University of Wisconsin-Parkside Building the 21st Century
Updated 3/5/15
- Strategic Planning - Serving Our Region - Talent Development - Efficiencies as a Result of a Changing Financial Model - Challenges - Sustaining Parkside’s Momentum
UW-Parkside is poised to address the needs of students and the region in the 21st century: • • • •
Successful reaffirmation of accreditation through Higher Learning Commission 2013-2023 Completion of comprehensive campus master plan New 3-year strategic plan, created in alignment with the master plan and recent academic and enrollment-management plans Dynamic leadership and loyal Faculty and Staff committed to student success
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Clear, Relevant and Attainable Goals Pillars of Excellence: Our Vision • • •
Become a Premier Regional University that Transforms Lives Achieve Sustainable Growth Advance Economic Growth Through Community Engagement and Partnerships
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Build on Centers of Excellence Business: • •
•
Accredited by AACSB International Accredited Sales Certificate program Nationally ranked competitive sales teams
Computer Science: • •
99% job placement rate Enrollment growth in high-demand field 120 to 182 (2011-2015)
Pre-Health: •
90% placement rate in professional school vs. national average of 40%
Arts & Humanities: •
• •
Finest arts and humanities facilities in UW System comprehensive universities Growing graphic and digital arts programs 29-year partnership with Fireside Theatre
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Serving Southeastern Wisconsin Dedicated to the Region: UW-Parkside is a unique university in that it draws about 70% of its students from Racine and Kenosha counties. More than 70% of alumni remain in southeastern Wisconsin and join our community’s workforce.
Current Students Student Enrollment by County • Kenosha: 1,578 - 38.4% • Racine: 1,298 - 31.6% • Milwaukee: 316 - 7.7% • Lake (Ill.): 288 - 7.0% • Waukesha: 87 - 2.1 • Walworth: 70 - 1.7% • Cook (Ill.) 52 - 1.3% Top High Schools Represented (2010-2014) • Kenosha Bradford: 275 • Kenosha Tremper: 252 • Racine Case: 202 • Racine Horlick: 193 • Racine Park: 169 • Indian Trail Academy: 143 • Central/ Westosha: 127 • Union Grove: 84 • Wilmot: 81 • Racine Walden: 64
NE Illinois
70% 70% of current students come from Kenosha and Racine counties
Alumni In Region
14% Walworth, Milwaukee & Waukesha
17%
Kenosha & Racine
69%
72% Approximately 72% of 22,000 alumni reside between Milwaukee and the North Suburbs of Chicago 5
Serving Southeastern Wisconsin Access and Affordability Access to Opportunity: UW-Parkside is a catalyst in advancing prosperity for students and the region. Being the First: Annually, 60% of our graduates are the first in their families to earn a college degree. Diversity: 30% of current students are people of color, the highest percentage among UW regional 4-year campuses.
First Generation Students First Generation All Other Students
More Graduates for Wisconsin 2,813 degrees conferred in past four years, the most in any four-year period in the history of UW-Parkside.
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Serving Southeastern Wisconsin Access and Affordability Great Value: UW-Parkside is one of the most affordable and accessible public four-year universities in the Midwest. • • • •
$7,326: in-state tuition $8,893: average public four-year in-state tuition $22,203: public four-year out-of-state tuition $30,094: average private non-profit tuition
Two-year Partnerships: Creating partnerships with quality two-year technical and community colleges helps students reduce the overall cost of obtaining a bachelor’s degree by up to 25 percent. •
Top 2-year transfer partners (2010-2014) – Gateway: 772 students currently enrolled – College of Lake County: 424 students currently enrolled – Milwaukee Area Technical College: 181 students currently enrolled
More than 16 articulation agreements with Gateway developed in past 5 years for seamless transfer to UW-Parkside
High Quality and Dedicated Faculty: The faculty and teaching staff at UW-Parkside are dedicated to scholarship and high-quality, relevant instruction. Each member of the UW-Parkside faculty is highly credentialed and rivals all public and private faculty at any university or college in the region. • •
Number of Instructional Faculty – 160 full time; 71 part time Number Faculty holding a Ph.D. – 122 full time, 76%; 17 part time, 24%
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Serving Southeastern Wisconsin Community Partnerships
Advancing Region Through Community Partnership:
• Carnegie Foundation Community Engagement Classification through 2025 • 50 business and community leaders driving UW-Parkside Foundation and College Advisory Boards • Establishment of campus-based Talent and Economic Development Committee
“The relationship we have goes beyond the standard city-university relationship and extends into every aspect of our citizens’ lives…. Whether it is the educational center along our Root River or the efforts to improve our regional businesses and transportation alliance, UW-Parkside is our partner.” John Dickert Mayor of Racine
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Talent Development INTERNSHIP AND RECRUITMENT PARTNERS Aspen Dental Baker Tilly Balestreri Physical Therapy Boys and Girls Club of Kenosha Brandt Box & Paper Company CNH Industrial Cree Incorporated Downtown Racine Corporation Equity Creative GEM Manufacturing InPro Interior and Exterior Products Jockey International Johnson Controls Inc. Kenosha Housing Authority Kenosha Water Utility Meijer Menard Inc. Merz Aesthetics Milwaukee 7 Milwaukee Brewers Summer Academy Modine Manufacturing Northwestern Mutual Racine Area Manufacturers and Commerce Reinhart Boerner Van Deuren Runzheimer International SC Johnson Southport Bank Superior Industrial Coating Twin Disc Uline Waukesha Police Department West Bend Mutual Insurance Wheaton Franciscan Healthcare WIIL Radio
High Impact Practices •
Project-based learning, internships, undergraduate research
•
Solving real community and business challenges
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Opportunities to support innovation in learning as applied to regional needs
•
Coordination of industry and community partnerships
Ralph Jaeschke Solutions for Economic Growth Center •
•
Produced 86 projects for 71 clients (2013-14) Leveraging 14 faculty/staff and 350 students
•
Serve small businesses in southeastern Wisconsin
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Past four years, worked with more than 40 business and organizations
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Talent Development Innovation Corridor
Innovative – Collaborative – Applied Learning Opportunity: Develop a sustainable means to integrate community and business partnerships into the undergraduate experience. Solution: Align functions and assets into a shared resource within the campus and community with the mission to explore the interconnected nature of disciplines to address real-world problems. A shared resource for the campus and the community: using a cross-disciplinary approach to address real-world problems.
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Talent Development
App Factory: The creative, professional, interdisciplinary group develops mobile apps for community clients throughout southeastern Wisconsin. We find solutions and strategies for technology challenges.
Coming soon to a Kenosha Area Transit (KAT) and Racine Belle Urban System (BUS) stop near you! An app from the UW-Parkside App Factory allows KAT riders, and soon riders of the BUS, to quickly check schedules using Android or iOS smartphones.
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Talent Development: K-12 Connections Institute of Professional Educator Development (IPED): Launched in 2013 as result of community planning including Kenosha, Racine unified school districts as well as the Burlington School District. • Candidates major in specific discipline • Candidates paired with master-teacher day-one • Course work balanced with in-school learning (clinical) Teacher Candidates in the Classroom: 100 teacher candidates serving more than 3,000 hours in area schools •
15 teacher candidates serving more than 400 hours at 21st Century Preparatory and The Prairie School
Note: UW-Parkside holds the charter for 21st Century Preparatory Wisconsin Department of Public Instruction Grant ($400,000): Enhancing Teaching of Middle School Mathematics (ETM2) Education Partners: University of Wisconsin-Parkside, Kenosha and Racine unified school districts, Burlington school districts
Objectives: • • • •
Increase teachers’ depth of content and pedagogical knowledge Increase teacher leadership capacity related to state standards for mathematics Increase student achievement in mathematics ETM2 will deliver more than 100 hours of professional development each year to 34 middle school mathematics teachers
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Talent Development: In Demand Technology and Pre-engineering: Answering the need for more technology education instructors in middle school and high school In partnership with Gateway Technical College, only post-baccalaureate licensure program in Wisconsin: Address shortage in technology and preengineering teachers in Wisconsin. Registration and prior learning assessment opened January 1, program begins summer 2015.
Engineering Degree Pathway with UWM The new engineering program functions in conjunction with the University of Wisconsin-Milwaukee College of Engineering and Applied Science (UWM-CEAS). Students’ first two years of study at UW-Parkside, then pursue a degree in electrical or mechanical engineering at UWM.
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Parkside’s Planning and Budget Process 2015-17 Biennial Budget
Phase 1 February 2015
Phase 2 March – April 2015
Phase 3 To be determined based on Legislative budget process
• Understand • Communicate • Advocate • Plan • Define Impact • Assess Feasibility
• Decide • Implement • Assess
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Changing Financial Model Leads to Workforce Contraction UW-Parkside Human Resources
580 570 560 550 540 530 520
2011 - Increase result of receipt of Federal Title III Grant and UW Growth Agenda funding for enrollment initiatives and student retention.
510 500
2010 • • • • •
2011
2012
2013
2014
Overall decrease of 5% of workforce since 2010 UW-Parkside Average Faculty Salary = $63,000 UW-Parkside faculty workload aligns with all UW Comprehensive Campuses UW-Parkside experiencing higher than average vacancy rate UW-Parkside salaries lag behind peer institutions by 15-20% on average
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Lean Means Value-Added Efficiencies Leveraged Marketing and Communications Business Challenge: Advance robust, measurable marketing in a competitive marketplace without additional resources of staff or funding. Solution: Merge “siloed” communications staff from across campus into a single integrated team reporting to Assistant Chancellor. (Flatten Organizational Model) Total Team: 3 FTE + 1 LTE and 3 p/t student workers. Coverage areas: Enrollment marketing, institutional messaging, social media, college/dean support, continuing education, media relations, arts and culture marketing.
Strategies: • • • •
12-month implementation 3 distinct talents cross-leveraged to form “agency” model Building campus-wide competencies in digital communications – social media, web content Less print and more digital content
Results: New branding – University-wide New website New recruitment marketing strategy and materials
Assistant Chancellor Enrollment
Institutional
Digital
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Lean Means Value-Added Efficiencies Consolidated Financial Services Back-Office Operations Business Challenge: Sustain quality in financial services backoffice in a time of reduced resources. Literally one-person deep in each functional area.
Solution: Integrated approach to work. Strategies: • • •
Cross training Commitment to continuous/process improvement Adopt new technologies
Results: • • • • •
Seamless coverage for vacations and medical leave Coverage when personnel depart or transfer Reduced 1.5 FTE Open 0.75 FTE will not be filled at this time Controller serves as budget director and interim director of Human Resources
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Changing Financial Model University of Wisconsin System - All Campuses 80% 70% 61%
60%
53%
52%
55%
56%
56%
57%
45%
44%
44%
43%
60%
70%
71%
71%
30%
29%
29%
12-13
13-14
63%
50% 47%
40%
48%
39%
40%
30%
37%
20%
Paid by State
Paid by Student & Family
10% 0% 02-03
03-04
04-05
05-06
06-07
07-08
08-09
09-10
10-11
11-12
Note: The total Cost of Education is the state and tuition funding used to educate students. The graph shows the relative portion of the costs of educating a student paid by the state and from resident undergraduate tuition each year. Source: UW System Fact Book.
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Challenge Reductions exclude related reductions in UW-Parkside's share of the fringe pool allocation and tuition offsets. Tuition freezes result in loss of funding needed to cover the impact of inflation. Base
Lapse
FY 2010
$ (1,863,529) [8%]
FY 2011
(22,800)
$
-
FY 2012
(2,155,079) [10%]
(1,066,609)
[5%]
FY 2013
-
(452,272)
[2%]
FY 2014 FY 2015 Total Reductions (2010-2015) FY 2016 (proposed) FY 2017
(1,072,951) [5%] (171,542) [0.8%] $ (5,285,901)
$ (1,518,881)
(3,510,000) [13%]
-
-
-
$ (8,720,001)
$ (1,518,881)
Proposed reduction of $3,510,000 equates to: • Additional enrollment of 700 fulltime students (15% increase) • Total budget for one college at UW-Parkside • 50% of the budget for all administrative services (Information Technology, Business Services, Police, Human Resources, Finance, Facilities) • Supplies and Expenses budget for software, licenses, library resources, maintenance contracts, marketing, office supplies, equipment, etc. 19
Sustaining Parkside’s Momentum Highest Retention Rate in 25 Years
Increase in Acceptances Fall ’15
Average ACT Score ’05-’06 to ’14-’15
19.99 to 21.23
’13-’14 – More than 130 Student-Athletes Earn Great Lakes Valley Conference All-Academic Honors
5% of Fall ’14 Class Graduated in 3-½ Years or Less
Increase in Business Partnerships Campus Visits, Internships, Projects
Business Growth in SE Wisconsin
Increase in Private & Corporate Gifts