2018-19 School of Education Strategic Goals
The School of Education commits itself to the education of leaders who will enrich lives, transform communities, and better the world. As part of a public land-grant university, we are steadfast in the belief that a high-quality public education for all is vital to our contemporary democratic society.
We are committed to the role of innovative research in accomplishing these goals. We undertake broad and in-depth research and scholarship, both for the discovery of new knowledge and understanding, and to put research into practice to advance society in fields as diverse as the arts, education, and health.
Our mission is to advance education for learners at all levels in a variety of settings. We will accomplish this within the university and local, state, national, and global communities through innovation, increasing diversity, and strategic partnerships. Through the reach of our research, programs, and community, our achievements will be magnified from Wisconsin to the world — the Wisconsin Idea in action.
Our actions are aligned with UW–Madison’s Strategic Framework for 2015-19.
financial goals
Graduate Student Support
Increase financial support for graduate students by optimizing the use of existing fellowships and assistantships to enhance recruitment efforts, changing scholarship procedures and timelines to offer highly competitive, multi-year packages, and building the graduate training programs. Design a rigorous evaluation of the graduate training programs and their impact on recruitment, retention, training, and placement of applicants.
Financial Strategy
Build increased capacity for financial strategic analysis, forecasting, and budgeting, including building forecast models and working with departments and units to implement the unified budget model. Make decisions about what new financial roles, policies, and procedures are necessary in the School and begin to implement those decisions.
Development
Achieve development specific fundraising goals as part of the overall strategic advancement plan. Hire and onboard a Director of Development for Foundation Relations, increase giving and participation to the School’s annual fund, and recruit new members to the Board of Visitors.
Faculty and Staff Salaries
Raise faculty and staff salaries, as experience and performance warrants, to the peer average or above over the next three years.
ACADEMIC AND PROFESSIONAL OUTREACH GOALS
New Majors, Certificates, and Courses
Set enrollment targets and work with departments to establish an implementation plan for expanding enrollments in new majors, certificates, summer courses, online courses/programs, double majors, and 131 programs, including new teacher education programs and continued expansion of the secondary teacher education program.
Professional Outreach
Establish strategic directions for the development of significant new outreach activities that advance the mission of the School and engage School of Education alumni and professional communities in education, health, and the arts.
RESEARCH AND SCHOLARLY ACTIVITY GOALS
Research and Scholarly Activity
Identify ways to increase incentives and supports for faculty participation in research and scholarly activity across the School.
Grand Challenges
Plan and execute the next phase of Grand Challenges. Connect previous Grand Challenges applicants and awardees with foundation and other external funding opportunities. Build partnerships with Grand Challenges applicants for new professional learning initiatives.
UW–Madison guiding principles
- We promote the highest standards of intellectual inquiry and rigor, in keeping with the university’s proven commitment to the “continual sifting and winnowing by which alone the truth can be found.”
- We support learning for its own sake, throughout our lives, as a service to the greater good.
- We fiercely defend intellectual freedom and combine it with responsibility and civility so that all who work and live on our campus can question, criticize, teach, learn, create, and grow.
- We observe the highest ethical integrity in everything we do.
- We believe in the importance of working with and learning from those whose backgrounds and views differ from our own.
- We share the belief that neither origin nor economic background should be barriers to participation in the community.
- We are committed to being responsible stewards of our human, intellectual, cultural, financial, and environmental resources.
- We promote the application of research and teaching to issues of importance for the state, the nation, and the world, and we place learning and discovery in the service of political, economic, social, and cultural progress.
uw–madison 2015—2019 strategic plan
The UW–Madison strategic framework for 2015—2019 is designed to chart a course that will not only protect our legacy of research, teaching, and public service, but also will encourage new ideas from all corners of the campus and transform our state, nation, and world.
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Educational Experience
- Improve access and affordability through need-based financial aid, scholarships, and fellowships to ensure socioeconomic diversity and timely completion.
- Scale Wisconsin Experience opportunities through innovative classroom environments and active learning, locally and globally, to prepare students for successful careers and lives.
- Improve learning outcomes, including reducing time to graduation, for all students.
- Ensure graduate student, professional student, and postdoctoral fellow mentoring, support, and opportunities to enhance their experiences and future success.
- Build innovative professional master’s-level degrees and other lifelong learning experiences.
Research and Scholarship
- Nurture excellence in research, scholarship, and creative activity across all divisions.
- Optimize the research and scholarship infrastructure of the university.
- Strengthen our influence in national decision-making around research policy and funding.
- Engage our interdisciplinary strength to generate creative solutions.
- Support the continued high level of integration of research and education.
The Wisconsin Idea
- Partner with UW–System schools, corporations, communities, and government to bring value to Wisconsin citizens.
- Promote economic development and job creation through our campus technology-transfer ecosystem, in partnership with the business and entrepreneurial communities.
- Extend our educational mission to Wisconsin and the world with new technology and partnerships.
- Leverage our distinctive interdisciplinary strength to address complex problems in the state and the world.
Our People
- Ensure UW–Madison has a workforce that is highly talented, engaged, and diverse by implementing our new personnel/human resource system.
- Enhance the strength of our campus through diversity and inclusion by implementing the campus Diversity Framework.
- Ensure our ability to attract and retain talent by making progress toward competitive compensation relative to our peers and market medians.
- Nurture growth of our people through professional development and performance excellence.
- Create the best possible environment in which our people can carry out their responsibilities to the university.
Resource Stewardship
- Promote resource stewardship, improve service delivery and efficiency, and ensure administrative capacity.
- Create a stable and sustainable financial structure through the implementation of a transformed budget model.
- Identify and pursue new revenue sources aligned with the institution’s mission and goals.
- Promote environmental sustainability through our own campus operations, integrated with research and education.
- Transform library structures and technologies to best support research and learning, and to attain campus efficiencies.
- Sponsor a comprehensive campaign to invest in the future of the university and the students, faculty, and staff who will shape the future of Wisconsin and the world.