Our Mission

To create, integrate, transfer and apply knowledge.

Our Objective

To sustain and strengthen our position of preeminence in research and higher education.

University of Wisconsin-Madison: Building Value for the People of Wisconsin

Our Strategic Priorities and Goals for 2007-09

• Amplify the Wisconsin Idea
• Promote Research
• Advance Learning
• Accelerate Internationalization
• Nurture Human Resources
• Enhance our resources and their strategic use

Nurture Human Resources

Students

Goal 1. Provide seamless and comprehensive student-service delivery.

Student success is fostered by excellent services, such as housing, health, safety, leadership development and recreation. We will enhance those services through coordinated implementation of the master plans from University Health Services, UW Police Department, University Housing, Recreational Sports, Enrollment Management, Wisconsin Unions and the Student Activities Center.

Goal 2. Increase need-based financial aid to students.

As tuition increases, and as much of our financial aid money continues to be distributed on a merit basis, many students’ demonstrated need is not met by their financial-aid packages. As a result, UW–Madison is becoming increasingly inaccessible to lower-income families. We will increase the percentage of gift aid within financial-aid packages, resulting in aid awards that meet undergraduate students’ demonstrated financial need.

Goal 3. Engage parents in supporting student success.

Our students’ parents are becoming increasingly involved in the academic and social decisions their students make. We will seek to provide the services and resources that parents expect, and helpful venues for engagement, while encouraging the development of students into independent adults.

Employees

Goal 1. Develop leaders.

Our distributed organization relies on leadership at many levels, including department chairs, center directors, principal investigators and administrative leaders. We are enhancing our work environment by developing leaders and enhancing accountability.

Goal 2. Recruit and retain excellent and diverse faculty and staff.

UW–Madison’s success in carrying out its mission and serving the needs of the state are dependent on attracting and retaining excellent and diverse faculty and staff. To succeed in an increasingly competitive environment, we will improve our recruiting expertise, seek domestic-partner benefits, foster family-friendly policies and practices, promote peer networking and mentoring opportunities, and create a student-to-employee pipeline.

Climate and Diversity

Goal 1. Build assessment into diversity and climate programs.

It would be irresponsible to request funding from either the state or private sources without evidence of program success. We are building assessment processes into our programs and bringing together program directors to compare methods and results. We will provide training and discussion opportunities to improve workplace and classroom climate.

Goal 2. Develop long-term fiscal stability in diversity and climate programs.

Diversity pipeline and academic support programs have led to more enrolled students of color, and better retention and graduation rates. Climate programs are ready to grow beyond pilots and bridge funding. These programs are essential to sustaining and attracting diversity. We will develop a comprehensive plan for future funding to sustain the growth and success of these programs.

Professional Development

Goal 1. Implement a competency-based system for leadership development.

We are building a professional development culture where ongoing learning for all staff and faculty is expected and supported. We are creating an interactive Web site to assess leadership knowledge, skills and abilities, and to guide the creation of a personalized Integrated Development Plan.

Goal 2. Articulate expectations of leaders and build them into development and evaluation processes.

By increasing the capacity and competence of leaders and managers, we can improve workplace climate, leading to a more satisfied (and retained) workforce. We will articulate expectations of leaders and build those expectations into development and evaluation systems.

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