Knowledge powers wisconsin`s future: uw-eau claire

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Knowledge powers wisconsin`s future: uw-eau claire
Knowledge
powers
Wisconsin’s future:
UW-eau claire
Annual accountability report, 2012-13
Status At-A-Glance
Core Strategy 1: Prepare Students
Core Strategy 5: Resources
High-Impact Practices increase student success, and
in 2011-12, almost three quarters of graduating seniors
had participated in at least one research, internship, or
intercultural immersion experience.
The UW-Eau Claire Foundation’s Power of Possible
Centennial Campaign has reached its milestone of $27.8
million and is on its way to meeting a goal of $60 million
by 2016.
Core Strategy 2:
Stronger Workforce
Core Strategy 6:
Operational Excellence
The Blugold Beginnings program has helped to increase
both access and retention rates for students of color at
UW-Eau Claire.
UW-Eau Claire’s Student Office of Sustainability has
awarded more than $160,000 to sustainability projects
during the 2011-12 academic year.
Core Strategy 3:
Stronger Businesses
Core Strategy 7: Collaborations
UW-Eau Claire continues to promote STEM and health fields
to students, and has seen degrees granted in these programs
increase by more than 30% over the past five years.
Core Strategy 4:
Stronger Communities
UW-Eau Claire was named to the 2012 President’s Higher
Education Community Service Honor Roll by the Corporation
for National and Community Service.
2
The UW-Eau Claire College of Nursing is exploring a
second satellite campus at UW-Marathon County for their
undergraduate nursing program, in addition to their longstanding partnership with St. Joseph’s Hospital in Marshfield.
C o re Strategy 1
Prepare Students
Ensure that students are prepared with the integrative learning skills, multicultural
competencies, and practical knowledge needed to succeed in and contribute to a rapidly
changing, increasingly global society.
UW-Eau Claire’s Progress
on UW System Indicators
Additional UW-Eau claire Indicators
UW-Eau Claire prepares students for a global society through
a variety of experiences, both as part of the curriculum and
outside of the classroom. Among these experiences are the
high impact practices in the table below. Student participation
in these activities has been shown to contribute to gains
in critical thinking, one of the fundamental outcomes of
learning, as well as to gains in practical skills and in personal
and social development.
UW-Eau Claire National
High Impact Practices: First-Year Students
9%
19%*
Learning communities
27%
38%*
Service learning
High Impact Practices: Seniors
Research with faculty
25%
19%*
69%
Service learning
46%*
54%
48%*
Internship
39%
Senior experience
29%*
Critical Thinking: Seniors
91%
Thinking critically
86%*
Application of theories
86%
81%*
89%
86%*
Analyzing ideas
Master’s
16%*
38%*
16%*
49%*
46%*
29%*
86%*
81%*
86%*
*Significant differences from the UW-Eau Claire percentage at the 0.05 level.
Note: All participating national and master’s-level public colleges and universities.
Source: 2011 National Survey of Student Engagement.
• Study abroad and exchange programs help students gain a
basic understanding of, respect for, and appreciation of cultural
differences. Of UW-Eau Claire graduates in 2011-12, 20.1% studied
abroad, an increase from 19.8% in 2006-07. According to the 2011
report of the Institute for International Education, UW-Eau Claire
is ranked 9th among institutions with students who participate in
mid-length study abroad experiences.
High-Impact Practices (HIPs) are educational experiences
with a proven record of increasing student success and
retention, particularly (but not exclusively) for historically
underserved students. The Blugold Commitment Differential
Tuition program is a commitment to excellence shared by
faculty, staff, and students that provides opportunities for
every student graduating from UW-Eau Claire to participate in
multiple high-impact practice experiences including at least
one experience in faculty/student collaborative research or
creative activity, an internship, or an intercultural immersion
experience. While the table to the left shows participation
figures based on student perception, the tables below reflect
actual participation rates for officially tracked activities.
Percent of Graduates Who Had
at Least One of These High-Impact Practice Experiences
2011-12
Faculty/Student Collaborative Research or Creative
Activity (funded and for-credit projects only)
37%
Internship (for-credit internships only)
44%
Intercultural Immersion Experience
(International and domestic immersion experiences)
30%
Low income student participation in HIPs has increased by 10%
over the past three years and has been a contributing factor to
having nearly three quarters of all students participating in at
least one HIP before they graduate.
Percent of Graduates Who Had
Multiple High-Impact Practice Experiences
2011-12
One HIP experience
33%
Multiple HIP experiences
39%
At least one HIP experience
72%
3
Core Strategy 2
Stronger Workforce
Increase the number of Wisconsin graduates and expand educational opportunities
through improving access and increasing retention and graduation rates.
UW-Eau Claire’s Progress
on UW System Indicators
• Degrees conferred at UW-Eau Claire totaled 2,300 in 2011-12
while five years earlier 2,084 degrees were conferred. UWEau Claire conferred 2,111 undergraduate degrees in 2011-12,
Providing access for new students and increasing their rates of success
exceeding the More Graduates plan.
are key to producing more degree holders. The More Graduates
initiative includes specific enrollment plans for UW-Eau Claire.
UW-Eau Claire Total Headcount Enrollment
Fall Semester
2007
2011
#
%
#
%
Students Enrolled
African American
57
1%
78
1%
American Indian
72
1%
47
<1%
Southeast Asian
168
2%
259
2%
Other Asian American
143
1%
94
1%
Hawaiian/Pacific Is.*
5
<1%
Hispanic/Latino(a)
118
1%
188
2%
Two or More Races*
124
1%
White
9,996 92% 10,084 90%
Unknown
156
1%
93
1%
International
144
1%
262
2%
415
4%
662
6%
URM1
Transfer Students
560
592
Total Headcount
10,854
11,234
More Graduates Plan
11,291
Additional UW-EAU CLAIRE Indicators
2012
The Bluegold Beginnings program works with local schools to
provide a comprehensive college connection for 5th graders
through graduating seniors, and has served more than 4,000
students over the past four years. The purpose of the Blugold
Beginnings program is to educate and inspire students, especially
underrepresented, low income or first generation students, to
believe that a post-secondary education is important, attainable,
and available at the UW-Eau Claire and other institutions. To
continue to support students once they reach college, the
Blugold Beginnings Learning Community was established to
offer underrepresented students the opportunity to continue their
Underrepresented minority (URM) students include all who indicate African American,
education at UW-Eau Claire in an inclusive environment with peers
American Indian, Hispanic/Latino(a), or Southeast Asian alone or in combination with other
races/ethnicities.
of similar backgrounds. The learning community this past year
*New race/ethnicity categories were implemented in 2008.
consisted of 43 multicultural students, and retained more students
• Success and progress rates in the chart below show the percent
than the level at which other multicultural students persisted
of students who graduate with a bachelor’s degree, or are still
through their second year of college (87% vs. 74%, respectively).
enrolled, within four and six years of entering UW-Eau Claire.
STEM & Health Fields. Melding cutting-edge techniques in
Success and Progress Rate
social media communication along with traditional avenues,
UW-Eau Claire has been a leader in preparing graduates in
for UW-Eau Claire, Fall 2006 cohort
those high-demand fields. UW-Eau Claire has a dedicated
First Time Full-Time Students
Graduated from
staff member in the Admissions Office who focuses on
4 Years Later
93%
UW-Eau Claire
recruiting new students into STEM careers and disciplines.
Graduated at
#
%
78
1%
40
<1%
260
2%
96
1%
4
<1%
199
2%
169
2%
9,876 89%
53
<1%
272
2%
687
6%
593
11,047
11,359
1
89%
6 Years Later
Still Enrolled at
UW-Eau Claire
Full-Time Transfer Students
82%
4 Years Later
78%
6 Years Later
Another Institution
Still Enrolled at
Another Institution
Source: Voluntary System of Accountability, College Portrait (www.collegeportraits.org)
0
4
20
40
60
80
100
Total STEM & Health Fields Fall Enrollment
Total Fall Enrollment
2005
2010
2011
2012
2,415
2,930
2,955
3,013
The UW-Eau Claire Honors Program continues to thrive. The holistic
admissions process for the Honors Program (UW Regents’ Diversity
Award 2012) has played a key role in increasing the program’s
enrollment to more than 550 active students. In addition, participation
in high-impact educational experiences continues to be a focus.
C ore Strategy 2
Stronger Workforce
Closing the Equity Gap
Reduce the Equity Gap by half by 2015 among underrepresented minorities, lower income
students, and for all races/ethnicities.
Retention and Graduation Rates
Status of the Equity Gap
Each UW institution has the goal of raising retention and The UW System has the goal of reducing the Equity Gap by
graduation rates for all students, and closing the Equity Gap among
half compared to the baseline cohorts (1998 to 2000 combined)
underrepresented minorities (URM) and lower income students.
among underrepresented minorities (URM) and lower income
Improving the success rate of all student groups is important to the
students, and for all races/ethnicities by 2015.
plans of the More Graduates initiative.
UW-Eau Claire New Freshmen Entering Full Time
2nd Year Retention Rate at Institution Where Started
2001 Fall Cohort 2011 Fall Cohort
#
%
#
%
African American
18
61%
19
68%
American Indian
9
89%
10
80%
Southeast Asian
35
80%
68
84%
Other Asian American
24
88%
15
80%
1
Hawaiian/Pacific Is.
Hispanic/Latino(a)
20
90%
38
79%
Two or More Races 1
*
*
32
72%
White
2,001
81%
1,747
83%
Unknown
8
88%
*
*
International
10
70%
15
87%
2
URM
82
79%
159
77%
Pell Recipients
327
80%
506
79%
Total New Freshmen
2,125
81%
1,944
83%
More Graduates Plan
84%
New race/ethnicity categories were implemented in 2008.
Underrepresented minority (URM) students include all who indicate African American, American
Indian, Hispanic/Latino(a), or Southeast Asian alone or in combination with other races/ethnicities.
*
Five or fewer students were retained or graduated.
Closing the Equity Gap in
Retention Rates at UW-Eau Claire
Baseline
Gap: 5%
2015 Goal: 2%
Fall 2011
Gap: 6%
Status: In Progress
Baseline
Gap: 3%
2015 Goal: 1%
Fall 2011
Gap: 5%
Status: In Progress
0
1
20
40
20%
URM
60
40%
Non-URM
60%
Pell
80
100
80%
100%
Non-Pell
2
Accomplishing the More Graduates initiative means increasing
graduation rates for students of all races/ethnicities.
UW-Eau Claire New Freshmen Entering Full Time
6 Year Graduation Rate at Institution Where Started
2001 Fall Cohort 2006 Fall Cohort
#
%
#
%
African American
18
39%
8
75%
American Indian
9
*
13
*
Southeast Asian
35
40%
34
53%
Other Asian American
24
63%
35
51%
Hispanic/Latino(a)
20
60%
26
58%
White
2,001
61%
1,868
66%
Unknown
8
*
31
65%
International
10
*
5
*
URM1
82
44%
81
53%
Pell Recipients
327
55%
285
58%
Total New Freshmen
2,125
60%
2,020
65%
More Graduates Plan
65%
Closing the Equity Gap in
Graduation Rates at UW-Eau Claire
Baseline
Gap: 12%
2015 Goal: 6%
Fall 2006
Gap: 13%
Status: In Progress
Baseline
Gap: 9%
2015 Goal: 4%
Fall 2006
Gap: 9%
Status: In Progress
0
10
URM
20
20%
30
Non-URM
40
40%
Pell
50
60
60%
70
80
80%
Non-Pell
1
Underrepresented minority (URM) students include all who indicate African American, American
Indian, Hispanic/Latino(a), or Southeast Asian alone or in combination with other races/ethnicities.
*Five or fewer students were retained or graduated.
5
Core Strategy 3
Stronger Businesses
Increase the creation of well-paying jobs by expanding the university research enterprise
while linking academic programs to entrepreneurship and business development.
UW-Eau Claire’s Progress
on UW System Indicators
Part of UW-Eau Claire’s mission is to create new knowledge and
prepare students to use that knowledge in the workforce.
• Research leads to the development of new industries and
creates well-paying jobs in Wisconsin. Federal and privately
funded research expenditures at UW-Eau Claire were $866,000
in fiscal year 2012 (FY12), down from $938,000 in FY11.
Commitment funds were again used in 2012 to create a new 28seat department lab for use in geospatial teaching to enhance
effective learning and use of the technology. The addition of
the staff members and lab allowed the ability to expand course
offerings in the area of geospatial technology leading to the
design of a certificate program available in fall 2013. The U.S.
Department of Labor has listed geospatial technology and its
use as one of 14 “high growth, high demand and economically
vital sectors of the American economy”.
• Degrees in high-need and leading-edge fields are important Materials Science Center. The UW-Eau Claire Materials
to meet the demand for workers in fast-growing occupations,
Science Center was one of several innovative programs
such as in science, technology, engineering, and mathematics
featured at the fall 2012 meeting of the Materials Research
(STEM) and health fields. In 2011-12, UW-Eau Claire conferred
Society in Boston, Mass. State-of-the-art instrumentation,
265 STEM degrees and 355 degrees in health fields, compared to
student and faculty research collaborations and innovative
219 STEM degrees and 252 in health fields five years ago.
industry partnerships have been the hallmark of the
Materials Science Center since it opened in 2004. Students
• UW-Eau Claire’s graduates contribute to Wisconsin’s economy
receive specialized training and learn research methods.
through higher levels of discretionary spending and by paying
They also benefit from working with university scientists
higher taxes. The difference in earnings between college and
and industry partners. Practical experience in the lab gives
high school graduates is $21,000 on average. Overall, 58%
students firsthand knowledge of current, relevant problems
of UW-Eau Claire graduates remained in the state, with 23%
in the field and innovations not found find in their textbooks.
living in the West Central region. Of Wisconsin residents who
graduated from UW-Eau Claire, 73% remained in the state
Information Systems (IS). The number of IS majors at UWEau Claire has grown by about 65 percent since the two
emphases, business analysis and systems development, were
Additional UW-Eau Claire Indicators
introduced. Minors have grown by more than 500 percent.
Geospatial Technology. The UW-Eau Claire geography and
Earlier this year, UW-Eau Claire joined the few universities
anthropology department has been educating students in
in Wisconsin and Minnesota that offer students hands-on
the geospatial realm for many years, and through Blugold
experience with software and resources from SAP, the world
Commitment funding, the department is prepared to keep up
market leader in enterprise application software. UW-Eau
with the increase in demand. In 2011, Blugold Commitment
Claire’s program recognizes and addresses the importance of
funds were used to hire one new faculty member and one
both management and design of information systems and the
new academic staff member. (Blugold Commitment is UW-Eau
technical development of information systems.
Claire’s student supported differential tuition fund.) Blugold
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C ore Strategy 4
Stronger Communities
In partnership with communities, address Wisconsin’s greatest challenges and priorities
through intensified engagement, research, and learning.
UW-Eau Claire’s Progress
on UW System Indicators
Economic Impact. A recent economic impact study
demonstrated that the University of Wisconsin-Eau Claire
makes a substantial, positive contribution to the economy of the
UW-Eau Claire has a positive impact on communities both by
Chippewa Valley region. It ranks as one of the largest employers
cultivating civic participation in students and through a variety of
in the region with about 1,300 employees, and it brings hundreds
engagement efforts developed in partnership with communities.
of millions of dollars into the region’s economy.
• Encouraging students’ civic participation yields immediate
The regional economic impact of the university takes many
benefits to communities while students are enrolled and builds a
forms. Each year the university generates more than $317
foundation for lifelong civic involvement of graduates.
million in spending in the Chippewa Valley region, resulting in
Participation
UWmore than $209 million in annual income and profits for local
National
Master’s
by Seniors, 2011
Eau Claire
businesses, more than $21 million in tax revenue for local and
state governments, and jobs for more than 3,300 workers. In
Community service
79%
58%*
55%*
or volunteer work
the long run, the university represents an essential investment
Community-based
in the future of the region and state, since it enhances the
course project or
69%
46%*
49%*
productivity and civic engagement of the next generation of
service learning project
citizens and workers. The increase in lifetime earnings for
Voting in local, state, or
47%
33%*
34%*
national elections
each year’s graduating class, relative to what they would
have earned with only a high school diploma, adds hundreds
*Significant differences from the UW-Eau Claire percentage at the 0.05 level.
Note: All participating national and master’s-level public colleges and universities.
of millions of dollars more to the university’s benefits. The
Source: 2011 National Survey of Student Engagement.
university also generates broader benefits to the community,
including faster economic growth in the long run, lower
•One of many ways UW-Eau Claire is active in community
welfare and medical costs, and many others.
outreach and engagement is by offering non-credit courses for
professional development and personal enrichment. In fiscal Community Service Honor Roll. For the fifth time since 2006,
year 2012, the total of non-credit continuing education course
UW-Eau Claire was recognized for its outstanding community
enrollments for UW-Eau Claire was 5,710.
service programs by a federal agency charged with fostering
an ethic of volunteerism and service in America. UW-Eau Claire
was among about 500 public and private colleges, universities
Additional UW-Eau Claire Indicators
and professional schools named to the 2012 President’s Higher
Volunteer Income Tax Assistance. UW-Eau Claire College of
Education Community Service Honor Roll by the Corporation for
Business students prepare tax returns through the Volunteer
National and Community Service.
Income Tax Assistance (VITA) program, a special program
of the U.S. Department of Internal Revenue Service and the
Wisconsin Department of Revenue. Under faculty supervision,
accounting majors provide free tax-return assistance to lowincome individuals and families at various sites on and off
campus. In 2011, 799 tax returns were processed, an increase
from 527 returns in 2009.
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Core Strateg y 5
Resources
Balance, diversify, and grow the university’s financial resources and facilities while
developing its human talent.
UW-Eau Claire’s Progress
on UW System Indicators
Additional UW-Eau Claire Indicators
The resources of people, money, and facilities are what
enable UW-Eau Claire to fulfill its mission to students and the
people of Wisconsin.
New Education Building. Construction on the Education building
began in May 2012. The building will house administrative
units; classroom space; the departments of education studies,
English, foreign languages and special education; and select
student support services, including Services for Students with
Disabilities, the Student Success Center and the Office of
Multicultural Affairs. Construction is expected to be completed
in fall 2013 with classes beginning spring 2014.
• Diversity of faculty and staff is an indicator of UW-Eau Claire’s
efforts to develop its human resources. Faculty and staff
diversity provides richer exchanges of ideas in the classroom,
broader lines of inquiry in research, and a more welcoming
climate for students from underrepresented groups. In fall 2012, Foundation. For the second year in a row, the UW-Eau Claire
7.9% of UW-Eau Claire faculty and staff were people of color, or
Foundation’s annual gifts exceeded $5 million in FY12 ($5.09
101 out of 1,282.
million from more than 14,000 alumni and friends). In September
2012, the Foundation’s board announced plans for a $60 million
UW-Eau Claire Faculty and Staff of Color
“Power of Possible” fundraising campaign to culminate with
the University’s Centennial in 2016. The funds raised support the
20 By Employment Category, Fall 2012
16.9%
University’s People, Programs and Places.
15
10
7.9%
6.3%
5
0
4.9%
4.1%
2.9%
Faculty
IAS
Non-IAS
Admin.
2.3%
Classified Grad Asst
African American
Asian American
American Indian
Hispanic/Latino(a)
Total
Two or More Races
IAS=Instructional Academic Staff
•UW-Eau Claire relies on revenue from a variety of sources to
fulfill its mission. Revenue from all sources increased from $135
million in fiscal year 2007 (FY07) to $164 million in FY12. Revenue
from gifts, grants, and contracts increased from 10% of total
revenue in FY07 to 12% in FY12.
8
The Priory. In October 2011, a subsidiary of the UW-Eau Claire
Foundation, Inc., purchased the Priory, formerly St. Bede Monastery,
located three miles south of the UW-Eau Claire campus. The
Children’s Nature Academy, the Priory’s anchor tenant, opened in
June 2012. UW-Eau Claire students are the primary users of the
academy’s services and hundreds of students work, volunteer, or
engage in observations there annually. The Chancellor has appointed
a Priory Development Taskforce to support the University’s mission
with sustainable, revenue-generating programs.
Western Wisconsin Cooperative. During 2012, UW-Eau Claire has
participated with several other campuses in western Wisconsin
in regular collaboration meetings held among the Finance,
Technology and Purchasing departments from each campus. The
primary focus of the 2012 meetings related to Surplus Property
and involved collaborating on best practices with the goal of
reducing administrative process time; effort and cost; increasing
awareness of available items; identifying potential benefits from
utilizing a regional approach instead of the current individual
campus approach; and achieving a self-sustaining Surplus
Property operation.
C ore Strategy 6
Operational Excellence
Advance operational excellence by becoming more flexible, responsive, and cost efficient.
UW-Eau Claire’s Progress
on UW System Indicators
Additional UW-Eau Claire Indicators
UW-Eau Claire makes efficient use of its human, financial, and
physical resources in a variety of ways.
•By encouraging progress toward degree completion, UWEau Claire helps ensure efficient use of students’ personal
and financial resources and provides space for new students.
Credits taken prior to graduation, an indicator of educational
resources used by UW-Eau Claire students, are currently
below the levels in 1993-94, when the goal to reduce credits to
the bachelor’s degree was adopted.
Average Credits Taken by UW-Eau CLaire
Bachelor’s Degree Recipients
150 -
150
145 -
146
145
142
140 140
141
138
137
137
08/09
10/11
135 135
136
130 130
125
93/94
02/03
04/05
06/07
11/12
•Keeping administrative spending low allows UW-Eau Claire
to concentrate resources on instruction and other studentrelated activities. Administrative spending at UW-Eau Claire
was 37% of the national average in FY10, the most recent year
of available national data. This means UW-Eau Claire spent
$19 million less on institutional support than it would have if
spending at the national average.
The Student Office of Sustainability (SOS) is a Student Senate
commission responsible for allocation of the Green Fund –
a pool of student segregated fees reserved for improving
sustainability at UW-Eau Claire. During the 2011-12 academic
year, the SOS was involved in a collaborative effort to upgrade
to LED lighting in a number of areas across campus, as well
as a bike-share partnership with the Environmental Adventure
Center. Through the SCORE program, an off-campus student
housing home-efficiency program that educated students
about energy conservation (hosted by SOS), 60 Homes were
SCORE approved in a partnership with Xcel Energy. More than
$160,000 was awarded to sustainability projects by the SOS
during the 2011-12 academic year.
Regional Data Center With server space on campus near
capacity, UW-Eau Claire Learning and Technology Services
staff partnered with Chippewa Valley Technical College (CVTC).
CVTC’s administration repurposed its Manufacturing Education
Center as an Advanced Technology Center that will also house
a regional data center. The Data Center building project was
completed in August of 2012. UW-Eau Claire is systematically
moving equipment with disaster recovery equipment as the first
priority.
Lab Anywhere. Lab Anywhere allows UW-Eau Claire students
to access Windows software titles from the general access
labs on their personal computers from almost anywhere. Most
of the general access Windows software can be run on a virtual
application on a local computer or iPad, without physically
needing to visit the lab. Students that take classes remotely,
study abroad, or are traveling now have access to the same
software as students who use the general access computer
labs. During the past year almost 6,500 users have logged on
more than 200,000 times.
• Reducing energy usage is a goal for UW-Eau Claire. Weatheradjusted energy usage in fiscal year 2011 (FY11) was 18.1%
below the amount in the baseline year of FY05.
9
Core Strateg y 7
Collaborations
Further leverage UW System’s strengths and impact through collaborations among the
campuses and with other Wisconsin partners.
UW-Eau Claire’s Progress
on UW System Indicators
UW-Eau Claire’s collaborations and partnerships with other UW
institutions, other education sectors, businesses, community
organizations, and governmental agencies allow it to have greater
impact than by acting alone.
more easily. This collaboration serves to increase the number of
bachelor’s degree-level nurses with ties to Central Wisconsin.
Enrollment in the Marshfield nursing program, currently at 99, has
increased sevenfold since the fall 2005 semester.
Additional UW-Eau Claire Indicators
•UW-Eau Claire increases student access through collaborative Nursing Program. In addition to the satellite nursing program
degree programs, which are offered at multiple locations, integrate
in Marshfield, UW-Eau Claire’s College of Nursing has entered
courses from different institutions, or both. UW-Eau Claire is a
into discussions, at the initiation of UW-Marathon County,
partner in 10 of these formal arrangements, listed below.
to explore a second satellite campus for its undergraduate
nursing program. Health care institutions in the Wausau area
Collaborative Degree Program
Partner Institutions
have since joined the discussion as well. The UW-Eau Claire
Dual Degree - BS in Physics,
LAC, MSN, OSH, RVF,
College of Nursing and Health Sciences is committed to being
BS in Engineering
WTW
part of the solution in addressing the future BSN nursing
BS in Nursing (Collaborative Program)
GBY, MSN, MIL, OSH, EXT*
shortage, inclusive of the shortage that will be experienced
Dual Certification in Special Education
RVF
in the northwestern region of Wisconsin, and welcomes the
Master of Business Administration
opportunity to be part of this discussion.
LAC, OSH, PKS
(MBA Consortium)
Doctorate of Nursing (DNP)
OSH
B of Professional Studies in Organizational
EXT*
Leadership and Communication
Dual Degree - BS in Physics,
BS in Engineering
University of Minnesota
(Minneapolis, MN)
Dual Degree - BS in Geology,
BS in Engineering
University of Minnesota
(Minneapolis, MN)
Associate of Science
RVF, STO, Chippewa
Valley Technical College
Dual Degree
AASCU’s 1-2-1
program in China
The Education Opportunity Network (EON) program is a
community-based program that aims to provide counseling
and information on college admissions to qualified adults
who want to enter or continue a program of postsecondary
education. EON currently collaborates with 133 public and
private organizations in a 14 county area to identify and serve
individuals who are interested in furthering their education and
improving their financial circumstances and/or employment
options.
Bachelor of Professional Studies. UW-Eau Claire’s first
completely online degree program, the Bachelor of Professional
Studies in Organizational Leadership and Communication
program, is in its second year. The 60-credit degree completion
•UW-Eau Claire has a variety of other partnerships in academic
program, a collaboration between UW-Eau Claire and UWand non-academic areas.
Extension, is designed for adults who have completed an
associate degree program or have a sufficient number of
•UW-Eau Claire Nursing programs partner with St. Joseph’s Hospital
college credits. Students attending full time can graduate in
in Marshfield. These partnerships enable students from Central
two years. Response to the program has been positive, with
Wisconsin to earn a UW-Eau Claire nursing degree without traveling
enrollment up 31% in its second year.
to the Eau Claire campus to attend classes, which means students
with work or family commitments can complete their degrees
EXT* - UW-Extension provides administrative, financial, and other support to a number of UW
System Collaborative Degree Programs.
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UW-Eau Claire’s mission to provide a truly transformative liberal education and our
vision to be a premier learning community support the UW System’s goals to prepare
more graduates for Wisconsin who are ready to meet the challenges of a global
economy and able to take their place as active and engaged citizens. The University’s
Centennial Plan outlines the intention to transform learning by preparing and graduating
students who benefit from an intensive focus on purposeful, rigorous learning;
opportunities for real-world experience that include collaborative undergraduate
research, service learning, and internships; and leadership efforts in providing
international and multicultural immersion experiences.
This report illustrates UW-Eau Claire’s contributions to the UW System’s vision for Wisconsin. Progress is reported within the seven core
strategies of the UW System’s Strategic Framework. Each core strategy includes one or more indicators of progress that are common among
UW institutions, supplemented with additional information reflecting activities and outcomes of particular relevance to UW-Eau Claire. For
similar information on the UW System as a whole, as well as links to additional resources and technical notes, see the systemwide Knowledge
Powers Wisconsin’s Future report: http://www.wisconsin.edu/opar/accountability/
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uw-Eau CLaire
UW-EAU CLAIRE
Accountability Reports can be found at http://www.uwsa.edu/opar/accountability/

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