New strategic framework underscores UW-Madison’s pursuit for improvement
The university released its new five-year strategic framework that lists current initiatives and goals to be improve UW-Madison’s standing and overall experience.Image By: Leah Voskuil
UW-Madison unveiled its new strategic framework for the 2020-’25 school years, aiming to build upon past successes and facilitate the continued growth of the university.
“We want the University of Wisconsin-Madison to be a model public university in the 21st century, fulfilling our responsibilities for excellence in teaching and researching, acting as a responsible community that serves students, staff and faculty well, while also reaching out to the state and nation to enhance quality of life and fulfill the Wisconsin Idea,” Chancellor Rebecca Blank said in blog.
The strategic plan identified five overarching priority areas the university wished to improve and provided in-depth examples of initiatives the UW-Madison has undertaken to achieve the goals.
UW-Madison also encouraged its individual schools, colleges and departments to use the university’s framework as a template to expand upon.
“This plan is specific enough to give clear direction on the issues we plan to work on in the years ahead and how we want to get there,” Blank said. “But it’s also broad enough to allow almost all units to use the framework to develop specific plans for their unit to integrate with this larger plan.”
In promoting excellence in teaching and educational achievement, the university will strive to strengthen educational outcomes and career development through continued initiatives such as First-Year Interest Groups designed for incoming students and SuccessWorks, which helps students prepare for jobs and internships.
The university also said it plans to increase educational programming in high student demand areas, expand overall access to a UW-Madison education through outreach and financial programs and grow its faculty and staff teaching proficiency.
Goals related to continued excellence in Research and Scholarship include increasing the university’s research apparatus and to provide a modern research environment capable of fostering innovation and interdisciplinary projects.
UW-Madison also intends to maintain the strength and competitiveness of its graduate and professional programs, through its continued investment in graduate assistants and Graduate Research Scholar Communities, for example.
To fulfill the Wisconsin Idea, the university said it would engage with communities to provide meaningful social, cultural and economic impact in Wisconsin and beyond through programs like DreamUp Wisconsin, which funds local initiatives to increase the net income of 10,000 Dane County families.
Other objectives include promoting similar innovative and economic development and sharing the school’s benefits within Wisconsin and across its borders.
In supporting a vibrant campus community, UW-Madison pledged to provide a safe, inclusive and healthy atmosphere that promotes academic success and physical wellbeing.
The university will also seek to enhance the development of its students by combining classroom lessons to the values UW-Madison upholds. The framework also said the university will increase its staff among faculty, staff and the student body to create a welcoming and empowered community.
Pre-existing initiatives include UW’s Precollege Enrichment Opportunity Program for Learning Excellence Program which assists low-income and first-generation college students and UW’s study abroad enrollment, which ranks No. 2 in semester-long program participation.
Institutionally, in becoming a high performing organization, UW-Madison aims to strengthen its financial performance, grow revenues while controlling costs and allocating money to strategic priorities.
The university’s All Ways Forward Campaign saw more than 200,000 alumni donate around $3 billion, which UW-Madison has used to finance scholarships, create and retain teaching positions and build up-to-date facilities.
Deepening relationships with key partners and stakeholders in maintaining the university’s commitment to shared governance and practicing sustainability and environmental responsibility were other objectives mentioned.
While UW-Madison outlined an exhaustive of its goals, Blank said implementing them and reaping the benefits will be the ultimate measure of success.
“The strategic plan is just the blueprint,” Blank said. “The work of turning that blueprint into a reality is what we must engage in every day.”Subscribe to The Daily Cardinal Newsletter