Creating a Shared Vision. Building on Excellence. David Wilson, Chancellor UW Colleges/UW-Extension. Major Goals. Create a more efficient central administration by merging similar administrative operations across both institutions and eliminating unnecessary duplication.
Building on Excellence
David Wilson, Chancellor
Create a more efficient central administration by merging similar administrative operations across both institutions and eliminating unnecessary duplication.
Identify current and emerging needs of the state that offer opportunities for both institutions to work more closely, and in concert with other stakeholders, to address them.
Become more accessible to our citizens and more affordable to our students.
Attract more adult and/or place-bound students to the UW Colleges and provide more educational options for them.
Be agile and innovative institutions, always bringing the best research-based education and instructional methods to our students, communities and stakeholders.
Administrative Integration Steering Committee
23-Member Transition Team
Internal Listening Sessions
Statewide Meetings with Elected Officials and Editorial Boards
Commission on Enhancing the Mission of the UW Colleges
Internal and External Town Hall Meetings
Employee Feedback via Web
The term “shared vision” is meant to be a label for a broad set of statements that will set us on the road to a brighter future. I do not expect this to be an operational plan that will dictate specific programmatic, fiscal, or personnel changes. Rather, it will serve as the prominent landmark on our institutional horizon. To paraphrase Steven Covey, this shared vision will not direct the precise manner in which we cut through the forest, but simply serve as the mechanism for ensuring that we’re in the right forest in the first place.
Adams Fond du Lac Oconto
Ashland Green Lake Outagamie
Bayfield Jackson Pierce
Brown Juneau Racine
Burnett Kenosha Sawyer
Calumet La Crosse Washburn
Dane Manitowoc Washington
Douglas Marathon Waukesha
Dunn Marquette Waushara
Eau Claire Monroe Winnebago
UW-Baraboo/Sauk County UW-Marshfield/Wood County
UW-Fond du Lac UW-Richland
UW-Fox Valley UW-Rock County
UW-Marathon County UW-Washington County
NOTE: I HAVEN’T FORGOTTEN YOU—UW BARRON COUNTY
15 Sessions Held on 7 Topical Areas:
Broadcasting and Media; Serving Diverse Audiences;
Health and the Environment; Community, Economic and
Workforce Development; Agriculture; Student Access; and
Youth Development and K-12; in eight locations:
Madison, Hayward, Eau Claire, Janesville, Wausau, Menasha,
Milwaukee and West Bend
13 Sessions Held with Employees from Both Institutions
Shared Governance Groups
BOARDS OF VISITORS
How can the Colleges better serve the needs of adult, place-bound students in their local communities, and around the state?
Should the Colleges continue to serve primarily as freshman-sophomore campuses (gateways) to the UW System? What should be the relationship between the Colleges and the Comprehensives and Doctoral Institutions?
3) How can the Colleges capitalize on their uniqueness – local access, small class sizes, and academically nurturing environments, to offer more degree opportunities to its students?
4) Should the Colleges be approved to offer selective baccalaureate degrees, either in collaboration with other UW comprehensive campuses, or otherwise, in areas that meet local demand of place-bound students and where the faculty expertise exists to do so?
In essence, should we expand our degree/program offerings and, if so, in which areas and at what level(s) (AA, BS, BA, certificates, institutes, etc.)?
5) Is a collaborative university center concept a model that would serve our local citizens well? If so, at which campus locations might the University Center model be most effective?
6) How can the relationship between UW-Extension and the UW Colleges add value to the state’s citizens?
7) What is the Colleges’ relationship to the Wisconsin Technical Colleges?
What should be the relationship?
Roger Axtell, Co-chair, former executive with the Parker Pen Company and Regent Emeritus of the University of Wisconsin System Board of Regents
John B. Torinus, Jr., Co-chair, CEO of Serigraph Inc., West Bend
Malcolm Brett, Interim Director, Broadcasting and Media Innovations, UW-Extension, Madison
Jim Brey, Professor, Geography/Geology, UW-Fox Valley, Menasha
Margaret Cleek, Provost and Vice Chancellor of Academic Affairs, UW
Kathleen Cullen, Vice President for Teaching and Learning, Wisconsin
Technical College System, Madison
Deborah Cureton, Dean/CEO, UW-Richland, Richland Center
State Senator Russ Decker, 29th Senate District, Schofield
Brad Hansen, Vice President and COO, Nsight Telservices Corp.,
State Representative Sue Jeskewitz, 24th Assembly District, Menomonee Falls
Brad Karger, Deputy County Administrator, Marathon County, Wausau
Cary Komoto, Professor, UW-Barron County, Rice Lake
Carol Lombardi, Former Mayor, City of Waukesha, Waukesha
Mark O’Connell, Executive Director, Wisconsin Counties Association,
Don Schott, Attorney, Quarles and Brady, Madison
Marv Van Kekerix, Provost and Vice Chancellor, UW-Extension, Madison
Jim Veninga, Campus Dean/CEO, UW-Marathon County, Wausau
Richard Wells, Chancellor, UW-Oshkosh, Oshkosh
Greg Lampe, Lead Staff, Associate Vice Chancellor, Academic Affairs, UW
Mary Lacasse, Coordinator of Services for Adult Students, UW-Marinette,
Willie D. Larkin, Senior Executive Assistant, Office of the Chancellor, UW Colleges and UW-Extension, Madison
Steve Wildeck, Vice Chancellor, Administrative Services, UW Colleges,
Eight Meetings: Aug 25 -Dec 12, 2006
Final Report Received: December 22, 2006
Use our powerful statewide networks to bring UW resources to every nook and cranny in the state).
Let’s take that gateway function we offer to the UW to the next level. We currently serve over 20% of the state’s population annually—a figure that is beyond impressive! But I think we can build on these numbers! The pursuit of this theme and goal would make our institutions over time the “people’s institutions” in Wisconsin.
2) Maximum Agility:
We must seek to respond more quickly to changing local and state needs, and market trends. The perception is that we are stagnant in our ways and approaches.
3) Maximum Collaboration:
(Collaboration is at the heart of both of our institutions. Going forward, this must be at the forefront of our thinking in everything we do. The State’s challenges are numerous, the dollars are finite. We must work with a variety of partners to make efficient use of scarce resources as we respond to our numerous state and local challenges.)
Many of the students we serve on our campuses come from limited-resource families (often, are the first in their family to go to college). We must keep college affordable for them.
Likewise, many of our clients in UW Extension, especially Cooperative Extension, fit the same profile. If we charge clients exorbitant fees for these services, we risk abandoning the whole concept of what it means to be a land-grant institution. Our institutions must remain open access institutions and affordable!
5) The “Wisconsin Accord.”
Should the state move beyond the Wisconsin Covenant, an initiative being proposed by the governor, to embrace something more innovative—free tuition to students who attend a UW institution and commit to stay in the state for 10 years after graduation? I think the idea is worthy of further exploration and analysis and plan to recommend to System President Reilly that we form a small task force to examine to merits of such an idea.
6) Changing Demographics in the State:
Wisconsin is becoming more diverse in certain areas—communities are being challenged. How can we assist communities with their challenges and work with the “new immigrants” to ensure that they become contributing citizens to our democracy?
7) Offer More Four-Year Degrees on our Campuses:
Through selective baccalaureate degree granting authority, or in collaboration with comprehensives.
8) Economic Development, Entrepreneurship, and Work Force Preparation:
Emerging agricultural niche markets, increasing the number of baccalaureate degree holders, keeping the best talent in the state, pursuing educational options for displaced workers, supporting more small business growth and expansion
9) Leadership/Public Service Development:
There is a clarion call for more leadership development programs targeting young people in particular, and an urgent need for UNBIASED information to guide decision making. We need to promote and support programs that prepare more citizens for effective public service.
10) Family, Youth, and Human Issues:
There is a quiet crisis in Wisconsin and many issues affecting families are to blame: food security, homelessness, drug use, crime, teenage pregnancy, quality health care.
11) Sustainability: Environment, Agriculture, and Natural Resources:
Building sustainable communities is resounding within several communities around the state, especially in the north. Issues to be addressed here include: land use, water quality, biofuels and energy, bio-security, etc.
12) Alternative Energy/Biofuels:
Wisconsin is playing an increasing role in promoting more development in the biofuels and alternative energy areas. We are being challenged to see this as a priority for the state and support more innovative research and targeted outreach in this area.
13) Take Greater Advantage of Wisconsin’s Largest Classroom—Wisconsin Public Radio and Wisconsin Public Television.
Viewers want more local programming using experts from the various UW campuses and are encouraging these two mediums to explore innovative outreach programming, such as data casting.
14) Public Awareness: Telling our Stories More
Being a well-kept secret is no longer a badge of honor! The UW Colleges is hands-down one of the most effective institutions in the U.S. at preparing students for degree success. Cooperative Extension is such a dynamic unit with tons of programs responding to contemporary needs—yet, the overwhelming number of responses we got when we asked people what they thought of when they thought of Cooperative Extension rarely moved beyond plow, sow and cow.
15) Funding: Greater State Investment is Desperately Needed in Our Two Institutions.
Both institutions are short-staffed for the work loads they manage. While both have been excellent stewards of state resources, the need exists for more diverse funding streams.
Break down the silos: emphasize connections and clear, multiple-way communications with the Chancellor’s office, UW Colleges, and UW-Extension divisions
Encourage meaningful communications and interactions between UW Colleges and Cooperative Extension colleagues at the local level
Continue to uphold the tenets of transparency and inclusion in decision making at all levels
Strive to meet the funding challenges for UW Colleges and UW-Extension, including Cooperative Extension, as institutions
Evaluate and provide appropriate salary compensation for both institutions’ faculty and staff
Evaluate and address staffing needs and workloads for both institutions
Present shared vision on Feb 7, 2007
Engage in strategic planning process with possible assistance from the National Center for Higher Education Management Systems (NCHEMS), and broad participation of employees and key stakeholders
Individual units will develop plans from the
overall umbrella strategic plan
I : Innovation
E: Economic Development
S: Stewardship of Resources