver and measure good and provide an equitable education for all students.
meaningful on-campus student employment. Given that charge, we have a moral obligation to work for
• 95 percent of students complete at least two of the and uphold social justice and to remedy the disparities
following high-impact experiences (on track to meet 100 created by inherited power and privilege. When we do these
percent by 2024): things well, all students thrive.
- Undergraduate collaborative research, scholarship or
UW-Eau Claire takes seriously our responsibility to live our
creative activity.
commitment to equitable education, to foster a diverse
- Civic engagement, including service-learning.
campus that serves and reflects the community in which
- International or domestic immersion.
we live, and to strengthen an inclusive campus culture
- Internships, practicum or meaningful
that welcomes and supports students, faculty and staff of
student employment.
all races, nationalities, ethnicities, gender identities and
expressions, sexual orientations, social and economic
classes, abilities and disabilities, ages, religious faiths and
more. To this end, we must direct our full attention, effort
and will to implementation of the 2016-18 Equity, Diversity
and Inclusivity Plan, which undergirds all three of our
strategic plans. Attaining our 20 percent guidepost goal of a
student body that reflects our local and regional population
and eliminating the opportunity gap will require significant
change in our campus climate, change that must and
should involve every individual at UW-Eau Claire.
UW-Eau Claire Strategic Plan 2016-2020 | Live Our Commitment to Equity, Diversity and Inclusion 153.1 Improve the Campus Climate oppression; for recognizing and overcoming cultural
Students, faculty and staff will thrive when we collectively biases; and for understanding and appreciating the
create, in the words of our EDI Plan, “meaningful, equitable, diversity of our local and global communities.
anti-racist change” on campus. All university divisions will • Implement cross-divisional, proactive strategies to
contribute to the following: significantly reduce the number and impact of bias
incidents on campus.
Universitywide Collaborative Action Strategies
• Assist faculty and staff in supporting international
• By 2018 all departments and units will review their
students at UW-Eau Claire.
EDI contributions and develop strategies for ongoing
• Institute a biennial campus climate survey to assess
improvement.
progress and identify areas for continued improvement.
• By 2018 all faculty and staff evaluations will incorporate
• Expand campuswide communication to increase
contributions to EDI.
awareness and understanding of EDI initiatives.
• By 2020 all faculty, staff and students will participate
Measures of Success
in professional development to increase cultural and
• Endorsement of the 2016-18 Equity, Diversity and
global competence.
Inclusivity Plan by the University Senate, followed by its
• Restructure and broaden campuswide EDI efforts
implementation on campus.
under centralized leadership; create mechanisms for
• 100 percent participation by faculty, staff and students
collaboration across the university and accountability
in professional development related to equity, diversity
for outcomes.
and inclusiveness.
• Support the Academic Master Plan and the new Liberal
• EDI contributions are included in all faculty and
Education Core to provide all students with tools
staff evaluations.
for understanding systems of power, privilege and
UW-Eau Claire Strategic Plan 2016-2020 | Live Our Commitment to Equity, Diversity and Inclusion 163.2 Eliminate the Opportunity Gap 3.3 Increase Campus Diversity
As the cultural and international competence of faculty, Our public mission to serve the common good means that
staff and students grows, and as we create and foster a we serve all people of our community, region and state.
more inclusive and welcoming campus climate, we will As our state, region and community become increasingly
also continue efforts to ensure equitable educational and diverse, we have the educational and moral obligation and
participation outcomes for all of our students. pleasure to ensure that our campus supports — and that
our campus population reflects — the diversity of the areas
Universitywide Action Collaborative Strategies
we serve.
• In support of the Academic Master Plan, survey and assess
EDI-related resources, achievements and challenges in Universitywide Collaborative Action Strategies
departments and programs. • By 2020 develop and implement a comprehensive, cross-
• By 2020 implement comprehensive, cross-divisional divisional enrollment management plan that includes
programming for all students to support first-year increased multicultural recruitment and retention. Engage
retention, continuing academic success and participation departments and units in designing and contributing
in high-impact practices. to the plan.
• Engage advising and student support units to pilot and • Enhance multicultural recruitment through collaborative
implement collaborative strategies to ensure equitable efforts by Admissions, the Office of Multicultural Affairs,
retention and graduation rates for all students. Blugold Beginnings and the University Honors Program.
• Based on climate survey data and other sources, assess
Measure of Success
the need for broadened recruitment strategies for
• We have closed the opportunity gap for students of color.
student populations that are not addressed directly in
This includes measures of student retention, four- and six-
the guidepost goal, such as LGBTQ students, international
year graduation and participation in high-impact practices.
students, first-generation students and other populations.
UW-Eau Claire Strategic Plan 2016-2020 | Live Our Commitment to Equity, Diversity and Inclusion 17• Provide professional development to faculty and staff to 4. Foster a Resilient University
strengthen faculty and staff personnel hiring practices.
To support our foundational and aspirational goals, we
• Create postdoctoral and dissertation fellows programs to must strengthen our university, creating a more resilient
support and expand the number of diverse faculty and organization able to meet the challenges of a changing
instructional staff. higher-education landscape.
• Nurture diverse graduate students to “grow our own” and
Because we must reckon with flat or even decreasing state
increase the diversity of faculty and staff.
support, we must look elsewhere for the resources we
Measures of Success need to fulfill our mission to the state of Wisconsin and to
• By 2020 recruit 290 new students of color on track to meet our region. We therefore need to allocate our resources in
our goal of 20 percent incoming students of color by 2024. accordance with the strategic priorities outlined in this plan,
• By 2020 increase to 15 percent non-majority faculty the Academic Master Plan and the EDI Implementation
and staff. Plan; to grow philanthropic support and income-earning
opportunities; to increase student enrollment and retention;
and to improve efficiencies across the university.
Universitywide Collaborative Action Strategies
4.1 Create a Financial Plan
• By July 2017 create a financial plan establishing new
compensation and innovation funds. The financial plan
will clearly lay out investment targets, funding pathways,
expectations for resource reallocation across divisions and
a timeline for implementation.
UW-Eau Claire Strategic Plan 2016-2020 | Foster a Resilient University 184.2 Expand Philanthropic and Income Opportunities 4.4 Preserve, Enhance and Expand
Wisconsin’s Most Beautiful University
• Partner with the UW-Eau Claire Foundation to expand
philanthropic giving and alumni development. Support • Expand university-community partnerships to advance
involvement in advancement activities by campus leaders and support implementation of the Facilities Master Plan.
through professional development. • Partner with the UW-Eau Claire Foundation to invest in
• Develop and implement opportunities such as camps, facilities and amenities that support the academic and
activities and co-curricular programs that will serve our strategic goals of the university.
community and provide dependable ongoing resources • Centralize Facilities operations for greater efficiency.
for the university.
Measures of Success
• Increase philanthropic giving by 10 percent, year over year.
4.3 Increase Enrollment
By 2020
• Develop and implement a comprehensive recruitment,
• Increase earned revenue by $1 million.
retention and marketing plan to grow undergraduate
• Increase the number of annual undergraduate
student enrollment to 10,600 student FTE by 2020.
applications by 5 percent.
• Grow select graduate and adult programs as defined by
• Increase undergraduate enrollment to 10,600 FTE and
the Academic Master Plan.
student retention to 89 percent.
• Support recruitment efforts through competitive • Increase transfer student enrollment to 550 students.
undergraduate and graduate program array, transfer
articulation agreements and academic program
innovations as outlined in the Academic Master Plan.
UW-Eau Claire Strategic Plan 2016-2020 | Foster a Resilient University 19Thank you
We thank the many faculty, staff and students who participated in Academic Master Rapid Action Task Forces
forums, focus groups and campus discussions that helped to develop Plan Committee
Academic Workload Curriculum Rapid Action
this plan: Creating Our Future. Special thanks to the University Senate, Rajarshi Aroskar Rapid Action Task Force Task Force
Rose-Marie Avin
the University Staff Council, the Student Senate, the Chancellor’s Carter Smith, chair Tim Vaughan, chair
Robin Beeman
Cabinet, the Chairs Council and Student Affairs directors and to each Sam Fish (student) Mitch Freymiller
Manuel Fernandez
Katherine Hinnant Jeff Janot
member of the following leadership committees: Rodd Freitag
Rebecca Jewell (student) Amy Jewell (student)
Paula Kleintjes-Neff
Brian Mahoney David Jones
Equity, Diversity and Inclusivity Plan University Scott Lester
Doug Matthews Heather Kretz
Implementation Team Planning Dandrielle Lewis
Lisa Quinn-Lee Marc McEllistrem
Doug Matthews
David Jones, co-chair Caitlin Lee Committee Sherri Serros Louisa Rice
Leah Olson-McBride
Ann Rupnow, co-chair Kia Lee Rosemary Battalio Angie Stombaugh Jeff Vahlbusch
Alan Rieck
Dennis Beale Carmen Manning MJ Brukardt Chris Theo Benita Wagner
Jake Wrasse (student)
Melissa Bonstead-Bruns Andy Nelson Audrey Fessler Shevaun Watson
Administrative Redesign
Linda Carlson Michael Penkava Mitchell Freymiller Jake Wrasse (student)
Enrollment Rapid Action Task Force
Maria Carvalho Louisa Rice Daniel Gharrity
Management Task Kristen Hendrickson, chair Student Services Rapid
Quincy Chapman Alan Rieck Kristen Hendrickson
Force Robin Baker Action Task Force
Selika Ducksworth- Audrey Robinson Debra Jansen
Alex Smith, chair Julie Carr Troy Terhark, chair
Lawton David Shih Andy Jepsen
Joe Abhold Bob Hooper Jason Anderson
Manuel Fernandez Ashley Sukhu (student) Andy Nelson
Chip Eckardt Andy Jepsen Quincy Chapman
Jeff Goodman Dale Taylor (emeritus) Alan Rieck
Erik Hendrickson Shelley Mather Brittney Gonzales
Mike Huggins Jodi Thesing-Ritter Rhetta Standifer
Carmen Manning David Miller (student)
Leslie Huntington Jeff Vahlbusch Ashley Sukhu (student)
Emy Marier (student) Karissa Mueller (student) Kent Gerberich
Chris Jorgenson Ganga Vadhavkar Kimberly Wellnitz
Tessa Perchinsky Christian Paese (student) Stephen Kahlow (student)
Whisper Kappus-McDew Charles Vue Jake Wrasse (student)
Rudy Pereira Geoff Peterson Durwin Long
(student) Odawa White
Audrey Robinson Erik Simonsen Kim O’Kelly
Jeff Vahlbusch Tessa Perchinsky
Mike Wick Dan Schumacher
Jodi Thesing-Ritter
Charles Vue
Kate Wilson
UW-Eau Claire Strategic Plan 2016-2020 | Appendix 20You can also read
