ࡱ>     {` PbjbjFF 5,,HDxxxxxxxddd8Ldd$xfxffffrrr$h6x9yor9y9yxxffA g|g|g|9yxfxfg|9yg|g|zxxgflf p/ dyj0$z yz g xgPr tvg|Cv,owrrr{jrrr$9y9y9y9y\ccxxxxxx School of Graduate Studies Strategic Plan (Short Range: FY 06-08) GoalObjectivesStrategiesResources NeededCompletion DateIncrease graduate enrollment. Improve marketing of graduate programs.  Increase number of students enrolled full-time.  Increase number of international students enrolled.  Expand number of graduate programs.  Initiate review of current graduate programs assessing marketability (and viability) of programs in short and long terms. Establish enrollment targets for each graduate program (with incentives). Hire a marketing firm to develop a comprehensive graduate-level marketing plan. Expand budget-line to fund promotion of graduate programs. Expand presence on web search engines and use of web-based marketing. Identify graduate programs with potential and capacity for growth in full-time enrollments. Increase availability of graduate fellowships and assistantships to support full-time graduate students. Work with International Programs Office to establish short- and long-range plan for attracting international graduate students. Increase non-resident fee remission authority and other forms of financial support (graduate assistantships, fellowships, etc.) Hold focus groups with current international graduate students to identify strategies for increasing international enrollments. Explore establishing reciprocal partnerships with universities in other countries. Explore creation of new graduate programs (e.g., M.S. in Health and Human Performance). Increase the number of post-baccalaureate certificate programs. Explore viability of interdisciplinary masters degree. Require programs to self-assess marketability and viability in context of current and evolving economies. Hire external firm (marketing?) or consultant to assess appeal of current programs in short and long term and offer recommendations for improvement. Establish enrollment potential and capacity in each graduate program. Collect data on enrollment trends in graduate programs, and examine trends evident in SCH/Instructional FTE ratios. Meet with academic deans to discuss enrollment target paradigm. $ to hire marketing firm and increase budget $ to fund assistantships and fellowships None None $ to hire external marketing firm None 06/08 12/06 05/07 06/08 06/08 12/07Improve quality of the graduate experience. Revisit, and redefine as necessary, what constitutes a graduate-level experience. Limit potential for diluted graduate experience in dual-level courses.  Re-establish role of scholarship in the graduate experience.  Evaluate function of graduate assistantship and graduate fellowships in terms of contributing to the graduate experience.  Enroll higher caliber students. . Survey current graduate students as to what they think should distinguish a graduate from an undergraduate experience. Lead LEARN Center sponsored Campus Dialogues for graduate faculty relative to what should distinguish the graduate from the undergraduate experience. Review Exit Survey of graduate students relevant to perceived importance and accomplishment of global graduate learning outcomes. Engage the Graduate Council in an extended review of the outcomes of items #1, #2, and #3 and a review of the previous criteria for distinguishing a graduate experience developed by the School of Graduate Studies in the early 1990s. Make a programs ability to provide a graduate-level experience a part of the criteria addressed in the graduate-level Audit and Review process. Continue to reduce the number of dual-level courses in the graduate catalogue. Determine presence of graduate-level criteria in syllabi used in dual-level courses. Increase award size of Graduate Research Grants. Develop reward system for graduate faculty collaborating with graduate students in conducting and presenting basic and/or applied research. Develop and pilot a UW-W Graduate Research Symposium. Increase the number of graduate theses submitted each year and the number participating in graduate thesis competition. Develop and pilot a post-assistantship evaluation process, evaluating contributions of experiences gleaned during the assistantship with global graduate-level learning outcomes. Examine potential of establishing graduate assistantships assigned exclusively to assist faculty in preparation of proposals for extramural funding. Assess role of graduate fellowships in contributing to recipients experiencing an enhanced graduate experience. Establish baseline measure of academic quality of student enrolling in each graduate program, and baseline measures for overall enrollment. Establish availability of Graduate Dean Fellowships on a permanent basis Secure increased GPR or PR support for graduate assistantships on a permanent basis. Target invitations from the Dean of the School of Graduate Studies to UW-W undergraduate students with cumulative GPAs of 3.5 or higher. Work with UW-W Honors Program to target and recruit students with interest in graduate studies.  None None $ for Research Grants, Faculty Awards, funds for Research Symposium None $ for fellowships and assistantships 12/07 08/07 06/08 06/07 06/083. Expand and enhance quality of support available to graduate students. Improve support for part-time graduate students. Improve support available to the full-time graduate students Improve orientation experience for new graduate students. Evaluate provision of services to part-time students. Adjust services for part-time students if justifiable in context of cost/benefit analysis. Evaluate perception of support provided by graduate programs. Explore establishing graduate assistantships or scholarship awards to top-performing part-time graduate students. Evaluate quality of academic advising available to part-time graduate students. Provide summary sheet of key School of Graduate Studies policies to all newly enrolled part-time students. Email students reminders of important upcoming deadlines and events (e.g., applications for graduation, fee remissions, etc.) Establish availability of Graduate Dean Fellowships on a permanent basis. Secure increased GPR or PR support for graduate assistantships on a permanent basis. Identify ways in which support provided by Career Services could be improved. Infuse resources (and worthy leadership) into the Graduate Student Organization. Review efficacy of the Graduate Orientation Event for graduate program coordinators and attending students. Initiate preparation of an online graduate student orientation session. Initiate preparation of a Graduate Student Handbook.  None $ for fellowships, assistantships, and funding of GSO $ for development of online orientation system06/08 06/08 12/07 4. Assess and improve administrative efficiencies of Graduate Office. Increase presence of automation in daily activities of Graduate Office.  Review and modify graduate policies that are labor-intensive to enforce, that do little to ensure quality or rigor of graduate programming. Initiate conversion to Image Now (all digital transcript process) and pilot use with graduate program coordinators and other service providers on campus. Digitize all remaining forms and applications relevant to awards (e.g., graduate assistantships, fee remissions) and administrative actions (e.g, application for graduation). Explore efficacy of using IntelliResponse system (now used by undergraduate admissions) to address inquiries of prospective students. Review and take revised transfer credit policy to Graduate Council. Review and take revised contact minute policy to Graduate Council. Review viability of revising individual studies credit limits. $ for Image Now contract; $ for pilot of IntelliResponse Program None12/06 05/065. Enhance support provided to graduate program coordinators. Increase frequency of dialogues with graduate programs and graduate faculty regarding graduate issues.  Support graduate programs involved in completing self-studies for Audit and Review process.  Improve support for graduate program coordinators. Hold Working Lunch Dialogues with graduate program coordinators twice a semester (similar to Chairs Council run by LEARN Center). Coordinate the delivery of enrollment and assessment data to programs preparing an Audit and Review Self-Study Report. Schedule lunch meeting with program coordinators preparing Audit and Review Self-Studies. Assist graduate programs in staying in touch with alumni. Work with academic deans to explore establishing a summer stipend or establishing a small pool of professional development dollars as rewards for functioning as graduate program coordinators. Explore ways in which responsibilities of high-load graduate coordinators could be made easier through efforts of the School of Graduate Studies. $ for lunches $ for lunches $ summer stipends for graduate program coordinators 05/06 06/08 06/08 6. Enhance ethos of graduate studies on campus and in the region. Increase presence of graduate studies on and off campus.  Establish a campus award for graduate-level instruction.  Increase presence of graduate-level issues in LEARN Center programming. Establish greater graduate presence in the Universitys promotional literature generally, and revised strategic plan specifically. Work with News and Public Affairs to publicize accomplishments of graduate students and graduate faculty. Cultivate partnerships with external organizations (e.g., CESA2, public schools, and other graduate schools). Consult with Provost to determine viability of a graduate-level instructional award. Establish criteria for evaluating graduate-level instruction. LEARN Center to sponsor lunch hour workshops focusing on issues unique or common to graduate-level instruction. Include readings relevant to graduate education as track for discussion in LEARN Reading/Discussion Clubs. Include a section in the First Year Program that overviews graduate programs and global graduate-learning outcomes. Garner greater presence for graduate studies on the Universitys webpage. Garner graduate representation on Strategic Budget and Planning Committee. None $ stipend for award winner None None 06/06 06/06 06/08 06/07 7. Explore entrepreneurial potential of graduate programming. Pilot graduate program run on service-based, or credit outreach model.  Initiate exploration of alternative delivery systems. 1) Examine financial arrangements of service-based pricing graduate programs within the UW-System. Identify programs conducive to participation in credit-outreach model, and pilot revenue-sharing initiative with, at least, one graduate program. Eliminate segregated fees assessed to credit outreach courses offered off-campus. Identify programs conducive to offering one-year masters degree, and work to modify graduate policy supporting such an initiative. Provide financial incentives for programs to offer more significant portions of their curriculum in online or hybrid formats (e.g., School Business Management).  None $ start-up costs of converting curriculum to online  06/08 06/08School of Graduate Studies Strategic Plan (Long Range: FY 09-13) GoalObjectivesStrategiesResources NeededCompletion DateReview strategic purpose of graduate programming.  Review, and revise as necessary, School of Graduate Studies Mission Statement. Review, and revise as necessary, global learning outcomes for graduate education. Assess accuracy and utility of mission statement in dialogues with graduate program coordinators and Graduate Council. Assess utility of mission statement reviewing Audit and Review reports of the 13 graduate programs during preceding decade. Review Exit Survey data for previous decadesexploring concordance of global learning outcomes with students perceptions of importance and performance. Discuss revision of global learning outcomes with Graduate Council. None None 05/09 05/09 Evaluate all aspects of graduate operation. Evaluate campus-wide graduate curriculum. Evaluate currency and efficacy of Graduate Constitution.  Evaluate currency and efficacy of all graduate policies.  Evaluate operating efficiencies of office for School of Graduate Studies. Hire external consultant to conduct comprehensive assessment of graduate curriculumevaluating its alignment with global graduate learning outcomes, commitment to dealing with issues in diversity and inclusion, and its focus on research and scholarship. Evaluate educational value of practicum experiences by program. Evaluate education value of capstone experiences by program. Assess policy on graduate faculty status, revising and seeking approval of revisions through appropriate curricular channels as needed. Conduct internal evaluation of size and function of Graduate Counciland reorganize (with approval of vote of graduate faculty) as needed. Re-examine efficiency of process relative to appealing for exceptions to graduate policy (i.e., Graduate Exceptions Committee). Evaluate efficacy of requiring ECE evaluations of all international students. Examine all viability and currency of graduate policies, ranging from policies on admission through graduation. Examine evolution in graduate capstone experiences and revise graduate policy to reflect such changes. Examine potential of eliminating associate dean position and converting Program Assistant IV position to Academic Staff. Assess cost/benefit of merging graduate with undergraduate admissions.  $ for external consultant/ evaluator None None None 12/12 06/10 12/10 06/133. Enhance (and revise) academic assessment efforts. Review and enhance efforts to collect indirect academic data. Initiate program to begin collecting direct academic assessment data. 1) Review, and revise as necessary, the Graduate Exit Survey assessing student perception of importance and accomplishment of global student learning outcomes. Conduct focus groups to assess accomplishments of student learning outcomes. Develop systematic process for surveying alumni and alumni employers. Hire working group of graduate faculty representative from each of the four colleges to develop a graduate-level writing evaluation rubric. Pilot implementation of writing evaluation rubric in graduate curriculum and use in evaluation of theses (i.e., Graduate Thesis Competition). $ cost of retaining Graduate Exit Survey through Digital Measures $ stipends for graduate faculty working group  12/10 12/11Continue to enhance the quality of the graduate experience. Revisit, and redefine as necessary, what constitutes a graduate-level experience. Limit potential for diluted graduate experience in dual-level courses. .  Re-engage the Graduate Council in an examination and dialogue about what constitutes a true graduate experience vis--vis an undergraduate experience. Continue to push the Audit and Review Process to be more responsive to evaluating the presence of graduate quality indicators. Continue to reduce the number of dual-level courses in the graduate catalogue. Continue to assess and push for the presence of graduate-level criteria in syllabi used in dual-level courses.  None None 12/09 06/125. Continue to enhance support provided to graduate students. Improve support provided to resident students.  Improve support provided to international students. Work with Residence Life to improve housing options for full-time graduate students. Seek means to provide additional fiscal support to full-time graduate students. Increase availability of Career Services to part-time graduate students. Work with Residence Life to optimize housing experience for international graduate students (with families, where relevant). Conduct comprehensive evaluation of the needs of international graduate students on campus. Explore viability of establishing/funding an international graduate student organization. Enhance academic support services for international graduate students. Work with International Student Programs to identify ways to ease the cultural assimilation of international graduate students. Develop an online graduate orientation program developed exclusively for international graduate students. Explore opportunities of providing additional financial support to international students. None $ for programming and services for international students 06/12 06/13 6.Continue towards entrepreneurial graduate culture.  Expand pilot initiative of launching self-sustaining graduate programs.  Develop cohort graduate program offered through the College of Education, run through credit outreach operations. Identify additional graduate programs capable and willing to enter risk/reward scenariosgarnering additional program support (e.g., graduate assistantships, service and supplies) for engaging in service-based or credit outreach graduate programming. Expand pilot initiative to garner, at least, two more graduate programs into offering masters degrees using adjunct faculty in a credit outreach delivery system, or regular faculty as part-of-load in service-based pricing mode. Codify revenue sharing scheme with programs participating in the pilot project. Expand marketing initiatives, using revenues generated by pilot programs. Investigate the viability of developing a generic masters degree (e.g., M.A.T.) offered through the College of Education that could form the basis for a 30 credit masters offered in surrounding communities. Identify a pool of adjunct instructors qualified to serve as instructors in the cohort program. Design and pilot revenue-sharing plan with the College of Education to launch this program. Explore developing collaborative outreach relationship with cohort program offered by UW-La Crosse. 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