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A–3 STANDING COMMITTEES Academic and Student Affairs Committee
A–3/211-17 11/9/17
UW Tacoma Strategic Plan and Academic Plan INFORMATION ITEM Following a brief introduction from the Chancellor, the Regents will hear a concise presentation about the first year implementation of the UW Tacoma Strategic Plan, Charting Our Course, and how it drives the campus sustainable academic and financial plans and undergirds the student experience. This item is for information only. BACKGROUND UW Tacoma Strategic Plan, Charting Our Course: 2016-2021, is a beginning, a guidepost and a call to action that was co-created by a campus and community intent on advancing the shared mission of UW Tacoma through defining and embracing the shared vision for its future.
Charting Our Course successfully captures the hopes and aspirations for the next 25 years for UW Tacoma and sets the course for the first five years towards achieving those aspirations. It not only builds on the campus’s past, but also articulates a bold new shared vision and mission for the future. This plan was honed through dozens of meetings, forums, surveys, and discussions with input from more than 1,100 individuals internal and external to UW and UW Tacoma.
The plan sharpens the campus’s focus on:
• UW Tacoma’s compelling urban-serving mission • Passion for access as the central value of UW Tacoma • A commitment to meaningful, measurable results
This focus is articulated through six strategic priorities:
1. Students 2. Communities 3. Scholarship 4. Equity 5. Culture 6. Growth
STANDING COMMITTEES Academic and Student Affairs Committee UW Tacoma Strategic Plan and Academic Plan (continued p. 2)
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The plan lays out clear Impact Goals, each with accompanying success indicators that will help gauge progress in each of the six strategic priorities.
In the first year of plan implementation, ten initiatives were selected by a cross-campus committee to be funded and supported by a Strategic Initiative Fund. They include a project to deepen and connect community engagement infrastructure, a publicly engaged scholarship fund, and programs to provide broader access to global learning. More information about these initiatives can be found here: https://www.tacoma.uw.edu/strategic-planning/2017-sif-allocations. The newly created Office of Strategy and Assessment is establishing a series of measures to assess the indicators of success described in the plan. The result will be a publicly-available campus snapshot that describes progress towards the goals in Charting Our Course. After providing a brief overview of the process and progress of the first year plan implementation, a short preview of the year two priorities will be presented. The major focus for year two will include conducting a comprehensive academic plan integrated with a concurrent sustainable financial planning process. Academic Planning The University of Washington Tacoma faculty is beginning work on an academic planning process to strengthen existing degree offerings and to identify and prioritize new degree opportunities. The planning process, developed collaboratively by leaders in faculty governance and academic administration, will take place throughout the 2017-2018 academic year. The academic plan will build on the strategic plan that was completed in late 2016 and will be aligned with the impact goals established for students, scholarship, communities, diversity, culture and growth. Academic planning will begin in autumn quarter with a comprehensive review of all degree plans based on the following criteria.
1. Alignment with Mission and Strategic Plan 2. Program productivity 3. Internal and community demand 4. Program quality 5. Human, physical and technical resources 6. Future potential
STANDING COMMITTEES Academic and Student Affairs Committee UW Tacoma Strategic Plan and Academic Plan (continued p. 3)
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In winter quarter, faculty will begin identifying program changes and new program opportunities. By spring quarter, a comprehensive campus plan for academic development should be complete. This plan, in turn, will form the basis for a sustainable financial plan that balances revenues with the expenditures needed to effectively deliver the educational programs in the academic plan. Financial Plan We fully expect the new academic plan to provide the synchronization needed with modest adjustments creating excellent performance results. State and tuition revenue trends per student declined 4.3% in the past five years. Campus wide discussions will reflect the financial reality (educational revenue and cost trends per student) – knowing that it is hard to grow quickly in higher education and keep costs and growth synchronized because there is such a long lead time for program development and faculty hires. Our plan will be to provide clear context to our faculty and staff as we move to be more thoughtful in our planning for the future. Impact Goal: Students To help further demonstrate first year plan success and then tie it to the second year plans and furthermore, our goals for ultimate success moving forward, a key project will be described. This project emanates primarily from the Impact Goal on Students; however, it resonates with all six Impact Goals and the overall mission of the campus. Emergency Aid Lab: REOS Partners UW Tacoma is newly engaged in a national research cohort to study emergency financial aid for students. The project is funded by the Bill and Melinda Gates Foundation and facilitated by the international consulting firm, Reos Partners. The goal of the project is to address the immediate needs of our students and to create a replicable playbook for building sustainable system of emergency aid for students enrolled at institutions of high education across the United States. The project will last a total of 18 months and bring together academic, administrative and student-focused schools, units and departments to build a UW world class system for holistically supporting our students and addressing their emergencies. In its initial stages, UW Tacoma’s work is focused in seven areas:
STANDING COMMITTEES Academic and Student Affairs Committee UW Tacoma Strategic Plan and Academic Plan (continued p. 4)
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1. Campus-wide engagement and outreach 2. Defining emergencies and eligibility for programs 3. Developing an efficient and painless application process 4. Identifying current emergency aid needs assessment 5. Emphasizing student awareness, involvement and engagement 6. Defining the role of the Office of Student Financial Aid in the process 7. Creating strategies to encourage and support help-seeking behavior
Emergency Aid It is estimated that over three million students leave college annually due to a small but time-critical financial crisis. Timely small amounts of financial support, less than $1500 can often create the necessary path through the crisis and enable the student to graduate. Of the 70% of institutions in the United States that offer emergency aid programs, few have an established program or methodology to ensure that they have maximum impact. The Innovation Cohort Five American colleges that are receiving support from the Bill and Melinda Gates Foundation and REOS Partners to fast-track research, design, and implementation of emergency financial aid innovations on their campuses.
• University of Washington – Seattle, WA • University of Washington – Tacoma, WA • Lorain County Community College – Elyria, OH • Florida International University – Miami, FL • Austin Community College – Austin, TX
Attachments
1. PowerPoint Presentation 2. Presenters’ Biographical Information
BOARD OF REGENTS
November9,2017
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PLANNING PROCESS
StrategicPlan
CampusAcademic
Plan
StrategicEnrollmentManagement
Budgeting&OperationalPlan
StudentExperience
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PLANNING PROCESS
StrategicPlan
CampusAcademic
Plan
StrategicEnrollmentManagement
Budgeting&OperationalPlan
StudentExperience
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IMPLEMENTATION PROGRESS
> Plan-aligned work across campus
> Strategic Initiative Fund
> Assessment of indicators
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PLANNING PROCESS
StrategicPlan
CampusAcademic
Plan
StrategicEnrollmentManagement
Budgeting&OperationalPlan
StudentExperience
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PLANNING PROCESS
StrategicPlan
CampusAcademic
Plan
StrategicEnrollmentManagement
Budgeting&OperationalPlan
StudentExperience
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ACADEMIC PLANNING
> Autumn– Evaluate existing programs
> Winter– Identify opportunities for program change and new
programs
> Spring– Develop campus plan that prioritizes and sequences
changes and new programs
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ACADEMIC PLANNING
Criteria for evaluating academic programs:1. Alignment with mission and strategic plan
2. Program productivity
3. Internal and community demand
4. Program quality
5. Human, physical and technical resources
6. Future potential
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PLANNING PROCESS
StrategicPlan
CampusAcademic
Plan
StrategicEnrollmentManagement
Budgeting&OperationalPlan
StudentExperience
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NET APPROPRIATIONS AND NET TUITION & FEESPERFULL-TIMESTUDENTEQUIVALENT(FTSE),2016CONSTANTDOLLARS
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UW TACOMA GOF REVENUE & EXPENSE
PERFULL-TIMESTUDENTEQUIVALENT(FTSE),2016CONSTANTDOLLARS
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UW TACOMA GOF REVENUE & EXPENSEPROJECTED @ 4% ANNUAL ENROLLMENT GROWTH
PERFULL-TIMESTUDENTEQUIVALENT(FTSE),2016CONSTANTDOLLARS
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PLANNING PROCESS
StrategicPlan
CampusAcademic
Plan
StrategicEnrollmentManagement
Budgeting&OperationalPlan
StudentExperience
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RECOGNITION OF A GROWING PROBLEM
It is estimated that over three million students leave college annually due to a small but time-critical financial crisis.
“I’lltakephotosofatextbookwithmorethan500pagessoIcanavoidbuyingit.”
“IneverknowifI’llhavequiettime,oraninternetconnectionatnight,soItrytogetasmuchdoneasIcanduringtheday.”
“Tryingtodohomeworkwhenyouhaven’teateninacoupleofdaysisnotgoingtohappen.”
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WHAT IS EMERGENCY AID?
Timely small amounts of financial support (<$1,500) can often create the necessary path through the crisis and enable a student to graduate.
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INNOVATION COHORT
One of five colleges receiving support from the Bill and Melinda Gates Foundation and REOS Partners to fast-track design, testing and implementation of emergency aid innovations on their campuses.
Builds on nationwide research on the current use and management of emergency aid at colleges and universities.Source: REOS Partners, Emergency Aid Lab
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BREAKING DOWN BARRIERS TO EXISTING RESOURCES
www.washington.edu/financialaid
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THANK YOU
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Presenters’ Biographical Information
Bonnie J. Becker, assistant chancellor for Strategy and Assessment
is an associate professor in marine ecology whose research focuses
on marine conservation biology. She received her Ph.D. in
oceanography from the Scripps Institution of Oceanography at
UC San Diego. In 2015, she served as co-chair of the Strategic
Planning Committee that developed UW Tacoma’s 2016-2021
strategic plan.
Jill Purdy, interim executive vice chancellor for Academic Affairs
is a founding faculty member of the Milgard School of Business.
Her expertise is in management and organizational sociology. She
served as director of the MBA program from 2000-2005, as
Academic Director of the Center for Leadership and Social
Responsibility from 2006-2012, and as Interim Dean from 2015-
2016. She was named Associate Vice Chancellor for
Undergraduate Affairs in 2016.
Her current research includes the study of social entrepreneurs,
institutional influences on business social practices, and cross-
sector collaboration and conflict resolution.
ATTACHMENT 2A-3.2/211-17 11/9/17
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Tye Minckler, vice chancellor for Finance and Administration
previously served as the finance and administration chief at
Tarleton State University, the second-largest member of the Texas
A&M system. Prior to that, he was director of facilities
development and management for the UW School of Medicine.
He has also served in the private sector as a chief financial officer.
He is an alumnus of the UW, where he received a B.S. in
molecular and cellular biology and an MBA in finance. He has an
Ed.D. in higher education management from the University of
Pennsylvania.
Mentha Hynes-Wilson, vice chancellor for Student and Enrollment
Services comes to UW Tacoma having served as the student affairs
leader at Salisbury University in Maryland. Prior to that, she served
in both student affairs and enrollment services leadership positions
at University of California San Diego, Princeton University, Smith
College and University of Oregon.
She received a B.A. in ethnic studies from California State
University Sacramento, and her M.Ed. in education policy, research
and administration from the University of Massachusetts. She is
nearing completion of a Ph.D. in organizational leadership at
University of Maryland Eastern Shore.
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