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Creating Our Future
UW-Eau Claire Strategic Plan 2016-2020
1
UW-Eau Claire Strategic Plan 2016-2020 | Summary
Plan Summary
Our Vision
We are noted for rigorous, integrated, globally infused
undergraduate liberal education and distinctive select
graduate programs. We are leaders in preparing students for
lifelong contributions to society through career, service and
personal achievement.
A Blugold degree is more than a certicate of graduation
or an acknowledgment of courses taken. It designates
individuals who are ready for active citizenship and lifelong
inquiry, the transformative hallmarks of our university
mission. It prepares graduates ready to take their place in
the world and make lasting contributions to the workplace
and to society. It reects an institutionwide commitment to
ensuring that all our students have opportunities to develop
and nurture the passions and interests that will shape and
enrich their futures.
To realize our vision by 2020, we will focus our time, energy,
creativity and resources on the goals and actions outlined in
the following plan.
Our Foundational Goal
1. Continue our commitment to excellence in our
second century
1.1 Invest in our faculty and sta.
1.2 Foster innovation.
Our Aspirational Goals
2. Ensure that all students will thrive
2.1 All students will connect and succeed.
2.2 All students will live what they study.
3. Live our commitment to equity, diversity and inclusion
3.1 Improve the campus climate.
3.2 Eliminate the opportunity gap.
3.3 Increase campus diversity.
4. Foster a resilient university
4.1 Create a nancial plan.
4.2 Expand philanthropic and income opportunities.
4.3 Increase enrollment.
4.4 Preserve, enhance and expand Wisconsin’s most
beautiful campus.
2
UW-Eau Claire Strategic Plan 2016-2020 | Introduction
A Proud History, a Strong Future
For 100 years, the students, faculty and sta of the
University of Wisconsin-Eau Claire have chosen a distinctive
path toward excellence in all we do.
We were founded by a visionary community whose
members believed that education was the greatest force for
personal growth, community vitality and future prosperity.
We therefore anchor all our academic programs in vibrant
liberal education courses and experiences that set us apart
and dene our commitment to excellence. We pioneered
and are leaders in international study, student-faculty
collaborative research and experiential learning that expand
the boundaries of our classrooms and the university out into
the world. And as a true community of learners, we nurture
active learning by students and faculty alike, enabling every
Blugold to help change the world for the better.
Now, as we celebrate a century of distinctive excellence,
we pause to ask: What paths will lead to an even stronger
future? What maps will guide our decisions at a time when
higher education is changing, our traditional resources are
shrinking and demands on universities have never been
greater?
What is the Future We Seek?
Imagine it is 2020. You walk across the campus to what
some still call the “new” Davies Center. What is dierent and
what is the same?
A Place for Engaged Education
The signs that mark the paths through campus proclaim
our strengths: high-impact learning experiences inside
and outside the classroom that transform student lives
and the world beyond our campus. By 2020 more than
95 percent of our students engage in at least two high-
impact experiences during their time at UW-Eau Claire —
and we are closing in on our 100 percent goal. In addition
to growing numbers of students and faculty engaged in
OUR MISSION
Foster in one another creativity, critical insight, empathy and
intellectual courage, the hallmarks of a transformative liberal
education and the foundation for active citizenship and
lifelong inquiry.
OUR VALUES
• Diversity and Inclusiveness
• Leadership
• Innovation and Continuous Improvement
• Stewardship and Sustainability
3
UW-Eau Claire Strategic Plan 2016-2020 | Introduction
collaborative research and global immersion experiences,
students are participating in internships, high-impact
campus employment and civic engagement projects that
expand skills and challenge students to test themselves by
tackling real-world problems. UW-Eau Claire is the place for
engaged education.
All Students Thrive
In 2020 students thrive regardless of their race, ethnicity,
gender identity or expression, sexual orientation, ability,
mental health status, nationality, religion or economic
background. UW-Eau Claire students, faculty and sta
are united in a shared commitment to educational equity
and to social justice. We all engage daily in the hard work
of creating a vibrant, supportive, anti-racist campus.
This work is central to everything we do and is reected
in the growing numbers of diverse students who nd a
welcoming, supportive home at UW-Eau Claire, and in
the globally competitive education that prepares all our
students for their future.
Creating Our Future
Visit our classrooms in 2020 and you will nd what has
always set UW-Eau Claire apart: faculty and instructional
sta who are engaged, student-focused and innovative.
Amid shifting public support for higher education in
Wisconsin and across the nation, we in the UW-Eau
Claire community take charge of our future: We will
grow and thrive through increased enrollment of even
more academically prepared students as we continue to
strengthen our commitment to academic excellence.
A Campus-wide Commitment to Student Success
By 2020 campuswide support for strong student
recruitment and retention has enabled UW-Eau Claire
to invest in our faculty and sta and to start regaining
our competitive ability to retain and attract faculty who
are leaders in their academic elds and their classrooms.
New investments have supported programs that cross
disciplines, connect students with real-world challenges
and prepare students to meet the needs of Wisconsin
and the region. Faculty and sta are actively engaged in
strengthening, renewing and advancing UW-Eau Claire. A
nationally recognized University Honors Program attracts
and develops high-potential, highly motivated and high-
achieving students from across the upper Midwest. Campus
partnerships linking Student Aairs and Academic Aairs
create a campus with no boundaries to learning that
inspires students and the community.
4
UW-Eau Claire Strategic Plan 2016-2020 | Introduction
Beyond our classrooms, the new service hubs created in
2016 are thriving. The Advising, Retention and Career Center
is the backbone of a campuswide commitment to student
success. Four-year plans help students engage in high-
impact practices while meeting their personal graduation
timelines and goals. Blugold Central helps students navigate
the nancial and logistical requirements of college so
they can focus more time on academics and high-impact
practices. The Administrative Services and Knowledge
Center frees up faculty and sta to focus on mission
priorities with its exemplary service, knock-your-socks-o
responsiveness and a commitment to cutting and shredding
red tape.
A Transformed Campus
Our beautiful campus continues to grow and change.
Up the hill, a comprehensive renovation has given the
Towers residence halls new life and Governors Hall is being
refreshed. A new residence hall next door is complete, and,
on lower campus, we are preparing to break ground on a
new, state-of-the-art natural sciences building. Gareld
Avenue now invites us to interact with the Chippewa
River. And UW-Eau Claire reaches into the community.
The new Conuence Arts Center downtown serves the
entire region by showcasing student and national talent.
Haymarket Landing is now one of our most popular
student residences. And construction has started on the
new Sonnentag Event and Recreation Complex, a regional
attraction and home for university and community sports
and recreation. Attendance at Blugold athletics events
has never been higher and we continue to bring home
national championships.
5
UW-Eau Claire Strategic Plan 2016-2020 | Dening the Path to 2020
Dening the Path to 2020
This picture of UW-Eau Claire in 2020 is the dynamic
outcome of work started in 2014 by the Enrollment
Management Task Force, which challenged the university
to increase the academic prole of incoming students,
revitalize the university, and invest in faculty and sta
through controlled enrollment growth.
That enrollment challenge was dened in four university
Guidepost Goals that help quantify our vision of student
and university success:
• 100 percent of students participate in high-
impact practices.
• 90 percent of rst-year students are retained to their
sophomore year.
• 50 percent of all students graduate within four years.
• 20 percent enrollment of students of color and elimination
of the opportunity gap.
Our enrollment management plan and our guidepost
goals also inform our Facilities Master Plan, which aims to
create and sustain a campus connected to the community,
and supportive of active learning. These plans formed the
foundation for the three strategic plans developed during
2015-16: this University Strategic Plan, the Academic
Master Plan and the Equity, Diversity and Inclusivity Plan.
Together they guide us as we create the future worthy of
our second century.
Our Planning Process
During a year of budget challenges and signicant change,
the University Planning Committee took the lead in January
2016 to engage the campus community in assessing
the progress made during our previous Centennial Plan
(2008-16) and in looking forward to the next planning cycle.
More than 375 faculty and sta convened at a January
breakfast forum to discuss our institutional strengths and to
begin to shape a vision for the next four years.
At the same time, the EDI Implementation Team was
continuing its eorts to create an action-focused two-year
plan and the Academic Master Plan Committee launched
its work to create an academic master plan. The University
Planning Committee worked with both groups to ensure
alignment and to share ideas. During 2016 all three
groups held conversations with students, faculty, sta,
administrators and community members to add substance
and detail to the ideas from the January breakfast and
6
UW-Eau Claire Strategic Plan 2016-2020 | Dening the Path to 2020
to build on the framework of our guidepost goals, the
Enrollment Management Plan and the work of the Rapid
Action Task Forces.
This plan represents the contributions of the campuswide
January visioning discussion together with ideas, feedback
and reection from focus groups, campus surveys and
small-group discussions conducted with the University
Senate; the University Sta Council; the Student Senate;
the Chancellor’s Cabinet; Student Aairs directors;
academic deans, chairs and directors; the Council on
Internationalization and Global Engagement; and Eau Claire
community members. Hundreds of students contributed
ideas, including more than 150 who took part through
comment boards and small-group meetings.
Our Strategic Plans: A Single Vision
This strategic plan represents the collaborative work
of hundreds of students, faculty, sta and community
members to dene the pathways into our second century.
We have been guided by our strong commitment to serving
our students, the state of Wisconsin and all its people, the
region and the world.
This plan is shaped by the challenges of the past decade
and the need for innovation and creativity as we move to
fulll our vision. It is inspired by our certainty that we have
the power to create our future, together.
OUR VISION
We are noted for rigorous, integrated, globally infused
undergraduate liberal education and distinctive select
graduate programs. We are leaders in preparing students for
lifelong contributions to society through career, service and
personal achievement.
OUR FOUNDATIONAL GOAL
1. Continue our commitment
to excellence in our second
century.
OUR ASPIRATIONAL GOALS
2. Ensure that all students will
thrive.
3. Live our commitment to
equity, diversity and inclusion.
4. Foster a resilient university.
7
UW-Eau Claire Strategic Plan 2016-2020 | Dening the Path to 2020
Our vision is expressed through three new strategic plans,
each anchored in the enrollment goals articulated by
the Enrollment Management Task Force. Taken together,
the following plans will guide institutional decisions
through 2020.
The University Strategic Plan provides a dened pathway
forward for the entire university. It lays out a clear vision,
identies a limited number of strategic goals, and oers
a range of strategies to support these goals. As a plan, it
outlines pathways to a successful future and invites colleges,
departments and units to contribute actively and creatively.
The Academic Master Plan sets the priorities for the
academic mission and work of the university. In this regard
it touches most directly the faculty and sta of Academic
Aairs, although collaborations across all divisions are also
described. The Academic Master Plan provides detail and
strategic direction for accomplishing the academic and
enrollment goals included in this university strategic plan
and other goals unique to Academic Aairs.
The Equity, Diversity, and Inclusivity (EDI) Plan is central to
both the University Strategic Plan and the Academic Master
Plan and its goals are therefore restated and armed in
both. The EDI plan reects our unwavering commitment
to educational equity and our desire and responsibility
to serve an increasingly diverse region. It is designed
to move faculty and sta across campus to undertake
specic, sustained actions to eliminate the opportunity gap,
transform our campus climate, and thereby also support our
20 percent guidepost goal.
8
UW-Eau Claire Strategic Plan 2016-2020 | Continue Our Commitment to Excellence in Our Second Century
Our Foundational Goal
1. Continue Our Commitment to Excellence
in Our Second Century
The foundation of excellence that has distinguished the
rst 100 years of our institution will continue to dene us
in our second century. That tradition of excellence lives
in our committed faculty and sta, leaders in their areas
and disciplines, who dedicate themselves to providing
a rigorous, equitable, student-centered education that
prepares our graduates to contribute to Wisconsin and the
world. Our ability to excel in our second century depends on
retaining, supporting, recruiting and unleashing the talent
of UW-Eau Claire faculty and sta.
We know that we must accomplish this in a time of
declining public support, increasing demands on faculty
and sta, and changing student and societal needs. Today
only about 20 percent of our general fund revenue comes
from state support. We will continue to advocate strongly
for increased public support for higher education, but we
recognize that we also have the power to deploy and direct
the almost 80 percent of our general revenue that comes
from tuition and fees — the investment that our students
make in the education we provide when they choose
UW-Eau Claire. By fullling our promise to our students, we
will be able to support a strong Blugold education and the
people who make it possible.
This strategic plan outlines actions we can take to support
those who create and support our great Blugold education:
the faculty and sta of UW-Eau Claire.
To continue our commitment to excellence in our second
century, we will:
1.1 Invest in Our Faculty and Sta
Retaining and attracting exceptional faculty and sta
requires competitive compensation and competitive
workloads, as well as a compelling and rewarding mission
and vision. Based on the controlled enrollment growth
outlined in the 2014 Enrollment Management Task Force
report, increased undergraduate student enrollment will
support an institutional compensation plan and enhanced
investment in strategic priorities. This will be supplemented
by additional earned revenue and philanthropic giving that
will directly support faculty and sta.
9
UW-Eau Claire Strategic Plan 2016-2020 | Continue Our Commitment to Excellence in Our Second Century
Action Strategies for Chancellor, Division and
College Leaders
• Work with university enrollment leaders to engage
faculty and sta in supporting the goals of the Enrollment
Management Plan. This includes increasing undergraduate
enrollment to 10,600 student FTE by 2020 and retaining 89
percent of rst-year students to their sophomore year.
• Based on achievement of enrollment and retention goals
by 2020, create a sustainable institutional compensation
fund to address faculty and sta pay equity and
compression, and to provide for merit increases.
• Provide resources to ensure students have courses
available to keep them moving through their programs
and to ensure timely graduation.
• Support exible faculty workload plans to retain and
attract faculty and to support academic excellence.
• Provide professional development to faculty and
instructional sta in using a variety of teaching
methods to meet the needs of traditional, transfer and
nontraditional students.
• Implement the programmatic goals of the Academic
Master Plan to meet the changing needs of society and to
maximize eciency and eectiveness in serving students.
• Involve sta in developing ways to improve eectiveness
and eciency, providing professional development for
eorts in process improvement and creating a network to
share ideas and support improvement eorts across the
university.
• Partner with the UW-Eau Claire Foundation to expand
philanthropic resources that directly support faculty and
sta positions, including, but not limited to, the creation of
endowed chairs and professorships.
Measures of Success
• Implementation of a sustainable compensation plan for
faculty and sta.
• Gains in nancial support for faculty and sta, including
creation of two endowed chairs and ve endowed
professorships.
1.2 Foster Innovation
The coming century will require new approaches to
learning and programs that will support the needs of our
changing world. To continue our centurylong leadership
as an innovative institution, we must encourage and
support faculty and sta who are eager to try new
ideas, pilot improvements, and challenge and change
established structures.
10
UW-Eau Claire Strategic Plan 2016-2020 | Continue Our Commitment to Excellence in Our Second Century
Action Strategies for Chancellor, Division and
College Leaders
• Based on achievement of enrollment and retention goals,
by 2020 create a sustainable innovation fund to seed
development of new ideas and improvement eorts to
advance our strategic plan and university mission.
• Expand recruitment of high-ability students by enhancing
the University Honors Program and creating additional
opportunities for high-ability students.
• As outlined in the Academic Master Plan, support
existing and identify new undergraduate and graduate
programs that address changing regional and state needs
and opportunities.
• Partner with civic and business leaders to identify
opportunities for creative partnerships that benet the
region and the state.
• By 2020 pilot a process that supports development of
new ideas generated by faculty and sta. This may include
encouraging cross-divisional partnerships, creating an
“innovation lab” or establishing a virtual collaboration
network. Eorts will focus on changes to program array
and revenue-generating co-curricular programs.
• Provide time and professional development to faculty and
sta for innovative eorts that align with the strategic plan
and Academic Master Plan.
Measures of Success
• Creation of an innovation fund with resources to support
faculty and sta.
• Increased number of partnerships and programs created
to meet regional needs.
• Realize $500,000 in new resources through innovation
by 2020.
11
UW-Eau Claire Strategic Plan 2016-2020 | Ensure That All Students Will Thrive
Our Aspirational Goals
This plan makes a commitment to continue the excellence
of our rst century by investing in the faculty and sta
who make it possible and in continued innovation
and improvement.
This foundational goal is supported by three aspirational
goals that have always been a part of UW-Eau Claire’s
devotion to excellence. This plan calls on faculty and sta
to continue that commitment by expanding our eorts and
implementing them with greater speed.
2. Ensure That All Students Will Thrive
Students thrive when they are able to form personal
relationships with trusted individuals on campus; when they
test themselves through participation in learning activities
that help them explore their interests, talents and passions;
and when they are able to connect with the support
services they need. We promise that every student admitted
to UW-Eau Claire can become a full member of the Blugold
community and will nd here a welcoming place to learn,
explore, grow, make friends, and test themselves and new
ideas — in short, to thrive.
2.1 All Students Will Connect and Succeed
At UW-Eau Claire, all students will nd a community focused
on supporting their learning and their success. Students
will have many opportunities to connect with individuals
who support and encourage them in preparing for their
unique futures.
Universitywide Collaborative Action Strategies
University leaders, faculty and sta collaborate across
colleges, departments and units to accomplish the following
action strategies:
• By 2018 implement a “30 credits in the rst year”
initiative involving faculty and sta in supporting student
engagement and retention.
• By 2020 provide all entering students (freshmen and
transfer students) with the opportunity for a rst-year
experience as part of the LE Core that will actively engage
them inside and outside of the classroom and lay the
foundation for participation in high-impact practices.
• Facilitate collaborative decision-making among faculty
advisers, academic advisers and student life leaders.
12
UW-Eau Claire Strategic Plan 2016-2020 | Ensure That All Students Will Thrive
• Engage all sta members, including those in
administrative and service units, in providing students
with meaningful connections to support academic
success, especially for students with exceptional needs.
• Through faculty and departments, connect UW-Eau Claire
alumni with current students to enhance their academic
experience, encourage their engagement on campus and
in the community, and enrich their experiential learning.
• Partner with the UW-Eau Claire Foundation and with
Financial Aid to expand scholarship and nancial aid
strategies that encourage students to stay at UW-Eau
Claire and to graduate in a timely way.
Action Strategies for Academic Aairs
• By 2018 expand and rene use of predictive analytics to
identify opportunities to serve all students well, including
implementing an early-warning system and early
exploration of skills, strengths and interests.
• By 2020 provide individualized academic advising
for all students through the Advising, Retention and
Career Center.
• By 2020 develop, support and assess campuswide use of
four-year graduation plans to provide each student with
a clear and understandable pathway to the completion of
their degree, regardless of future plans for career, graduate
school or professional training. Faculty will collaborate
with the Advising, Retention and Career Center to assist
in identifying students who may be at risk and to support
student retention and success.
• By 2020 expand and support articulation agreements
and programs that support academic success for
transfer students.
Action Strategies for Student Aairs
• Strengthen wellness, mental health and suicide prevention
programming and support to enable faculty and sta to
help students thrive inside and outside of the classroom.
• By 2018 assess and increase the variety of co-curricular
programs to better provide engagement and support to
high-need students.
• Collaborate with the Advising Center to assist in
identifying students who may be at risk and to support
student retention and success.
13
UW-Eau Claire Strategic Plan 2016-2020 | Ensure That All Students Will Thrive
Measures of Success
• We will implement systems for early-warning and
early exploration of skills, strengths and interests for
all students.
• All programs will have up-to-date four-year graduation
plans to assist students in setting their completion goals.
By 2020
• 100 percent of freshmen will participate in a rst-
year experience.
• 80 percent of freshmen will complete at least 30-credits
their rst year.
• 89 percent of students will be retained to their sophomore
year (on track to reach 90 percent by 2024).
• 36 percent of students will graduate within four years.
• We will increase by 10 percent the amount of student
scholarship dollars available.
2.2 All Students Will Live What They Study
Students come to UW-Eau Claire for learning that is
rigorous, challenging, engaging and immersive. We aspire
to surround each of our students with opportunities to
live what they study inside and outside of the classroom
and across the community. Students do so through
collaborative research experiences, civic engagement and
service-learning, immersion, internships and meaningful
student employment — all high-impact practices that
include intentional reection to help students connect their
experiences to their goals and to their responsibilities as
active citizens of the world.
Universitywide Collaborative Action Strategies
Faculty and sta collaborate across divisions, colleges,
departments and units to accomplish the following
action strategies:
• All students will complete at least two high-impact
experiences, with faculty and sta assisting students
in assessing and demonstrating the value of their
experiences to their degree, to their future goals and
to society.
• By 2020 pilot innovative engagement strategies that
involve students at all levels in community-based projects,
connecting classroom learning with work on real-
world challenges.
• By 2020 create and implement a high-impact, on-campus
student employment program that includes intentional
learning, reection, professional development, and career
14
UW-Eau Claire Strategic Plan 2016-2020 | Ensure That All Students Will Thrive
planning and preparation, with support provided to
campus employers to implement and mentor the high-
impact program.
• Communicate eectively the value and impact of the
Blugold experience through The Power of AND and other
communication eorts.
• Fund scholarship opportunities to support high-impact
experiences through the UW-Eau Claire Foundation and
other sources.
• Engage alumni to expand opportunities for high-
impact experiences, including internships and
community engagement.
• Create a dashboard and mechanisms for accurately
measuring and tracking student participation in
high-impact experiences.
Action Strategies for Academic Aairs
Guided by the Academic Master Plan, faculty and sta
contribute to this goal through leadership of the following
action strategies:
• By 2020 ensure all undergraduate programs are
distinguished by intentional experiential learning.
• By 2020 implement four-year study plans for each student
that integrate at least two high-impact experiences in all
department and undergraduate programs.
• Continue to strengthen the university’s commitment
to leadership in study abroad through a rich variety
of programs and on-campus programming, and by
implementing cost-neutral global opportunities
for students.
Action Strategies for Student Aairs
Student Aairs sta contribute to this goal through
leadership of the following action strategies:
• Partner with the Advising and Career Center to provide
training and professional development to all student
employees on workplace skills and career success.
• Partner with Career Services and Academic Aairs in
development of student resumes and co-curricular
transcripts through BluSync.
15
UW-Eau Claire Strategic Plan 2016-2020 | Live Our Commitment to Equity, Diversity and Inclusion
Measures of Success
• All programs have four-year plans that integrate high-
impact experiences.
• We have launched a program to deliver and measure
meaningful on-campus student employment.
• 95 percent of students complete at least two of the
following high-impact experiences (on track to meet 100
percent by 2024):
- Undergraduate collaborative research, scholarship or
creative activity.
- Civic engagement, including service-learning.
- International or domestic immersion.
- Internships, practicum or meaningful
student employment.
3. Live Our Commitment to Equity, Diversity
and Inclusion
As a public institution, our charge is to serve the common
good and provide an equitable education for all students.
Given that charge, we have a moral obligation to work for
and uphold social justice and to remedy the disparities
created by inherited power and privilege. When we do these
things well, all students thrive.
UW-Eau Claire takes seriously our responsibility to live our
commitment to equitable education, to foster a diverse
campus that serves and reects the community in which
we live, and to strengthen an inclusive campus culture
that welcomes and supports students, faculty and sta of
all races, nationalities, ethnicities, gender identities and
expressions, sexual orientations, social and economic
classes, abilities and disabilities, ages, religious faiths and
more. To this end, we must direct our full attention, eort
and will to implementation of the 2016-18 Equity, Diversity
and Inclusivity Plan, which undergirds all three of our
strategic plans. Attaining our 20 percent guidepost goal of a
student body that reects our local and regional population
and eliminating the opportunity gap will require signicant
change in our campus climate, change that must and
should involve every individual at UW-Eau Claire.
16
UW-Eau Claire Strategic Plan 2016-2020 | Live Our Commitment to Equity, Diversity and Inclusion
3.1 Improve the Campus Climate
Students, faculty and sta will thrive when we collectively
create, in the words of our EDI Plan, “meaningful, equitable,
anti-racist change” on campus. All university divisions will
contribute to the following:
Universitywide Collaborative Action Strategies
• By 2018 all departments and units will review their
EDI contributions and develop strategies for ongoing
improvement.
• By 2018 all faculty and sta evaluations will incorporate
contributions to EDI.
• By 2020 all faculty, sta and students will participate
in professional development to increase cultural and
global competence.
• Restructure and broaden campuswide EDI eorts
under centralized leadership; create mechanisms for
collaboration across the university and accountability
for outcomes.
• Support the Academic Master Plan and the new Liberal
Education Core to provide all students with tools
for understanding systems of power, privilege and
oppression; for recognizing and overcoming cultural
biases; and for understanding and appreciating the
diversity of our local and global communities.
• Implement cross-divisional, proactive strategies to
signicantly reduce the number and impact of bias
incidents on campus.
• Assist faculty and sta in supporting international
students at UW-Eau Claire.
• Institute a biennial campus climate survey to assess
progress and identify areas for continued improvement.
• Expand campuswide communication to increase
awareness and understanding of EDI initiatives.
Measures of Success
• Endorsement of the 2016-18 Equity, Diversity and
Inclusivity Plan by the University Senate, followed by its
implementation on campus.
• 100 percent participation by faculty, sta and students
in professional development related to equity, diversity
and inclusiveness.
• EDI contributions are included in all faculty and
sta evaluations.
17
UW-Eau Claire Strategic Plan 2016-2020 | Live Our Commitment to Equity, Diversity and Inclusion
3.2 Eliminate the Opportunity Gap
As the cultural and international competence of faculty,
sta and students grows, and as we create and foster a
more inclusive and welcoming campus climate, we will
also continue eorts to ensure equitable educational and
participation outcomes for all of our students.
Universitywide Action Collaborative Strategies
• In support of the Academic Master Plan, survey and assess
EDI-related resources, achievements and challenges in
departments and programs.
• By 2020 implement comprehensive, cross-divisional
programming for all students to support rst-year
retention, continuing academic success and participation
in high-impact practices.
• Engage advising and student support units to pilot and
implement collaborative strategies to ensure equitable
retention and graduation rates for all students.
Measure of Success
• We have closed the opportunity gap for students of color.
This includes measures of student retention, four- and six-
year graduation and participation in high-impact practices.
3.3 Increase Campus Diversity
Our public mission to serve the common good means that
we serve all people of our community, region and state.
As our state, region and community become increasingly
diverse, we have the educational and moral obligation and
pleasure to ensure that our campus supports — and that
our campus population reects — the diversity of the areas
we serve.
Universitywide Collaborative Action Strategies
• By 2020 develop and implement a comprehensive, cross-
divisional enrollment management plan that includes
increased multicultural recruitment and retention. Engage
departments and units in designing and contributing
to the plan.
• Enhance multicultural recruitment through collaborative
eorts by Admissions, the Oce of Multicultural Aairs,
Blugold Beginnings and the University Honors Program.
• Based on climate survey data and other sources, assess
the need for broadened recruitment strategies for
student populations that are not addressed directly in
the guidepost goal, such as LGBTQ students, international
students, rst-generation students and other populations.
18
UW-Eau Claire Strategic Plan 2016-2020 | Foster a Resilient University
• Provide professional development to faculty and sta to
strengthen faculty and sta personnel hiring practices.
• Create postdoctoral and dissertation fellows programs to
support and expand the number of diverse faculty and
instructional sta.
• Nurture diverse graduate students to “grow our own” and
increase the diversity of faculty and sta.
Measures of Success
• By 2020 recruit 290 new students of color on track to meet
our goal of 20 percent incoming students of color by 2024.
• By 2020 increase to 15 percent non-majority faculty
and sta.
4. Foster a Resilient University
To support our foundational and aspirational goals, we
must strengthen our university, creating a more resilient
organization able to meet the challenges of a changing
higher-education landscape.
Because we must reckon with at or even decreasing state
support, we must look elsewhere for the resources we
need to fulll our mission to the state of Wisconsin and to
our region. We therefore need to allocate our resources in
accordance with the strategic priorities outlined in this plan,
the Academic Master Plan and the EDI Implementation
Plan; to grow philanthropic support and income-earning
opportunities; to increase student enrollment and retention;
and to improve eciencies across the university.
Universitywide Collaborative Action Strategies
4.1 Create a Financial Plan
• By July 2017 create a nancial plan establishing new
compensation and innovation funds. The nancial plan
will clearly lay out investment targets, funding pathways,
expectations for resource reallocation across divisions and
a timeline for implementation.
19
UW-Eau Claire Strategic Plan 2016-2020 | Foster a Resilient University
4.2 Expand Philanthropic and Income Opportunities
• Partner with the UW-Eau Claire Foundation to expand
philanthropic giving and alumni development. Support
involvement in advancement activities by campus leaders
through professional development.
• Develop and implement opportunities such as camps,
activities and co-curricular programs that will serve our
community and provide dependable ongoing resources
for the university.
4.3 Increase Enrollment
• Develop and implement a comprehensive recruitment,
retention and marketing plan to grow undergraduate
student enrollment to 10,600 student FTE by 2020.
• Grow select graduate and adult programs as dened by
the Academic Master Plan.
• Support recruitment eorts through competitive
undergraduate and graduate program array, transfer
articulation agreements and academic program
innovations as outlined in the Academic Master Plan.
4.4 Preserve, Enhance and Expand
Wisconsin’s Most Beautiful University
• Expand university-community partnerships to advance
and support implementation of the Facilities Master Plan.
• Partner with the UW-Eau Claire Foundation to invest in
facilities and amenities that support the academic and
strategic goals of the university.
• Centralize Facilities operations for greater eciency.
Measures of Success
• Increase philanthropic giving by 10 percent, year over year.
By 2020
• Increase earned revenue by $1 million.
• Increase the number of annual undergraduate
applications by 5 percent.
• Increase undergraduate enrollment to 10,600 FTE and
student retention to 89 percent.
• Increase transfer student enrollment to 550 students.
20
UW-Eau Claire Strategic Plan 2016-2020 | Appendix
Thank you
We thank the many faculty, sta and students who participated in
forums, focus groups and campus discussions that helped to develop
this plan: Creating Our Future. Special thanks to the University Senate,
the University Sta Council, the Student Senate, the Chancellor’s
Cabinet, the Chairs Council and Student Aairs directors and to each
member of the following leadership committees:
Equity, Diversity and Inclusivity Plan
Implementation Team
David Jones, co-chair
Ann Rupnow, co-chair
Dennis Beale
Melissa Bonstead-Bruns
Linda Carlson
Maria Carvalho
Quincy Chapman
Selika Ducksworth-
Lawton
Manuel Fernandez
Je Goodman
Mike Huggins
Leslie Huntington
Chris Jorgenson
Whisper Kappus-McDew
(student)
Caitlin Lee
Kia Lee
Carmen Manning
Andy Nelson
Michael Penkava
Louisa Rice
Alan Rieck
Audrey Robinson
David Shih
Ashley Sukhu (student)
Dale Taylor (emeritus)
Jodi Thesing-Ritter
Je Vahlbusch
Ganga Vadhavkar
Charles Vue
Odawa White
University
Planning
Committee
Rosemary Battalio
MJ Brukardt
Audrey Fessler
Mitchell Freymiller
Daniel Gharrity
Kristen Hendrickson
Debra Jansen
Andy Jepsen
Andy Nelson
Alan Rieck
Rhetta Standifer
Ashley Sukhu (student)
Kimberly Wellnitz
Jake Wrasse (student)
Academic Master
Plan Committee
Rajarshi Aroskar
Rose-Marie Avin
Robin Beeman
Manuel Fernandez
Rodd Freitag
Paula Kleintjes-Ne
Scott Lester
Dandrielle Lewis
Doug Matthews
Leah Olson-McBride
Alan Rieck
Jake Wrasse (student)
Enrollment
Management Task
Force
Alex Smith, chair
Joe Abhold
Chip Eckardt
Erik Hendrickson
Carmen Manning
Emy Marier (student)
Tessa Perchinsky
Rudy Pereira
Audrey Robinson
Je Vahlbusch
Mike Wick
Rapid Action Task Forces
Academic Workload
Rapid Action Task Force
Carter Smith, chair
Sam Fish (student)
Katherine Hinnant
Rebecca Jewell (student)
Brian Mahoney
Doug Matthews
Lisa Quinn-Lee
Sherri Serros
Angie Stombaugh
Chris Theo
Administrative Redesign
Rapid Action Task Force
Kristen Hendrickson, chair
Robin Baker
Julie Carr
Bob Hooper
Andy Jepsen
Shelley Mather
David Miller
Karissa Mueller (student)
Christian Paese (student)
Geo Peterson
Erik Simonsen
Curriculum Rapid Action
Task Force
Tim Vaughan, chair
Mitch Freymiller
Je Janot
Amy Jewell (student)
David Jones
Heather Kretz
Marc McEllistrem
Louisa Rice
Je Vahlbusch
Benita Wagner
Shevaun Watson
Jake Wrasse (student)
Student Services Rapid
Action Task Force
Troy Terhark, chair
Jason Anderson
Quincy Chapman
Brittney Gonzales
(student)
Kent Gerberich
Stephen Kahlow (student)
Durwin Long
Kim O’Kelly
Tessa Perchinsky
Dan Schumacher
Jodi Thesing-Ritter
Charles Vue
Kate Wilson
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