knowledge powers wisconsin`s future uw-parkside
Transcription
knowledge powers wisconsin`s future uw-parkside
KNOWLEDGE POWERS WISCONSIN’S FUTURE UW-PARKSIDE Annual Accountability Report, 2013-14 Status At-A-Glance Core Strategy 1: Prepare Students Core Strategy 5: Resources UW-Parkside’s Institute for Professional Educator Development (IPED) launched six teacher licensure programs to meet student and regional needs for highly qualified teachers. The campus has completed renovating the University Apartments interior and is midway through renovation of the exterior. Core Strategy 2: Stronger Workforce Core Strategy 6: Operational Excellence An intentional focus on student retention initiatives led to a 14 percentage point increase (59% to 73%) in first to second year retention rates from the fall 2010 cohort to the fall 2012 cohort. UW-Parkside was successfully reaccredited until 2023 by its regional accrediting body, the Higher Learning Commission of the North Central Association. Core Strategy 7: Collaborations Core Strategy 3: Stronger Businesses In an effort to increase access to higher education and student success in their future careers, UW-Parkside and Gateway Technical College signed seven transfer agreements allowing Gateway students who graduate from the seven programs to enter UW-Parkside as juniors. UW-Parkside received a $200,000 Growth Agenda grant to support the development of peer advising designed to improve retention of at-risk students. Core Strategy 4: Stronger Communities UW-Parkside Center for Community Partnerships secured a new three-year VISTA (Volunteers in Service to America) grant project in partnership with the City of Racine and Racine Kenosha Community Action Agency to place six VISTAs into multiple sites doing economic development service work. 2 CORE 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 careers in 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 High Impact Practices: First-Year Students Learning communities 9% Service learning 24% High Impact Practices: Seniors Research with faculty 23% Service learning 47% Internship 37% Senior experience 29% Critical Thinking: Seniors Thinking critically 88% Application of theories 84% Analyzing ideas 86% • As the demand for professionals in the health-related sector expands, UW-Parkside pre-health majors have an 87% acceptance rate, on average, into professional or graduate programs since 2008. The acceptance rate nationally is 43%. Minority students’ acceptance rates are also strong. Pre-Health Graduates Accepted into Health Professional or Graduate Program Application Year 2008 2009 2010 2011 2012 # Applied 33 35 42 46 50 % Accepted* 91% 86% 90% 87% 84% % Accepted-URM1 21% 17% 25% 21% 17% 2013 42 86% 19% National Master’s 19%* 37%* 16% 38%* 19% 46% 48%* 30% 16%* 50% 47%* 29% • In fall 2013, UW-Parkside’s Institute for Professional Educator Development launched its new teacher licensure programs in mathematics, chemistry, biology, sociology, political science, and English-language arts. 86% 81% 86% 86% 81% 86% • UW-Parkside has partnered with the UW School of Medicine and Public Health to launch a program to address the shortage of physicians in Wisconsin. The Rural and Urban Scholars in Community Health (RUSCH) program selects and nurtures students who come from diverse backgrounds and show an interest in practicing medicine in rural and urban underserved areas of the state. As part of this program, students participate in a 10 week internship supporting the health needs of Southeastern Wisconsin residents. *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. • Study abroad and exchange programs help students gain a basic understanding of, respect for, and appreciation of cultural differences. Of UW-Parkside graduates in 2012-13, 4.8% studied abroad in a UW program, an increase from 2.5% in 2011-12 and up from 1.7% five years previously. *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. 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. • UW-Parkside’s student Sales Team won the national title at the prestigious 2013 National Team Sales Competition, topping 21 teams from America’s leading universities. • In the Graduating Student Survey of 2012-13, 95% of respondents rated their ability to write effectively as “Very well” or “Extremely well” at graduation compared to 55% of respondents rating the same upon entering UW-Parkside. 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-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 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 URM* Transfer Students Total Headcount More Graduates Plan 2008 # % 528 10% 23 <1% 33 1% 108 2% 4 <1% 421 8% 56 1% 3,820 74% 101 2% 73 1% 1,056 20% 378 5,167 2012 # 454 12 24 94 6 487 156 3,408 37 91 1,103 380 4,769 5,411 % 10% <1% 1% 2% <1% 10% 3% 71% 1% 2% 23% 2013 # % 413 9% 8 <1% 35 1% 99 2% 10 <1% 521 11% 176 4% 3,232 70% 18 <1% 105 2% 1,115 24% 396 4,617 5,463 • UW-Parkside implemented supplemental instruction for courses with traditionally lower success rates. The students who received supplemental instruction had significantly higher rates of success - a 12% rise in their success - with 83% being successful compared to 71% of their peers who did not have supplemental instruction. • Students who participated in UW-Parkside’s peer mentoring program, Parkside Academic Collegiate Engagement (PACE), achieved a 10% higher success rate, had a higher median GPA, were more likely to be in good academic standing and to persist than non-participants. • 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 2012-13 was nearly three times that was offered in 2007-08, and the number of students enrolled increased more than fivefold. UW-Parkside Distance Education 2007-08 2011-12 Course Offerings 51 111 Enrollments 303 899 *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. • Success and progress rates in the chart below show the percent of students who graduate with a bachelor’s degree, or are still enrolled, within four and six years of entering UW-Parkside. Success and Progress Rates for UW-Parkside, Fall 2007 Cohort First Time Full-Time Students 4 Years Later 6 Years Later 71% 66% First Time Transfer Students 4 Years Later 6 Years Later 79% 72% Graduated from UW-Parkside Graduated at Another Instit ut ion Sti ll Enrolled at UW-Parkside Sti ll Enrolled at Another Instit ut ion Source: Voluntary System of Accountability, College Portrait, http://www.collegeportraits.org/ • Degrees conferred at UW-Parkside in 2012-13 totaled 723 while five years earlier 692 degrees were conferred. UW-Parkside conferred 678 undergraduate degrees in 201213, exceeding the More Graduates plan. Additional UW-Parkside Indicators • An intentional focus on student retention initiatives led to a 14 percentage point increase (59% to 73%) in first to second year retention rates from the fall 2009 cohort to the fall 2012 cohort. 2012-13 147 1,525 • The University of Wisconsin-Parkside is participating in the UW System’s new online flexible degree program. Parkside faculty members are developing two new flexible degree certificate programs: one in sales and another focused on global skills. The campus also has plans to develop four additional flexible degree certificate programs in the next two years in project management, professional writing, leadership and public relations. • UW-Parkside signed seven new articulation agreements with Gateway Technical College in fall 2013. • UW-Parkside and UW-Waukesha successfully launched the BAAS degree in fall 2013. • Enrollment in newly launched Dual Admissions General Studies Certificate program(January 2013) exceeded 100 students in fall 2013. • The College of Arts and Humanities and Division of Enrollment Management held the 1st annual Picken Scholarship Competition in March 2013. Students participating in the program yielded at a 78% rate compared to 55% rate for nonparticipants. • UW-Parkside has developed a Strategic Enrollment Plan to support student engagement and success. 4 CORE 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 graduation rates for all students, and closing the Equity Gap among underrepresented minorities (URM) and lower income students. Improving the success rate of all student groups is important to the plans of the More Graduates initiative. The UW System has the goal of reducing the Equity Gap by half compared to the baseline cohorts (1998 to 2000 combined) among underrepresented minorities (URM) and lower income students, and for all races/ethnicities by 2015. Closing the Equity Gap in Retention Rates at UW-Parkside UW-Parkside New Freshmen Entering Full Time 2nd Year Retention Rate at Institution Where Started 2002 Fall Cohort 2012 Fall Cohort # % # % African American 65 66% 50 72% American Indian 2 * 3 * Southeast Asian 9 78% 5 * Other Asian American 12 67% 14 100% Hawaiian/Pacific Is. 1 1 * Hispanic/Latino(a) 42 71% 81 79% Two or More Races1 31 61% White 627 67% 447 71% Unknown 2 * International 3 * 11 82% URM2 118 69% 161 73% Pell Recipients 174 71% 275 72% Total New Freshmen 760 67% 645 73% More Graduates Plan 66% 1 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 Equity Gap in Graduation Rates at UW-Parkside 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 2002 Fall Cohort 2007 Fall Cohort # % # % African American 65 17% 128 16% American Indian 2 * 6 * Southeast Asian 9 67% 5 * Other Asian American 12 * 17 59% Hispanic/Latino(a) 42 33% 53 21% White 627 33% 600 35% Unknown 14 * International 3 * 10 * URM1 118 26% 192 16% Pell Recipients 174 26% 276 23% Total New Freshmen 760 32% 833 31% More Graduates Plan 33% 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-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 $160,000 in fiscal year 2013 (FY13), down from $251,000 in FY12. • Degrees in high-need and leading-edge fields are important to meet the demand for workers in fast-growing occupations, such as in science, technology, engineering, and mathematics (STEM) and health fields. In 2012-13, UW-Parkside conferred 72 STEM degrees and 27 degrees in health fields, compared to 84 STEM degrees and 3 degrees in health fields five years ago. • 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 $21,300 on average. Overall, 73% of UW-Parkside graduates remained in the state, with 62% living in southeastern Wisconsin or nearby northeastern Illinois. Of Wisconsin residents who graduated from UW-Parkside, 86% remained in the state. Additional UW-Parkside Indicators • Students in UW-Parkside’s Health, Exercise Science, and Sports Management (HESM) courses participated in more than 20,000 hours of fieldwork/internship/community based learning and service during the 2012-13 academic year. • In 2012-13 academic year, UW-Parkside’s SEG Center produced 86 different projects for 71 different clients leveraging 14 faculty/staff and 343 students to serve small businesses in Southeastern Wisconsin. • UW-Parkside received a $200,000 Growth Agenda grant to support the development of peer advising designed to improve retention of at risk students. • UW-Parkside’s Center for Community Partnerships received AmeriCorps VISTA funding, to place VISTA service members at local nonprofit and community organizations. VISTAs complete economic development projects and work to strengthen the community, with the ultimate goal of alleviating poverty. • UW-Parkside received funding for the “Root River Renaissance” community partnership to deliver environmental education and awareness programming in Racine. • UW-Parkside and Northwestern Mutual Life (NML) launched the first Chancellor’s Leadership Scholarship. The scholarship, along with other career development programming in collaboration with NML, is designed to support women and underrepresented minority students to complete their education at UW-Parkside. • UW-Parkside’s Student Support Services program received $51,272 in support from the Great Lakes Higher Education Guaranty Corporation to provide first-year students with a learning community experience including extended instruction, college success and life skills seminars, and support from peer coaches and advisors. • In UW-Parkside’s Graduating Student Survey for 2012-13, students were asked to rate their perceived level of achievement on 18 learning outcomes. For all 18 outcomes, the graduates rated their perceived levels of achievement after they completed their studies at UW-Parkside as significantly higher than those upon entering the program. • UW-Parkside’s student engagement in internships, which contribute to career readiness, are on the rise. Since 2009-10, internship involvement has risen from 7.4% to 8.8%. • UW-Parkside hosted the 31st Annual Hispanic Youth Career Fair. This program is coordinated by Marquette University, MATC, WCTC and UW-Parkside. UW-Parkside is a founding institution. Internships % of Fall Enrollment Internship Enrollment for Course Credit 2009-10 2010-11 2011-12 2012-13 394 396 389 420 *Preliminary as of 2/5/2014. • UW-Parkside received a $50,000 Prior Learning Assessment (PLA) grant designed to increase participation in PLA and improve adult student retention. 6 7.4% 7.7% 8.0% 8.8% 2013-14 *239 *5.2% CORE 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 communities. • 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% 47% 46% 50% 39% 33%* 34% *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. • One of many ways UW-Parkside is active in community outreach and engagement is by offering non-credit courses for professional development and personal enrichment. In fiscal year 2013, the total of non-credit continuing education course enrollments for UW-Parkside was 5,970. Additional UW-Parkside Indicators • A total of 324 individual arts and humanities public performances, cultural events, exhibits, and special events were presented in the Rita Tallent Picken Regional Center for Arts and Humanities during the 2012-13 academic year. • In 2013, the three UW-Parkside art galleries hosted 12 unique exhibitions featuring local and national artists. • The Music Department presented 56 individual public recitals and concerts in the new Bedford Concert Hall. • The College of Arts and Humanities introduced the @The Rita visiting artists series in fall 2013, beginning with a September performance by Chicago’s renowned improvisational theatre group, Second City. Other performances included Dickens in America in October, and Pallade Musica in November—in addition to two patriotic performances by the Navy Band Great Lakes. • The Shakespeare Prison Project: Shakespeare Beyond Bars is a partnership between the Wisconsin Department of Corrections and UW-Parkside. The program provides opportunities for prisoners to study, rehearse, and perform the works of William Shakespeare. • To mark the thirtieth anniversary of the AIDS pandemic, UW-Parkside Fine Arts Gallery presented an exhibition of twelve large panels of The AIDS Memorial Quilt, a global collaborative art project composed of more than 48,000 panels, and is dedicated to more than 94,000 individuals who have died or are living with AIDS. This special two-week exhibition coincided with UW-Parkside Theatre Department’s staging of “Voices from the Quilt” and UW-Parkside Music Department’s performances of selections from “The AIDS Quilt Songbook.” • UW-Parkside’s new College of Social Sciences and Professional Studies crowd-funded $1,200 through private donations from faculty, staff, and community members to support student scholarships. The project, dubbed the “Social Science Kaleidoscope,” intends to award three $400 scholarships to students who apply for an opportunity to use social media to document their in-course learning over a semester. • The Root River Environmental Education Community Center Provided environmental education programs for 21 local schools involving over 1,500 students. • The WeatherBug in the Classroom of College of Natural Health Sciences provided Atmospheric Science Enrichment, Technology Applications and Curriculum Assessment for four local Racine schools (three high schools and one middle school) resulting in an increase in test scores in natural sciences. • The University of Wisconsin-Parkside Soccer Academy conducted a series of free clinics in January 2014, for boys and girls ages four through eight. • Kathleen Gillogly, Professor, Department of Sociology and Anthropology worked with the Pike River Watershed Restoration, to develop a watershed-wide plan for restoring the Pike River. The restoration plan was recently approved by the Environmental Protection Agency. 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 The resources of people, money, and facilities are what enable UW-Parkside to fulfill its mission to students and the people of Wisconsin. • Diversity of faculty and staff is an indicator of UW-Parkside’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 2013, 18.7% of UW-Parkside faculty and staff were people of color, or 106 out of 567. UW-Parkside Faculty and Staff of Color Percent of Each Employment Category, Fall 2013 24.4% 22.0% 19.5% 17.5% 18.7% 12.9% • UW-Parkside has partnered with Johnson Wax Diversey in further enhancing our green cleaning program. As part of this program, an audit is being conducted to determine the methods and equipment appropriate for sustainable, efficient cleaning. • UW-Parkside 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 now being reviewed by DOA/DFD to generate a performance-based contract to conduct energy saving/ renewable energy project(s) on campus in 2014. • In 2013, UW-Parkside Police made 50 presentations for faculty, staff, and students on various safety topics and orientation sessions. • In 2013, the campus fire alarm panel in the police department was updated to allow for emergency messages to be broadcasted from the dispatch center to all academic buildings, Student Center, Sports & Activity Center, two housing buildings, and the Student Health & Counseling Center. • In 2013, Safety-Risk Management provided or scheduled 27 presentations for 273 participants, both personnel and students, for campus safety and emergency response training. Faculty IAS African American Hispanic/Latino(a) Non-IAS Admin. Classified American Indian Two or More Races Total Asian American IAS=Instructional Academic Staff • UW-Parkside relies on revenue from a variety of sources to fulfill its mission. Revenue from all sources increased from $62 million in fiscal year 2008 (FY08) to $65 million in FY13. Revenue from gifts, grants, and contracts increased from 13% of total revenue in FY08 to 17% in FY13. Additional UW-Parkside Indicators • UW-Parkside has initiated a project to clean, inspect, and ultimately repair the campus sanitary sewer system to prevent infiltration of ground water into the sanitary sewer. • In 2013, the University Police and Safety-Risk Management coordinated two table-top scenarios as part of the campus emergency response and Continuity of Operations Planning (COOP). • UW-Parkside is conducting a comprehensive space study of its facilities to determine how well the university utilizes its current space, and to identify the university’s space needs for the next twenty years, as part of the Campus Master Plan process. • UW-Parkside developed a comprehensive proposal to renovate current laboratory space to create a state-of-the-art learning laboratory for Chemistry and related sciences. • The campus has completed renovating the University Apartments interior and is midway through renovation of the exterior. • The campus is mid-way through the construction phase of a $2.9 million utility tunnel repair project to repair the interior portion of the tunnel’s utilities infrastructure, including utility piping, anchors, supports and insulation. 8 CORE STRATEGY 6 Operational Excellence Advance operational excellence by becoming more flexible, responsive, and cost efficient. UW-Parkside’s Progress on UW System Indicators Kenosha Area Business Alliance and the Racine County Economic Development Corporation (RCEDC), to inform the campus’s 2014-2018 strategic plan development. UW-Parkside makes efficient use of its human, financial, and physical resources in a variety of ways. • By encouraging progress toward degree completion, UW-Parkside 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-Parkside 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-Parkside Bachelor’s Degree Recipients 155 150 145 144 140 140 140 141 143 144 143 • In 2013, Safety-Risk Management processed 222 driver abstract reviews as part of the campus vehicle use program which involves both personnel and students driving on university related business. The goal of this program is to minimize negligent entrustment by providing assurance our drivers meet operational standards established by the Wisconsin Department of Administration. • In 2013, the campus completed a 5-year review and update of the Spill Prevention Control and Countermeasures (SPCC) plan as required by the U.S. Environmental Protection Agency and Wisconsin Department of Natural Resources. The SPCC plan is to help prevent any discharge of oil into navigable waters or adjoining shorelines. The main thrust of the SPCC regulation is prevention as opposed to after-the-fact reactive measures commonly described in spill contingency plans. The campus extends SPCC goals and practices to overall chemical spill prevention and response. • UW-Parkside transitioned all classified and unclassified staff to a self-service time and leave reporting module within the PeopleSoft HRS system. This included holding several hands-on training sessions over a period of four months. 135 130 125 93/94 03/04 05/06 07/08 09/10 11/12 12/13 • Keeping administrative spending low allows UW-Parkside to concentrate resources on instruction and other studentrelated activities. Administrative spending at UW-Parkside was 55% of the national average in fiscal year 2011 (FY11), the most recent year of available national data. This means UW-Parkside spent $6 million less on institutional support than it would have if spending at the national average. • Reducing energy usage is a goal for UW-Parkside. Weatheradjusted energy usage in FY12 was 5.3% below the amount in the baseline year of FY05. Additional UW-Parkside Indicators • UW-Parkside was successfully reaccredited until 2023 by its regional accrediting body, the Higher Learning Commission of the North Central Association. • In fall 2013, UW-Parkside’s Office of Institutional Effectiveness hosted 18 sessions with campus constituents, and met with or surveyed 26 external stakeholder groups, including the • Human Resources department established a communication protocol where “HR Alert” emails would be sent to announce important benefit and payroll deadlines. To assist departments in staying aware of the variety of HRS deadlines, Human Resources also created downloadable Outlook calendars that identify HR, Payroll, and Time Entry due dates for paperwork, entry and approval processing. Human Resources also began holding monthly HR connect meetings with department representatives. This forum provides an avenue to review current processes, identify efficient practices, and develop strategies to implement best practices. • Campus Technology Services (CTS) upgraded the Student Information System to account for the transition to a fourcollege structure. CTS also enrolled all students with a cell number in emergency notification system and implemented the capability to send via text messaging key administrative announcements. • Campus Technology Services (CTS) initiated replacement of lab workstations with energy efficient and easier to manage “zero clients,” and also upgraded over 12 classrooms with state-ofthe-art audio/visual equipment. 9 CORE STRATEGY 7 Collaborations Further leverage UW System’s strengths and impact through collaborations among the campuses and with other Wisconsin partners. UW-Parkside’s Progress on UW System Indicators UW-Parkside’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. • UW-Parkside increases student access through collaborative degree programs, which are offered at multiple locations, integrate courses from different institutions, or both. UW-Parkside is a partner in six of these formal arrangements, listed below. Collaborative Degree Program BS in Nursing Master of Business Administration (MBA Consortium) BS in Sustainable Management BS in Health Information Management and Technology MS in Sustainable Management Bachelor of Applied Arts and Science (BAAS) • UW-Parkside received the President’s Higher Education Community Service Certificate for extraordinary and exemplary community service contributions. This is the 7th consecutive award for UW-Parkside. • A total of 182 existing businesses and nascent entrepreneurs in Kenosha and Racine counties received counseling and/or business training delivered by the UW-Parkside College of Business, Economics, and Computing, 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). Fiscal Year Business Starts Capital Infusion Partner Institutions MIL EAU, LAC, OSH RVF, STO, SUP, EXT* GBY, LAC**, STP, EXT* GBY, OSH, STO, SUP, EXT* UW-Waukesha *EXT - UW-Extension provides administrative, financial, and other support to a number of UW System Collaborative Degree Programs. **LAC – UW-La Crosse offers courses as a partner in the collaboration. • UW-Parkside has a variety of other partnerships in academic and non-academic areas. Additional UW-Parkside Indicators • In an effort to increase access to higher education and student success in their future careers, UW-Parkside and Gateway Technical College signed seven transfer agreements allowing Gateway students who graduate from the seven programs to enter UW-Parkside as juniors. • UW-Parkside hosted the 2013 American Cancer Society Relay For Life of Kenosha on August 2nd-3rd. An estimated 5,000 people attended the event on campus, including over 300 cancer survivors from the area. The Relay For Life of Kenosha raised over $329,000 to support American Cancer Society research, education, patient services and advocacy programs. The 2013 Relay For Life of Kenosha was named the #1 Relay For Life in Wisconsin & the Midwest Division. The Relay For Life of Kenosha was also named as a Top 50 event in the United States (there are over 5,200 Relays in the country). 08-09 11 $1.7M 09-10 16 $7.3M 10-11 17 $8.2M 11-12 5 $3.7M 12-13 14 $1.1M • UW-Parkside Center for Community Partnerships secured a new three-year VISTA grant project in partnership with the City of Racine and Racine Kenosha Community Action Agency to place six VISTAs into multiple sites doing economic development service work. • Center for Community Partnerships served over 7,000 learners with 268 non-credit continuing education programs – including individual classes, conferences, lectures and certificate programs and 66 CBL partnerships. • In 2012-13, 1,046 UW-Parkside students were matched with 66 organizations for a community-based learning (CBL) experience by the Center for Community Partnerships. A new CBL Faculty Point Team was established with representation from all four colleges to guide this work. • In 2012-13, Center for Community Partnerships added five new continuing education programs - The Nonprofit Leadership Certificate, Negotiations 101, Darkness to Light: Stewards of Children, True Colors, and Mentoring Certificate to their roster of offerings. • To better serve the health and behavioral sciences community, the Center for Community Partnerships added 5 face-to-face programs and 12 online programs, which include certificate programs in Integrative Mental Health and End of Life Care. 10 UW-PARKSIDE UW-Parkside is one of 13 four-year campuses in the University of Wisconsin System. UW-Parkside is located in Somers, Wisconsin, between Racine and Kenosha on 700 acres with natural prairies and woodlands. UW-Parkside primarily serves residents of the state of Wisconsin. Sixty-nine percent of UW-Parkside’s 4,617 students are from the local Kenosha, Racine, and Walworth Counties, and 13,000 (62%) of UW-Parkside’s 21,000 alumni live in southeastern Wisconsin or in nearby northeastern Illinois. UW-Parkside is also the most diverse comprehensive campus within the UW System. As of fall 2013, 24% of UW-Parkside’s entering freshman class were underrepresented minorities (URM). UW-Parkside plays a vital role in preparing students for an enriched quality of life, and encouraging the entrepreneurship essential to regional growth. Graduates benefit from diverse opportunities with major employers, the public sector, and emerging organizations in southeastern Wisconsin and northeastern Illinois. This report illustrates UW-Parkside’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-Parkside. 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/ 11 UW-PARKSIDE Kenosha UW-PARKSIDE Accountability Reports can be found at http://www.uwsa.edu/opar/accountability/
Similar documents
InvestIng In WIsconsIn`s future uW-PArKsIDe
graduate division at the prestigious National Collegiate Sales