​Vision for our future 

For more than 125 years, UW-Stevens Point has served our students and our communities with pride, preparing our graduates for success in life and their careers.  

As we begin a new decade, we are also embarking on a new chapter in the history of our university. We have planned our course in a thoughtful, strategic and inclusive way. With input from faculty, staff, students and community partners, we developed the vision and broad goals of our five-year strategic plan for the university - Purpose Made Possible: Determination to lead the way. The vision and goals of this plan were approved by the UW-Stevens Point Common Council in April 2020 and affirmed in April 2021 following revisions to align three strategic imperatives of Chancellor Gibson: academic excellence, inclusive excellence, and enrollment and growth.

More recently, we established objectives, strategies, and tactics for our planned Year-One activities and adopted metrics by which we will measure our success. The process is being guided by executive sponsors and implementation teams and we now are working to accomplish our objectives for Year-One.

 Content Editor ‭[2]‬

Where we are in the process - Accomplishing Year-One Objectives

As of February 14, 2022

The executives sponsors and implementation teams have taken a comprehensive approach and prioritized activities to achieve specific outcomes in the first year. A bookmark-enabled document detailing the implementation team members, planned first-year activities, and a glossary of planning terms may be accessed here:Purpose Made Possible - Year One Activities.pdf.

The implementation teams are working to fulfill the outcomes of Year-One of the strategic plan.  Below are highlights of what each team is currently working on during this year.  This list is not exhaustive, and to see the complete inventory of work planned by each team in Gantt chart format, see the links at the end of this section.


Theme 1: Align Finances with Institutional Vision

Align university expenditure levels with available resources.  Annual expenditure levels in university departments will be within the annual state budget allocation or the program revenue generated

– Adjusting the annual operating budget to sustainable enrollment levels

– Monitoring budget to actual activity regularly and communicate information to campus units

– Increasing the financial knowledge of campus constituents

Utilize financial models that will be data informed, transparent, objective, and action oriented.  The financial models will inform decisions to allocate and reallocate resources

– Identifying sources to increase the strategic investment fund and define distribution criteria and processes that allow for proactive decision-making

– Developing budget models that are understood, transparent, cohesive, align with the institutional vision, and are flexible enough to allow for budget adjustments necessary to reflect the evolving vision over time.  Ensuring the financial models align to form an overall cohesive financial structure

Create processes and metrics to support the financial models and to inform decision-making

– Developing metrics to measure the overall financial success of the campus and continually measure the level of success achieved

Encourage financial growth. New revenue sources will be explored and analyzed for financial viability

– Exploring and developing new fiscally viable revenue sources

– Planning and executing a capital campaign aligned with university priorities

Theme 2: Expand Opportunities for Student Success


Develop five-year recruitment and enrollment targets by student segment by July 2022

– Analyzing demographic and market trends, historical enrollments, and new program potential to create new pipelines, benchmarks and predictive models

Optimize the use of marketing tools and strategies to achieve recruitment and enrollment targets

– Implementing search engine optimization strategies and utilizing data analytics to increase prospective student website traffic and engagement by establishing benchmarks at launch

– Utilizing a concentrated omni-channel marketing strategy to engage best-fit prospect and inquiry student segments

– Implementing and optimizing use of new CRM tool to build relationships with prospective students


Optimize Available Scholarship and Grant Dollars to support every segment 

– Ensuring that 100% of WI Grant dollars are awarded annually

– Decreasing the number of students that remain in Financial Aid verification process by 10% by removing barriers (URM and first-gen students) by 9/22

Using fall 2021 as a benchmark, increase yield rate from admit to enroll by 5% by fall 2022

Increase high school campus visit numbers by 38% by fall 2022

– Developing, in partnership with academic departments, new on-campus visit experiences to feed high-demand programs by fall 2023

Increase students who articulate from WTCS institutions by May 2023

Creating a multifaceted credit for prior learning structure by May 2022
 
– Working with schools to evaluate which disciplines are most appropriate for prior learning

– Evaluating competitive landscape to understand how technical, private, and UW schools structure credit for prior learning

Create a structure to develop online programs to serve targeted needs, support multiple online delivery methods, and support students in online programs

– Developing options for an administrative structure to support online programs
 
– Developing a pipeline of new online programs targeted to post-traditional students
 
Create a regular process supporting new program development, including majors,
certificates, and “stackable” academic credentials, in partnership with the Division of Marketing and Enrollment by May 2022
 
– Expanding and evaluating the use of Burning Glass for market research and career outcome data
 
– Annual scanning for program development opportunities best able to reach traditional and post-traditional students, noting best options to improve access through instructional modality or campus location

– Formalizing the rigorous evaluation of market demand, instructional capacity, and other financial requirements for all proposed programs

Provide an annual program health report with key performance indicators for all undergraduate and graduate programs by May 2022

Community Sustainability major will be launched by Fall 2022

Theme 3: Enhance the Student Experience


Prioritize and expand high-impact practices (HIP) to boost student learning, development, and engagement

– Focusing efforts on equitable student access to HIPs we can do well as an institution and for which we can demonstrate markers of quality, ensuring that all students participate in at least two HIPs during their college career, with at least one taking place during their first year on campus

Deliver vibrant yet tailored student services that support the retention and success of all students
– Achieving and maintain a minimum annual first-to-second year retention rate of 80%

– Ensuring that all incoming students can receive a full-year academic schedule during STAR by May 2022

– Developing an intentional plan to increase student engagement to foster a “Sense of Belonging” for all UWSP Students
Build and enhance a community that values inclusion, equity, and diversity
– Achieving a 10% increase in first-to-second year retention of students of color by 2025

– Ensuring that UWSP provides opportunities for high quality engagement with social justice content to all students, faculty, staff, and community members by fall 2023

– Evaluating and rewarding contributions to EDI work by faculty and academic staff by fall 2023

– Improving recruitment and retention of underrepresented faculty and academic staff

Create an enriched learning environment through the use of advanced evidence-based practices and educational tools, innovative technologies, and equity-minded pedagogies
– Addressing curricular barriers to student success in their first two years

– Addressing administrativve barriers to student success in their first two years

– Resuming the UW-Stevens Point sabbatical program by January 2022 with financial resources to support a minimum of four projects per year

– Developing a core set of intentional learning outcomes and programs to promote student development within Student Affairs programs and services

Theme 4: Serving our Internal and External Communities


Promote community building, emphasizing how we tell our stories
– Using data to identify gaps and provide findings to related departments/administration
 
– Developing a year-round public relations campaign

– Developing an annual community impact report

In our collaborations, focus on commitment to be more inclusive
– Establishing baseline of current EDI outreach

– Using baseline data to assess impact for underserved communities

Develop new types of collaborations that align with the mission of UWSP
– Starting process to achieve Carnegie Community Engagement Classification by 2024

– Sharing baseline data to help identify new opportunities

– Promoting the classification to stakeholders and community (Year-3)


Detailed Information:


To access detailed information on Year-One objectives, strategies, tactics, and metrics by strategic plan theme, see linked files below.  Each file contains detailed information on the planned Year-One activities in a project management - Gantt chart format.

Theme 1 - Finances - Gantt View - 12-21-21.xlsx

Theme 2 - Student Success - Gantt View - 01-04-2022.xlsx

Theme 3 - Student Experience - Gantt View - 12-16-21.xlsx

Theme 4 - Serving Communities - Gantt View - 01-04-2022.xlsx