FY 07 PRESIDENTIAL WORKPLAN TEMPLATE
WINONA STATE UNIVERSITY………………………………………………………………….DATE: June 30, 2007
SYSTEM STRATEGIC PLAN
Strategic Direction One: Increase Access and Opportunity
System Goals
1.1 Raise
Minnesota's
participation and
achievement in
post-secondary
education by
meeting the
needs of students
with diverse
backgrounds and
education goals.
1.
2.
3.
4.
5.
6.
Institutional Goals
Continue to collaborate with
the Office of Admissions in
recruiting culturally diverse,
underrepresented and
disadvantaged students by
attending National College
Fairs in Chicago, Milwaukee,
and Minnesota.
Extend recruitment efforts to
TRIO College Fairs and
Student Leadership
Conferences in Illinois and
Minnesota.
Work closely with Wallin
Scholarship Coordinators in
Minneapolis in the recruitment
of diverse high school students
in the Minneapolis/St. Paul
School Systems.
Establish relationship with 861
and Rochester School Districts
for high school visits along
with Houston, Wabasha, St.
Charles, Lewiston, Altura, Red
Wing and Kellogg School
Districts.
The Office of Cultural
Diversity will plan a Diversity
Recruitment Day inviting
Minnesota High School
students and Minnesota
Community and Technical
College students.
Implement the Academic
Progression Reporting System
(APRS) in October 2006,
formerly known as Early Alert,
a computerized mid-semester
grading system, a pilot project
for Freshmen and Sophomores
1.
2.
3.
4.
5.
6.
7.
Projected Institutional Outcomes
Increase diverse student population
(students of color) from 3.9% to 5%
within the next two years.
Attend MAEOPP Student Leadership
Conference and College Fair in St.
Charles Illinois, October 2006 and the
Minnesota TRIO Student Leadership
and College Fair in February 2007 in
collaboration with Student Support
Services.
Conduct recruiting trips to Edison
High School, North High School,
Patrick Henry High School, Roosevelt
High School, South High School,
Southwest High School, Washburn
High School, and the Federation of
Metropolitan Alternative High Schools
working closely with Wallin
Foundation Career and College Center
Counselors in the recruitment of
diverse students.
Scheduling meetings with 861 and
Rochester Superintendents as well
local high school counselors to
schedule schools visits.
Bring diverse high school and
community and technical college
students to campus for a Diversity
Recruitment Day.
The Academic Progression Reporting
System is in the final phase of
development with the next meeting
scheduled for June 28, 2006 to finalize
formats for the generation of reports.
The projected goal is to retain and
graduate 90% of our students of color
and diverse students.
Contacted Sarah Curtin, Transfer
Advisor and inquired about their
recruitment efforts at community and
1.
2.
3.
4.
5.
6.
7.
8.
Actual Institutional Outcomes
The Office of Cultural Diversity in partnership with the Office of
Admissions increased the student of color population from 3.4%
in 2005/2006 to 3.9% for the 2006/2007 academic year.
Attended the MAEOPP Student Leadership Conference Fair
October 2006 and presented. Three students have been admitted
thus far from this conference/fair. Scheduled to attend TRIO
Fair/Conference on April 21, 2007. In collaboration with the
WSU Office of Admissions, presented at five workshops for
Upward Bound/TRIO students visiting WSU.
Scheduled WSU Diversity Recruitment Day in September 2006
and brought 38 Wallin affiliated students by bus from the Twin
Cities as well as four Career and College Counselors. Four other
students came in from the St. Charles, Lewiston and Altura High
schools totaling 42 students for the first Diversity Recruitment
Day at WSU. Attended the Minnesota Association of
Counselors of Color College Fairs at 12 different high schools in
November 2006. Scheduled to attend 14 high schools in March
2007.
Invited Winona Superintendent and Cotter High School
President to lunch in August 2006 to discuss recruiting diverse
high schools students and other diversity related issues. A total
of four students from Altura, Lewiston and St. Charles attended
WSU’s first Diversity Recruitment Day in September 2006.
Establishing relations with other high schools on-going.
See #4 above. Continuing to work on a strategy to bring
community and technical college students to campus.
In July we added Southeast Technical College to the cohort.
Rolled out the system in October 2006 before the mid-terms.
Conducted workshops during faculty and staff development
week with only six faculty and three administrators in attendance
for a total of three scheduled presentations. We received a 12.9%
response rate from faculty for over 500 students in the system at
WSU.
Work closely with Carol Zeihlsdorf and Sarah Curtin in
participating at WSU Transfer Days.
Work with the Director of Admissions and identified six
community and technical colleges to recruit from. In progress.
1.2 Maintain an
affordable cost
of attendance for
Minnesota
residents.
1.3 Work with other
organizations to
prepare all
young people to
graduate from
high school and
enroll in college
ready for
success.
in collaboration with Student
Support Services, Athletics and
the Office of Cultural Diversity
to identify students in
academic jeopardy and ensure
that they are utilizing resources
for their academic success.
7. Work closely with the Office
of Admissions in identifying
potential transfer students for
admission to Winona State
University.
8. Target six Community and
Technical Colleges and
establish relationships with
advisors for recruiting trips.
Continually analyze the cost of
attendance for Minnesota residents.
1.
2.
To establish a Warrior “U”
Residential Pre-Collegiate
Summer Bridge Program for
80-100 culturally diverse,
underrepresented and
disadvantaged students 10th12th graders from Winona,
Rochester, Lewiston, Altura,
Houston, Kellogg, Wabasha
and Wallin Foundation
students.
Establish a curriculum
focusing on Math 050 Intermediate Algebra, Math
110 – Finite Mathematics and
possibly Math 120 –
Precalculus, dependent upon
placement scores. Offer
English 099 – Introduction to
College Writing, a combination
of English 105 – Listening to
Academic Speech & Academic
Reading & Writing I dependent
upon placement scores.
Science and English with
English and Math pre-tests,
post tests, ACT preparation,
two electives and active and
passive programming in the
8.
technical colleges.
Currently identifying six community
and technical colleges for recruitment
trips for 2006/2007 academic year.
Maintain the total cost of attendance
increase to approximately the Higher
Education Price Index (HEPI) for Fiscal
Year 2007.
1.
2.
3.
4.
To have an established Summer Bridge
Program in place by Summer 2008 or
2009.
To increase the college readiness of
culturally diverse, underrepresented,
underserved and disadvantaged high
school students.
To serve as an additional recruiting tool
for Winona State University in the
recruitment and retention of culturally
diverse, underrepresented, underserved
and disadvantaged high school students.
To increase ACT scores of the
aforementioned student groups and assist
in closing the achievement gap.
Through reallocations and internal budget decisions, manage the
institution so that the students total cost of attendance does not
exceed the Higher Education Price Index (HEPI).
1.
2.
3.
4.
Phase One of the project consists of scheduling meetings with
Winona State University Grants Office to develop a grant writing
team (conducted June 16, 2006).
Schedule meeting with Development Office to identify possible
partnerships with local businesses.
Identify grant opportunities for possible funding.
Schedule meeting in August with representatives from English,
Math and Science departments.
residence halls reflecting a
college experience.
Strategic Direction Two: Expand High-Quality Learning Programs and Services
System Goals
2.1 Demonstrate
high quality in
all educational
programs.
1.
2.
3.
Institutional Goals
See response to 3.1 and
accompanying prospectus
called Winona State
University: A University for
the 21st Century
Implement new academic
program review process.
Introduce a rigorous
institutional portfolio with
evidence of quality and impact
of programs.
Projected Institutional Outcomes
2. Departments/Programs in the College
of Business will prepare program
reviews aligned with the Higher
Learning Commission and the
Association to Advance Collegiate
Schools of Business (AACSB).
3. The College of Business will submit
the WSU College of Business
Accreditation Plan to AACSB
Headquarters.
Actual Institutional Outcomes
1. See attached document on “Learning for the 21st Century mid year
update”.
2. Five departments in the College of Science & Engineering
currently preparing program reviews under the newly approved
format designed to be aligned with reporting for Higher Learning
Commission accreditation process.
3. Design and implementation of WSU’s Open Notebook – our
university portfolio – continues. Reports and data, including
learning outcomes and dashboard indicators will continue to be
available on our web site
winona.edu/21stcentury/opennotebooktemplate.html
The College of Business successfully filed the Business
Pre-Accreditation Eligibility Application with AACSB.
4. The College of Business has created a policy for Initial
Determination of Faculty Qualification Status and development
activities required for Academic Qualification or Professional
Qualification Status.
2.2 Produce
graduates who
have strong,
adaptable and
flexible skills.

97% of graduates available for employment were working full
or part time at the time they were surveyed

86.6% of graduates available for related employment were
working in their field

8 of 10 graduate programs had a related employment rate of
90% or more

31 of 63 undergraduate programs had a related employment
rate of 90% or more

Some starting job titles for graduates from the College of
Liberal Arts include the following which reflect a wide array of
skills applied in a variety of roles
 Photographer, Assistant Art Director, Graphic Artist,
Business Owner
 Customer Service, PR Coordinator, Assistant to the Dean of
Students
 Editor, Retail Department Manager, Paralegal, Teacher, HR
Generalist

Promotion Coordinator, Marketing Coordinator, Contract
Coordinator
 Tax Compliance Officer, Patient Services Coordinator,
Personal Banker
Data reported is from the 2004-05 Graduate Follow-up Survey
2.3 Provide
multiple delivery
options for
educational
programs and
student services.
Examples from one area of high
need (others will follow)
1.
Develop the design of the
Doctorate in Nursing Practice
to incorporate multiple delivery
options and effective interinstitutional collaboration.
2. Expand degree completion
options for students who hold
the RN degree.
3. Expand graduate offerings by
collaborating with other
MnSCU institutions as well as
health care providers including
Mayo and GundersonLutheran.
4. Design remote access for a
multitude of library resources.
1.
The DNP will use multiple approaches
to learning and will rely heavily on
distance delivery among the
collaborative partners. The capacity in
Year One targeted for Fall 2007 will be
28 students in the Collaborative DNP
Agreement. This is a new market and
obviously a new program that is
targeting primarily full time students
among the four institutions. (Elected
faculty reps, graduate nursing program
directors and administrators met June
15 at the Chancellor’s Office and made
very good progress on our work plan
and anticipate having the MnSCU
application ready in September. We
still have a good deal of work to do on
the application, finishing a new needs
assessment, and arranging consultants
for a review by this fall. WSU and
Metro State are taking the lead on
development of the “Collaborative
Consortium Agreement.”
2. The RN Option (RN Completion)
program is being addressed this year. A
business plan as well as an updated
Web-based curriculum for program
delivery is anticipated to enroll 20-30
students/year. Eventually, a majority of
this entire program could be offered as a
Web-based program.
3. The HERS 204 delivery system has been
successful and has helped education
majors who are off campus because of
the nature of their program of study to
take the course on-line. On-line access
has become a delivery approach of
choice for other students on campus as
well. We anticipate an increase of 60-80
students next year (2 courses or 2
sections). Other joint ventures with
local health care providers are being
1.
Awaiting Chancellor’s Office program approval. Progressing on
HLC status change approval. Needs Assessment. Three
program review consultants and their reports are completed.
Improved consortium agreement in final form.
2.
RN completion courses are transitioning using on-line course
delivery software blended with face-to-face and other
approaches for program delivery.
3.
Grant funded recently; planning in process for student admission
and delivery delayed for 1 semester. (primarily due DNP
program proposal)
Continued study in process by department Admissions
Committee
4.
We just implemented electronic reserves. We now scan in and
digitalize journal articles, book chapters, and other readings and
also link to electronic resources so students can access these
reserves wherever and whenever they have access to a computer.
They do not have to rely on coming to the library to checkout
print reserves at the circulation.
developed.
The four MnSCU graduate nursing
program directors and faculty have met
to finalize submission of the
“Collaborative Nurse Educator Graduate
Program”. The outcomes include: 1.
Recruit /Admit a minimum of at least 15
new graduate students among the
partners by Fall 2006; 2. Provide
distance delivery among the partners for
at least 75% of the required
coursework; and other program
outcomes. These students who are full
time in Fall 2006 would be able to
graduate in December 2007. Part time
students would graduate in May 2009 or
earlier depending on their plan of study.
Lastly, the Department of Nursing is
collecting historical data (last 5 years)
that will be used to help guide the
revision of admission/progression
policies that are anticipated to address
better balance of cognitive and
noncognitive factors associated with
admission and progression standards in
the department. It is anticipated that the
work will assist members of the
department to address issues related to
minority, underserved, disadvantaged
and gender.
Strategic Direction Three: Strengthen Community Development and Economic Vitality
System Goals
3.1 As a major
partner in
educating
Minnesota’s
workforce,
participate in
identifying and
meeting
regional and
statewide
economic
development
priorities.
Institutional Goals
1. Entrepreneurship Center
In collaboration with its community
partners, WSU will establish a
Center for Entrepreneurship which
will promote entrepreneurship in
our service region by providing:
innovative educational programs
about entrepreneurship and business
start ups; support for aspiring
entrepreneurs and business start ups
in the area, using the expertise and
resources of WSU faculty, students,
staff, and community members; and
service as a filtering mechanism that
Projected Institutional Outcomes
1. Entrepreneurship Center
The Center will be established; the first set
of innovative learning objects and programs
about entrepreneurship will be prepared;
advisory and consulting teams will be
formed; limited consulting services will be
offered to the community; and work will
begin on building a network of angel
investors and venture capitalists for the
region.
2. Workforce Development
Outcome for 2006-07: WSU will work with
the HR departments of area companies to
Actual Institutional Outcomes
1. Established the Inventors and Entrepreneurs Club of Winona in
collaboration with Winona County EDA.
2. Developed and offered courses in: Entrepreneurship, Marketing
Entrepreneurship, and Social Entrepreneurship.
Actively working with Chamber of Commerce to reestablish
SCORE in Winona.
Currently coordinating the city-wide workforce development
steering committee and in the process of helping to produce
media material for the promotion of Winona.
Established a WSU faculty in residence program with area
efficiently matches angel investors
and venture capitalists with aspiring
business persons.
2. Workforce Development
WSU will serve as the area's
facilitator for addressing the
pressing work force issues in our
region including the training of the
incumbent
workforce, the increasing diversity
of the workforce, the expansion of
the local workforce, and the ways of
creatively utilizing students and
older people to meet our workforce
needs.
3. Expand outreach efforts to PK-12
to increase awareness of health
science careers. Develop systems to
better coordinate PK-12 health
science outreach statewide.(CIHSEP)
4. Expand offerings in Rochester
utilizing community-based learning
and expanded programs that support
community needs.
5. Promote opportunities that build
cultural competence in faculty,
staff, and students.
6. Continue to develop the Center
for Integrated Health Science
Education and Practice.
3.2 Support
Partner with the cities of Winona
deliver diversity training of the incumbent
workforce including those in a managerial
and supervisory capacity. WSU will
participate in the development of the area's
media campaigns to help expand the local
workforce. WSU will collaborate with area
businesses to develop innovative programs
that will expand internship and employment
opportunities for students.
3 (a) CIHSEP will provide leadership for
expanded outreach to the PK-12.
3 (b) Students pursuing health science
careers will grow.
4 (a) Launch at least one community-based
interdisciplinary project that addresses a
Rochester community need.
4 (b) Expand Rochester offerings to increase
enrollments by 2%.
5 (a) Develop and pilot programs that
increase engagement with diverse
populations.
5 (b) Develop strategies to assess cultural
competence. (Utilizing portfolios and
standardized assessment tools.)
6 (a) Increased diversity of students in
health care careers.
6 (b) Enhanced quality of health care
workers.
6 (c) Applied research projects in health
care settings.
6 (d) New models of working together with
health care providers, and two and four year
institutions.
WSU Arts Management Program
companies.
Established formal student internships with area companies.
Conducted numerous visits with area companies and
organizations resulting in student projects with companies and
non-profit organizations particularly through the Strategic
Management courses and the Social Entrepreneurship course.
Working with 4 area companies with operations in Shanghai,
created a travel study opportunity for business students in
Shanghai.
*3a CIHSEP has hired a person to coordinate k-12 outreach and
collaborate with HEIP. This effort will start in Rochester and
extend to Winona later this year. This will make efforts less
fragmented and allow for a more integrated approach to k-12
relationship development.
*3b Many CIHSEP activities have worked to increase interest in
health sciences…i.e. PSEO effort to fast track diverse students
into nursing programs as juniors in high school, Summer
workshop for teachers interested in bioinformatics.
4a. WSU has launched a community-based learning effort with the
Boys & Girls Club which helps to support community-wide youth
devilment. Additionally, an expansion of the efforts with the
Hawthorne Center, a literacy center primarily for new immigrants
has begun. Also, discussions have started to increase involvement
with a network of community agencies promoting healthy
families and children in SE Minnesota.
4 b. Rochester enrollments have been flat as a result of growing
competition and a need to redesign our delivery and offerings to a
growing working adult population.
5a. Community based learning at the Hawthorne Center Boys and
Girls Club in Rochester are increasing faculty, staff and student
engagement with diverse populations.
5b. Investigation continues.
6a. A bridge program was created to increase access by diverse
populations to entry health careers.
6b. Continuing education and lean in healthcare efforts helped to
enhance quality of health care workers.
6c. CIHSEP is building research into many innovative projects. One
effort has been to build a database that will support evidenced
based practice and will be used by health care practitioners.
6d. CIHSEP continues to build relationships across k-12, 2 year and
4-year educational institutions, health care providers and
community organizations like Workforce Development.
 Arts Management Program still under development
regional vitality
by contributing
artistic, cultural
and civic assets
that attract
employees and
other residents
seeking a high
quality of life.
and Rochester and area nonprofit
arts organizations in developing an
Arts Management Program, a
Winona Arts Academy, the Great
River Shakespeare Festival, the
Frozen River Film Festival and Jazz
Program. These initiatives serve to
further the region’s economic
development plan to make
Southeast Minnesota an artistic and
cultural destination. It also serves
Winona State University’s goal of
becoming an incubator for creativity
and innovation.






Develop an interdisciplinary Arts
Management Program in AY 06-07
Program provides skilled individuals
for the expanding arts/non-profit sector
whose increasingly complex
institutions are demanding higher
levels of sophistication and knowledge
from their administrators.
Students learn as they work and work
as they learn. Through experiential
learning opportunities, students
combine academic coursework,
internships and hands-on, relevant
extracurricular opportunities on
campus and in the community to
become qualified to work in such areas
as marketing, fund raising, operations,
and general arts management.
Exposes students to issues of arts
policy, communications technology,
cultural management, and leadership
and organizational development.
Graduates possess transferable
management and leadership skills for
social service agencies, educational
institutions, the commercial music and
theatre industries, and other profit and
not-for-profit sectors.
Promotes the interrelated nature of the
arts in support of interdisciplinary and
collaborative programming that
recognizes the relationship of the arts
with other areas of human endeavor.
Winona Arts Academy
 Partner with the City of Winona and
the Theatre du Mississippi to develop
an arts academy that offers “master”
classes in creative writing, poetry,
acting, painting, etc.
 Provides opportunities for students and
faculty to engage in community
outreach and economic development
by working with the city and nonprofit
sector.
Great River Shakespeare Festival
 WSU will continue to collaborate with
the Great River Shakespeare Festival






With the development of the Arts Management Program, WSU
is entering into an even more meaningful relationship with the
Great River Shakespeare Festival (which is preparing for its
fourth season). WSU is working with the GRSF to take a more
active role in producing and marketing the festival. In addition,
we are working on incorporating the festival into our College for
Kids and summer camp programming.
Recently hosted the second annual Frozen River Film Festival.
More than 2,500 people attended the festival, 1,200 were WSU
students. Twelve faculty members incorporated the film festival
into their curriculum. The theme of the festival continues to be
sustainability and world cultures. In addition to films, we had
special speakers such as Will Steger, Greg Mortenson and Phil
Borges. Over 300 people attended a John Gorka concert that
was a part of the festival. The festival also promoted a Wes
Jackson Lyceum Series lecture in which over 450 people from
WSU and the community attended.
The GRSF and FRFF are bookend events that represent how
WSU is using the arts to work with the community on the
critically important issues of tourism, economic development
and environmental sustainability.
Due to the focus on the Arts Management Program, Great River
Shakespeare Festival, Frozen River Film Festival and Jazz
Program, WSU has not had the resources to devote to the
Winona Arts Academy.
Jazz Program developed and ready to start in fall 2007
Now in its 3rd year, the Library Athenaeum hosts Winona State
faculty and staff as well as members of the public who present
on topics of interest to the larger community. Presentations
include lectures, panel discussion and musical and dance
performances.

and the City of Winona in making the
region a tourist destination.
WSU will continue to play host to the
festival and explore ways to grow the
festival while creating more
internships and experiential learning
opportunities for our students.
Frozen River Film Festival
 Partner for a second year with the
Theatre du Mississippi, Telluride
Mountain Film Festival, and the City
of Winona in hosting the Frozen River
Film Festival.
 The planning and running of the
festival offers faculty a chance to
integrate films about the region,
environment and sustainability into
their courses.
 The film festival offers another
interdisciplinary and experiential
learning opportunity for students who
participate in the planning of the
festival.
3.3 Develop each
institution’s
capacity to be
engaged in and
add value to its
region.
Development of Jazz Program
 The WSU Music Department is in the
process of developing a Jazz minor
that plays on the talents of faculty and
local musicians.
 The program will serve as a university
recruitment tool while also developing
Winona’s reputation for good jazz.
 A strong jazz program will offer our
students another opportunity for
community-based learning. Students
will go out into the community
(schools, senior citizen centers, etc.) to
perform and talk about their music.
 The program is consistent with the
university’s goal to be a locus of
creativity and innovation (particular
traits of this improvisational art form).
See Prospectus.
New Center for Engaged Research, Teaching and Service is being
proposed.
Strategic Direction Four: Fully Integrate the System
System Goals
4.1 Build organizational capacity for
change to meet future challenges.
4.2 Reward and support institutions,
administrators, faculty and staff
for innovations that advance
excellence and efficiency.
4.3 Identify and remove barriers to
innovation and responsiveness.
Institutional Goals
See separate document entitled Winona State
University for a prospectus on our plans for WSU.
Projected Institutional Outcomes
Actual Institutional Outcomes
Restructuring of administration.
Proposal under consideration for
restructuring of all committee charges
and communication pathways.
Approx 12 ASF Special Initiative
Awards granted 06-07.
IPESL program underway.
Integrated Academic Services
(Admissions, Registrar, Financial Aid,
Student Accounts, Advising &
Retention) meet weekly to advance
their work in portal resources, FAQ’s
for on-line response, cross-training of
staff, on-line forms
Integrated Wellness Complex –
academic and service departments have
met several times to discuss
collaborative programming and
enhancing the development of
experiential labs and programs in the
new complex (see prospectus)
4.4 Hire and develop leaders who will
initiate and support innovation
throughout the system.
Successful hire of VP of Student Life
and Development, and Assistant VP for
Marketing and Communication.
Faculty and staff hires ongoing.
Restructured administration.
4.5 Promote accountability for results
through a system of accessible
reports to the public and other
stakeholders.
The College of Business implemented a
database for tracking individual faculty
productivity based on AACSB
standards utilizing Sedona software.
Student Health Service achieved
national Accreditation in 2006 (study &
results available in Health Service).
Interim Associate VP of Research,
Graduate Studies, Assessment and
Grants hired. One of main priorities is
to promote accountability at all levels
of institution and design the
university’s portfolio (Open Notebook).
INSTITUTIONAL GOALS – LIST 3–5 KEY INSTITUTIONAL GOALS FOR THE COMING YEAR
Institutional Goal
1. Provide high-quality undergraduate and graduate programs that respond to economic,
environmental and social challenges, and that serve as a durable foundation for the acquisition
of the knowledge, skills, habits and capabilities of a well-educated person.
Projected Institutional Outcomes
Provide innovation monies to
implement “Learning for the 21st
Century” initiatives with a focus
on interdisciplinary studies, the 1styear experience, portfolios and
enhanced advising, the science of
learning, community-based
learning, and global/multicultural
opportunities.
b. Complete the accreditation process
for an undergraduate degree in
Clinical Laboratory Sciences.
c. Develop plans for a Masters in
Composites Engineering.
d. Prepare proposals for the
establishment of an EdD in
International and Community
Leadership and a Doctorate of
Nursing practice.
e. Complete design and
implementation of a PostBaccalaureate Teacher Licensure
Collaborative.
f. Introduce a second annual cycle of
admissions to nursing and expand
our capacity by 40%.
g. Introduce a portfolio of special
certification programs in high need
a.
Actual Institutional Outcomes
a. See attachment labeled Learning for
the 21st Century mid-year update.
b. CLS team in Biology continues to
develop the accreditation materials;
funding has been received through
CIHSEP in support of the current
phase of work.
c. Engineering Department faculty
continue work on the vision and
plans with respect to the fit of
programs with needs of industry
partners.
d. Exploration of EdD continued.
e. Program design and implementation
completed. Six students are
currently enrolled.
f. Completed first cohort of graduates
on 12/06 as planned resulting in 50
new graduates yearly.
h. The new Applied Computer Science
Option includes a Bioinformatics
track. Ongoing discussion of
potential for additional biosciences
areas of nursing practice,
beginning with critical care
nursing.
h. Continue to develop programming
in Rochester including the design
and implementation of integrative
student services for all students
who study at UCR. Introduce new
degree programs and tracks as
needed in Rochester
(bioinformatics track in the BS in
Computer Science, etc).
i. Explore new opportunities for
collaboration with the University
of Minnesota in health sciences
and select one or more areas for
further development.
j. Explore new opportunities for
educational collaboration with one
or more MnSCU two-year
institutions and begin
implementation.
k. Continue to develop the River
Studies Program and cooperate
with UW-Lacrosse and other
institutions in developing a joint
model for the study of the Upper
Mississippi.
l. Continue to develop the National
Child Protection Training Center
and a curriculum for child
advocacy and child protection.
m. Obtain accreditation for Early
Childhood Daycare Program
Institutional Goal
2. Provide opportunities and experiences that instill global competencies and learning
opportunities that will make a difference in improving our world.
Projected Institutional Outcomes
Design and implement campus
initiatives that offer opportunities
to experience different cultures and
to participate in learning
experiences that raise individual
and collective global
consciousness.
b. Leverage our resources and
connections in Rochester in order
to serve, and learn from, diverse,
underrepresented and under-served
populations.
c. Expand and enhance Institutional
emphasis on International
a.
programs to be offered
cooperatively in Rochester.
i. WSU is collaborating with the
Center for Allied Health Programs.
Activities have included joint
program and curriculum
development in the areas of O.T.
and CLS. Additionally, k-12
collaborative outreach efforts are
being discussed. A shared learning
platform is also in the testing phase.
j. Continuing exploration of
biosciences programmatic
collaborations, joint curricular SEM
development, and potential for
collaborative programs in STEM
and STEM teaching with both
RCTC and Normandale CC.
k. Current discussion of expanded,
jointly supported research and
student internship programs with the
USGS laboratory in LaCrosse, WI.
Actual Institutional Outcomes
a. Approx 9 well-attended
International/Cultural Dinner Events
held in 06/07, Lyceum & Cultural
Diversity speakers series brought in
approximately 6
speakers/consultants to address the
issue of Inclusiveness; Cultural
Diversity has a series of 4 webinars
planned for spring 07
b. Embarked on strategic partnership
with Rochester Boys and Girls Club.
Partnership has resulted in curricular
program needs assessment &
d.
e.
f.
g.
h.
i.
Programming.
Develop institutional relationships
in the Middle East, beginning with
Egypt.
Integrate the international
programs (Global Studies, Study
Abroad, Exchange Programs, and
Travel Study) and strengthen their
capacity for collaboration.
Increase attention to international
issues in SE Minnesota (including
Rochester).
Expand the travel study program to
new parts of the world.
Expand the international facultyin-residence program.
Increase the number of
international students beginning in
FY 07.
delivery to a youth membership of
over 300 youth from very diverse
and under-served populations. At
present, faculty and students from
the Departments of Counselor
Education and Elementary
Education are facilitating curriculum
that addresses: reading skills
development, character and self
esteem development, and
job/workforce readiness.
Increased WSU’s participation and
leadership in “College is Possible”A free and active half day college
planning event co-sponsored by the
American Association &
Universities Women, Olmsted
County Youth Commission, and
Rochester Community & Technical
College, that serves to educate high
school students and their parents,
from historically under-served and
underrepresented, diverse
populations on how to successfully
enter college, and once there,
succeed at graduating with a college
degree.
Expanded WSU’s connection and
engagement with Diversity Council
of Rochester through influencing
and shaping hiring decisions for
Diversity Council’s current Director
of Education position vacancy.
New Multicultural Foundations
Course attained A2C2 approval in
Fall 2006. The course was designed
in Summer 2005, and implemented
in Fall 2005. As of December 2006,
a total of 34 students have been
enrolled.
Through advisory/leadership role in
CIHSEP/K-12 Study Group, design
stage for summer programs that
target underrepresented SE MN K12 students, to increase their
awareness of health care career
opportunities, begins in February
07; Pilot/model completed by
April/May 2007; Implementation of
first summer program in June 2007
at Boys and Girls Club.
Design stage completed for one
customized diversity faculty/staff
workshop in partnership with
Diversity Council, RCTC, and the
University of Minnesota-Rochester
that addresses the power of
competent cross-cultural
communication skills in our work as
educators in the 21st century.
Workshop’s implementation and
assessment phases will be
completed in April 2007.
c. In the restructuring of the
university, a position (Dean of
International Studies) was created to
manage and oversee the Study
Abroad Program, the Travel Study
Program, and International Student
Services. With the creation of this
position, there has been an expanded
emphasis on international
programming.
d. Following a site visit to Cairo,
Egypt, last spring, a memorandum
of agreement was developed with
October 6 University and a formal
agreement was developed between
WSU and Misr International
University. Faculty members from
the English Department and the
Mass Communications Department
will be traveling to Misr University
during the spring semester for
further collaborative efforts.
e. The director of the Study Abroad
Program is now part of International
Student Services, which is a natural
integration. A new study abroad
agreement has been signed with
INTI University in Hong Kong.
Additional collaborations are being
explored in Australia, Norway,
Sweden, and South Korea.
f. In cooperation with Yogesh Grover,
WSU Global Studies Department,
co-hosting one presentation on
Israeli occupation in Palestine at
WSU-RC is currently in the
discussion phase. The presentation
is designed to increase the Rochester
Community’s awareness about
International issues. Currently,
community connections/targets for
this event under consideration for
co-sponsorship are: The Rochester
Islamic Center & Somali Cultural
Center.
WSU-RC’s community partnership
with The Rochester Intercultural
Mutual Assistance Association
(IMAA) is ongoing in its second
year supporting events that educate,
foster mutual understanding, and
provide a forum for public
discourse on global and domestic
multicultural issues.
g. Travel study programs were
expanded during the academic year
to include courses to Tanzania,
London (Nursing), and Shanghai.
New courses have been proposed for
Alabama and India, also. Thus far,
the number of programs and the
number of students participating in
the programs have exceeded the
numbers last year. At this time,
students still have the opportunity to
enroll in several of the travel study
courses.
h. In the College of Business, hosted a
year-long visit by a Chinese scholar
who has offered a "Doing Business
in China" course twice.
Institutional Goal
3. Develop the infrastructure that supports a culture of change and innovation and that
demonstrates new ways of working together to provide an environment that supports and
a.
Projected Institutional Outcomes
Continue to implement the
competitive process for
Actual Institutional Outcomes
b. Joint Career Services/Outreach
coordinator has been hired in
sustains scholarly excellence and outstanding student experiences.
b.
c.
d.
e.
f.
g.
h.
i.
distributing L21 grants and fully
incorporate rigorous evaluation
and assessment into the design of
funded projects. Begin review of
early results.
Enhance Career Development
services and integrate planning into
individual portfolios beginning in
the first year. Recruit new
personnel.
Design holistic Wellness initiatives
from which students can integrate
customized information into their
portfolios beginning in the first
year and enhance current
counseling services.
Complete the plans for Interactive
Academic Services (IAS) and
implement sections of the plan
while awaiting the renovation of
Maxwell to provide space that will
allow completion of the
integration.
Create a strategic planning and
budget process and implement in
FY 07
Begin to use data generated by the
office of institutional research to
assess institutional progress and to
support the distribution of
resources.
Review and streamline core
campus operations beginning with
the recruitment and hiring of
faculty and staff and begin
implementation of the
recommendations of the HR Study
Group.
Conduct first pilot cohort of a
Leadership Academy for the 21st
Century with a focus on transfer
programs and new educational
collaborations with two-year
institutions. Plan to begin
implementation
of recommendations in 07.
Recruit a Dean of Graduate
Education & University Planning
and Research and introduce a new
infrastructure based on the Boyer
Rochester
h. The Leadership Academy model was
replicated in Rochester to analyze
students transferring across all UCR
partners. They have completed
phase one of their work and are now
creating small work teams to
address issues.
A co-hort group from Winona State,
MN State College Southeast
Technical and Inver Hills
Community College participated in
the Pilot Session of Leadership in
the 21st Century Leadership
Academy during the spring of 06.
Their work focused on transfer
issues and the expansions ion of
educational partnerships with twoyear institutions. A smaller group
continued to focus on the
implementation phase during the
Fall 07 semester. In addition a
second Leadership Academy group
began and completed the research
phase focused on advising of
students in transition.
Institutional Goal
4. Create a learning environment that promotes active learning, interdisciplinary
collaboration, and new ways to work together.
.
model of scholarship to support
practical research.
j. Increase the number of students
who participate in undergraduate
research experiences that address
campus and community needs.
k. Expand Advancement and prepare
for a capital campaign including the
development of a prospect pool and the
completion of a feasibility study.
Projected Institutional Outcomes
a. Work with the community to codesign the concept of using the
region as a “living laboratory” –
creating field stations that provide
opportunities to study nature,
history, culture, environmental
impact, and other elements of our
place.
b. Increase WSU's engagement with
the community in the areas of
education, entrepreneurship, health
care and neighborhood and
community development.
c. Continue work with community
partners on sustainability and
energy issues.
d. Provide opportunities for students
to learn about civic engagement
and civic responsibility by directly
serving the needs of our
community.
e. Work with the city of Winona to
revise the community master plan
and develop a universitycommunity strategy for developing
student housing at WSU.
f. Continue to develop campus
initiatives that support new ways to
work together internally.
g. Continue to work with regional
partners on offering cultural events
such as the Shakespeare Festival,
Earth Day and the Frozen River
Film Festival.
h. Work with the City and the County
on all hazards planning and clarify
the role of WSU in supporting a
joint strategy for emergency
response.
Actual Institutional Outcomes
a. Center for Mississippi River Studies
continues.
New cooperative positions with local
companies being designed.
b. $126,000. ClearWay grant to
research smoking behaviors,
attitudes, knowledge of 18 – 24
YO’s in the workplace (specifically
manufacturing/production sites in
Winona County) includes funds to
pay for 8 WSU undergraduate
fellowships who will assist with the
research
The Fitness facility has local grant
money ($60,000. from Morey Miller
Foundation) to provide fitness,
strength and conditioning training to
middle & high school students
(public and private) – 8 WSU
student-workers and 2 GA’s work
with this program.
WSU Fitness and Health collaborate
with MnSE Tech by providing
services for their students and
providing experiential learning site
for the Massage Therapy students.
We continue to explore additional
academic and service collaborations.
c. Hosted the first Energy Summit for
region.
WSU Is a contributing partner to the
county's first wind turbine project.
i.
In collaboration with the local city
and county governments and the
Winona County Red Cross, update
the WSU Emergency Response
Plan.
j. Complete an all hazards plan and
implement staff training schedule.
k. Provide leadership development
programs through Winona State's
Leadership Institute.
l. Provide Continuing
Education/Customized Training –
collaboration and educational
offerings based upon community
and business needs assessment of
the Winona Area Chamber.
m. Establish a Coordinating Business
over Coffee series in a partnership
with SE Tech to offer educational
programs to meet the needs of
business, community, and industry.
n. See Strategic Direction Three for
other examples.
WSU has been selected as the site
for the next National Conference on
the North American Prairie and
preparations are in full gear.
e. Continue work with the Downtown
Revitalization Committee comprised
of city employees and downtown
business owners to increase local
trade and tourism in the city
downtown business district. A draft
plan is under review addressing
accessibility, traffic flow, parking,
general aesthetics, redevelopment of
a public river park and development
of a corridor connecting to WSU.
f.1. HR is implementing an electronic
search process that will streamline
the recruitment process enhancing
WSU’s responsive to tight
employment markets. Expected date
of implantation April 2007.
f.2. Security, Safety and HR teams
collaborate in common areas of
oversight such as OSHA
compliance, Workers’
Compensation and Emergency
Operation Planning thereby
increasing efficiency and
effectiveness.
f.3. WSU staff from Rochester and
Winona campuses meet monthly
with RCTC staff to discuss
emergency response planning
initiatives.
h. WSU reps. continue to serve on the
Winona Red Cross and work with
the Winona County Disaster
Response (WCDR) team. WSU
reps. participated with the WCDR
table- top pandemic planning, and
will work with the county regarding
a community-wide mock disaster
exercise.
i.
Winona County Disaster Response
Director, Director of Public Health
Director and the Winona County
Red Cross Emergency Response
Director reviewed and provided
input into the WSU Influenza
Response Plan and will continue to
work with us regarding our
Emergency Operation Planning.
j. WSU Emergency Procedures
reference chart has been revised
with input from the Winona City
Police Department and Winona
County Disaster Response Director
and has been distributed and posted.
Includes revisions of the following
protocols: Gas Leaks, Utility
Failure, Train Derailments,
Explosions, Hazardous Materials,
Fire Procedures, Evacuations,
medical Emergencies, Suspicious
packages/MIL, Bomb Threats,
Violent Behaviors, Severe
Weather/University Closing,
Terrorism, and Resources (which
include federal, state and local
agencies and their websites).
WSU EOP Director, Director and
Assistant Director of Security have
completed IS 700 and IS 800
courses. Security staff have all
completed IS 100 and IS 200. All
Security staff are CPR certified and
completed AED training.
Employees from Safety, Security
and HR continue to attend MN
HSEM and training sessions.
An EOP/Incident Command System
has been drafted to be reviewed by
the WSU Emergency Response
Task Force. WSU community will
be encouraged to complete the
IS100 and IS200 FEMA classes.
The Task Force and meets
twice/month. An employee training
program is under development and
will include links to Mn HSEM and
IS 100 and IS 200 FEMA courses.
The WSU Emergency Response
website will be active March 2007,
and will include links to state and
federal resources as well as FEMA
training.
A WSU pandemic table- top
exercise is scheduled for 2/28/07.
Members of the Winona County
Disaster Response Team are invited
to render feed-back.
k. Continuing to provide lean training
and consulting with area businesses,
particularly in the area of healthcare
and manufacturing.
l. Continuing work with area
companies to assess training needs
particularly for leadership groups
and for supervisors.
Institutional Goal
5. Prepare the University and our students for the 21st Century
Projected Institutional Outcomes
New outcomes to be designed for this
new goal.
Actual Institutional Outcomes
KEY GOALS: SETTING MEASURES
System Goals with Targets *
Projected Institutional Target
Actual Institutional Result
GOAL 1. Improve participation and
success.
- Improve the fall 2011 retention
rate for fall 2010 entering
students by 4.3 percent.
- Improve the fall 2007 success rate
for fall 2006 entering students of
color by 1.0 percent.
STUDENT SUCCESS
Improve Fall 06 to Spring 07 retention
for students entering in Fall 06
(disaggregated by race, ethnicity,
gender and first generation)
Fall 2011 Retention of 69.9% from current rate of 69%.
1.
2.
Identify an Enrollment Management administrator.
Establish centralized location for collecting data on
outcomes of each program.
a. Develop comparisons for program cohort and
general NEF cohort.
b. Track new initiatives to correspond with changing
student success rates.
3. Design and implement alternative methodologies for tracking
student progress and success.
Create feedback loop to inform university of progress.
STUDENT SUCCESS
Improve Fall 06 to Spring 07 retention for students entering in Fall
06 (disaggregated by race, ethnicity, gender and first generation)
Expand existing programs and implement new programs as
identified in System Goal 1.
Examples:
 Retooling Your Skills Workshops (Collaborative project
among a number of student affairs depts. and athletics)
 Athletic Pilot Project – Lifeskills Program (approx 30 of
our students of color are athletes)
 Academic Progress Reporting System (online) Pilot
program for 2007FY involving students of color, athletics
and students in our TRIO program
 Peer Tutoring Program (Pilot Project)
 Cultural Diversity Director & Assist Dir advise students
 Family Ties Wk-End fall 2006 for first time, approx 72
total participants (38 students)
 ‘Wellness Coach’ program (pilot program) for students
with disabilities (10 ‘pairs’ of Exercise Science Majors
matched with a student with a disability)
 Inclusive Excellence Initiatives co-sponsored by different
depts. (College of Nursing & Health Science, College of
Ed) including Dept of Cultural Diversity:
- Speakers Series – Jeffrey Milem, Alma ClaytonPederson, Sharon Parker, Julio Rodriquez, Anton Reece,
Esther Peralez, Whitney Harris
- Inclusive Excellence Learning Community
 Implementation of Exit Interviews (pilot program just
started this fall)
Proposed New Initiatives:
 Peer Mentoring Program
 Safe to Relate program brought to campus to consult with
all of the constituencies re: campus climate
 Send interdisciplinary team to Interculture Development
Center @ U of MN
 Residential College First Year Experience – Native
People of the Land
 Explore avenues for increasing scholarships
WSU Dashboard (available late February)—Part of Open
Notebook
a. Retention comparisons by:
 College
 Transfer vs. Non-Transfer
 Academic Ability (GPA)
 Gender
 Ethnicity
GOAL 2. Demonstrate high quality in
all educational programs.
- Increase the percentage of students
enrolled in college level science,
technology,
engineering,
or
mathematics courses by 2.9 percent,
from 2005-2009.
- Increase the number of secondary
teachers prepared for licensure in
math and science by 115 percent
between fiscal years 2005 and 2011.
S.T.E.M.
Increase the number of students
enrolled in STEM courses
Increased graduates in STEM fields
by 2010
WSU has recently seen an increase (10%) in enrollment in STEM
majors in the past two years due to the completion of a state of the
art science laboratory facility. The renovation of Pasteur Hall will
be finished in August 2006—this will complete the science complex
at WSU first envisioned eight years ago. The new facilities have
already begun to make a difference.
We have had an increase in the number of students enrolled in
STEM courses because there have been more science majors but also
because we are designing integrative science/humanities/social
sciences courses. Many L21 (referenced above) courses have been
purposefully designed to be interdisciplinary between STEM
departments and education and the College of Liberal Arts, based on
the understanding that science is also a liberal art. Courses such as
Forensic Sciences, Drawing for the Sciences, and Investigative
Science have been successful pilots. Students are “taking” more
science in theses cross-disciplinary courses and seminars.
In order to continue this trend, we will implement strategies to
increase graduates in STEM fields (including the important science
and math teaching majors) by 3% every year up to 2010 and will
continue to develop integrative liberal arts courses that include
significant science content and application.
We will focus on attracting more students to the STEM fields by:
1. Continuing to design more innovative interdisciplinary courses
that focus on the STEM fields;
2. integrating the study and solving of real problems (local to
global) into the curriculum—beginning with the freshman
experience;
3. offering unique masters programs that target emerging fields
such as nanotechnology, bioinformatics, and clinical lab
specialties;
4. making a concerted effort to form articulation agreements with
our 2-year partners—targeting new technology and science
fields, and education, and students that will add diversity to our
community; and,
designing special programs for K-12 that (a) provide professional
development for in-service teachers of math and science, and (b) will
attract K-12 students to discover the wonder of the STEM fields and
society’s need for graduates in the STEM disciplines.
In October, the College of Science & Engineering hosted a
demonstration table at the Governor’s STEM Exhibition held at
the Minnesota Science Museum. Additionally, WSU sent a
leadership team to participate in the recent STEM Teaching
Forum, sponsored by the Minnesota Department of Education,
which was held in Rochester.
The College of Science & Engineering has completed and
submitted a Case Study Report to Project Kaleidoscope, which
reports upon a vast array of programs designed to support one or
more of the goals of undergraduate research, interdisciplinary
programming, and science for all. The Case Study will be
followed up in March by an on-campus visit by a PKAL
leadership team.
An Investigative Science Advisory Team is currently planning the
expansion of coursework in Investigative Science for Elementary
Education majors. Results of student performance in these classes
have been quantified via the Lawson Test, showing a 1-1.5 point
gain in student pre- and post-tests.
An SEM Design and Evaluation Team is beginning work to
develop and test curricular applications of a beta-version table top
SEM provided to WSU through an agreement with FEI. Future
work includes collaborations with area science teachers and
potential partnerships with RCTC and Normandale CC.
A course in Interpretive Dance & Geoscience is being offered
Spring 2007, continuing a focus on the science-for-all theme.
The newly installed flume is allowing for the beginnings of
research studies, student projects, and a currently offered
independent study course.
New forms of partnership within Winona Area Schools, member
institutes in RAMSP, CIHSEP, and RCTC continue to be explored
in both biosciences and STEM teaching. A recently submitted
COPE grant would provide funding for increased activity in the
direction of 5-12 STEM teaching programs.
GOAL 3.1. Meet economic
development needs.
- Increase the number of students
enrolled in online courses by 59.7
percent between fiscal years 2005
and 2009.
- Increase the number of students
enrolled in customized training
courses by 10.5 percent between
fiscal years 2005 and 2009.
- Increase the number of continuing
education students aged 25 to 44
by 7.4 percent between fiscal
years 2005 and 2009.
Align with system goals. Optimize opportunities, quality, and
corresponding enrollments.
Enrollment in online only (Media Code 03) courses increased
from 115 students in the Spring 2006 term to 465 in the Spring
2007 term, an increase of 350 students. Spring 2007 offerings
include courses in Nursing, Business Education, Management,
Educational Leadership, and Physical Education.
WSU participated in the Noel-Levitz Priority Survey for Online
Learners in Spring 2006. The assessment revealed strong
satisfaction ratings by WSU online learners in the areas of studentinstructor interaction and technical support. WSU participated in
the PSOL again in the Spring 2007 term and is awaiting the
results.
For customized training courses:
The number of Learners in Open Enrollment has increased from
282 in 2002 to 609 in 2006.
Continuing Ed: For all courses (not age limited)
Total headcount has increased by 60% from 2002 to 2006.
GOAL 4.1. Build organizational
capacity for change.
- Measure increased availability
and reliability of the information
technology infrastructure and
maintain at 99.9 percent.
Align with system goals.
There was an increase in active Desire2Learn (D2L) courses from
158 in the Spring 2006 term to 714 in the Spring 2007 term.
Thus far in FY 07, approximately two-thirds of active WSU
faculty and staff have visited the WSU eLearning Center and
received support in their application of technology to teaching and
learning.
WSU established a partnership with Atomic Learning, a
technology training company that resulted in campus-wide access
to a library of over 15,000 online training modules related to the
use of various software titles. These movies are being used by
instructors, staff, and students, as an alternative and supplement to
traditional support.
WSU is engaged in a collaborative open online course
development project with the Monterey Institute for Technology
and Education that will result in access to an online General
Psychology course as part of the National Repository of Online
Courses and the development of our capacity to engage in the
social authoring and sharing of open, online educational resources.
GOAL 4.3. Reward and support
institutions, administrators, faculty and
staff for innovations that advance
excellence and efficiency.
- (System target to be established in
fiscal year 2008).
In design.
This goal is part of restructuring plan.
Several ongoing projects have been initiated such as Retention
Study, Human Resources tracking study, and participation in
IPESL.
ADDITIONAL OVERALL
TARGETS.
- Increase institution support from
public sources by $7.6 million
between fiscal years 2006 and
2010.
- Increase institution/foundation
support from private sources by
$9.5 million between fiscal years
2006 and 2010.
- Increase the alumni participation
rate to 7.4 percent in fiscal year
2011 from 4.6 percent in fiscal
year 2005.
1.
Continue actively searching for several fund raising staff to
replace vacancies in a very tight competitive market.
1.
Very fortunate to hire two experienced fund raisers. One
vacancy remains.
2.
Design capital campaign.
2.
We are in Initial stages of our first campaign
3.
Enhance the alumni experience, including participation
rates.
3.
A comprehensive plan is under development to increase
alumni participation in giving/using best practices.
* Overall system targets have not yet been set
FUTURES PLANNING
As you look to 2010 and beyond, what major directions or changes do you anticipate in facilities, human resources, students, mission, program or technological
priorities? Be brief.
2010 and Beyond:

FACILITIES

HUMAN RESOURCES

STUDENTS

MISSION

ACADEMIC PROGRAMS
WSU’s master plan includes planning for:
 Construction of a 200 bed residence hall;
 Construction of a Wellness Center;
 Remodeling of space in Maxwell Hall to allow the housing of academic student service in one location; the establishment of a
corridor connecting East Lake property to the Main Campus which may include the development of a “College Town” concept.
The University plans to purchase properties within its master plan boundaries as they become available.
 Construction of a College of Business building
 Establish relationships with historically black colleges and universities, tribal colleges and other institutions of higher education
for visiting faculty of color.
 Develop opportunities for WSU faculty to teach at historically black colleges and universities and tribal colleges.
 Become an employer of choice in SE Minnesota for persons of color.
 Successfully recruit and develop a new generation of faculty and staff as our current employees begin to retire in larger numbers.
Increase enrollment in transfer students, co-enrollment programs, summer courses and programs.
First year retention rate will exceed 80% by 2010 and 6-year graduation rates will reach 56%.
Grow our graduate level programs and introduce
Success in the 21st century requires adaptive skills – the ability to apply knowledge in new settings and in new ways to unexpected and
new questions. Success for an individual or for a university in the 21 st century will depend on our ability to find good solutions to
complex and ever-changing problems. Our vision is to make the university itself a working model of scholarship in action and
contemporary democracy – in order fulfill our mission of “A community of learners dedicated to improving our world”.
Design and expand graduate programs to significantly increase our graduate enrollment.
Increase in interdisciplinary scholarship and research.
Significant increase in academically-related work experiences and community-based learning.

TECHNOLOGY
The institutional goal is to maintain its reputation as a nationally recognized leader in applying new and emerging technology to
curriculum. WSU has one of the largest Tablet PC installations in higher education and is continuing to build the infrastructure and to
pursue projects and partnerships that will help us realize that goal. Adoption of laptops and tablets into the curriculum continues to grow
each year as the result of making a concentrated effort to enable faculty to utilize technology within their teaching environments.
Partnerships, as well as providing a rich technological environment, continue to be foremost on our list. Established and emerging
partnerships include vendors such as Gateway and Apple as well as collaboration with other institutions such as our local K-12 school
district and RCTC.
Judith A. Ramaley, President
Date: June 30, 2007