KNOWLEDGE POWERS WISCONSIN’S FUTURE UW-STEVENS POINT

Annual Accountability Report, 2013-14

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Status At-A-Glance

Core Strategy 1: Prepare Students 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.

Core Strategy 2: More Graduates 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.

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 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.

Core Strategy 5: Resources 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 6: Operational Excellence 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 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.

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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 National Master’s

High Impact Practices: First-Year Students Learning communities 9% 19%* 16%* Service learning 33% 37%* 38%* High Impact Practices: Seniors Research with faculty 22% 19%* 16%* Service learning 51% 46%* 50% Internship 58% 48%* 46%* Senior experience 29% 30% 29% Critical Thinking: Seniors Thinking critically 87% 86% 87% Application of theories 83% 81% 81% Analyzing ideas 84% 86% 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.

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 2012-13, 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.

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.

• 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 Sections Students Spring 2011 (pilot) 12 221 Fall 2011 24 464 Fall 2012 and Spring 2013 27 486 Fall 2013 and Spring 2014 39 771

• 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.

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.

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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

2008 2012 2013 # % # % # %

African American 106 1% 131 1% 165 2% American Indian 63 1% 45 <1% 49 1% Southeast Asian 138 2% 143 1% 157 2% Other Asian American 61 1% 57 1% 62 1% Hawaiian/Pacific Is. 4 <1% 10 <1% 8 <1% Hispanic/Latino(a) 119 1% 234 2% 274 3% Two or More Races 34 <1% 164 2% 173 2% White 8,323 91% 8,673 90% 8,552 89% Unknown 142 2% 48 <1% 27 <1% International 173 2% 172 2% 176 2% URM* 453 5% 676 7% 773 8% Transfer Students 630 737 753 Total Headcount 9,163 9,677 9,643 More Graduates Plan 9,413 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.

• Success and progress rates in the chart below show the percent of students who graduate with a bachelor’s degree, or are still enrolled, within four and six years of entering UW-Stevens Point.

Success and Progress Rates for UW-Stevens Point, Fall 2007 Cohort

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.

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

Year Students Tutored Courses Faculty Peer

Tutors

Total Student Contact

08-09 1,801 263 289 156 15,794 09-10 1,801 325 310 176 16,761 10-11 2,059 324 318 193 19,737 11-12 2,248 378 277 192 21,875 12-13 2,897 350 319 198 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 high-impact 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.

89%

84%

84%

82%

4 Years Later

6 Years Later

4 Years Later

6 Years Later

Graduated fromUW-Stevens Point

Graduated atAnother Institut ion

Sti ll Enrolled atUW-Stevens Point

Sti ll Enrolled atAnother Institut ion

First Time Full-Time Students

First Time Transfer Students

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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 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.

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%

1New race/ethnicity categories were implemented in 2008. 2Underrepresented 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.

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.

Status of the Equity Gap 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

Closing the Equity Gap in Graduation Rates at UW-Stevens Point

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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.

• 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.

• 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.

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1972-76 1977-81 1982-86 1987-91 1992-96 1997-01 2002-06 2007-11

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UWSP percent of STEM UWSP percent of Total

STEM Doctorates of UW-Stevens Point Alumni

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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 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

UW-Stevens Point National Master’s

Community service or volunteer work 64% 58%* 55%*

Community-based course project or service learning project 51% 46%* 50%

Voting in local, state or national elections 47% 33%* 34%*

*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 Our institutional values of community engagement are illustrated through ample community service and service-learning 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.

• 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.

• 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.

• 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.

• 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.

• 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 art-related education and promoting the use of the museum for performing and fine arts.

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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 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.

UW-Stevens Point Faculty and Staff of Color Percent of Each Employment Category, Fall 2013

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

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 UW-Stevens Point Foundation has provided increasing and valuable support.

Fiscal Year Gifts Received 2008 $1,727,493 2009 $2,879,364 2010 $1,661,972 2011 $1,563,660 2012 $2,208,925

UWSP 5-YR AVG 2008-2013 $2,008,283 2013 $2,187,924

• The number of gifts from parents of students has increased by nearly 700 in the last year.

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

• 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.

9.7%

8.0%

6.3%

4.7% 4.4%3.8%

6.6%

Faculty IAS Non-IAS Admin. Classified Grad Asst. Total

African American American Indian Asian AmericanHawaiian/Pacific Is. Hispanic/Latino(a) Two or More Races

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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

• Keeping administrative spending low allows UW-Stevens Point to concentrate resources on instruction and other student-related 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.

• 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.

Additional UW-Stevens Point Indicators • UW-Stevens Point - Student Based Food Service Operations:

This year UW-Stevens Point passed the five year mark of self-operated 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

• 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.

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Education &Research

Operations Planning,Administration &

Engagement

STARS Average Category Scores

All STARS Rated Institutions UW-Stevens Point

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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 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.

• 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 Partner Institutions Master of Business Administration (MBA) OSH Doctor of Audiology MSN BS in Health and Wellness Management LAC, RVF, SUP, EXT* BS in Health Information Management and Technology GBY, LAC**,PKS, EXT*

Dual Degree - BS in Paper Science and Engineering (STP), Paper & Packaging (Munchen), Pulp & Paper Technology (TAMK), Paper Machine Technology (JAMK)

NC State Univ., Univ. of Applied Science, Munchen (Germany), Univ. of Applied Sciences, Tampere (Finland), Jyvaskyla Univ. of Applied Science (Finland)

BA/BS in Business Administration UW-Marathon Co.

BA/BS in American Studies

UW Colleges- Fond du Lac, Fox Valley, Marathon Co., Marinette, Marshfield

Bachelor of Applied Arts and Science (BAAS) UW-Marshfield 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

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.

Reported UWSP Partnerships 2012-13 Business or organizations hosting co-op or internship students 462

Organizations in service-learning community-based research, or volunteer partnerships 301

Businesses organizations receiving business development assistance 191

Businesses or organizations hosting clinical, legal or social work placements 89

Schools hosting student teachers 247 Total Reported Partnerships 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.

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 RN-trained nurses throughout Central and Northern Wisconsin to seek further professional development.

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/

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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.

UW-STEVENS POINT Accountability Reports can be found at http://www.uwsa.edu/opar/accountability/

UW-STEVENS POINT