KNOWLEDGE
POWERS
WISCONSIN’S FUTURE
UW-STEVENS POINT
Annual Accountability Report, 2013-14
Status At-A-Glance
Core Strategy 1: Prepare Students
Core Strategy 5: Resources
UW-Stevens Point launched a streamlined General Education
Program (GEP) embedding high impact practices such as an
experiential learning component, a first year seminar, and a
senior capstone project. At UW-Stevens Point all students are
expected to demonstrate skills, processes, and resources
needed to make a successful transition from college to the
world beyond.
During the 2012-13 year the university set aside more than
$200,000 of base funding to address salary inequities of
faculty and academic staff. Of this allocation, more than
$150,000 was distributed to faculty members through an
equity formula developed through governance and approved
by the Faculty Senate that compares faculty to their national
peers. In addition, more than $65,000 went to addressing
salary inequities for academic staff. Approximately $78,000
went to providing a living wage to hourly employees.
Core Strategy 2: More Graduates
Core Strategy 6: Operational Excellence
First year and transfer students who participated in
UW-Stevens Point First Year Seminar had an 83.2% first to
second year retention rate as compared to 75.2% retention
rate of those who did not participate in a First Year Seminar.
UW-Stevens Point is one of 53 institutions nationwide to
receive a Gold Rating through the Association for the
Advancement of Sustainability in Higher Education (AASHE).
More than 43% of the food served on campus is from local
vendors. The university spends $1.5 million on locally-grown
and processed foods—43% of the food on campus comes from
within 250 miles of Stevens Point.
Core Strategy 3: Well-Paying Jobs
In fall 2013, Skyward, a Stevens Point-based software
developer, announced a $20 million to $30 million expansion
expected to create hundreds of new jobs in Wisconsin. Since
2000, Skyward has created about 50 jobs every two years and
UW-Stevens Point graduates have been among recent hires.
Skyward’s CEO is a UW-Stevens Point alumnus.
Core Strategy 7: Collaborations
UW-Stevens Point received nearly $5 million in Economic
Development Incentive Grants to advance three projects
involving biofuels, paper manufacturing, and aquaculture
and aquaponics. The grants involve partnerships with
UW-Extension, American Science and Technology (biofuels),
Nelson and Pade (aquaponics), and other manufacturers
working with the university’s Wisconsin Institute for
Sustainable Technology.
Core Strategy 4: Stronger Communities
The Tomorrow River Community Charter School (TRCCS)
formed a partnership with the UW-Stevens Point Central
Wisconsin Environmental Station (CWES) to bring the first
Waldorf-inspired public charter school to Wisconsin. The
school opened in fall 2013 and provides a unique real world
experience for UW-Stevens Point environmental education
practicum students who teach five nature study lessons a
week. The school provides a curriculum rich in music, art and
environmental studies and creates a natural learning pace for
each individual student.
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-Stevens Point’s Progress on UW System
Indicators
UW-Stevens Point prepares students for a global society
through a variety of experiences, both as part of the
curriculum and outside of the classroom. Among these
experiences are the high impact practices in the table below.
Student participation in these activities has 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-Stevens
Point
High Impact Practices: First-Year Students
Learning communities
9%
Service learning
33%
High Impact Practices: Seniors
Research with faculty
22%
Service learning
51%
Internship
58%
Senior experience
29%
Critical Thinking: Seniors
Thinking critically
87%
Application of theories
83%
Analyzing ideas
84%
National
Master’s
19%*
37%*
16%*
38%*
19%*
46%*
48%*
30%
16%*
50%
46%*
29%
86%
81%
86%
87%
81%
86%
*Significant differences from the UW-Stevens Point 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.
• UW-Stevens Point First-Year Seminar is a cornerstone
program of the GEP and additional high impact practice. It is a
three-credit course offered to first-year students at
UW-Stevens Point and currently serves nearly half of our new
student population. In the last three years, the program has
enrolled nearly 2,000 new students.
First Year Seminar Participation
Spring 2011 (pilot)
Fall 2011
Fall 2012 and Spring 2013
Fall 2013 and Spring 2014
Sections
12
24
27
39
Students
221
464
486
771
• Assessment of Learning: The 2013-14 academic year is the first
year of full implementation of the GEP assessment process.
This year’s focus is First Year Seminar, Quantitative Literacy,
Wellness, and Oral and Written Communication. All faculty and
staff teaching courses in these categories are required to
submit a course portfolio to a designated Faculty Learning
community. The portfolio includes a syllabus, an explanation of
alignment between their course and the General Education
learning outcomes for their category, a discipline appropriate
assessment of at least one of these learning outcomes,
assessment results, samples of student work, and a brief
statement explaining how assessment results will be used to
improve learning in the course in the future.
Study abroad and exchange programs help students gain a
basic understanding of, respect for, and appreciation of
cultural differences. Of UW-Stevens Point graduates in 201213, 18.6% studied abroad in a UW program, a slight increase
from 18.5% in 2011-12 and down from 21.0% five years
previously.
The information derived from Faculty Learning Communities
based on their assessment of course portfolios will be
combined with institutional-level measurements and program
level assessments to shed additional light on the attainment of
learning outcomes at the Foundation level and the larger
General Education Program Outcome—1; Demonstrate critical
thinking, quantitative, and communication skills necessary to
succeed in a rapidly changing global society. The larger
program goal matches directly with the Foundation Level
courses, so assessment data from the Faculty Learning
Communities can provide a snapshot of student learning in the
early stages of the General Education Program and assessment
measures from the institutional and program levels can
provide data on student achievement of the larger program
outcome as students move through their educational program.
Additional UW-Stevens Point Indicators
New General Education Program
• UW-Stevens Point launched a streamlined General Education
Program (GEP) in fall 2013 embedding high impact practices
such as an experiential learning component, a first year
seminar, as well as a capstone project. Experiential learning is
the synthesis of a hands-on experience such as in internship,
externship, research or community project. UW-Stevens Point
expects all students will demonstrate skills, processes, and
resources needed to make a successful transition from college
to employment.
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-Stevens Point’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-Stevens Point.
UW-Stevens Point 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
2012
#
%
106
1%
63
1%
138
2%
61
1%
4
<1%
119
1%
34
<1%
8,323
91%
142
2%
173
2%
453
5%
630
9,163
#
131
45
143
57
10
234
164
8,673
48
172
676
737
9,677
9,413
%
1%
<1%
1%
1%
<1%
2%
2%
90%
<1%
2%
7%
2013
#
%
165
2%
49
1%
157
2%
62
1%
8
<1%
274
3%
173
2%
8,552
89%
27
<1%
176
2%
773
8%
753
9,643
9,476
*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.
Additional UW-Stevens Point Indicators
• 2012 First Year Seminar (FYS) participants (new and transfer
students) had an 83.2% first to second year retention rate as
compared to 75.2% retention rate of those who did not
participate in an FYS. This difference is statistically significant
(p<.001).
• The number of students served across all programs in the
Tutoring and Learning Center (TLC), and their contact hours,
grew by 28% this past year. Services included: expanded hours
and satellite locations; hosted football study table; conducted
in-class workshops; Math and Career Services Partnership,
Advising, Disability Services, residential living and learning
communities;
piloted
a
Supplemental
Instruction
Program©; and intensive credit based training programs for
math and science tutors.
• UW-Stevens Point TLC program, Reading in the Disciplines
(RID), has a strong impact on retention. 93.5% of RID
participants were retained from last year to this fall. The TLC
increased discussion groups by 103%, serving 576 students in
75 courses. In spring semester, 50% of students participating
were in high risk categories and 27% were underrepresented
minority students.
Tutoring Program Participation
• 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 UWStevens Point.
Success and Progress Rates for UW-Stevens Point, Fall 2007 Cohort
First Time Full-Time Students
89%
4 Years Later
6 Years Later
84%
First Time Transfer Students
4 Years Later
6 Years Later
84%
82%
Graduated from
UW-St evens Poi nt
Graduated at
Another Instit ut ion
Sti ll Enrolled at
UW-St evens Poi nt
Sti ll Enrolled at
Another Instit ut ion
Source: Voluntary System of Accountability, College Portrait, http://www.collegeportraits.org/
• Degrees conferred at UW-Stevens Point in 2012-13 totaled
1,837 while five years earlier 1,732 degrees were conferred.
UW-Stevens Point conferred 1,727 undergraduate degrees in
2012-13, exceeding the More Graduates plan.
Year
Students
Tutored
Courses
Faculty
Peer
Tutors
08-09
09-10
10-11
11-12
12-13
1,801
1,801
2,059
2,248
2,897
263
325
324
378
350
289
310
318
277
319
156
176
193
192
198
Total
Student
Contact
15,794
16,761
19,737
21,875
27,517
Note: Reflects unduplicated number of students served.
• Title III Retention and Student Success Programs: UW-Stevens
Point students have factors that can impact a students’
persistence to a degree. These factors include low-income,
first-generation, underprepared, under-represented and
probationary status. In 2012-13, UW-Stevens Point was
awarded by the Department of Education, $1.8 million to
support retention and graduation programs including
supplemental instruction, intrusive academic advising, and
additional targeted career counseling along with a new
conditional admit retention program. These proven highimpact services were chosen because of their effectiveness in
improving the academic success of at-risk students, where the
impact of retention gains has the greatest margin for
improvement.
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-Stevens Point
UW-Stevens Point New Freshmen Entering Full Time
2nd Year Retention Rate at Institution Where Started
2002 Fall Cohort
2012 Fall Cohort
#
%
#
%
African American
15
67%
27
85%
American Indian
9
78%
10
*
Southeast Asian
16
69%
16
75%
Other Asian American
13
69%
9
78%
Hawaiian/Pacific Is. 1
1
*
Hispanic/Latino(a)
19
68%
47
74%
Two or More Races1
34
62%
White
1,368
77%
1,466
79%
Unknown
1
*
1
*
International
23
74%
19
89%
URM2
59
69%
125
72%
Pell Recipients
305
76%
510
75%
Total New Freshmen
1,464
76%
1,630
79%
More Graduates Plan
79%
1
New race/ethnicity categories were implemented in 2008.
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.
2
Closing the Equity Gap in Graduation Rates
at UW-Stevens Point
Accomplishing the More Graduates initiative means increasing
graduation rates for students of all races/ethnicities.
UW-Stevens Point New Freshmen Entering Full Time
6 Year Graduation Rate at Institution Where Started
2002 Fall Cohort
2007 Fall Cohort
#
%
#
%
African American
15
60%
33
33%
American Indian
9
*
6
*
Southeast Asian
16
63%
23
70%
Other Asian American
13
54%
16
50%
Hispanic/Latino(a)
19
58%
35
43%
White
1,368
60%
1,458
59%
Unknown
1
*
12
*
International
23
*
28
46%
URM1
59
59%
97
47%
Pell Recipients
305
58%
337
54%
Total New Freshmen
1,464
59%
1,611
58%
More Graduates Plan
58%
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-Stevens Point’s Progress on UW System
Indicators
Part of UW-Stevens Point’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-Stevens Point were
$3.1 million in fiscal year 2013 (FY13), down from $4.0 million
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-Stevens Point
conferred 554 STEM degrees and 152 degrees in health fields,
compared to 463 STEM degrees and 114 in health fields five
years ago.
• UW-Stevens Point’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, 76% of UW-Stevens Point graduates remained in the
state, with 31% living in the North Central region. Of Wisconsin
residents who graduated from UW-Stevens Point, 81%
remained in the state
Additional UW-Stevens Point Indicators
• According to the National Science Foundation, UW-Stevens
Point’s percent of STEM doctorates has grown from 18% to
24% during the last 40 years.
STEM Doctorates of UW-Stevens Point Alumni
UWSP Percent of Total
30%
• A 1983 UW-Stevens Point alumnus and the chief executive
officer of Skyward Inc. Cliff King earned his UW-Stevens Point
degree in business administration with minors in economics
and computer science. Skyward, a Stevens Point-based school
administrative software developer, has announced a
$20 million to $30 million expansion expected to create
hundreds of new jobs in Wisconsin. Since 2000, Skyward has
created about 50 jobs every two years and UW-Stevens Point
graduates have been among recent hires. The company
expects to add at least 700 employees in the next decade.
• UW-Stevens Point’s Wisconsin Institute for Sustainable
Technology (WIST) collaborated with the university’s
Department of Art and Design and Department of Paper
Science and Engineering to create high-quality, affordable
archival art paper. Out of this collaboration, RiverPoint Paper
was born. The students and faculty utilized a variety of papers
produced in small test trials until they created a paper that was
“just right.” The product debuted in March at Print: MKE, the
2013 Southern Graphics Council International Conference in
Milwaukee and since then, shipments have gone throughout
Wisconsin and to at least six states. UW-Stevens Point is
developing techniques to create specialty paper and packaging
other mills could adopt as potential product lines.
• UW-Stevens Point is working with students and a team of
researchers and growers to develop a stronger hazelnut
industry in the Upper Midwest. Hazelnut is a multiuse crop and
can be used in a variety of food products providing heart
healthy oils, a superior feedstock oil for biodiesel, and other
bio-industries. Research is currently being conducted in 21
different test areas throughout 10 Wisconsin counties.
25%
20%
15%
10%
5%
0%
• UW-Stevens Point Northern Aquaculture Demonstration
Facility (NADF) attracted some $800K in external grants in the
past few years, most of which is used for the enhancement of
the state’s growing aquaculture industry. Aquaculture
produced $14.1 million in fish and minnow sales in the state of
Wisconsin, contributing $21 million in total economic activity.
In conjunction with the Wisconsin Department of Agriculture,
Trade and Consumer Protection, faculty/staff at NADF have
developed an online fish-health certificate program for
producers.
1972-76 1977-81 1982-86 1987-91 1992-96 1997-01 2002-06 2007-11
Years of Completion
UWSP percent of STEM
UWSP percent of Total
6
CORE STRATEGY 4
Stronger Communities
In partnership with communities, address Wisconsin’s greatest challenges and priorities
through intensified engagement, research, and learning.
UW-Stevens Point’s Progress
on UW System Indicators
• Marshfield Clinic: UW-Stevens Point Geographic Information
Systems Center partnered with Marshfield Clinic, an early
innovator of electronic health records, to analyze their vast set
of patient data. The GIS team converted addresses to data
points and used a road network to analyze travel time between
where patients live and where they receive care. Analyzing
patient geographic characteristics reveals patterns and trends.
The center “…found that geography makes a difference in
human health outcomes.” Reducing geographic barriers by
maximizing the use of mobile mammography units, for
example may improve patient access to health care. The study,
which was published in the prestigious American Journal of
Roentgenology in November, has received international
attention.
UW-Stevens Point 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
UW-Stevens
Point
National
Master’s
64%
58%*
55%*
51%
46%*
50%
47%
33%*
34%*
• Tomorrow River Community Charter School: The Tomorrow
River Community Charter School (TRCCS) formed a partnership
with the UW-Stevens Point Central Wisconsin Environmental
Station (CWES) to bring the first Waldorf-inspired public
charter school to Wisconsin. The school will provide a unique
real world experience for UW-Stevens Point environmental
education practicum students who will be teaching five nature
study lessons a week. The school will provide a curriculum rich
in music, art and environmental studies, and create a natural
learning pace for individual students.
*Significant differences from the UW-Stevens Point 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-Stevens Point is active in community
outreach and engagement is by offering noncredit courses for
professional development and personal enrichment. In fiscal
year 2013, the total of noncredit continuing education course
enrollments for UW-Stevens Point was 17,756.
Additional UW-Stevens Point Indicators
• Community Business CEOs and Presidents: UW-Stevens Point
School of Business and Economics formed the Business
Advisory Council (BAC) comprised of 13 CEOs and presidents
from Central and North Central Wisconsin companies. The BAC
provides input and direction in the School of Business and
Economics strategic planning process. It is a symbiotic
relationship helping UW-Stevens Point focus its curriculum on
knowledge and skill sets that are beneficial to industry, and
making our graduates more marketable as well.
Our institutional values of community engagement are
illustrated through ample community service and servicelearning opportunities, and reinforced through our faculty and
staff from both Student Affairs and Academic Affairs.
• Student Community Volunteerism: In 2012-13, more than
1,600 UW-Stevens Point students volunteered approximately
4,166 hours through UW-Stevens Point Students Engaged in
Rewarding Volunteer Experiences (SERVE) program. The
estimated value of their contribution to the community
exceeded $92,000.
• City of Stevens Point: The Scarabocchio Art Museum (SAM) is
located in downtown Stevens Point on the corner of Main
Street and Water Street. The museum is a joint venture
between the university and city of Stevens Point. The mission is
to encourage cultural and intellectual activities for the benefit
and enjoyment of community members by providing artrelated education and promoting the use of the museum for
performing and fine arts.
• SNAP: Special Needs Aquatic Program at UW-Stevens Point
offers the Stevens Point community aquatic exercise for older
adults who are otherwise unable to exercise because of
physical limitations. More than 2,400 adults have enrolled
during the past 20 years.
7
CORE STRATEGY 5
Resources
Balance, diversify, and grow the university’s financial resources and facilities while
developing its human talent.
UW-Stevens Point’s Progress on UW System
Indicators
Biology and Chemistry Building has begun. The building will be
nearly 170,000 sq. feet and will contain up-to-date research
and flexible educational room configurations supporting
student research and hands-on-learning, hallmarks of a
UW-Stevens Point education. The current science building will
continue to be utilized for instruction and research.
The resources of people, money, and facilities are what enable
UW-Stevens Point to fulfill its mission to students and the
people of Wisconsin.
• Diversity of faculty and staff is an indicator of UW-Stevens
Point’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, 6.6% of UW-Stevens Point faculty and staff
were people of color, or 84 out of 1,272.
• The UW-Stevens Point Foundation has provided increasing and
valuable support.
Fiscal Year
2008
2009
2010
2011
2012
UWSP 5-YR AVG 2008-2013
2013
UW-Stevens Point Faculty and Staff of Color
Percent of Each Employment Category, Fall 2013
9.7%
• The number of gifts from parents of students has increased by
8.0%
4.7%
IAS
Non-IAS
African American
Hawaiian/Pacific Is.
nearly 700 in the last year.
6.6%
6.3%
Faculty
Gifts Received
$1,727,493
$2,879,364
$1,661,972
$1,563,660
$2,208,925
$2,008,283
$2,187,924
Admin.
4.4%
3.8%
Classified Grad Asst.
American Indian
Hispanic/Latino(a)
Gifts Received from Friends and Parents
Calendar Year
# of Friends
# of Parents
2008
4,765
6,444
2009
4,913
7,457
2010
4,984
8,265
2011
4,996
9,031
2012
4,807
9,728
Total
Asian American
Two or More Races
• Investing in Our Faculty and Staff
A study of faculty and staff salaries at UW-Stevens Point found
many of our faculty and staff members are paid lower than
comparable faculty and staff members (by rank and
discipline/area) at public peer institutions nationwide. During
the 2012-13 year the university set aside more than $200,000
of base funding to address salary inequities of faculty and
academic staff. Of this allocation, more than $150,000 was
distributed to faculty through an equity formula developed
through governance and approved by the Faculty Senate that
compares faculty to their National peers. In addition, more
than $65,000 went to addressing salary inequities for academic
staff. The university continues to work with faculty and staff
governance at refining these processes for distributing equity
funds.
IAS=Instructional Academic Staff
• UW-Stevens Point relies on revenue from a variety of sources
to fulfill its mission. Revenue from all sources increased from
$138million in fiscal year 2008 (FY08) to $163 million in FY13.
Revenue from gifts, grants, and contracts increased from 13%
of total revenue in FY08 to 16% in FY13.
Additional UW-Stevens Point Indicators
• State-of-the-Art Science Building Approved
This past year, a top priority was to develop a long term
strategic-based enrollment management plan. UW-Stevens
Point has experienced a growth in many of the science majors
and science course enrollments by non-majors such as
students in health-related preparation programs. This increase
is stretching our existing science facilities beyond their limits.
This past year, the Board of Regents and the Governor
approved UW-Stevens Point’s proposal for a state-of-the-art
science facility. The design of a $75 million UW-Stevens Point
8
CORE STRATEGY 6
Operational Excellence
Advance operational excellence by becoming more flexible, responsive, and cost efficient.
UW-Stevens Point’s Progress on UW System
Indicators
UW-Stevens Point makes efficient use of its human, financial,
and physical resources in a variety of ways.
• By encouraging progress toward degree completion,
UW-Stevens Point 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-Stevens Point 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-Stevens Point
Bachelor’s Degree Recipients
150
147
140
141
139
140
139
139
11/12
12/13
135
130
125
93/94
• UW-Stevens Point - Student Based Food Service Operations:
This year UW-Stevens Point passed the five year mark of selfoperated dining services. Previously, dining services operated
with 95 full-time staff and 100 students. As of last year, there
are approximately 30 full-time staff and 450 student
employees. In 2012-13 alone, UW-Stevens Point Dining
Services paid out $1.3 million in student wages, which has an
impact on students’ ability to afford and complete their
education at UW-Stevens Point. Dining Services also designed
and implemented a student manager development program
ensuring graduating students leave with UW-Stevens Point
with professional managerial experience. Dining Services
continually scores higher than the national average for
customer satisfaction.
UW-Stevens Point: STARS Gold Rating
145
140
Additional UW-Stevens Point Indicators
03/04
05/06
07/08
09/10
• Keeping administrative spending low allows UW-Stevens Point
to concentrate resources on instruction and other studentrelated activities. Administrative spending at UW-Stevens Point
was 42% of the national average in fiscal year 2011 (FY11), the
most recent year of available national data. This means
UW-Stevens Point spent $16 million less on institutional
support than it would have if spending at the national average.
• UW-Stevens Point is one of 53 institutions nationwide to
receive a STARS (Sustainability, Tracking, Assessment and
Rating System) Gold Rating through the Association for the
Advancement of Sustainability in Higher Education (AASHE).
UW-Stevens Point scored above average in all three categories
(see below). One of the benchmarks utilized is commitment to
local food vendors. More than 43% of the food served on
campus is from local vendors. The university spends
$1.5 million on locally-grown and processed foods—43% of the
food on campus comes from within 250 miles of Stevens Point.
UW-Stevens Point was also named to the Princeton Review
Green Honor Roll for three years in a row, receiving a score of
99, the highest score possible.
STARS Average Category Scores
86%
70%
58%
51%
• Reducing energy usage is a goal for UW-Stevens Point.
Weather-adjusted energy usage in FY12 was 10.9% below the
amount in the baseline year of FY05.
38%
Education &
Research
Operations
All STARS Rated Institutions
9
39%
Planning,
Administration &
Engagement
UW-Stevens Point
CORE STRATEGY 7
Collaborations
Further leverage UW System’s strengths and impact through collaborations among the
campuses and with other Wisconsin partners.
UW-Stevens Point’s Progress on UW System
Indicators
Natural Resources offices, located within the state, to clinical
placements at Stevens Point’s St. Michaels Hospital.
UW-Stevens Point had an increase of 500 reported
partnerships during the last year.
UW-Stevens Point’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.
Reported UWSP Partnerships 2012-13
Business or organizations hosting co-op or internship
students
Organizations in service-learning community-based
research, or volunteer partnerships
Businesses organizations receiving business
development assistance
Businesses or organizations hosting clinical, legal or
social work placements
Schools hosting student teachers
Total Reported Partnerships
• UW-Stevens Point increases student access through
collaborative degree programs, which are offered at multiple
locations, integrate courses from different institutions, or both.
UW-Stevens Point is a partner in eight of these formal
arrangements, listed below.
Collaborative Degree Program
Master of Business Administration (MBA)
Doctor of Audiology
BS in Health and Wellness Management
BS in Health Information Management and
Technology
Dual Degree - BS in Paper Science and
Engineering (STP), Paper & Packaging
(Munchen), Pulp & Paper Technology
(TAMK), Paper Machine Technology (JAMK)
BA/BS in Business Administration
BA/BS in American Studies
Bachelor of Applied Arts and Science (BAAS)
Partner Institutions
OSH
MSN
LAC, RVF, SUP, EXT*
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
Additional UW-Stevens Point Indicators
UW-Stevens Point Partnerships with Non-UW Affiliates:
• UW-Stevens Point’s impact reaches beyond our immediate
community. Many of our contributions are amplified through
collaboration with others in the community, the state and
abroad. In 2012-13, Stevens Point partnerships ranged from
internships at CBS-London, U.K., to the Kennedy Center for the
performing arts in Washington, DC, to a variety of Department
of
301
191
89
247
1,290
UW-Stevens Point continues its efforts to build collaborations
with partner institutions in areas vital to the state and to the
North Central region. UW-Stevens Point continues to
collaborate with the Medical College of Wisconsin in an effort
to build its Community Medical Education Program in Central
Wisconsin. The program is set to enroll its first cohort of
students in fall 2016.
GBY, LAC**,PKS, EXT*
NC State Univ., Univ. of
Applied Science, Munchen
(Germany), Univ. of Applied
Sciences, Tampere
(Finland), Jyvaskyla Univ. of
Applied Science (Finland)
UW-Marathon Co.
UW CollegesFond du Lac, Fox Valley,
Marathon Co., Marinette,
Marshfield
UW-Marshfield
462
UW-Stevens Point values its relationships with institutions in
the North Central Wisconsin Higher Education Alliance
(NCWHEA), comprised of three technical colleges (Mid-State,
Nicolet, and Northcentral), two UW Colleges (Marathon
County and Marshfield/Wood County) and UW-Stevens Point.
• UW-Stevens Point received UW System permission to plan a
new Bachelor of Applied Studies degree in collaboration with
our NCWHEA partners. The degree is intended to serve
nontraditional students in Central and Northern Wisconsin,
providing a pathway to convert their professional associate
degrees into a bachelor’s degree with emphasis in
organizational leadership.
• UW-Stevens Point received UW System authorization to begin
a Bachelor of Science in Nursing degree completion program,
which will launch in fall 2014. The program will be offered in
collaboration with our NCWHEA partners and will assist RNtrained nurses throughout Central and Northern Wisconsin to
seek further professional development.
10
UW-STEVENS POINT
UW-Stevens Point strives to be a new kind of public university, A Partnership for Thriving
Communities, the heart of our strategic plan, provides the framework through which the
university will become more engaged, more responsive to local needs, and more relevant
to solving regional problems. Thriving communities are vibrant, healthy, prosperous and
sustainable. Every student will find opportunities for real-world experience outside the
classroom, whether locally, regionally, nationally or globally. When combined with a
broad education in the arts, humanities and the social and natural sciences, our
graduates will be well equipped-as skilled employees, thoughtful citizens, and bold
leaders-to serve their communities in meeting the key challenges of the twenty-first
century.
This report illustrates UW-Stevens Point’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-Stevens Point. 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-STEVENS POINT
UW-STEVENS POINT
Accountability Reports can be found at http://www.uwsa.edu/opar/accountability/