InvestIng In WIsconsIn`s future uW-PArKsIDe

Investing in
Wisconsin’s future
UW-PARKSIDE
A growth agenda accountability report, 2011-12
Status At-A-Glance
Core Strategy 1: Prepare Students
Core Strategy 5: Resources
UW-Parkside course registrations in the online
Sustainable Management degree program increased
from 35 in fall 2009 to 92 in fall 2011 for a total growth of
163% in two years.
UW-Parkside’s new 170,000 square foot Rita Tallent
Picken Regional Center for Arts and Humanities was
formally dedicated on November 27, 2011.
Core Strategy 2: More Graduates
Core Strategy 6:
Operational Excellence
A $25,000 Leading Indicators grant from the University
of Wisconsin System is being used to revise and
implement developmental literacy and mathematics
curricula to increase student retention and success.
UW-Parkside’s Admissions and New Student Services
Office has implemented Image Now, a digital content
management system, resulting in a fully paperless
admissions process.
Core Strategy 3:
Well-Paying Jobs
Core Strategy 7: Collaborations
UW-Parkside has expanded its externship/job
shadowing program, Ranger Link, to 36 employers
and 49 students thanks to a generous gift of $50,000
from Mary Frost Ashley Charitable Trust.
Core Strategy 4:
Stronger Communities
UW-Parkside received the President’s Higher
Education Community Service Certificate for
extraordinary and exemplary community service
contributions. This is the fifth consecutive award for
UW-Parkside.
2
UW-Parkside and WiSys funded three local
entrepreneurial efforts. Two local companies,
Procubed, an engineering company, and ICTect, a
digital software company, received funding to support
their companies’ development to further economic
growth in our region. Funding was also provided for
a wireless technology project that uses the power of
handheld devices to more effectively monitor chronic
diseases to ease patient monitoring requirements and
support improved health outcomes.
This report illustrates UW-Parkside’s contributions to the UW
C ore 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-PARKSIDE’s Progress
on UW System Indicators
Additional UW-Parkside Indicators
UW-Parkside 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-Parkside
National
High Impact Practices: First-Year Students
Learning communities
9%
19%*
Service learning
24%
37%*
High Impact Practices: Seniors
Research with faculty
23%
19%
Service learning
47%
46%
Internship
37%
48%*
Senior experience
30%
29%
Critical Thinking: Seniors
Thinking critically
88%
86%
Application of theories
84%
81%
Analyzing ideas
86%
86%
Master’s
16%
38%*
• PASS – UW-Parkside’s Academic Success System (or “PASS”)
provides first-year students formative feedback from a
designated faculty member about their academic progress
two times during the semester. One thousand two hundred
and ninety two (1,292) students received 4,502 personalized
feedback emails from 101 instructors in 290 classes. Over 64%
of students were making satisfactory progress.
• As the demand for professionals in the health-related sector
expands, UW-Parkside pre-health majors have an 88%
acceptance rate, on average, into professional or graduate
programs over the last 10 years. Minority students’ acceptance
rates are also strong.
16%*
50%
47%*
29%
86%
81%
86%
*Significant differences from the UW-Parkside 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.
Pre-Health Graduates Accepted into
Health Professional or Graduate Program
Application Year
# Applied
% Accepted*
% Accepted - URM1
2006
38
89%
27%
2007
33
100%
15%
2008
33
88%
21%
2009
36
89%
17%
2010
43
83%
25%
2011
47
77%
21%
*Students are counted only for the first year they applied; however, some students apply more
than once and may be accepted in a later year.
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.
1
• Study abroad Study and exchange programs help students
gain a basic understanding of, respect for, and appreciation •UW-Parkside conducted a survey of graduates approximately
9 months after graduation. Of those responding, 81% were
of cultural differences. Of UW-Parkside graduates in 2010-11,
employed.
2.7% studied abroad, an increase from 1.7% in 2009-10 and an
increase from 0.5% five years previously.
•UW-Parkside led a student sales team to collect four major
awards including three of five first-place honors in the
graduate division at the prestigious National Collegiate Sales
Competition held in Atlanta, Georgia.
3
Core Strategy 2
More Graduates
Increase the number of Wisconsin graduates and expand educational opportunities
through improving access and increasing retention and graduation rates.
UW-PARKSIDE’s Progress
on UW System Indicators
Providing access for new students and increasing their rates
of success are key to producing more degree holders. The
More Graduates initiative includes specific enrollment plans
for UW-Parkside.
UW-Parkside Total Headcount Enrollment
2006
#
%
492 10%
1%
29
44
1%
114
2%
2010
2011
#
%
#
%
540 11% 500 10%
17
0%
10
0%
21
0%
23
0%
114
2%
91
2%
10
0%
6
0%
477
9%
328
7%
475 10%
122
2%
133
3%
3,910 78% 3,712 72% 3,517 72%
75
2%
27
1%
44
1%
1%
72
1%
63
88
2%
893 18% 1,154 22% 1,114 23%
356
343
347
5,160
5,007
4,887
5,309
5,360
Fall Semester
Students Enrolled
African American
American Indian
Southeast Asian
Other Asian American
Hawaiian/Pacific Is.*
Hispanic/Latino(a)
Two or More Races*
White
Unknown
International
URM1
Transfer Students
Total Headcount
More Graduates Plan
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.
*New race/ethnicity categories were implemented in 2008.
• There were 740 degrees conferred by UW-Parkside in 2010-11,
an increase of 23% over five years earlier. Of the 740 degrees
conferred in 2010-11, 703 were bachelor’s degrees, exceeding
the More Graduates for Wisconsin plan by 154, or 28%.
Additional UW-Parkside Indicators
•In 2010-11, 96 high-risk, first year students participated in seven
curricular learning communities offered by Learning Integrated for
New Knowledge (LINK) and Student Support Services. In fall 2011,
87 high risk first year students are participating in five curricular
learning communities.
• A $44,000 Great Lakes Higher Education Corporation grant funded
UW-Parkside’s Summer Scholars program, a summer program
designed to provide additional support for incoming at-risk and
underrepresented minority students.
•In an effort to meet the needs of a growing Latino(a) population
in Southeastern Wisconsin, UW-Parkside hosted its first bilingual open house for Latino(a) students and families. Over 135
individuals participated in the event.
•In May 2011, 59%, and in December 2011, 58% of UW-Parkside’s
bachelor’s degree graduates were the first in their family to
graduate
from college. UW-Parkside’s transfer articulation
• Success and progress rates in the chart below show the percent of
agreements
resulted in 46 graduates in 2010-11.
students who graduate with a bachelor’s degree, or are still enrolled,
within four and six years of entering UW-Parkside.
Success and Progress Rate for
UW-Parkside, Fall 2005 cohort
First Time Full-Time Students
69%
4 Years Later
Graduated at
Another Institution
66%
6 Years Later
Graduated from
UW-Parkside
Still Enrolled at
UW-Parkside
Full-Time Transfer Students
4 Years Later
78%
6 Years Later
77%
Still Enrolled at
Another Institution
Source: Voluntary System of Accountability, College Portrait (www.collegeportraits.org)
0
4
10
20
30
40
50
60
70
80
•To improve access and expand educational opportunities at both
the graduate and undergraduate level, UW-Parkside continues
to increase distance-education offerings. The number of online
courses offered in 2010-11 was over three times greater than in
2005-06, and the number of students enrolled increased more than 10
fold.
UW-Parkside Distance Education Offerings
Course Offerings
Enrollments
2005-06 2009-10 2010-11
35
91
121
99
867
1,001
C ore Strategy 2
More Graduates
Closing the Achievement Gap
Reduce the Achievement Gap by half by 2015 among underrepresented minorities, lower
income students, and for all races/ethnicities.
Retention and Graduation Rates
Status of the Achievement Gap
Each UW institution has the goal of raising retention and graduation The UW System has the goal of reducing the Achievement
rates for all students, and closing the achievement gap among
Gap by half compared to the baseline cohorts (1998 to 2000
underrepresented minorities (URM) and lower income students.
combined) among underrepresented minorities (URM) and
Improving the success rate of all student groups is important to the
lower income students, and for all races/ethnicities by 2015.
plans of the More Graduates initiative.
UW-Parkside New Freshmen Entering Full Time
2nd Year Retention Rate at Institution Where Started
2000 Fall Cohort
2010 Fall Cohort
#
%
#
%
African American
77
43%
80
59%
American Indian
*
*
7
1
Southeast Asian
*
*
5
3
Other Asian American
16
69%
11
73%
1
*
Hawaiian/Pacific Is.
3
Hispanic/Latino(a)
52
73%
87
57%
1
Two or More Races
25
68%
White
62%
578
492
58%
Unknown
2
*
International
*
12
58%
7
2
URM
141
53%
192
59%
Pell Recipients
174
63%
318
58%
Total New Freshmen
747
61%
711
59%
More Graduates Plan
65%
New race/ethnicity categories were implemented in 2008.
2
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 Achievement Gap in
Retention Rates at UW-Parkside
Baseline
Gap: 4%
2015 Goal: 2%
Fall 2010
Gap: 0%
Status: In Progress
Baseline
Gap: 0%
2015 Goal: 0%
Fall 2010
Gap: 1%
Status: In Progress
10%
1
Accomplishing the More Graduates initiative means increasing
graduation rates for students of all races/ethnicities.
UW-Parkside New Freshmen Entering Full Time
6 Year Graduation Rate at Institution Where Started
2000 Fall Cohort 2005 Fall Cohort
#
%
#
%
African American
77
18%
126
14%
American Indian
*
*
7
4
Southeast Asian
*
5
Other Asian American
16
*
15
*
Hispanic/Latino(a)
52
25%
48
29%
White
578
33%
582
30%
Unknown
*
3
International
*
*
12
5
URM1
20%
141
178
19%
Pell Recipients
174
27%
221
22%
Total New Freshmen
747
31%
783
28%
More Graduates Plan
32%
URM
20%
30%
Non-URM
40%
50%
Pell
60%
70%
80%
Non-Pell
Closing the Achievement Gap in
Graduation Rates at UW-Parkside
Baseline
Gap: 10%
2015 Goal: 5%
Fall 2005
Gap: 11%
Status: In Progress
Baseline
Gap: 3%
2015 Goal: 1%
Fall 2005
Gap: 8%
Status: In Progress
5%
URM
10%
Non-URM
15%
20%
Pell
25%
30%
35%
Non-Pell
Underrepresented minority (URM) students include all who indicate African Ameri-can, American
Indian, Hispanic/Latino(a), or Southeast Asian alone or in combination with other races/ethnicities.
*Five or fewer students were retained or graduated.
1
5
Core Strategy 3
Well-Paying Jobs
Increase the creation of well-paying jobs by expanding the university research enterprise
while linking academic programs to entrepreneurship and business development.
UW-PARKSIDE’s Progress
on UW System Indicators
Part of UW-Parkside’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-Parkside were $288,000 in fiscal
year 2011 (FY11), down from $302,000 in FY10.
• Degrees in high-need and leading-edge fields meet the demand
for professionals in business, science, technology, mathematics,
and health. In fall 2011, UW-Parkside had more than 131 declared
majors in business, science, technology, mathematics, and health,
an increase of 81.9% over fall 2006.
• UW-Parkside’s graduates contribute to Wisconsin’s economy
through higher levels of discretionary spending and by paying
higher taxes. The difference in earnings between college and
high school graduates is $21,000 on average. Overall, 73%
of UW-Parkside graduates remained in the state, with 55%
living in the southeast region. 86% of Wisconsin residents
who graduated from UW-Parkside remained in the state.
Additional UW-Parkside Indicators
The School of Business and Technology (SBT) has maintained its
business accreditation by the Association to Advance Collegiate
Schools of Business International (AACSB). One of the fewer
than 5% of schools with business programs worldwide to earn
this hallmark of excellence in management education, and the
only higher education institution in the Kenosha/Racine area to
do so.
• Engaging Employers. UW-Parkside recently hired an Employee
Relations Coordinator to increase contact with regional
employers including hosting a breakfast with 34 area employers
in April 2011, and growing employer connections by doing site
visits with 40 local and regional employers.
• Ranger Link. UW-Parkside has expanded its externship/job
shadowing program, Ranger Link, to 36 employers and 49
students thanks to a generous gift of $50,000 from Mary Frost
Ashley Charitable Trust.
• Ranger Trak. UW-Parkside’s jobs database for employers and
UW-Parkside students helps link students and employers
quickly and efficiently. The number of postings has risen from
3,346 to 4,314, a 29% increase over the previous year.
•Declared majors in applied health sciences (AHS) grew from 32 in
2007 (first year offered) and reached 174 in fall 2011, 148% above
projection. AHS degrees were conferred to three graduates in
calendar year 2008, nine in 2009, 14 in 2010, and 15 in 2011 (fall
graduates not included).
•The Ralph Jaeschke Solutions for Economic Growth Center (SEG
Center) in the School of Business and Technology matches
businesses and organizations throughout southeastern Wisconsin
with students and faculty to solve real-world problems. During
the 2010-11 academic year, the SEG Center provided opportunities
for 292 students to participate in 53 projects.
6
C ore Strategy 4
Stronger Communities
In partnership with communities, address Wisconsin’s greatest challenges and priorities
through intensified engagement, research, and learning.
UW-PARKSIDE’s Progress
on UW System Indicators
UW-Parkside has a positive impact on communities both by
cultivating civic participation in students and through a variety
of engagement efforts developed in partnership with school
systems, nonprofits, and small businesses.
• Encouraging students’ civic participation yields immediate
benefits to communities while students are enrolled and builds
a foundation for lifelong civic involvement of graduates.
Participation by Seniors, 2011
Community service or
volunteer work
Community-based course
project or service-learning
project
Voting in local, state, or
national elections
UWParkside
National
Master’s
50%
59%*
56%
•In 2010 -11, the Capacity-Building Assistance for Nonprofits
Works (CAN Works) program served 22 nonprofit organizations.
As of June 30, 2011, CAN Works organizations received 154
hours of training and 579 technical assistance hours to
strengthen their governance, management, and infrastructure,
and a total of $600,000 in financial assistance. As a result
of CAN Works, the organizations were able to increase the
number of clients served and the scope of services offered
to clients. Eleven organizations expanded services to include
a new group of service recipients or a new geographic area.
Collectively, the non-profits reported leveraging an additional
$240,000 in government and private funds from new sources
during the grant period.
• Blazing the Pathway for Workforce Development Professionals
is a non-credit, hybrid (i.e., face-face and online course
delivery) course that was established and implemented with
34%
39%
33%*
27 participants in 2010-11. The course was created with the
* Significant differences from the UW-Parkside percentage at the 0.05 level.
National Association of Workforce Development Professionals
Note: All participating national and master’s-level public colleges and universities.
Source: 2011 National Survey of Student Engagement.
(NAWDP) and is the organization’s only university partnership
of its kind in the country.
Community outreach and engagement includes offering noncredit courses for professional development and personal • Career Fair – UW-Parkside launched its first Career Fair
enrichment. In FY11, the total of non-credit continuing education
in February of 2011 and had 22 Graduate Schools and 34
course enrollments for UW-Parkside was 4,374.
Employers participating. An estimated 200 to 250 UW-Parkside
47%
46%
50%
Additional UW-Parkside Indicators
students were in attendance.
•UW-Parkside is participating in the Greater Milwaukee Committee’s
Talent Dividend Initiative to increase post-secondary degree
attainment in Southeastern Wisconsin.
•The campus and community have planned over 300 arts and cultural
events to be held in the new Rita Tallent Picken Regional Center as
a part of the 2012 “Year of the Arts and Humanities.” UW-Parkside
is well on its way of achieving the mission of the center, which is
to create and sustain vibrant and dynamic academic and cultural
programs that promote educational achievement, artistic expression,
community engagement, and economic vitality between the campus
and diverse communities it serves.
7
Core Strategy 5
Resources
Balance, diversify, and grow the university’s financial resources and facilities while
developing its human talent.
UW-PARKSIDE’s Progress
on UW System Indicators
Additional UW-Parkside Indicators
• UW-Parkside’s new 170,000 square foot Rita Tallent Picken
Regional Center for Arts and Humanities was formally dedicated on
November 27, 2011. The two major building additions added 72,000
square feet to the existing 108,000 square-foot building. In addition,
91,000 square feet of existing building space was remodeled to
• Diversity of faculty and staff is an indicator of UW-Parkside’s
support the programs housed in the Center. Over $4.5 million has
efforts to develop its human resources. Faculty and staff
been raised and pledged to help equip and maintain the new facility.
diversity provides richer exchanges of ideas in the classroom,
broader lines of inquiry in research, and a more welcoming • A multi-building restroom renovation project was completed
climate for students from underrepresented groups. In fall 2011,
early in 2011. This $2.4 million project reconstructed 31 restrooms
18.1% of UW-Parkside faculty and staff were of color, or 110 out
in five campus buildings which improved energy efficiency and
of 609 total faculty and staff.
increased water conservation.
The resources of people, money, and facilities are what
enable UW-Parkside to fulfill its mission to students and the
people of Wisconsin.
UW-PArkside Faculty and Staff of Color
by Employment Category, Fall 2011
30
27.5%
25
19.3%
20
17.0%
18.1%
14.7%
15
11.2%
10
5
0
Faculty
IAS
Non-IAS
Admin.
African American
Asian American
American Indian
Hispanic/Latino(a)
Classified
Total
Two or More Races
IAS=Instructional Academic Staff | Total does not include Graduate Assistants
•UW-Parkside relies on revenue from a variety of sources to
fulfill its mission. Revenue from all sources increased from $57
million in FY06 to $74 million in FY11. Revenue from gifts, grants,
and contracts increased from 12% of total revenue in FY06 to
18% in FY11.
8
•In April 2011, UW-Parkside students passed a referendum that
authorized segregated fee funding of a $1.5 million, 8,030 square foot
Student Fitness Center in the Sports & Activity Center. The project,
which is scheduled for occupancy in fall 2012, re-purposes a highbay multi-purpose room and two adjacent racquetball courts into
a two-level facility that will include a multi-purpose fitness studio,
dance/martial arts studio, and a sports medicine treatment facility.
• Diversity Circles: Diversity Circles engage participants in dialogue
to promote action and change. The dialogues, led by trained
facilitators, raise awareness and increase understanding, so that
together, citizens create change in their communities. University
of Wisconsin-Parkside students receive academic credit for
participation in Diversity Circles. About 95% of those who take part in
Diversity Circles say they have increased their understanding of
others’ attitudes and beliefs about racism.
•In an effort to reduce homophobia and make the campus
environment safer, the LGBTQ Resource Center at the University
of Wisconsin-Parkside conducted Safe Zone training sessions
for faculty, staff, and students (59 participants in 2009). Safe Zone is
a way for heterosexual allies to show their support for those who
identify as lesbian, gay, bisexual, transgender, queer, or questioning
(LGBTQ). Between 2009 and 2011, 171 individuals have completed
Safe Zone training.
C ore Strategy 6
Operational Excellence
Advance operational excellence by becoming more flexible, responsive, and cost efficient.
UW-PARKSIDE’s Progress
on UW System Indicators
Additional UW-Parkside Indicators
UW-Parkside makes efficient use of its human, financial, and
physical resources in a variety of ways.
• By encouraging progress toward degree completion, UWParkside 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 students, are currently the same as the
levels in 1993-94, when the goal to reduce credits to the
bachelor’s degree was adopted.
Average Credits Taken by UW-Parkside
Bachelor’s Degree Recipients
150 150
145 145
144
140 140
143
140
140
03/04
05/06
144
141
130
130 -
93/94
01/02
•UW-Parkside created an Office of Institutional Effectiveness
which is leading UW-Parkside’s efforts to increase datainformed decision making, integrated budget planning, and
continuous process improvement.
•The Office of Institutional Effectiveness led two accelerated
process improvements, one for the annual budget process,
and a second to improve the recruitment process. Through
these efforts, UW-Parkside increased shared decisionmaking, process transparency, and the effectiveness of
these processes.
138
135
135 -
125
• During FY11, UW-Parkside’s Admissions and New Student
Services implemented the Transfer Evaluation System (TES)
by College Source. This tool provides prospective students
with immediate access to course equivalency information
and provides an electronic workflow for approval of
course equivalencies by faculty on the campus. The new
transfer evaluation system improves business processes by
simplifying procedures, reducing paper-based communication,
decreasing time for equivalency decisions, and providing real
time information to prospective students. Admissions and New
Student Services also implemented a customer relationship
management tool to track prospective students as early as
freshman year to support student retention and success.
07/08
09/10
10/11
• Keeping administrative spending low allows UW-Parkside to
concentrate resources on instruction and other student-related
activities. Administrative spending at UW-Parkside was 42% of
the national average in FY09, the most recent year of available
national data. This means UW-Parkside spent $6.8 million less
on institutional support than it would have by spending at the
national average.
•UW-Parkside has entered an agreement with Honeywell, Inc.
to conduct a campus wide investment grade audit and energy
assessment report in the fall of 2011. This report will generate
a performance-based contract to conduct energy saving/
renewable energy project(s) on campus in 2012.
•Reducing energy usage is a goal for UW-Parkside, and all state
agencies. At UW-Parkside, energy usage in FY10 was 7.2%
below the amount in FY05, the baseline year for state agencies.
9
Core Strategy 7
Collaborations
Further leverage UW System’s strengths and impact through collaborations among the
campuses and with other Wisconsin partners.
• Collaborating with school districts in Kenosha, Racine and
Carthage College, UW-Parkside hosted 147 educators during
the Chiwaukee Academy. The Academy, held yearly in the
UW-Parkside’s collaborations and partnerships with other UW
summer, engages educators with the latest theories and best
institutions, other education sectors, businesses, community
practices to enhance instructor effectiveness and student
organizations, and governmental agencies allow it to have
success.
greater impact than by acting alone.
UW-PARKSIDE’s Progress
on UW System Indicators
•UW-Parkside increases student access through collaborative
degree programs offered at multiple locations, integrate
courses from different institutions, or both. UW-Parkside is a
partner in five of these formal arrangements, listed below.
Collaborative Degree Program
MS in Administrative Leadership
BS in Nursing
Master of Business Administration
(MBA Consortium)
BS in Sustainable Management
BS in Health Information
Management and Technology
Partner Institutions
GBY, MIL
MIL
EAU, LAC, OSH
RVF, STO, SUP, EXT*
GBY, STP, EXT*
EXT* - UW-Extension provides administrative, financial, and other support to a number of UW
System Collaborative Degree Programs.
• A total of 390 existing businesses and nascent entrepreneurs
in Kenosha and Racine counties received counseling and/
or business training delivered by the UW-Parkside School
of Business and Technology’s Small Business Development
Center (SBDC). These services resulted in a dramatic return on
investment (ROI) based on State of Wisconsin funding support
(see the table provided, below).
SBDC Return on Investment for Wisconsin:
17 New Business Starts
• $3,400,000 in new business ventures
•New Business Revenues for Every State Dollar Invested in UWParkside’s SBDC: $37.61
• $170,000 in new state sales tax receipts
•UW-Parkside has a variety of other partnerships in academic
and non-academic areas, including advisory boards with more 34 Jobs Created: 44 Jobs Retained
than 100 community volunteers for athletics, business and • $530,400 in new wages
technology, theatre arts, marketing communications, and the •New wages for Every State Dollar Invested in UW-Parkside’s
SBDC: $5.87
Center for Community Partnerships.
• $31,824 in new state income taxes
•UW-Parkside has 13 articulation agreements with two-year colleges,
four-year colleges and universities, and professional and graduate $8,249,450 Client Capital Infusion (Equity contributions, loans, SBIR
funding)
programs in Wisconsin, northern Illinois, and Minnesota. The main
purpose of these agreements is to facilitate bachelor’s degree •Capital infusion for Every State Dollar Invested in UW-Parkside’s
SBDC: $91.26.
completion and the progression to graduate or professional school.
Additional UW-Parkside Indicators
• UW-Parkside hosted the 2011 American Cancer Society’s Relay
for Life in August 2011. An estimated 5,000 people were on campus
for the event which raised more than $300,000 dollars for cancer
research and prevention making it 1st in Wisconsin and in the
Midwest Division for most dollars raised.
10
Small Business Development Center
Fiscal Year
Business Starts
Capital Infusion
07-08
6
$1.22M
08-09
11
$1.74M
09-10
16
$7.31M
10-11
17
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UW-PARKSIDE
The University of Wisconsin-Parkside is a dynamic learning community grounded in the
hallmarks of academic excellence, student success, diversity and inclusiveness, and
community engagement. Rigorous academics marked by high-quality teaching, research,
and creative activity prepare students to become responsible and engaged local and
global citizens. Working collaboratively with a variety of organizations in southeastern
Wisconsin and throughout the Milwaukee-Chicago corridor adds value to the learning
experience. The campus culture reflects high standards of collegiality and service to
others. Inclusiveness and diversity permeate all aspects of the university.
This report illustrates UW-Parkside’s contributions to the UW System’s Growth Agenda 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-Parkside.
For similar information on the UW System as a whole, as well as links to additional resources and technical notes, see the systemwide
Investing in Wisconsin’s Future report: http://www.uwsa.edu/opar/accountability
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UW-PARKSIDE
The Accountability Report can be found at http://www.uwsa.edu/opar/accountability/