2030 Action Plan

2030 Metrics Table– October 2025 Update

harlynn@uwm.edu — Thu, 16 Oct 2025 20:53:10 +0000

This table contains sample metrics for the four commitments.

51�� 2030 Metrics table showing baseline and 2030 targets by area (Student Success, Employee Experience, Research & Community Impact, Fiscal Sustainability).
Area / Contact	Metric	Definition	2024 or 2025 Baseline	2030 Target
Student Success	Number of students served through 51�� youth and pre-college experiences	Total number of youth participating in programs registered through 51��’s Youth Protection and Compliance office.	35,000 (Fall 2024–Summer 2025)	38,000 youth annually
Student Success	Spring-to-Fall re-enrollment rate for all students	Percentage of all 51�� undergraduate students who continue from spring to fall semester.	80.6% (Spring 2024 → Fall 2024)	88.1%
Student Success	Six-year graduation rates	The percentage of first-time undergraduate students who complete their degree within six years of starting at 51��.	52.6% (Cohort: Fall 2018; Graduated AY 2023–24)	59%
Employee Experience	Number of professional development trainings offered	The total number of professional development sessions, workshops, or trainings made available to 51�� employees offered by HR during a given year. Note: Includes all professional development for employees and supervisors as well as New Employee Orientation sessions.	22	25
Employee Experience	Total attendance — professional development trainings	The total number of employees who attended the trainings offered by HR (may not be unique; an employee may attend multiple events and is counted each time they attend a training).	546 (≈25 per session)	1,000
Research & Community Impact	Volume of media coverage (51��)	The number of media mentions, articles, or interviews in local, regional, national, or international media that highlight 51��.	8,250 media mentions (Calendar Year 2025)	10,000
Research & Community Impact	Number of multi-PI proposals	The number of research proposals submitted that include more than one PI.	129 (of 508 total proposals last year)	173
Research & Community Impact	Universities of Wisconsin Accountability Dashboard metric: “What is spent on research and public service?”	Research expenditures are for activities funded from all sources that are specifically organized to produce research outcomes.	FY23: $59M FY24: $66M	$101M
Research & Community Impact	Number of proposals submitted	The total number of grants (research, service, instruction) submitted by 51�� employees to external funding agencies within a fiscal year.	FY24: 473 FY25: 508	683
Fiscal Sustainability	Percentage of giving designated for endowment	The percentage of total giving that is designated to 51��’s endowment.	33% (current rate)	40%
Fiscal Sustainability	Number of Capital Projects Enumerated	Number of 51�� Capital Projects Enumerated in the State of WI Capital Budget per biennium.	4 (2023–25 Baseline) 8 (2025–27 Baseline)	6
Fiscal Sustainability	Amount of 51�� Capital Project Funding	Amount of 51�� Capital Project Funding in the State of WI Capital Budget, over a 6-year period.	$245,873,000 (2023–25 Baseline) $290,638,000 (2025–27 Baseline)	$350,000,000
Fiscal Sustainability	Annual fundraising	Annual Cash Receipts from 51�� Foundation Receipts — dedicated to University Designated Funds.	$27,429,011.79	$175 M (total for 2026–2030)

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2030 Action Plan & Strategic Framework Refresh – June 2025 Update

harlynn@uwm.edu — Fri, 13 Jun 2025 18:35:53 +0000

In the summer of 2024, the 2030 Action & Strategic Framework was refreshed with four new commitments. Since that time, leaders across campus have continued to move toward the 2030 goals, defining their strategies, tactics and metrics to ensure success in each of these critical areas. Below is a representative sample of that work.

Note: For each of the 51�� 2030 Commitments, the goals listed below represent institutional priorities. The accompanying strategies and sample tactics are illustrative and are intended to highlight potential campus-level approaches to advancing these goals. They are not comprehensive and do not capture the full range of activities occurring across the university. Colleges, schools, and divisions may develop and supplement strategies that align with and contribute to these goals. The example metrics and targets reflect ways progress around these goals may be monitored and are under consideration for possible inclusion in a public-facing dashboard to support continuous improvement and enhance accountability.

COMMITMENT: STUDENTS’ ACADEMIC AND PERSONAL JOURNEY

Goal: Advance Student Success and Close Equity Gaps
Strategy	Improve student access to equitable, coordinated, holistic support services and resources.
Sample Tactics:	Strengthen collaborative networks that support prospective students through pre-college pathways and partnerships with families, K-12 schools, community-based organizations, and the greater Milwaukee community (e.g., through M-Cubed, Panther Pathway Scholars Program) Standardize an integrated student support structure and practices across campus Revise and standardize institutional policies and practices related to student support and resources, using a student-centric approach Enhance student engagement, well-being, and sense of belonging
Example Metrics:	NSSE “Supportive Environment” mean score for first year and senior students, disaggregated by key student populations (including underrepresented minority-status, first-generation status, Pell eligibility, and Milwaukee high school graduate status) Number of students served through pre-college pathways, including dual enrollment, M-Cubed Percentage of students with first-time GPA below 2.0 Term-to-term re-enrollment rates
Target:	Increase NSSE “supportive environment” score to 35.3% by 2029 Expand the number of students served through pre-college pathways over the next five years Reduce the percentage of students with first semester GPA below 2.0 by 2030. Improve the fall-to-spring re-enrollment rate for all students from 88.4% over the next five years
Contact Person:	Kay Eilers, associate vice chancellor for enrollment management

Goal: Develop students academically and professionally
Strategy	Create innovative curriculum, pedagogy, and learning opportunities in alignment with workforce needs.
Sample Tactics:	Advance a student-centered academic experience through general education reform, academic maps, and experiential learning. Elevate first-year undergraduate retention initiatives. Structure and sequence learning and development opportunities.
Example Metrics:	DFW rates New freshmen retention rate Four and six-year graduation rates First Destination Survey responses
Target:	Decrease DFW rates from 12.4% (Fall 2024) by Fall 2030 Increase new freshmen retention rate over the next five years Increase four-year and six-year graduation rates over the next five years Increase the percentage of undergraduates who strongly agree that 51�� helped them create a plan from 51% (2023-24) by 2029-30
Contact Person:	Kay Eilers, associate vice chancellor for enrollment management

Goal: Grow Enrollment Through Coordinated Recruitment and Retention
Strategy	Increase overall enrollment by at least 1.5% year-over-year for the next five years across all degree and non-degree educational segments.
Sample Tactics:	Improve retention and graduation rates by implementing coordinated, student-centric practices and policies, while prioritizing the attainment of equitable outcomes. Target recruitment efforts to maximize resources in high potential areas, aligned with 51��’s access, research and community-engaged mission.
Example Metrics:	Metrics as defined in SEM Plan ()
Target:	Achieve 1.5% enrollment growth year over year for the next five years
Contact Person:	Kay Eilers, associate vice chancellor for enrollment management

COMMITMENT: POSITIVE EMPLOYEE EXPERIENCE

Goal: Support employee success – A
Strategy	Expand opportunities for and engagement with professional development.
Sample Tactics:	Expand internal marketing of available professional development opportunities. Develop new training sessions based on employee demand. Provide in-person training for supervisors on supporting employee professional development plans. Offer in-person employee training on developing and using professional development plans. Collaborate with Universities of Wisconsin System Administration and University of Wisconsin-Madison to host Principles of Supervisory Management training for supervisors.
Example Metrics:	Number of professional development trainings offered Participation rates and total attendance Participant feedback and satisfaction with training sessions
Target:	To be determined based on the baselines established for the selected metrics.
Contact Person:	Makda Fessahaye, associate vice chancellor and chief human resources officer

Goal: Support employee success – B
Strategy	Increase staff retention.
Sample Tactics:	Provide supervisor training to help identify and mitigate employee dissatisfaction. Conduct consistent exit surveys across all divisions and departments. Use nimble initiatives, such as Campus CARES and New Employee orientation, to address needs identified through staff feedback and surveys.
Example Metrics:	Annual staff turnover rate (percentage of staff leaving 51�� in each fiscal year)
Target:	To be determined based on turnover rate.
Contact Person:	Makda Fessahaye, associate vice chancellor and chief human resources officer

COMMITMENT: RESEARCH, INNOVATION & COMMUNITY IMPACT

Goal: Strengthen Partnerships with Community Organizations & Community Members as an Urban-Serving Institution
Strategy:	Increase recognition and storytelling around 51��’s community impact.
Sample Tactics:	Showcase 51��-community partnerships through regular inclusion in 51��’s marketing and communication editorial calendar. Develop a centralized community impact dashboard on the 51�� website. Provide regular updates on community impact projects to support government relations outreach. Share information on 51��-community partnerships with board members and volunteers to support advocacy and message amplification.
Example Metrics:	Volume and tone of media coverage related to 51��’s community impact
Target:	Increase
Contact Person:	Deanna Alba, acting vice chancellor of marketing, communications & university relations

Goal: Advance Impactful Research and Innovation – A
Strategy:	Promote and support team science, community-engaged research, and translational research activities.
Sample Tactics:	Expand support for community-based and large-scale interdisciplinary research initiatives, such as federally funded centers. Ensure tenure and promotion (T&P) criteria value and account for collaborative and community-engaged research.
Example Metrics:	Number of multiple-PI and center grant proposals submitted, Number of faculty engaged in community-based research, Number of intellectual property (IP) disclosures
Target:	TBD
Contact Person:	Ali Abedi, vice provost for research

Goal: Advance Impactful Research and Innovation – B
Strategy:	Align campus resources to optimally support identified high-impact research and cultural production areas.
Sample Tactics:	Build upon the 2024 High-Impact Research Areas report by identifying specific strategies to enhance impact in each of the five identified areas. Utilize cluster hires to build critical mass in high-impact areas. Align campus SEED funding resources to support research growth in these areas.
Example Metrics:	Number of faculty aligned with five high-impact areas Number of research proposals, awards, and expenditures aligned with high-impact areas
Target:	TBD
Contact Person:	Ali Abedi, vice provost for research
Goal: Advance Impactful Research and Innovation – C
Strategy:	Strengthen infrastructure to better support 51��’s role as the only R1 in the industrial and economic hub of the State.
Sample Tactics:	Improve accounting practices to better capture internally funded research expenditures. Expand proposal development support to improve both the volume and competitiveness of proposals. Enhance research infrastructure to better support PIs with award management. Identify and deliver a future cyberinfrastructure (research IT) environment required to grow the research enterprise to extend its impact.
Example Metrics:	Institutional, federal, and total research expenditures as reported in the HERD survey Number of proposals submitted Number of awards and proposal success rate (hit rate) Number of projects with no-cost extensions
Target:	TBD
Contact Person:	Ali Abedi, vice provost for research

Goal: Strengthen Partnerships with Community Organizations & Community Members as an Urban-Serving Institution – A
Strategy:	Inventory and align campus-level and college-level community engagement.
Sample Tactics:	Strategic Partnering. Hold monthly partnering meetings with campus stakeholders; inventory key university contact points and community connections. Student Experience and Talent (SET) programming, including centralized coordination of experiential and service learning opportunities and Community of Practice (CoP) to foster community engagement. University Advancement (UA) and Strategic Partnering (SP) monthly meetings to coordinate on connections and prospects and quarterly meetings with 51�� leadership. UA and SP quarterly “deep dive” meetings initiated in 2024 for inventory key contacts for high profile partners. Inventory/assessment compiled in 2025 for reclassification as a Carnegie Community Engagement University. Inventory/Assessment compiled in 2023 for APLU Recognition through the Innovation & Economic Prosperity (IEP) program and annual reflection memos.
Example Metrics:	Number of monthly and quarterly meetings held Number of common contact points identified Explore campus shared contact database after UA implementation of Sales Force Completed “deep dive” meetings with campus partners Universities of Wisconsin – Accountability Dashboard metrics Categorization and inventory of community partnerships (via 51�� Office of Assessment & Institutional Research)
Target:	TBD
Contact Person:	Brian Thompson, chief innovation and partnership officer

Goal: Strengthen Partnerships with Community Organizations & Community Members as an Urban-Serving Institution – B
Strategy:	Strengthen relationships and collaboration with the City of Milwaukee and Milwaukee County and other government organizations.
Sample Tactics:	Strengthen relationships and collaboration with the City of Milwaukee, Milwaukee County, and other government organizations.
Example Metrics:	Metrics included in the Universities of Wisconsin – Accountability Dashboard () Categorization and inventory of community partnerships (via 51�� Office of Assessment & Institutional Research)
Target:	TBD
Contact Person:	Brian Thompson, chief innovation and partnership officer

COMMITMENT: FISCAL SUSTAINABILITY & ECONOMICALLY ANCHORING SOUTHEASTERN WISCONSIN

Goal: Optimize Philanthropy
Strategy:	Grow the proportion of charitable giving designated for endowment.
Sample Tactics:	Emphasize the importance of endowment gifts with 51��F board members and encourage them to share endowment messaging in their networks. Use dedicated communications channels (such as social media, electronic pubs) to highlight endowment gift promotion.
Example Metrics:	Percentage of giving designated for endowment
Target:	40%
Contact Person:	Joan Nesbitt, vice chancellor for university advancement

Goal: Create Sustainable and Engaging Physical Spaces
Strategy	Update 51��’s long‐range facilities plan to optimize space to strengthen student success, instructional, and research goals.
Sample Tactics:	Complete RFP and execute contract for Long Range Campus Plan (LRCP) consultant(s) by August 2025. Conduct Facility Condition Assessments by July 2027. Finalize and publish the LRCP report by December 2027.
Example Metrics:	Public release of the LRCP in Winter 2027/2028
Target:	TBD
Contact Person:	Melissa Spadanuda, associate vice chancellor for facilities planning and management

Goal: Create Sustainable and Engaging Physical Spaces
Strategy:	Plan and coordinate strong advocacy for 51��’s major capital project needs.
Sample Tactics:	Submit a robust portfolio of capital project requests. Advocate for funding from the State of Wisconsin’s Capital Budget.
Example Metrics:	Number, type, budget of approved capital projects Number and type of advocacy actions by audience (e.g. tours, presentations, videos, handouts, emails) Proportion of requested funds allocated in the final budget
Target:	TBD
Contact Person:	Melissa Spadanuda, associate vice chancellor for facilities planning and management

Goal: Raise the institution’s long-term financial sustainability and capacity to invest in strategic priorities
Strategy	Strengthen institutional financial health through multi-year financial planning.
Sample Tactics:	Balance operating budgets, targeting a 1% ($5M) unrestricted operating margin annually from FY26 to FY30 Achieve 1.5% annual enrollment growth through enrollment and retention initiatives described in the Strategic Enrollment Management Plan (SEM), including financial aid tactics. Increase five-year fundraising and external contract and grant expenditures. Improve multiyear financial planning across campus and divisions.
Example Metrics:	Composite Financial Index (CFI) Annual enrollment growth, fundraising, and contract & grant expenditures
Target:	Balance operating budgets, targeting a 1% ($5M) unrestricted operating margin annually from FY26 to FY30 Achieve 1.5% annual enrollment growth through enrollment and retention initiatives described in the Strategic Enrollment Management Plan (SEM), including financial aid tactics. Increase five-year fundraising and external contract and grant expenditures. Improve multi-year financial planning across campus and divisions.
Contact Person:	Drew Knab, chief finance officer

Goal: Leverage IT and Data as Strategic Assets to Deliver Digital Transformation Outcomes – A
Strategy	Harness innovation and data to optimize and transform university capabilities.
Sample Tactics:	Create an innovation pipeline and form partnerships to identify, prototype, and adopt and share new technologies and data capabilities. Utilize AI technologies throughout the university to personalize, optimize, and elevate human experiences. Enhance research cyberinfrastructure to boost competitiveness and enable secure, scalable research. Develop and oversee ROI-based proposals to deliver, optimize, and retire technology and data services through ITD governance.
Example Metrics:	Percentage of projects in innovation pipeline reaching adoption phase. Number of AI-enabled projects implemented across instruction, research, and operations. Quantified impact (efficiency, satisfaction, revenue) of emerging technology and data capabilities.
Target:	TBD
Contact Person:	Scott Genung, associate vice chancellor and chief information officer

Goal: Leverage IT and Data as Strategic Assets to Deliver Digital Transformation Outcomes – B
Strategy	Streamline activities through technology to reduce workloads and increase focus on value-added efforts.
Sample Tactics:	Establish a shared technology and data ecosystem at 51�� to unify system and operational planning Leverage AI and analytics; optimize operational processes. Establish self-service capabilities to reduce wait times and increase customer satisfaction.
Example Metrics:	Number of operational, customer-facing, and strategic workloads. Reduction in manual intervention required for recurring IT operations. Cost savings from vendor optimization and contract consolidation. Employee satisfaction with workload balance through annual pulse surveys.
Target:	TBD
Contact Person:	Scott Genung, associate vice chancellor and chief information officer

Goal: Leverage IT and Data as Strategic Assets to Deliver Digital Transformation Outcomes – C
Strategy	Simplify and enhance human experience through technology to extend 51��’s impact.
Sample Tactics:	Deliver immersive, accessible, personalized experiences through technology and data to save time and elevate impact. Enable greater student success outcomes through the implementation of new technologies and practices to support the SEM Plan.
Example Metrics:	Accessibility compliance scores for key campus systems, websites, and content. Utilization rates and trends of platforms which elevate human experiences.
Target:	TBD
Contact Person:	Scott Genung, associate vice chancellor and chief information officer

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Securing 51��’s Future; Budget Model Changes

Mark P Jacobson — Fri, 23 Aug 2024 20:00:00 +0000

Budget Model Change FAQs

51�� Budget Models Comparison

Next week, students will begin arriving on campus to launch or continue their academic careers. The success of our students is our highest priority and a moral imperative. A college degree is still a critical pathway to a higher-paying career and, for many, an essential tool in creating generational change for themselves and their families. For 51�� to fulfill its mission, we must ensure we are strong and sustainable for years to come.

The university remains significantly underfunded in light of its dual research and access missions. State funding has not kept pace with inflation, leaving us more reliant on enrollment than ever before. At the same time, we’ve seen a decadelong tuition freeze and, like universities nationwide, a significant drop in enrollment.

Yesterday, the Board of Regents approved a budget request that includes a significant increase in operating funds for the Universities of Wisconsin. While we will strongly advocate for the UWs’ proposed budget, similar requests in recent years have not been fully funded. Even if this one is funded, much of the money will likely go to UWs’ priorities, such as student financial support, research and full funding for faculty/staff pay plans. An investment from the UWs will help 51��, but it will not address all of our challenges. We must direct our own resources in ways that directly benefit students and support the groundbreaking research that can change lives.

Changing 51��’s budget model is essential to securing our future

During the 2023-2024 academic year, 51�� launched a budget review process as part of the 2030 Strategic Action Plan. The yearlong process included surveys, listening sessions and creation of a Budget Model Review Committee. The committee identified a need for a simpler and more predictable funding formula, along with a desire to see performance rewarded with revenue gains.

Using a three-phase process, the committee developed recommendations and received feedback from a wide array of stakeholders, including college deans, the Academic Planning and Budget Committee, the University Committee, the Academic Staff Committee and divisional finance officers. The recommendations retain many elements from the current model that focus on administrative efficiency and transparency.

The chancellor recently accepted the recommendations, and the updated budget model will be implemented for the 2025-26 fiscal year (FY26). Planning for FY26 starts in September, with implementation beginning July 1, 2025. Colleges will be assisted with these changes during a five-year transition period.

What’s Changing

Funding for Colleges More Closely Tied to Enrollment and Student Outcomes

51�� will modify the current funding formula for colleges to increase the emphasis on student credit hours and recognize majors instead of degrees, allowing for a quicker response to positive enrollment changes. Nonresident tuition, which is higher than resident tuition, will also follow the student, rewarding colleges that invest in recruiting students from out of state. (Eighty-one percent of 51��’s graduates in the past decade have stayed in the state, contributing greatly to its economy.) These changes directly benefit students by directing dollars to the academic areas that most interest them.

The new formula no longer distributes undergraduate student tuition dollars to fund research activity. While we experimented with this in the current model to try to incentivize research, it is not common among universities nationwide and the results have not borne it out. The new model will bring us in line with best practices, and research will continue to be funded with indirect charges and undesignated state funding.

Transitioning Colleges to a Balanced Budget Model

The current process adjusts the budget model formula results on an unlimited basis (referred to as subvention) and with no specific time frame. The new model will halt this process and replace it with a College Strategic Initiatives Fund to help colleges address short-term challenges and make strategic investments that align with institutional and 2030 priorities. Strategic investments made from this fund will not exceed five years.

Over the next five years, colleges will need to realign their operations to match the updated budget model, and Provost Andrew Daire has already begun working closely with each dean to develop five-year plans to address this change.

Greater Flexibility for Colleges and Divisions in Managing Multiyear Budgets

The current budget model requires colleges and divisions to obtain permission to use funds from one fiscal year in the next fiscal year. However, it is not always possible to anticipate the need for spending from balances as much as a year in advance. Beginning in July 2025, colleges and divisions will be allowed to use up to $250,000 in carryforward balances annually without seeking prior approval.

Transparency and Administrative Efficiency

The recommendations retain many of the elements within the current model that focus on administrative efficiency and transparency.

Beyond the Budget Model Changes

51�� is making additional changes to secure the university’s future as part of the 2030 Strategic Priorities. These changes will:

Strengthen our support for students by improving the student experience.
Balance 51��’s academic portfolio to better align with student demand.
Continue 51��’s investment in research.
Strengthen 51��’s brand and enrollment efforts.
Optimize faculty workload.

As part of this work, a workgroup will be developed to examine best practices for R1 access universities related to faculty workload. Campus leadership will share more information regarding each of these initiatives throughout the academic year.

Our Path Forward

At 51��, we amplify the remarkable potential that exists in each of our students. But to continue doing this, we must ensure 51�� has the resources to educate our students and continue our groundbreaking research.

The chancellor will share more about his vision for a stronger 51�� during the Sept. 12 plenary. Additional information about the budget is available in these FAQs��Ի��side-by-side comparison chart.

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2030 Action Plan & Strategic Framework – Summer 2024 Update

Katie Russell — Mon, 01 Jul 2024 18:31:56 +0000

The 2030 Action Plan refresh is nearly complete. The proposed refresh views the 2030 Action Plan and Strategic Framework as four commitments:

Commitment to Students’ Academic & Personal Journey
Commitment to a Positive Employee Experience
Commitment to Research, Innovation & Community Impact
Commitment to Fiscal Sustainability & Economically Anchoring Southeastern Wisconsin

The current 2030 website is organized around these commitments. It contains the related goals and names of commitment sponsors, who worked over the spring semester to fine-tune goals and strategies while discussing metrics and benchmarks. We expect the final version of the 2030 refresh to be shared in fall 2024.

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2030 Action Plan – Spring 2024 Update

Fri, 08 Mar 2024 18:15:29 +0000

The 2030 Action Plan & Strategic Framework priorities have been refreshed, transitioning the eight original areas of focus into four broader commitments. Those include the Commitment to Students’ Academic & Personal Journey, the Commitment to a Positive Employee Experience, the Commitment to Research, Innovation & Community Impact, and the Commitment to Fiscal Sustainability and Economically Anchoring Southeastern Wisconsin.

Commitment sponsors have been named to lead the efforts within their respective operational areas, and they’ll collaborate with faculty and staff, who will contribute their subject matter expertise. Commitment sponsors will also work with stakeholders to develop and adopt appropriate strategies and key metrics to track progress toward each goal.

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2030 Action Plan – Fall 2023 Update

haasjr@uwm.edu — Wed, 01 Nov 2023 18:44:22 +0000

The 2030 Action Plan Status Update and Recommendations report 2030 Action Plan Status Update and Recommendations (2023) (PDF) summarizes the work completed over the past two academic years in support of the 2030 Action Plan. The 2030 Action Plan is currently being evaluated and reviewed in the context of current and emerging issues facing 51�� to develop the next phase of our work.

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2030 Action Plan – Summer 2023 Update

haasjr@uwm.edu — Mon, 28 Aug 2023 14:40:24 +0000

Based on work accomplished to date, many 2030 Action Plan initiatives have transitioned into on-going actions incorporated into university operations. Over the next academic year the 2030 Action Plan will be evaluated and reviewed in the context of current and emerging issues facing 51�� to develop recommendations for the next phase of our work.

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2030 Action Plan – Spring 2023 Update

haasjr@uwm.edu — Tue, 23 May 2023 16:39:09 +0000

Several teams provided updates to the Faculty Senate this spring. Websites are now live for the College of Community Engagement and Professions, the College of Health Professions and Science, and the Joseph J. Zilber College of Public Health. Student Affairs, Financial Aid, and Enrollment Management/Student Success are working towards centralizing retention/emergency grants as well as increasing training and improving internal operations to better serve students. The Revising Curriculum Action Team has been regularly meeting as they continue to incorporate feedback in a revised proposal for General Education Reform.

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2030 Action Plan – March 2023 Update

Tue, 21 Mar 2023 21:33:27 +0000

As part of the Becoming Student Centric efforts, the M-Cubed Professional Development Day was held on February 17th. This event brought together MPS teachers as well as faculty and staff from MATC and 51�� in math, English and science to examine best practices to connect learning. The Redesigning the Research Infrastructure – Research working group has finalized their recommendations based on the National Council of University Research Administrators (NCURA). University Advancement has begun preparing the case for support for the next campaign of which endowment giving will be a substantial portion.

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2030 Action Plan – February 2023 Update

Mon, 27 Feb 2023 20:05:53 +0000

As part of the Aligning and Engaging Workforce Action Team, a new Organizational Development website has been launched. Please take the time to explore the new site and encourage your colleagues and team members to do the same.

The Revising Curriculum Action Team is incorporating feedback from the fall 2022 listening sessions into a revised proposal. The team gave a presentation to the Faculty Senate on February 16^th and anticipates a revised proposal this spring. Their proposal can be found on the team page on the 2030 website.

The Student Centric and Moon Shot for Equity Action Team continue their important work on the numerous efforts related to the Student Centric Framework actions. Some highlights include the awarding of retention grants, further development of the coordinated care model (Support U), and SET re-organization around career focus to better match students and opportunities.

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