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/